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GEORGIA WASTE MANAGEMENT TECHNOLOGIES IN REGIONS PROJECT

REQUEST FOR APPLICATIONS (RFA) NUMBER: 781.GE

Technical and Financial Application

NOVEMBER 2013

Caucasus Environmental NGO Network (CENN)

© CENN - 2013

Application for the Project: Georgia Waste Management Technologies in Regions RFA Number: 781.GE

GEORGIA WASTE MANAGEMENT TECHNOLOGIES IN REGIONS PROJECT

REQUEST FOR APPLICATIONS (RFA) NUMBER: 781.GE

Technical and Financial ApplicationNOVEMBER 2013

For and on behalf of the CENN

Approved by: CENN

Signed: Nana Janashia

Position: Executive Director

Date: November 29, 2013

Caucasus Environmental NGO Network (CENN)

27, Betlemi Str.0105, Tbilisi,

Georgia

t +995 32 275 19 03 / 04f +995 32 275 19 05

[email protected]

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http://www.cenn.org/

mailto:[email protected]


Cover Letter

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27, Betlemi StreetGE-0105 TbilisiGEORGIATel.: +995 32 275 19 03 / 04Fax: +995 32 275 19 05E-mail: [email protected]

Ms. Jessica ChoICMA

[email protected]

Tbilisi, November 29, 2013

Concern: Application: Georgia Waste Management Technologies in Regions Request for Applications (RFA) Number: 781.GE

Dear Madam,

In response to your Request for Applications (RFA) Number: 781.GE, we, the Caucasus Environmental NGO Network (CENN), are pleased to submit our Technical and Financial Application to provide local support to ICMA in implementation of the USAID funded Project - Georgia Waste Management Technologies in Regions. CENN can provide a depth of experience and expertise as well as infrastructural, administrative and logistical support essential to this project.

CENN has successful experience in managing complex projects funded by multilateral and bilateral agencies providing technical assistance to central and local government institutions, private sector and local communities in the fields of sustainable development, and resources and compliance management. CENN expertise covers fields that are essential to the Project. CENN has both in-house expertise and pool of experts in various sectors; CENN also maintains wide network of CSOs in regions of Georgia. CENN’s partnership in the project has support from the competent State authorities; this is demonstrated by the enclosed Letters of Support from the Ministry of Regional Development and Infrastructure of Georgia and the Adjara and Kakheti Governments – see Annex 13.

In addition to building CENN’s capacity in technical issues related to best practices of sustainable waste management, brought by ICMA, the project will create an example of successful, mutually beneficial cooperation between the civil society and private sectors. This will enable CENN to replicate and upscale best examples of sustainable waste management nationwide.

We hope that the proposal corresponds to your standards and look forward to responding to any questions. Yours faithfully,Nana Janashia Executive Director

Duly authorized to sign on behalf of CENN




Table of Contents

1. Cover Page...............................................................................................................................1

2. Executive Summary................................................................................................................2

3. Program Description..............................................................................................................4

3.1 Brief analysis of the targeted sector.................................................................................43.1.1 Waste Management in Adjara and Kakheti Regions....................................................4

3.2 Intervention logic...............................................................................................................53.2.1 Time schedule.............................................................................................................14

3.3 Affordability and Durability...........................................................................................14

3.4 Gender Considerations....................................................................................................14

3.5 Innovation.........................................................................................................................14

4. Management and Staffing Plan...........................................................................................15

4.1 Key Personnel...................................................................................................................154.1.1. Deputy Chief of Party (DCOP)..................................................................................154.1.2. Waste Management Specialist....................................................................................16

4.2 Non-Key Personnel..........................................................................................................194.2.1. Long- and short-term local experts............................................................................194.2.2. Local coordinators in Adjara and Kakheti regions....................................................204.2.3. Support staff...............................................................................................................20

4.3 Office spaces and training infrastructure......................................................................21

4.4 Hardware and software...................................................................................................21

6. Past Performance..................................................................................................................22

6.1 Statement of USAID and/or U.S. Government assistance received during the preceding five year period...............................................................................................24

7. Budget....................................................................................................................................26

8. Budget Narrative..................................................................................................................27

9. Annexes..................................................................................................................................29

10. Complete pre-award assessment questionnaire.................................................................30

11. Complete and sign Certifications, Assurances, Other Statements of the Recipient and Solicitation Standard Provisions.........................................................................................31

12. Complete ICMA Vendor Application.................................................................................32

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Annexes:Annex 1. CVs of Key Personnel

Annex 2. CVs of Long and Short-Term Non-Key Personnel and Experts

Annex 3. CENN Organizational Chart / Organogram

Annex 4. Cost Application

Annex 5. Illustrative Cost of the Program: Sum Requested from ICMA and CENN Contribution

Annex 6. Logframe Matrix

Annex 7. Project Methodologies: Institutional and Technical Approaches and Gender Integration and Mainstreaming Strategies

Annex 8. Key Stakeholders: Target Groups, Partners, Beneficiaries and Ongoing Initiatives in Waste Management in Georgia

Annex 9. Time Schedule

Annex 10. Project Affordability and Durability: External Factors - Precondition, Assumptions, Assessment of Risks, Sustainability Issues and Environmental Compliance

Annex 11. Branding Strategy and Marking Plan

Annex 12. Baseline Study: Solid Waste Management in the Kakheti and Adjara Regions of Georgia

Annex 13. Letters of Support Letter of Support from the Ministry of Regional Development and

Infrastructure Letter of Support from the Adjara Government Letter of Support from the Kakheti Government

Annex 14. State Registration Certificate and By-Laws of CENN

Annex 15. CENN Past Performance: List of Current and Implemented Projects

Annex 16. CENN Indirect Cost Rate approved by USAID (September 2005)

Annex 17. CENN Indirect Cost Proposal, 2012

Annex 18. CENN Financial Reports for the Previous 3 Years

Annex 19. Proof of Financial Capability of CENN

Annex 20. CENN Operational Manual (Table of Contents)

Annex 21. A Brief Statement of the CENN History, Mission, Primary Development Focus and Capabilities

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1. COVER PAGE

Name of the applicant’s organization and country:

CENN – Caucasus Environmental NGO NetworkGeorgia

Name and title of the organization’s representative who has signatory authority and authority to submit the application:

Nana JanashiaExecutive DirectorCENN – Caucasus Environmental NGO Network

Signature:

Name, title, and contact information of the organization’s point of contact on matters related to the application:

Nana JanashiaExecutive DirectorCENN – Caucasus Environmental NGO Network

Mailing address:27, Betlemi Street0105, TbilisiGeorgia

Tel: +99532 275 19 03 / 04; Cell: +995 599 57 77 22Fax: +99532 275 19 05E-mail: [email protected]

Title of project: Georgia Waste Management Technologies in Regions

Country and target regions:

Country: Georgia

Target regions: Adjara and Kakheti regions

Project cost:Total cost of the Project: USD 1,609,856 (100%)

Amount requested from ICMA: USD 1,342,913 (83%)

Duration of the project: 36 months

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2. EXECUTIVE SUMMARY

Overall goal

Georgia has a modern and effective waste management and recycling system and practice in the regions of Kakheti and Adjara, modeling up-scaling potential for the nation, and contributing to improvement the quality of life and socioeconomic development. The project will contribute to achieving USAID/Georgia’s Development Objective (DO) of Inclusive and sustainable economic growth.

Project purpose

The Georgia Waste Management Technologies in Regions implemented by ICMA will support the competent central1 and targeted local government authorities2, local businesses and communities in targeted regions, and municipalities in the design of an integrated waste management system.CENN proposes to assist ICMA in designing an adequate waste management system in the targeted regions of Adjara and Kakheti and implementing pilot interventions in selected municipalities to support a cleaner and healthier environment, minimize adverse impacts from waste on human health and natural resources, and reduce greenhouse gas emissions from landfills via the following actions:1 Establishment of waste management systems and improvement of the capacity of public and private

sectors;2 Strengthening capacity and efficiency of recycling companies and improvement of enabling environment;3 Development of waste management policies and strategies and elaboration of adequate waste collection

tariffs necessary to maintain the waste management system;4 Engagement of public awareness and participation in all aspects of the design, decision-making and

implementation of a modern waste management system and the 4 R's to support improved waste collection and recycling efforts in the targeted regions.

Expected results

ER 1. Kakheti and Adjara regions have developed regional effective waste management systems and improved waste collection, recycling activities and developed community based composting schemes;

- Local municipalities and the target regions design and implement the regional waste management plans and have in place efficient waste collection and transportation to landfills with separation of recyclable materials;

- Government authorities have access to adequate technical methodologies and have the knowledge / capacity needed to implement modern waste management systems;

- Relevant state and private institutions have adequate capacity on GHG analysis; - Waste collection and recycling companies have effective business linkages that

support recycling. 40% of recyclable materials are recycled by 2017 in targeted regions;

- Household and community composting schemes are developed based on specific characteristics of targeted regions;

- Amounts of materials going to landfills decreases by 40% in the project targeted regions by 2017;

- MRDI and local governments in targeted regions have remediation plans for old landfills and have relevant state budgets allocated for remediation works. The capacity for replication is established.

ER 2. Viable recycling business sector and increased demand for local, private sector-produced recycling products;

- Legislation, incentives, tax breaks and business rules support private sector recycling businesses by 2017;

- Waste collection and recycling business environment is economically viable and environmentally sound;

- Quality of domestically collected recyclables meets end-use specifications;- Access to markets (domestic and international) for recycled materials exists.

ER 3. Regional waste management policies and strategies meeting international standards and a tariff system to support improved waste

- Competent government authorities in the targeted regions have the required policies and strategies to implement effective regional waste management systems based on international standards;

- Waste collection tariff policy for the targeted regions is developed in a participatory manner, agreed among stakeholders, and is fair and adequate.

1 Central Government authorities include Ministry of Regional Development and Infrastructure, Ministry of Environment and Natural Resources Protection, Ministry of Economy and Sustainable Development.2 Government authorities at regional, municipal and community levels.

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collection and management.ER 4: Increased public awareness of, and desire and capacity to participate in, the 4R’s and waste management opportunities.

- Local stakeholders in targeted regions are aware of the benefits of a modern and sustainable waste management concept and support improved waste collection and recycling efforts in targeted regions via active participation in the 4R’s;

- Public participation in the design, decision-making and evaluation processes for the waste management system development is increased;

- Public willingness and capacity to participate in the improved waste management system is increased and associated tariffs are paid.

Planned main activities

Activity 1: Conduct assessments of waste management systems in the targeted regions and current Greenhouse Gas (GHG) emissions from the existing municipal solid waste systems. Institutional capacity building for relevant authorities to analyze GHG emissions, implement projections and develop GHG mitigation and sequestration activities. Provide technical assistance to relevant public and private sectors to design and implement the regional waste management plans. Conduct a training gap analysis of waste collection companies and develop necessary technical training programs. Assist waste collection companies in developing and implementing business plans. Perform pilot activities for cost-benefit analyses of waste management investments, community-based composting, and procurement and distribution of recycling bins. Assist the local government in the development of a remediation plan for illegal landfills and elaboration of a strategy for methane capture for both existing and new landfills to reduce GHG emissions.

Activity 2: Identify recycling companies in the regions and assess their business operations, demand and supply, gaps and needs. Facilitate linkages across the recycling value chain. Assist recycling companies in the development and implementation of business, marketing and labeling plans focused on improving operations, increasing revenues and/or reducing operational costs. Assist recycling companies in deploying modern, efficient recycling equipment, introducing environmentally friendly, energy-efficient and cost-saving technologies to mitigate GHG emissions and to introducing quality control systems for recycled products. Perform a recycling business sector assessment. Work at the national level to improve the recycling business environment and create an association or network of recycling companies.

Activity 3: Work with national, regional and local authorities to develop a regional waste tariff system, management policies and strategies with strong public participation.

Activity 4: Raise stakeholders’ awareness such as: private sector, local government, NGOs, communities, youth and women groups and schools to promote the 4R’s attitudes and work towards changes in behavior over time. Engage key stakeholders in the planning and implementation of recycling and waste management activities. Organize awareness campaigns to introduce the concept and benefits of recycling.

CENN technical and managerial resources

CENN has been working since 1998 at the local, national and regional levels in the Caucasus region to foster modern and sustainable development values and practices. CENN works with the government to develop sustainable solutions to existing challenges, assist business in maximization profits while minimizing the impact on the environment, and is innovative and pro-active in responding to environmental and socioeconomic concerns. With 40 full time staff members and a presence in all regions of Georgia, CENN has the capability, experience and commitment to provide a service that is consistent, professional and of the highest quality. CENN’s financial capability is sufficiently strong (CENN turnover is more than $ 2.350 million a year) to support successful implementation of the project. CENN has a pool of experts, a regional network of specialists and CSOs, office space, software and hardware (vehicles, offices and field equipment) needed to assist the ICMA in the successful implementation of the project. CENN is well positioned to address waste management concerns as it is recognized to have been successful in the introduction, piloting and implementation of innovative approaches to modern and participatory practices for sustainable regional development. CENN’s main strength it its unique experience of effective partnerships with national (governments, CSOs, private sector, community) and international partners (multi- and bi-laterals).

Project management

The Project will be implemented by the ICMA with the local support of CENN and in partnership with the MRDI, MENRP and regional and local authorities in the targeted regions. CENN will actively engage local communities, Government of Georgia (GOG) stakeholders, private sector partners, NGOs/CBOs, and youth and women groups in all aspects of project implementation. CENN will provide a Deputy Chief of Party, Waste Management Specialist and non-key personnel: local short-term technical experts and support staff.

Financing Total cost of the Program: USD 1,609,856 (100%)Amount requested from ICMA: USD 1,342,913 (83%)

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CENN contribution: USD 266,943 (17%)

3. PROGRAM DESCRIPTION 3.1 Brief analysis of the targeted sectorThe waste management sector is one of the most complex sectors in Georgia. Today Georgia does not have a national policy on waste – a national level strategic document that outlines the key directions in the waste management sector. Although a comprehensive law on waste management has been drafted, it has not been adopted. As a result, the existing regulations that relate to waste management issues are fragmented and insufficient. The absence of a national policy document makes it impossible to define a long-term vision for the waste management field, including waste recycling, reduction and prevention practices. The data regarding types and amounts of generated waste in Georgia are scarce and ad hoc. There currently exists no regular mechanism for gathering, analyzing and publishing waste management related data. Although there are a number of reports related to waste management in Georgia, the authors recognize that information provided in the reports is general and does not provide sufficient basis for adequate decision-making.However, the situation may change. Drafts of the Waste management policy documents (waste law, national waste management strategy), have been prepared and a national action plan on waste management, a waste database and a classification system are to be prepared under the EU Twinning project, implemented in cooperation with the Ministry of Environment and Natural Resources Protection (MENRP) of Georgia.Informal and unsupported recycling practices exist in Georgia, but little is known about them and their overall share in the waste management sector is negligible. Organized schemes for the separate collection of recyclables are absent in most municipalities. Separate collection is done mostly by the informal sector – individuals and small workshops that collect recyclables (paper, plastic bottles, metal, glass, etc.) from households, dumpsters and dumpsites and sell them. Despite the scarcity of organized waste separation and recycling schemes, few projects have been implemented. Two successful initiatives are the Green Office and Green University Campaigns3 implemented by CENN since 20074. The projects are volunteer efforts that recycle around 1.5 tons of office paper per month from more than 100 organizations and 11 universities.

3.1.1 Waste Management in Adjara and Kakheti Regions5

The Adjara Autonomous Republic (hereafter referred to as the Adjara Region) is located in the South-West of Georgia, it has an area of 3,000 km2 and a population of 394,2006. It consists of five municipalities (Kobuleti, Khelvachauri, Keda, Shuakhevi and Khulo) and 342 settlements, including two cities (Batumi and Kobuleti), 7 towns and 333 villages. Protected areas located in Adjara include: Mtirala and Matchakhela National Parks and Kintrishi and Kobuleti Nature reserves. The number of tourists visiting the Region in 2012 was estimated at 1,483,5007.Kakheti Region has an area of 11,310 km2 and a population of 405,100 inhabitants8, and consists of 8 municipalities (Akhmeta, Gurjaani, Dedoplistskaro, Telavi, Lagodekhi, Sagarejo, Sighnaghi and Kvareli), 9 towns and 276 villages. Kakheti is gradually becoming a popular tourist destination, offering historical and cultural sites, wine tours, an attractive landscape, and the protected areas of Lagodekhi, Vashlovani, Tusheti, Batsara-Babaneuri, Ilto, Chachuna, Iori, Korughi and Mariamjvari. In 2013, 240,690 tourists visited Kakheti Region. The most popular destinations were Lagodekhi (39,600 tourists), Sighnaghi (38,300 tourists) and Telavi (20,900 tourists)9.3 http://greenoffice.cenn.org 4 List of organizations and universities participating in the Green Office and Green University Campaigns could be provided upon need.5 CENN implemented the preliminary study - Solid Waste Management in the Kakheti and Adjara Regions of Georgia. Please see Annex 12.6 National Statistics Office of Georgia. Ddemographic Situation in Georgia, 2013.7 The Department of Tourism and Resorts of Adjara Autonomous Republic, 2013.8 National Statistics Office of Georgia. Demographic Situation in Georgia, 2013.9 2012 – A Touristic Year for Kakheti, 2013.

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Currently, of the 63 legal and 28 illegal landfills operating in Georgia, only 6 of them possess Environmental Impact (EI) permits. There are five legal and 8 illegal landfills in Adjara Region and 11 legal and 1 illegal landfills operating in Kakheti. Of the 11 legal landfills in Kakheti, only one landfill, located in Dedoplistskaro municipality, has an EI permit (expiring in 2013). In both regions, smaller dumpsites exist in every village. Random dumping is ubiquitous.Most of the operating landfills (which are technically dumpsites) do not meet environmental and sanitary standards and lack permits and plans. The majority have neither fences nor greenhouse gas collection systems. The monitoring of the surrounding areas (soil, water, and air) is not carried out. Dumped waste is often burned, emitting dangerous pollutants (see Annex 12 for photos).Although solid waste data for Adjara and Kakheti Regions does not exist, we can hypothesize that generated waste mainly consists of municipal and agricultural wastes. In Adjara Region, 50% of the population resides in urban areas, whereas in Kakheti only 21% of the population lives in cities10. Those who live in rural areas are mainly farmers who produce agricultural waste (see Annex 12, Figure 2 for the shares of municipal solid waste).The amounts of the agricultural and municipal waste vary throughout the year. Adjara is a popular tourist destination during the high season of May-September. With the inflow of tourists, the generation of the municipal waste also increases, especially in the coastal area. Agricultural waste is generated in the highest volumes during the harvest season of September-November, especially in Kakheti, which produces large quantities of grapes for winemaking. Industrial waste is produced in both regions in smaller volumes. In Kakheti, the main industry is winemaking (75% of the food production industry). Oil extraction in Sagarejo and Dedoplistskaro municipalities are carried out to a smaller extent11. In Adjara the largest industrial plant is an oil refinery in Batumi. Food processing and consumer goods manufacturing (furniture, clothes and footwear) facilities also operate on a smaller scale. The exact share of construction waste in the overall waste stream is not known, however, given the recent rapid construction and renovation works in the urban areas of both regions, it can be assumed that the overall amount of construction and demolition waste has increased during the last few years. The share of medical waste in the generated waste stream is small. The annual production of medical waste in Georgia is estimated to be 5-10 thousand (considering occupancy of hospitals between 65-100%) tons of which 0.75-1.2 thousand tons are hazardous waste. Please see Annex 12 for more information on waste management schemes in the targeted regions.

3.2 Intervention logicPlease see key stakeholders: target groups, partners and beneficiaries of the project identified by CENN as well as list of key ongoing initiatives in waste management in Georgia in Annex 8.Activities: Inception Phase:CENN proposes to implement the following activities to support ICMA during the project inception period:

Activities planned for the inception phase (2 months): The inception report will include:

1.Development of detailed Terms of References (ToRs) of the managerial and technical staff and national experts based on the ICMA/USAID standards

Detailed ToRs of the managerial and technical staff and national experts

2. Recruitment of all project related staff and experts Project staff and experts

3. Consultations with key stakeholder groups and development of project stakeholder engagement plan (SEP)

Report on stakeholder consultations;Stakeholder engagement plan (SEP)

4. Elaboration of annual implementation and Performance Monitoring Plans (PMP) for ICMA/USAID approval

Detailed annual Implementation plan and PMP

5. Development of Branding Strategy12 for ICMA/USAID approval Branding Strategy

10 National Statistics Office of Georgia. Ddemographic Situation in Georgia, 2013.11 Kakheti Region, 2012.

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6. Development of Marking plan for ICMA/USAID approval Marking Plan7. Preparatory activities (team building, etc.) Project management structure8. Drafting and submission of Inception Report

Implementation Phase : Please refer to the Project LogFrame (Annex 6) for a detailed list of proposed activities.

Proposed activities are planned to deliver the following outcomes and outputs:Outcome 1: Kakheti and Adjara regions have developed effective regional waste management

systems with improved waste collection, recycling activities and community based composting schemes:

Output 1.1: Detailed waste management assessment reports are available identifying types and volume of solid, construction, medical and recyclable waste in targeted regions.

CENN’s added value: CENN has been working in the target regions since 2003 and has mobilized strong local CSO partners on the ground through Open Environmental Civic Initiatives (OECI) 13. Since 2009, CENN has been working under USAID awards in both targeted regions; i.e. Climate Change Adaptation and Disaster Mitigation (CCADM) and Integrated Natural Resources Management in Watersheds of Georgia (INRMW) projects in the Kakheti region. Detailed information can be found in Annex 15. CENN has implemented a number of baseline surveys and assessments related to resources management, pollution, waste management and climate change (incl. GHG analysis). In 2012, CENN implemented a waste management system assessment for the Kakheti and Adjara regions (see report in the Annex 12).

Output 1.2: Detailed GHG emissions assessment reports from the existing municipal solid waste systems in Adjara and Kakheti are available, providing current GHG emissions data from the existing municipal solid waste system and projections of these emissions from alternatives such as “no action” and several other action alternatives.

CENN’s added value: CENN has in-house expertise and experience in GHG analysis and projections as well as national experts’ contacts involved in Georgia’s communications to the UNFCCC. Specifically, since 2007, CENN has implemented several projects involving GHG inventory, emissions estimation, analysis and projection for development projects such as: underground gas storage (MCC/Millenium Challenge Georgia), Khudoni hydro-power (700 MW), and greenhouse gas emissions estimation and mitigation plan for the Iori/Alazani and Rioni watersheds, under the project ‘Integrated Natural Resources Management in Watersheds of Georgia’ (INRMW) (USAID/FIU).

Output 1.3: Capacity of relevant institutions in Georgia on GHG analysis is developed. Training and capacity needs assessment report of relevant institutions (i.e. Services of Waste and

Chemicals Management and Climate Change of the Ministry of Environment and Natural Resources Protection and Directorate for Environment and Natural Resources of Adjara Autonomous Republic) on GHG analysis is available;

Training course (covering GHG information course, climate change strategies, methodologies for GHG inventory, GHG emissions reporting standards, ISO 1406414, GHG reduction techniques and methodologies, carbon offsetting) is prepared based on the gap analysis15;

Trainers (at least 5 trainers) are trained (via 2 ToT sessions to train sufficiently) and available to carry out trainings for new groups;

Training courses are delivered (at least 4 training courses) on GHG analysis for relevant personnel of state institutions, municipalities, private companies and CSOs;

12 Please see draft Branding Strategy and Marking Plan in Annex 11.13 List of the members of OECI in Adjara and Kakheti regions can be provided upon need.14 ISO 14064 standard provides governments, businesses, regions and other organizations with a complimentary set of tools for programs to quantify, monitor, report and verify greenhouse gas emissions. The ISO 14064 standard supports organizations to participate in both regulated and voluntary programs such as emissions trading schemes and public reporting using a globally recognized standard.15 Exact number and kind to be based on gap analysis and expanded team capacity.

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Capacity of participants (estimated at 60 people with a goal of 40% female participation) is enhanced; trainees are tested and certified by the project team.

CENN’s added value: CENN has existing expertise in GHG analysis and mitigation plans, access to skilled and accredited trainers by MDF Training and Consultancy (NL), and suitable training infrastructure (modern training center, dormitory and training equipment http://bulachauri.cenn.org).

Output 1.4: The regional waste management plans, which address waste separation, collection, recycling, transportation and disposal at the landfill, are designed in a participatory manner (involving 6 workshops and 2 seminars) for Adjara and Kakheti regions. Plans are being implemented. Evaluation is established by the project and ongoing by the relevant authorities.

CENN’s added value: CENN has a methodology involving best practices and specific to the Georgian context as well as experts trained in the facilitation of multi-stakeholder groups and participatory planning. CENN specialists were trained by the USAID/WINROCK project – Georgian Rural Energy Project – in participatory planning and development of integrated regional development plans. CENN has successful experience in developing sectoral regional development plans such as: climate change mitigation and adaptation plans for 3 regions and 9 municipalities under the USAID/CCADM project (6 plans for Kakheti and Adjara municipalities), a sustainable land management plan for Kakheti region under the EU funded Sustainable Land Management for Mitigating Land Degradation and Reducing Poverty in the South Caucasus Region project, disaster risk management plans for 3 municipalities of Kakheti region under the USAID/INRMW project, and emergency response plans for 13 municipalities of Kakheti and Adjara regions under the EU funded Strengthening Local Capacity and Developing Structured Dialogue and Partnerships for Mitigating Natural Disasters and Reducing Poverty in Georgia Project. The plans were developed in a participatory manner and were reflected in regional and central state programs and budgets through bottom-up lobbying.

Output 1.5: Capacity level and training needs of waste collection companies are identified and necessary actions implemented.

Training needs assessment and gap analysis reports of waste collection companies (including waste collection done by recyclers) in targeted regions are available for stakehodlers;

At least 5 relevant training courses are prepared based on the gap analysis16; Trainers (at least 5 trainers in each targeted region) are trained (5 thematic ToTs in various aspects of

waste management) and available to carry on trainings to new groups; Training courses are delivered (at least 10 training courses) for waste collection company

management and employees; Capacity of waste collection company management and employees (estimated at 150 people with a

goal of 40% female participation) at the local level is enhanced; trainees are tested and certified by the project team.

CENN’s added value: CENN has implemented primary assessments of the performance and needs of collection companies/organizations for the baseline study on waste management in Kakheti and Adjara regions, implemented in 2012. CENN has identified potential training courses for the waste collection companies. Skilled trainers and training infrastructure will be used to deliver qualified trainings to targeted organizations.

Output 1.6: Waste collection companies in the targeted regions develop and implement business plans. Viable business linkages are established between the collection and recycling companies.

At least 4 business plans for selected existing companies are developed, implemented and evaluated; A business plan model is developed that is adaptable and replicable as demonstrated by other

businesses; At least 2 independent investors are attracted to the waste management sector in the target regions; Efficiencies are improved based on the implementation of new business plans. Revenues of

companies measurably increased by 2017;

16 Exact number and kind to be based on gap analysis and expanded team capacity.

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Increased supply of recyclable materials (by a measurable percentage17 by 2017) to recycling companies;

Business relationships between separate collection and recycling agencies and companies are established (such as a Memorandum of Understanding), adopted and successful.

CENN’s added value: CENN has expertise in business development and has implemented projects supporting inclusive and environmentally sound economic growth in the fields of agriculture, small and medium enterprises development, forestry, tourism; detailed information could be provided.

Output 1.7: Reports and case studies of cost-benefit analysis in waste management investments, e.g. landfill operation, separation, recycling, composting investment proposals are available. Reports and case study processes are refined to be replicable.

CENN’s added value: CENN has experience in cost-benefit analysis. CENN specialists were trained by international experts (MDF Training and Consultancy in 2006, Twente University in 2011-12) in economic valuation of natural resources and cost-benefit analyses. Since 2009, CENN has implemented cost benefit analyses of natural resources, natural disasters and ecosystems under USAID, EU and SDC funding. Currently, CENN is a member of the working group under the Deloitte/USAID HPEP project that is implementing cost-benefit analysis of the hydro-energy sector of Georgia.

Output 1.8: Recycling companies possess special bins that are placed in specially designated places. Feasibility study identifying types and amount of recyclable waste and locations for installation of

bins for recyclable materials (paper, glass, plastic, metal and organic) in selected municipalities, including in national parks, is available.

CENN’s added value: CENN has been implementing successful waste paper separation and collection under the Green Office and Green University campaigns18 since 2007. CENN’s experts are specialized in the implementation of feasibility studies in the fields of: energy resource development, tourism development, irrigation and agricultural development for clients such as the World Bank, IFAD, ADA, EU.

Output 1.9: Local communities, CBOs, schools and private companies (with the leadership of women) are enhanced and encouraged to implement composting in a sustainable manner.

Household and community composting types (aerobic, anaerobic, vermin-composting, etc.) and schemes are developed based on the specific characteristics of targeted regions;

Local community groups (at least 3 in each target region), CBOs, women groups and schools are mobilized and trained (4 trainings, 60 trainees) on waste recycling and composting methods. Communities value women’s leadership in composting (led by local CBOs with the leadership of women);

Small composting activities are piloted in selected schools (in at least 1 school in each targeted region);

Business relationships with local farmers established who purchase compost from local communities/households are established;

Composting activities are promoted via public outreach, demonstration of success stories and creation of new economic opportunities19;

A competitive price established for compost, so that composting businesses are viable.CENN’s added value: CENN has successful experience in education, implementation and promotion of

composting initiatives. CENN has prepared and distributed educational materials on composting and piloted composting projects in Kakheti region using vermin-composting methods. CENN’s Bulachauri training center has a demonstrative composting site for visitors/trainees. CENN has already established school eco-clubs in Georgia (70) of which 15 are active in Kakheti and 14 in Adjara region. Eco-clubs will be engaged in composting promotion activities. Since 2007, CENN has

17 Based on baseline and post studies.18 http://greenoffice.cenn.org19 The new regulation on food safety that will ban eco-labeling of products that are not officially certified by relevant state certification agency will be enforced from January 1, 2014 in Georgia. This will promote bio-fertilizers such are composts.

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mobilized Rural Women Councils (RWCs) that are active in natural resources management in rural Georgia. 2 RWCs of the Kakheti region will be engaged in the Project to promote composting initiatives in the region. In 2013, CENN initiated a grants program to support rural schools in the implementation of environmental activities promoting youth engagement in sustainable lifestyles. 5 small grants were issued in 2013 across Georgia. Similar grants programs are planned for the next years that will compliment and extend the ICMA’s program.

Output 1.10: The central and local governments have illegal landfill remediation plans and a strategy for methane capture for both existing and new landfills to reduce GHG emissions from landfills and dumpsites.

Remediation plans for illegal landfills are developed and agreed (2 workshops); A strategy for methane capture in both existing and new landfills to reduce GHG emissions from

landfills and dumpsites is developed and agreed (2 workshops); Relevant personnel of the national and regional authorities are trained in the development and

implementation of remediation plans and the strategy for methane capture (at least 2 trainings are implemented, at least 30 people are trained with at least 40% women participation);

Remediation plans are part of the regional development plans and costs are reflected in national and municipal budgets by 2017.

CENN’s added value: CENN has expertise and experience in the implementation of environmental assessments and due diligence studies such as EIA/ESIA, according to IFI standards, and environmental compliance assessments for USAID, which also covers landfill remediation planning and GHG analysis. CENN’s successful experience in lobbying and prioritization of environmental issues in state programs and public financing will be a significant contribution to ICMA’s program. CENN has elaborated training courses and citizen’s guides for communities and local authorities on participation in planning and monitoring of public financing. In 2013, CENN facilitated a high-level meeting on Priority Setting for the Government of Georgia in the fields of Environment and Natural Resources and associated Public Financing for 2014.

Outcome 2: Viable recycling business sector and increased demand for local, private sector- produced recycling products:

Output 2.1: Assessment reports of the informal sector as well as recycling companies including current status, gap analysis, and a plan to ensure inclusion and upgrading are available.

CENN’s added value: CENN has the baseline data on recycling companies, information on existing challenges and needs, as well as information on planned initiatives in the field of waste recycling that will be instrumental for implementation of assessment of the informal sector and recycling companies. CENN proposes to consider international best practices in the field of recycling and apply participatory approach in implementation of assessment and development of the plan.

Output 2.2: Enabling environment is promoted for recycling business. A network of recycling companies is formed at the national level.

Consultation meetings (at least 8) with relevant national (MRDI, MESD, MENRP, etc.) and regional government representatives to establish the status of the business environment and its constraints;

Consultation meetings (at least 10) with business organizations and chambers of commerce to establish the status of the business environment and its constraints;

National workshops (at least 2) with recycling companies to establish baselines, goals and objectives, and progress;

Updated database of recycling companies; Memorandum of Understanding (MoU) for a supporting network of recycling companies; National Recycling Company Network established that serves its members’ interests (1 national

seminar); The government supports a viable and vibrant recycling business sector (relevant/identified

constraints to business development are addressed by the government);

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Legislation, incentives, tax breaks and business rules are elaborated (2 national workshops) and put in place by the central and regional level authorities to support recycling companies by 2017.

CENN’s added value: CENN has long and successful history of experience in the preparation and facilitation of multi-stakeholder meetings, creation of issue based business associations (Bakuriani Hotel owners’ Association, Kvemo Kartli and Kakheti farmers association, Milk Collection and Cheese Cooperative in Kvemo Kartli, etc.), lobbying enabling environments for sustainable development and inclusive growth initiatives. One of CENN’s strongest directions is policy work and providing assistance to the government in drafting policy documents. Recently, CENN assisted the National Forest Agency of the MENRP in the development of Forest Policy Documents that was adopted by the Parliament of Georgia (by first hearing) on November 29, 2013.

Output 2.3: Recycling companies in the targeted region of Adjara, with potential for Kakheti, are strengthened.

At least 2 feasibility studies conducted to identify market potential; Analysis of potential export markets implemented; SWOT analysis of the waste management sector in targeted regions is conducted; At least 4 business plans for existing recycling companies are developed; Businesses are able to assess income and expenses per manufactured item; Businesses are aware of the quantity that must be produced to reach the breakeven point; Increased revenues (measured by %) and/or reduced operational costs (measured by %) of recycling

companies20; At least 4 types of training courses are prepared, at least 8 training courses are conducted for

recycling company management and employees (with equal gender participation); Capacity of around 40 people (with a goal of at least 40% female participation) at the local level in

the targeted region is enhanced in business and operations management; trainees are tested and certified by the project team;

At least 4 joint initiatives are launched by waste collection and recycling companies. CENN’s added value: In addition to CENN’s training infrastructure CENN has extensive expertise

and experience in developing feasibility studies, business plans, SWOT analysis, development and implementation of training courses.

Output 2.4: Recycling companies increase the quality of recycled products and comply with international environmental standards.

Quality of products is safe for use and otherwise improved; At least 2 businesses received internationally accepted certificate of compliance to quality standards; At least 4 companies refurbished with modern recycling equipment; Quality of products is satisfactory for buyers in the market; Companies comply with international environmental standards (e.g. air, water filters, etc.); Recycling companies have increased financial turnover; Companies make competitive products; Existing companies create and successfully market new products.

CENN’s added value: One of the main directions of CENN’s work is Compliance Management, which implies assisting business and state institutions in compliance with national legislation and best international standards. CENN has partnered with several international organizations (CIDA, USAID, ERM, POYRY) to assist in the assessment of business operations. This work covered their compliance to environmental and social standards and the upgrading of their operations via capacity building and the application of new technologies and equipment that is cost and energy efficient and clean.

Output 2.5: Recycling companies have reduced GHG emissions and energy consumption and increased company revenues.

20 Based on baseline studies, gap analysis and follow-up reporting.

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Energy efficient and other new cost-saving technologies to mitigate GHG emissions are introduced in the recycling companies, based on implemented energy audits;

Energy consumption reduced per item of production by 20% by 2017; Company revenues increased by 30% by 2017.

CENN’s added value: CENN’s highly qualified expert in energy efficiency will implement energy audits to assist in the selection of modern energy and cost saving technologies for recycling companies. CENN’s experience in GHG analysis and energy efficiency education will be used to raise the capacity of the companies to successfully utilize technologies introduced by the project.

Output 2.6: Marketing skills of recycling companies are enhanced and demand for recycled products is stimulated.

Recycling companies (at least 6) develop and implement marketing strategies; The 4P’s (product, price, place and promotion) of marketing are clearly defined and elaborated (for at

least 6 companies); Recycled products are promoted on the market through labeling and advertisements; Companies sell more products on the market; The companies (6) have a separate marketing budget, which makes up at least 10% of the total costs

of the company.CENN’s added value: CENN has the capacity to deliver the skills needed for the development of

marketing strategies and plans, promotion and advertising campaigns for the selected recycling companies. CENN will use its electronic network with more than 23,000 subscribers to support companies’ marketing strategies.

Output 2.7: Recycling companies have internal quality control systems. Recycling companies (at least 6) develop and implement internal quality control systems i.e.

Operational Manual or other tools (acceptance sampling, check sheet, control chart, flowchart, cause-and-effect diagram, survey sampling, acceptance sampling, etc.) to ensure product quality before the final products reach the market;

Targeted companies earn more per controlled product; At least 2 businesses obtain international quality control certificates (e.g. ISO 9000); Successes shared and replicated.

CENN’s added value: CENN has high standards for operation and quality of work based on written rules approved in its Operational Manual. USAID applies CENN’s experience to train other Georgian NGOs in institutional development (CENN has trained GYLA, UNAG at the request of USAID). CENN will use its pool of experts in economy and business development to educate and train recyclers in developing and adopting the necessary internal quality control systems.

Outcome 3: Regional waste management policies and strategies meeting international standards and a tariff system to support an integrated waste collection and management:

Output 3.1: Waste management tariff system is designed for the targeted regions with strong public participation.

At least 6 (in each region) meetings with the MRDI, MESD and other relevant institutions, local and regional authorities are organized to discuss the development of a tariff for the targeted regions;

At least 4 consultation meetings are organized on waste management (in each region), with business sector involvement, ;

At least 2 regional workshops are organized (in each region) that are attended by 20 participants each, with equal gender participation;

Tariff calculation analysis report; Waste management tariff calculation methodology is available; At least 4 public hearings (in each region) and at least 3 outreach campaigns (in each targeted region)

are organized; Waste management tariff calculation methodology is agreed among the stakeholders; Successful models are replicable.

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CENN’s added value: CENN’s capacity in preparation and facilitation of multistakeholder meetings, public hearings and effective public campaigns will be used. CENN has experience of working with the regulator (in the energy sector) on tariff calculation and public participation under the USAID supported project - Development of Local Capacities and Public Awareness for Better Energy Governance. CENN will provide an expert in tariff analysis and calculation who has extensive experience of tariff calculation in the energy sector of Georgia.

Output 3.2: Regional and relevant central authorities (MRDI) have developed regional waste management policies and a strategy with strong public participation.

Consultation and working meetings are organized at the local and regional levels to agree on waste management priorities in the targeted regions. The meeting will include the MRDI and MENRP (at least 4 meetings), local and regional authorities (at least 6), and the business sector (at least 6) involved in waste management, and other stakeholders (multi-stakeholder roundtables will be attended by around 15 participants each, with equal gender participation);

Agreed waste management priorities for the targeted regions are available (via 2 regional workshops); Working groups (with the technical support of the project) are created to work on regional waste

management policies and strategies for the Kakheti and Adjara regions; At least 2 regional and 2 national workshops are organized to discuss and work on draft regional

waste management policies and strategies; Regional waste management policies and strategies are developed for Adjara and Kakheti regions

(and presented at a national seminar); At least 8 newspaper articles and 5 TV reportages are prepared on waste management policy

development process in the targeted regions. Public participation is demonstrated through local, regional, and national waste management policy development.

CENN’s added value: CENN’s successful experience in: facilitation of multi-stakeholder meetings, participatory planning and development of plans, advocacy, public outreach and communication, lobbying and policy dialogues will be used. CENN has the capacity to develop policy documents and strategies – as mentioned above CENN managed to develop National Forest Policy (that was under discussion for the last 8 years) for the MENRP that was adopted by the Parliament of Georgia on November 29, 2013.

Outcome 4: Increased public awareness of, and desire and capacity to participate in, the 4R’s and waste management opportunities:

Output 4.1: Stakeholders are aware of the importance of, and promote, the 4R’s. The public awareness of 4Rs is raised via: knowledge materials on the 4Rs principles i.e. booklets (3

types X 1,500 copies of circulation each), informative posters (5 types X 500 copies each), training courses (4 types for various local stakeholder groups); promo materials (i.e. T-shirts, stickers, signs, banners, etc.) at least 8 TV and 12 radio reportages; 3 TV and 3 radio PSAs that will be aired in TV stations of the Georgian Public Broadcaster, regional TV stations and national and regional radio stations; at least 20 articles published in regional and national newspapers; at least 100 daily news / information digests prepared about the project for the CENN electronic network;

The 4R’s are practiced: at least 80 private companies, 20 offices of local authorities, 30 NGOs/CBOs participate in separation and recycling schemes.

CENN’s added value: CENN will use its regional CSO partnerships, electronic network (with more than 23,000 subscribers) and media list, existing knowledge materials and ongoing recycling campaigns to actively promote a successful 4Rs’ approach to waste management.

Output 4.2: Communities, youth groups and schools have increased awareness and knowledge of, and are engaged in, waste minimization, separation, reuse, repurpose, and recycling activities.

At least 10 information multi-stakeholder roundtables (with participation of around 20 people with equal gender participation) and 4 regional seminars (with 30 participants) are organized in the targeted regions to promote 4Rs;

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Curricula developed on the 4Rs’ concepts for inclusion in educational process at schools, printed and distributed in schools (9,000 copies for 60 schools (150 for each school));

Training course is prepared for teachers on the 4Rs’ concepts and practice; At least 60 teachers are trained (4 trainings) in the 4Rs’ concepts; 240 open classes per year are organized in 60 schools of targeted regions on the benefits and methods

of sustainable waste management; At least 3 open lectures per year are organized at higher level educational institutions (Batumi, Telavi

state universities) on the benefits and methods of sustainable waste management; At least 5 field trips to recycling companies are organized for school and university students (30

participants) to gain a practical understanding of the recycling processes; Annual school competitions are organized in both targeted regions (totally, 6 school competitions); 3 summer schools dedicated to sustainable waste management are organized with the participation of

school competition winners (30 students per school for 2 weeks); Teaching youth involved in crafts and art classes to use recycled/separated waste material in

designing and crafting various household items and art projects (i.e. designing school gardens with recycled wood);

Communities, youth and schools are actively engaged in the 4Rs; At least 20 schools are involved in on-site composting, waste separation and recycling activities;

Activities are evaluated and successes are shared for replication.CENN’s added value: CENN will use its knowledge materials on waste management, its experience in

development and lobbying of educational curricula for schools (USAID/Energy sector, climate change curricula that were recognized by the Ministry of Education and Science), ecoclubs established by CENN in regions, established partnerships with recycling companies, and training facility to ensure that the summer schools are highly beneficial to the participants.

Output 4.3: Local NGOs/CBOs have the required knowledge and resources to practice 4Rs. The capacity of local NGOs/CBOs is raised in 4Rs via trainings (4 types of training (see Output 4.1.)

and 20 trainings) and participation in project activities (at least 15 local NGOs/CBOs will be engaged);

2 youth campaigns (cleanup actions, recycling days, etc.) are organized a year in both targeted region (totally, 6 campaigns) involving local NGOs/CBOs and schools;

At least 2 women led campaigns across both regions (totally, 4 campaigns) are implemented to promote women’s participation in the waste sector management;

Target groups learn and value waste management knowledge; Successes are replicable.

CENN’s added value: CENN’s experience in engaging CSOs/NGOs in environmental projects is evidenced by the 3 projects it is currently implementing in the Kakheti and Adjara that have the active involvement of local NGOs/CBOs. CENN’s regional partners (RWCs, eco-clubs, OECI) will provide invaluable support to the ICMA project and ensure its sustainable impact.

Replication and upscaling results: At the end of the project, CENN will develop a replication strategy that allows dissemination and introduction of relevant strategic recommendations for local authorities, businesses and communities in other regions to design modern and effective waste management systems. The replication strategy will be communicated to stakeholders via the CENN electronic network and web-site, as well as through the national level conference, which will have the participation of around 40 people representing key stakeholders in the field of waste management. The conference will allow CENN to present recommendations and policy documents developed by the project, share results and plan future activities, replication and partnerships.3.2.1 Time schedule (See Annex 9)

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3.3 Affordability and Durability Please see Annex 10 for External Factors of the project (i.e. precondition, assumptions, assessment of risks), sustainability issues, and environmental compliance.

3.4 Gender ConsiderationsCENN recognizes the contribution and potential of women to sustainable development and has developed principles and strategies for the full integration of women in all projects and development activities. CENN has in-house expertise and knowledge of gender issues that will be actively involved in project implementation, monitoring and evaluation processes. Please see Annex 7 for the Gender Considerations and Mainstreaming Strategies.

3.5 InnovationCENN will apply innovative approaches to develop enabling environments, technology and human capacity to enable promotion of sustainable waste management technologies in Georgia. CENN will apply participatory methods (please see proposed methodological approaches in Annex 7) to all project activities and will emphasize the strengthening of local beneficiaries. The project’s approach to addressing waste management related challenges in rural areas will be a combination of transfer of successful international experiences brought by ICMA and social marketing of Sustainable and Integrated Solid Waste Management messages. CENN proposes to apply the Principles for Sustainable and Integrated Solid Waste Management (SISWM) and Integrated Solid Waste Management Baseline Assessment Tool (ISWMBAT)21 for the project implementation. CENN has permission to utilize the Tool from its primary developer, the NGO WASTE22 in the Netherlands, with the understanding that the results for Adjara and Kakheti are shared with them for use in the worldwide database (See Annex 7).By integrating these approaches, CENN will aim to develop a scalable methodology specific to the socioeconomic, political and cultural context of Georgia, which will represent a significant contribution to the promotion of sustainable waste management in the country.

CENN will work actively with youth groups – eco-clubs. New eco-clubs will be established and existing eco-clubs will be strengthened via a number of activities involving training, coaching, implementation of campaigns, pilot projects, and summer schools. Eco-clubs will catalyze positive change in the community and will inspire other youth groups to adopt new skills and replicate successful examples of the 4Rs.

CENN’s approach will be to target waste management related concerns at multiple levels. Regional waste management plans and related capacity building in collection and recycling interventions will take place at the regional level. Training, education and awareness activities will take place at the community and municipality level via direct interactions and communication of messages via schoolchildren, NGOs/CBOs and community institutions. Creation of a viable recycling business sector and development and lobbying of waste management educational curricula will address the national scale. Lessons learned from this project will enter the national dialogue to inform policy and future planning.CENN will develop a gender engagement plan to ensure that women and men are equally engaged and benefited by the action. The following gender-sensitive indicators have been developed to measure the impact of the project: (1) No of women and men benefiting from the project; (2) No of women and men trained; (3) No of women and men participating in consultation meetings, workshops and seminars; (4) No of campaigns and initiatives led by women and men; and (5) No of gender sensitive recommendations developed and considered.

21Solid Waste Management in the World’s Cities, Water and Sanitation in The World’s Cities, 2010, www.unhabitat.org/pmss/listItemDetails.aspx?publicationID=291822 http://www.waste.nl

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http://www.waste.nl/

http://www.unhabitat.org/pmss/listItemDetails.aspx?publicationID=2918


4. MANAGEMENT AND STAFFING PLAN

4.1 Key Personnel

CENN proposes the following Key Personnel for the project:

Deputy Chief of Party (DCOP) with considerable experience in management of large and complex international and national projects with a background in solid waste management and organizational leadership;

Waste Management Specialist with more than 15 years of experience working with the Government of Georgia and International Organizations as a Key Environmental Expert in the field of waste management.

The Key Personnel team will work under the supervision of Chief of Party (ICMA) and work closely with the international technical short-term experts (ICMA) in the fields of solid waste management, as well as local non-key long- and short-term experts and local coordinators.

The skills of proposed Key Personnel are described below. Résumés and references can be found in Annex 1.

4.1.1. Deputy Chief of Party (DCOP)

Our Deputy Chief of Party (DCOP), Dr. Nino Shavgulidze, is a professional environmental scientist and experienced chemist (PhD Chemistry) with over fifteen years of working experience in the field of environment and resources management. She has extensive experience in the fields of civil society development and institutional strengthening; environmental research and policy; resources management; compliance management; and communication. She is one of CENN’s key specialists in the areas of waste management, environmental impact assessments, air and water quality monitoring.

Since 2007, Dr. Shavgulidze has worked at CENN and has been responsible for:

- Environmental impact assessments for multiple projects and programs;

- Analysis and solution development for environmental problems created by generic and toxic wastes (Arsenic contaminated mining sites clean-up);

- Mapping ‘pollution hot-spots’ along the Alazani and Khrami-Debeda rivers;

- Designing a National Pollutants Release and Transfer Register (PRTR) for Georgia; a modern environmental inventory system of potentially harmful releases to air, water and soil, including wastes transferred for treatment and disposal;

- Identifying major hot spots affecting the ecological state of water bodies within the Rioni Basin including water pollution and waste waters from industrial activities, wastewaters, sewerage systems, and waste water treatment plants;

- Upgrading the air quality monitoring system and practices in Georgia;

- National Pilot Project – Georgia: Feasibility study on the introduction of an Air Quality Monitoring System in Georgia in compliance with EU requirements, including

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development of the Programme of the National Ambient Air Monitoring System and elaboration of relevant guidelines under the Air Quality Governance in the ENPI East Countries - AIR-Q-GOV (EU);

- The implementation of CENN's activities as the SAICM (Strategic Approach to International Chemicals Management) focal point;

- Management and Financial oversight for various programs and projects.

In addition she is a member of the following working groups:

- Expert group on Monitoring pollution (in air, soil, water) caused by the low quality fuel imported to Georgia and the related health risks;

- Updating the National Chemicals Management Profile, implemented within the SAICM framework;

- ESPOO (Convention on Environmental Impact Assessment in a Transboundary Context) Convention and SEA (Strategic Environmental Assessment) Protocol Working Group;

- Steering committee member for the Global Environment Facility’s Small Grants Programme in Georgia.

Dr. Nino Shavgulidze has published 23 scientific articles, contributed to methodological issues in inorganic, organic and analytical chemistry, and developed and holds original patents.

Nino Shavgulidze has lead projects funded by major multilateral funding agencies and a number of bilaterals in the fields of environmental assessment, waste, air pollution and resources management. Nino Shavgulidze has experience in project management and administration and in long-term assignments in the framework of international cooperation (logframe and project development, activity planning, project management, financial programming, monitoring & evaluation, coordination of tender procedures, contract supervision, staff management, etc.). Since 2010, she has been managing development projects under the cooperative agreements of USAID (Climate Change Adaptation and Disaster Mitigation (CCADM) with the budget of USD 500,000, Integrated Natural Resources Management in Watersheds of Georgia (INRMW) with the total budget of USD 6,000,000, EU funded project with the total budget of the EUR 7,000,000).

Language capabilities: Georgian (Native), English (Fluent), Russian (Fluent)

4.1.2. Waste Management Specialist

CENN proposes the waste management specialist Mr. Irakli kaviladze, who has a graduate degree in geology. He has more than 15 years of experience working with the Government of Georgia and International Organizations as a Key Environmental Expert in the field of waste management. He has worked as a project manager and waste management expert in various major national and regional environmental projects and has strong project team coordination and management skills, in addition to his technical expertise. He has provided consulting services for development projects at various stages ranging from project preparation, pre-feasibility and feasibility studies, detailed design and project implementation stages.

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Mr. Irakli Kaviladze has broad experience in developing functional coordination and information exchange mechanisms among the major actors involved in waste management: governmental, non-governmental and donor organizations. Mr. Kaviladze has a deep knowledge of the national environmental legislation and EU regulations in the sector.

He was an Executive Secretary of the Working Group on harmonization of environmental legislation of Georgia with EU environmental standards, in the Committee of Natural Resources and Environmental Protection of the Parliament of Georgia from 2004 to 2006.

Mr. Irakli Kaviladze has more than 10 years experience as an International Register Lead Auditor of Environmental Management Systems ISO 14001 (EMS) and more than 8 years - as a Lead Auditor of Quality Management Systems ISO 9001 (QMS). He was a member of the International organizations: ISWA - International Solid Waste Association (Denmark) and A&WMA Air & Waste Management Association (USA) from 2005 to 2007.

Mr. Kaviladze has coordinated the preparation of Environmental Impact Assessment (EIA) documents, prepared waste management strategies and action plans, implemented assessments of waste management technologies, provided financial analysis (tariff policy, affordability, fee collection etc.), developed institutional arrangements, and identified potential sites for regional landfill and transfer stations for the "Adjara New Landfill Construction" and "Rustavi New Landfill Construction" projects. He has prepared more than 60 waste management plans for various projects and has published 6 scientific works in the field of waste management.

Mr. Kaviladze is skilled communicator with extensive experience working with diverse communities from informal waste recyclers to high-ranking government officials and corporate executives. His work is characterized by clarity and integrity, and his field efforts to assess local needs have lead to recognized appropriate solutions.

Language capabilities: Georgian (Native), English (Fluent), Russian (Fluent)

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The Project Management Organogram

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4.2 Non-Key Personnel

4.2.1. Long- and short-term local experts

CENN proposes the following long and short-term local experts in the following fields:

Long- Term Experts Name(s)Years of

professional experience

Level of Effort (Person/Months)

- Solid waste and recycling sector management sps.

- Khatuna Chikviladze, - Levan Lolua,- Kakha Rukhaia

26137

18

- Environmental compliance sp. - Tamar Mtvarelidze 10 18

- Civil engineering sp. - David Kavelashvili 33 18

- Economy/business development (incl. Quality control) sp. - Lika Inashvili 10 18

- Legislation sp. - Mamuka Ivaniashvili 23 12

- Public communication, education and outreach sp. - Rezo Getiashvili 20 18

- Gender / monitoring / evaluation sp. - Tamar Tskhadadze 14 12

Short-Term Experts

- Engineering geology and hydrogeology sp. - Merab Gaprindashvili 35 15

- Energy efficiency sp. - Konstantine Barjadze 10 10

- GHG emission and air pollution and sps.

- Marina Shvangiradze (GHG)- Tamaz Budaghashvili (Air)

3737

12

- Water quality sp. - Ilia Mtskhvetadze 39 8

- Ecology & landscape sp. - Chichiko Janelidze 43 8

- Composting sp. - Zura Karbelashvili 19 8

- Tariff development sp. - Alexandre Sakandelidze 13 14

- Marketing sp. - Jaba Burjaliani 10 14

- Land and construction surveying and municipal and urban engineering sp. - Alexander Natroshvili 28 12

CVs of local experts are provided in the Annex 2.

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4.2.2. Local coordinators in Adjara and Kakheti regions

CENN has extensive experience working in Adjara and Kakheti regions and has acquired professional contacts with institutions and individuals involved in waste management and regional development in the targeted regions. To implement the project effectively, CENN proposes to engage local coordinators – 1 in each region – in Adjara and Kakheti full time. Tasks of local coordinators will include:- Technical and admin support in the targeted regions;- Assistance in assessments and studies;- Organization of information and consultation meetings and community mobilization;- Dissemination of informational packages;- Capturing of local concerns related to waste management and communication of them to

the competent local and central authorities;- Work with local stakeholders on priority setting;- Active involvement in development of policy documents;- Development of recommendations and implementation of issue based policy dialogue;- Assistance in the implementation of pilot projects;- Implementation of local public events, youth initiatives, etc. and media outreach

activities.CENN has already selected potential candidates (Tsiala Katamadze in Adjara, Kakha Sukhitashvili in Kakheti) for the positions of Local Coordinators. CVs are enclosed in Annex 2.

4.2.3. Support staff

CENN proposes the following support staff for the project:

Position Level of Effort (% and person/months)

Office manager / Secretary 100%; 36 p/m

Financial Manager / Accountant 50%; 36 p/m

IT specialist 25%; 36 p/m

Driver / Logistician 100%; 36 p/m

CVs of proposed support staff can be provided upon request.

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4.3 Office spaces and training infrastructure

CENN proposes to establish the central project office in Tbilisi with regional representation offices in Kakheti and Adjara regions.

CENN has office space suitable for the project implementation unit in Tbilisi. that the office is located in the central part of Tbilisi and can provide working space for 10 people as well as a meeting space. We propose to establish regional offices in Telavi, Kakheti and Batumi, Adjara.

CENN will not charge the project budget directly for office spaces. According to CENN rules, which are approved by USAID, all indirect expenses such as office costs are covered by indirect costs. CENN has a USAID approved NICRA dated September 1, 2005, that has been followed by Independent Audit reviews of CENN’s indirect cost calculation methodology. Please see the USAID-approved NICRA, as well as Independent Audit reviews of CENN’s indirect cost calculation methodology for 2012, in Annexes 16 and 17.

CENN has training infrastructure - Bulachauri Green Center - in Bulachauri village, 45 km (40 min. drive) from Tbilisi. The training center has modern infrastructure, a conference/training room that can accommodate 100 people, and a dormitory with 17 double rooms that can accommodate 34 people. Bulachauri Green Center is being used not only by CENN but also other national and international organizations. See more information at http://bulachauri.cenn.org

4.4 Hardware and software

CENN has the required modern office equipment (servers, personal computers, laptops, B&W and colored laser printers, copiers, scanners, fax, plotter (A0 format), risograph (A3 format), projectors, GPSs, photo-cameras, etc.). Detailed technical specification of the equipment can be provided upon request.

CENN possesses licensed software for servers, PCs as well as specific programs (i.e. ARC VIEW 10.0). CENN will be contributing its own thematic Geo databases, without charging the project, collected over the last 15 years. More information on CENN’s thematic Geo-data-bases can be provided upon request. Please visit drm.cenn.org for specific thematic maps and to view the geo-portal developed by CENN in 2012.

CENN posses 4 vehicles (Subaru Forester, 2012, Subaru Forester, 2012, Subaru Forester, 2005, Niva 2009) that can be used by the project. CENN will also provide a qualified driver.

5.

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http://www.drm.cenn.org/

http://bulachauri.cenn.org/


6. PAST PERFORMANCE

CENN complies with the eligibility criteria of RFA. Please see CENN’s organizational chart / organogram in Annex 3 and registration certificate and by-laws of CENN in Annex 14.

CENN has been working at the local, national and regional levels in the Caucasus region to foster modern and sustainable development values and practices since 1998. CENN works with the government and local communities to develop sustainable solutions to existing challenges and to respond to environmental and socioeconomic concerns. A Brief Statement of the CENN History, mission, primary development focus and capabilities is provided in the Annex 21.

CENN has the capability, experience and commitment to provide a service that is consistent, professional and of the highest quality in the fields of compliance and resources management, environmental research and policy, feasibility studies, capacity building, and institutional strengthening. CENN works with a number of Governmental Agencies at the national and local levels and maintains a long and successful working experience with multi- and bilateral organizations (i.e. USAID, EU, UN agencies, World Bank, EBRD, ADA, SDC, etc.). During the course of its work, CENN has executed more than 100 projects.

CENN has established financial management, internal control systems, and policies and procedures that comply with established U.S. Government standards, laws, and regulations. CENN has policies and written rules that are stipulated by the Operational Manual approved by the Board of organization. Please see table of contents of the CENN Operational Manual in Annex 20.

CENN’s financial capability is strong (more than $2,300,000 a year) enough to support the successful implementation of the project. Please see Annex 18 - CENN financial reports for the last 3 years and Annex 19 - Proof of Financial Capability of CENN - Bank statement regarding the CENN’s financial turnover for the last 3 years.

While working across the south Caucasus CENN has gained a large quantity of experience over a wide range of developmental issues23, specifically:

Social development: Experience has been gained in work with schools and youths (Implementation of integrated natural resources management, DRR, School Emergency response planning training programs for the Kvemo Kartli and Samegrelo-Zemo Svaneti School Teachers (2009 – present), Summer Camps for school Eco-clubs (2009-present), Climate Change Adaptation and Disaster Mitigation (2009)) in which project deliverables included the development of textbooks on Climate Change, holding of summer eco camps (for around 300 children), the creation of eco-clubs for local youths (52 eco-clubs created) and over 60 training events for teachers. CENN has worked closely with women (Strengthening and Engagement of Rural Women in Natural Resources Management and Environmental Protection in the South Caucasus countries) since 2008, when CENN started working with Rural Women’s Councils to build local capacity in the regions of Georgia, Armenia and Azerbaijan. CENN also has experience working holistically with local communities (Climate Change – Building Resilient Communities and Adaptive Governance (2011-12), Climate Change Adaptation and Disaster Mitigation (CCADM) (2009-13)), where CENN have developed community based adaptation 23 Please see list of references (with detailed project information such as location, award numbers, brief description of work performed and contact information) in the Annex 15.

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plans, implemented innovative pilot projects and stimulated dialogues across CSOs, local communities, business, media and local government.

Economic development: CENN’s work with economic development has provided the organization with experience in poverty reduction and resource utilization (Strengthening local capacity and developing structured dialogue and partnerships for mitigating natural disasters and reducing poverty in Georgia (2009-11), Integrated Natural Resources Management in Watersheds of Georgia (2010-present), Implementation of pilot projects for strengthening of capacity of local communities for revenue collection from sustainable forest use (2011), Sustainable Land Management for Mitigating Land Degradation and Reducing Poverty in the South Caucasus Region (2009-13)). The results of these projects were the development of issue based coalitions, and protection of economic activities from natural disasters and depletion.

Infrastructural development: Work on infrastructural development projects (Sustainable Improvements for IDP settlements (2009-2010), Pilot project air quality monitoring system in Tbilisi (2011-12), Reinforcement of Alaverdi Monastery (2011)) has also increased the breath of CENN’s developmental experience. The results of these projects include both DRR and health results, designing and installing air quality monitoring systems, cleaning water inflows for IDPs, etc. In 2011-12 CENN also worked across 6 regions of Georgia to develop disaster preparedness plans for 8 schools. The project (School disaster preparedness and mitigation activities and disaster risk reduction awareness raising campaign (2011-12)) involved working closely with teachers, local authorities, schoolchildren and experts to provide comprehensive plans for each school, including water and sanitation assessments, trainings for teachers and schoolchildren, development of recommendations, and provision of equipment and construction works.

Legislation and policy development: CENN works closely with national and local governments throughout the South Caucasus to develop policy and legislation and bring it into line with international standards of best practice (Strengthening Structured policy Dialogue for Systemic Reform in the Field of Ecomigration in the South Caucasus Countries (2013-present), Sustainable Forest Governance in Georgia (2012-present), Air Quality Governance in ENPI East Countries (2011-present), Designing a National Pollutant and Release Transfer Register in Georgia (2009-11)). This development work has produced a number of results including, improving the South Caucasus countries’ convergence to EU legislation and regulations and strengthening local capacity to empower affected communities and local authorities to participate effectively in new policy formulations and system implementations. CENN have also developed a National Forest Policy Document that was adopted by the Georgian Parliament on November 29, 2013.

CENN has elaborated a sustainability approach to ensure that the impacts of the projects are maintained beyond donor support. The sustainability approach is mainly based on the following: participatory methods, active engagement of women and youth groups, local capacity building of natural leaders, coalition building and development synergies, institutionalization of policy dialogue and best practices, work with elective bodies, inspiring stakeholders via the introduction of efficient innovative methods and approaches, replication of successes through transforming successful precedents into traditions.

Please see Annex 15 for Past Performance of CENN.

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6.1 Statement of USAID and/or U.S. Government assistance (directly or as a sub-grantee) received during the preceding five year period

# Project name, location, dates Project description Amount

awarded Awarding body - contacts

1. Caucasus and Middle East Environmental Initiative,Armenia, Georgia, Iran, Turkey(2012-2013)

The overall objective of the action is strengthening involvement of the civil society actors to stimulate and support structured and inclusive multi-stakeholder dialogue at the national and regional levels and promote sustainable development concept in the Caucasus and Middle East region.

The specific objectives of the action to create the Caucasus and Middle East civil society environmental network to discuss common environmental challenges, agree on priorities and plan joint actions to promote sustainable development ideas and practices in the countries and the region.

$200,000 Counterpart International, Inc. Representative Office / USAIDTamar SiguaDirector of Finance and Grants Administration33, Dzmebi Zubalashvili Street, Tbilisi, 0179GeorgiaTel.: +995 32 2231977; +995 32 2221395Fax:+995 32 2221398

2. Integrated Natural Resources Management in Watersheds of Georgia (INRMW), Georgia. (2010-2014)

The primary goal of the INRMW Program is to improve the current and future lives of people in Georgia by utilizing and managing natural resources more sustainably, including water, soil, vegetation, and the ecosystems that encompass them. We propose to accomplish this by introducing innovative approaches and practical models of participatory integrated natural resources management in targeted watersheds, by facilitating reforms to and harmonization of national policies, and by increasing the capacity of national and regional institutions to replicate these approaches and models throughout the country. The project outcomes required to achieve this goal are captured in the following five program objectives.

o Objective 1: Empower local communities and authorities in the process of natural resources management by promoting local governance mechanisms that enable rural people to advocate for change that betters their lives.

o Objective 2: Achieve tangible results in behavior change of women and men that visibly illustrate the linkages between ecosystem services and human benefits. Facilitate behavior change at the community level and across the entire spatial hierarchy - local to national - of government authorities.

o Objective 3: Reduce threats to natural resource sustainability in targeted watersheds; improve water quality and productivity, ecosystem protection, and energy efficiency, and reduce vulnerability to climate change and natural disasters.

o Objective 4: Increase capacity for integrated and adaptive natural resources management at community, municipal, regional, and national levels by

$499,653 Global Water for Sustainability – GLOWS / The Florida International University (FIU), USAIDMaria C. DonosoDirector Global Water for Sustainability - GLOWSMARC Building 330Florida International University - FIU11200 SW, 8th Street Miami, FL 33199 USATel. (+1-305) [email protected]

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# Project name, location, dates Project description Amount

awarded Awarding body - contacts

developing knowledge, skills, and improved management tools within key institutions.

o Objective 5: Catalyze more widespread implementation of integrated natural resource management by raising public awareness and supporting the development of more enabling policy and institutional frameworks.

CENN’s role is implementation of participatory assessment of Climate Change Vulnerability and Risk of Natural Disasters, development of Climate Change Mitigation and Adaptation Plans in the selected watersheds of the Rioni and Alazani-Iori River Basins, development of ecoclubs in schools.

3. Climate Change Adaptation and Disaster Mitigation (CCADM) Project, Georgia, (2009-2013)

The overall goal of the project is to develop flexible and resilient societies and economies in rural areas of Georgia capable of coping with the impacts of current climate variability and future climate change.

Specific objective of the Project is to reduce the susceptibility of local communities in the pilot rural areas of Georgia (Samtskhe-Javakheti, Adjara and Kakheti regions) to negative climate impacts through post-conflict environmental rehabilitation, natural disaster risk reduction (DRR) and climate change adaptation (CCA).

$500,000 DGP, USAID/Georgia, Energy & Environment Office, Mariam UbilavaProgram Development Specialist, Mission Environmental Officer for Caucasus11, Giorgi Balanchini Street, Tbilisi 0131, GeorgiaTel: + (995 32) 54 4129; Fax: + (995 32) 54 41 45

4. Georgian Rural Energy Project, Georgia, 2006-2009

The overall objective of the Project is to create a sustainable energy system through diversified renewable energy supply and increased efficiency in the energy sector in Georgia. Complementary to IPPs, CENN develop integrated resource management plans (IRMPs), which will reduce dependence on forests for energy needs, improve the capacity of the communities to conserve the natural resources in the long run, and support the sustainability of energy projects.

$218,447 Winrock International Institute for Agricultural Development / USAID, 2101 Riverfront Drive, Little Rock, AR 72202-1748Devona E. BellProgram OfficerForestry & Natural Resource Managementphone: 703-525-9430 x669email: [email protected]

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7. BUDGET

Cost Application - Summary by Years is as follows:

Description Yr 1 Yr 2 Yr 3 Total

A Salaries & Wages 195,000 220,800 220,800 636,600

B Fringe Benefits 0 0 0 0

E Travel & Per Diem 50,820 58,960 57,220 167,000

F Other Direct Costs 84,200 120,150 87,750 292,100

Total Direct Costs 330,020 399,910 365,770 1,095,700

G Indirect Costs 72,102 91,459 83,652 247,213

Total Estimated Costs 402,122 491,369 449,422 1,342,913

Cost Share 86,791 98,824 81,328 266,943

TOTAL 488,913 590,194 530,749 1,609,856

For detailed budget, please see Annex 4. Cost Application.

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8. BUDGET NARRATIVE As requested, we are providing our proposed budget for the Georgia Waste Management Technologies in Regions by major elements. Please see attached detailed budget costs document, “Illustrative Cost of the Program: Sum Requested from ICMA and CENN,” in Annex 5, which shows how we intend to expend funds granted by ICMA. This budget is derived from previous experience of CENN through implementation of large, long-term, regional projects.A. Salary & wages (total requested from ICMA $636,600): In order to achieve the program’s goals and objectives, it is anticipated that staffing, as described below, will be needed. All salaries are in accordance with CENN regular practices and policies, which are consistently applied to all donors/programs and are based on salary history as required.LTTA / Key Personnel: (1) Position 1: Deputy Chief of Party (DCoP) at $3,200 per month. This position is required full-time for the duration of this complex project. (2) Position 2: Waste Management Specialist is charged for 100% time for the whole life of the Project – 36 months at $2,600 per month. This position is required full-time to provide technical inputs. Non-Key Personnel will be charged to the project in the form of specialists in waste and recycling, environmental compliance, civil engineering, economy, legal, public communications and gender. These skills are essential to the project at the same time they will learn from and implement state of the art technologies brought by ICMA experts. The growth in their expertise, through the implementation of this project is a critical output to bringing this project to the nation as a whole, with the exception of local coordinators all non-key personnel will be on a salary of $1,800 per month, for periods of 12 or 18 months. 2 local coordinators will also be employed in the project (one each in Kakheti and Adjara), and will be on a salary of $600 per month for duration of the project after the first two months of implementation (a combined total of 68 months). STTA includes the cost of national expertise in the fields of Engineering geology and hydrology, Energy efficiency, Air pollution and GHG emissions, Water quality, Ecology & landscape management, Composting, Tariff development, Marketing, and Land construction and municipal and urban engineering. Short-term experts will be engaged in different times upon need and are charged for 101 man/months altogether at the remuneration of $1,800 USD a month.

B. Fringe Benefits ($0): CENN does not have a fringe benefit rate approved. The costs such as workers compensation, health and life insurance, and retirement are included in the indirect costs that are approved annually by the independent auditor (See Annex 16: Latest NICRA approved by USAID and Annex 17: Indirect Cost methodology that is approved by the Independent auditor for Y 2012). Therefore, the line for Fringe Benefits is left blank.

E. Travel & Per Diem ($167,000) : The budget for travel will be utilized for the transportation and per diems of the project team, experts, local stakeholders and schoolchildren on/to field trips, workshops, seminars, trainings of trainers, summer schools and the conference. Transport - Transport costs for the project team and experts to the regions were calculated on the basis of one trip to each region every month for the duration of the project, with distances of 1,000 and 600 km allocated to Adjara and Kakheti respectively. Travel for the local coordinators was added to this by allocating 400 km/month of travel within the regions for each of the two local coordinators. Transport costs for the trainings of trainers, seminars, workshops and conference total 6,000 km/year; this figure is based on previous project experience and does not include local trainings. Transport costs for the summer schools, campaigns and actions total 11,600km/year, and are based on previous project experience with equally sized summer schools, campaigns and events.Per Diems (Days) - A Per Diem rate of $60 has been used for field trips to regions, Training of Trainers, national workshops and seminars, based on rates paid under previous similar projects and established policy, which is consistently applied to all projects/donors. Per Diem rates of $50 and $90 have been used for summer schools and the national conference respectively. Per Diems for the project team and experts’ field trips to the regions were calculated on 3 persons attending one trip to each region for every month of

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the project, each trip will last three days. Per Diems will only be provided for the Trainings of Trainers and were calculated on the basis of there being 7 ToTs, each lasting 5 days and having 10 participants (a total of 350 Per Diems). Per Diems for the national workshops, seminars, summer schools and the national conference are also calculated on the basis of participants and days of attendance.

F. Other Direct Costs ($292,100): Equipment: The following equipment is planned to be purchased for new offices startup for a very diverse and demanding project in targeted regions: four (4) personal computers ($1,000 each), two (3) laptops ($1,200 each), two (3) printer/copier/scanners ($750 each), two (2) photo cameras ($450 each), and two (2) projectors ($2,000 each), to be used by the project in Tbilisi and local offices in Adjara and Kakheti regions. The detailed technical specification of the equipment can be provided upon need. In general, we have been able to keep costs down by providing the major part of the office hardware and software. Supplies: Based on actual expenditures incurred under similar projects in these regions, quotes received, historical records, etc., and the goals and objectives of the program, it is anticipated that the following expenses (not otherwise recovered under the CENN’s approved NICRA) will be needed, allocated equally to each objective: (a) Consumables - office supplies (Tbilisi and targeted regions) (36 months @ $500/month) = $18,000 and (b) Other services (Office Utilities, Communications, electricity/heating, maintenance) (36 month @ $500/month) = $18,000. For both consumables and other services costs will be split between the three offices in the following manner: Tbilisi office will cost $250/month, Adjara and Kakheti regional offices will cost $125/month each. The cost for publications covers knowledge materials and information packages/booklets (3 types, 1,500 copies of each type @ $1.5 each), Educational curricula for schools (9,000 copies for 60 schools - 150 copies per school @ $3 each), and project promotional materials (three lump sums @ $6,000 each). The promotional materials will be in the form of t-shirts, mugs, etc. and will assist in the promotion of the project while ensuring that project related waste (flyers, leaflets, etc.) is kept to an absolute minimum. The costs of meetings cover trainings (55), campaigns (10), school competitions (6), workshops (24), seminars (4), roundtable meetings (64), public hearings (8) and a conference (1). Other direct costs include costs of the media outreach and visibility activities: TV reportages (13), TV PSA (3), Radio program (12), Radio PSA (3) as well as information digests (100) from the CENN electronic network about the activities and results of the Project. CENN will co-finance CENN electronic networking and outreach. The high level of awareness raising activities contained in this portion of the budget is necessitated by the low level of awareness on waste management issues amongst the populations of Adjara and Kakheti. The high level of trainings and workshops is to ensure that the capacity of the local populations is raised. The budget covers implementation of a Branding Strategy and Marking Plan according to USAID guidelines. Total Branding and Marking cost requested from ICMA is $24,000 that is distributed evenly for the project implementation. CENN will be co-financing this cost in amount of $6,000. The budget also included cost of audit in amount of 5,000 USD (totally, $15,000) a year, cost of translation of various international documents and interpretation in amount of $18,000 ($1,000 @ 18 months) and cost for financial services (bank service fees that is around 0.2% of total cost of the project) in amount of $2,700. This line of the budget also covers acquisition of GIS data needed for various analyses and mapping. No financing is requested from ICMA - all GIS and RS data necessary for the project will be co-financed by CENN to the amount of $15,000.G. Total Direct Costs (sum of A-D) that are requested from ICMA equal $1,095,700Indirect Costs: In accordance with CENN’s current approved NICRA, dated October 15, 2013, and following Independent Audit reviews of CENN’s indirect cost calculation methodology, indirect costs are budgeted at 22.87% of Total Direct Costs excluding equipment and that portion of subcontracts/subgrants in excess of $25,000 each. Total indirect costs: 22.87% * $1,080,950 (Total Direct Cost – Equipment and subcontracts/subgrants in excess of $25,000 each) = $247,213.TOTALS (sum of i and j): The total project cost that is requested from ICMA is $1,342,913. For the full delivery of the Project in kind contributions donated by CENN were valued at $266,943 (17%).

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9. ANNEXES

Annex 1. CVs of Key Personnel

Annex 2. CVs of Long and Short-Term Non-Key Personnel and Experts

Annex 3. CENN Organizational Chart / Organogram

Annex 4. Cost Application

Annex 5. Illustrative Cost of the Program: Sum Requested from ICMA and CENN Contribution

Annex 6. Logframe Matrix

Annex 7. Project Methodologies: Institutional and Technical Approaches and Gender Integration and Mainstreaming Strategies

Annex 8. Key Stakeholders: Target Groups, Partners, Beneficiaries and Ongoing Initiatives in Waste Management in Georgia

Annex 9. Time Schedule

Annex 10. Project Affordability and Durability: External Factors - Precondition, Assumptions, Assessment of Risks, Sustainability Issues and Environmental Compliance

Annex 11. Branding Strategy and Marking Plan

Annex 12. Baseline Study: Solid Waste Management in the Kakheti and Adjara Regions of Georgia

Annex 13. Letters of Support Letter of Support from the Ministry of Regional Development and

Infrastructure Letter of Support from the Adjara Government Letter of Support from the Kakheti Government

Annex 14. State Registration Certificate and By-Laws of CENN

Annex 15. CENN Past Performance: List of Current and Implemented Projects

Annex 16. CENN Indirect Cost Rate approved by USAID (September 2005)

Annex 17. CENN Indirect Cost Proposal, 2012

Annex 18. CENN Financial Reports for the Previous 3 Years

Annex 19. Proof of Financial Capability of CENN

Annex 20. CENN Operational Manual (Table of Contents)

Annex 21. A Brief Statement of the CENN History, Mission, Primary Development Focus and Capabilities

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10. COMPLETE PRE-AWARD ASSESSMENT QUESTIONNAIRE

Please see completed pre-award assessment questionnaire enclosed as a separate document <CENN_CL Georgia-Pre-award Assessment Questionnaire.pdf>.

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11. COMPLETE AND SIGN CERTIFICATIONS, ASSURANCES, OTHER STATEMENTS OF THE RECIPIENT AND SOLICITATION STANDARD PROVISIONS

Please see completed and signed Certifications, Assurances, Other Statements of the Recipient and Solicitation Standard Provisions as a separate document <CENN_CL Georgia- Certifications,_Assurances, Other Statements of the Recipient.pdf>.

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12. COMPLETE ICMA VENDOR APPLICATION

Please see completed ICMA Vendor Application as a separate document <CENN_Cl Georgia- Vendor Application.pdf>.

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