united nations development program country: turkey project ... pro doc.pdf · results demining the...

ANNEX I: Description of the Action

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United Nations Development Program Country: TURKEY Project Document

Project Title: Technical Assistance for Socioeconomic Development through Demining and Increasing the Border Surveillance Capacity at the Eastern Borders of Turkey Phase-I UNDCS Outcome(s)1: Outcome 1: Enabled environment for inclusive and democratic governance, rule of law and access to justice for all, including further compliance with international commitments and human rights norms and standards Outcome 1.1: Capacity-building programs developed for accountable and responsive governance mechanisms and structures in public institutions, at the national, regional and local levels, grounded on international principles, including internally displaced persons, and in alignment with European Union accession priorities Expected Output(s): (Those that will result from the project)

Demining the border regions of Van-Ağrı-Iğdır-Kars is completed.

Demined areas are certified in compliance with the international and Turkish mine action standards

Post project review is conducted. Executive Agency: Ministry of Interior Implementing Agency: UNDP Turkey

1 UN Development Cooperation Strategy (2011-2015)

Brief Description

The overall objective of the Project is to contribute to the social and economic development through demining and more secure borders in Eastern Turkey. The specific objective of the Project is to contribute to the prevention of illegal migration and cross-border crime on Turkey’s eastern borders by clearing the border regions of mines and providing effective humanitarian border surveillance tools for a technologically supported modern border surveillance system.


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I. 1 DESCRIPTION

Title Clearance of Landmines in the Eastern Border Regions of Turkey Phase-I Location

Turkey

Cost of the Action The cost of the "Action” is EUR 26,400,000.

Summary

Duration 24 months

Objectives The overall objective of the Project is to contribute to the social and economic development through demining and more secure borders in Eastern Turkey.

The specific objective of the Project is to contribute to the prevention of illegal migration and cross-border crime on Turkey’s eastern borders by clearing the border regions of mines and providing effective humanitarian border surveillance tools for a technologically supported modern border surveillance system.

Beneficiary:

Legal Status:

UNDP

International Organisation

Target group(s) Local population

Final beneficiaries

The main beneficiaries are Ministry of Interior (Border Management Bureau) and Turkish General Staff (Land Forces Command)

Estimated results

Demining the border regions of Van-Ağrı-Iğdır-Kars is completed.

Demined areas are certified in compliance with the international and Turkish mine action standards

Post project review is conducted.

Main activities Component A: Clearance: This component covers the mine clearance activities for the selected regions. Component B: Certification/Quality Control: This component covers the quality assurance, quality control and post-clearance certification to provide confidence (to the beneficiary and the implementation agency) that clearance and quality requirements defined in the standards have been met and that cleared land is indeed safe for use. Component C: Post-clearance: This component aims to identify the lessons-learned which are relevant to the planning, preparation and clearance phases of the operation through the conduct of a formal post project review (PPR).


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Objectives

The overall objective of the Project is to contribute to the social and economic development through demining and more secure borders in Eastern Turkey.

The specific objective of the Project is to contribute to the prevention of illegal migration and cross-border crime on Turkey’s eastern borders in line with EU’s IBM policies and strategies via demining the area and providing effective humanitarian border surveillance tools for a technologically supported modern border surveillance system.

Justification

The Government of Turkey in the course of progress towards accession to the European Union (EU) and in response to the obligations of the EU and its Member States is actively following a National Programme for the Adoption of the Acquis. However the objective of the process of law approximation is not only to implement the relevant amendments to existing legislation but, as importantly, to strengthen those institutions responsible for the enforcement or implementation of the new procedures. This process of ‘Institution Building and Reform’ in order to enhance administrative capacity, is seen as crucial in ensuring that Turkey is successful in the transition to the standards, norms, expectations and obligations of similar EU Member State administrations.

Within the process of ‘Institution Building and Reform’, border management which is evaluated under the chapter of Freedom, Justice and Security is regarded as being one of the high priority areas of this process. After the membership to the EU, as Turkey’s eastern borders will be the external borders of the Union, management of comprehensive border security and its implementation constitutes an important subject.

Management of the eastern borders is not an easy task due to the geographical and climatic conditions of Turkey in that region. Moreover, this region constitutes a big problem in terms of being an illegal crossing route and in order to provide the border security in this region, landmines had been used for security mostly to prevent illegal border crossings, smuggling or security from the PKK. These landmines now constitute a very serious threat for border management in that region.

The global landmine crisis is also one of the most pervasive problems facing the world today.

In 1996, a comprehensive international initiative, known as the Ottawa Process was started which aimed to put an end to the suffering and casualties caused by anti-personnel landmines by banning their use. On 26 January 1998, the Chief of the Turkish General Staff issued a directive banning the use of anti-personnel mines by the Turkish armed forces. There have been no confirmed instances of use of anti-personnel mines by Turkish forces since that time.

The Republic of Turkey acceded to the Anti-Personnel Mine Ban Convention (known as the Mine Ban Treaty) on 25 September 2003, becoming a state party on 1 March 2004. Turkey has not enacted domestic implementation legislation, but has indicated that its constitution and criminal code, and directives from Turkey’s Armed Forces General Staff, give legal effect to the treaty’s provisions. Turkey requested an extension to the 2014 deadline for its obligation under Article 5 of the Mine Ban Treaty to clear all anti-personnel mines from mined areas under its jurisdiction or control and has been granted an 8 year extension. At the Meeting of States Parties to the Mine Ban Treaty in Geneva in December 2013 Turkey announced in the plenary session the successful implementation of the Article 5 extension request and compliance with Turkey’s clearance obligations under the commitments made through the accession to the Mine Ban Treaty on 25 September 2003. Currently, the size of the mined area in Turkey is 313,274,400 m2.

Turkey considers the Mine Ban Treaty as a success and is working towards clearing the mines in its own southern and eastern border regions. Work is ongoing with regard to


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clearance activities along the border with Syria. A law on the “The Tender and Mine Clearance Activities along the land borders between the Republic of Turkey and Syria Arab Republic”, Law No. 5903 entered into force on 17 June 2009. According to this Law, the Ministry of Defence is tasked to carry out demining activities on the Syrian border to be financed from national funds. This accelerates the coordination between Ministries. Turkey also plans to clear the minefields along the border with Iraq, Iran, Azerbaijan and Armenia. The assessments made by the government and Land Forces Command concerning the resources for clearance activities, deemed that it would be appropriate to use external assistance especially for the clearance activities that will take place in the eastern border regions. In this regard, it is planned to clear the mines along the Armenian, Azerbaijan and Iranian borders using the EU funds.

Clearance activities in other areas are awaiting the establishment of the National Mine Action Authority (NMAA) and the Mine Action Centre (MAC) which will supervise the mine clearance activities in Turkey and issue certificates in accordance with the IMAS. Work on the establishment of the NMAA and the MAC by the Turkish Ministry of National Defence is ongoing. It is predicted that mine clearance for these areas will be conducted between 2015 and 2022 following the establishment of the NMAA and MAC in accordance with acquired experience from the mine clearance projects for the Syrian and eastern borders.

The necessary procedures for the works that will take place in military forbidden zones are arranged in the Military Forbidden Zone and Safety Regions Law, Military Forbidden Regions and Safety Regions Regulations. As per this law and regulation, it is necessary to get permission from General Staff for all the activities that will take place in these regions.

As there is no NMAA or MAC in Turkey at present, for the Syrian border a Top Project Board (TPB) has been established to oversee mine action, based on the Law No. 5903, In addition, a Project Implementation Board (PIB) has been established to pursue the tendering process for the clearance of landmines, to monitor the implementation and to act as a contact point for relevant activities. The experience gained from the works of these boards will be beneficial for the future clearance activities in the other regions of Turkey.

The landmines are generally located in border areas, however there are no landmines on the Turkish side of Turkey’s borders with Greece, Bulgaria, and Georgia as they have already been cleared. The landmines are only located along the Armenian, Azerbaijani, Iranian, Iraqi and Syrian Borders, which present a problem to providing an efficient border management system. The main reasons of laying the landmines in these regions differ from the countries of South East Europe. Rather than laying mines during inter-ethnic conflict in and around populated areas, the mines in Turkey were generally laid along the borders to prevent illegal migration or smuggling activities or for security reasons against PKK. Today, in addition to the humanitarian concerns, these landmines limit the operational capacity of Turkey in the border areas. They prevent the establishment of good functioning border surveillance systems and as a result lead to decreased efficiency in the fight against illegal migration, cross-border crime and smuggling. For these reasons, demining is seen as an indispensable part of the border management reforms. Turkey aims to have these landmines cleared to provide a more secure way of protecting the borders by means of technologically supported border surveillance systems and achieve the targets set out by EU for a good functioning border management system.

Turkey has difficulties in providing border security because of its long, mountainous land borders in the east and south-west and long, coastal borders in the south, north and west. Due to its geographical location as a crossroad between Europe, the Middle East and Asia , Turkey requires a strong border control and security organization.

In recent years, illegal border crossings, mostly in the form of multinational organized crime (such as smuggling, trafficking and terrorism) have created serious ramifications not only for Turkey but also for European border management. Illegal immigrants are smuggled into Turkey and Europe either across unregulated land, sea or air borders or through regulated security check points using counterfeit or stolen passports or concealed in cargoes.


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State of play in border surveillance at borders:

Illegal border crossings constitute a very serious threat to national security and put pressure on European border management systems. Whereas the numbers of illegal migrants crossing the borders, between 2006 and 2009 were 15,270 this number increased to 39,274 in 2009-2010. When examined the numbers of apprehended illegal migrants in 2011, 2012 and 2013; 44,415 irregular migrants were apprehended in 2011, 47,510 irregular migrants were apprehended in 2012 and this number was 35,701 in 2013. More than half of these illegal crossings took place in the east and southeast of Turkey (Iran, Iraq and Syria). On the Turkish-Iranian border approximately 8,000 illegal crossings take place annually. Nearly half of these illegal crossings have taken place in the Van-Ağrı-Kars-Iğdır provinces. Stated more clearly, 30% of the annual illegal crossings are taking place in this project region. For this reason, increasing the technological measures to prevent these illegal border crossings in this region should be a priority in terms of border management. In order to safely establish a technologically supported border security system it is first necessary to demine these border areas.

Turkish Land Forces Command uses the following equipment for border surveillance but as the border region is mined this equipment is currently used in areas close to the border but not on it, thereby affecting the efficiency of border security in these regions.

- 4x4 vehicles - Observation towers, border stations - Thermal imaging cameras - Barbed wire fencing

It is necessary to strengthen the security measures in the areas that will be cleared from mines in order to have a fully effective border surveillance system. The surveillance vehicles that are planned to be purchased in this project will mostly patrol in the areas yet to be cleared by this project.

Ongoing efforts and plans to improve the border surveillance on all borders:

Turkey is already in the process of upgrading the infrastructure for border surveillance, with:

- Renovation, reconstruction of the border stations via the Housing Development Administration of Turkey (TOKI)

- Constructing zero line roads at the borders - Construction of telephone lines, lightening the newly constructed roads and building

new fences/wires

In the main this has been funded from the Turkish national budget. Since 2010, 69 new border posts, nearly 111 surveillance towers for the staff have been completed as of 2014 and €146,000,000 has been spent for this construction from national funds. The construction of 41 new border posts is still going on and is expected to be finished by the year 2016. Besides, projects for an additional 33 border posts have been prepared and the tendering process has been initiated. Additionally, work on the border posts and patrol roads has been started and projects for the replacement, repair and maintenance of 1150 kilometres have been prepared. Two thirds of these roads currently being worked on are in present use. The total budget allocated for all these investments is nearly € 350,000,000

A total amount of €8,000,000 has been allocated from the 2012 Budget of MoI to border provinces for the restoration and modernization of lighting systems on the border line.

Moreover, a project of the Coast Guard Command, namely the Coastal Surveillance Radar System, was initiated in 2006. This system consists of radars, towers, cameras and other electro-optical equipment, hardware and software systems, as well as regional centres, etc. When completed, the project will cover all of Turkey's coastal and maritime jurisdiction areas. The projected total cost of the system is above €100 million. The project will be realized in 4


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phases. The first phase will be completed in 2017. The contract for the first phase was awarded in the first quarter of 2013. Cost of the first phase is 55 million € and will be covered from the national budget.

The Eastern border project aims to strengthen border surveillance capacity in the Van-Ağrı-Kars-Iğdır provinces. Demining the relevant areas will be the first step to achieve this aim so priority can be given to the construction of a humanitarian physical border security system and the purchase of border surveillance equipment. The same process will take place along the Syrian border once the clearance activity has been completed there.

Preparation stage for this project:

The first stages of demining, i.e. survey, marking and mapping have already been carried out in the specified eastern borders of Turkey by Land Forces Command for the regions mentioned below. All the related data for this stage will be made available by Land Forces Command by official request from MOI. The preparation activities for the region between Yassıtepe and Sibraltepe are presented as an example to these studies in the annex of the project fiche.

- the border of Turkey - Armenia

- the region between Dilucu - Gürbulak BCPs

- the region between Gürbulak - Yassıtepe

- the region between Yassıtepe - Sibraltepe

- Özalp region

The feasibility studies as the pre-study of this project carried out by the Land Forces Command comprise detailed measurements including the photographing of these mined areas. The surrounding of these mined areas had been marked in a way to leave a safety margin.

The identification and defining of the mined areas is termed as technical survey (preparation) and was carried out by Land Forces Command in 2009. Two different teams were established by Land Forces Command to conduct an on-site examination of the minefields along the borders with Armenia, Azerbaijan and Iran. This survey detected the location of the mines to be within an error margin of +/- 10-15% from the minefield records. After that, these mined areas were marked and fenced with wire fencing. Warning signs were placed on the fencing at 50m intervals in such a way to be seen from the neighbouring countries.

Identification of the needs at Eastern Borders:

Given the harsh topographic and weather conditions, it is necessary to establish technologically supported physical border security systems and to construct patrol roads to control the borders more effectively.

In general, the mines are located in mine panels which vary in depth between 500-700 meters inland from the borders. To the rear of the minefield there are tracks, patrol roads, border lightning and watchtowers. To have the physical border security systems 500+ from the border makes the border surveillance difficult, especially in bad weather conditions and in mountainous areas. It also makes it impossible to reach the border in motorized vehicles. However, the neighboring countries have patrol roads to the borders with Turkey. The maintenance and controlling of border stones are undertaken from the neighboring countries according to the protocols made with these countries for this purpose. The borders should therefore be demined in order to establish an efficient technological system and to construct patrol roads along borders. Once the clearance activities have been completed, the borders will be supported by physical security systems, such as wire fences, command control centres and patrol roads. However, on the eastern borders it is difficult to establish these physical security systems as the mined areas are separate from each other (the minefields are not uninterrupted long lines as on the Syrian border but rather consist of a patchwork of


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separate areas). Some feasibility studies are going on for lighting, construction of roads, optical and physical security systems for this region. Also the Housing Development Administration of Turkey (TOKI) is planning to modernize some security bases but modernizing these bases is not an enough of a solution in itself; it should also be supported by mobile technological equipment to have a sound border protection around this region.

It has been evaluated as appropriate to have these technological systems in the region of Van-Ağrı-Iğdır-Kars within the scope of the integrated border management project. The difficulties Turkey is facing in providing border security and controls have been mentioned in the chapters 2.2.2 of the National Action Plan. The region of Van-Ağrı-Iğdır-Kars is very mountainous so it is necessary to have additional technological systems to control the illegal crossing route. Landmines were previously laid as barrier systems as a part of the physical border security measures within the overall national security system. Turkey has always been and remains to be seen as a step to reach Europe through illegal migration and the landmines were used along the borders to prevent illegal border crossings and secure border facilities. Due to the new perception of security, Turkey’s obligations under the mine ban treaty and for humanitarian reasons, it is considered both cruel and ineffective to fight illegal border crossing, smuggling and cross-border crimes in this way. Mine-contamination also makes it difficult to patrol along the border for surveillance. So, in today’s conditions, this minefield barrier needs to be replaced with modern technology but the presence of landmines prevents this from happening. If these areas are demined, modern border technology can be established in that region and staffed and maintained without putting any personnel at risk.

Hence;

- Due to the changes in the perception of security (disarmament and control of weapons), the landmines used as a deterrent to illegal migration should be cleared in the border region of Van-Ağrı-Iğdır-Kars.

- The cleared mined areas will improve border surveillance through modern technology to combat illegal migration, smuggling and cross border crime.

- The removal of landmines and establishment of more effective and humanitarian border management methods will save lives.

Mine Casualties in Turkey:

In most cases, the location of the mines are known by the people trying the cross the border illegally. However the exact locations of mines may change due to weather conditions or to soil movements so even if people think that they can cross these mined areas along the borders,. it is not always the case and many people die or are severely wounded. The way to prevent these casualties is to demine these areas and to provide a more secure way of protecting the borders within the context of border management. Once these minefields are cleared, the casualties caused by these landmines will disappear.

The total number of mine/IED and ERW casualties in Turkey is unknown. In its Mine Ban Treaty Article 7 reports Turkey reported 4,189 mine/ERW casualties, including 855 people killed and 3,334 injured, as of the end of 2011. However, Landmine monitor notes that according to a media report in April 2010, the Ministry of Internal Affairs had recorded 6,360 mine casualties since 1984; 1,269 people were killed (625 security personnel, 644 civilians) and another 5,091 people were injured in mine incidents. In 2007, a demining specialist reported at least 10,000 mine casualties (mostly civilians) along the Turkish-Syrian border since the 1950s (more than 3,000 killed and 7,000 injured). The annual statistics for recent years is given in the table below.


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Casualties from landmines in Turkey

Year 2007 2008 2009 2010 2011 2012

Injured 53 121 61 72 21 45

Killed 204 37 34 22 85 24

Total casualties

257 158 95 94 106 69

Source: Landmine monitor 2012

Quantity of Mines in Turkey:

The table below provided the Border Management Bureau shows the exact number of minefields and quantity of mines laid within the affected regions.

Civil society aspect:

Within the scope of this project design, Initiative for a Mine Free Turkey (IMFT) was consulted to obtain their views in relation to the impact on civil society. As these minefields are far away from any settlements, the project does not have a direct impact on the local communities. Therefore, no community liaison activities are planned.

There are some activities in the region which can be regarded as awareness raising activities such as law enforcement authorities informing the village headmen about minefields who in turn inform the local people on this issue.

Border Region Number of minefields

Size of mined area (m²)

Number of mines

Year of laying

Armenia

Ardahan 15 597,225 9,724 1993

Kars 22 662,285 10,578 1993

Iğdır 6 32,010 132 1994

Azerbaijan Iğdır 1 85,800 2,994 1997

Iran

Iğdır 13 3,359,380 41,151 1993-1996

Ağrı 122 6,797,790 113,294 1993-1998

Van 133 2,984,640 32,504 1991-1993

Hakkâri 239 1,180,000 11,625 1991-1993

Total 551 15,699,130 222,002


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From time to time the importance of the issue is emphasized in sermons taking place in mosques. Apart from these activities, no special public awareness campaign is planned.

During the clearance operations clearance contractors will have the responsibility to inform the local Land Forces commander on activities before, during and after they conduct clearance. So Land Forces can inform the local village elders who will disseminate information to local inhabitants.

Current level of progress

As part of the planning for this project Turkey set up a Task Force, bringing together different agencies responsible for border management, asylum and migration. The task force included the General Staff, Ministry of the Interior (General Directorate for Public Security, Gendarmerie General Command and the Coast Guard Command), Ministry of Foreign Affairs, the Under-secretariat of Customs. They developed an overall strategy in these areas in 2002, under the coordination of the Ministry of Interior and three separate working groups connected to this task force were established in the fields of “asylum”, “migration” and “external borders.”

As a result the Strategy Paper for the Protection of External Borders was issued on 14 April 2003, with the contributions of the representatives from institutions and agencies such as the General Staff, Ministry of Foreign Affairs, Ministry of the Interior (General Command of Gendarmerie, General Directorate for Security and the European Union Coordination Department).

Based on the strategy paper, the “National Action Plan towards to Implementation of Turkey’s Integrated Border Management Strategy” was drawn up as a result of the twinning project carried out in cooperation with France and UK Consortium and was approved by Prime Minister of Turkey on 27 March 2006.

A working group on “external borders” continues to hold monthly meetings on the latest progress and problems regarding infrastructure needs for border surveillance and control.

A training strategy, programme and curriculum in EU standards for the new border police was established. As a result of the twinning project “Development of a Training System for Border Police” carried out in cooperation with Spain and Hungary Consortium in the end of 2007, a “Common Manual of Checks at the External Borders” was developed for personnel currently working at borders.

As the legislative, administrative and infrastructural efforts to strengthen the existing border security capacity in accordance with the EU Acquis and standards will take a long time, it has been decided to do it step by step. Therefore the project “Action Plan on Integrated Border Management- Phase I” was developed, accepted in the context of the first component of IPA in 2007 and started in second quarter of 2010 and is still under implementation.

The Border Management Bureau was established in the Ministry of Interior on 15 October 2008. This unit is affiliated to the Undersecretary of the Ministry of the Interior. The unit is responsible for carrying out studies for legislative and administrative structure of IBM, preparing of assessment and needs analysis on IBM, carrying out IBM projects, working on the establishment of a new border security unit, organizing External Borders Task Force with the participation of institutions responsible for border surveillance and control on a monthly bases. The Integrated Border Management Coordination Board under the presidency of Undersecretary of Ministry of Interior, with participation of high level representatives from General Staff, Ministry of Foreign Affairs, Ministry of Health, Ministry of Transportation, Ministry of Agriculture and Rural Affairs, Gendarmerie General Command, Undersecretaries of Customs, Under-secretariat of Maritime Affairs, Ministry of EU Affairs, Security General Directorate, Coast Guard Command and General Directorate, National Police was established in May 2010. The main goals of the “Integrated Border Management


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Coordination Board” are to develop strategy and policy, to set priorities and oversee implementation of core documents in IBM. According to information provided, the Turkish authorities are in process of establishing implementing bodies which will co-ordinate implementation of IBM documents. In the Justice and Home Affairs Council Meeting which was held in Brussels on 25 - 26 February 2010, 29 measures were agreed for reinforcing the protection of the external borders and combating illegal immigration. In article 26 ‘The Commission is also invited, in the context of the existing Instrument for Pre-accession Assistance (IPA) financial framework, to explore possibilities to provide adequate financial means to improve Turkish capacity to tackle illegal migration, including support to the implementation of the Turkish integrated border management system.

The corresponding Turkish legislation:

Law No: 3497 on Protection and Security of Green Borders. According to this law:

- Land Forces Command is tasked to protect and secure the green borders and this task shall be fulfilled by border units.

The Land Forces Command is the authorized body for the security of the land borders of Turkey under the provisions of Act No. 3497 on the Protection and Security of Land Borders.

- Law No. 5903 on the Tender and Mine Clearance Activities along the land borders between the Republic of Turkey and Syria Arab Republic had been accepted in the Turkish Grand National Assembly on 4th June 2009 and entered into force on 17th June 2009.

Current institutional changes:

In compliance with the provisions of Act No. 3497 on the Protection and Security of Land Borders, the responsibility of border surveillance on the Iraqi border is transferred from the Gendarmerie General Command to the Land Forces Command. As part of the studies regarding the changes in the legal and institutional structures in the area of border management; a Draft Law on Border Security was prepared as it was envisaged at the 2008 National Program. The draft law was sent to other ministries and institutions in order to get their comments and the process is still going on.

As foreseen in the Action Plan, the new border management organization will be a well-trained, professional, centrally organized, non-military unit under the Ministry of Interior.

UN Assistance to Demining

The vision of the United Nations is a world free of the threat of landmines and explosive remnants of war (ERW) fourteen UN department, agencies, programmes and funds play a role in mine-action programs in 30 countries and three territories to achieve this vision. UNDP works in Mine Action in over 20 countries and manages several global partnership projects. UNDP works closely with its UN mine action partners particularly the UN Mine Action Service (UNMAS), United Nations Children’s Fund (UNICEF), and the UN Office for Project Services (UNOPS) and with national and international non-governmental organisations, to establish an effective and coordinated approach to the landmine problem.

UNDP is the UN’s global development network, advocating for change and connecting countries to knowledge, experience and resources to help people build a better life. UNDP is on the ground in 166 countries, and are thus able to respond rapidly to crisis situations and requests for mine action assistance from governments. UNDP provides technical assistance


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and training, and it assists national and local authorities with a range of activities including but not limited to:

establishing and sustaining national Mine Action Centres, to coordinate, prioritise, and assure the quality of mine action operations

setting up and launching information management systems

creating national legislative frameworks

developing resource mobilisation strategies

PROJECT STRATEGY Definition of Demining Demining is considered to be one component of mine action. Mine Action is defined as, “activities which aim to reduce the social, economic and environmental impact of mines, and ERW including unexploded sub-munitions. ‘Demining’ refers to activities which lead to the removal of landmine and explosive remnants of war (ERW) hazards, and include non-technical survey, technical survey, mapping, clearance, marking, post-clearance documentation, community mine action liaison and the handover of cleared land. Another term often used for the removal of suspected landmine hazards is ‘land release’, which IMAS defines as “the process of applying all reasonable effort to identify or better define Confirmed Hazardous Areas (CHA) and remove suspicion of mines through non-technical survey, technical survey and/or clearance using an evidence-based and documented approach” (IMAS 04.10). For this project the word demining will be used instead of land release. Demining can be carried out as a humanitarian intervention, or it may be for socio-economic development in support of national agenda. Despite differences in approach, and possibly even different objectives, common core activities exist, which carry common responsibilities and these are addressed in the International Mine Action Standards (IMAS), in particular in IMAS 07.10 the Guide for the management of demining operations. The quality of demining is critical and Quality Management, meaning the coordinated activities to direct and control an organisation with regard to quality, (ISO 9000:2000) is a fundamental part of demining to ensure that land has been cleared to international standards and is safe for use. Quality Assurance (QA) is the part of Quality Management focused on providing confidence that quality requirements will be fulfilled. The purpose of QA in humanitarian demining is to confirm that management practices and operational procedures for demining are appropriate, are being applied, and will achieve the stated requirement in a safe, effective and efficient manner. Internal QA will be conducted by demining organisations themselves, but external inspections by an external monitoring body should also be conducted). Quality Control (QC) is the part of Quality Management focused on fulfilling quality requirements QC relates to the inspection of a finished product. In the case of demining, the 'product' is safe cleared land (IMAS 04.10). UNDP will contract the external QA/QC through a contracted service provider.

General Overview The overall objective of the Project is to contribute to the social and economic development through demining and more secure borders in Eastern Turkey.

The specific objective of the Project is to contribute to the prevention of illegal migration and cross-border crime on Turkey’s eastern borders by clearing the border regions of mines and providing effective humanitarian border surveillance tools for a technologically supported modern border surveillance system


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UNDP Turkey will be responsible for the implementation of the Project. UNDP will provide technical assistance for demining activities along eastern borders, which are subject to the Project at hand and in close coordination with MoI Border Management Bureau. This includes the following:

Project Management (Technical Assistance Team) including: o Adjusting the National Mine Action Standards for the area covered o Inception o Project quarterly and financial reports o Accreditation of the bids during tendering

Coordinating and contracting of clearance organizations

Coordinating and contracting of Quality Assurance/control organizations

Conducting a post-clearance review and report on the project. Due to no National Mine Action Authority (NMAA) in Turkey a Memorandum of Understanding (MOU) was signed on the 1 August 2013 between representatives of the Ministry of Interior (MoI), Turkish General Staff, Ministry of National Defence and Land Forces Command This MOU was agreed to ensure successful cooperation for mine clearance activities along the eastern borders of Turkey to take place. The above mentioned group will establish a “Project Implementation Committee” (PIC) who will undertake the duties such as managing and coordinating project activities, establishing cooperation between beneficiary institutions, following up on the project activities in cooperation with the contracting agency (UNDP) and project partners. The PIC for this project will act as the de facto NMAA until a formal NMAA is established. The PIC will sign clearance certificates once land is cleared The purpose of the project is to clear known mined areas along the eastern borders of Turkey within a 24 month time frame. The border regions Van, Agri, Igdir and Kars are all contaminated with Anti-Personnel (AP) mines, which have been surveyed, mapped, marked with the minefield records held centrally by Land Forces Command. Demining activities for this project therefore will include only clearance, QA/QC (including post-clearance documentation) and the handover of cleared land. The remaining component of demining is community mine action liaison and will not be required as the border minefields are in military restricted areas. UNDP will establish a Technical Assistance Team (TAT) that will be responsible for managing the clearance component and the quality assurance/quality control, certification component and for conducting a post clearance review upon completion of the project. TAT will consist of key experts and administrative staff that will be recruited based on the required skills. TAT will function in the Project Office (PO) that will be established within the facilities of the MoI. TAT will work in close cooperation with the representatives of the beneficiary in the PO. It is expected that the PO will develop into a Mine Action Centre (MAC) that will report directly to the NMAA. The most practical approach for conducting the clearance of the eastern border is to split the project into three clearance areas/lots for contracting and one QA/QC/Certification contract covering all allocated areas/lots. The division of clearance lots based on geographical considerations, military controlled zones and terrain conditions, contractors bidding on the clearance areas/lots may bid on single areas/lots or on all areas/lots. The minimum amount of contractors used should reduce logistical and management costs and maintain better monitoring and control over the contractor. These areas/lots have been identified during the preparatory period. The contracting should be done in accordance with UNDP’s rules and regulations, through competitive tendering by UNDP (e.g. using the UN Global Marketplace website).


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The demining period will be effected during the winter months and the clearance QA/QC; Certification contractors will be stood down during the winter period. GEOGRAPHICAL LOCATION OF PROJECT The project runs along the eastern border of Turkey along the borders of Armenia, Azerbaijan and Iran. The minefields are laid in the Turkish provinces of Van, Agri, Igdir and Kars in total there are 241 minefields to be cleared containing around 200,000 mines. Due to climatic conditions the minefields to the north in the province of Kars will only be accessible for demining for 6 months, the central provinces of Agri and Igdir 7 months and the southern province of Van 8 months. These regions also fall under 3 different military commands.

Border regions of Kars, Igdir, Agri and Van


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DETAILED DESCRIPTION OF ACTIVITIES Overview Preparatory Work (PW) for the Demining of the Eastern Borders of Turkey was launched in August 2014 with the aim of conducting activities to be initiated before the official start of the Project at hand. The PW, which was fully funded by EU, provided an opportunity to bridge the period until the signature of the Grant Contract with UNDP through conducting the immediate activities as listed below:

- Project analysis covering the survey of minefields and production of project documentation for Statement of Requirements (SORs),

- Draft expression of interest (EOI) for clearance contractors and QA/QC service providers

- Advertise the Expression of Interest with Prequalification at the UN Global Market Place and evaluate the applicants and final prequalification for the clearance and QA/QC contractors /service providers

- Draft RFPs for pre-qualified clearance and QA/QC service providers - Conduct site visits to minefields with preselected contractors - Submit RFP for contracting through UNGM - Award contracts following the approval by the UN Headquarters

The PW is to be completed by end-January 2015 and the results will contribute to the Inception Phase of the project at hand, since all the preparatory work prior to operations of mine clearance such as survey of the mine fields, tendering and contracting processes will be completed during the timeframe of the PW.

. The inception period is planned for a period of 4 weeks, during which time the TAT will develop and fine-tune a more detailed activity and resource schedule (work plan) including the in detail definition of tasks of contractors, project management procedures and facilitate importation of equipment, security clearances of staff and establishment of logistical support bases in the project area. Thus the time plans and resources allocated to activity groups mentioned hereinafter are indicative and will be finalised by the TAT during the inception period.

The Project is composed of 3 main components:

Component A: Clearance: This component covers the clearance activities for the selected regions by the selected contractors.

Component B: Certification / Quality Control: Using the selected contractor(s) this component aims to quality assure, quality control and provide post-clearance certification to provide confidence (to the beneficiary and the implementation agency) that clearance and quality requirements defined in the standards have been met and that cleared land is indeed safe for use.

Component C: Post-clearance: This component aims to identify the lessons-learned which are relevant to the planning, preparation and clearance phases of the operation through the conduct of a formal post project review (PPR) by a service provider (short term expert) assigned by UNDP.

A fourth complementary component (Component 0: Project Management) will ensure efficient and effective implementation of the Project. This component covers the establishment of a technical assistance team that will be responsible from managing the


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clearance, certification and post-clearance components including commercial tendering, monitoring, reporting and completion for the demining project.

Component 0 – Project Management This component covers the management of the demining project, including the contracting of the demining organisations to carry out the clearance and QA/QC contracts, the management of those contracts and the post project review. It covers the initial recruitment and establishment of the TAT, the inception period to fine-tune the project activities and resource schedules in a work plan, the commercial contracting process, and the accreditation, monitoring and reporting of the clearance and QA/QC contracts throughout the project period. The project period will have some lighter schedule (or breaks) at winter times, which would require less work for the project field team. The specific activities under this component are listed below: O.1. Select and recruit all other TAT members. Other members of the TAT will be selected and recruited with the active participation of the beneficiary. (Output: Delivery of the outputs throughout the project life span). O.2. Establish Project Office: The Project Office will be established within the facilities of the Ministry of Interior. Required furnish of the office and daily running costs will be met from the Project budget. (Output: Fully functional infrastructure to support the project team). O.3. Lease 2 project vehicles for TAT to travel to site locations: For the use of TAT and short-term experts two vehicles will be leased and equipped as required by the UN security guides. (Output; Mobility to monitor and control project activities in the different clearance areas/lots). O.4. Procure Personnel Protective Equipment (PPE) for project staff: For the safety of the project staff, required personnel protective equipment including helmet and body armour plus additional field equipment (GPS) will be purchased. (Output; PPE used by project staff, inspection and monitoring of clearance and QA contracts done in full compliance with international Health and Safety standards for working in hazardous environments). O.5. Fine-tune the project activities and resource schedules in a detailed work plan and draft the inception report weeks : TAT, in close cooperation and consultation with the beneficiary, will fine tune the project document, including the time plan, during the inception period of the Project, whose duration is 4 weeks(Output: Inception Report). O.6. Mobilisation of clearance contractor/s and QA/QC service provider: Contractor/s for the clearance and service provider for QA/QC will be mobilized and ready to undergo operational accreditation prior to starting work. (Output: Clearance contractor/s and QA/QC service provider mobilized). . O.7. Accreditation of clearance contractor/s and QA/QC service provider by UNDP TAT: Contractor/s for the clearance and service provider for QA/QC will be mobilized and ready to work. (Output: Accreditation documents and certification). O.8. Project launch event: A high-profile project launch event will be organised in Ankara. O.9. Monitoring clearance contractor/s and QA/QC service provider by UNDP TAT: Clearance contractor/s and QA/QC service provider will be under periodic monitoring to ensure quality standards are being met. (Output: Monitoring reports).


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O.10. Site suspension and close down of operations over winter period: Sites are marked, documented and safe during the stand-down period in the winter months. (Output: Marked sites). O.11. Start of second season of operations: Clearance contractor/s and QA/QC service provider are mobilised and ready to work for the second demining season. (Output:. Mobilized contractor/s and QA/QC service provider). O.12. Completion of tasks by clearance contractor/s and QA/QC service provider: Clearance contractor/s and QA/QC service provider will complete the tasks as required in the tender document. By the completion, the land will be safe and certified, clearance report completed. (Output: Cleaned and certified land, clearance report). O.13. Project Closure Event: With the handover of the land and its certification as clear from land mines the Project will be completed and a high level project closure event will be organized in Ankara (Output: Land handed over and certified as clear from landmines). O.14. Post Project Review conducted: A post-project review will be conducted. The review will include a lessons learned report. (Output: Post Project Review). O.15. Final report submitted to beneficiary on completion of the post-project review. (Output: report submitted within 6 months of project completion) Component A – Clearance The main objective of Component A is to clear the selected regions covering the border of Turkey-Armenia; the region of Dilucu-Gürbulak; the region of Gürbulak and Yassıtepe (Border Stone No.125); the region of Yassıtepe (Border Stone No. 125) and Sibraltepe (Border Stone No.228); the region of Sibraltepe (Border Stone No.228) and the Özalp region. Specific activities under this Component areisted below: A.1. Draft contracts and agree on clearance methodology with contractor(s). (Output contract(s) and documented agreement on methodology). A.2. Clearance contractor(s) mobilises and undergoes operational accreditation by the selected QA/QC service provider, details of the process will be covered in the Statement of Requirements (SOR). (Output: contractor and equipment in country and country accreditation approved). A.3. Mine clearance conducted by clearance contractor(s). (Output: mines cleared, land made safe, task clearance reports) A.4. Clearance contractors provide written reports, maps and certification to say that they have made the area safe from mines. (Output clearance report, lessons learned report, and certification of cleared land). A.5. Complete clearance contract and write post project review (Output: clearance contractor’s post project report).


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Component B –Certification / Quality Control Quality Assurance/Quality Control/Certification of the cleared land will be carried out to examine the clearance and quality requirements defined the agreed standards have been met and that cleared land is indeed safe for use. The aim of Quality Assurance/Quality Control/Certification that will be conducted by the QA/QC service provider is to provide confidence (to the beneficiary and UNDP) that clearance and quality requirements defined in the standards and the contracts have been met and that cleared land is indeed safe for use. The service provider for Quality Assurance/Quality Control/Certification will be selected by UNDP in line with its corporate rules and procedures. This inspection forms part of a management process which aims to verify the quality of clearance, and to establish sufficient confidence that the demining contractor has removed or destroyed all mine and ERW hazards from the specified area to the specified depth, in accordance with its agreed contractual obligations. Certification/Quality Control activities should also inspect the accuracy of post clearance marking and survey as indicated in completion reports. The inspection body should gain accreditation to operate as an inspection body; apply the national mine action standard for the inspection of clearance tasks. If there is any deficiency provision Eastern Borders Mine Clearance Standards, the inspection body shall apply IMAS and maintain and make available documentation including the sampling plan, methods of inspection and the results of inspections. All the activities related to Certification/Quality Control will be in full compliance with IMAS and standards developed for the Syrian border which are being modified for the eastern borders. Specific activities under this Component are listed below: B.1. Draft contracts and agree on QA/QC methodology with service provider. (Output contract(s) and documented agreement on methodology). B.2. QA/QC service provider mobilises and undergoes operational accreditation by UNDP TAT. (Output: contractor and equipment in country and country accreditation approved). B.3. QA conducted by the QA/QC service provider at each task site. (Output: mines cleared to agreed standards, QA conducted and QA reports for each task site.). B.4. QC and post clearance inspection (sampling) of cleared land conducted. (Output: post clearance inspection report, maps and certification to say that the area is safe from mines). B.5. Complete QA/QC contract and write post project review (Output: QA/QC service providers post project report). B.6. Handover of certified cleared land. (Output: land handed back to Land Forces Command and certified free of mines with clearance certificate signed by all parties) Component C – Post Clearance The post project review (PPR) will be conducted to identify lessons-learned which are relevant to the planning, preparation and clearance phases of the operation. The main objective of Component C is to conduct a post project review (PPR) to identify lessons learned of the de-mining process covering all stages i.e. from planning, preparation to clearance of the operation. Within the terms of this agreement UNDP is required to


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conduct the PPR including a report on the suitability of the equipment, procedures, training and support and should have all accident/incident reports appended. Issues of concern should be identified and prioritized, and solutions proposed. This activity is not a certification process; just a post implementation review of the contractor and service provider on how they carried out the demining work, what kind of difficulties they have faced during the clearance activities. The post project review will be carried out by a service provider (STE) assigned by UNDP which will be selected according to UNDP rules and procedures. The PPR will be distributed to EUD, MoI, UNDP, and all members of the PIC. Where PPRs highlight shortcomings in established equipment or procedures, particularly issues involving safety, they should be more widely distributed. Specific activities under this component are listed below: C.1. The Project Manager documents all procedures and guidelines for the UNDP TAT and maintains a daily log throughout the duration of the project. (Output: TAT guidelines, MOU with PO, daily log) C.2. A lessons log is to be completed during the life cycle of the project and up dated on a regular basis.(Output: lessons log and lessons learnt report) C.3. A formal workshop shall be run at the end of the project with all key personnel present so information from all sides can be captured within the PPR. (Output: workshop report). C.4. Conduct and document a Post Project Review (Output: post project report). PROJECT LAUNCH AND CLOSURE EVENTS Project launch and closure events are to be scheduled at the start of clearance operations and on completion of the Project. The events should include all stakeholders and should focus on promoting the clearance of landmines on Turkish borders in line with its commitment to the Mine Ban Treaty. Successful implementation and finalisation of the project call for a number of measurements. Visibility of the project carries utmost importance both for the Government of Turkey, UNDP and the European Commission. Thus high-profile project launch and closure events will be organised. In order to inform all stakeholders and media about the results and outputs generated by the project, the closure event will be held with the participation of representatives from line ministries, Turkish Land Forces, CSOs, academia, media and international partners. As a result of the one day closure event, a press report including the outputs produced and results achieved during the lifetime of the project will be developed PROJECT AUDIT In line with the Financial and Administrative Framework Agreement (FAFA) and the General Conditions (Article 16), the financial transactions and financial statements shall be subject to the internal and external auditing procedures laid down in the Financial Regulations, Rules and directives of UNDP.

PROJECT EVALUATION


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Any evaluation and monitoring exercises will be undertaken in compliance with the provisions of the FAFA (Art.1) and the General Conditions (Art. 8). The project will be evaluated (technical evaluation) by an independent team of experts. The selection of independent team of experts for evaluation will be made in line with UNDP rules and procedures. The evaluations are expected to be conducted at end of each year.

METHODOLOGY FOR CLEARANCE AND QA/QC/Certification The methodology for this project, like in all planned UN supported demining activities must be in accordance with International Mine Action standards (IMAS) or Eastern Border National Standards adapted from the Syrian Border National Standards Clearance Procedures The need for effective and safe operational procedures is essential. Some operational procedures are based on international norms and 'best-practice', such as the destruction of mines and ERW in-situ, safety distances and the handling of explosives. Some are based on the local mine and ERW hazards and ground conditions. Some reflect equipment characteristics and performance. And some reflect local preferences, such as the position adopted for prodding and excavation. The organisations who are awarded the demining contracts for this project are to have Standing operating procedures (SOPs) prepared for all operational procedures, practices and drills in line with IMAS and national standards and tailored for the local mine hazards and ground conditions. The SOPs will be instructions that define the preferred method of conducting the operational task or activity. Their purpose is to establish recognisable and measurable degrees of uniformity, consistency and commonality within an organisation, with the aim of improving operational effectiveness and safety. Explosive Ordnance Disposal (EOD) EOD involves the disposal of mines and ERW, including unexploded sub-munitions. (See definition in IMAS 04.10). Any mines which are cleared as part of these demining contracts are defined as EOD operations. Guidance for the management of EOD as part of demining programme is given in IMAS 09.30. It covers general principles and management responsibilities. It does not provide specific technical guidance for the disposal of particular Explosive Ordnance (EO). CWA 15464:2005 provides guidance on requirements of EOD competencies. Manual Demining The aim of manual clearance is the identification and removal or destruction of all mines and Explosive Remnants of War (ERW) hazards, (including unexploded sub-munitions), from a specified area to a specified depth to ensure the land is safe for land users. IMAS 09.10 provides guidance on clearance requirement. The Clearance Contractor should apply guidelines (SOPs) in advance of clearance; formally recording the area and depth of the intended clearance and manual methodology for each project in a implementation plan which is approved prior to clearance activities. Use of Mine Detection Dogs (MDD) The use of MDD to detect the vapour from buried mines and munitions is one of the key methodologies in demining (along with manual and mechanical demining). It is never a stand-alone demining methodology but used in conjunction with other methodologies. IMAS 09.40 provides guidance to NMAA and to demining agencies using MDD. Mechanical Demining


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An increasing number of mechanical devices have been produced, that aim to either detonate, destroy or isolate mines. The use of demining machines is one of the key methodologies in demining (along with manual demining and MDD). It is never a stand-alone demining methodology but used in conjunction with other methodologies. IMAS 09.50 provides guidelines for mechanical demining operations. All mechanical systems should be formally evaluated to confirm that they are safe, effective and reliable. Ideally, trials (and the subsequent evaluation of trials data) should be carried out before mechanical systems are introduced into mine action programmes. However, sometimes it may be necessary for the evaluation to be carried out after a programme has commenced. CWA 15044:2004 provides guidelines for the testing of demining machines. Quality Assurance (QA) The purpose of QA is to confirm that management practices and operational procedures for demining are appropriate, and will achieve the stated requirement in a safe, effective and efficient manner. This is an important process by which residual risk can be shown to be as low as reasonably practicable. Internal QA will be conducted by demining organisations themselves, but external inspections by an external monitoring body should also be conducted. Monitoring should involve structured discussions with management and deminers, and formal inspections of SOPs, reports and records. For this project the TAT will contract an independent organisation to carry out the quality monitoring and inspections of the contracted demining organisation(s) under its authority and responsibility, exercised under conditions agreed in the contract or formal agreement. This ‘QA/QC service provider’ will be required to have all the facilities, staff, management systems and SOPs necessary for adequate inspection and monitoring. IMAS 07.40 provides guidance on the monitoring requirements and detailed responsibilities. Safety and Occupational Health (S&OH) Managers of demining programmes are required to achieve a safe working environment by providing effective management and supervision, by developing work practices that contribute to risk reduction, by selecting equipment with inherently safe design, by providing appropriate training, and by making available effective and suitable personal protective equipment (PPE) for both men and women. Given the wide range of operational settings and demining activities, it is not possible to provide a precise and complete set of specifications that apply to all situations. The contracted demining organisations should develop and maintain management procedures and processes that will enable S&OH risks to be identified, evaluated and reduced in a systematic and timely manner for each demining task and for each demining worksite. Guidance for the development and implementation of S&OH management systems for use in demining operations is given in IMAS 10.10. Guidance on demining worksite safety is given in IMAS 10.20. Guidance on PPE is given in IMAS 10.30. Guidance on medical support to demining operations is given in IMAS 10.40. Guidance on the storage, transportation and handling of explosives is given in IMAS 10.50. Guidance on the reporting and investigation of demining incidents is given in IMAS 10.60. Guidance on protection of the environment is given in IMAS 10.70 Quality Control (QC) Quality Control (QC) is the part of Quality Management focused on fulfilling quality requirements (ISO 9000:2000). QC relates to the inspection of a finished product. In the case of demining, the 'product' is safe cleared land (IMAS 04.10). Quality Control activities should also inspect the accuracy of post clearance marking and survey as indicated in completion reports. The inspection body (QA/QC service provider) should gain accreditation to operate


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as an inspection body; apply the national mine action standard for the inspection of clearance tasks. In the absence of a national standard, the inspection body shall apply IMAS or other standards as are specified in the contract; and maintain and make available documentation including the sampling plan, methods of inspection and the results of inspections. All the activities related to Certification/Quality Control will be in full compliance with IMAS.

Post-Clearance Inspection The inspection of cleared land aims to provide confidence that the clearance requirements have been met, and as such forms an essential part of the overall clearance process. IMAS 09.20 provides guidance on the implementation of a management system for inspecting the quality of land by sampling. Prior to the handover of cleared land, the area should be surveyed and marked, and all necessary documentation should be prepared, including a formal handover certificate. Handover certification The handover certificate needs to be signed by the Clearance Contractor, the QA/QC Service Provider, the TAT and the PIC (or NMAA if established during the implementation of the Project) as a representative for the landowner. IMAS 08.30 provides guidance on post-clearance handover requirements and management responsibilities. A clearance certificate will be drafted by the TAT for each individual task site/minefield giving details of its position, methods used, number of mines removed/destroyed and date of completion. The clearance certificate shall include details of Clearance Contractor, QA/QC Service Provider, TAT and the PIC, including names and contact details of the organisation nominated to sign. Post Project Review (PPR) The TAT shall conduct a formal post project review through a short term expert who will be selected according to UNDP rules and procedures The PPR will identify lessons-learned which are relevant to the planning, preparation and clearance phases of the operation. The post project review should include the suitability of the equipment, procedures, training and support and should have all accident/incident reports appended. Issues of concern should be identified and prioritised, and solutions proposed. The contracted demining organisations and QA/QC Service Provider will assist in this process by producing post project reports at the end of contract. The requirement for post project reports shall be drafted in the clearance/QA/QC contracts issued by the TAT, the reports will be used for analysis in the PPR for the whole project which will be compiled by TAT (see Component C). PROVISION OF TECHNICAL ASSISTANCE The TAT will be composed of 1 Project Manager (Key Expert), , 1 Project Associate, 1 Administration and Finance Associate, 1 Project Assistant/Interpreter and 2 Field Coordinators.


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Project Manager (Key Expert) (Project Manager, 24 months) The Project Manager is the mine action technical expert provided for the full time duration of the project (24 months). The Project Manager (PM) shall be the Leader of the Project Technical Assistance Team. The PM will provide high level advice and guidance to the Ministry of Interior Border Management Bureau and UNDP in the effective implementation of the mine-action project for the eastern borders of Turkey. His/her functions include managerial, supervisory and/or representative functions on all mine action related matters. In specific terms, the PM will be responsible for the following areas including project management, coordination and monitoring, technical support for demining, reporting and partnership development. Project management, Coordination and Monitoring The Project Manager:

1. Assumes overall responsibility for the successful execution and implementation of the project towards achieving the expected outputs as indicated in the Project Document and Annual Work Plans.

2. Assumes operational management of the project in line with the Project Document and in accordance with UNDP rules and regulations.

3. Coordinates operations, personnel, resources and administrative support of the Technical Assistance Team (TAT). S/he directs and supervises the work of TAT and works within agreed budgets.

4. Coordinates all project meetings and annual reviews. 5. Plans and arranges, in consultation with UNDP, the procurement of project

services in line with agreed procedures. 6. Ensures project communication is in accordance with the visibility rules of the EU

and communication standards of UNDP.

Project Manager (Key Expert)

PROJECT ASSOCIATE

ASSISTANT INTERPRETER

ADMINISTRATION AND FINANCE

ASSOCIATE

FIELD COORDINATOR

Ops/QA/QC

FIELD COORDINATOR

Ops/QA/QC

SHORT TERM EXPERTS


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7. Is responsible for the coordination, planning, documentation, accreditation and implementation processes of commercial contractors, including but not limited to the following:

i. Drafting of task dossiers ii. Authorising accreditation/certification of commercial contractors iii. Approving implementation plans iv. Coordination with the senior management of the Demining

contractors and the Quality Assurance / Control Service providers; v. Procurement of equipment and the financial management of

project funds. 8. Undertake periodic field monitoring visits and provide timely feedback to all staff

and partner organizations. Technical Support for Demining

9. Advises the national authorities and UNDP on all aspects of mine action at the country level, including coordination, survey, mapping, marking, clearance, awareness raising and quality assurance.

10. Provides guidance to the national authorities on maintaining the eastern border mine action standards in line with International Mine Action Standards (IMAS) and best practices developed from mine action programmes worldwide.

11. Approving and authorising contractor standing operating procedures (SOPs) for mine clearance, survey, Quality Assurance and Quality control in compliance with IMAS.

12. Defining the technical requirements for the recruitment and administration of Technical Assistance Team and short term experts’ contracts;

Reporting:

13. Reports on all issues related to project management and implementation, to the UNDP Deputy Resident Representative, through the Inclusive Democratic Governance Programme Manager,

14. Prepares technical and other documents as required. 15. Provides monthly and quarterly progress reports on project activities, financial

reports and final report of expenditure for the project. 16. Provides project briefing papers as requested by UNDP and the executing

agency. Partnership Development

17. Encourages liaison between the concerned Government Ministries, UNDP, donors, clearance and QA/QC contractors, and any other concerned agency/organization regarding the project activities;

18. Supports UNDP in efforts to build partnerships for the support of outputs indicated in the project document;

19. Maintains regular contact with EU as donor and CFCU as contracting authority of the project;

20. Promotes international cooperation and assists the Government of Turkey in the area of mine action, when felt necessary.

Qualification and skills: 1. S/he shall have an advanced degree (masters and higher in administrative or social

sciences. 2. Hold a PRINCE 2 or equivalent Project Management qualification. 3. Full proficiency in English and computer literacy are required.


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General professional experience:

The Project Manager shall have proven experience in working with senior government personnel and commercial contractors in the area of demining.

Specific professional experience:

S/he should have a minimum of ten (10) years professional international experience (as staff of an international organisation and/or past recruitment under a project of an international organisation), including at least 5 years of operational experience in mine action.

S/he must have a at least 5 years of project management with a proven track record.

Must have at least 5 years of experience in the application of international Mine Action Standards (IMAS).

The Project Manager shall have knowledge of the UN system, in particular UNDP, UNOPS and UNICEF mine action roles and procedures.

Team leading experience in an international project will be an asset

Project Associate (PAS 24 months) The project associate will assist primarily the Project Manager in fulfilling his/her duties and tasks, including but not limited to drafting project related reports, letters and documents. S/he will also provide assistance to the government counterpart at the MoI and other key experts, as deemed necessary by the Project Manager for the purposes of this project. Qualifications and skills:

S/he shall be a university graduate with degree in social/administrative sciences or other related fields of relevance, advanced degrees preferred.

Full proficiency in Turkish and English, and computer literacy are required.

General professional experience:

S/he should have a minimum of 5 (five) years of professional experience,

S/he should have a minimum of 2 (two) years of international experience. Specific professional experience:

S/he should have a minimum of 2 years of experience in project assistance for contracts with international organizations,

Experience of working with governmental organizations will be an asset,

S/he should have a minimum of 3 years of experience in international projects with similar scope.

Administration and Finance Associate (FPA, 24 months) An administration and finance associate will be hired for providing support on administrative and finance related issues of the Project. Qualifications and skills:

University graduate with degree in economics / business administration or other related fields of relevance..

Full proficiency in English,

Full computer literacy. General professional experience:

At least 5 (five) years of professional experience,


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At least 2 (two) years of experience on financial and/or administrative management of international projects/contracts.,

2 x Field Coordinators (Operations, QA/QC) (FC, 48 months) The 2 x Field Coordinators, are to coordinate work activities between the TAT and the demining contractors. They will be responsible for following up on site access with Land Forces, accessing minefield records, collecting clearance data, monitoring QA/QC activities, documenting clearance activities and QA/QC activities with demining contractors. The Field Coordinators will report to the TAT Project Manager.The Field Coordinator is expected to have a mine action background in mine clearance operations using different clearance methodologies. Qualification and skills:

He/she shall have a university degree in management or a senior military command and staff college course.

Full proficiency in English/Turkish and computer literacy are required.

Valid driving license General professional experience:

The Field Coordinators Operations QA/QC shall have experience in working with commercial contractors.


He/she should have a minimum of five (5) years professional experience in mine action.

S/he must have minimum 5 years of experience in operational management with a proven track record.

Must have at least 4 years of experience in mine clearance operations applying in depth knowledge of international Mine Action Standards (IMAS) and their application.

Project Assistant/Interpreter (PA 24 months) The project assistant/interpreter will be hired for providing the technical assistance team with sufficient administrative support and input of mine action data into the management system. In addition to their daily routine, project assistant/interpreter will also fulfil the tasks to be assigned by Project Manager and/or Field Coordinators. The Assistant/interpreter will be tasked to assist the experts (including STEs) to interact with the Project’s stakeholders most of whom are not fluent in English, to translate outputs of the project. In addition to the Assistant/interpreter, some interpretation and translation services will be acquired for other professional work related to this project (such as simultaneous interpretation in high-profile events and professional translation of legislative pieces etc.) Qualifications and skills:

S/he shall be a university degree in relevant field,

Full proficiency in Turkish and English, and computer literacy are required,

A degree in English from an English speaking university would be an asset,

General professional experience of at least 5 years, Specific professional experience:

S/he should have a minimum of 3 (three) years of experience on project assistance in international projects.

Experience of working with international organizations,


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Short Term Experts (210 days) and Junior Consultants (150 days) A total of 210 man/days of short-term local and international expertise and 150 man/days of junior consultants will be mobilised for a number of activities. These activities will consist of but are not limited too;

Professional development of Operations, QA/QC. Field Coordinators will need some basic training on the role and activities they are going to undertake.

Basic mine action training for all field staff. (From qualified UN field QA/Ops Officers)

IT training for TAT team on software systems and equipment.

Training on an Information management system for managing minefield clearance data, QA reports, QC reports and clearance certification. (Could be IMSMA but not essential for this project)

PPR workshop will be conducted to identify the lessons learnt on the project. Three short-term expert categories have been identified and are presented below for ease of reference and consistency.

Senior

Junior Local labour

Overall professional experience (years)

Min. 12 Min 3 N/A

International experience (years)

Min. 10 N/A N/A

Man/days

210 150 0

The average duration of a short-term assignment is 10 (ten) man/days, however this might vary in accordance with the specific requirements of the relevant assignment. A detailed resource schedule will be developed by the Technical Assistance Team during the inception period. Means of implementation The recruitment of staff will be done in full compliance with the UNDP rules. EUD, Beneficiary Institution and CFCU will be invited to the selection process of the project team as observers. UNDP will inform CFCU, as being the Contracting Authority, EU Delegation and beneficiaries about the final results of the recruitment as well as any changes of human resources policy during project implementation period. For each recruitment the UNDP will inform the same institutions in due time about: - the procedure to be used; - the corresponding level of observer status; - the venue and date of the procedure. The UNDP will provide the relevant documents (such as CVs). Subsequently, the UNDP will inform about: - the assessment and outcome of the recruitment procedure(s); - any changes in the composition of the project team during the project implementation period. The recruitment decision remains the final responsibility of the UNDP.


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PROJECT SCHEDULE On the initial assessment for the demining of the Eastern Border region it was calculated that the clearance phases could be completed within a 24 month time frame. This figure would be correct if the control authority and the demining assets were already in place and ready to start operations at the start of the demining season. Once the TAT is recruited and established it can then work on implementation documentation and start the mobilisation of Clearance contractors and a QA/QC service provider. For the Clearance contractors to complete the project in the 24 month time frame it is important that they can start demining at the beginning of the season (early spring) in order to fully utilise the climatic conditions suitable for demining. In the northern province of Kars demining can only be carried out for 6 months, in the central provinces of Ağrı and Iğdır for 8/9 months and in the southern province of Van for 6 months of the calendar year. MANAGEMENT STRUCTURE Project Steering Committee (PSC)

For the purpose of this contract, the Steering Committee will be chaired by the Senior Programme Officer (SPO) of the MoI and will convene on quarterly basis. The Steering Committee will consist of representatives the Beneficiary, UNDP and CFCU as members. The Steering Committee will meet to discuss the progress of the project, verify the achievement of the outputs and mandatory results and discuss actions to be undertaken or whenever deemed necessary by its members. As the decision making body of the Project the PSC will provide guidance to the Project implementation. Representative of EUD will also attend the Steering Committee meetings as an observer. The SPO, when necessary, may invite other relevant participants in the Steering Committee meetings. The responsibility for the organization of the Steering Committee meetings including preparation of minutes lies with the TAT.

Project Implementation Committee (PIC) Due to lack of a National Mine Action Authority in Turkey within the scope of the project, in order to undertake and coordinate mine clearance activities in the eastern borders, under the presidency of representative of Ministry of Interior, a “Project Implementation Committee” will be established consisting of the representatives of Turkish General Staff, Ministry of National Defence and Land Forces Command. The Committee shall not be limited to these agencies and if required, participation of other relevant institutions and organizations shall be assured as well. The beneficiaries agreed on the establishment of this Project Implementation Committee which is defined as the Steering Committee in the referred MoU, in annex IX of the Project Fiche. The Project Implementation Committee shall undertake duties such as coordinating project activities, establishing cooperation between beneficiary institutions, following up the project activities in cooperation with the contracting agency and the project partners, identifying the priorities and listing in mine clearance activities, following the completion of mine clearance and quality assurance/quality control, coordinating the handover of the cleared land and solving the possible problems that might arise in undertaking of the project. The PIC will sign clearance certificates once land is cleared.


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If a National Mine Action Authority is to be established during the course of the project the Project Implementation Committee shall transfer its duties and take the position of the National Mine Action Authority. Necessary staff from each beneficiary institution will be allocated for this purpose to work full-time for the project office set up in MoI throughout the project implementation. Ministry of Interior (MOI), Integrated Border Management Bureau – Senior Programme Officer (SPO) Senior Programme Officer (SPO) on behalf of the Integrated Border Management Bureau will be responsible for: Contributing to the initiating the project and further one carrying out the start-up activities

aimed at preparation of the project’s work plan; Following and monitoring the proper implementation of activities of the project and

reporting to the Steering Committee; Mobilizing and coordinating other institutions involved in the project; Ensuring proper participation and representation of relevant Turkish institutions in

activities organised by the Project; Liaison with the Project’s Management team of the UNDP, CFCU and EUD on behalf of

governmental authorities when necessary and as appropriate. The European Union Delegation in Ankara (EUD) The European Union Delegation, as an observer and also provider of funds for this project, in addition to provision of direct grant funds as a donor organization will contribute on the implementation of this project on the following aspects: Follow and monitor activities and deliveries as well as the evaluation for this programme; Participate as an observer to the Steering Committee meetings; Attend whenever necessary and represent the Donor Organization in activities and other

actions during the implementation of the project; Provide advice and guidance to the Project Implementation Committee when necessary

and for the purposes of improving and strengthening further the project’s expected results.

The CFCU (Central Finance and Contracts Unit) The Central Finance and Contracts Unit (CFCU) is the Contracting Authority of the project. The Contracting Authority will be responsible for tendering, contracting, administration, overall project supervision, review and approval of the reports, financial management including payments of the project activities. Project Office (PO) MoI will provide a Project Office (PO) within the Ministry in Ankara. Required furniture and daily running expenses of the Project office will be met from the Project. The PO will be co-ordinated by a Senior Program Officer (SPO) appointed by the MoI. The MoI will also task relevant staff from the Border Management Bureau to backstop the work of the UNDP Technical Assistance Team (TAT) and liaise with the TAT on day-to-day project activities. For day-to-day interactions the TAT Project Manager and the SPO will be the main contact persons for clearance contractors and service provider. The TAT responsibilities include;


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Acting as the operational body responsible for the day to day operational management and implementation of the components of the project at hand (Clearance, QA/QC and certification of land) for Eastern Borders of Turkey.

Maintaining liaison with government authorities (PIC) to determine what the immediate and mid-term priorities for mine action are including the preparation of plans to address these priorities;

Management of mine action activities on the Eastern Border in order to ensure that immediate and mid-term priorities for mine action are within the scope of the project,

Establishment of a management information system namely Information Management System for Mine Action (IMSMA) or a similar one;

Establishment and implementation of processes for gathering and maintaining information about the mine problem, recording clearance activities, maintaining clearance data and organising certification of cleared land.

Assisting in developing National Mine Action Standards (NMAS) and internal systems and procedures for the effective management of mine action activities;

Implementing the national mine action plan for the Eastern Border;

Accrediting mine action operators for the Eastern Border and monitoring mine action activities

Responsible for demining tendering and contracting for the Eastern Border.

Acting as the secretariat for the PIC (NMAA, if it is established during the implementation of the Project)

Example of proposed Project Office. UNDP The UNDP will manage the project through a grant contract that will be signed with the CFCU as per the Financing Agreement between the European Commission and the Government of Turkey. The UNDP is the United Nation’s global development network. As an international development agency, the UNDP works with the Government of Turkey to support Turkey’s development and reform agenda. UNDP will establish a Technical Assistance Team (TAT), which will work in close cooperation with the Project Office. TAT will be composed of high-calibre national and international experts to be backstopped by UNDP and supported by


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national and international short-term experts. UNDP is the member of the Project Steering Committee.

REPORTING AND VISIBILITY Monthly Management Meetings Monthly management meetings will be held with the participation of the Ministry of Interior Border Management Bureau Land Forces Command, UNDP, CFCU and EUD for regular exchange of information on all matters arising out of this Agreement. Meetings will be called, arranged by the UNDP and chaired by the Senior Program Officer, and will be held at MoI premises, unless otherwise agreed by the parties. The minutes of the meetings will be drafted by the UNDP and sent to the participants following the end of meetings. Reporting In general the following principles apply to all reports:

All reports will be submitted in English and Turkish at the same time.

UNDP will submit the all reports to the Ministry of Interior, CFCU and EUD at the same time, all addressees will respond at most in 10 working days in writing, i.e. e-mails.

Inception Report Within four weeks of commencement of the Project, UNDP will prepare and submit for approval an inception report to the CFCU, MoI, and the EUD, providing the outline of the general approach, methodology and timetable for preparation and implementation of all activities funded under the project. The inception report will include a work plan for the first year’s activities and a detailed work plan with estimated budget for the next 23 months. The addressees of the inception report will comment on or approve/clear the inception report in 2 weeks in writing. Quarterly Progress Reports UNDP will prepare and submit for approval quarterly progress reports to the CFCU, MoI, and the EUD. Each report will include a narrative overview of the progress achieved in the reporting period and a detailed work plan for the following reporting period. These reports will be the basis of discussions at the Steering Committee meetings described above and are to be submitted two weeks in advance of the Steering Committee meetings Financial Reports Financial reports will be prepared and submitted by UNDP to the CFCU including a copy to the MoIat the time of requests for payment for further pre-financing as defined in Special Conditions. Final Report A final report will be submitted no later than 6 months after the completion of the project. The final narrative report will elaborate in detail on the achievements of the project and lessons learned. The final financial report should be submitted as an annex. The reports shall be prepared as per specifications laid down in the General Conditions, Annex 2 to the present grant contract.


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Author Nature and Content Reporting Period Recipients

Organisation Inception Report

Within 4 weeks of the beginning of the contract.

MoI CFCU EUD

Organisation Quarterly Progress

Reports Before every PSC Meeting.

MoI CFCU EUD

Organisation

Interim Report (Narrative and Financial)

Accompanying further pre-financing payment request

MoI CFCU EUD

Organisation

Final Report (Narrative and Financial)

Not later than 6 months after the end of the project and accompanying final payment request

MoI CFCU EUD

All reports will subject to approval of SPO and final approval of the CFCU. Expected Results Expected impact on target groups/beneficiaries The project is expected to generate the following results:

Demining the border regions of Van-Ağrı- Iğdır-Kars is completed.

Post project review is conducted.

Demined areas are certified in compliance with the international standards

The project main impact will be observed through the prevention of illegal migration and all types of cross-border crimes at Turkey’s Eastern borders in line with EU’s IBM policies and strategies via de-mining the area and providing effective and humanitarian border surveillance tools for a technologically supported modern border surveillance system.

Concrete outputs The following outputs will be achieved:

Cleared mined areas in the selected border regions is 11,665,641m2

Reduction of accidents and casualties through mine clearance

Selected border regions suitable for the establishment of humanitarian border surveillance systems.

Multiplier effects The Project by its nature has a huge multiplier effect with regards to increased security and integrated border management. The Project will contribute to the socio-economic development of the region through prevention of illegal migration and all types of cross-border crimes at Turkey’s Eastern borders in line with EU’s IBM policies and strategies via de-mining the area and providing effective and humanitarian border surveillance tools for a technologically supported modern border surveillance system. In addition to the equipment provision, the project will create a more conducive environment for the military personnel while fulfilling their responsibilities. As an important prerequisite of integrated border management, the Project is serving a better coordination among relevant parties, i.e. the Ministry of Interior and the Land Forces Command. Established Project Implementation Committee has the potential to convert to the National Mine Action Authority.


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Sustainability This project will ensure the sustainability by the demining activity, as it will result in land free from landmines and secure environment both for the civilians and the military personnel. It will involve an improved infrastructure by preparing the ground for a sustainable system of effective and humanitarian border surveillance. The Financial Aspect The Action is geared towards the demining of the Eastern borders of Turkey and the funds will be used for this specific purpose. As such, once the land is demined, the country will enjoy the secure use of the cleaned land and minimized illegal border crimes. Institutional Level The project will contribute to a great extent to the institutional capacities of the Ministry of Interior and the Land Forces Command with regards to the humanitarian border management. The enhanced conducive working environment has the potential to lay the ground for the establishment of the National Mine Action Authority.

Policy level The policy level impact of the Project will be most observable upon achievement of the project results defined in the components. .

Logical Framework See attached log-frame.

Visibility Actions

The Budget of the Action includes a sizable amount of funds for actions related to the

visibility of the Project and its outcomes. All visibility actions will be carried out in accordance

with the General Conditions (i.e. ANNEX II - General Conditions applicable to European

Community grant agreements with international organisations, Article 6). The actions on

visibility of the Project will follow the Joint Action Plan [of the UN and EC] on Visibility and the

“Joint Visibility Guidelines for EC-UN Actions in the Field”, the link to the guidelines is:

http://ec.europa.eu/europeaid/sites/devco/files/guidelines-joint-visibility-eu-un_en.pdf. Due to the need for

intensive, coherent and specialised visibility actions, a certain amount of the funds set aside

for visibility will be utilised by subcontracting a company specialised in such actions.

II. BUDGET FOR THE ACTION

The total budget of the Action is EUR 26,400,000. Please see Annex III-Budget for the Action for details.

http://ec.europa.eu/europeaid/sites/devco/files/guidelines-joint-visibility-eu-un_en.pdf


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Attachment l. Duration and action plan The project will be implemented in 24 months

Activities M1

M2

M3

M4

M5

M6

M7

M8

M9

M10

M11

M12

M13

M14

M15

M16

M17

M18

M19

M20

M21

M22

M23

M24

Component O

O1.. Select and recruit all other TAT staff members.

O2. Establish TAT office, (rental of premises, procurement of furniture, daily running costs etc.)

O3. Procure/Lease 2 x project vehicles for TAT Field Coordinators to travel to site locations

O4. Procure Personnel Protective Equipment (PPE) for project staff. (Helmet and Body armour)

O5. Fine-tune the project activities and resource schedules in a detailed work plan and draft the inception


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report within 4 weeks of the start of contract.

O6 Mobilisation of Clearance Contractor/s and QA/QC Service provider

O 7 Accreditation of Clearance Contractor/s and QA/QC Service provider

O.8 Project Launch Event

O9 Monitoring Clearance Contractor/s and QA/QC Service provider

O 10 Site suspension and close down of operations over winter period.

O 11 Start of operations second season.

O 12. Completion of tasks Clearance Contractor/s and QA/QC Service provider


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O 13 Project Closure

O 14 Post Project Review conducted

O.15. Final report submitted to beneficiary on completion of the post-project review. (Output: report submitted within 6 months of project completion)

Component A

A.1.Draft contracts and agree on clearance methodology with contractor.

A.2. Clearance contractor(s) mobilises and undergoes operational accreditation.

A.3. Mine clearance conducted by clearance contractor(s)

A.4. Clearance contractors provide written


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reports, maps and certification to say that they have made the area safe from mines.

A.5. Complete clearance contract and write post project review

Component B

B.1.Draft contracts and agree on QA/QC methodology with service provider.

B.2. QA/QC service provider mobilises and undergoes operational accreditation.

B.3. QA conducted by the QA/QC service provider at each task site.

B.4. QC and post clearance inspection (sampling) of cleared land


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conducted.

B.5. Complete QA/QC contract and write post project review

B.6. Handover of certified cleared land

Component C

C.1 The Project Manager documents all procedures and guidelines for the UNDP TAT and maintains a daily log throughout the duration of the project.

C.2 A lessons log is to be completed during the life cycle of the project and up dated on a regular basis.

C.3 A formal workshop shall be run at the end of the project with all key personnel present so


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information from all sides can be captured within the PPR.

C.4 Conduct and document a Post Project Review.

III. ATTACHMENT LL: TIME PLAN

Months

Activities 1 2 3 4 5 6 7 8 9 10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

UNDP

Mo I

Others

Component O

O1. Select and recruit all other TAT staff members.

√

√


√ √


√

O4. Procure


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Personnel Protective Equipment (PPE) for project staff. (Helmet and Body armour)

√

O5. Fine-tune the project activities and resource schedules in a detailed work plan and draft the inception report within 4 weeks of the start of contract.

√


√


√ √

O 8 Project opening and monitoring

√ √


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Clearance Contractor/s and QA/QC Service provider


√ √

O10 Start of operations second season.

√ √


√ √

√

O 12 Project Closure

√

√

√

O 13 Post Project Review conducted

√ √

Component A

A.1.Draft contracts and agree on

√ √


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clearance methodology with contractor.

A.2 Clearance contractor(s) mobilises and undergoes operational accreditation.

√


√ √

A.4. Clearance contractors provide written reports, maps and certification to say that they have made the area safe from mines.

√ √


√ √

√

Component B

B.1. Draft contracts and agree on QA/QC

√ √


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methodology with service provider.


√ √


√

√

B.4. QC and post clearance inspection (sampling) of cleared land conducted.

√


√ √

√

B.7. Handover of certified cleared land

√ √

Component C

C.1 The Project Manager documents all


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procedures and guidelines for the UNDP TAT and maintains a daily log throughout the duration of the project.

√

C.2 A lessons learnt record is to be completed during the life cycle of the project and up dated on a regular basis

√

C.3 A formal workshop shall be run at the end of the project with all key personnel present so information from all sides can be captured within the PPR.

√ √

√

C.4 Conduct and document a Post Project Review

√ √

√


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Attachment lll. Logical framework matrix in standard format

Socioeconomic development through demining and increasing the Border Surveillance Capacity at the Eastern Borders of Turkey

Program name and number IPA 2011

Total budget for Grant Agreement: EUR 26,400,000

IPA budget:

Overall objective Objectively verifiable indicators

Sources of Verification

Social and economic development through demining and more secure borders in Eastern Turkey.

Turkish institutions can carry out IBM policy consistent with EU practices and procedures Turkey is more efficient in providing border security in eastern borders Turkey is able to reach the targets set for demining in international documents Social and economic development of the region is enhanced through demining.

Monitoring by Delegation Progress Reports Turkstat

Project purpose Objectively verifiable indicators

Sources of Verification Assumptions

To contribute to the prevention of illegal migration and all types of cross-border crimes at Turkey’s Eastern borders in line with EU’s IBM policies and strategies via de-mining the area and providing effective and humanitarian border surveillance tools for a technologically supported modern border surveillance system.

Reduced illegal border crossings by the end of the project. 20 % increase in detected cases of illegal border crossings 2 years after the completion of the project. Reduced casualties caused by land mines in the region Border area with Armenia (Dilucu, Gürbulak) and Iran (Gürbulak, Yassıtepe,

Monitoring by Delegation Project implementation reports Demined areas Additional suggested sources of verification: Initiative for a Mine-Free Turkey (IMFT) reports (indicated in the background Official Article 7 Reports FRONTEX Reports IOM quick statistics UNHCR

Government supports the construction of physical border security systems.


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Sibraltepe, Özalp) is under active surveillance by modern equipments by the end of the project. The infrastructure becoming suitable for the establishment of technologically supported , humanitarian and more efficient border surveillance systems


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Results Objectively verifiable indicators Sources of Verification Assumptions

O. Project Management effectively managed

Project Manager recruited Office set up and established Vehicles/equipment procured/leased, Staff selected and recruited Coordination and agreed division of responsibility between TAT and PO established. Outputs and indicators for the TAT defined Detailed project work plan produced. Contracts produced Project monitored and documented Land cleared to IMAS/NMAS Certification of land safe from mines

Reports

Contract agreed and signed by EUD. Funding is available to start procurement process. Tenders drafted and awarded Agreements are in place with key players MOI and Land Forces Command.

A. Borders of Van-Ağrı-Kars-Iğdır region cleared of mines

Cleared mined areas in the selected border regions, 11.665.641m2 Documented plans showing mine hazardous areas before and after project realization are decreased by 11.665.641m2 at the end of the project. Total mined areas in the eastern borders is 100,574,400 m2

Minefield data supplied by MOI Minefield records supplied by Land Forces Command. Detailed records and documentation of clearance. QA/QC certification that the area has been cleared to IMAS.

Minefield data is correct and areas to be cleared have been surveyed and documented. Land Forces Command have all the Minefield records available for the clearance contractors. All areas are made accessible for clearance contractors to work. Fully accredited Clearance contractor contracted.

B. Borders of Van-Ağrı-Kars-Iğdır region quality assured, certified and handed over as safe land.

Selected border regions quality assured and certified as safe Selected border regions suitable for the

Detailed documentation of clearance showing methodologies used and

Fully accredited QA/QC service provider contracted.


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establishment of humanitarian border surveillance systems. Reduction of mine accidents

amount of mines removed. QA/QC certification that certification has been conducted according to IMAS. Post clearance documentation certifying land is safe.

Access to sites and clearance organisations Agreements Agreed certification process signatures from MoI and Land Forces command.

C. Post project review conducted and report written

Procedures for the UNDP TAT documented daily log maintained throughout the duration of the project. A lessons learnt record completed during the life cycle of the project and up dated on a regular basis Clearance contract post project report. QA/QC service provider post project report. A formal workshop run at the end of the project with all key personnel present so information from all sides can be captured within the PPR.

Daily log Lessons Log Clearance Contractor PPR QA/QC Service provider PPR PPR workshop report incorporating lessons learnt report

Drafted in the Project Manager TAT job description. Drafted in the tender for clearance contracts Drafted in the QA/QC service provider contract. Scheduled as an activity in the project plan.

Activities

Means Costs Assumptions

Component 1 (Direct Grant): Project agreement signed for the Project “Clearance of landmines in the eastern border regions of Turkey”

Direct Grant Contract EUR 26.400,000

Funding is made available on contract signing.

Component O

O1. Select and recruit all other TAT staff members.

Job descriptions drafted showing roles and responsibilities Advertise and recruit TAT members through UNDP CO Request for short term experts through UNDP HO. To include an Operations/ Plans expert and a QA/QC expert to train


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the 2 x national Field Coordinators and follow up on the QA/QC role of the TAT.


Signed agreement with MoI PO on use of office and facilities. Office infrastructure procured and running costs budgeted for.

Office cost covered under agreement with MoI PO Cost to be based on establishment of TAT. Running costs to be factored in on a monthly basis

Agreement drafted and signed by UNDP CO and MoI.

O3.Procure/Lease 2 x project vehicles for TAT Field Coordinators to travel to site locations

Project vehicles leased through local agreement

Leased for the duration of the project. Running costs to be included


PPE to be purchased through certified supplier.

3 sets of equipment (Project Manager, Operations QA/QC Field Coordinators).

PPE required for site visits and inspections.

O5. Fine-tune the project activities and resource schedules in a detailed work plan and draft the inception report within 4 weeks of the start of contract. .

Project Manager drafts detailed work plan for clearance contractors and QA/QC service provider with Field Coordinators. Inception report written

Travel activities identified. Subsistence rates for field visits.

TAT office set up and functioning with PO MoI and Land Forces Command provide maps and plans.


TAT to coordinate with Clearance Contractor/s and QA/QC Service provider on mobilisation of personnel and equipment.

Produce letters of invitation for work permits, visas, import of equipment. In cooperation with MoI PO.

Pre-conditions to be written in contract that it is the contractors’ responsibility to obtain work permits and other such documents.


TAT Project Manager and Field Coordinators with assistance from PO to conduct operational accreditation with Clearance Contractor/s and QA/QC Service provider.

Accreditation process to be drafted and agreed in line with IMAS. Certification to be awarded for period of clearance.

The following areas will require inspection and approval. Implementation plans SOPs Equipment Medical Explosive disposal.

O 8 Project opening and monitoring Clearance Contractor/s and QA/QC Travel to and from clearance Weekly/monthly


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Clearance Contractor/s and QA/QC Service provider

Service provider will require constant supervision over the duration of the project by the TAT and PO. Quarterly progress reports on activities. Interim Reports Final report on project

sites by Ops QA/QC Field Coordinators. Report to back to TAT Project Manager. Reports produced by TAT Project Manager/Project associate.

progress reports on activities to be completed by Field Coordinators. Daily log maintained Lessons learnt register to be updated.


All contractors stand down over winter period. Clearance/Suspension reports drafted.

Suspension reports drafted evaluation for 1st period conducted by external evaluation team. (1 x expert for two weeks)

O10Start of operations second season. Clearance Contractor/s and QA/QC Service provider mobilised and prepare for operations.


Clearance certification completed. Demobilisation of contractors Post Project report received from contractors.

Clearance reports drafted evaluation for 2st period conducted by external evaluation team. (1 x expert for two weeks)

O 12 Project Closure TAT closed down Contracts terminated Hand over of documentation (Data base) Return of lease vehicles

Close accounts

O 13 Post Project Review conducted TAT to manage internal workshop on project. Lessons Learnt log Contractors/service providers post project reports Evaluation team to be present.

Conference facilitation MoI PO Land Forces. Evaluation team to be present.

Agenda for meeting drafted.

Component A

A.1.Draft contracts and agree on clearance methodology with contractor.

Contracts awarded to Clearance Contractor/s

Confirm budget and draft set requirements within contract.

A.2. Clearance contractor(s) mobilises and undergoes operational

Clearance Contractor/s to coordinate with TAT on mobilisation of personnel and

Request letters of invitation for work permits, visa’s import of

Pre-conditions to be written in contract that it


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accreditation. equipment. Clearance contractors are responsible for providing all personnel, equipment and resources to complete the project.

equipment. is the contractor’s responsibility to obtain work permits and other such documents.


Contractors to work to agreed standards and work plan.

Penalties to be factored in if contractor does not achieve set standards or meet expected delivery schedule.


Certification to be conducted on each task/minefield location. With written clearance report and signed certification.

TAT to draft clearance certificate (One certificate to be signed by, Clearance Contractor, Service Provider, TAT and Land Forces.

Site attendance to be coordinated by TAT/PO.


Clearance certification completed. Post Project report received from contractors. Demobilisation of contractors

Final payment to contractor will be on completion of the post project report.

Component B

B.1. Draft contracts and agree on QA/QC methodology with service provider.

Contracts awarded to QA/QC service provider.

Confirm budget and draft set requirements within contract.

B.2 QA/QC service provider mobilises and undergoes operational accreditation.

QA/QC service provider to coordinate with TAT on mobilisation of personnel and equipment. QA/QC service providers are responsible for providing all personnel, equipment and resources to complete the project.

Request letters of invitation for work permits, visa’s import of equipment.

Pre-conditions to be written in contract that it is the contractor’s responsibility to obtain work permits and other such documents.


Level and methodology of sampling agreed by TAT and MoI PO.

Penalties to be factored in if service provider does not achieve set standards or meet expected delivery schedule.


Certification to be conducted on each task/minefield location. With written QA/QC report and signed certification.

TAT to draft clearance certificate (One certificate to be signed by, Clearance Contractor, Service Provider,

Site attendance to be coordinated by TAT/PO.


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TAT and Land Forces.


Clearance certification completed. Post Project report received from QA/QC service provider. Demobilisation of QA/QC service provider.

Final payment to contractor will be on completion of the post project report.

B.6. Handover of certified cleared land TAT to organise the handover of clearance certificates to the Turkish Land Forces Command for all 3 areas/lots.

All documentation filed and registered. Clearance/QA/QC and certification to be kept with UNDP for minimum of 5 years.

MoI and EUD to receive completed documentation.

Component C


Daily log to be maintained by Project Manager.

All documents, processes and procedures to be externally evaluated.

C.2 A lessons learnt record is to be completed during the life cycle of the project and up dated on a regular basis

Project Manager to maintain and update lessons learnt log.

To be presented at end of project in the PPR.

C.3 A formal workshop shall be run at the end of the project with all key personnel present so information from all sides can be captured within the PPR.

Project Manager to run workshop to capture lessons learnt for future projects.

Facilitation of workshop and associated cost.

C.4 Conduct and document a Post Project Review

PPR drafted and submitted by TAT Project Manager

Distribution UNDP, MoI and EUD.


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Attachment lll. Indicative Annotated Budget

Budget Lines 1.1: This item of the budget shows the payments to be made to full- and part-time project staff and the short-term experts to be

assigned by UNDP. All amounts are gross amounts including salary, pension, income tax, stamp duty, insurance premiums, mandatory health

checks etc.

The following table provides an indicative demonstration of short-term expert working days per activity group:

STE JC

Component O

O1. Select and recruit all other TAT staff members. 0 0


0 0


0 0


0 0

O5. Fine-tune the project activities and resource schedules in a detailed work plan and draft the inception report within 4 weeks of the start of contract.

20 0

O 6 Mobilisation of Clearance Contractor/s and QA/QC Service provider 0 0

O 7. Accreditation of Clearance Contractor/s and QA/QC Service provider 0 0

O 8 Project opening and monitoring Clearance Contractor/s and QA/QC Service provider

0 0

O 9. Site suspension and close down of operations over winter period. 0 30

O 10. Start of operations second season. 0 0

O 11.. Completion of tasks Clearance Contractor/s and QA/QC Service provider

0

0

O 12. Project Closure 0 0

O 13.Post Project Review conducted 20 0

Total days 40 30

Component A (Contracted Out)

A.1.Draft contracts and agree on clearance methodology with contractor. 0 0


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STE JC

A.2. Clearance contractor(s) mobilises and undergoes operational accreditation.

0 0

A.3. Mine clearance conducted by clearance contractor(s) 20 20


0 0

A.5. Complete clearance contract and write post project review 30 10

Total Days 50 30

Component B (Contracted Out)

B.1. Draft contracts and agree on QA/QC methodology with service provider.

0 0


0 0

B.3.. QA conducted by the QA/QC service provider at each task site. 30 30


0 0


0 0

B.6 Handover of certified cleared land 0 0

Total Days 30 30

Component C


0

0

C.2 A lessons learnt record is to be completed during the life cycle of the project and up dated on a regular basis.

30

0

C.3 A formal workshop should be run at the end of the project with all key personnel present so information from all sides can be captured within the PPR.

30

30

C.4 Conduct and document a Post Project Review 30 30

Total Days 90 60

Grand Total 210 150


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Budget Line 1.3 Per Diems for Missions/Travel: Budget line 1.3.1 indicates the daily subsistence allowances

(i.e. per diem) payable to project staff assigned to action i.e. out of his/her duty station and to short-term experts

who do not reside in the place of assignment(s). Reduced rates may be applied depending on the nature of the

expenses.

The unit rate (€117.00) for budget line 1.3.1 is indicative. The actual unit rate will be based on UNDP’s official per

diem rates as published at UNDP’s webpage.

Budget Line 2 Travel

Budget line 2.1 international travel: Number of int’l travels is estimated to be 40, and this indicative number

includes int’l travels for the project manager and short-term experts. (10 for the project manager and 30 for the

short-term experts). The unit rate reflects roundtrip in economy class in a normal season.

Budget line 2.2 Local Transportation: Local transportation cover inter-city local travel costs of staff assigned to

action and/or short-term experts. Local transportation includes air travel as well as ground transportation.

Budget Line 3 Equipment and Supplies

Budget Line 3.1 Purchase or rent of vehicles

3.1.1 Vehicle Costs x2 (including rent and monthly fuel): €120,000 will be allocated to the project for the rent

and running costs of 2 vehicles for the Field Coordinators and Project Manager for the duration of the project.

These vehicles will be used daily through the life cycle of the project for site inspections and coordination with

local authorities and land forces.

Budget Line 3.2. Furniture, computer equipment

3.2.1. Personal office furniture: Personal office furniture include desk, armchair, drawer, chairs and file

cabinet per project staff. The total cost of personal office furniture is as follows: 6 project staff * 500

EUR for personal office furniture per project staff = 3,000 EUR. As per the informal market research

the indicative amount meets the acceptable quality standards

3.2.2 Shared office furniture: Shared office furniture include meeting tables, chairs, shared office cabinets

and shared desks and arm chairs for STEs. The total cost of shared office furniture is estimated to be

4,000 EUR. As per the informal market research the indicative amount meets the acceptable quality

standards.

3.2.3 Personal computers, laptops, flash memory: PC/laptops, flash memory and portable backup hard

discs per project staff. Office automation equipment may include digital cameras (3). The total cost of

personal computers, laptops, flash memory is as follows: 6 project staff * 1000 EUR for personal

computers, laptops, flash memory per project staff = 6,000 EUR.

3.2.4 Laptop computers, (ruggedized) flash memory: €2,000 is allocated for the purchase of 2 ruggedized

laptop computers with flash memory drives for the 2 TAT Field Coordinators.


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Budget Line 3.3. Machines, tools…

3.3.1: 1 projector is foreseen with a unit price of 600 EUR.

3.3.2 Printers (one laser, one black and white): 1 laser and 1 white-and-black printer is foreseen with a

total cost of 1383 EUR.

3.3.3. Communications Field Radios: 3,000 EUR is allocated for the purchase of 2 vehicle mounted

radios and 3 handheld radios for field communications between TAT Field Coordinators and clearance

contractors. The breakdown of the total cost for communications field radios is as follows: 5 radios *

600 EUR per radio = 3,000 EUR

3.3.4. Mobile Telephone Costs (x5): 6,000 EUR is allocated for the cost of running 5 mobile telephones for the duration of the project. These phones will be used for communication between Project Manager, TAT Field Coordinators, clearance contractors and service provider. The breakdown of the total cost for mobile telephones is as follows: 24 months*5 mobile telephones*50 EUR per mobile telephone = 6,000 EUR.

Budget Line 3.4 Spare parts/equipment for machines, tools

3.4.1. Body Armor, helmets and visors: 6,690 EUR is allocated for the purchase of 3 sets of personnel protective equipment for field staff (Project Manager and 2 x Field Coordinators).

3.4.2. Boots and Clothing: 1,500 EUR is allocated for the purchase of 3 sets of boots and clothing for

field staff (Project manager and 2 x Field Coordinators.). The breakdown of the total cost of booths

and clothing is as follows: 3 field staff * 500 EUR for booths and clothing per field staff = 1,500 EUR.As

per the informal market research the indicative amount meets the acceptable quality standards.

3.4.3. Medical Support Equipment: 400 EUR is allocated for the purchase of medical support

equipment for the 2 Field Coordinators vehicles.

Budget Line 3.5 Other 3.5.1. Office Equipment (Ready-made software (office applications, antivirus)): 3,600 EUR is allocated for ready-made software, costs include bundled office software applications (i.e. spreadsheet, word processing, Mine Action database management system, email processing) operable on popular PC/laptop operations systems. 3.5.2. Field Equipment (Ready-made software (office applications, antivirus)): Ready-made software costs include bundled office software applications (i.e. spreadsheet, word processing, Mine Action database management system, email processing) operable on popular PC/laptop operations systems. For sake of security and stability open-source software will not be preferred. In addition, 2-year subscriptions to a professional anti-virus program and computer back-up software will be made. 3.5.3. Field Equipment (Mobile Internet Device (x6)): This item includes 6 mobile internet device for TAT members. Budget Line 4 Local Office 4.3 Consumables - office supplies: €400 per month is allocated for the consumables and office supplies including but not limited to the stationary and consumable parts of ICT equipment. 4.4.1. Mobile Internet Connection Costs for TAT -VINN (x6): This budget item refers to the mobile internet connection for TAT staff when deployed in field and no internet connection is available. A total of EUR 2,880 will be required for the duration of the project cycle. Budget Line 5 Other Costs, Services

5.4 Evaluation Costs: 50.000 Euro is foreseen for the Project evaluation.


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5.5 Translation, interpreters: A total of 75,000 EUR is allocated for the translation of approximately

7500 pages at a unit cost of 10 EUR per page for the duration of the project.

5.7 Costs of conferences/seminars (Project Opening and Closure Events): A total of 30,000 EUR is

allocated for the project opening and closure events. The events will host high level representatives

from central and local level.

5.8.1. Informative Materials about the Project (4000 copies): A total of 15,000 EUR will be set aside for

project promotion, media ads and EU coordination.

Budget Line 6 Other

6.1. Accommodation for the Public Officials: Accommodation costs of the public officials those will

accompany to the field missions will be covered under this budget heading.

6.2.1. Clearance of landmines: survey, clearance: A total of 20,473,200 EUR is set aside to cover the

costs for the clearance of the Eastern Borders through commercial clearance contractors. As per the

rough calculations derived from the demining work in the Syrian border, the unit price is estimated as

1,95 Euro per meter square for the regions that will be cleared. Yet, this unit price will differ as per the

terrains difficulties.

6.2.2. Certification-quality control: A total of 2,274,800 EUR is set aside to cover the costs for the QA/QC Certification of clearance of the Eastern Borders through a commercial service provider.


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ATTACHMENT V.

LEGAL CONTEXT

This project document shall be the instrument referred to as such in Article 1 of the SBAA between the Government of Turkey and UNDP, signed on 21 October 1965. Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety and security of the executing agency and its personnel and property, and of UNDP’s property in the executing agency’s custody, rests with the executing agency. The executing agency shall:

a) put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried;

b) assume all risks and liabilities related to the executing agency’s security, and the full implementation of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement. The executing agency agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.

http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm


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Attachment VI. Budget of the Action

Detailed Budget (Euro) ALL YEARS Year 1 Year 2

Expenses Unit # of

units Unit rate Costs

# of units

Unit rate Costs # of

units Unit rate Costs

1. Human Resources

1.1 Salaries (gross salaries including social security charges and other related costs, local staff)

1.1.1 Technical

1.1.1.1. Key Expert 1 (Project Manager) Per Month 24 14.000 € 336.000 € 12 14.000 € 168.000 € 12 14.000 € 168.000 €

1.1.2 Administrative/ Support Staff/ Financial Manager

- € - € - €

1.1.2.1. Project Associate Per Month 24 2.450 € 58.800 € 12 2.450 € 29.400 € 12 2.450 € 29.400 €

1.1.2.2. Administration and Finance Associate Per Month 24 2.150 € 51.600 € 12 2.150 € 25.800 € 12 2.150 € 25.800 €

1.1.2.3. Project Assistant / Interpreter Per Month 24 1.700 € 40.800 € 12 1.700 € 20.400 € 12 1.700 € 20.400 €

1.1.2.4. Field Coordinator (x2) Per Month 24 4.000 € 96.000 € 12 4.000 € 48.000 € 12 4.000 € 48.000 €

1.1.3. Short-term Experts - € - € - €

1.1.3.1. Senior STEs Per Day 210 500 € 105.000 € 75 500 € 37.500 € 135 500 € 67.500 €

1.1.3.2. Junior STEs Per Day 150 100 € 15.000 € 75 100 € 7.500 € 75 100 € 7.500 €

1.2. Salaries (gross salaries including social security charges and other related costs, expat/int. staff)

- € - € - €

1.3 Per diems for missions/travel - € - € - €

1.3.1 Abroad (staff assigned to the Action) Per Day 0 - € - € 0 - € - € 0 - € - €

1.3.2 Local (staff assigned to the Action) Per Day 1400 117 € 163.800 € 700 117 € 81.900 € 700 117 € 81.900 €

1.3.3 Seminar/conference participants Per Day 0 - € - € 0 - € - € 0 - € - €

Subtotal Human Resources 867.000 € 418.500 € 448.500 €

2. Travel

2.1. International Travel Per Travel 40 600 € 24.000 € 20 600 € 12.000 € 20 600 € 12.000 €

2.2. Local Transportation Per Travel 298 250 € 74.500 € 149 250 € 37.250 € 149 250 € 37.250 €

Subtotal Travel 98.500 € 49.250 € 49.250 €

3. Equipment and supplies


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3.1. Purchase or rent of vehicles

3.1.1. Vehicle Costs x2 (including rent and monthly fuel)

Per Month 48 2.500 € 120.000 € 24 2.500 € 60.000 € 24

2.500 € 60.000 €

3.2. Furniture, computer equipment - € - € - €

3.2.1. Personal office furniture Per Person 6 500 € 3.000 € 6 500 € 3.000 € 0 500 € - €

3.2.2. Shared office furniture Per Office 1 4.000 € 4.000 € 1 4.000 € 4.000 € 0 4.000 € - €

3.2.3. Personal computers, laptops, flash memory

Per Person 6 1.000 € 6.000 € 6 1.000 € 6.000 € 0 1.000 € - €

3.2.4.Laptop computers, (Ruggedised) flash memory

Per Person 2 1.000 € 2.000 € 2 1.000 € 2.000 € 0

1.000 € - €

3.3. Machines, tools… - € - € - €

3.3.1 Projector Per Item 1 600 € 600 € 1 600 € 600 € 0 600 € - €

3.3.2 Printers (one laser, one black and white) Per Item 1 1.383 € 1.383 € 1 1.383 € 1.383 € 1.383 € - €

3.3.3. Communications Field radios Per item 5 600 € 3.000 € 5 600 € 3.000 € 0 600 € - €

3.3.4. Mobile Telephone Costs (x5) Per Month 24 250 € 6.000 € 12 250 € 3.000 € 12 250 € 3.000 €

3.4. Spare parts/equipment for machines, tools - € - € - €

3.4.1. Body Armour, Helmets and visors Per item 3 2.230 € 6.690 € 3 2.230 € 6.690 € 0 2.230 € - €

3.4.2. Boots and Clothing Per item 3 500 € 1.500 € 3 500 € 1.500 € 0 500 € - €

3.4.3. Medical Support Equipment Per item 2 200 € 400 € 2 200 € 400 € 0 200 € - €

3.5. Other - € - € - €

3.5.1. Office Equipment (Ready-made software (office applications, antivirus))

Per Person 6 600 € 3.600 € 6 600 € 3.600 € 0 600 € - €

3.5.2. Field Equipment (Ready-made software (office applications, antivirus))

Per Person 2 625 € 1.250 € 2 625 € 1.250 € 0

625 € - €

3.5.3. Field Equipment (Mobile Internet Device (x6))

Per item 6 20 € 120 € 6 20 € 120 € 0

20 € - €

Subtotal Equipment and Supplies 159.543 € 96.543 € 63.000 €

4. Local office

4.1 Vehicle costs Per month 24 - € - € 12 - € - € 12 - € - €

4.2 Office rent Per month 24 - € - € 12 - € - € 12 - € - €

4.3 Consumables - office supplies Per Month 24 400 € 9.600 € 12 400 € 4.800 € 12 400 € 4.800 €

4.4 Other services (tel/fax, electricity/heating, maintenance)

- € - € - €

4.4.1. Mobile Internet Connection Costs for TAT -VINN (x6)

Per Month 24

120 € 2.880 € 12 120 € 1.440 € 12 120 € 1.440 €


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Subtotal Field Equipment 12.480 € 6.240 € 6.240 €

5. Other Costs, Services

5.1 Publications Per Unit 0 - € - € 0 - € - € 0 - € - €

5.2 Studies, research Per Unit 0 - € - € 0 - € - € 0 - € - €

5.3 Expenditure verification/Audit Per Unit 0 - € - € 0 - € - € 0 - € - €

5.4 Evaluation costs Per Project

Value 1 50.000 € 50.000 € 0 50.000 € - € 1 50.000 € 50.000 €

5.5 Translation, interpreters Per Page 7500 10 € 75.000 € 1500 10 € 15.000 € 6000 10 € 60.000 €

5.6 Financial services (bank guarantee costs etc.) Per Unit - € - € - €

5.7 Costs of conferences/seminars (Project Opening and Closure Events)

Per Unit 2 15.000 € 30.000 € 1 15.000 € 15.000 € 1 15.000 € 15.000 €

5.8. Visibility actions (EU Signage/ Media Ads./ Posters etc.)

- € - € - €

5.8.1. Informative Materials about the Project (4000 copies)

Per Kit 1 15.000 € 15.000 € 1 15.000 € 15.000 € 0 15.000 € - €

Subtotal Other Costs, Services 170.000 € 45.000 € 125.000 €

6. Other

6.1. Accommodation for the Public Officials Per Day 250 100 € 25.000 € 125 100 € 12.500 € 125 100 € 12.500 €

6.2. Clearance of Landmines: survey, clearance, certification-quality control

- € - € - €

6.2.1. Clearance of landmines: survey, clearance.

Per Contract 1 20.473.200

€ 20.473.200

€ 0,6

20.473.200 €

12.283.920 € 0,4 20.473.200

€ 8.189.280 €

6.2.2. Certification-quality control Per Contract 1 2.274.800 € 2.274.800 € 0,5 2.274.800 € 1.137.400 € 0,5 2.274.800 € 1.137.400 €

Subtotal Other 22.773.000 €

13.433.820 € 9.339.180 €

7. Subtotal direct eligible costs of the Action (1-6)

24.080.523

€ 14.049.353 €

10.031.170 €

8. Provision for contingency reserve (up to 5%) 592.374 € 592.374 €

9. Total direct eligible costs of the Action (7+ 8) 24.672.897

€ 14.049.353 €

10.623.544 €

10. Administrative costs (7% of 9, as per FAFA) 1.727.103 € 983.455 € 743.648 €

11. Total eligible costs (9+10) 26.400.000

€ 15.032.808 €

11.367.192 €


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