Uiidp Pom Volume 2. Additional Annexes - Final.april 25, 2018

MINISTRY OF URBAN DEVELOPMENT & HOUSING
URBAN REVENUE ENHANCEMENT, FUND

MOBILIZATION AND FINANCE BUREAU
URBAN INSTITUTIONAL & INFRASTRUCTURE

DEVELOPMENT PROGRAM
(UIIDP)
PROGRAM OPERATIONS MANUAL
(POM)
Volume 2: Additional Annexes
FINAL
Urban Revenue Enhancement, Fund Mobilization & Finance Bureau
Ministry of Urban Development & Housing
Final, April 25, 2018

Contents
Introduction..................................................................................................................................3
Additional Annexes.......................................................................................................................3
1. TOR for UIIDP 1st and 2nd APA of 61 cities and two regions in Oromia and SNNPRS..3
2. TOR for UIIDP 1st and 2nd APA of 56 cities and eight regions in Other Regions..........35
3. TOR for UIIDP Annual Performance Assessment Complaint Resolution Committee

(APACRC)..................................................................................................................................67
4. Organization, Staffing & TORs for Federal Mobile Team..............................................76
5. Organization, Staffing & TORs for Regional Mobile Team..........................................163
6. Organization, Staffing & TORs for ULG Focal Persons..............................................245
7. TOR for Value for Money Audit for EFY 2010 for 1st APA of UIIDP..........................306
5. TOR for Annual Independent Procurement Audit for EFY 2010................................329
6. TOR for Annual Environmental and Social Audit for EFY 2010.................................359
7. TOR for Financial Audit of UIIDP for EFY 2010.........................................................371
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Introduction
The UIIDP Project Operations Manual (POM) is in two Volumes. Volume 1 is the main text of
the POM with important Annexes.
Volume 2, which is this one, contains Additional Annexes which are also important but due their
bulky nature are better accommodated in a separate Volume of the POM.
There are also Standalone Annexes to the POM, which are listed in Volume 1, which are mainly
Guidelines and Manuals that provide detailed procedures of some of the thematic areas covered in
the main text of the POM Volume 1.
Additional Annexes
1. TOR for UIIDP 1st and 2nd APA of 61 cities and two regions in
Oromia and SNNPRS
FEDERAL DEMOCRATIC REPUBLIC OF

ETHIOPIA
URBAN INSTITUTIONAL AND INFRASTRUCTURE DEVELOPMENT PROGRAM
(UIIDP)
Terms of Reference
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For
Consultancy Services for the First (1st) and Second (2nd) Annual Performance Assessment
of 61 Cities and 2 regions in Oromia (38 cities) and SNNPRS (23 cities) participating in the
UIIDP for Allocations for EFY 2012 (2019/20) & EFY 2013 (2020/21)
(Revised Final Draft after WB NOL, April 23, 2018)
BACKGROUND
The Ministry of Urban Development and Housing (MUDHo) has introduced the Ethiopian
Cities Sustainable Prosperity Goals (ECSPG) that will lead to the establishment of Green
Growth, Resilient and Well Governed Cities that support Ethiopia’s transformation from a
predominantly agricultural nation to a nation with a rapidly growing industrial sector that
contributes to the economic growth necessary to achieve middle income country status by 2025.
The ECSPG is the Ministry’s contribution to the Government of Ethiopia’s Growth and
Transformation Plan (GTP1) 2010/11-2014/15 and (GTP 2) 2015/16-20/2020.
The ECSPG comprises nine pillars – or dimensions - that will contribute to the achievement of
middle income country status and bring the desired political-economic transformation. Growth is
a key objective of the Ministry’s initiatives and programs for urban development and
construction; the main economic objective. The main elements of the political component of the
nine pillars that make up the ECSPG are good governance, democratization at local level and the
satisfaction of citizens and residents with the delivery of public services and performance of
government – at local, regional and federal levels. Together, the economic and political
interventions of the ECSPG will produce the prosperity that accompanies achievement of middle
income country status.
The ECSPG’s nine strategic pillars will contribute to Ethiopia’s achievement of middle income
country status by producing a transformation in the economic productivity and in the good
governance of cities. Economic transformation will be achieved by increased good urban
governance in general and in the focus of the ECSPG on Job Creation - Micro & Small Enterprise
Development in particular. This focus will be supported by improvements in land use planning,
serviced land delivery, housing development, infrastructure, services and green growth
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development. Investments in all these areas and mobilization of resources to meet increasing
operating and investment costs are a main focus of the MUDHo.
The attention given to economic development and governance does not neglect social and
environmental development, nor will the key GTP cross cutting issues be neglected. These
include gender and children’s affairs, youth and sports development, HIV/AIDS prevention and
control, social welfare, labor affairs, population and development, culture and tourism, science
and technology, environment and climate change.
The developmental framework for the ECSPG aims to bring prosperity to Ethiopia’s cities.
The ECSPG programs, sub-programs and projects will be implemented through to 2025 with
GTP, SDG and benchmarked middle income country indicators measured against achievement of
targets in three indexed areas: good governance, economic and social development (growth) and
citizens’ satisfaction.
In terms of achievement of the targets, goals and vision we will continuously ask questions, learn
lessons and fine tune the Ministry’s interventions to answer the following:
1. Governance Index (supply side): What is required to achieve good governance in

federal, regional and local government operations and in delivery of urban public services
in terms of: efficient & effective service delivery, sustainability, equity and participation,
transparency and accountability, rule of law and security, and subsidiarity -
administrative and fiscal decentralization.
ECONOMIC & SOCIAL DEVELOPMENT
SUSTAINABLE PROSPERITY
CITIZENS’ SATISFACTION DEVELOPMENTAL GOOD

GOVERNANCE
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Figure 1.
ECSPGs Developmental Framework for Performance Measurement
2. Development Index (supply side) What is required in the development of Ethiopia’s

urban centers to create jobs, encourage entrepreneurs, increase investment, develop land,
industry, housing and public utilities and strengthen the framework for job creation (e.g.:
trade, industry, telecommunications, leadership, increase trade and exports); and lastly:
3. Citizens’ Satisfaction (Public Perceptions) Index (demand side): What are public
perceptions of the development of urban centers and cities? How can we, continuously,
identify public perceptions and attitudes, incorporate them into policies, strategies and
programs and thus effectively mobilize public opinion and public resources for the
achievement of the 2025 Vision,
The Economic and Social Development, Developmental Good Governance and Citizens’
Satisfaction indices will be measured to determine: the current baseline; the GTP2 and III
performance targets; and the benchmarked performance targets to 2025, linked to comparable
middle income country achievements.
This baseline data, GTP2 and 2025 benchmark targets will, in the three areas described, comprise
overall our “Prosperity Index”. The aim is to establish the Cities’ Prosperity Index, containing
the three elements described – growth, governance and citizens’ satisfaction for: a) urban centers
and cities with a population of 20,000+ in the Central Statistical Agency census, and add cities
that achieve this population level; and b) rural development centers that contain basic clustered
education, health and administrative facilities as well as commercial services.
The ECSPG contains ten pillars, 12 programs / sub-programs and 43 projects for urban
development:-
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Pillar 1. Urban Transformational Leadership
Pillar 2. Micro & Small Enterprise and Urban Productivity (Economy)
Pillar 3. Urban Developmental Good Governance &Services
Pillar 4. Urban Planning, Land Development and Management
Pillar 5. Housing Development, Shelter Provision and Administration
Pillar 6. Integrated Urban Infrastructure
Pillar 7. Environment, Green Services and Recreation
Pillar 8. Resilient, Inclusive and Safer Cities
Pillar 9. Urban Finance
Pillar 10. Urban Social Development
Urban Local Government Development Programs
First Urban Local Government Development Program 2008/09-2013/14
In 2008, a credit in the amount of USD150 million equivalent was made available to the
government of Ethiopia for the ULGDP1, under which 19 1cities who benefitted from the CBDSD
support were able to receive grant funding for infrastructure and services based on their
performance in key areas related to city management.
In 2011 the World Bank approved an additional USD 150 million due to the fact that the program
had performed well, and the funds had been disbursed faster than anticipated. The planned six-
year budget was disbursed in about three years. The additional bank assistance brought the
revised cost of the program to be USD 416 including 20% Regional and 20% ULG contributions
to the performance grant.
1
Bahir Dar, Kombolcha, Gondar and Dessie in Amhara Region; Mekelle, Adigrat, Axum and Shire Endeselassie
in Tigray Region; Adama, Bishoftu, Jimma and Shashemene in Oromia Region; and Hawassa, Arbaminch,
WolaytaSodo and Dilla in SNNPR, Dire Dawa, Harar and Addis Ababa
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The additional credit continued financing the costs associated with scaling up the ULGDP1’s
activities to enhance the impact of this well-performing program. Specifically, the additional
funds financed investments to improve the administration of the 19 participating cities and to help
address a large infrastructure backlog. This enabled the administrations of the 19 cities benefiting
from the ULGDP1 to further improve their performance in participatory planning, financial
management, procurement, execution of infrastructure programs, and sustainable delivery of
services. It also assisted 18 additional cities 2 to build capacities in good governance to prepare
them to participate in the ULGDP II that commenced in 2014/15 (EFY 2007).
Second Urban Local Government Development Program 2014/15-2018/19
The ULGDP II is a follow-up to the successful ULGDP1. In preparation for ULGDP II, 18
additional ULGs were selected in 2012 to receive capacity building support to enable them to
participate in the ULGDP II’s performance grant. The ULGDP II has scaled up the ULGDP1
support from 19 to 44 cities – excluding Addis Ababa and adding 26 new cities – by providing
highly needed investment funds to promote the cities as growth engines in the GoE’s urban
development strategy; build institutional capacity of all tiers of governance (federal, regional and
local) in urban development, and enhance the incentives of everyone involved. The 44 ULGs
participating in the ULGDP II are:
 The 18 cities that participated in the CBDSD and (excluding Addis Ababa) in the
ULGDP1 – as listed on the previous page;
 The 18 cities that participated in the ULGDP1 for CB purposes only 3; i.e., did not receive
Performance Grants – as listed on the previous page; and
 The 8 cities that are receiving investment funds through the KfW funded Urban
Development Fund and capacity building support from GIZ through the Urban
Governance and Decentralization Programme. These cities are: Adwa (Tigray), Debre
Markos (Amhara), Hosaina (SNNPR), Nekemte (Oromia), Gambella (Gambella), Semara
(Afar), Asosa (Benishangul Gumuz), and Jijiga (Somali). The latter four are located in
the Developing Regional States (DRS) of Ethiopia.
The ULGDP II involves disbursement of funds by the World Bank and allocation of funds to
ULGs, Regional States and MUDHo through a result orientated/performance-based capital
investment fiscal transfer system using the World Bank’s Program for Results (P for R)
2
Assela, Burayu, Sebeta, Ambo, Robi, and Batu in Oromia Region, DebreBirhan, DebreTabor, Woldya,
Finoteselam, and Mota in Amhara Region; Almata, Humera and Wukro in Tigray Region; and Mizan, Hosaena,
Areka and Butajira in SNNPR
3
TA to New and Existing ULGDP Cities in Amhara, Tigray, Oromia& SNNP Regional States
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methodology, clearly linked to well-defined disbursement-linked indicators (DLIs). The P for R
operation fully utilizes and enhances the key elements of the existing GoE system.
The ULGDP II Development Objective (PDO) is to enhance the institutional and organizational
performance of participating urban local governments in developing and sustaining urban
infrastructure and services. The key results of the performance improvements will be:
 enhanced participation of citizens in ULG planning and budgeting;
 efficient fiduciary management;
 increased amount of own source revenues at the ULG level;
 improved infrastructure, service delivery and O&M systems; and
 Strengthened accountability and oversight systems.
The ULGDP II is expected to run for a period of five years – from EFY 2007 (2014/15) to EFY
2011 (2018/19) with the first disbursement year EFY 2007 (2014/15). ULGDP II will fund
performance- based grants for 44 cities - of the total number of larger cities (85), excluding Addis
Ababa, with a total population of 3,312,107 people (2007 figures) and 4,348,853 (2013
estimates). The ULGDP II will cover all nine regions and Dire Dawa City Administration. The
population of the 44 ULGs is about 28% of the total urban population4.
The total Program budget envelope is US$556.55 million and the main expenditure items are:
 Performance based grants to 44 ULGs for urban infrastructure and services

investments and capacity building (US$499.55 million);
 Regional governments capacity building and oversight/support to constituent ULGs
(US$30.00 million);
 MUDHo to administer and coordinate the program, and strengthen its capacity to
support and guide the regions and ULGs (US$27.00 million);
Activities financed under the performance grant are core infrastructure investments in roads,
water supply, sanitation, solid waste, greenery, street lighting, etc. in a well-defined investment
menu, which targets infrastructure investments towards areas under ULG responsibility, and to
maximize gains and minimize the risks. The ULGs prepare their Capital Investment Plans in a
participatory manner and use the planning tools developed under ULGDP1: the assets inventory
and management plan system, capital investment plans, annual plans and budgets. Participatory
4
Based on data from WBI 2013 indicators and CSA 2013 estimates extra polated from the 2007 census.
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approach and proper planning and budgeting are promoted through the APA. Cities and regions
contribute to the investments through a substantial level of matching funding. New cities will be
required, at a minimum, to match 10% of the grants while cities currently part of ULGDP1 and
all regions have a minimum contribution requirement of 20% each (as per current level).
Urban Institutional and Infrastructure Development Program (UIIDP)
Program Development Objective
The Program Development Objective (PDO) is to enhance the institutional performance of

participating urban local governments to develop and sustain urban infrastructure,
services, and local economic development.
Key Results and Expected Outcomes
It is expected that the institutional performance improvements and the infrastructure delivered by
cities will result in: -
(a) enhanced citizen participation and engagement in ULG planning and budgeting;
(b) increased own source revenue at the ULG level;
(c) improved infrastructure, service delivery, O&M systems;
(d) improved efficiency and effectiveness in fiduciary management;
(e) Improved environmental and social management and safeguards; and
(f) strengthened accountability and oversight systems; and
(g) strengthened ULG resilience, improved local economic development (LED) and enhanced
gender equity in the ULG operations.
The key results indicators are:

(a) People provided with improved urban living conditions under the UIIDP [corporate
indicator].
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(b) Cities with improved livability, sustainability, and management [corporate indicator].
(c) Composite institutional performance of participating ULGs, averaged across all cities.5
(d) Composite performance for achievement urban infrastructure and service targets,
maintenance performance and value for money in investments by ULGs, averaged across
all cities.
(e) Composite performance for achievement of LED targets, averaged across all cities
Program Duration
The program with support from the World Bank and AFD, will be implemented over a period of
5 years and 4 months from March 2018 to July 2023, with 4 rounds of performance grants in
EFY 2012 (2019/20), EFY 2013 (2020/21), EFY 2014 (2021/22) and EFY 2015 (2022/23). The
program covers the remaining year of the GTP2 (2015/16-2019/2020) and part of GTP3
(2020/2021-2024/2025) both of which are aligned to the country’s goal of achievement of middle
income status by the year 2025. The program will also contribute in the first year FY 2018/19 to
cover the fiscal gap due to over-the target-performance of ULGs in the ULGDP II.
Program Scope and Coverage of Urban Centres
The UIIDP consists of the provision of performance-based grants to ULGs for eligible
Investments and support to achieve Program results at the regional level on capacity building,
financial audit, procurement audit and environmental and social safeguards audits. The program
will have an additional 73 cities to the existing 44 cities making a total of 117 cities that will
participate in the program. This substantial scale-up to 117 cities will bring about greater impact
in terms of population coverage and size of the Program (increasing beneficiaries from 4.36
million under UGLDP II to an estimated 6.62 million in UIIDP) and result in exponentially larger
positive impact for the country. Ethiopia has a significant number of secondary cities that are
spatially distributed across the country. The government’s current policies of industrial
development and promoting urban-rural linkages present good opportunities for promoting more
5
In the core thematic areas of: Planning and budgeting, assets management, public financial management,
procurement, own source revenues, accountability and transparency, environment and social safeguards, land
management, and strategic urban planning.
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balanced regional growth through the creation of a linked system of cities. The scale-up also
allows strengthening of the overall programmatic and performance-based approach to support
sustainable urban development and leverages on economies of scale for program management
and implementation. In addition, the scale-up is built on the solid foundations and tried-and-tested
overall successful experiences of ULGDP I and II. Timely support to improve institutional
performance in the planning, delivery, and sustained provision of urban services and
infrastructure by local governments is critical especially for these rapidly growing cities.
Key Features and Financing Modalities
The total IDA funding envelope for the UIIDP is US$600 million (of which USS273 million is
from IDA Grant, US$127 million is from IDA Credit and US$200 million is from the IDA
Scale-Up Funding (SUF)). In addition, AFD will contribute co-financing of euro 9.8 million
(US$10.8 million equivalent). The GoE (from regions and cities) will contribute around
US$248.7 million.6 This brings the total Operation Budget envelope to around US$859.5 million.
Table 1. Program Financing (US$ million)
Source Amount Percent of Total
Government7 US$248.7 29
International Development Association US$400.0 47

(IDA)
IDA Scale Up Facility (IDA-SUF) US$200.0 23
Agence Française de Développement US$10.8 1

(AFD)
Total Program Financing US$859.5 100
6
Regions and cities contribute to the performance based transfers in the following manner: Amhara, Oromiya,
SNNPR, and Tigray: 30 percent funding in addition to IDA funded grants; DRS regions: 20 percent; original 16
ULGDP I ULGs: 40 percent; new cities under ULGDP II in the DRS regions 10 percent; and other new (ULGDPII)
cities: 20 percent; Harar and Dire Dawa contribute 50 percent in addition to the IDA funded grants. The new 73 ULGs
under UIIDP will follow the same principles as the ULGDPII newcomers.
7
The regional government and ULGs will be making funding contributions at various levels, as detailed in the
Technical Assessment. The contribution from the ULGs constitutes one of the minimum conditions to be met for each
ULG to qualify to receive funding from the Program.
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The main expenditure items are:
Window 1 for PforR:
 US$691.11 million (ULG level). Performance-based grants to 117 ULGs for

infrastructure investments as listed under the Program investment menu
(US$248.66 million from regions and ULGs; around US$433.65 million from
IDA; and around US$8.8 million from AFD).
 US$70.04 million (regional level). Support for regional government to
strengthen its capacity to support and guide the ULGs in core areas such as
financial audit, environmental audit, procurement audit, revenue enhancement,
and others (IDA funding)
 US$63.74 million (prior results). Allocation against prior results on institutional
performance, service delivery, maintenance, and job creation for 44 ULGs as
determined in the APA conducted in FY2017/18 for FY 2018/19 allocations
(IDA funding. This is to fill a financing gap under the ULGDP II that has arisen
due to overachievement of performance results during FY2018/19 (IDA funding).
Window 2 for IPF:
 US$34.57 million (federal level). Enable MUDHo to support and guide the regions
and ULGs and also to administer and coordinate the Operation (US$32.57 from IDA;
and about US$2.0 million from AFD).
UIIDP funding to ULGs will be allocated using a simple formula, based on population size
and the performance of the ULGs. An approximate US$16–18 per capita per year (with
phasing in of the new ULGs in the first FY) has been assessed to be the optimal level of funding. 8
As a core principle, the per capita amount would at least maintain the similar level as at the start
8
In the first year, the simple average per capita for the new 73 ULGs and the ULGDP II 44 ULGs will be US$14.79
and US$17.68 per capita respectively. From the second year, the per capita allocation uses an average figure similar for
the two groups, which is US$17.68.
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of the ULGDP II to ensure minimum level of incentives and meaningful infrastructure and
services investments. The size of this performance grant has been determined considering various
factors such as international good practice (from an expanding number of countries with
performance-based grant allocations), the costs of investments, expenditure needs and current
level of investments, as well as generation of sufficiently strong incentive to drive the
performance. This has been informed by a comprehensive review of ULG fiscal and revenue
positions.
ULGs will use the Program funds to finance urban infrastructure works as well as capacity
building activities, in compliance with the Program’s investment menu and capacity
building manual. Eligible infrastructure investments fall under eight groups including: (a) urban
roads, (b) integrated infrastructure and land services, (c) sanitation (liquid waste), (d) solid waste
management, (e) urban drainage, (f) urban disaster risk management and urban resilience, (g)
built facilities, and (h) urban green infrastructure. Ineligible investments include any World Bank
environment and social impact assessment Category A projects. Compliance with the investment
menu is a minimum condition for receiving funds. In addition, ULGs will be required to prepare
the project in a participatory manner, and consider: (a) social inclusion requirements, including
gender and disability considerations; (b) climate change and disaster adaptation; and (c)
contribution to LED and long-term job creation. 9 ULGs could also spend up to 5 percent of
investment grants and regional/city contributions on capacity building support. For regional
government entities, the grants will mainly be used for capacity building, operations and
management expenses, subject to the eligible capacity building areas, similar to the ULGs.
Disbursement Linked Indicators, Minimum Conditions, Performance Measures and Verification

Protocols
Almost 96 percent (or around US$576 million) of the Operation’s funds will be disbursed
against disbursement linked indicators (DLIs). The DLIs are structured to provide incentives
to participating ULGs and regional governments for improved management and development of
urban areas. (More details on the DLIs, MCs, PMs, performance assessments, verification
9
Details of and procedures for the use of investment project prioritization and selection criteria will be included in
the POM.
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protocols and disbursement arrangements are provided in the UIIDP Annual Performance
Assessment Guideline (APAG) which is a part of this POM and is a standalone Annex of the
POM)
DLIs 1 to 4 focus on ULGs to strengthen ULG institutional roles in the delivery of

infrastructure and services and enhance local economic development. Each of these DLIs is a
composite index of defined MCs and PMs. Adjustments to these performance indicators and
scoring may be done throughout Program implementation and particularly following the midterm
review to ensure that the system remains relevant, manageable and robust. These four DLIs build
on ULGDP II performance assessment system and will ensure that:
 Basic fiduciary, project planning and execution, and environmental and social
management conditions are in place such that local governments can absorb the
Program funding;
 ULGs continue to strengthen their institutions of urban management in a social
inclusive manner;
 ULGs use program funds effectively in creating sustainable and resilient
infrastructure and delivering services, achieve the targets in infrastructure
delivery, maintenance and development and to promote the GoE’s strategy on
urban development at the city level.
 ULGs improve on systematic and foundational aspects to promote long term job
creation, urban resilience and gender empowerment.
The funding proportion against DLIs 1 to 4 have been adjusted to align incentives with emerging
priorities. As compared to ULGDPII, less rewards are given for achieving the MCs (DLI1) and
instead emphasis is placed on achieving the PMs (DLIs 2 to 4) which have higher performance
criteria. In addition, DLI4 focuses on the new thematic areas of local governments’ performance
in LED, resilience and gender and is given a substantial sum to incentivize improvements in these
areas.
The disbursement system for DLI 1, 2, 3, and 4 is scalable based on actual performance of
ULGs. It is particularly important to note that if the ULGs perform better (or poorer) than
expected (as set out in the disbursement related targets in the DLI matrix), disbursements will be
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adjusted accordingly. This means that if ULGs perform higher than expected they will receive
higher than expected disbursements. If this continues throughout the Program, additional
financing may be needed.
DLIs 5 to 9 focus on regional government entities to enhance their abilities in fulfilling their
mandates to support ULGs. These DLIs will disburse based on results achieved by regional
government entities in providing support to ULGs (DLI 5) as well as focusing on their
performance in conducting essential audits for ULGs such as on fiduciary and environmental and
social management.
DLI 10 is a legacy DLI, disbursing against prior results on institutional performance,

service delivery, maintenance, and job creation for 44 ULGs. Based on the APA conducted in
FY 2017/18 and review of results against 92 average points, DLI 10 will disburse to 44 ULGs in
FY 2018/19 to an extent to which the ULGs have (i) strengthened their institutional performance
and (ii) have implemented their local infrastructure, maintenance, and job creation activities (as
measured against their Capital Investment Plans and their Annual Action Plans).
Collectively the DLIs address the PDO and key result areas. The DLIs are designed to address
the challenges of ULGs’ and regional governments’ institutional performance and, in turn, ULGs’
ability to deliver, operate, and manage infrastructure and services, and expand LED. They
provide incentives to address the core issues such as on timely audit, social and environmental
management, own-source revenue generation, and strengthen the system and procedures for
capacity building. In addition, there is enhanced focus to strengthen urban resilience, promote
LED and job creation, and enhance gender equality. The PMs have a direct link to the key result
areas and the GoE’s program intended outcomes.
The expenditure areas are designed to correspond with the structure of the DLIs. These
reflect (a) the performance-based grants to ULGs for urban infrastructure and services
investments and capacity building, and (b) the regional governments’ capacity building and
oversight/support to participating cities. The support to the MUDHo to administer and coordinate
the program and strengthen its capacity to support and guide the regions and ULGs is covered by
the IPF.
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An independent Annual Performance Assessment (APA) will be carried out every year to review
the performance of cities and regions against the set of agreed indicators and performance
measures. The independent verification of results to trigger disbursement is key to the Program.
This is the main mechanism to measure the performance and progress of ULGs and regions in
UIIDP. (See the Annual Performance Assessment Guideline (APAG) for the detailed DLIs, the
detailed DLI matrix and verification protocol. The APA results are used to verify the DLIs and
form the basis for disbursements:
For ULGs. Allocations will be determined by: (a) a set of minimum conditions (MCs), and (b) a
further list of performance measures (PMs). Minimum conditions determine if the ULG is
eligible to participate in that year’s program to receive grant support, and the performance
measures track progress of each city in specific areas and determine each city’s score. Key result
areas include: (a) participation of citizens in planning and Budgeting and gender focus, (b)
fiduciary management, (c) generation of own source municipal revenues, (d) delivery as well as
operation and maintenance of new infrastructure and services, and direct job creation, (e)
accountability and oversight systems and (f) environmental and social safeguards, and new areas
such as resilience, LED and gender (see APAG Sections 6-9 for an overview of the minimum
conditions and performance measures).
For regional governments. Key result areas include: (a) capacity building (for various regional
bureaus of urban development (BUDs) and the quality of this, (b) carrying out timely annual
audits of ULGs (for Offices of the Regional Auditor Generals (ORAGs) according to standards,
(c) performing social and environmental audits (for Regional Environmental Protection Agencies
(REPAs)), (d) supporting ULGs’ with respect to urban revenue generation (for Regional Revenue
Authorities (RRAs)) and (e) carrying out the annual procurement audits (for Regional Public
Procurement Agencies (RPPAs) according to defined standards. (See APAG Sections 10 for an
overview of the DLIs and performance measures for regions)
The APA system design built in measures such as independent assessments, quality assurance,
complaint handling system and approval procedures to ensure its robustness. The MUDHo will
recruit an independent firm to conduct the APA in a timely manner. The draft assessment results
will be shared simultaneously with the World Bank and the government (first draft by October
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and second draft by January each year). Both the MUDHo (under a technical sub-committee
established) and the Bank will separately undertake rounds of quality assurance review (QAR).
Finally, the UIIDP TC will verify the APA results, and these will be further endorsed by the
UIIDP SC. Based on the final APA results, GoE will send a Results Achievement Notification
(by February each year) summarizing how the Program DLIs have been met. The Bank will retain
the right to make the final decision on whether a DLI has been achieved or not.
OBJECTIVES OF ASSIGNMENT
The Ministry seeks the services of a competent consulting firm or a consortium of firms to
undertake the assignment to assess and score the performance of 61 of the 117 cities in Oromia
(38 cities) and SNNPRS (23 cities) that are participating in the Urban Institutional and
Infrastructure Development Program (UIIDP). The assessment will be done according to the
UIIDP Disbursement Linked Indicators (DLIs) and the associated Performance Measures (PM)
and performance indicators except Quality of Infrastructure which will be done by Office of
Federal Auditor General and results handed over to the APA Consultant. The assessment will be
done as per procedures described in the latest updated Annual Performance Assessment
Guideline (APAG) for UIIDP, so as to identify the achievement of the cities, individually and in
aggregate. This will determine: a) whether UIIDP funds linked to the DLIs described can be
disbursed (by the World Bank); and b) the allocation, or non-allocation of funds, (by GOE) that
may be made to each of the 61 participating cities for EFY 2012 (2019/2020) & EFY 2013
(2020/2021). The new cities which did not participate in ULGDP II will only be assessed in
regard to the Minimum Conditions in the first year. In addition to this, the APA will assess the
DLIs related with the performance at the regional level (DLIs 5, 6, 7, 8 and 9.)
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SCOPE OF SERVICE
Annual Performance Assessment (APA) - Disbursement Linked Indicators, Performance

Measures and Indicators: The Consultant will carry out the detailed APA to assess the
performance of the 61 participating ULGs and Regional State entities against the set of DLIs and
associated PMs and indicators, except Quality of Infrastructure. The assessment will involve
intensive field work (visiting all 61 ULGs) for collection of data and field verifications, and
report writing and compilation. The assessment will be conducted in accordance to the procedures
and criteria detailed in the APAG. The APAG will be provided to the selected Consultant and it
will be the main guiding document for the assessment.
The Consultant will have to determine whether the PM and indicators are fulfilled on the basis of
the existence of evidences. The assessment should involve minimal subjective “judgment” on the
part of the consultant or city – although some professional judgement is required in some cases. It
should, as far as possible, be “evidence-based” – i.e. performance is assessed on the basis of
identifiable (documentary) evidence provided by the cities. The Consultant will need to provide
evidence that conclusively and indisputably supports the assessment.
Coverage - The assessment shall cover 61 Program ULGs and 5 regional implementing agencies
in Oromia & SNNPRS (The Regional Bureaus of Urban Development, Housing and Construction
(or NRS equivalent), – DLI5, Office of the Regional Auditor General – DLI6, Regional
Environmental Protection Agency –DLI7, Regional Revenue Authority – DLI8 and Regional
Public Procurement Agency – DLI 9. The 61 ULGs are:
Population
OROMIA REGION CSA 2013
Estimates
Previous ULGDP II Cities (11)
1 Adama 282,974
2 Bishoftu 128,408
3 Jimma 155,434
4 Shashemane 129,084
5 Nekemte 96,657
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6 Assela 86,441
7 Sebeta 63,391
8 Burayu 62,806
9 Ambo 61,900
10 Robe 57,031
11 Ziway/ Batu 56,104
New Cities (27)
1 Adola 29,475
2 Agaro 32,714
3 Arsi Negele 60,770
4 Babile 22,760
5 Bedele 25,080
6 Bedesa 23,371
7 Bokoji 22,797
8 Chiro 43,266
9 Dembi Dolo 37,841
10 Dodola 26,766
11 Fiche 35,329
12 Gimbi 39,811
13 Ginir 21,976
14 Goba 41,152
15 Hagere Mariyam (Bule Hora) 35,749
16 Haromaya 39,486
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17 Holeta 29,936
18 Laga Tafo 20,284
19 Metu 36,985
20 Mojo 37,968
21 Negele 45,314
22 Nejo 24,412
23 Shakiso 29,466
24 Shambu 35,136
25 Suluita 37,492
26 Weliso 48,674
27 Yabelo 22,483
Total Oromia (38 cities) 2,086,723
Population
SNNPRS CSA 2013
Estimates
1 Hawassa 225,686
2 Arbaminch 107,542
3 Dilla 84,952
4 Sodo 109,225
5 Areka 45,109
6 Butajira 47,978
7 Hosaena 100,528
8 Mizanaman 48,946
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9 Yirga Alem 43,586
New Cities (14)
1 Welkite 41,458
2 Durame 35,147
3 Aleta Wondo 31,730
4 Bodite 34,661
5 Jinka 29,108
6 Tapi 35,660
7 Bonga 29,956
8 Sawula 32,608
9 Halaba (Alaba Kulito) 38,587
10 Shone 22,428
11 ShinShicho 20,517
12 Hadero 25,609
13 Yirga Chefe 21,713
14 Worabe 65,199
Total SNNPRS (23 cities) 1,277,933
At the ULG level, the consultants will assess: performance against Minimum Access
Conditions (MACs) and also institutional performance improvements and infrastructure
investment performance. The key results areas include: (a) participation of citizens in planning
and budgeting, (b) fiduciary management, (c) assets management, (d) generation of own source
municipal revenues, (e) land management and urban planning, (f) delivery of new infrastructure
and services, and operation and maintenance of existing infrastructure and services, (g)
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accountability and oversight systems, (h) job creation, (i) environmental and social safeguards
and (j) local economic development, urban resilience and gender mainstreaming
At the regional level the consultants will assess: (1) the extent to which the regional ORAGs
have conducted timely audits of the ULGs final accounts (by January 7 of each financial year),
and verify the quality of audit reports; (2) the regional environmental protection agencies have
carried out the safeguards reviews/audits of ULGs in their jurisdictions before the start of the
APA in each year, including the quality of the review; (3) The Regional Revenue Authorities
have supported ULGs’ efforts to generate revenues; (4) the APA will finally check the extent to
which the regions have developed and executed capacity building plan; and 5) the extent to
which Regional Public Procurement Agencies have conducted timely procurement audits of
participating ULGs in their jurisdiction including quality of the procurement audits.
Related to the execution of the Capacity Building plan, the APA will verify that (i) regional
government teams are in place and are operating, and (ii) regional governments have adopted
service delivery standards (as issued by MUDHo) and issued those for the cities, and provided
guidance in implementation (reports).
Scoring Matrix: The Consultant will develop a simple computerized model into which the
Consultant will enter the (draft and final) scoring data resulting from the APA. The model will
calculate the allocations to be made to each of the 61 cities and the aggregated scores for each
DLI to identify whether and how much funds may be released. The computerized model should
facilitate linkage of results to the word documents and also easier consolidation and
analysis of results.
ULGs Signing-off on APAs: Before completing the assessment, the Consultant will be required
to present the draft assessment to executive representatives/officials of each city and region and
obtain their signed certificate of agreement to the assessment, documenting any justifications for
non-agreement.
Strict adherence to the work plan agreed with the Client in the Final Inception Report is
important because the APA is an input to the process of deciding on allocation of funds and it
will have an impact on the ULG planning and budgeting process.
EXPECTED TIMING AND DURATION OF THE ASSIGNMENT
1st APA
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It is expected that the contract will be signed not later than August 31, 2018 and the Consultant
will commence services not later than 1 st October 2018. The estimated implementation period for
the assignment is approximately 7 months over the period from 1 st October 2018 to April 2019.
Most of the field work is done during the period from October 1, 2018 to November 30, 2018 (8
weeks) with submission of preliminary draft reports by December 31, 2018 (excluding audit
results/scores) and Final Reports by April 29, 2019 (including audit results/scores).
2nd APA
It is expected that the contract will be signed not later than mid-July 2019 and the Consultant will
commence services not later than 1 st August 2019. The estimated implementation period for the
assignment is approximately 7 months over the period from 1 st August 2019 to February 29,
2020. Most of the field work is done during the period from August 1, 2019 to September 30,
2019 (8 weeks) with submission of preliminary draft reports by October 15, 2019 (excluding
audit results/scores) and Final Draft Reports by January 21, 2020 (including audit results/scores).
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MAIN TASKS
Task 1, Inception Period – 2 weeks
1. Data Collection & Review: Thoroughly review the documents that MUDHo and cities
will provide as part of the performance criteria. These documents include:
a. UIIDP Program Operational Manual Volume 1: Main Text , April 2018
b. UIIDP Program Operational Manual Volume 1I: Annexes, April 2018
c. UIIDP APA Guideline (APAG) (latest version), March 13, 2018
d. UIIDP Monitoring, Evaluation and Reporting System and Guidelines (Volume 1-

Federal; Volume 2 – Regional; Volume 3- Cities) (not yet issued)
e. UIIIDP Environmental and Social Management System Guideline (April 2018)
f. UIIDP Resettlement System Guideline (April 2018)
g. Capital Investment Plan Manual & Template (April 2018)
h. Asset Management Manual, Model AMP & Implementation Strategy (June 2016)
i. Revenue Enhancement Plan Manual & Template (May 2018)
j. ULGDP II First Annual Performance Assessment for EFY 2007 Allocation to 44

cities. Final Report (September 2014)
k. ULGDP II Second Annual Performance Assessment for EFY 2008 Allocation to 44

cities. Final Report (June 2015)
l. ULGDP II Third Annual Performance Assessment for EFY 2009 Allocation to 44

m. ULGDP II Fourth Annual Performance Assessment for EFY 2010 Allocation to 44

n. ULGDP II Fifth Annual Performance Assessment for EFY 2010 Allocation to 44

cities. Final Report (May 2018)
o. Cities’ annual and quarterly progress reports for EFY 2010 and EFY 2011. As part
of the preparations for the annual assessments, each city will complete and submit
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to BWUD by July 31 of each year (and BWUD to MUDHo by August 7), an annual
progress report for the previous fiscal year).
p. Cities prior year and current year capital investment plans/budgets, annual action
plans and annual procurement plans.
q. Cities revenue enhancement plans for prior year and current year.
r. Cities asset inventories and asset management plans of prior year and current year
s. Cities external audit reports from previous EFYs (minimum 5 years back). If not
yet issued, cities’ most recent external audit reports, including recommendations for
improved performance.
t. Cities Annual Procurement Plans and contracts register for the assessment periods.
u. Other reference and operational documents as specified in the APAG.
2. Inception Report: The Consultant will prepare an Inception Report which presents the
details of the methodology for carrying out the assignment, a detailed work plan and
organization of the Consultant’s Team, amongst others (not more than 15 pages).
The work plan should include the planned schedule of all tasks to be performed and
describe in detail, the planned visit by the Consultant’s teams to each city and regions
including dates of visit, dates for introductory briefing and presentation of the
performance assessment to city executives, date for delivery of the various drafts of the
UIIDP Annual Performance Assessment etc.
On the organization of Consultant’s team, the Consultant is expected to form

Performance Assessment Teams (PATs) for conducting the assessment and field visits to
the 61 ULGs, clustering approximately into 4 zones, or other suitable arrangements. This
should consider logistical reasons, putting ULGs from one region into one team as well
as to allow for carrying out of the assessments of the ULGs simultaneously so as to meet
the assignment’s timeline. The Consultant should detail the team composition and how
the teams and team members would be organized. This should be discussed, agreed and
finalized with the Client’s representative (Bureau Head, UREFMFB, MUDHo).
The Draft Inception Report should be submitted within ten (10) days after the
commencement of the assignment.
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3. Approval of Inception Report: The Client will provide comments or feedback and
advise the Consultant whether the Inception Report is approved (within 3 days of
submission of the Inception Report).
4. ULG notification: Immediately following the approval of the Inception Report, the
Consultant will contact executive officials in each city government and regional RUDBs
officials to inform them of the dates for the APA to be undertaken in each city.
5. Certificate of Agreement Format: The Consultant will draft and submit, in consultation
with the Client, a form of Certificate of Agreement to the UIIDP Annual Performance
Assessment that will be signed by each City’s (and BUDHos) nominated representative
at conclusion of the APA for each City.
6. Mobilization: The Consultant will fully mobilize and train their team and make all
logistical preparations for carrying out the APA in the 61 cities and regions, as
according to the work plan.
Task 2: Annual Performance Assessment of 61 Cities and Regional Implementation

Agencies ( 8 weeks)
1. Introductory Presentation & Briefing with ULGs: Before commencing the APA in
each ULG, the Consultant will meet with the Regional Bureau of Urban Development
and Housing (BUDHo) representative, Mayor, City Manager, ULGDP Coordinator (and
any other city official nominated by the Mayor or City Manager) and:
a. Present the full Consultant’s team;
b. Brief the meeting as to the methodology to be followed;
c. Agree who will be the key informants at the city for each of the Consultant’s team/
performance criteria, what documentary evidence of performance is required and
when they will meet to agree on the assessment of performance.
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d. The date, time, place and who will be present for the wrap-up meeting (exit
conference) at which the Consultant will present the final agreed (with the relevant
City officials) preliminary APA (not more than 4 pages) and at which, following any
discussion and amendment of the preliminary APA, the Mayor, City Manager,
ULGDP Coordinator and Regional BUDHo representative will certify (attach
signatures) that they have received, discussed and agreed the preliminary APA and
any areas of disagreement.
e. The Consultant will take minutes of this meeting, including names of all persons
present, and will subsequently obtain the UIIDP Coordinator and BUDHo
representatives confirmation as to the accuracy and completeness of these minutes
2. Annual Performance Assessment:
Field Visits - The respective PATs will visit all 61 participating ULGs in their group of
ULGs and undertake the assessment process as per the APAG dated March 13, 2018. The
teams are expected to visit and spend minimally 4 days (inclusive of travelling time) in
each ULG and approximately 2 days (as required) in each of the 2 participating regional
implementing agencies to carry out the assessment. This will be carried out by the PATs
in the manner as agreed in the Inception Report.
Assessment - The Consultant’s teams will then carry out the APA exercise according to
the detailed procedures in the APAG. Teams will meet the assigned city/regional
officials, securing documents as evidence of performance achieved, carrying out
inspections and investigation through sub-project site visits to verify the authenticity of
the performance as necessary; requesting and documenting reasons or justification for
specific under/over performance; meeting together to check/integrate results and
coordinate activities and preparing the preliminary APA for the city and region.
3. Wrap-Up Meeting: The APA for each city will be completed with a Wrap-Up working
session. The Consultant will take minutes of this meeting and will subsequently obtain
the UIIDP Coordinator and BUDHo representative’s confirmation as to the accuracy and
completeness of these minutes. The Consultant’s team will present the First Draft
Performance Assessment for the City, consisting of:
a. A brief written description of the Performance Assessment for each of the DLIs and
performance criteria described in the APAG – not more than 1 page; describing: a)
any difficulties encountered in determining the assessment; and b) any reasons,
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explanations or justifications provided by the City for any over or under
performance;
b. A summary table of the performance assessment;
c. The list of documents that verify the performance assessed; and
d. The Certificate of Agreement to the UIIDP APA.
4. Provision of Documents: The Consultant will provide four copies of First Draft
Performance Assessment and Certificate of Agreement, to the City representatives; 1
copy to the Regional BUDHo representatives and 2 further copies with original
signatures in their full draft APA for submission to the Client with a copy to the World
Bank.
5. Client intervention: The Consultant will inform the Client, by email, when the First
Draft Preliminary APA is agreed and the signed Certificate of Agreement is secured.
Should the Consultant be unable to secure a signed Certificate of Agreement, they will
inform the Client’s representative within 24 hours and agree what follow-up action will
be taken and by whom.
6. The Consultant will submit to MUDHo, within 7 days of completion of the field work
visits for all the 61 cities, a Consolidated Field Work Report showing 61 cities and
regions visited and dates thereof, any challenges and problems encountered and
recommendations for future field work/visits.
Task 3: Submission of APA Reports
First Draft Preliminary Reports (excluding audit results/scores)
The Consultant will produce the First Draft Preliminary APA synthesis report and individual city
reports as per the format in the APAG, and submit all reports simultaneously to MUDHo and
World Bank by not later December 31, 2018 for 1 st APA and not later than October 15, 2019 for
2nd APA.
Second Draft Preliminary Reports (excluding audit results/scores)
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A Quality Assurance Review organized by the World Bank will be conducted based on the first
draft preliminary APA report from January 15 – February 28, 2018 (1 st APA) and October 16-
November 30, 2019 (2nd APA) or once the report has been received. The QAR will communicate
its findings to MUDHo. MUDHo will communicate to the Consultant the QAR findings. The
consultants will address and incorporate comments and necessary amendments as well as
incorporate audit results/scores that will be available for all 61 cities by January 07, 2018. The
consultant will prepare and submit simultaneously to MUDHo and World Bank the revised and
good quality Second Draft preliminary individual city reports for the 61 cities and the Second
Draft Preliminary Synthesis Report by March 15, 2019 (1st APA) and December 10, 2019 (2nd
APA).
Third Draft Preliminary Reports,
The Second Draft Preliminary Reports are then verified jointly by the World Bank and MUDHo
to check whether all comments have been incorporated. Comments on the Second Draft Reports
will be provided to the Consultant by March 22, 2019 (1st APA) and December 17, 2019 (2nd
APA).
The Consultant will incorporate the comments from the second round into the Third Draft
Preliminary Reports for each ULG and the Third Draft Preliminary Synthesis Report. These
Third Draft Preliminary APA Reports will be submitted simultaneously to MUDHo and World
Bank by not later than March 31, 2019 (1 st APA) and not later than December 24, 2019 (2 nd
APA). MUDHo will share the third draft with ULGs and Regions which will have 14 days to
submit complaints, if any. The APA Complaints Resolution Committee (APACRC) will consider
all complaints received and make recommendations on changes to be made by the APA
Consultants.
Final Draft 1st and 2nd APA Reports (including audit results/scores)
The APA Consultants will submit simultaneously to MUDHo and World Bank by not later than
April 29, 2019 (1st APA) and January 21, 2020 (2 nd APA), the Final Draft Reports
incorporating changes which they consider justified and provide a report on changes made and
not made (with justification). The UIIDP Federal Technical Subcommittee (FTSC) will verify the
APA results and complaints resolution and submit its recommendations to the UIIDP Federal
Steering Committee (FSC) by not later than May 2, 2019 (1st APA) and not later than
February 5, 2020. The APA results will be formally reviewed and approved by the FSC,
reviewed and endorsed by the World Bank not later than May 15, 2019 (1st APA) and
February 15, 2020 (2nd APA).
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Final 1st and 2nd APA Reports (including audit results/scores)
The APA Consultant will incorporate the final changes and endorsement of the World Bank of
the APA results and allocations and submit the Final ULG and Synthesis APA Reports by not
later than May 22, 2019 (1st APA) and February 22, 2020 (2nd APA).
MUDHo will distribute the Final ULG and Synthesis APA Reports to all regions and will also
officially notify them of the final allocations approved by the World Bank.
Task 4: Workshop
Following distribution to regions of the Final ULG and Synthesis APA Reports and notification
of Allocations/Disbursements by MUDHo, the UREFMFB (MUDHo) will arrange a 1-day
workshop in May 2019 (1st APA) and in February 2020 (2nd APA), at a venue to be determined,
for the presentation of the findings from the final APA.
The Consultant will make the main presentation of their results which should take no more than 3
hours. The format for the workshop will be advised to the Consultant in due course. The
Consultant will not include the workshop costs in their financial proposal. The workshop
participants are not yet identified but are likely to be approximately 300, with representatives
from each UIIDP participating ULG, Regional States, MUDHo, MOFEC and other federal
agencies, as well as the World Bank, other development partners, the press, etc.
The workshop objectives are to discuss the findings and results of the APA with all stakeholders
and to mobilize all stakeholders, UIIDP implementing agencies and interested parties in support
of and in identifying further actions required to successfully implement the UIIDP and improve
performance of the ULGs;
The Consultant will within 5 calendar days of the end of the workshop, prepare a brief workshop
report, containing: any presentations made at the workshop, a list of workshop participants
(name, position, telephone, email), identification of any issues arising at the workshop that
require follow-up or that either affect decision as to UIIDP disbursements, or the conduct of
future APAs.
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Format for APA report, and summary sheet for each City: For each round of APA draft reports,
the Consultant will produce an overall synthesis report and individual city reports capturing the
findings of all cities, and with an executive summary. The reports should capture strengths and
weaknesses on each performance measures for each city and regional implementation agency.
The reports need to be of sufficient high quality, as deemed satisfactory by the client. The
Consultant will use the reporting format provided in the APAG. Any suggested changes for
improving the reporting format will need to be cleared by the Client. All reports will be produced
in English.
In summary, the assignment should proceed according to the following timetable:
Schedule for 1st APA of UIIDP: Allocations for DLIs 1-4 & DLIs 5-9 for EFY 2012 (2019/20)
Date (Gregorian Calendar) Activity
By End of August 2018 Independent APA consultants engaged and onboard
October 1, 2018 APA commences – data collection in the field.
By November 30, 2018 APA consultant completes all field assessments, including minimum
conditions and performance measures (DLIs 1–4), (including value for
money audit).
For 73 new cities, only Minimum Conditions will be assessed and VfM
Audit is waived for this first round. The APA also assesses the result for
regions against DLI 5–9.
By December 31, 2018 APA consultant completes and submits first draft Preliminary APA reports
and draft Preliminary Synthesis Report (excluding the audit results for the
ULGs) to MUDHo as well as to the World Bank.
January 15 – February 28, Conduct Quality Assurance Review (World Bank); Quality Assurance
2019 Review comments and findings to inform APA ready by no later than
February 15, 2019 and TC review findings for consistency by February 28,
2019.
By February 28, 2019 MUDHo provides indicative allocations for EFY 2012 (2019/20) to all
regions for all 117 cities to start the capital investment planning process.
By March 15, 2019 APA team incorporates QAR comments and submits second draft
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Preliminary APA reports and draft preliminary synthesis report (including

audit results for ULGs) simultaneously to MUDHo and World Bank.
By March 31, 2019 Review by MUDHo and Bank, and APA team reconcile comments received,
into the third draft Preliminary report produced by the APA team and
submitted simultaneously to World Bank and MUDHo.
By April 1, 2019 MUDHo shares the third draft report with ULGs /Regions which have 14
days for submitting complaints, if any
By April 15, 2019 ULGs/Regions submit their complaints.
By April 22, 2019 Review by the APA Complaints Resolution Committee (APACRC) of
ULG/Regions’ complaints
Reconciliation between complaints and APA findings (APACRC)
Recommendations from the APACRC on changes to be made by the APA

team.
By April 29, 2019 Final draft APA report for each ULG/region and the Final Draft Synthesis
Report as well as report on changes made and not made (with justification)
by APA team, submitted to World Bank and MUDHo
By May 2, 2019 Final Verification of the APA results by the UIIDP Federal Technical
Committee (FTC)
By May 15, 2019 Formal review and approval of results by the FSC; review and endorsement
by World Bank (for the coming FY’s allocations to ULGs)
By May 22, 2019 Final APA report for each ULG/region and the Final Draft Synthesis Report
incorporating changes and endorsement by the World Bank.
By May 31, 2019 Final Results and Allocations announced and workshop with regions and
ULGs held.
In June 2019 ULG budgeting process for 2019/20 continues based on actual allocations.
By June 30, 2019 Submission of CIPs, REPs and AMPs by ULGs to regions for approval
By July 15, 2019 Approval of CIPs, REPs and AMPs by regions
July 15, 2019 Start of implementation of CIPs by ULGs
By June 30, 2019 World Bank disburse to MOFEC the full amount.
In July 2019 50 percent of the allocations disbursed to Regions and ULGs.
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In January 2020 50 percent of annual allocation disbursed to Regions and ULGs.
Schedule for 2nd APA of UIIDP: Allocations for DLIs 1-4 and DLIs 5-9 for EFY 2012 (2019/20)
Date Activity
(Gregorian
Calendar)
By mid-July Independent APA consultants engaged and onboard
Early August APA commences – data collection in the field.
By September 30 Complete all field assessments, including minimum conditions and performance
measures (DLIs 1–4), (including value for money audit). The APA also assesses the
result against DLI 5–9.
By October 15 APA consultant completes and submits first draft Preliminary APA reports and draft
Preliminary Synthesis Report (excluding the audit results for the ULGs) to MUDHo as
well as to the World Bank.
October 16- Conduct Quality Assurance Review (World Bank); Quality Assurance Review
November 30 comments and findings to inform APA ready by no later than November 25 and TC
review findings for consistency by November 30.
By December 10 APA team completes and submits second draft Preliminary APA reports and draft
preliminary synthesis report (excluding the audit results) and share with MUDHo and
World Bank.
By December 24 Review by MUDHo and Bank, and APA team reconcile comments received, into the
third draft report produced by the APA team.
By December 25 MUDHo shares the third draft report with ULGs /Regions which have 14 days for
submitting complaints, if any
By January 8 ULGs/Regions submit their complaints
By January 15 APA consultant: Incorporate audit results in the APA.
Review by the APA Complaints Resolution Committee of ULG/Regions’ complaints
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Reconciliation between complaints and APA findings (Complaints Committee)
Recommendations from the Complaints Committee on changes to be made.
By January 21 Final draft APA report for each ULG/region and the Final Draft Synthesis Report as
well as report from the Complaints Committee on changes made by APA team,
submitted to World Bank and MUDHo
By February 5 Final Verification of the APA results by the UIIDP Federal Technical Committee
(FTC)
By February 15 Formal review and approval of results by the FSC; review and endorsement by World
Bank (for the coming FY’s allocations to ULGs)
By February 28 Allocations announced and workshop with regions and ULGs held.
In March ULG budgeting process for 2019/20 starts, based on actual allocations
By June 30 Submission of CIPs, REPs and AMPs by ULGs to regions for approval
By July 15 Approval of CIPs, REPs and AMPs by regions
July 15 Start of implementation of CIPs by ULGs
By June 30 World Bank disburse to MoFEC the full amount
In July 50 percent of the allocations disbursed to Regions and ULGs
In January 50 percent of annual allocation disbursed to Regions and ULGs
REPORTS AND DELIVERABLES
(a) Draft Inception Report: Not more than 15 pages and within ten (10) days of
commencement of services. Containing: methodology for carrying out the assignment
(where this is different from or additional to the Consultant’s Technical Proposal); detailed
work plan for the visit by the Consultant’s teams to each city; date for delivery of various
drafts of Annual Performance Assessment and reports; consultants’ team organization;
(b) Final Inception Report after incorporation of MUDHo comments by not later than 3
calendar days after receipt of the comments.
(c) Introductory Presentation & Briefing with ULGs and minutes of meetings;
(d) Wrap-Up Meeting with ULGs, Certificate of Agreements and minutes of meetings;
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(e) First Draft Performance Assessment for each city, presented to the city at the conclusion of
the assessment for that city.
(f) Consolidated Field Work Report to MUDHo showing cities and regions visited and dates
thereof, any challenges and problems encountered and recommendations for future field
work/visits, within 7 days of completion of the field works visits for all the 61 cities. The
consultant shall submit (3) hard copies of the report as well as two (2) soft copies on CD.
(g) First Draft Preliminary Annual Performance Assessment Synthesis Report and
Individual City Reports submitted simultaneously to MUDHo and World Bank by not later
December 31, 2018 for 1st APA and not later than October 15, 2019 for 2nd APA.; The
Consultant shall submit only soft copy by email and on CD (two copies to MUDHo and one
copy to World Bank).
(h) Second Draft Preliminary Annual Performance Assessment Synthesis Report and
Individual City Reports submitted simultaneously to MUDHo and World Bank by March
15, 2019 (1st APA) and December 10, 2019 (2nd APA). after receipt and incorporation of
QAR comments; The Consultant shall submit only soft copy email and on CD (two copies to
MUDHo and one copy to World Bank).
(i) Third Draft Preliminary Annual Performance Assessment Synthesis Report and
Individual City Reports, Incorporating Second Round Comments from MUDHo and
World Bank) submitted simultaneously to MUDHo and World Bank by not later than
March 31, 2019 (1st APA) and not later than December 24, 2019 (2nd APA). The Consultant
shall submit only soft copy by email and on CD (two copies to MUDHo and one copy to
World Bank).
(j) Final Draft Annual Performance Assessment Synthesis Report and Individual City
Reports as well as report on changes made and not made (with justification) submitted
simultaneously to MUDHo and World Bank not later than April 29, 2019 (1st APA) and not
later than January 21, 2020 (2nd APA). The Consultant shall submit only soft copy by email
and on CD (two copies to MUDHo and one copy to World Bank).
(k) Final Annual Performance Assessment Synthesis Report and Individual City Reports
incorporating the final changes and endorsement of the World Bank. submitted
simultaneously to MUDHo and World Bank not later than May 22, 2019 (1st APA) and not
later than February 22, 2020 (2 nd APA). The consultant shall submit three (3) hard copies
of each report as well as two (2) soft copies on CD.
(l) Brief Workshop Report within 5 calendar days of the end of the workshop. The Consultant
shall submit three (3) hard copies of the report as well as two (2) soft copies on CD.
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TEAM COMPOSITION AND QUALIFICATIONS
The description of the Consultant’s team is provided below
It is expected that the Consultant will provide:
 An overall team leader/manager and deputy team leader/manager for the entire
assignment, who will be responsible for overall management of the entire assignments
and its four APA teams, logistical arrangements; communication with the Client and key
stakeholders; quality control of team members work; coordination and integration of
Consultant’s inputs and outputs; data analysis using the latest data analysis software
packages and production of the reports and deliverables that are consistent, reliable,
concise, readable and clear in their findings and presentation of APA results.
 Four Performance Assessment Teams (PATs). It is estimated that four PATs will be
formed based on the calculation that the APA for each city will require approximately
two day’s work for each team, depending on the size of the ULG and other factors
affecting work rates. On this basis and assuming a 5-day working week, with travel on
Saturday and Sundays, it is expected that, during the 60 calendar days’ assessment
period, each team can carry out the assessment of approximately 15 ULGs. There should
be at least two teams for Oromia Region and two teams for SNNPRS. Each PAT should
have a team leader, responsible for coordination and communication with the overall
team leader/manager for the assignment.
 Logistics, Transport, Subsistence Allowances etc. The consultant will be responsible

for all logistical, subsistence allowances for the consultant staff and all transport costs for
both the consultant staff participating in the assessment process.
The arrangements proposed in detail will be included in the Consultant’s Technical Proposal.
Clearly the size and complexity of different ULGs; whether they participated in the ULGDP1
and/or ULGDP II; regional language usages and familiarity with different regions; as well as the
logistical arrangements are among the factors the Consultant will need to take into account in
selecting and directing their APA teams.
Each Performance Assessment Team (PAT) is likely to consist of at least 9 team members as
follows:- Performance Assessment Team Leader (a proven leader chosen from the 9 team
members below and specialist in any of the main disciplines i.e. (i) Financial Management; (ii)
Municipal Finance Specialist; (iii) Procurement Management Specialist; (iv) Environmental
Management Specialist; (v) Social Development Specialist (vi) Municipal
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Infrastructure/Engineer/Asset Management Specialist; (vii) Urban Planning/Land Management
Specialist; (viii) Gender Specialist; and (ix) Local Economic Development Specialist.
Position Educational Requirements Experience required
A minimum of 10 years work

Overall Team A minimum of MBA, MA or
experience out of which 6
Leader/Manager M.Sc. Degree in Urban
years were in a management
Management, Urban
position. Previous leadership
Development, Urban
of multi-disciplinary
Planning, Physical Planning,
consultancy teams as a Team
Urban Design, Architecture,
Leader or Project
Engineering (Civil,
Manager/Director is essential.
Municipal, Sanitary,
Strong interpersonal, analytic,
Structural, Water,
writing and communication
Transportation), Construction
skills. Experience in
Management, Construction
compiling and editing reports
Technology, Geotechnical
in English is required.
Engineering, Economics,
Development Economics,
Business Administration,
Public Administration or
Public Finance or related
disciplines
Overall Deputy Team A minimum of MBA, MA or A minimum of 10 years work

Leader M.Sc. Degree in Urban experience out of which 6
Planning, Physical Planning, years in a management
Urban Design, or related position. Substantial
disciplines experience and substantial
expertise in data collection,
data analysis using the latest
data analysis software
packages and presentation is
required. Strong
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interpersonal, analytic,
Financial Management A minimum of MBA, MA or A minimum of 10 years work

Specialist M.Sc. Degree in Accounting, experience out of which 5
Finance, Municipal Finance, years in public financial
Business Administration, management
Urban Management,
Municipal Financial
Management, Public Financial
Management or related
disciplines
Municipal Finance Specialist A minimum of MBA, MA or A minimum of 10 years work

M.Sc. Degree in Economics, experience out of which 5
accounting, finance, years in municipal finance.
municipal finance, business
administration, urban
management,
Procurement Management A minimum of MBA, MA or A minimum of 10 years’

Specialist M.Sc. Degree in Procurement, work experience out of which
Procurement & Supply Chain five years in procurement
Management, Public management. The consultant
Procurement &Asset should be familiar with
Management, Commerce, Ethiopian Government
Marketing Management, procurement laws, directives,
Business Administration, guidelines & procedures.
Economics, Engineering,
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Law, Accounting, Financial

disciplines with a professional
qualification in procurement.
Environmental Management A minimum of MA or M.Sc. A minimum of 10 years work

Specialist Degree in Environmental experience out of which five
Science, Environmental years in environment
Engineering, Natural management
Resources Management,
The consultant should be
Environment and
familiar with World Bank
Development, Environmental
environmental management
engineering, or related
guidelines/procedures and
disciplines.
Ethiopian Government
environment management
laws, guidelines &
procedures. Knowledge of the
Ethiopian legal instruments
for environmental impact
assessment is an advantage
Social Development A minimum of MA or M.Sc. A minimum of 10 years work

Specialist Degree in Sociology, experience out of which five
Psychology, Social Work, years in social management.
Social Development, Social
Anthropology, Community
Development or related
social management
disciplines.
Ethiopian Government social
management laws, guidelines
& procedures. Knowledge of
the Ethiopian legal
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instruments for resettlement

and compensation is an
advantage.
Municipal Infrastructure A minimum of M.Sc. Degree A minimum of 10 years work

Engineer/ Asset in Civil Engineering, experience out of which five
Management Specialist Municipal/Urban years in infrastructure asset
Engineering, , Sanitary management areas.
Engineering, Structural
Engineering, Infrastructure
Engineering, Geotechnical
Engineering, Building
Technology, Construction
Technology and Management,
, Geodesy, Surveying or GIS
or urban planning or related
disciplines
Urban Planning/Land A minimum of M.Sc. Degree A minimum of 10 years work

Management Specialist in Urban Planning, experience out of which five
Architecture, town planning, years in urban planning and
regional planning, urban land management.
local) and regional planning
(studies) land management or
related disciplines.
Gender Specialist A minimum of MA or M.Sc. A minimum of 10 years work

Degree in Women & Gender experience out of which three
Studies, Sociology, years on gender equality and
Psychology, Social Work, other social issues that affect
Social Development, Social women.
Psychology or related
disciplines
familiar with World Bank and
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Ethiopian Government gender

guidelines and procedures.
Local Economic A minimum of MBA, MA or A minimum of 10 years work

Development (LED) M.Sc. Degree in Economics experience out of which 5
Specialist or Development Economics, years on local and regional
Urban Management or related economic development,
disciplines, private sector development,
socio, economic and labour
market analysis
All team members provided should have a solid professional background in the areas to be
addressed, which apart from the specific expertise described in the previous paragraph, would
include performance assessment and evaluation, and program management. It is advisable that
the team should have members or counterpart team members who are conversant with the local
official language, Amharic, since most of the work involves interacting with regional and city
officials.
There should not be former MUDHo, UREFMFB, BUDHo or ULG staff involved in the APA as
part of the Consultant’s team (within the last three years). Personnel involved should be at “arm’s
length” from any previous involvement with related ULGDP II/UIIDP or city activities.
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PROPOSAL EVALUATION CRITERIA
Technical Proposal Scoring Criteria Points
1 Consultant’s Specific Experience to Performance the Assessment 10
2 Approach and Methodology Used to Conduct Annual Performance 30

Assessment
2.1 Approach and Methodology 18
2.2 Work Plan 6
2.3 Organization and Staffing 6
3 Consultant’s Team (CVs) 60
3.1 Team Leader 12
3.2 Deputy Team Leader 6
3.3 Financial Management Specialist #4 5
3.4 Municipal Finance Specialist#4 5
3.5 Procurement Management Specialist #4 5
3.6 Environmental Management Specialist#4 5
3.7 Social Development Specialist#4 4
3.8 Infrastructure Engineer/ Asset Management Specialist#4 5
3.9 Urban Planning/Land Management Specialist#4 5
3.1 Gender Specialist#4 4

0
3.1 Local Economic Development Specialist#4 4

1
Total 100
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The weights given to the Technical and Financial Proposals are: Technical = 0.80 and Financial =
0.20
The technical evaluation pass score to proceed to the next stage of the evaluation in 75 points.
PAYMENT SCHEDULE
The payment schedule shall be:
 First Payment - Advance Payment of 20% (twenty percent) of the contract

price shall be paid following contract signature against the submission of an
invoice accompanied by an acceptable unconditional bank guarantee for the
amount of the advance payment. Bank guarantee will only be released after the
end of the assignment. The advance will be deducted from each of the following
payments proportionally i.e. at the same percentage as the payment.
 Second Payment - 20 percent of the lump sum amount shall be paid upon
approval of the Final Inception Report that incorporates comments from the
client and includes revised methodology, work program and schedule of field
visits.
 Third Payment - 20 percent of the lump sum amount shall be paid upon
completion of desk study, field visit and completion of data collection with
submission of consolidated Field Work Report to MUDHo showing 61 Cities and
Regions visited and dates thereof, any challenges and problems encountered and
 Fourth Payment - 25 percent of the lump sum amount shall be paid upon
submission of Final Draft Reports.
 Fifth and Final Payment – 35 percent of the lump sum amount shall be paid upon
submission and approval of all Final Reports and deliverables including
workshop reports containing all presentations made, and a summary of
recommendations and agreements reached.
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MANAGEMENT OF ASSIGNMENT AND DOCUMENTS TO BE PROVIDED BY
MUDHo
The MUDHo is the client for this work. In terms of performance and deliverables, the Consultant
will carry out the assignment under the direction of and report to the Bureau Head, Urban
Revenue Enhancement, Fund Mobilization, and Finance Bureau (UREFMFB), MUDHo. As the
agency responsible for the overall coordination of UIIDP, the Bureau Head, UREFMFB will sign
the contract with the consultants on behalf of MUDHo and UREFMFB will be responsible for all
payments to the Consultant. In addition, as mentioned earlier, a quality assurance system will be
put in place, in addition to the system applied by the contracted company, to ensure full
objectivity of the annual performance assessments.
The Client will provide to the Consultant at the commencement of the assignment with any key
documents deemed relevant to the Consultant’s scope of service. Other relevant documents will
be made available as necessary.
2. TOR for UIIDP 1st and 2nd APA of 56 cities and eight regions in
Other Regions

ETHIOPIA
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URBAN INSTITUTIONAL AND INFRASTRUCTURE DEVELOPMENT PROGRAM
(UIIDP)
Terms of Reference
For
Consultancy Services for the First (1st) and Second (2nd) Annual Performance Assessment of
56 Cities and 8 regions in Amhara (32 cities), Tigray (12 cities), Ethiopian Somali (4 cities),
Afar (4 cities), Benishangul Gumuz (1 city), Gambella (1 city), Harari (1 city) & Dire Dawa
City Administration (1 city) participating in the UIIDP for Allocations for EFY 2012
(2019/20) & EFY 2013 (2020/21)
(Revised Final Draft, April 23, 2018)
BACKGROUND
contributes to the economic growth necessary to achieve middle income country status by 2025.
The ECSPG is the Ministry’s contribution to the Government of Ethiopia’s Growth and
Transformation Plan (GTP1) 2010/11-2014/15 and (GTP 2) 2015/16-20/2020.
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a key objective of the Ministry’s initiatives and programs for urban development and
government – at local, regional and federal levels. Together, the economic and political
governance in general and in the focus of the ECSPG on Job Creation - Micro & Small Enterprise
Development in particular. This focus will be supported by improvements in land use planning,
serviced land delivery, housing development, infrastructure, services and green growth
development. Investments in all these areas and mobilization of resources to meet increasing
operating and investment costs are a main focus of the MUDHo.
The developmental framework for the ECSPG aims to bring prosperity to Ethiopia’s cities.
The ECSPG programs, sub-programs and projects will be implemented through to 2025 with
GTP, SDG and benchmarked middle income country indicators measured against achievement of
targets in three indexed areas: good governance, economic and social development (growth) and
citizens’ satisfaction.
In terms of achievement of the targets, goals and vision we will continuously ask questions, learn
lessons and fine tune the Ministry’s interventions to answer the following:

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ECONOMIC & SOCIAL DEVELOPMENT
SUSTAINABLE PROSPERITY
CITIZENS’ SATISFACTION DEVELOPMENTAL GOOD GOVERNANCE
Figure 2.
ECSPGs Developmental Framework for Performance Measurement
5. Development Index (supply side) What is required in the development of Ethiopia’s

urban centers to create jobs, encourage entrepreneurs, increase investment, develop land,
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achievement of the 2025 Vision,
Satisfaction indices will be measured to determine: the current baseline; the GTP2 and III
performance targets; and the benchmarked performance targets to 2025, linked to comparable
middle income country achievements.
This baseline data, GTP2 and 2025 benchmark targets will, in the three areas described, comprise
overall our “Prosperity Index”. The aim is to establish the Cities’ Prosperity Index, containing
the three elements described – growth, governance and citizens’ satisfaction for: a) urban centers
and cities with a population of 20,000+ in the Central Statistical Agency census, and add cities
that achieve this population level; and b) rural development centers that contain basic clustered
education, health and administrative facilities as well as commercial services.
development:-
Pillar 3. Urban Developmental Good Governance &Services
Urban Local Government Development Programs
First Urban Local Government Development Program 2008/09-2013/14
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In 2008, a credit in the amount of USD150 million equivalent was made available to the
government of Ethiopia for the ULGDP1, under which 19 10cities who benefitted from the
CBDSD support were able to receive grant funding for infrastructure and services based on their
performance in key areas related to city management.
In 2011 the World Bank approved an additional USD 150 million due to the fact that the program
had performed well, and the funds had been disbursed faster than anticipated. The planned six-
year budget was disbursed in about three years. The additional bank assistance brought the
revised cost of the program to be USD 416 including 20% Regional and 20% ULG contributions
to the performance grant.
The additional credit continued financing the costs associated with scaling up the ULGDP1’s
activities to enhance the impact of this well-performing program. Specifically, the additional
funds financed investments to improve the administration of the 19 participating cities and to help
address a large infrastructure backlog. This enabled the administrations of the 19 cities benefiting
from the ULGDP1 to further improve their performance in participatory planning, financial
management, procurement, execution of infrastructure programs, and sustainable delivery of
services. It also assisted 18 additional cities 11 to build capacities in good governance to prepare
them to participate in the ULGDP II that commenced in 2014/15 (EFY 2007).
Second Urban Local Government Development Program 2014/15-2018/19
The ULGDP II is a follow-up to the successful ULGDP1. In preparation for ULGDP II, 18
additional ULGs were selected in 2012 to receive capacity building support to enable them to
participate in the ULGDP II’s performance grant. The ULGDP II has scaled up the ULGDP1
support from 19 to 44 cities – excluding Addis Ababa and adding 26 new cities – by providing
highly needed investment funds to promote the cities as growth engines in the GoE’s urban
development strategy; build institutional capacity of all tiers of governance (federal, regional and
local) in urban development, and enhance the incentives of everyone involved. The 44 ULGs
participating in the ULGDP II are:
10
Bahir Dar, Kombolcha, Gondar and Dessie in Amhara Region; Mekelle, Adigrat, Axum and Shire Endeselassie
in Tigray Region; Adama, Bishoftu, Jimma and Shashemene in Oromia Region; and Hawassa, Arbaminch,
WolaytaSodo and Dilla in SNNPR, Dire Dawa, Harar and Addis Ababa
11
Assela, Burayu, Sebeta, Ambo, Robi, and Batu in Oromia Region, DebreBirhan, DebreTabor, Woldya,
Finoteselam, and Mota in Amhara Region; Almata, Humera and Wukro in Tigray Region; and Mizan, Hosaena,
Areka and Butajira in SNNPR
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 The 18 cities that participated in the CBDSD and (excluding Addis Ababa) in the
ULGDP1 – as listed on the previous page;
 The 18 cities that participated in the ULGDP1 for CB purposes only 12; i.e., did not
receive Performance Grants – as listed on the previous page; and
 The 8 cities that are receiving investment funds through the KfW funded Urban
Development Fund and capacity building support from GIZ through the Urban
Governance and Decentralization Programme. These cities are: Adwa (Tigray), Debre
Markos (Amhara), Hosaina (SNNPR), Nekemte (Oromia), Gambella (Gambella), Semara
(Afar), Asosa (Benishangul Gumuz), and Jijiga (Somali). The latter four are located in
the Developing Regional States (DRS) of Ethiopia.
The ULGDP II involves disbursement of funds by the World Bank and allocation of funds to
ULGs, Regional States and MUDHo through a result orientated/performance-based capital
investment fiscal transfer system using the World Bank’s Program for Results (P for R)
methodology, clearly linked to well-defined disbursement-linked indicators (DLIs). The P for R
operation fully utilizes and enhances the key elements of the existing GoE system.
The ULGDP II Development Objective (PDO) is to enhance the institutional and organizational
performance of participating urban local governments in developing and sustaining urban
infrastructure and services. The key results of the performance improvements will be:
 enhanced participation of citizens in ULG planning and budgeting;
 efficient fiduciary management;
 increased amount of own source revenues at the ULG level;
 improved infrastructure, service delivery and O&M systems; and
 Strengthened accountability and oversight systems.
The ULGDP II is expected to run for a period of five years – from EFY 2007 (2014/15) to EFY
2011 (2018/19) with the first disbursement year EFY 2007 (2014/15). ULGDP II will fund
performance- based grants for 44 cities - of the total number of larger cities (85), excluding Addis
Ababa, with a total population of 3,312,107 people (2007 figures) and 4,348,853 (2013
estimates). The ULGDP II will cover all nine regions and Dire Dawa City Administration. The
population of the 44 ULGs is about 28% of the total urban population13.
12
TA to New and Existing ULGDP Cities in Amhara, Tigray, Oromia& SNNP Regional States
13
Based on data from WBI 2013 indicators and CSA 2013 estimates extra polated from the 2007 census.
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The total Program budget envelope is US$556.55 million and the main expenditure items are:
 Performance based grants to 44 ULGs for urban infrastructure and services

investments and capacity building (US$499.55 million);
 Regional governments capacity building and oversight/support to constituent ULGs
(US$30.00 million);
 MUDHo to administer and coordinate the program, and strengthen its capacity to
support and guide the regions and ULGs (US$27.00 million);
Activities financed under the performance grant are core infrastructure investments in roads,
water supply, sanitation, solid waste, greenery, street lighting, etc. in a well-defined investment
menu, which targets infrastructure investments towards areas under ULG responsibility, and to
maximize gains and minimize the risks. The ULGs prepare their Capital Investment Plans in a
participatory manner and use the planning tools developed under ULGDP1: the assets inventory
and management plan system, capital investment plans, annual plans and budgets. Participatory
approach and proper planning and budgeting are promoted through the APA. Cities and regions
contribute to the investments through a substantial level of matching funding. New cities will be
required, at a minimum, to match 10% of the grants while cities currently part of ULGDP1 and
all regions have a minimum contribution requirement of 20% each (as per current level).
Urban Institutional and Infrastructure Development Program (UIIDP)

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(h) enhanced citizen participation and engagement in ULG planning and budgeting;
(i) increased own source revenue at the ULG level;
(j) improved infrastructure, service delivery, O&M systems;
(k) improved efficiency and effectiveness in fiduciary management;
(l) Improved environmental and social management and safeguards; and
(m) strengthened accountability and oversight systems; and
(n) strengthened ULG resilience, improved local economic development (LED) and enhanced

(f) People provided with improved urban living conditions under the UIIDP [corporate
indicator].
(g) Cities with improved livability, sustainability, and management [corporate indicator].
(h) Composite institutional performance of participating ULGs, averaged across all cities.14
(i) Composite performance for achievement urban infrastructure and service targets,
all cities.
(j) Composite performance for achievement of LED targets, averaged across all cities
Program Duration
14
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15
Page | 54

(IDA)

(AFD)
Window 1 for PforR:

16
Page | 55
Window 2 for IPF:
phasing in of the new ULGs in the first FY) has been assessed to be the optimal level of
funding.17 As a core principle, the per capita amount would at least maintain the similar level as at
the start of the ULGDP II to ensure minimum level of incentives and meaningful infrastructure
and services investments. The size of this performance grant has been determined considering
various factors such as international good practice (from an expanding number of countries with
positions.
17
Page | 56

Protocols
POM)

Program funding;
inclusive manner;
18
the POM.
Page | 57
areas.
social management.

Page | 58
the IPF.
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OBJECTIVES OF ASSIGNMENT
The Ministry seeks the services of a competent consulting firm or a consortium of firms to
undertake the assignment to assess and score the performance of 56 of the 117 cities in Amhara
(32 cities), Tigray (12 cities), Ethiopian Somali (4 cities), Afar (4 cities), Benishangul Gumuz
(1 city), Gambella (1 city), Harari (1 city) & Dire Dawa City Administration (1 city) that are
participating in the Urban Institutional and Infrastructure Development Program (UIIDP). The
assessment will be done according to the UIIDP Disbursement Linked Indicators (DLIs) and the
associated Performance Measures (PM) and performance indicators except Quality of
Infrastructure which will be done by Office of Federal Auditor General and results handed over to
the APA Consultant. The assessment will be done as per procedures described in the latest
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updated Annual Performance Assessment Guideline (APAG) for UIIDP, so as to identify the
achievement of the cities, individually and in aggregate. This will determine: a) whether UIIDP
funds linked to the DLIs described can be disbursed (by the World Bank); and b) the allocation,
or non-allocation of funds, (by GOE) that may be made to each of the 56 participating cities for
EFY 2012 (2019/2020) & EFY 2013 (2020/2021). The new cities which did not participate in
ULGDP II will only be assessed in regard to the Minimum Conditions in the first year. In
addition to this, the APA will assess the DLIs related with the performance at the regional level
(DLIs 5, 6, 7, 8 and 9.)
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SCOPE OF SERVICE
Annual Performance Assessment (APA) - Disbursement Linked Indicators, Performance

Measures and Indicators: The Consultant will carry out the detailed APA to assess the
performance of the 56 participating ULGs and Regional State entities against the set of DLIs and
associated PMs and indicators, except Quality of Infrastructure. The assessment will involve
intensive field work (visiting all 56 ULGs) for collection of data and field verifications, and
report writing and compilation. The assessment will be conducted in accordance to the procedures
and criteria detailed in the APAG. The APAG will be provided to the selected Consultant and it
will be the main guiding document for the assessment.
The Consultant will have to determine whether the PM and indicators are fulfilled on the basis of
the existence of evidences. The assessment should involve minimal subjective “judgment” on the
part of the consultant or city – although some professional judgement is required in some cases. It
should, as far as possible, be “evidence-based” – i.e. performance is assessed on the basis of
identifiable (documentary) evidence provided by the cities. The Consultant will need to provide
evidence that conclusively and indisputably supports the assessment.
Coverage - The assessment shall cover 56 Program ULGs and 5 regional implementing agencies
(The Regional Bureaus of Urban Development, Housing and Construction (or NRS equivalent),
– DLI5, Office of the Regional Auditor General – DLI6, Regional Environmental Protection
Agency –DLI7, Regional Revenue Authority – DLI8 and Regional Public Procurement Agency –
DLI 9 in Amhara, Tigray, Ethiopian Somali and Afar. The 56 ULGs are:
Population CSA 2013

S/N Name of ULG Estimates

AMHARA REGION
1 Bahir Dar 198,909
2 Dessie 153,691
3 Gondar 264,964
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4 Kombolcha 75,078
5 Debre Brehan 83,479
6 Debre Markos 79,980
7 Debre Tabor 71,149
8 Finote Selam 33,162
9 Mota 33,500
10 Woldiya 59,046
New Cities (22)
1 Adet 24,532
2 Adis Zemen 20,620
3 Ayikel 21,105
4 Bati 21,385
5 Bichena 20,739
6 Buri 26,120
7 Chagni 29,731
8 Dangila 31,773
9 Debark 29,068
10 Dejen 27,682
11 Gendawuha 36,403
12 Hayik 49,389
13 Injebara 26,958
14 Kemise 24,852
15 Kobo 31,824
16 Lalibela 22,225
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17 Merawi 23,909
18 Mersa 20,632
19 Nefas Mewicha 25,108
20 Sekota 28,597
21 Shewa Robit 22,491
22 Wereta 27,159
Total Amhara (32 cities) 1,645,260
TIGRAY REGION
1 Mekelle 286,624
2 Adigrat 76,447
3 Axum 59,269
4 Shire Endaselassie 62,769
5 Adwa 53,763
6 Alamata 44,092
7 Humera 28,744
8 Wukro 40,103
New Cities (4)
1 Ablyl Adl 21,393
2 Korem 22,377
3 Maychew 31,088
4 Shiraro 23,013
Total Tigray (12 cities) 749,682
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SOMALI REGION
1 Jijiga (Somali) 152,674
New Cities (3)
1 Degehabur 36,419
2 Kebridehar 35,466
3 Gode 52,438
Total Somali (4 cities) 276,997
AFAR REGION
1 Samera/ Logiya (Afar) 25,209
New Cities (3)

1 Dubti 22,263
2 Asayta 24,286
3 Awash Sebat Kilo 22,513
Total Afar (4 cities) 94,271
OTHER REGIONS
1 Assosa (B. Gumuz) 40,686
2 Gambella (Gambella) 64,499
3 Harar (Harari) 112,781
4 Dire Dawa 269,134
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At the ULG level, the consultants will assess: performance against Minimum Access
Conditions (MACs) and also institutional performance improvements and infrastructure
investment performance. The key results areas include: (a) participation of citizens in planning
and budgeting, (b) fiduciary management, (c) assets management, (d) generation of own source
municipal revenues, (e) land management and urban planning, (f) delivery of new infrastructure
and services, and operation and maintenance of existing infrastructure and services, (g)
accountability and oversight systems, (h) job creation, (i) environmental and social safeguards
and (j) local economic development, urban resilience and gender mainstreaming.
At the regional level the consultants will assess: (1) the extent to which the regional ORAGs
have conducted timely audits of the ULGs final accounts (by January 7 of each financial year),
and verify the quality of audit reports; (2) the regional environmental protection agencies have
carried out the safeguards reviews/audits of ULGs in their jurisdictions before the start of the
APA in each year, including the quality of the review; (3) The Regional Revenue Authorities
have supported ULGs’ efforts to generate revenues; (4) the APA will finally check the extent to
which the regions have developed and executed capacity building plan; and 5) the extent to
which Regional Public Procurement Agencies have conducted timely procurement audits of
participating ULGs in their jurisdiction including quality of the procurement audits.
Related to the execution of the Capacity Building plan, the APA will verify that (i) regional
government teams are in place and are operating, and (ii) regional governments have adopted
service delivery standards (as issued by MUDHo) and issued those for the cities, and provided
guidance in implementation (reports).
Scoring Matrix: The Consultant will develop a simple computerized model into which the
Consultant will enter the (draft and final) scoring data resulting from the APA. The model will
calculate the allocations to be made to each of the 56 cities and the aggregated scores for each
DLI to identify whether and how much funds may be released. The computerized model should
facilitate linkage of results to the word documents and also easier consolidation and
analysis of results.
ULGs Signing-off on APAs: Before completing the assessment, the Consultant will be required
to present the draft assessment to executive representatives/officials of each city and region and
obtain their signed certificate of agreement to the assessment, documenting any justifications for
non-agreement.
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Strict adherence to the work plan agreed with the Client in the Final Inception Report is
important because the APA is an input to the process of deciding on allocation of funds and it
will have an impact on the ULG planning and budgeting process.
EXPECTED TIMING AND DURATION OF THE ASSIGNMENT
1st APA
It is expected that the contract will be signed not later than August 31, 2018 and the Consultant
will commence services not later than 1 st October 2018. The estimated implementation period for
the assignment is approximately 7 months over the period from 1 st October 2018 to April 2019.
Most of the field work is done during the period from October 1, 2018 to November 30, 2018 (8
weeks) with submission of preliminary draft reports by December 31, 2018 (excluding audit
results/scores) and Final Reports by April 29, 2019 (including audit results/scores).
2nd APA
It is expected that the contract will be signed not later than mid-July 2019 and the Consultant will
commence services not later than 1 st August 2019. The estimated implementation period for the
assignment is approximately 7 months over the period from 1 st August 2019 to February 29,
2020. Most of the field work is done during the period from August 1, 2019 to September 30,
2019 (8 weeks) with submission of preliminary draft reports by October 15, 2019 (excluding
audit results/scores) and Final Draft Reports by January 21, 2020 (including audit results/scores).
MAIN TASKS
Task 1, Inception Period – 2 weeks
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7. Data Collection & Review: Thoroughly review the documents that MUDHo and cities
will provide as part of the performance criteria. These documents include:
v. UIIDP Program Operational Manual Volume 1: Main Text, April 2018
w. UIIDP Program Operational Manual Volume 1I: Annexes, April 2018
x. UIIDP APA Guideline (APAG) (latest version), March 13, 2018
y. UIIDP Monitoring, Evaluation and Reporting System and Guidelines (Volume 1-

Federal; Volume 2 – Regional; Volume 3- Cities) (not yet issued)
z. UIIIDP Environmental and Social Management System Guideline (April 2018)
aa. UIIDP Resettlement System Guideline (April 2018)
bb. Capital Investment Plan Manual & Template (April 2018)
cc. Asset Management Manual, AMP Model & Template (June 2016)
dd. Revenue Enhancement Plan Manual & Template (May 2018)
ee. ULGDP II First Annual Performance Assessment for EFY 2007 Allocation to 44
cities. Final Report (September 2014)
ff. ULGDP II Second Annual Performance Assessment for EFY 2008 Allocation to 44
gg. ULGDP II Third Annual Performance Assessment for EFY 2009 Allocation to 44
hh. ULGDP II Fourth Annual Performance Assessment for EFY 2010 Allocation to 44
ii. ULGDP II Fifth Annual Performance Assessment for EFY 2010 Allocation to 44
cities. Final Report (May 2018)
jj. Cities’ annual and quarterly progress reports for EFY 2010 and EFY 2011. As part
of the preparations for the annual assessments, each city will complete and submit
to BWUD by July 31 of each year (and BWUD to MUDHo by August 7), an annual
progress report for the previous fiscal year).
kk. Cities prior year and current year capital investment plans/budgets, annual action
plans and annual procurement plans.
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ll. Cities revenue enhancement plans for prior year and current year.
mm. Cities asset inventories and asset management plans of prior year and current
year
nn. Cities external audit reports from previous EFYs (minimum 5 years back). If not
yet issued, cities’ most recent external audit reports, including recommendations for
improved performance.
oo. Cities Annual Procurement Plans and contracts register for the assessment periods.
pp. Other reference and operational documents as specified in the APAG.
8. Inception Report: The Consultant will prepare an Inception Report which presents the
details of the methodology for carrying out the assignment, a detailed work plan and
organization of the Consultant’s Team, amongst others (not more than 15 pages).
The work plan should include the planned schedule of all tasks to be performed and
describe in detail, the planned visit by the Consultant’s teams to each city and regions
including dates of visit, dates for introductory briefing and presentation of the
performance assessment to city executives, date for delivery of the various drafts of the
UIIDP Annual Performance Assessment etc.
On the organization of Consultant’s team, the Consultant is expected to form

Performance Assessment Teams (PATs) for conducting the assessment and field visits to
the 56 ULGs, clustering approximately into 4 zones/teams, or other suitable
arrangements. This should consider logistical reasons, putting ULGs from one region into
one team as well as to allow for carrying out of the assessments of the ULGs
simultaneously so as to meet the assignment’s timeline. The Consultant should detail the
team composition and how the teams and team members would be organized. This should
be discussed, agreed and finalized with the Client’s representative (Bureau Head,
UREFMFB, MUDHo).
The Draft Inception Report should be submitted within ten (10) days after the
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9. Approval of Inception Report: The Client will provide comments or feedback and
advise the Consultant whether the Inception Report is approved (within 3 days of
submission of the Inception Report).
10. ULG notification: Immediately following the approval of the Inception Report, the
Consultant will contact executive officials in each city government and regional BUDHo
officials to inform them of the dates for the APA to be undertaken in each city.
11. Certificate of Agreement Format: The Consultant will draft and submit, in
consultation with the Client, a form of Certificate of Agreement to the UIIDP Annual
Performance Assessment that will be signed by each City’s (and BUDHos) nominated
representative at conclusion of the APA for each City.
12. Mobilization: The Consultant will fully mobilize and train their team and make all
logistical preparations for carrying out the APA in the 56 cities and regions, as
according to the work plan.
Task 2: Annual Performance Assessment of 56 Cities and Regional Implementation

Agencies ( 8 weeks)
7. Introductory Presentation & Briefing with ULGs: Before commencing the APA in
each ULG, the Consultant will meet with the Regional Bureau of Urban Development
and Housing (BUDHo) representative, Mayor, City Manager, ULGDP Coordinator (and
any other city official nominated by the Mayor or City Manager) and:
f. Present the full Consultant’s team;
g. Brief the meeting as to the methodology to be followed;
h. Agree who will be the key informants at the city for each of the Consultant’s team/
performance criteria, what documentary evidence of performance is required and
when they will meet to agree on the assessment of performance.
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i. The date, time, place and who will be present for the wrap-up meeting (exit
conference) at which the Consultant will present the final agreed (with the relevant
City officials) preliminary APA (not more than 4 pages) and at which, following any
discussion and amendment of the preliminary APA, the Mayor, City Manager,
ULGDP Coordinator and Regional BUDHo representative will certify (attach
signatures) that they have received, discussed and agreed the preliminary APA and
any areas of disagreement.
j. The Consultant will take minutes of this meeting, including names of all persons
present, and will subsequently obtain the UIIDP Coordinator and BUDHo
representatives confirmation as to the accuracy and completeness of these minutes
8. Annual Performance Assessment:
Field Visits - The respective PATs will visit all 56 participating ULGs in their group of
ULGs and undertake the assessment process as per the APAG dated March 13, 2018. The
teams are expected to visit and spend minimally 4 days (inclusive of travelling time) in
each ULG and approximately 2 days (as required) in each of the 8 participating regional
implementing agencies to carry out the assessment. This will be carried out by the PATs
in the manner as agreed in the Inception Report.
Assessment - The Consultant’s teams will then carry out the APA exercise according to
the detailed procedures in the APAG. Teams will meet the assigned city/regional
officials, securing documents as evidence of performance achieved, carrying out
inspections and investigation through sub-project site visits to verify the authenticity of
the performance as necessary; requesting and documenting reasons or justification for
specific under/over performance; meeting together to check/integrate results and
coordinate activities and preparing the preliminary APA for the city and region.
9. Wrap-Up Meeting: The APA for each city will be completed with a Wrap-Up working
session. The Consultant will take minutes of this meeting and will subsequently obtain
the UIIDP Coordinator and BUDHo representative’s confirmation as to the accuracy and
completeness of these minutes. The Consultant’s team will present the First Draft
Performance Assessment for the City, consisting of:
e. A brief written description of the Performance Assessment for each of the DLIs and
performance criteria described in the APAG – not more than 1 page; describing: a)
any difficulties encountered in determining the assessment; and b) any reasons,
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explanations or justifications provided by the City for any over or under
performance;
f. A summary table of the performance assessment;
g. The list of documents that verify the performance assessed; and
h. The Certificate of Agreement to the UIIDP APA.
10. Provision of Documents: The Consultant will provide four copies of First Draft
Performance Assessment and Certificate of Agreement, to the City representatives; 1
copy to the Regional BUDHo representatives and 2 further copies with original
signatures in their full draft APA for submission to the Client with a copy to the World
Bank.
11. Client intervention: The Consultant will inform the Client, by email, when the First
Draft Preliminary APA is agreed and the signed Certificate of Agreement is secured.
Should the Consultant be unable to secure a signed Certificate of Agreement, they will
inform the Client’s representative within 24 hours and agree what follow-up action will
be taken and by whom.
12. The Consultant will submit to MUDHo, within 7 days of completion of the field work
visits for all the 56 cities, a Consolidated Field Work Report showing 56 cities and
regions visited and dates thereof, any challenges and problems encountered and
Task 3: Submission of APA Reports
First Draft Preliminary Reports (excluding audit results/scores)
The Consultant will produce the First Draft Preliminary APA synthesis report and individual city
reports as per the format in the APAG, and submit all reports simultaneously to MUDHo and
World Bank by not later December 31, 2018 for 1 st APA and not later than October 15, 2019 for
2nd APA.
Second Draft Preliminary Reports (excluding audit results/scores)
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A Quality Assurance Review organized by the World Bank will be conducted based on the first
draft preliminary APA report from January 15 – February 28, 2018 (1 st APA) and October 16-
November 30, 2019 (2nd APA) or once the report has been received. The QAR will communicate
its findings to MUDHo. MUDHo will communicate to the Consultant the QAR findings. The
consultants will address and incorporate comments and necessary amendments as well as
incorporate audit results/scores that will be available for all 56 cities by January 07, 2018. The
consultant will prepare and submit simultaneously to MUDHo and World Bank the revised and
good quality Second Draft preliminary individual city reports for the 56 cities and the Second
Draft Preliminary Synthesis Report by March 15, 2019 (1st APA) and December 10, 2019 (2nd
APA).
Third Draft Preliminary Reports,
The Second Draft Preliminary Reports are then verified jointly by the World Bank and MUDHo
to check whether all comments have been incorporated. Comments on the Second Draft Reports
will be provided to the Consultant by March 22, 2019 (1st APA) and December 17, 2019 (2nd
APA).
The Consultant will incorporate the comments from the second round into the Third Draft
Preliminary Reports for each ULG and the Third Draft Preliminary Synthesis Report. These
Third Draft Preliminary APA Reports will be submitted simultaneously to MUDHo and World
Bank by not later than March 31, 2019 (1 st APA) and not later than December 24, 2019 (2 nd
APA). MUDHo will share the third draft with ULGs and Regions which will have 14 days to
submit complaints, if any. The APA Complaints Resolution Committee (APACRC) will consider
all complaints received and make recommendations on changes to be made by the APA
Consultants.
Final Draft 1st and 2nd APA Reports (including audit results/scores)
The APA Consultants will submit simultaneously to MUDHo and World Bank by not later than
April 29, 2019 (1st APA) and January 21, 2020 (2 nd APA), the Final Draft Reports
incorporating changes which they consider justified and provide a report on changes made and
not made (with justification). The UIIDP Federal Technical Subcommittee (FTSC) will verify the
APA results and complaints resolution and submit its recommendations to the UIIDP Federal
Steering Committee (FSC) by not later than May 2, 2019 (1st APA) and not later than
February 5, 2020. The APA results will be formally reviewed and approved by the FSC,
reviewed and endorsed by the World Bank not later than May 15, 2019 (1st APA) and
February 15, 2020 (2nd APA).
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Final 1st and 2nd APA Reports (including audit results/scores)
The APA Consultant will incorporate the final changes and endorsement of the World Bank of
the APA results and allocations and submit the Final ULG and Synthesis APA Reports by not
later than May 22, 2019 (1st APA) and February 22, 2020 (2nd APA).
MUDHo will distribute the Final ULG and Synthesis APA Reports to all regions and will also
officially notify them of the final allocations approved by the World Bank.
Task 4: Workshop
Following distribution to regions of the Final ULG and Synthesis APA Reports and notification
of Allocations/Disbursements by MUDHo, the UREFMFB (MUDHo) will arrange a 1-day
workshop in May 2019 (1st APA) and in February 2020 (2nd APA), at a venue to be determined,
for the presentation of the findings from the final APA.
The Consultant will make the main presentation of their results which should take no more than 3
hours. The format for the workshop will be advised to the Consultant in due course. The
Consultant will not include the workshop costs in their financial proposal. The workshop
participants are not yet identified but are likely to be approximately 300, with representatives
from each UIIDP participating ULG, Regional States, MUDHo, MOFEC and other federal
agencies, as well as the World Bank, other development partners, the press, etc.
The workshop objectives are to discuss the findings and results of the APA with all stakeholders
and to mobilize all stakeholders, UIIDP implementing agencies and interested parties in support
of and in identifying further actions required to successfully implement the UIIDP and improve
performance of the ULGs;
The Consultant will within 5 calendar days of the end of the workshop, prepare a brief workshop
report, containing: any presentations made at the workshop, a list of workshop participants
(name, position, telephone, email), identification of any issues arising at the workshop that
require follow-up or that either affect decision as to UIIDP disbursements, or the conduct of
future APAs.
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Format for APA report, and summary sheet for each City: For each round of APA draft reports,
the Consultant will produce an overall synthesis report and individual city reports capturing the
findings of all cities, and with an executive summary. The reports should capture strengths and
weaknesses on each performance measures for each city and regional implementation agency.
The reports need to be of sufficient high quality, as deemed satisfactory by the client. The
Consultant will use the reporting format provided in the APAG. Any suggested changes for
improving the reporting format will need to be cleared by the Client. All reports will be produced
in English.
In summary, the assignment should proceed according to the following timetable:
Schedule for 1st APA of UIIDP: Allocations for DLIs 1-4 & DLIs 5-9 for EFY 2012 (2019/20)
By End of August 2018 Independent APA consultants engaged and onboard
October 1, 2018 APA commences – data collection in the field.
By November 30, 2018 APA consultant completes all field assessments, including minimum
conditions and performance measures (DLIs 1–4), (including value for
money audit).
For 73 new cities, only Minimum Conditions will be assessed and VfM
Audit is waived for this first round. The APA also assesses the result for
regions against DLI 5–9.
By December 31, 2018 APA consultant completes and submits first draft Preliminary APA reports
and draft Preliminary Synthesis Report (excluding the audit results for the
ULGs) to MUDHo as well as to the World Bank.
January 15 – February 28, Conduct Quality Assurance Review (World Bank); Quality Assurance
2019 Review comments and findings to inform APA ready by no later than
February 15, 2019 and TC review findings for consistency by February 28,
2019.
By February 28, 2019 MUDHo provides indicative allocations for EFY 2012 (2019/20) to all
regions for all 117 cities to start the capital investment planning process.
By March 15, 2019 APA team incorporates QAR comments and submits second draft
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Preliminary APA reports and draft preliminary synthesis report (including

audit results for ULGs) simultaneously to MUDHo and World Bank.
By March 31, 2019 Review by MUDHo and Bank, and APA team reconcile comments received,
into the third draft Preliminary report produced by the APA team and
submitted simultaneously to World Bank and MUDHo.
By April 1, 2019 MUDHo shares the third draft report with ULGs /Regions which have 14
days for submitting complaints, if any
By April 15, 2019 ULGs/Regions submit their complaints.
By April 22, 2019 Review by the APA Complaints Resolution Committee (APACRC) of
ULG/Regions’ complaints
Reconciliation between complaints and APA findings (APACRC)
Recommendations from the APACRC on changes to be made by the APA

team.
By April 29, 2019 Final draft APA report for each ULG/region and the Final Draft Synthesis
Report as well as report on changes made and not made (with justification)
by APA team, submitted to World Bank and MUDHo
By May 2, 2019 Final Verification of the APA results by the UIIDP Federal Technical
Committee (FTC)
By May 15, 2019 Formal review and approval of results by the FSC; review and endorsement
by World Bank (for the coming FY’s allocations to ULGs)
By May 22, 2019 Final APA report for each ULG/region and the Final Draft Synthesis Report
incorporating changes and endorsement by the World Bank.
By May 31, 2019 Final Results and Allocations announced and workshop with regions and
ULGs held.
In June 2019 ULG budgeting process for 2019/20 continues based on actual allocations.
By June 30, 2019 Submission of CIPs, REPs and AMPs by ULGs to regions for approval
By July 15, 2019 Approval of CIPs, REPs and AMPs by regions
July 15, 2019 Start of implementation of CIPs by ULGs
By June 30, 2019 World Bank disburse to MOFEC the full amount.
In July 2019 50 percent of the allocations disbursed to Regions and ULGs.
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In January 2020 50 percent of annual allocation disbursed to Regions and ULGs.
Schedule for 2nd APA of UIIDP: Allocations for DLIs 1-4 and DLIs 5-9 for EFY 2012 (2019/20)
Date Activity
(Gregorian
Calendar)
By mid-July Independent APA consultants engaged and onboard
Early August APA commences – data collection in the field.
By September 30 Complete all field assessments, including minimum conditions and performance
measures (DLIs 1–4), (including value for money audit). The APA also assesses the
result against DLI 5–9.
By October 15 APA consultant completes and submits first draft Preliminary APA reports and draft
Preliminary Synthesis Report (excluding the audit results for the ULGs) to MUDHo as
well as to the World Bank.
October 16- Conduct Quality Assurance Review (World Bank); Quality Assurance Review
November 30 comments and findings to inform APA ready by no later than November 25 and TC
review findings for consistency by November 30.
By December 10 APA team completes and submits second draft Preliminary APA reports and draft
preliminary synthesis report (excluding the audit results) and share with MUDHo and
World Bank.
By December 24 Review by MUDHo and Bank, and APA team reconcile comments received, into the
third draft report produced by the APA team.
By December 25 MUDHo shares the third draft report with ULGs /Regions which have 14 days for
submitting complaints, if any
By January 8 ULGs/Regions submit their complaints
By January 15 APA consultant: Incorporate audit results in the APA.
Review by the APA Complaints Resolution Committee of ULG/Regions’ complaints
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Reconciliation between complaints and APA findings (Complaints Committee)
Recommendations from the Complaints Committee on changes to be made.
By January 21 Final draft APA report for each ULG/region and the Final Draft Synthesis Report as
well as report from the Complaints Committee on changes made by APA team,
submitted to World Bank and MUDHo
By February 5 Final Verification of the APA results by the UIIDP Federal Technical Committee
(FTC)
By February 15 Formal review and approval of results by the FSC; review and endorsement by World
Bank (for the coming FY’s allocations to ULGs)
By February 28 Allocations announced and workshop with regions and ULGs held.
In March ULG budgeting process for 2019/20 starts, based on actual allocations
By June 30 Submission of CIPs, REPs and AMPs by ULGs to regions for approval
By July 15 Approval of CIPs, REPs and AMPs by regions
July 15 Start of implementation of CIPs by ULGs
By June 30 World Bank disburse to MoFEC the full amount
In July 50 percent of the allocations disbursed to Regions and ULGs
In January 50 percent of annual allocation disbursed to Regions and ULGs
REPORTS AND DELIVERABLES
(m) Draft Inception Report: Not more than 15 pages and within ten (10) days of
commencement of services. Containing: methodology for carrying out the assignment
(where this is different from or additional to the Consultant’s Technical Proposal); detailed
work plan for the visit by the Consultant’s teams to each city; date for delivery of various
drafts of Annual Performance Assessment and reports; consultants’ team organization;
(n) Final Inception Report after incorporation of MUDHo comments by not later than 3
calendar days after receipt of the comments.
(o) Introductory Presentation & Briefing with ULGs and minutes of meetings;
(p) Wrap-Up Meeting with ULGs, Certificate of Agreements and minutes of meetings;
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(q) First Draft Performance Assessment for each city, presented to the city at the conclusion of
the assessment for that city.
(r) Consolidated Field Work Report to MUDHo showing cities and regions visited and dates
thereof, any challenges and problems encountered and recommendations for future field
work/visits, within 7 days of completion of the field works visits for all the 56 cities. The
consultant shall submit (3) hard copies of the report as well as two (2) soft copies on CD.
(s) First Draft Preliminary Annual Performance Assessment Synthesis Report and
Individual City Reports submitted simultaneously to MUDHo and World Bank by not later
December 31, 2018 for 1st APA and not later than October 15, 2019 for 2nd APA.; The
Consultant shall submit only soft copy by email and on CD (two copies to MUDHo and one
copy to World Bank).
(t) Second Draft Preliminary Annual Performance Assessment Synthesis Report and
Individual City Reports submitted simultaneously to MUDHo and World Bank by March
15, 2019 (1st APA) and December 10, 2019 (2nd APA). after receipt and incorporation of
QAR comments; The Consultant shall submit only soft copy email and on CD (two copies to
MUDHo and one copy to World Bank).
(u) Third Draft Preliminary Annual Performance Assessment Synthesis Report and
Individual City Reports, Incorporating Second Round Comments from MUDHo and
World Bank) submitted simultaneously to MUDHo and World Bank by not later than
March 31, 2019 (1st APA) and not later than December 24, 2019 (2nd APA). The Consultant
shall submit only soft copy by email and on CD (two copies to MUDHo and one copy to
World Bank).
(v) Final Draft Annual Performance Assessment Synthesis Report and Individual City
Reports as well as report on changes made and not made (with justification) submitted
simultaneously to MUDHo and World Bank not later than April 29, 2019 (1st APA) and not
later than January 21, 2020 (2nd APA). The Consultant shall submit only soft copy by email
and on CD (two copies to MUDHo and one copy to World Bank).
(w) Final Annual Performance Assessment Synthesis Report and Individual City Reports
incorporating the final changes and endorsement of the World Bank. submitted
simultaneously to MUDHo and World Bank not later than May 22, 2019 (1st APA) and not
later than February 22, 2020 (2 nd APA). The consultant shall submit three (3) hard copies
of each report as well as two (2) soft copies on CD.
(x) Brief Workshop Report within 5 calendar days of the end of the workshop. The Consultant
shall submit three (3) hard copies of the report as well as two (2) soft copies on CD.
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TEAM COMPOSITION AND QUALIFICATIONS
The description of the Consultant’s team is provided below
It is expected that the Consultant will provide:
 An overall team leader/manager and deputy team leader/manager for the entire
assignment, who will be responsible for overall management of the entire assignments
and its four APA teams, logistical arrangements; communication with the Client and key
stakeholders; quality control of team members work; coordination and integration of
Consultant’s inputs and outputs; data analysis using the latest data analysis software
packages and production of the reports and deliverables that are consistent, reliable,
concise, readable and clear in their findings and presentation of APA results.
 Four Performance Assessment Teams (PATs). It is estimated that four PATs will be
formed based on the calculation that the APA for each city will require approximately
two day’s work for each team, depending on the size of the ULG and other factors
affecting work rates. On this basis and assuming a 5-day working week, with travel on
Saturday and Sundays, it is expected that, during the 60 calendar days’ assessment
period, each team can carry out the assessment of approximately 15 ULGs. There should
be two teams for Amhara ULGs (32), one team for Tigray (12 ULGs). The fourth team
will cover Ethiopian Somali (4 ULGs), Afar (4 ULGs), Assosa, Gambella, Dire Dawa &
Harar. Each PAT should have a team leader, responsible for coordination and
communication with the overall team leader/manager for the assignment.
 Logistics, Transport, Subsistence Allowances etc. The consultant will be responsible

for all logistical, subsistence allowances for the consultant staff and all transport costs for
both the consultant staff participating in the assessment process.
The arrangements proposed in detail will be included in the Consultant’s Technical Proposal.
Clearly the size and complexity of different ULGs; whether they participated in the ULGDP1
and/or ULGDP II; regional language usages and familiarity with different regions; as well as the
logistical arrangements are among the factors the Consultant will need to take into account in
selecting and directing their APA teams.
Each Performance Assessment Team (PAT) is likely to consist of at least 9 team members as
follows:- Performance Assessment Team Leader (a proven leader chosen from the 9 team
members below and specialist in any of the main disciplines i.e. (i) Financial Management; (ii)
Municipal Finance Specialist; (iii) Procurement Management Specialist; (iv) Environmental
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Management Specialist; (v) Social Development Specialist (vi) Municipal
Infrastructure/Engineer/Asset Management Specialist; (vii) Urban Planning/Land Management
Specialist; (viii) Gender Specialist; and (ix) Local Economic Development Specialist.
A minimum of 10 years work

Overall Team A minimum of MBA, MA or
experience out of which 6
Leader/Manager M.Sc. Degree in Urban
years were in a management
Management, Urban
position. Previous leadership
Development, Urban
of multi-disciplinary
Planning, Physical Planning,
consultancy teams as a Team
Urban Design, Architecture,
Leader or Project
Engineering (Civil,
Manager/Director is essential.
Municipal, Sanitary,
Strong interpersonal, analytic,
Structural, Water,
Transportation), Construction
Management, Construction
Technology, Geotechnical
Engineering, Economics,
Development Economics,
Public Administration or
Public Finance or related
disciplines
Overall Deputy Team A minimum of MBA, MA or A minimum of 10 years work

Leader M.Sc. Degree in Urban experience out of which 6
Planning, Physical Planning, years in a management
Urban Design, or related position. Substantial
disciplines experience and substantial
expertise in data collection,
data analysis using the latest
data analysis software
packages and presentation is
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required. Strong
interpersonal, analytic,
Financial Management A minimum of MBA, MA or A minimum of 10 years work

Specialist M.Sc. Degree in Accounting, experience out of which 5
Finance, Municipal Finance, years in public financial
Business Administration, management
Urban Management,
Municipal Financial
Management, Public Financial
disciplines
Municipal Finance Specialist A minimum of MBA, MA or A minimum of 10 years work

M.Sc. Degree in Economics, experience out of which 5
accounting, finance, years in municipal finance.
municipal finance, business
administration, urban
management,
Procurement Management A minimum of MBA, MA or A minimum of 10 years’

Specialist M.Sc. Degree in Procurement, work experience out of which
Procurement & Supply Chain five years in procurement
Management, Public management. The consultant
Procurement &Asset should be familiar with
Management, Commerce, Ethiopian Government
Marketing Management, procurement laws, directives,
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Economics, Engineering, guidelines & procedures.

Law, Accounting, Financial
disciplines with a professional
qualification in procurement.
Environmental Management A minimum of MA or M.Sc. A minimum of 10 years work

Specialist Degree in Environmental experience out of which five
Science, Environmental years in environment
Engineering, Natural management
Resources Management,
Environment and
Development, Environmental
environmental management
engineering, or related
disciplines.
Ethiopian Government
environment management
laws, guidelines &
procedures. Knowledge of the
Ethiopian legal instruments
for environmental impact
assessment is an advantage
Social Development A minimum of MA or M.Sc. A minimum of 10 years work

Specialist Degree in Sociology, experience out of which five
Psychology, Social Work, years in social management.
Social Development, Social
Anthropology, Community
Development or related
social management
disciplines.
Ethiopian Government social
management laws, guidelines
& procedures. Knowledge of
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the Ethiopian legal

instruments for resettlement
and compensation is an
advantage.
Municipal Infrastructure A minimum of M.Sc. Degree A minimum of 10 years work

Engineer/ Asset in Civil Engineering, experience out of which five
Management Specialist Municipal/Urban years in infrastructure asset
Engineering, , Sanitary management areas.
Engineering, Structural
Engineering, Infrastructure
Engineering, Geotechnical
Engineering, Building
Technology, Construction
Technology and Management,
, Geodesy, Surveying or GIS
or urban planning or related
disciplines
Urban Planning/Land A minimum of M.Sc. Degree A minimum of 10 years work

Management Specialist in Urban Planning, experience out of which five
Architecture, town planning, years in urban planning and
regional planning, urban land management.
local) and regional planning
(studies) land management or
related disciplines.
Gender Specialist A minimum of MA or M.Sc. A minimum of 10 years work

Degree in Women & Gender experience out of which three
Studies, Sociology, years on gender equality and
Psychology, Social Work, other social issues that affect
Social Development, Social women.
Psychology or related
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disciplines The consultant should be

familiar with World Bank and
Ethiopian Government gender
guidelines and procedures.
Local Economic A minimum of MBA, MA or A minimum of 10 years work

Development (LED) M.Sc. Degree in Economics experience out of which 5
Specialist or Development Economics, years on local and regional
Urban Management or related economic development,
disciplines, private sector development,
socio, economic and labour
market analysis
All team members provided should have a solid professional background in the areas to be
addressed, which apart from the specific expertise described in the previous paragraph, would
include performance assessment and evaluation, and program management. It is advisable that
the team should have members or counterpart team members who are conversant with the local
official language, Amharic, since most of the work involves interacting with regional and city
officials.
There should not be former MUDHo, UREFMFB, BUDHo or ULG staff involved in the APA as
part of the Consultant’s team (within the last three years). Personnel involved should be at “arm’s
length” from any previous involvement with related ULGDP II/UIIDP or city activities.
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PROPOSAL EVALUATION CRITERIA
Technical Proposal Scoring Criteria Points
1 Consultant’s Specific Experience to Performance the Assessment 10
2 Approach and Methodology Used to Conduct Annual Performance 30

Assessment
2.1 Approach and Methodology 18
2.2 Work Plan 6
2.3 Organization and Staffing 6
3 Consultant’s Team (CVs) 60
3.1 Team Leader 12
3.2 Deputy Team Leader 6
3.3 Financial Management Specialist #4 5
3.4 Municipal Finance Specialist#4 5
3.5 Procurement Management Specialist #4 5
3.6 Environmental Management Specialist#4 5
3.7 Social Development Specialist#4 4
3.8 Infrastructure Engineer/ Asset Management Specialist#4 5
3.9 Urban Planning/Land Management Specialist#4 5
3.1 Gender Specialist#4 4

0
3.1 Local Economic Development Specialist#4 4

1
Total 100
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The weights given to the Technical and Financial Proposals are: Technical = 0.80 and Financial =
0.20
The technical evaluation pass score to proceed to the next stage of the evaluation in 75 points.
PAYMENT SCHEDULE
The payment schedule shall be:
 First Payment - Advance Payment of 20% (twenty percent) of the contract

price shall be paid following contract signature against the submission of an
invoice accompanied by an acceptable unconditional bank guarantee for the
amount of the advance payment. Bank guarantee will only be released after the
end of the assignment. The advance will be deducted from each of the following
payments proportionally i.e. at the same percentage as the payment.
 Second Payment - 20 percent of the lump sum amount shall be paid upon
approval of the Final Inception Report that incorporates comments from the
client and includes revised methodology, work program and schedule of field
visits.
 Third Payment - 20 percent of the lump sum amount shall be paid upon
completion of desk study, field visit and completion of data collection with
submission of consolidated Field Work Report to MUDHo showing 56 Cities and
Regions visited and dates thereof, any challenges and problems encountered and
 Fourth Payment - 25 percent of the lump sum amount shall be paid upon
submission of Final Draft Reports.
 Fifth and Final Payment – 35 percent of the lump sum amount shall be paid upon
submission and approval of all Final Reports and deliverables including
workshop reports containing all presentations made, and a summary of
recommendations and agreements reached.
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MANAGEMENT OF ASSIGNMENT AND DOCUMENTS TO BE PROVIDED BY
MUDHo
The MUDHo is the client for this work. In terms of performance and deliverables, the Consultant
will carry out the assignment under the direction of and report to the Bureau Head, Urban
Revenue Enhancement, Fund Mobilization, and Finance Bureau (UREFMFB), MUDHo. As the
agency responsible for the overall coordination of UIIDP, the Bureau Head, UREFMFB will sign
the contract with the consultants on behalf of MUDHo and UREFMFB will be responsible for all
payments to the Consultant. In addition, as mentioned earlier, a quality assurance system will be
put in place, in addition to the system applied by the contracted company, to ensure full
objectivity of the annual performance assessments.
The Client will provide to the Consultant at the commencement of the assignment with any key
documents deemed relevant to the Consultant’s scope of service. Other relevant documents will
be made available as necessary.
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3. TOR for UIIDP Annual Performance Assessment Complaint
Resolution Committee (APACRC)
URBAN INSTITUTIONAL AND INFRASTRUCTURE

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE
FOR
ANNUAL PERFORMANCE ASSESSMENT COMPLAINTS

RESOLUTION COMMITTEE
(APACRC)
Page | 89
Final Draft, March 10, 2018
Page | 90
1. Introduction and Background

(o) enhanced citizen participation and engagement in ULG planning and budgeting;
(p) increased own source revenue at the ULG level;
(q) improved infrastructure, service delivery, O&M systems;
(r) improved efficiency and effectiveness in fiduciary management;
(s) Improved environmental and social management and safeguards; and
(t) strengthened accountability and oversight systems; and
(u) strengthened ULG resilience, improved local economic development (LED) and enhanced
(k) People provided with improved urban living conditions under the UIIDP [corporate
indicator].
(l) Cities with improved livability, sustainability, and management [corporate indicator].
(m) Composite institutional performance of participating ULGs, averaged across all cities.19
(n) Composite performance for achievement urban infrastructure and service targets,
all cities.
(o) Composite performance for achievement of LED targets, averaged across all cities
Program Duration
19
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20
Page | 92

(IDA)

(AFD)
Window 1 for PforR:

21
Page | 93
Window 2 for IPF:
phasing in of the new ULGs in the first FY) has been assessed to be the optimal level of
funding.22 As a core principle, the per capita amount would at least maintain the similar level as at
the start of the ULGDP II to ensure minimum level of incentives and meaningful infrastructure
and services investments. The size of this performance grant has been determined considering
various factors such as international good practice (from an expanding number of countries with
positions.
22
Page | 94

Protocols
POM)

Program funding;
inclusive manner;
23
the POM.
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areas.
social management.

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the IPF.
Page | 97
In terms of the Annual Performance Assessment Guideline (APAG), where a ULG or Region is
not satisfied with the outcome of the assessment, a complaint should be submitted to the
UREFMFB, MUDHo not later than two weeks following receipt of notification of official scores.
When submitting the complaint, the ULG/Region must enclose any relevant documentation in
support of the issues in question. A UIIDP APA Complaints Resolution Committee will review
and examine the complaint and recommend action to be taken on the complaints.
Based upon the report from the Complaints Resolution Committee, the APA Consultants will
either incorporate changes which they are convinced are justified and provide reasons on those
changes not accepted . The APA Consultants will submit simultaneously to MUDHo and World
Bank, the Final Draft Reports incorporating changes which they consider justified and provide a
report on changes made and not made (with justification). The UIIDP Federal Technical
Subcommittee (FTSC) will verify the APA results and complaints resolution and submit its
recommendations to the UIIDP Federal Steering Committee (FSC). The APA results will be
formally reviewed and approved by the FSC, reviewed and endorsed by the World Bank. The
Page | 98
APA Consultant will incorporate the final changes and endorsement of the World Bank of the
APA results and allocations and produce the Final ULG and Synthesis APA Reports. MUDHo
will distribute the Final ULG and Synthesis APA Reports to all regions and will also officially
notify them of the final allocations approved by the World Bank.
The examination of the complaint will lead to one of the following results:
1. Correction of errors
2. Re-assessment in case of laxity by the assessment team
3. Rejection of the complaint
Objective of the APA Complaints Resolution Committee
To receive and review complaints submitted by regions and ULGs regarding the annual
performance assessments conducted under the UIIDP and to make recommendations on the
resolution of the complaints to the Federal Technical Committee.
Composition of the APA Complaints Resolution Committee
(a) Chairman: Bureau Head, Policy and Program Bureau, Ato Mohammedzeyen Kedir
(b) Member: Representative, Ethiopian Cities Association, Ato Sissay Dejene
(c) Member: UIIDP Coordinator, Ministry of Finance & Economic Cooperation, Ato Ababu
Tadesse
(d) Member: Independent Expert in area of concern (as and when required)
(e) Secretary: Program Coordinator, UIIDP
The Secretary will assist the Chairman in convening meetings, circulate Agendas, prepare
Attendance Register and take minutes of meeting. The Technical Advisor, UIIDP will
provide technical support to the Committee.
Functions of the APA Complaints Resolution Committee
(a) Literature review all relevant documents and manuals including:-

i. UIIDP Program Appraisal Document (PAD)
ii. UIIDP Program Operational Manual (POM)
iii. UIIDP Annual Performance Assessment Guideline (APAG)
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iv. UIIDP Asset Management Plan (AMP)Manual
v. UIIDP Capital Investment Planning (CIP) Manual
vi. UIIDP Revenue Enhancement Plan (REP) Manual
vii. UIIDP Environmental and Social Management System Guideline (ESMSG)
viii. UIIDP Resettlement System Guideline (RSG)
(b) Receive from the Chairman of the UIIDP Technical Committee the complaints submitted
by ULGs and regions, review and examine the complaint.
(c) The Committee has power to request any additional documents from the ULG, region,
MUDHo, APA Consultants or any other relevant entity that will assist it in its
examination and determination of a complaint and recommend action to be taken on the
complaints.
(d) The Committee has power to instruct any official from the ULG, region, MUDHo, APA
Consultants or any other relevant entity to appear before the Committee (if so required) to
give evidence.
(e) Provide an opportunity to the APA Consultants to reconsider any evidence that may not
have been considered properly or may been missed. The APA Consultants will either
incorporate in revised reports changes which they are convinced are justified and
provide reasons on those changes not accepted.
(f) Based on the evidences submitted by the regions/cities and the responses from the APA
Consultant, make a determination on each complaint and provide the grounds upon which
the determination is made.
(g) Submit a report on the determination, and ground upon which this is based, of all the
complaint cases to the Chairman of the UIIDP Federal Technical Committee (Bureau
Head of Urban Revenue Enhancement, Fund Mobilization and Finance Bureau) not later
than 14 days from the date on which the complaints were submitted to the Committee by
the Chairman of the UIIDP Federal Technical Committee.
Deliverables of the Committee
1.1. Minutes of Meeting and Attendance Registers.

1.2. Report of the Committee on determination of complaint cases.
Meetings of the Committee
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(a) The Committee shall meet, as often as necessary, within 7 calendar days after receipt of
complaint cases from the Chairman of the UIIDP Technical Committee.
(b) The Committee is required to make a determination of all complaint cases within 7
calendar days from receipt of the cases.
(c) Three members of the Committee present at any scheduled meeting or at one called by
the Chairman will constitute a quorum.
(d) The Deputy Chairman of the Committee shall be the Representative of the Ethiopian
Cities Association who will act for the Chairman in his absence.
(e) The Chairman may also call any person (s) to attend meetings of the Committee as and
when required.
(f) Decisions of the Committee shall be agreed, to the extent possible, by consensus of all
Voting Members. In the event of consensus not being reached, the matter shall be put to
the vote and shall be decided by simple majority. In the event of a hung vote on any
matter, the Chair’s vote shall carry. In the event that a member is not present at a
meeting at which a decision is to be made, he/she may send in advance of the meeting,
his/her views on any matter on the agenda, and his/her vote should it come to a vote, to
the meeting by written notice to the Chairman which shall be received by and read out
aloud to the meeting by the Chairman.
Note: The Committee Members (except UIIDP Coordinator) will be paid sitting allowance at
the same rate and conditions as the UIIDP Federal Technical Committee.
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4. Organization, Staffing & TORs for Federal Mobile Team


DEVELOPMENT PROGRAM
(UIIDP)
ORGANIZATION AND TERMS OF REFERENCE FOR

FEDERAL MOBILE TEAM (FMT)
Page | 102
Final Draft after WB review/comments, March 26, 2018
Contents
ORGANIZATION, STAFFING & TORs FOR UIIDP UNIT/FEDERAL MOBILE TEAM..............78
STAFFING OF THE FEDERAL MOBILE TEAM............................................................................78
TERMS OF REFERENCE FOR PROGRAM COORDINATOR.......................................................81
TERMS OF REFERENCE FOR DEPUTY PROGRAM COORDINATOR.......................................86
TERMS OF REFERENCE FOR PROJECT ENGINEER...................................................................91
TERMS OF REFERENCE FOR MUNICIPAL FINANCE SPECIALIST..........................................96
TERMS OF REFERENCE FOR FINANCIAL MANAGEMENT SPECIALIST.............................100
TERMS OF REFERENCE FOR ENVIRONMENTAL MANAGEMENT SPECIALIST................104
TERMS OF REFERENCE FOR SOCIAL DEVELOPMENT SPECIALIST...................................109
TERMS OF REFERENCE FOR INFRASTRUCTURE ASSET MANAGEMENT SPECIALIST

...........................................................................................................................................................113
TERMS OF REFERENCE FOR LAND MANAGEMENT SPECIALIST.......................................117
TERMS OF REFERENCE FOR URBAN PLANNING SPECIALIST.............................................121
TERMS OF REFERENCE FOR PLANNING, BUDGETING & PARTICIPATION

SPECIALIST.....................................................................................................................................125
TERMS OF REFERENCE FOR MONITORING & EVALUATION SPECIALIST........................129
TERMS OF REFERENCE FOR UIIDP PROGRAM ACCOUNTANT (MoFEC)...........................132
Page | 103
TERMS OF REFERENCE FOR PROCUREMENT MANAGEMENT SPECIALIST.....................135
TERMS OF REFERENCE FOR CAPACITY BUILDING SPECIALIST........................................141
TERMS OF REFERENCE FOR LOCAL ECONOMIC DEVELOPMENT (LED) & JOB

CREATION SPECIALIST................................................................................................................145
TERMS OF REFERENCE FOR URBAN RESILIENCE & DISASTER RISK MANAGEMENT

SPECIALIST.....................................................................................................................................150
TERMS OF REFERENCE FOR GENDER SPECIALIST................................................................155
TERMS OF REFERENCE FOR INFORMATION TECHNOLOGY (IT) SPECIALIST.................160
Page | 104
ORGANIZATION, STAFFING & TORs FOR UIIDP
UNIT/FEDERAL MOBILE TEAM
UIIDP UNIT/FEDERAL MOBILE TEAM
The UIIDP Unit/Federal Mobile Team (FMT)will have 32 staff comprising a Program
Coordinator, Deputy Program Coordinator and 30 professional staff in various disciplines
supported by a Technical Advisor (long term international consultant). There will also be three
short term advisors on revenue enhancement, asset management and land management. The Unit
will have adequate support staff and facilities in order to fulfil and efficiently discharge its
functions so as to achieve the UIIDP program development objective, key results, DLIs and
performance indicators. The Table below provides the staffing of the FMT.
STAFFING OF THE FEDERAL MOBILE TEAM

Number of positions
Specialization
Existing UIIDP
Program Coordinator 1 1
Deputy Program Coordinator - 1
Procurement Management Specialist 2 2
Environment Management Specialist 2 2
Social Development Specialist 2 2
Project Engineers 7 8
Monitoring and Evaluation Specialist 1 2
Urban Planning Specialist 1 1
Infrastructure Asset Management Specialist 1 2
Land Management Specialist 1 1
Municipal Finance / Revenue Specialist 2 2
Budgeting, Planning and Participation Specialist 1 1
Local Economic Development (LED)& Job Creation Specialist - 1
Urban Resilience/Disaster Risk Management Specialist - 1
Capacity Building Specialist - 1
Page | 105
Gender Specialist - 1
Information Technology (IT) - Specialist - 1
Financial Management Specialist 1 1
Program Accountant - MoFED 1 1
Total 23 32
Page | 106
The main tasks of the UIIDP Unit/FMT are:
 Overall responsibility for day-to-day coordination and management of the Operation.

 Capacity building, including direct support to regional and urban local governments,
and issuance of guidelines and standard regulations for matters such as municipal
revenue generation, assets management, service delivery standards, gender, local
economic development and the like.
 Program management and implementation of activities under the IPF window,
including the procurement and management of the APAs and the value for money
audits and to ensure the timeliness.
 Overall Operation monitoring and evaluation.
 Operation reporting, including the semi-annual progress reports.
 Ensuring that Operation resources are budgeted for and disbursed within the
expenditure framework.
 Accounting for the UIIDP funds to MoFEC.
 Evaluating the performance of team members as per the agreement made between
UREFMFB and the FMT team members.
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(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR PROGRAM

COORDINATOR
Objective of the TOR
The objective of the assignment is to manage the UIIDP Unit and to support the UREFMFB/
MUDHo to effectively and efficiently manage the UIIDP as described in the Program Operations
Manual and associated documents so as to ensure: a) that the UIIDP achieves its development
objectives, expected outcomes and key results and; b) that the 117 ULGs and 9 Regional States
achieve satisfactory performance or better in the annual performance assessment of disbursement
linked indicators and performance measures that are required to support UIIDP investments in
infrastructure and services and in capacity building.
Scope of the Assignment
The Program Coordinator will have the following duties and responsibilities: -
a) Management of the UIIDP Unit: managing the 31 staff in the Unit; briefing the Bureau
Head, UREFMFB on critical UIIDP activities and issues; resolution of issues that require
higher level decision; and putting in place an effective modern management and
administrative system for the Unit that will enable it to achieve its expected results.
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b) Overall program management (liaison, coordination, briefing, forward planning) with: 10
federal Ministries and Agencies: Ministry of Finance and Economic Cooperation
(MOFEC), Ministry of Federal Affairs (MFA), Ministry of Environment, Forest and
Climate Change MEFCC), Ministry of Labour and Social Affairs (MoLSA), Ministry of
Industry (MoI), Office of the Federal Auditor General (OFAG), Federal Ethics and Anti-
Corruption Commission (FEACC), Federal Public Procurement and Property
Administration Agency (FPPPAA), Ethiopian Revenue and Customs Authority (ERCA),
Federal Urban Job Creation and Food Security Agency (FUJCFSA); 10 regional urban
development and housing bureaus; 117 participating cities in 10 regions; internally with
the various interested/involved Bureaus of the Ministry, directly and through the Bureau
Head of the UREFMFB for regular Ministry management meetings.
c) Supervise and manage the UIIDP staff to ensure that they provide the necessary support
and guidance to regions and ULGs to enable all 117 participating cities to fulfil the UIIDP
Minimum Conditions every year of the program and to achieve satisfactory performance
in the UIIDP Performance Measures and Performance Indicators.
d) Development, publication, dissemination, training, updating of the UIIDP Program

Operations Manual (POM) and oversee the development and updating of other UIIDP
Manuals by the relevant UIIDP Staff and/or consultants;
e) Monitoring and reporting on implementing agencies’ compliance with the POM and other
Manuals.
f) Guide the development of systems and procedures and provide guidance to cities &
regions on all the thematic areas covered by the UIIDP as per the DLIs and performance
indicators including monitoring, evaluation and reporting systems.
g) Draft and secure Memorandum of Understanding with all federal agencies who have
responsibilities for UIIDP implementation activities and ensure that regions and cities
sign the Performance and Participation Agreements for every year of the UIIDP
implementation.
h) Consolidate, integrate, streamline and overall manage the various training programs that
are provided by the UIIDP Unit to federal, regional and ULG staff on various thematic
areas covered by UIIDP.
i) Establishment of administrative, logistical & secretarial services to effectively support the

operations of the UIIDP Federal Steering Committee and Federal Technical Committee.
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Ensure that there is proper communication and coordination between the federal and
regional steering and technical committees.
j) Provide secretarial duties for the UIIDP APA Complaints Resolution Committee.
k) Securing and disseminating the World Bank Listing of Ineligible Firms & Individuals to
all implementing agencies undertaking procurement with UIIDP funds every six months
(in June and December).
l) Support for, and participation in, World Bank six monthly implementation support
missions and other missions as well as quality assurance reviews.
m) Undertake regular visits to regions and selected cities, especially in the Developing
Regional States, to get a better understanding of the issues and problems that affect the
implementation of UIIDP.
n) Ensure proper communication and coordination with UREFMFB, other Ministry Bureaus,
federal agencies, regional coordinators, BUDHos, World Bank, AFD and other UIIDP
stakeholders
o) Arrange and conduct quarterly review meetings between the Federal Mobile Team,
Regional Mobile Team and regional coordinators of DRS, Harar & Dire Dawa to enhance
communication, coordination and integration between the federal and regions levels.
p) Secure and keep all correspondences and documentation for the Unit and the UIIDP.
q) Review and submit to UREFMFB, the UIIDP quarterly, semi-annual and annual reports
that are prepared by the Monitoring and Evaluation Specialist.
r) Prepare and submit quarterly, semi-annual and annual summarised reports on UIIDP
performance to UREFMFB, the Ministers and Federal Technical Committee.
s) Carry out annual performance evaluation of all UIIDP Unit staff as per the UIIDP Staff
Performance Evaluation and Incentive Scheme established by UREFMFB.
t) Perform any other duties assigned by the Bureau Head of Urban Revenue Enhancement,
Fund Mobilization and Finance Bureau.
The Consultant will, as per the UIIDP Staff Performance Evaluation & Incentive Scheme, also
have weighted (50%) responsibility, and will be evaluated accordingly, for the achievement of the
following UIIDP DLIs and performance indicators by all the 117 UIIDP participating cities in all
the 9 regions:-
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1.DLI 1 - Minimum Conditions
All eight (8) minimum conditions should be achieved by all 117 cities in the 9 regions, inclusive
of Dire Dawa City Administration.
2. Performance Measures, DLI 2, DLI 3, DLI 4
50% responsibility for achievement of the annual expected (average) scoreof all UIIDP
performance measures DLI2, DLI3, and DLI 4 as follows:-
DL Name of DLI Year 1 Year Year Year

I 2 3 4
No.
Assessed Performance Years (EFY) 2010 2011 2012 2013

(Prior) & & & &
2011 2012 2013 2014
(Current
)
Allocation /Implementation Year (EFY) 2012 2013 2014 2015
2 ULGs have strengthened institutional performance. 70 75 80 85
3 ULGs have implemented quality infrastructure and 70 75 80 85

maintenance activities and ensured value for money
4 ULGs have strengthened performance on LED, urban 60 65 70

resilience and gender mainstreaming
Qualifications and Skills Required
The position requires a dynamic, energetic and innovative person who is highly qualified with
Masters degree or higher in Management, Business Administration, Public Administration,
Business Management, Urban Management, Civil Engineering, Municipal/Urban Engineering,
Highway Engineering, Water/Hydraulic Engineering, Sanitary Engineering, Structural
Engineering or Building Technology, Construction Technology and Management, Infrastructure
Engineering, Geotechnical Engineering, Finance, Economics, Sociology. Environmental Science,
Natural Resource Management, Land Management, Urban Planning. Additional qualification
such as at least BA or BSc in either Engineering or Asset Management or Project Management
with relevant experience will be an advantage. He/she should have a track record of achievements
Page | 111
in leadership, strategic planning and change management, human resource management, program
or project management, project planning, implementation and management of institutional and
infrastructure development projects.
He/She shall have a minimum of 15 years general experience of which 10 years specific
experience in leadership, strategic planning and change management, human resource
management, program or project management, project planning, implementation and
management of institutional and infrastructure development projects. . He/She will have excellent
change management skills and strong commitment to sharing expertise and experience in order to
develop others (helping others to achieve goals, resolving conflict successfully). He/she shall also
have excellent writing and communication skills in both Amharic and English with good
knowledge of the urban sector in Ethiopia, World Bank and GoE procurement and safeguard
policies and procedures.
Level of Effort and Timing
It is expected that the assignment will start in May 2018. The consultant will be based at MUDHo
offices in Addis Ababa with regular travel to cities and regions. Contract: one-year contract, with
possible extension upon satisfactory performance of the consultant as per the UIIDP Staff
Performance Evaluation and Incentive Scheme. Remuneration: Negotiable / dependent on
qualifications and experience.
Inputs provided by the Client
UREFMFB will provide reasonable and standard office space and office furniture and equipment
required for the duration of the assignment, at its premises for successful discharging of his
assignment. The consultant will be provided, for official business, with internet access and
telephone facilities. Moreover, UREFMFB will arrange a vehicle for the consultant as a means of
local transportation.
Management Procedures
Contractually, the Consultant will be accountable to the Bureau Head, UREFMFB to whom all
reports and deliverables as per the TOR should be submitted. As agency responsible for the
overall coordination and implementation of UIIDP, the UREFMFB will sign the contract with the
Consultant on behalf of Ministry of Urban Development and Housing. The UREFMFB will also
Page | 112
be responsible for all payments to the Consultant once the work has been accepted and cleared for
payment.
Expected Deliverables
Specific Deliverables:
 Modern management and administrative system for the Unit.
 Program Operations Manual;
 Memorandum of Understanding with all federal agencies and Performance and

Participation Agreements between regions and cities
 Consolidated training program and proposal for training provided by the UIIDP Unit to
federal, regional and ULG staff for various thematic areas.
 Agenda, Attendance Sheets& Minutes of Federal Technical Committee and UIIDP APA
Complaints Resolution Committee
 Agenda, Attendance Sheets and Minutes of and quarterly review meetings between the
Federal Mobile Team, Regional Mobile Team and regional coordinators of DRS, Harar &
Dire Dawa
 Annual performance evaluation reports of all UIIDP Unit staff as per the UIIDP Staff
Performance Evaluation and Incentive Scheme established by UREFMFB
 Quarterly, semi-annual and annual summarised reports on UIIDP performance
 Properly secured and stored documentation and correspondence for the Unit and for all
aspects of program implementation.
General Deliverables:
 Inception Report and detailed work plan within three weeks of commencement of the
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the
consultant activities/ achievements during the month and plans for the next month.
 Draft Final Report of the consultant’s work three weeks before the end of the assignment;
and
 Final Report of the Consultant’s work, one week after receiving comments from
UREFMFB.
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Evaluation Criteria
The following two technical evaluation criteria will be followed to select the individual
consultant:
 Qualification (40%).This criterion further divided into two:

 General Educational Status (10%).–PhD – 10%; Masters – 8%
 Relevant Qualification as stated in TOR (25%). - PhD – 25%; Masters – 22%
 In addition to PhD or Masters degree, BA or BSc in either of the Engineering
disciplines stated above or Asset Management or Project Management – 5%
 Total years of Experience (60%). This criterion further divided into two:
 General Experience (20%).
 Relevant Experience (40%).
Page | 114

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR DEPUTY PROGRAM

COORDINATOR
The objective of the assignment is to obtain the services of a qualified and experienced Deputy
Program Coordinator who will be responsible for assisting in the management of the UIIDP Unit
and in coordinating the following specific aspects of the UIIDP: complaint handling mechanism;
accountability and transparency; coordinating the Value for Money (VfM) Audits and Annual
Performance Assessments (APAs); preparation of Annual Work Plan (AWP) of the UIIDP Unit
and preparation of the UIIDP Annual Work Budget & Plan (AWBP).
The Deputy Program Coordinator will have the following duties and responsibilities: -
a) Assist the Program Coordinator in the management of the UIIDP Unit and act in his
absence as and when delegated to do so.
b) Development, publication, dissemination, training, updating of the Annual Performance

Assessment Guideline (APAG).
c) Review and revise/update the UIIDP Complaint Handling Manual.

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d) Provide support to regions and ULGs in administering the UIIDP Complaint Handling
Manual and other related manuals and guidelines at federal, regional and ULG levels that
they use to handle the various forms of complaints (general, environment and social,
procurement), ethics, fraud and corruption cases. Follow up on submission by FEACC to
World Bank and MUDHo of the bi-annual consolidated report on fraud and corruption
cases. Ensure that the quarterly reporting system at ULG (Ethics Officers) and regional
levels (REACCs) which feeds into the federal reporting system is in place and functional.
e) Work with the Department of Municipal Service Standardization, UGCBB, MUDHo to

ensure that all the approved and issued service standards have been properly disseminated
and adopted by regions and cities participating in UIIDP as per the UIIDP POM,
including provision of training. Ensure that all UIIDP participating ULGs have put in
place a system for record keeping and reporting (quarterly, semi-annual and annual) on
the achievements against the service delivery standards performance indicators to enable
them to provide acceptable reports to the APA.
f) Preparation of the Annual Work Plan (AWP) for the UIIDP Unit covering the activities to
be carried out by the Unit during each year. The AWP should further be broken down
into detailed quarterly and monthly Action Plans to be used for achievement of the AWP.
Monitor and report to the Program Coordinator and UREFMB on implementation and
achievements of the Annual Work Plan (AWP) for the UIIDP Unit.
g) Assist the Ministry in the preparation of the UIIDP Annual Work Budget & Plan (AWBP)
at federal level. Monitor and report to the Program Coordinator and UREFMFB on
implementation and achievements of the UIIDP Annual Work Budget & Plan (AWBP).
h) Timely recruitment of the Annual Performance Assessment (APA) Consultant, processing

of results and allocation of funds.
i) Initiate and manage the Annual Value for Money Audits of the 117 participating cities for
all the 4 years of the program.
j) Coordinate the preparation and submission by regions and ULGs of their Strategy and
Action Plan to address weaknesses and gaps identified in the APAs. Prepare Consolidated
Strategy and Action Plan for submission to the UIIDP Federal Technical Committee.
k) Provide inputs into the development and management of the various training programs
that are provided by the UIIDP Unit to federal, regional and ULG staff on various
thematic areas covered by UIIDP.
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l) Prepare TORs for activities that are planned under the Investment Project Financing (IPF)
component of UIIDP which are not covered by thematic area specialists in the Unit.
m) Support for and participation in World Bank six monthly implementation support
missions and other missions as well as quality assurance reviews.
n) Undertake regular visits to regions and selected cities, especially in the Developing
Regional States, to get a better understanding of the issues and problems that affect the
implementation of UIIDP.
o) Perform any other duties assigned by the Program Coordinator and the Bureau Head.
following UIIDP DLIs and performance indicators by all the 117 UIIDP participating cities in all
the 9 regions:-
1.8. Complaints handling system related to corrupt practice, environment and social aspect as well as related to
procurement in place. The system at least consists of legal base, existence of permanent structure with sufficient
manpower, recording and consolidated reporting mechanism through the ethics unit and addressing the complaints.
2. DLI 2 - Institutional Performance (ULG Performance Measures)
2.6. Accountability and transparency
2.6.1. Accountability and transparency in city operations and service delivery
2.6.1.1. Municipal service delivery as per service standards for solid waste management, land management, building
permits issued by the Ministry. (a) Solid Waste Management as per the standard; (b) Land Management as per the
standard; (c) Building Permits as per the standard.
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in leadership, strategic planning and change management, human resource management,
program/project management, project planning, implementation and management of institutional
and infrastructure development projects.
have excellent writing and communication skills with good knowledge of the urban sector in
Ethiopia, World Bank and GoE procurement and safeguard policies and procedures.
telephone facilities.
Contractually, the Consultant will be accountable to the Program Coordinator to whom all reports
and deliverables as per the TOR should be submitted. As agency responsible for the overall
coordination and implementation of UIIDP, the UREFMFB will sign the contract with the
payment.
Page | 118
 Updated Annual Performance Assessment Guideline (APAG)
 Revised/updated UIIDP Complaint Handling Manual.
 Report on support to regions and ULGs in administering the UIIDP Complaint Handling
Manual and other related manuals and guidelines
 Report on submission by FEACC to World Bank and MUDHo of the bi-annual

consolidated report on fraud and corruption cases.
 Report on whether the quarterly reporting system at ULG (Ethics Officers) and regional
levels (REACCs) is in place and functional.
 Report on dissemination and adoption of approved and issued service standards as per the
UIIDP POM.
 Report on system put in place a system by ULGs for record keeping and reporting
(quarterly, semi-annual and annual) on the achievements against the service delivery
standards performance indicators.
 Annual Work Plan (AWP) for the UIIDP Unit and detailed quarterly and monthly Action
Plans to be used for achievement of the AWPB.
 Monitoring report on implementation and achievements of the Annual Work Plan (AWP)
for the UIIDP Unit
 UIIDP Annual Work Budget & Plan (AWBP) at federal level.
 Monitoring report on implementation and achievements of the UIIDP Annual Work

Budget & Plan (AWBP)
 Reports on recruitment of the Annual Performance Assessment Consultant, processing of

results and allocation of funds.
 Report on engagement of Consultants for, and progress on, the Annual Value for Money
Audits of the 117 participating cities
 Consolidated Strategy and Action Plan for addressing weaknesses/gaps identified in the
APA.
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 TORs for activities that are planned under the Investment Project Financing (IPF)
component of UIIDP which are not covered by thematic area specialists in the Unit.
assignment.
and
UREFMFB.
Evaluation Criteria
consultant:
 Qualification (40%). This criterion further divided into two:

 General Educational Status (10%). – PhD – 10%; Masters – 8%
Page | 120

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR PROJECT ENGINEER
The objective of the TOR is to obtain the services of qualified and experienced Project Engineer
with specific contract management experience, experience on design of civil engineering works
and knowledge of environmental and sociological matters related to infrastructure and who will
assist UREFMFB in providing support and assistance to regions and ULGs in the implementation
of infrastructure projects and achievement of UIIDP disbursement linked indicators and
performance measures.
The Project Engineer will be responsible for assisting the assigned region and UIIDP
participating cities in areas involving investment construction project preparation (including
design and supervision consultancy), contract management, and development of capital
investment plans, operations and maintenance, and participation of citizens in city development.
Specific duties and responsibilities are:
a. Assist in the preparation of draft bidding documents and review the draft bidding
documents prepared by design consultants or cities as per the Government of Ethiopia
Standard Bidding Document (ICB) and National Competitive Bidding (NCB) to be
given to regions/ULGs.
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b. Monitor, inspect and coordinate the design works being done by engineering
consultants during the design and supervision during the implementation of the projects.
Review the reports and other documentation produced by the Consultants.
c. Check the designs, bills of quantities and other documents that are submitted by design
and construction supervision consultants and the regions/ULGs in respect of the
infrastructure rehabilitation projects and for conformity GoE requirements.
d. Follow-up that proper hand over of sites and mobilization formalities are fulfilled and
assist in the layout of construction sites.
e. Coordinate closely with the concerned bodies and assist them in fulfilling their
responsibilities in terms of contract management for smooth and successful
completion of projects.
f. Assist cities in the construction supervision of contractors and making periodic monthly
progress reports of sites.
g. Support cities in the application of ESMS and RSG and consideration of the
environment and social issues in the contract documents in cooperation with EMS
Management consultants.
h. To keep proper records of all the infrastructure projects being implemented by the
region/ULGs under the UIIDP and review action plans/schedules and resources required
as well as assist towns in maintaining the project management, monitoring and
reporting systems for UIIDP and others.
i. Assist cities in the preparations and consolidating the Capital Investment Plans for the
UIIDP and participate in any other works or meetings related to UIIDP and assist them
in reviewing and appraising project proposals.
j. Assist cities, design and construction supervision consultants and contractors to obtain
the necessary documents and information required for the timely completion of the
projects.
k. Assist in project management and implementation of UIIDP and other programs related
to project management and capacity building. This includes working with the cities
technical team as and when required.
l. Support Resident Engineer in checking works, materials and workmanship to ensure
compliance with the approved designs, drawings and specifications and provide
feedback on the technical performance of the contractor and his consultant to the
contracting authority and UREFMFB.
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m. Examine alternative design proposals/variations submitted by the design and
construction supervision consultants and contractor/client for execution and recommend
appropriate solution to UREFMFB and cities to respond to technical and financial
queries.
n. Assist in settling any minor disputes (not litigation and arbitration) between contractor
and municipality, inform relevant authorities at the earliest opportunity of any
problem(s) or potential problem(s) which may arise from construction of the project and
recommend possible solutions.
o. Examine with design and construction supervision consultants and recommend on

settlement of the contractor's claims for extensions of time, payment for extra work etc.
p. Organize meetings and/or consultative forums as required with the cities and other
partners for the successful completion of the projects.
q. Prepare simplified workbook, guidelines, checklist for supervision works for a project
engineer
r. Prepare physical progress report and submit to UIIDP Program Coordinator

s. Participate in, and support the preparation of training manuals, guidelines, seminars and
workshops on infrastructure and related subjects.
t. Support regional cities to plan for the future in developing and planning for operations,
maintenance and an environmental mitigation of infrastructure financed under the
UIIDP such as roads, drainage and management of markets, slaughterhouses, solid and
liquid waste disposals for sustainability of the infrastructure projects.
u. Render technical assistance for technical consultant of the cities to enhance capacity in
the preparation of project proposals, construction and supervision procedures and
current standards as well as in other key project management systems and areas of
expertise as and when required.
v. Review and provide comments on the Annual Performance Assessment (APA) Reports
of assigned ULGs
w. Perform any other duties assigned by the Deputy Program Coordinator and the Program
Coordinator.
following UIIDP DLIs and performance indicators by UIIDP participating cities in his/her
assigned region (s):-
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1.1 ULG has produced and the council approved a:
 Rolling three-year capital investment plan (CIP) with

 Annual action plan;
 Annual budget;
 Annual procurement plan
 The planned use of the performance-based grants from UIIDP follows investment menu (only from
assessment in 2019 of the performance in FY 2018/19).
2.1. Planning and Budgeting
2.1.1. Capital Investment Plan with linkages among the annual budget, annual action plan, annual
procurement plan, asset management plan and revenue enhancement plan
2.1.1.1. Quality, consistency and alignment in rolling three 3-year CIP, to ensure effective rolling in the planning
process
2.1.1.2. Capturing infrastructure, operations and maintenance including using the appropriate IBEX code in the
annual budget
2.1.3. Budget appropriation
2.1.3.1. Budget approved by Council(Yes/No Indicator)
2.1.4. Budget Reliability
2.1.4.1. Variance between overall city budget and actual expenditure (each capital and recurrent) for previous EFY
less than 10%. Yes/No
3. DLI 3 - Service Delivery Performance (ULG Performance Measures)

3.1. Urban Infrastructure Targets
3.1.1. Physical targets as included in the Capital Investment Plan and annual work plan implemented. Note:
Assessment is done only for all civil works projects planned in the CIP for that EFY and the final contract prices
should be used in the calculation. The assessment table should consist of ALL CIP civil works projects and not just
the sampled ones. (If there is no monthly engineering standard report no points will be given)
3.2. Maintenance performance
3.2.1. Maintenance Budgeting and Implementation
3.2.1.1. (a) Maintenance plan derived from the Assets Management Plan
3.2.1.1 (b) Maintenance Budget either 2% of the asset replacement cost or 10% of CIP budget (whichever is less)
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3.2.1.2. Maintenance Budget either 2% of the asset replacement cost or 10% of CIP budget (whichever is less)
3.2.2.1. ULGs have developed a clear maintenance budget and actual implementation rate (review overall budget and
utilization rate in final accounts of all maintenance projects to review actual maintenance) is minimum 80%
(financial) of the planned. indicator:
The assignment will require a high level of technical competence in engineering especially in
municipal/civil engineering works. The Consultant should therefore possess the following
qualifications:
 B.Sc. degree or higher in Civil Engineering, Municipal/Urban Engineering, Highway

Engineering, Water/Hydraulic Engineering, Sanitary Engineering, Structural Engineering
or Building Technology, Construction Technology and Management, Infrastructure
Engineering, Geotechnical Engineering or related field of studies with a track record of
achievements in implementation of infrastructure projects.
 A minimum of 10 years’ engineering experience of which 5 years is in implementation
and support of projects, design and supervision, contract management as well as appraisal
of projects.
 Strong commitment to sharing expertise and experience in order to develop others.
 Excellent writing and communication skills in both Amharic and English (all reports,
documents and correspondences shall be in English and/or Amharic).
 Knowledge of the urban sector in Ethiopia is an advantage.
Page | 125
assignment. The consultant will be provided, for official business, with internet access, telephone
and fax facilities.
payment.
Specific Deliverables
 Review reports and comments on the projects' progress reports, the project proposals and
designs.
 Weekly progress reports.
 Draft TORs for design and supervision and draft bidding documents where applicable
 Implementation support mission reports
 Documentation of all correspondences during implementation of infrastructure projects.
 Monthly, Quarterly, Semi-annual and annual physical progress reports of the cities the
engineer is entrusted with and simplified workbooks, workable checklist and training and
project supervision manuals
 Summary of progress against UIIDP’s performance indicators semi-annually.
 Comments on the Annual Performance Assessment (APA) Reports of assigned ULGs
General Deliverables
assignment.
and
Page | 126
UREFMFB.
Evaluation Criteria
consultant:

 General Educational Status (10%). – PhD – 10%; Masters – 8%; Bachelors – 6%
 Relevant Qualification (30%).
o Required discipline as stated in TOR - PhD – 30%; Masters – 27% ; Bachelors – 25%
o Related discipline- PhD – 27%; Masters – 25%; Bachelors – 23%
Page | 127

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR MUNICIPAL FINANCE

SPECIALIST
The objective of the assignment is to lead the UIIDP’s own revenue generation activities,
including supporting the regional and city financial officers that are responsible for revenue
generation of the City and its accountability and achievement of the UIIDP Disbursement Linked
Indicators and Performance Measures related to municipal finance and own source revenue
enhancement.
The Municipal Finance Specialist will be responsible for supporting the assigned regions and
ULGs in UIIDP’s own source revenue generation activities. Specific duties and responsibilities
are:
a. Preparing guidelines and plans for ULG revenue mobilization and revenue collection;
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b. Providing technical support to the regions and ULGs in identifying alternative sources
of funds for infrastructure;
c. Participating and contributing to the development of the Ministry’s Urban Finance

Strategy
d. Assisting ULGs in updating their annual Revenue Enhancement Plans (REPs) for the
most recent year;
e. Assisting regions and ULGs in developing generic and specific revenue enhancement
strategies that will result in increase in municipal revenues of ULGs;
f. Ensuring ULGs and regions provide counterpart funding for UIIDP as described in the
POM and the PPAs;
g. Monitoring, evaluating and reporting on region/ULG revenue mobilization strategies,

actions and ULG revenue collection;
h. Prepare training plan, training materials and provide training to federal, regional and
ULG staff on municipal finance, revenue enhancement strategies and plans
i. Monitoring compliance by regions and ULGs on municipal finance issues;

j. Review and provide comments on the Annual Performance Assessment (APA) Reports
of assigned ULGs regarding municipal finance and own source revenue enhancement
k. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.

1.4. Co-funding requirements (defined with various rates of co-funding depending on the type of ULG).
The co-funding requirements are the following:
10 percent for the new ULGs in the DRS
20 percent for the new ULGs in the non-DRS regions.
40 percent for the “old” 16 ULGs. (ULGDP One)
Page | 129
50 percent for Dire Dawa and Harar.
A higher level of co-funding is promoted in the performance measures.
2.5. Own Source Revenue Enhancement
2.5.1. Revenue Enhancement Plan updated for prior year as per the Revenue Enhancement Plan Manual
2.5.1.1. ULG has carried out detailed analysis of each main revenue source and potential as per the Revenue
Enhancement Plan Manual. (manual and template to be provided)
2.5.1.2. ULG has developed strategies for revenue enhancement as per the Revenue Enhancement Plan Manual.
2.5.2. ULG’s municipal revenues (excluding land lease income) increase
2.5.3. Revenue Planning: Percentage of municipal revenue (excluding land lease income) on business taxes,
municipal rent and charges and fees collected against planned target for the previous EFY
2.5.4. Co-funding from ULGs is above minimum threshold level – as percentage of performance grant amount
The assignment will require a high level of competence, knowledge and understanding of
municipal finance issues. The Consultant should therefore possess the following qualifications:
 A minimum of BA or B.Sc. Degree in Economics, Accounting, Finance, Municipal

Finance, Business Administration, Business Management, Urban Management, Public
Administration, Public Financial Management or related.
 A minimum of 10 years’ general experience of which 5 years specific experience in local
government finance and revenues (taxes, charges, levies, fees) and municipal revenue
enhancement planning, revenue mobilization and collection.
 Excellent command of computer programs and applications with significant capabilities
in computerized database, spreadsheet constructions.
 Excellent change management skills and strong commitment to sharing expertise and
experience in order to develop others (helping others to achieve goals), resolving conflict
successfully.
 Knowledge of the urban sector issues in Ethiopia is an advantage.
Page | 130
and fax facilities.
payment.
 Guidelines and plans for ULG revenue mobilization and revenue collection.
 Periodical municipal finance statements and reports.
 Documents and reports on in identification of alternative sources of funds for
infrastructure by regions and ULGs;
 Contributions to the Ministry’s Urban Finance Strategy
 Reports on generic and specific revenue enhancement strategies
 Status Report and recommendations on ULGs and regions counterpart funding for UIIDP
 Monitoring and evaluation reports on region/ULG revenue mobilization strategies,

actions and ULG revenue collection;
 Training plan, training materials and provide training to federal, regional and ULG staff
on municipal finance, revenue enhancement strategies and plans
Page | 131
assignment.
and
UREFMFB.
Evaluation Criteria
consultant:

Page | 132

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR FINANCIAL

MANAGEMENT SPECIALIST
The objective of the TOR is to obtain the services of qualified and experienced Financial
Management Specialist who will provide support to the Ministry, regions and ULGs on all
financial management issues and aspects in general and those specific to the UIIDP. The
Consultant will also support regions and ULGs in the achievement of UIIDP disbursement linked
indicators and performance measures related to financial management.
The Financial Management Specialist will be responsible for assisting the Ministry, assigned
region and UIIDP participating cities in all financial accounting, financial management, financial
reporting in general and specific to the UIDDP. Specific duties and responsibilities are:
a. Review the UIIDP Financial Management Manual and provide

suggestions/recommendations for improvements
b. Prepare training materials and provide training to the UIIDP accountants at the Federal,
Regional and ULG levels.
c. Ensure that the program budget and disbursement schedules are regularly updated and
maintained.
Page | 133
d. Ensure that proper financial records are maintained at MUDHo and other UIIDP
implementing Agencies;
e. Assist MUDHo in financial management and reporting of the IPF.

f. Support assigned region and ULGs to produce the ULG Annual Budget with required
timeliness and quality
g. Assist assigned ULGs to submit financial statements for the prior FY on timewith
required quality and should not be adverse or have a disclaimer opinion;
h. Prepare strategies and action plans for ULGs to move from qualified audits to unqualified
(clean) audits and support regions/ULGs in the implementation of these actions.
i. Support the Office of the Regional Auditor General (ORAG) in undertaking the annual
financial audits of ULGs. Provide capacity building and training to the ORAGs in
conjunction with the Office of Federal Auditor General (OFAG).
j. Monitor the preparations for and the carrying out of the annual financial audits by ORAGs
and provide them guidance and also provide periodic status reports to the Program
Coordinator and UREFMFB.
k. Review the financial audit reports and provide comments on improving the quality of the
audits to the region and also submit the audits for review by the World Bank. Follow up
with regions and ULGs on implementation of recommendations of the audits and submit
status report to UREFMFB and World Bank on actions taken by the regions and ULGs.
l. Assist regions and ULGs in following up and addressing audit queries.
m. Support the OFAG and its delegate in carrying out the annual Value for Money (VfM)
Audits, ensuring that they have the necessary capacity to carry out the audits.
n. Review the VfM Audit Reports and provide comments to OFAG and its delegate on
improving the quality of the VfM audits.
o. Provide support to the MUDHo Project Financial Management Directorate on financial

accounting, financial management and reporting of the Investment Project Financing (IPF)
component of the UIIDP.
p. Monitor compliance by all implementing agencies with UIIDP POM and Financial
Management Manual in regard to financial management issues;
q. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
Page | 134
following UIIDP DLIs and performance indicators by UIIDP participating cities in his assigned
region (s):-

1.2. Submission of financial statements prepared from IBEX for the last FY (closure of the EFY accounts on time)
by October 10 each year.
1.3. Audit report from previous fiscal year should be issued by the deadline of January 7 of the following year and
should not be adverse or with a disclaimer opinion.
2.3. Public Financial Management
2.3.1. Accounting and timely reporting
2.3.1.1. Use of IBEX for all operations except Road Fund and other specialist projects done by ULGs that are not
part of Budget coding system for IBEX
2.3.1.2. Timely financial reporting
2.3.1.3. Monthly cash & bank reconciliation reports submitted to BoFED timely as per regional regulations and
manuals
2.3.2. Audit Opinion
2.3.2.1. The external financial audit report of the previous audit has a clean opinion
2.3.3. Audit Compliance
2.3.3.1. Evidence that audit queries raised in the external audit report have been acted on – 80% minimum
2.3.4. Internal Audit – adherence to procedures with good practices, reflected by:
2.3.4.1. Production of quarterly reports
2.3.4.2. Reports submitted to BoFED/ZOFED and copied to the Mayor
2.3.4.3. Evidence of follow-up of audit findings
2.3.5. ULG level Fixed asset and inventory (stock) management weaknesses are addressed
2.3.5.1. Record keeping- maintain fixed asset register, stock card and bin card
2.3.5.2. Count and Reconciliation
2.3.5.3. Segregation of duties
Page | 135
The Financial Management Specialist should possess the following qualifications:
 A minimum of BA, B.Sc. Degree or higher in Accounting, Finance, Municipal Finance,

Municipal Financial Management, Business Administration, Business Management,
Public Financial Management or related
 A minimum of 10 years’ general experience of which 5 years’ experience in aspects of

local government finance, accounting, internal audit , external audit (financial audit and
performance audit)
 Excellent report writing skills in both Amharic and English.
 Excellent command of computer programs and applications with significant capabilities

in computerized database, spreadsheet constructions and preferably knowledge of IBEX
system.
 Excellent change management skills and strong commitment to sharing expertise and
successfully.
 Knowledge of the urban sector issues in Ethiopia is an advantage.
and fax facilities.
Page | 136
payment.
 Suggestions and recommendations for improvements to the UIIDP Financial

Management Manual
 Training materials and training reports on financial management
 Strategies and action plans for ULGs to move from qualified audits to unqualified (clean)
audits
assignment.
and
UREFMFB.
Evaluation Criteria
consultant:
Page | 137
Page | 138

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR ENVIRONMENTAL

The objective of the TOR is to obtain the services of a qualified and experienced Environmental
Management Specialist who will assist in providing capacity building and mentoring services to
regions and urban local governments (city administrations) in implementation of the UIIDP
Environmental Management System and achievement of disbursement linked indicators and
performance measures related to environmental management.
The Environmental Management Consultant will have the following duties and responsibilities:
a. Provide overall coordination and assistance in the implementation of the ESMS for the
UIIDP.
Page | 139
b. Establish the system of screening forms and EIA set out in this ESMS, and oversee their
smooth operation including advice to ULGs on the procurement of consultants for any
required EIA studies;
c. Review and assess project screening reports prepared by the respective cities which the
categorized as schedule 1, 2 and 3and follow the approval of the reports by regional
environmental protection institutions.
d. Review the Environmental and Social Impact Assessment (ESIA) of the sub projects
and monitor the implementations of the Environmental Management Plans of the sub-
projects
e. Liaise with the MoEFCC on a regular basis;
f. Site visits during ULG investment project execution and operation to assess how
environmental screening and mitigation measures are succeeding or have succeeded in
minimizing impacts.
g. Provide specific technical advice on mitigation measures for labor intensive projects;
h. Provide technical advice to ULGs on all technical issues related to natural resources and
environmental management. These issues will relate to impacts on surface water,
groundwater, agricultural resources and vegetation, sourcing of materials used in
construction, human health, ecology and protected areas, land and soil degradation;
i. Raise awareness and proactively create demand for this technical advice among ULG
officers;
j. Liaise with the BUDHo, REFAs and ULGs to ensure the project’s compliance with the
ESMS with all aspects of the project;
k. Be responsible for collating information related to the ESMS, occupational health and
safety;
l. Undertake review of EMPs to ensure compliance with the ESMS;
m. Assist in establishing a monitoring and evaluation system for the implementation of the
ESMSG;
n. Lead the delivery of capacity building programs for ULG officers on the ESMS and
produce a training plan.
Page | 140
o. Check and support all cities’ projects that, their CIPs are all screened and approved by
the Regions’ Environmental Protection Authorities.
p. Assist that eligible investments for potential environmental safeguard impacts are
screened against the set of environment criteria in the planning stage and Environmental
and Social Impact Assessments (ESIAs), Environmental Management Plans (EMPs) are
prepared and approved by the Regional Environmental Protection Agency as required;
q. Ensure that EMPs are implemented in a timely manner - prior to commencement of

civil works;
r. Ensure that the ULG has established a functional system for environmental
management;
s. Ensure that the REFAs carry out an environmental performance audit of all CIP projects
on an annual basis as stated in the UIIDP POM; Review the reports for quality,
timeliness and issues that need to be followed up by the cities.
t. Monitor and report on the implementation of landfills and abattoirs as per the MUDHo
manuals ensuring that the necessary safeguard actions are put in place and implemented
as per the ESMSG.
u. Prepared training plan, training materials and provide training to federal, regional and
ULG staff on environmental management, occupational health and safety
v. Perform other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
region (s):-
1. DLI 1 - Minimum Conditions

Safeguards: ULGs have demonstrated that they have established a functional system for environmental and social
management including full time dedicated one environmental and one social safeguards person and updated ESMSG
and RSG endorsed by City Councils
2.7. Environmental & Social Safeguards

Page | 141
2.7.1. Environmental and Social Screening
2.7.1.1. All capital project screened and approved by REFA as per Environmental and Social Management System
Guideline and RSG at planning stage (before construction starts) (Yes/No indicator)
2.7.1.2. ESIAs, ESMPs, RAPs, etc., prepared and approved by regional or regional designated authority as required
(Yes/No indicator)
2.7.2. RAPs are implemented prior to commencement of construction. Environmental and Social Management Plans
are implemented prior to construction and during construction and operation 24 (Yes/No indicator). based on a sample
of 3 projects that have ESMPs and/or RAPs and all three must comply
The assignment will require a good understanding and knowledge of environmental safeguards
that are associated with projects such as the UIIDP and a high level of technical competence in
the implementation of ESMS.
The Consultant should therefore possess the following qualifications:
 BA or B.Sc. degree or higher in Environmental Science, Environmental Engineering,

Natural Resources Management or other related degree;
 A minimum of 10 years general experience of which 5 years specific experience in all

aspects of urban infrastructure development and environmental safeguard impacts ,
health, and safety issues , screening against environment criteria in the planning stage and
environmental and social impact assessments (ESIAs), environmental management plans
(EMPs)
 Experience in working with local governments and/or knowledge of the urban sector in
Ethiopia will be an added advantage.
 Excellent writing and communication skills in both Amharic and English.
24
Depending on the project phase
Page | 142
and fax facilities.
payment.
 System of screening forms and EIA set out in this ESMSG.

 Review comments on Environmental and Social Impact Assessment (ESIA) of the sub
projects
 Review comments of EMPs to ensure compliance with the ESMS
 Report on quality, timeliness and issues that need to be followed up by the cities on
environmental audits.
 Training plan, training materials and training reports on environmental management,
occupational health and safety training.
 Monitor reports on the implementation of landfills and abattoirs
assignment.
Page | 143
and
UREFMFB.
Evaluation Criteria
consultant:

Page | 144

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR SOCIAL DEVELOPMENT

SPECIALIST
The objective of the TOR is to obtain the services of qualified and experienced Social
Development Specialist with knowledge and experience of social and resettlement issues related
to infrastructure development and service delivery to support regions and ULGs in applying the
RSG of the UIIDP as well as the achievement of UIIDP disbursement linked indicators and
performance measure related to social development and resettlement.
The Social Development Specialist will be responsible for assisting the assigned region and
UIIDP participating cities in areas involving social development and resettlement of any person
affected by the implementation of the capital investment projects by cities including those
financed by the UIIDP. Specific duties and responsibilities are:
a. Provide overall coordination and assistance in the implementation of the ESMS and RSG
for the UIIDP.
b. Establish the system of social impact screening forms, and preparation of social
safeguards instrument - RAP as set out in the RSG, and oversee their smooth operation
Page | 145
including advice to ULGs on the procurement of consultants for any required CRMP or
RAP studies;
c. Site visits during ULG investment project execution and operation to assess how social
aspects are succeeding or have succeeded in minimizing impacts and provide written
feedback to the visited ULG and the respective regional mobile team on strength, gaps
and recommended actions
d. Provide specific technical advice on mitigation measures for labor intensive projects;
e. Follow up and ensure inclusiveness community consultations
f. Follow up and ensure the health and safety of the community including populations at
risk and vulnerable groups
g. Raise awareness and proactively create demand for this technical advice among ULG
officers;
h. Liaise with the BUDHo and ULGs to ensure the project’s compliance with the RSG and
all resettlement aspects of the project;
i. Be responsible for collating information related to the RSG and resettlement;

j. Undertake review of RAPs to ensure compliance with the RSG;
k. Establish a monitoring and evaluation system for the implementation of the RSG;
l. Lead the delivery of capacity building programs for ULG officers on the RSG and
m. Review the procedure being followed to produce Resettlement Action Plan (RAP) to
ensure compliance with the RSG
n. Monitor the implementation of Resettlement action plans and ensure that RAPs are
implemented in a timely manner - prior to commencement of civil works;
o. Review, compile and prepare quarterly reports on social safeguards at national level
p. Review the social aspect of annual environment and social performance audit reports in
line quality, timeliness and social related issues that need to be followed up and addressed
by the cities
q. Ensure that the ULG has established a functional system for social management;
r. Ensure that eligible investments for potential social safeguard impacts are screened
against the set of social criteria in the planning stage and Resettlement Action Plans
(RAPs) are prepared and approved by the Regional Environmental Protection Agency as
required;
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s. Perform other duties assigned by the Deputy Program Coordinator and Program
Coordinator.

management including full time dedicated one environmental and one social safeguards persons and updated ESMSG
(Yes/No indicator)
The assignment will require a good understanding and knowledge of social safeguards that are
associated with projects such as the UIIDP and a high level of technical competence in the
implementation of RSGs.
 BA, MA or higher degree in Sociology, Social Work, Social Anthropology, Community

Development or other related fields;
 A minimum of 10 years general experience of which 5 years specific experience in

aspects of social safeguards, community development and urban development in general
25
Page | 147
and sound experience in social safeguards impact screening , resettlement action plans
(RAPs) preparation, implementation ,monitoring and reporting.
 Have strong dedication and good understanding of the complexities of

resettlement and willing to work under stress and demanding situation;
The specialist must be well versed with the World Bank guidelines/ Ethiopian environmental
policy and guideline on Environment and Social Safeguards systems and with experience in
drafting documents of similar nature
 Proficiency in the usage of computers including use of office word, excel and
PowerPoints
assignment. The consultant will be provided, for official business, with internet access, and
Page | 148
payment.
 System of screening forms, RAP set out in the RSG

 Reports on Site visits during ULG investment project execution and operation to assess
how social aspects are succeeding or have succeeded in minimizing impacts
 Information related to the RSG and resettlement
 Review comments on RAPs to ensure compliance with the RSG
 Monitoring and evaluation system for the implementation of the RSG;
 Training plan, training materials and training reports on social development and
resettlement
 Report on technical assistance provided to the regional bureaus and ULGs during site
visits
 National level social safeguards performance reports
 Functional system for social management in all assigned ULGs

assignment.
and
Final Report of the Consultant’s work, one week after receiving comments from UREFMFB.
Evaluation Criteria
consultant:
Page | 149
Page | 150

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR INFRASTRUCTURE ASSET

The objective of the TOR is to obtain the services of qualified and experienced Infrastructure
Asset Management Specialist who will support assigned regions and ULGs in infrastructure asset
management and planning as per the GIS-based Infrastructure Asset Management Plan Manual
and Model that has been issued to all regions/ULGs. The Consultant will also support regions and
cities in the achievement of UIIDP disbursement linked indicators and performance measures
related to infrastructure asset management and planning.
The Infrastructure Asset Management Specialist will be responsible for assisting the assigned
region and UIIDP participating cities in all areas involving the management of existing
infrastructure assets and the planning for new infrastructure assets. Specific duties and
responsibilities are:
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a. Review and revise the GIS-based Infrastructure Asset Management Manual and Model.
b. Prepare training plan, training materials and provide training to federal, regional and
ULG staff on GIS, GIS -based Infrastructure Asset Management Manual and Model.
c. Review the annual updated GIS-based Asset Inventories and AMPs of all the assigned
ULGs as and when they are submitted by the cities/regions and provide review reports.
d. Provide on the job training and direct assistance to DRS cities and new cities in major
regions on updating of asset inventories, preparation of Asset Management Plans.
Provide implementation plan and status report for this assistance.
e. Review and follow up with MUDHo, regions and cities on the implementation of the
Implementation Strategy and Program of Action for Asset Management. Assist all three
levels (federal, regional, ULG) to take the necessary actions stated in the strategy and
program of actions and produce implementation and status reports.
f. Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on asset management.
g. Review the Annual Performance Assessment Reports of ULGs regarding asset

management and provide comments
h. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
region (s):-
2.2. Asset Management
2.2.1. Asset Management Plan prepared and updated
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2.2.1.1. Asset inventory updated as per Asset Management Manual featuring a tabular and spatial database of all
infrastructure, with specification and characteristics, for all categories of assets of the cities as listed in the AMM
2.1.1.2.
2.2.1.2. Asset conditions correctly reflected in inventories as per procedures in Asset Management Manual
2.2.1.3. Asset inventory shows an asset value and deficit, which calculates the remaining asset value, maintenance and
rehabilitation deficit based on annual depreciation rates as per procedures in Asset Management Manual.
The assignment will require a high level of technical competence GIS and infrastructure asset
management. The Consultant should therefore possess the following qualifications:
 BA or B.Sc. degree in Civil Engineering, Municipal/Urban Engineering, Highway

Engineering, Water/Hydraulic Engineering, Sanitary Engineering, Structural
Engineering, Infrastructure Engineering, Geotechnical Engineering, Building
Technology, Construction Technology and Management, , Geodesy, Surveying or GIS or
urban planning or related field.
 A minimum of 10 years’ general experience of which 5 years’ experience in
infrastructure asset management and disciplines stated above including at least 3 years’
experience using GIS.
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and fax facilities.
payment.
 Revised GIS-based Infrastructure Asset Management Manual and Model.

 Training plan, training materials and training reports on GIS, GIS -based Infrastructure
Asset Management Manual and Model.
 Review comments on the annual updated GIS-based Asset Inventories and AMPs of all
the assigned ULGs
 Implementation Plan and Status Report on “On the Job Training” and direct assistance to
DRS cities and new cities in major regions on updating of asset inventories and
preparation of Asset Management Plans
 Implementation and status reports on the Implementation Strategy and Program of Action
for Asset Management at all three levels
 Contributions to revisions to the Annual Performance Assessment Guideline (APAG)

Page | 154
 Review comments on the Annual Performance Assessment Reports of ULGs regarding
asset management.
assignment.
and
UREFMFB.
Evaluation Criteria
consultant:

Page | 155

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR LAND MANAGEMENT

SPECIALIST
The objective of the TOR is to obtain the services of qualified and experienced Land
Management Specialist who will provide technical support and assistance to MUDHo, regions
and ULGs on all urban land management issues and the achievement of UIIDP disbursement
linked indicators and performance measures on land management.
The Land Management Specialist will be responsible for assisting MUDHo, regions and ULGs
on land management issues, especially in regard to land development, land release, land
registration and land inventory. Specific duties and responsibilities are:
a. Assist MUDHO in the revisions and updating of all land management manuals,
guidelines, standards, policies and laws. Provide proposals and recommendations.
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b. Advising MUDHo, regions and ULGs on the appropriate instructional and organizational
structure for urban land management
c. Assist MUDHo in the development and implementation of urban land management and
information systems
d. Assist in developing and maintaining a ULGs land registration register;

e. Providing technical guidance to the ULGs regarding matters of land development, land
release, land registration, land inventory and land information systems;
f. Advice in planning towns and trading centers in the ULGs, especially regarding optimum
use of available land and guiding ULGs authorities on balanced development;
g. Inspecting structures in the ULGs to ensure compliance with the land use plan;
h. Monitor and report on ULG adherence to proper and effective land management practices
and policies;
i. Prepare training plan, training materials and provide training to federal, regional and
ULG staff on urban land management.
j. Monitoring compliance with UIIDP POM in regard to urban land management;
k. Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on urban land management.
l. Review the Annual Performance Assessment Reports of ULGs regarding urban land
m. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
region (s):-
2.1. Land Management and Urban Planning
2.8.2. Effective land management
2.8.2.1. Land released for different uses are as per the laws of land management and have access to basic infrastructure
facilities i.e. road, water, electricity at a radius of 250 meters
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2.8.2.2. Proportion of land plots released through competitive auction/ bidding process (and not through direct
allocation)
2.8.2.3. Updated land inventory featuring a tabular and/or spatial database e.g. a map (Yes/No indicator)
The Land Administration Specialist should have experience in Urban Land Administration. He or
she should have adequate knowledge and understanding and experience with land management.
The Urban Land Administration Consultant should possess the following
qualifications/competencies:
 B.Sc. or BA degree in Land Administration, Urban Planning, Regional Planning; or

similar discipline.
 A minimum of 10 years ‘general experience of which 5 years specific experience in
urban land management, development and administration.
 Excellent writing and communication skills in English, excellent report writing skills.
experience in order to develop others (helping others to achieve goals), resolving
conflict successfully.
 Knowledge of the urban sector issues in Ethiopia and experience in GIS is an
advantage.
 Knowledge of the provisions of the Land Act;
Page | 158
and fax facilities.
payment.
 Proposals and recommendations on revisions and updating of all land management

manuals, guidelines, standards, policies and laws.
 Proposals on the appropriate instructional and organizational structure for urban land
management at federal, regional and ULGs
 Status and Implementation Progress Reports on development and implementation of
urban land management and information systems
 Up to date ULGs land registration register
 Report on guidance given to ULGs regarding matters of land development, land release,
land registration, land inventory and land information systems;
 Report on compliance by assigned ULGs with the land use plan
 Monitoring report on ULG adherence to proper and effective land management practices
and policies
on urban land management
regarding the performance measures on urban land management.

urban land management.
Page | 159
 Inception Report and detailed work plan within three weeks of commencement of the
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the
 Draft Final Report of the consultant’s work three weeks before the end of the assignment;
and
 Final Report of the Consultant’s work, one week after receiving comments from
UREFMFB.
.
Evaluation Criteria
consultant:

Page | 160

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR URBAN PLANNING

SPECIALIST
The objective of the TOR is to obtain the services of a qualified urban planner who will assist in
providing support to regions and ULGs (Cities) in the preparation and implementation of urban
plans; employment of urban planning laws, strategies, manuals & guidelines. Identify the gap to
the successful implantation of the urban planning regulatory framework provide advice and
alternative plans for land use development and achievement of disbursement linked indicators
and performance measures related to urban planning.
The Urban Planning Specialist will be responsible for assisting the assigned region (s) and UIIDP
participating cities in areas involving urban planning. Specific duties and responsibilities are:
a. Assist MUDHO in the revisions and updating of all urban planning manuals, guidelines,
standards, policies and laws. Provide proposals and recommendations.
Page | 161
b. Advising MUDHo, regions and ULGs on the appropriate institutional and organizational
structure for urban planning.
c. Assess the feasibility of proposals and identify necessary changes, recommend approval,
denial or conditional approval of proposals.
d. Determine the effects of regulatory limitations on projects.

e. Assist ULGs create, prepare, or requisition graphic and narrative reports on land use data,
including land area maps overlaid with geographic variables such as population density.
f. Advise planning officials on project feasibility, cost-effectiveness, regulatory
conformance, and possible alternatives.
g. Assist ULGs conduct field investigations, surveys and impact studies in order to compile
and analyze data on economic, social, regulatory and physical factors affecting land use.
h. Discuss with planning officials the purpose of land use projects such as transportation,
conservation, residential, commercial, industrial, and community use.
i. Keep informed about economic and legal issues involved in zoning codes, building
codes, and environmental regulations.
j. Mediate community disputes and assist in developing alternative plans and
recommendations for programs or projects.
k. Coordinate work with socio-economy consultants and architects during the formulation
of plans and the design of large pieces of infrastructure.
l. Review and evaluate environmental impact reports pertaining to private and public
planning projects and programs.
m. Monitoring compliance with UIIDP POM in regard to urban planning;
n. Prepare training, plan training materials and provide training to federal, regional and
ULG staff on urban planning.
o. Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on urban planning.
p. Review the Annual Performance Assessment Reports of ULGs regarding urban planning
and provide comments
q. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
Page | 162
region (s):-
2.8.1. Statutory structure plan and or expansion plan approved/in place
2.8.1.1. Existence of up-to-date approved statutory city-wide (structure) plan as at the point of
assessment (Yes/No indicator) excluding extension of an existing plan
2.8.1.2. CIP is in accordance with city-wide (structure) plan at the time of preparation (Yes/No
indicator)
The Urban Planning Specialist should possess the following qualifications/competencies:
 B.Sc. or BA degree or higher in Urban Planning, Architecture town planning or urban

local) and regional planning (studies) or related field of studies with extensive
experience in designing and implementing regulations and systems in urban
development involving development at a national level of policies and strategies for
urban development and management with particular focus on the development of urban
local governments.
 A minimum of 10 years’ general experience in of which 5 years specific experience in
local government/urban planning.
 A working knowledge of GIS and CAD systems and an ability to transmit that
knowledge to others will be an advantage.
Page | 163
1 It is expected that the assignment will start in May 2018. The consultant will be based at MUDHo
2 UREFMFB will provide reasonable and standard office space and office furniture and equipment
and fax facilities.
3
4 Management Procedures
5 Contractually, the Consultant will be accountable to the Program Coordinator to whom all reports
payment.
 Proposals and recommendations on revisions and updating of all urban planning manuals,
guidelines, standards, policies and laws.
 Proposals on the appropriate instructional and organizational structure for urban planning
at federal, regional and ULGs
 Report on administering government plans and policies affecting land use, zoning, public
utilities, community facilities, housing, and transportation.
 Assessment reports on feasibility of proposals and recommendations on necessary
changes/approval/denial or conditional approval of proposals.
 Analysis of data on economic, social, regulatory and physical factors affecting land use.
 Alternative plans and recommendations for programs or projects.
Page | 164
 Review and evaluation comments on environmental impact reports pertaining to private
and public planning projects and programs.
on urban planning.

regarding the performance measures on urban planning.

urban planning
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the
 Draft Final Report of the consultant’s work three weeks before the end of the assignment;
and
 Final Report of the Consultant’s work, one week after receiving comments from
UREFMFB.
Evaluation Criteria
consultant:

Page | 165

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR PLANNING, BUDGETING

& PARTICIPATION SPECIALIST
The objective of the TOR is to obtain the services of a qualified and experienced Planning,
Budgeting and Participation Specialist who will support all regions and UIIDP participating cities
in planning and budgeting for infrastructure investments in a participatory manner.
The Planning, Budgeting and Participation Specialist will be responsible for the following
specific duties and responsibilities are:
a. Reviewing, and making contributions to the revision of, the planning, budgeting and
participation manuals being used by ULGs.
b. Supporting regions and cities in formulating and developing ULGs development

strategies, plans and budgets;
Page | 166
c. Support regions and UIIDP participating cities in the preparation of ULG capital
investment plans, capacity building plans, action plans and budgets in participatory
manner.
d. Preparing and disseminating performance standards and indicators for the ULGs to use
on planning, budgeting and participation;
e. Monitoring and evaluating performance of ULGs Development Plans
programs and projects;
f. Collecting, analyzing and storing data into useful information for end users and
maintaining a data bank for planning, budgeting and decision-making purposes;
g. Providing technical advice to MUDHo, regions and ULGs on matters related to
planning, budgeting and participation;
h. Preparation of short, medium and long-range projections based on the GTP and other
Ministry plans and providing these to regions and ULGs to use for planning and
budgeting purposes.
i. Ensures that applicable records, economic, statistical bulletins and miscellaneous data
are maintained in the UIIDP Unit and updated from time to time.
j. Evaluates the effectiveness of public participation, project planning, budgeting and

implementation through monitoring, evaluation and review of projects, post
implementation review and dissemination of project results;
k. Monitoring compliance with UIIDP POM and other manuals in regard to budgeting,
planning and participation;
l. Prepare training plan, training materials and provide training to federal, regional
and ULG staff on planning, budgeting and participation.
m. Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on budgeting, planning and participation.
n. Review the Annual Performance Assessment Reports of ULGs regarding budgeting,

planning and participation and provide comments
o. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
Page | 167
region (s):-

ULG has produced and the council approved a:

 Annual budget;
process
annual budget
2.1.2. Participation of citizens in the planning process to meet service delivery priorities identified by citizens
2.1.2.1. No. of public consultations (lower level and city level)
2.1.2.2. Increase in no. of people involved. Evidence of agenda and issues discussed.
2.1.3.1. Budget approved by Council (Yes/No Indicator)
Page | 168
The Planning, Budgeting & Participation Specialist should possess the following
 A minimum of BA or B.Sc. Degree in Urban Management, Municipal Finance,

Accounting, Financial Planning, Investment Financing, Economics, Public Financial
Management, Public Administration, Business Administration or related.
 A minimum of 10 years of experience in public finance including budgeting and
experience in similar projects and geographic areas, with 5 years of experience in local
government budgeting planning and participation.
and fax facilities.
Page | 169
payment.
 Contributions to the revision of, the planning, budgeting and participation manuals being
used by ULGs.
 Reports on technical support provided to regions/cities in formulating and developing
ULGs development strategies, plans and budgets;
 Reports on support given to regions and UIIDP participating cities in the preparation of
ULG capital investment plans, capacity building plans, action plans and budgets.
 Monitoring and evaluation reports on performance of ULGs Development Plans,
 Data bank for planning, budgeting and decision-making purposes;
 Short, medium and long-range projections based on the GTP and other Ministry plans
 Evaluation reports on the effectiveness of public participation, project planning,
budgeting and implementation.
 Training plan, training materials and training reports on planning, budgeting and
participation
regarding the performance measures on budgeting, planning and participation.
 Review comments on Annual Performance Assessment Reports of ULGs regarding
budgeting, planning and participation.
assignment.
Page | 170
and
UREFMFB.
Evaluation Criteria
consultant:

Page | 171

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR MONITORING &

EVALUATION SPECIALIST
The objective of the TOR is to obtain the services of a qualified and experienced Monitoring &
Evaluation Specialist who will be responsible for developing and maintaining the UIIDP
Monitoring, Evaluation and Reporting Systems, supporting the regional and city M&E officers
that are responsible for M&E of the UIIDP and achievement of disbursement linked indicators
and performance measures related to M & E.
The Monitoring and Evaluation Specialist at Federal level based at MUDHo will plan,
coordinate and facilitate all M&E related activities of the UIIDP. He/she will be responsible for
developing, implementing and maintaining the UIIDP M&E and reporting systems at federal,
regional and ULG levels. Specific duties and responsibilities are:
a. Prepare, revise and update as required the UIIDP Monitoring, Evaluation and Reporting
System Guidelines for the federal, regional and ULG levels as per the UIIDP Results
Framework and POM.
Page | 172
b. Maintain the UIIDP M & E system at federal level and assist the UIIDP M&E Officers at
Regional and ULG levels in maintaining a similar system at their levels.
c. Assist cities and regions in the preparation of their UIIDP M&E reports and follow up to
ensure that they are submitted as per the deadlines set in the M & E Guidelines;
d. Prepare and submit to Program Coordinator the Consolidated Quarterly Progress Reports,
Semi-Annual Report, Annual Report for UIIDP as per the M&E Guidelines and other
reports as required by UREFMFB.
e. Regularly follow-up on project implementation progress as per the key performance
indicators.
f. Identify training needs for monitoring and evaluation, prepare training plan, training
materials and conduct training programs for relevant staff at federal, regional and city
levels.
g. Work with UIIDP team members and other project implementing partners to familiarize
them with key performance indicators of the UIIDP.
h. Contributions to revisions to the Annual Performance Assessment Guideline (APAG).

i. Review comments on Annual Performance Assessment Reports of ULGs.
j. Perform other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
.
region (s):-
DLI 2 - Institutional Performance (ULG Performance Measures)
2.6. Accountability and Transparency
2.6.1.2. Public dissemination (in city offices and other public places or web-pages, newspapers) of information
about: (a) Annual budgets; (b) Approved projects; (c) Expenditures; (d) Audited accounts; (e) Procurement
decisions; (f) APA results announced to public
2.6.1.3. Timely submission of quarterly progress reports for UIIDP as per the UIIDP M & E Guidelines (Yes/No
indicator)
Page | 173
The Monitoring and Evaluation Specialist should possess the following qualifications/
competencies:
 BA or B.Sc. degree in statistics, Demography, Sociology, Social Work, Economics,

Urban Management or a related field;
 A minimum of 10 years’ general of which 5 years specific experience in monitoring and

evaluation systems of programs/projects and capacity building for M&E in a public
sector or urban sector setting.

in computerized database, spreadsheet constructions and statistical software.
Page | 174
payment.
 UIIDP Monitoring, Evaluation and Reporting System Guidelines for the federal, regional
and ULG levels
 UIIDP M & E system at federal level
 Report on assistance given to the UIIDP M&E Officers at Regional and ULG levels in
maintaining UIIDP M & E System at their levels
 Consolidated Quarterly Progress Reports, Semi-Annual Report, Annual Report for UIIDP
 Training plan, training materials and training reports
 Review comments on Annual Performance Assessment Reports of ULGs.
assignment.
and
UREFMFB.
Evaluation Criteria
consultant:

Page | 175
Page | 176

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR UIIDP PROGRAM

ACCOUNTANT (MoFEC)
The objective of the TOR is to obtain the services of a UIIDP Program Accountant, based at
MoFEC, who will be responsible for fund flow, financial reporting, and arranging overall project
auditing
The Program Accountant will have the following specific duties and responsibilities:
a. Prepare and update the UIIDP Financial Management Manual
b. Prepare training plan, training materials and provide training to the UIIDP accountants
at the Regional Bureaus of Finance and Economic Development and ULGs.
c. Facilitate and ensure timely release and flow of resources from IDA to MoFEC and to
MUDHo and regions.
Page | 177
d. Maintain the UIIDP financial accounting and reporting system in IBEX.
e. Ensure timely submission of expenditure documents from MUDHo and regions
(BoFEDs) to MoFEC and consolidated expenditure report to IDA for replenishment of
UIIDP funds;
f. Prepare request for replenishment of funds by IDA with relevant and necessary
documentation and reports /Interim Financial Reports (IFR)
g. Prepare periodic Financial Reports and additional statement as per the UIIDP POM and
UIIDP Financial Management Manual.
h. Ensure that proper financial records are maintained at all UIIDP implementing
Agencies and ensure the quality and consistency of all financial data;
i. Reconcile monthly UIIDP bank accounts at MoFEC with the bank statements.
j. Prepare Semi-Annual Financial Reports for UIIDP and submit to IDA within the
deadline stipulated in the POM and the financing agreement.
k. Prepare annual consolidated financial statements for UIIDP within three months after
the end of the financial year and ensure that these are submitted for audit to the external
auditors;
l. Facilitate the external auditor with all the necessary financial documents in order to
conduct the audit in time and ensure the audit report is submitted to the bank within six
months after the end of the financial year of the program;
m. Copy all financial reports to MUDHo for proper coordination and follow-up of the
implementation and fund utilization;
n. Perform other duties assigned by the UIIDP Coordinator at MoFEC.
The assignment will require a high level of technical competence in financial accounting,
financial management and financial reporting. The UIIDP Program Accountant should therefore
possess the following qualifications:
 A minimum of BA, B.Sc. Degree in Accounting, Finance, Municipal Finance, Business

Administration, Business Management, Public Financial Management or related
 A minimum of 10 years’ general experience of which 5 years specific experience in

aspects of local government finance, public sector financial management, financial audit,
accounting, internal and external audit.
Page | 178

system.
It is expected that the assignment will start in May 2018. The consultant will be based at MoFEC
offices in Addis Ababa. Contract: one-year contract, with possible extension upon satisfactory
performance. Remuneration: Negotiable / dependent on qualifications and experience.
MoFEC will provide reasonable and standard office space and office furniture and equipment
assignment. The UIIDP Program Accountant will be provided, for official business, with internet
access and telephone facilities.
Contractually, the UIIDP Program Accountant will be accountable to the MoFEC UIIDP
Coordinator to whom all reports and deliverables as per the TOR should be submitted. MoFEC
will sign the contract with the UIIDP Program Accountant and will also be responsible for all
payments to the UIIDP Program Accountant once the work has been accepted and cleared for
payment.
 UIIDP Financial Management Manual

 Training plan, training materials and training reports on financial management
 UIIDP financial accounting and reporting system in IBEX
Page | 179
 Consolidated expenditure report and Replenishment Request to IDA for replenishment of
UIIDP funds
 Periodic Financial Reports and additional statement as per the UIIDP POM and UIIDP
Financial Management Manual.
 Monthly Bank Reconciliation Statements for UIIDP
 Semi-Annual Financial Reports for UIIDP
 Annual consolidated financial statements
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the UIIDP
Program Accountant activities/ achievements during the month and plans for the next
month.
 Draft Final Report of the UIIDP Program Accountant’s work three weeks before the end
of the assignment; and
 Final Report of the UIIDP Program Accountant’s work, one week after receiving
comments from MoFEC.
Evaluation Criteria
consultant:

Page | 180

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR PROCUREMENT

The objective of the TOR is to obtain the services of a qualified and experienced Procurement
Management Specialist who will provide support to assigned regions and UIIDP participating
cities on procurement planning, implementation and monitoring as well as contract management
including achievement of disbursement linked indicators and performance measures related to
procurement.
The Procurement Management Specialist will be responsible for the following specific duties and
responsibilities:
Page | 181
a. Hold inventory and database of all federal and regional governments procurement laws
including proclamations, regulations, directives, manuals, circulars, standard bidding
documents and templates which govern the procurement process;
b. Keep track of any changes in the procurement laws, procedures and circulars issued by
the Federal and Regional Governments from time to time; analyze their impacts on
value for money and fairness compared to the baseline procurement laws, procedures
and circular and notify MUDHo and the Bank immediately;
c. Review and contribute to the revision/updating of the procurement manuals, guidelines
and procurement formats in line with the Financing Agreement and POM.
d. Supporting assigned regions and cities in the formulation of procurement policies and
strategies in line with the Financing Agreement and POM;
e. Supporting assigned regions and cities in the preparation of the Annual Procurement
Plans for ULGs, reviewing the plans and providing comments or suggestions for
improvement of the quality of the plans;
f. Monitoring the implementation of the Annual Procurement Plans, providing summarized

status report to the Program Coordinator and UREFMFB on quarterly basis. Provide
guidance to the regions and ULGs on speeding up implementation of the procurement
plans/activities.
g. Supporting the assigned Regional Public Procurement and Property Administration

Agencies in undertaking the annual procurement audits of ULGs. Provide capacity
building training to the RPPPAAs in conjunction with the FPPPAA.
h. Monitor the preparations for and the carrying out of the annual procurement audits by
RPPPAAs and provide them guidance and provide periodic status reports to the Program
Coordinator and UREFMFB.
i. Review the procurement audits and provide comments to the RPPPAAs and submit the
audits for review by the World Bank. Follow up with regions and ULGs on
implementation of recommendations of the audits and submit quarterly status report to
UREFMFB and World Bank on actions taken by the regions and ULGs.
j. Provide support to the MUDHo Project Procurement Management Directorate on

preparation of the procurement plan for the Investment Project Financing (IPF)
component of the UIIDP and actively participate in the procurement activities for the IPF
(review of TORs, bidding documents, evaluation reports, contract management etc);
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k. Carry out a review to identify constraints and opportunities to the effective and efficient
procurement and administration of works, goods, and consultancy and non-consultancy
services in the ULGs and an implementation capacity assessment to identify gaps;
l. Prepare training plan, training materials and provide training to federal, regional and
ULG staff on procurement management;
m. Monitoring compliance with UIIDP POM and other manuals regarding procurement
management;
n. Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on procurement management;
o. Review the Annual Performance Assessment Reports of ULGs regarding procurement

management and provide comments;
p. Follow up with MUDHo, Regions and ULGs on implementation of recommendations of

Quality Assurance Reviews (QARs), Implementation Support Missions(ISMs), Post-
Reviews(PRs) (in the case of the IPF window), and submit quarterly status report to
UREFMFB and World Bank on actions taken by MUDHo, Regions and ULGs;
q. Prepare a spreadsheet for data collection on procurement performance measurement and

monitoring. The spreadsheet shall be sufficient to capture base data and track annual
changes for annual performance assessment.
r. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
region (s): -
1.1. ULG has produced and the council approved a:

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 Annual budget;
 The planned use of the performance-based grants from UIIDP follows investment menu (only
from assessment in 2019 of the performance in FY 2018/19).
1.2. Functional institutional set-up for procurement system in place according to public
procurement proclamation including:
(a) Procurement function and minimum core staff in place – at least two procurement
specialists within procurement unit in ULG; with first degree and experience in
procurement at least for two years
(b) Functional tender committee/tender award committee (TAC) at ULG level in place;
(c) Participating cities have the copies of their respective region’s procurement law,
directives, manuals and standard procurement documents and staffs are familiar with
these legal documents
(d) Establishment of procurement performance monitoring and measurement using the
Procurement Key Performance Indicators included in the POM and APAG.
2.4. Procurement
2.4.1. Annual Procurement Planning, Oversight and Controls

Parameters to be assessed.
(i) Annual procurement plans are prepared and updated;
(ii) Internal procurement audits are conducted and they are acceptable;
(iii) Follow up and update was done on the action plan for implementation of internal and external audit findings.
2.4.2. Individual Procurement Transactions
2.4.2.1. Procurement Planning and Bidding

(i)The procurement item is included in the approved annual procurement plan;
(ii) Advertisements were made as required by the law;
(iii) Correct standard bidding documents are used;
(iv) Bid floating periods are as provided in the law;
(v) Bid openings are conducted immediately after bid submission and minutes are acceptable
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2.4.2.2. Bid Evaluation and Contract Award
(i) Bid evaluations are consistent with bidding documents;
(ii) Contract was awarded to the legitimate bidder within bid validity period;
(iii) Bid evaluation results are announced to bidders and public;
(iv) Contract document contents are complete
2.4.2.3. Contract implementation and procurement recording

(i) Contracts implemented within planned time
(ii) Contracts implemented as per contract price
(iii) Availability of adequate auditable procurement records in a secured space.
2.4.3. Procurement Outcomes

2.4.3.1. Procurement efficiency and effectiveness
(i) Percentage (by no. and value) of procurement items not included in the original annual procurement plan should not
exceed 5%;
(ii) Average deviation between original Planned and Actual Procurement cycle time (procurement initiation-contract
completion) should not exceed 5%;
(iii) deviation between original price in the procurement plan and award price should not exceed 20%;
(iv) deviation between contract price and completion price (turnout cost) should not exceed 25%.
2.4.3.1. Competitiveness, Fairness and Transparency and Controls

(i) Percentage (by no. and value) of procurements conducted through open bidding procedure is 85%;
(ii) Complaints resolved within the standard time frame is 100%;
(iii) the percentage of action taken from the previous procurement audit qualifications/ recommendations equals or
exceeds 90%.
The Procurement Management Specialist should have a high level of technical competence and
experience in procurement of services, goods and works on using World Bank guidelines and
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GOE procurement laws and guidelines. The Procurement Management Specialist should
therefore have the following qualifications.
 Minimum of BA or B.Sc. Degree in Procurement, Procurement & Supply Chain

Management, Public Procurement &Asset Management, Commerce, Marketing
Management, Business Administration, Economics, Engineering, Law or any other
related discipline. Possession of professional qualification in procurement will be an
added advantage.
 At least 10 years’ general experience of which 5 years specific experience in procurement
in a large private/ public sector organization or projects and in GOE/IDA funded projects
using federal/regional/IDA procurement procedures.
 Computer literacy in the use of word processor, spreadsheets and any other
 Excellent writing and communication skills in both Amharic and English (all reports,
documents and correspondences shall be in English).
 Knowledge of the urban sector in Ethiopia is an advantage
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payment.
 Contributions to the revisions/updates of the procurement manuals, guidelines and

procurement formats.
 Reports on technical support provided to assigned regions/cities in formulating
procurement policies and strategies;
 Reports on support given to assigned regions and UIIDP participating cities in the
preparation of ULG annual procurement plans
 Review comments or suggestions for improvement of the quality of assigned ULG annual
procurement plans
 Summarized Quarterly Monitoring & Status Report on implementation of the assigned
ULG Annual Procurement Plans, implementation of audit/review findings and
recommendations, and trainings and guidance provided to the assigned regions and ULGs
on speeding up implementation of the procurement plans/activities.
 Report on support provided to the assigned Regional Public Procurement and Property
Administration Agencies in undertaking the annual procurement audits of ULGs.
 Training Reports on capacity building training to the RPPPAAs
 Monitoring and status report on the preparations for and the carrying out of the annual
procurement audits by RPPPAAs.
 Review comments on quality of procurement audits

 Status report on implementation by regions and ULGs of recommendations of the
procurement audits.
 Report on support provided to the MUDHo Project Procurement Management Directorate
on preparation of the procurement plan for the Investment Project Financing (IPF)
component of the UIIDP and on IPF procurement activities.
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 Report on constraints and opportunities to the effective and efficient procurement and
administration of works, goods and consultancies in the ULGs.
 Procurement implementation capacity assessment report.
 Training plan, training materials and training reports on procurement management

regarding the performance measures on procurement management.
procurement management.
Spreadsheet for data collection on procurement performance measurement and
monitoring;
assignment.
and
UREFMFB.
Evaluation Criteria
consultant:

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(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR CAPACITY BUILDING

SPECIALIST
The objective of the TOR is to obtain the services of a qualified and experienced Capacity
Building Specialist who will be responsible for coordinating all the capacity building activities
under UIIDP and for providing capacity building support to all regions and UIIDP participating
cities.
The Capacity Building Specialist will be responsible for the following specific duties and
responsibilities:
a. Reviewing, and making contributions to the revision of the UIIDP Capacity Building
Manual and ensuring that the manual is disseminated to all regions and ULGs.
b. Provide support to regions and ULGs in carrying out the capacity self-assessment and
gap analysis using the tools provided in the UIIDP Capacity Building Manual.
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c. Supporting regions and cities in formulating and developing their capacity building
strategies, plans and budgets, ensuring that the UIIDP Eligible Capacity Building
Areas are adhered to and that all the four capacity building modalities are used;
d. Using the Checklists in the UIIDP Capacity Building Manual, review and provide
comments on the annual capacity building plans of federal Ministries/Agencies, all
regions and participating ULGs.
e. Monitor and evaluate the performance of regions and ULGs capacity building plans;
f. Preparation of the UIIDP Federal Capacity Building Plan and following up with all
participating federal Ministries and Agencies o the preparation of their capacity
building plans.
g. Evaluate and report on the effectiveness of capacity building activities and training
programs provided under UIIDP by the federal, regional and ULG levels
h. Monitoring compliance by federal, regional and ULG levels with UIIDP II POM and
other manuals in regard to budgeting, planning and participation;
i. Prepare training plan, training materials and provide training to federal, regional and
ULG staff on capacity building.
j. Coordinate and provide assistance to other UIIDP staff in the preparation of training
program and delivery of training by all thematic areas under UIIDP.
k. Coordinate and arrange the provision of supply side capacity building courses/training
by ECSU, Federal/Regional training institutions and private institutions as envisaged in
the POM and UIIDP Capacity Building Manual. Prepare and arrange for of MOUs with
these training institutions for course design and administration.
l. Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on capacity building.
m. Review the Annual Performance Assessment Reports of ULGs regarding capacity

building and provide comments
n. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
have weighted (50%) responsibility, and be evaluated accordingly, for the achievement of the
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region (s):-


 Annual budget;
1.2. Key staff in place/coordination team with the following staff under the coordination of the city manager:
full-time focal persons from relevant departments for revenue, procurement, environmental, social management, M&E,
PFM, and civil engineering, AMP expert, Urban planning and land management, plus an internal auditor.
2.1.5. Capital building performance
2.1.5.1. Capacity building planning: (a) The capacity building plan has been produced through a systematic
assessment and gap analysis in the main thematic focus areas.; (b) The capacity building plan includes activities
covering at least two capacity building modalities. (c) The capacity building activities are clearly traceable to the
identified capacity building gaps
2.1.5.2. Implementation of capacity building activities: (a) More than 80% of capacity building activities included in
the capacity building plan successfully completed; (b) More than 80% of the funds budgeted in the capacity building
plan are utilized

The Capacity Building Specialist should possess the following qualifications/competencies:
 BA or B.Sc. Degree or higher in Management, Human Resource Development, Urban

Management, Business Administration, Public Administration or related.
 A minimum of 10 years of general experience of which 5 years specific experience in
institutional and human resource development, capacity building and training.
 Excellent command of computer programs and applications

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payment.
 Contributions to the revision of the UIIDP Capacity Building Manual
 Report on support to regions and ULGs in carrying out the capacity self-assessment and
gap analysis.
 Report on supporting regions and cities in formulating and developing their capacity
building strategies, plans and budgets
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 Checklists and review comments on the annual capacity building plans of federal
Ministries/Agencies, all regions and participating ULGs.
 Monitoring and evaluation reports on performance of regions and ULGs capacity

building plans
 UIIDP Federal Capacity Building Plan

 Evaluation report on the effectiveness of capacity building activities and training
programs provided under UIIDP by the federal, regional and ULG levels
 Training plan, training materials and training reports on capacity building
 MOUs with federal and regional training institutions for course design and
administration.
 Report on provision of supply side capacity building courses/training by ECSU,

Federal/Regional training institutions and private institutions.
regarding the performance measures on capacity building.
capacity building.
assignment.
and
UREFMFB.
Evaluation Criteria
consultant:

Page | 193
Page | 194

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR LOCAL ECONOMIC

DEVELOPMENT (LED) & JOB CREATION SPECIALIST
The objective of the TOR is to obtain the services of a qualified and experienced Local Economic
Development & Job Creation Specialist who will support all regions and UIIDP participating
cities in designing and implementing local economic development strategies that result in
sustainable job creation.
The Local Economic Development & Job Creation Specialist will be responsible for the
following specific duties and responsibilities:
a. Reviewing and making contributions to the revision/updating of the UIIDP Local

Economic Development Manual and the UIIDP Job Creation & Measurement
Guideline.
b. Supporting regions and cities in formulating and developing ULGs local economic
development strategies and plans that will result in sustainable job creation.
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c. Support regions and UIIDP participating cities in the preparation of ULG Local
Economic Development Plan and Job Creation Plan as per the manual and guideline.
d. Review ULG CIPs to ensure that the necessary public private dialogue has taken place
as part of their preparation to address the constraints faced by potential investors and
existing businesses.
e. Support regions and ULGs in ensuring that they arrange at least 2 public private
dialogue/open meetings with city mayor and a wide range of private sector
representatives in a properly structured meeting where there will be among other things,
presentation of constraints and economic potentials to inform the CIP. The meetings
should come up with agreed actions.
f. Support regions and ULGs to ensure that all the ULGs implement the agreed actions as
soon as possible.
g. Monitoring, evaluating and reporting performance of ULGs Local Economic

Development Plans and Job Creation Plans.;
h. Preparing and disseminating performance standards and indicators for the ULGs to use
on local economic development;
i. Collecting, analyzing and storing data into useful information for end users and
maintaining a data bank for local economic development and job creation;
j. Evaluate the effectiveness of local economic development strategies and job creation
strategies;
k. As part of a broader effort that may involve technical assistance and working with
regions, develop comprehensive and harmonized policies, strategies and procedures on
incentive mechanisms and for the registration, monitoring, follow up and graduation of
MSEs.
l. Work with regions and ULGs to identify and resolve the challenges that face MSEs and
prevent them from surviving or graduating to the next level. Some of the challenges
identified so far are lack of access to finance, weak backward linkages to access raw
materials and weak forward linkages to buyers and markets, location issues in that MSE
business premises are located far away from potential customers.
m. Work with the regions and ULGs and put in place a mechanism and procedure for the
selection of some MSEs based on open business plan competition.
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n. In conjunction with FUJSCA, prepare a capacity building program for MSE offices
and/or MSE one stop centres to equip them with the necessary facilities, equipment,
materials and technical competence to support MSEs.
o. In conjunction with Ministry of Industry, prepare a capacity building program for
Medium Manufacturing Enterprises Development Units in ULGs to equip them with the
necessary facilities, equipment, materials and technical competence to support graduated
MSEs.
p. Prepare training plan, training materials and provide training to federal, regional and
ULG staff on local economic development and job creation.
q. Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on local economic development and job
creation.
r. Review the Annual Performance Assessment Reports of ULGs regarding local

economic development and job creation and provide comments
s. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
region (s):-


 Annual budget;
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Note: For the LED & Job Creation Specialist, this will be regarding whether public private dialogue has
informed the CIPs and whether job creation figures are correctly captured in the CIPs
DLI 4 -Performance on Local Economic Development, Urban Resilience and

Gender Mainstreaming (ULG Performance Measures)
4.1. Local Economic Development
4.1.1. Job Creation
4.1.1.1. No. of people employed through infrastructure works under UIIDP against annual target
4.1.1.2. No. of people employed in firms provided with serviced land 26 and/or MSE sheds27 under CIP against annual
target
4.1.2. Public private dialogue
4.1.2.1. ULG held at least 2 public private dialogue/open meetings with city mayor and a wide range of private sector
representatives -structured meeting, mayor participation, presentation of constraints and economic potentials to
inform the CIP.
4.1.2.2. Implementation of min. 2 agreed actions from each meeting
4.1.3. Micro Small Enterprise
4.1.3.1. No. of MSEs supported through open business plan competitions, against annual target
4.1.3.2. No. of MSE One Stop Center (OSC) supported to be fully functional against annual target
4.1.3.3. No. of graduated MSEs provided with support from the Medium Manufacturing Enterprises Development Unit
in the city administration, against annual target
The Local Economic Development & Job Creation Specialist should possess the following
 A minimum of BA or B.Sc. Degree in Economics or Development Economics, Urban

national, regional or local economic development and in working with regional and
urban local governments in formulating a framework or strategy for urban local
economic development, including the promotion of micro and small-scale enterprises.
26
This refers to all serviced land allotted to firms engaged in economic activities including agriculture, services and
manufacturing.
27
This refers to working premises / sheds allotted to microenterprises, which should be serviced and provided with
water, electricity and a connective road
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payment.
 Contributions to the revision/updating of the UIIDP Local Economic Development Manual

and the UIIDP Job Creation & Measurement Guideline.
 Report on supporting regions and cities in formulating and developing ULGs local economic
development strategies.
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 Report on support to regions and UIIDP participating cities in the preparation of ULG Local
Economic Development Plan and Job Creation Plan as per the manual and guideline.
 Report on review of ULG CIPs to ensure that the necessary public private dialogue has taken
place as part of their preparation.
 Report on support given to regions and ULGs in ensuring that they arrange at least 2 public
private dialogue/open meetings with city mayor and a wide range of private sector
representatives
 Monitoring and evaluation report on performance of ULGs Local Economic Development

Plans and Job Creation Plans.
 Performance standards and indicators for the ULGs to use on local economic development;
 Data bank for local economic development and job creation.
 Evaluation reports on effectiveness of local economic development strategies and job creation
strategies.
 Comprehensive and harmonized policies, strategies and procedures on incentive mechanisms

and for the registration, monitoring, follow up and graduation of MSEs.
 Mechanism and procedure for the selection of some MSEs based on open business plan
competition
 Report on challenges that face MSEs and prevent them from surviving or graduating to the
next level and remedial measures
 Capacity building program for MSE offices and/or MSE one stop centres to equip them with
the necessary facilities, equipment, materials and technical competence to support MSEs.
 Capacity building program for Medium Manufacturing Enterprises Development Units in

ULGs to equip them with the necessary facilities, equipment, materials and technical
competence to support graduated MSEs.
 Contributions to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on local economic development and job creation.
 Review comments on Annual Performance Assessment Reports of ULGs regarding local

economic development and job creation.
assignment.
Page | 200
and
UREFMFB.
Evaluation Criteria
consultant:

Page | 201

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR URBAN RESILIENCE

&DISASTER RISK MANAGEMENT SPECIALIST
The objective of the TOR is to obtain the services of a qualified and experienced Urban
Resilience and Disaster Risk Management Specialist who will support all regions and UIIDP
participating cities in strengthening urban resilience through (a) a better understanding of risks
of shocks and stresses and incorporating resilience into land use planning/ development; and (b)
undertaking measures to mitigate the risks through disaster and climate risk management, and
improving regulatory decisions and emergency preparedness.
The Urban Resilience and Disaster Risk Management Specialist will be responsible for the
a. Reviewing, and making contributions to the revision/updating of the Urban Resilience

and Disaster Risk Management Manual
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b. Together with National Disaster Risk Management Commission (NDRMC), identify
needs and develop local DRM and emergency plan (building on woreda risk profile) by
end of year 2 of UIIDP implementation.
c. Together with NDRMC, carry out detailed risk assessment to develop national urban
DRM plan, establish information and warning system and develop training program and
guidance notes by end of year 2 of UIIDP implementation. At the national level, this
information system can be housed in the MUDHo, linked to the NDRMC and other
relevant ministries such as Ministry of Construction. The same information system will
need to be extended at regional and local government levels.
d. Support regions and cities in the establishment of the urban Disaster Risk Management
(DRM) institutional framework at city level (DRM Unit with dedicated staff and budget)
by extending existing national and regional DRM structure to the cities.
e. Support the regions in ensuring that each UIIDP participating city’s DRM unit develops
an Emergency Response Plan and DRM strategy including: (a) securing early warning
on flooding, drought and high winds, and alerts for earthquakes and landslides; (b)
ensuring community disaster preparedness; (c) developing contingency planning and
budgeting; and (d) exploring risk financing and insurance options.
f. Provide support to regions and cities in undertaking an assessment of the fire support
services to identify the specific training and equipment needed to improve response
capacity for densely populated buildings and neighborhoods.
g. Based on the abovementioned assessment of fire support services, support regions and
cities to develop a local plan to provide mobile firefighting units and search and rescue
equipment appropriate for city responses to fire incidents.
h. Prepare and disseminate performance standards and indicators for the ULGs to use on
urban resilience and disaster risk management;
i. Monitor and evaluate performance of ULGs Disaster Risk
Management Strategies/Plans and Emergency Response Plans;
j. Monitoring compliance with UIIDP POM and other manuals in regard to urban resilience
and disaster risk management;
k. Prepare training plan, training materials and provide training to federal, regional and
ULG staff on urban resilience and disaster risk management.
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l. Contribute to revisions to the Annual Performance Assessment Guideline (APAG)
regarding the performance measures on urban resilience and disaster risk
management.
m. Review the Annual Performance Assessment Reports of ULGs regarding urban

resilience and disaster risk management and provide comments
n. Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
region (s):-


 Annual budget;
Note: The Urban Resilience and Disaster Risk Management Specialist will review all CIPs to check what
projects cities have incorporated in the CIPs that address urban resilience and disaster risk management and
provide guidance as necessary.

4.2. Urban Resilience
4.2.1. Disaster risk management and emergency response
4.2.1.1. Disaster and Climate Risk Management
Evidences to be produced by cities
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Risk map(s) developed showing flood/landslide/earthquake risk areas, prepared in accordance to guidelines
developed by MUDHo and Disaster Risk Management Commission.
4.2.1.2. Emergency Response institutional structure
Emergency response unit established with minimum staffing including disaster risk management officer, rapid
assessment officer, and emergency response officer.
4.2.1.3. Emergency Response Plan

Emergency Response Plan developed and approved by the city council/mayor.
The Urban Resilience and Disaster Risk Management Specialist should possess the following
 A minimum of BA or B.Sc. Degree in Environmental Sciences, Natural Resources

Management, Sociology, Social Work, Public Health, Disaster Risk Management,
Climate change or related.

environmental management, climate change, urban resilience and disaster risk
management.

 Knowledge of the urban sector and climate change issues in Ethiopia is an advantage.
Page | 205
payment.
 Contributions to the revision/updating of the Urban Resilience and Disaster Risk

Management Manual
 Assessment report on needs and requirements regarding urban resilience and disaster
risk management
 Local DRM and emergency plan (building on woreda risk profile) by end of year 2 of
UIIDP implementation.
 Detailed risk assessment and national urban DRM plan,
 Information and warning system with training program and guidance notes by end of
year 2 of UIIDP implementation.
 Establishment of the urban Disaster Risk Management (DRM) institutional framework at

city level (DRM Unit with dedicated staff and budget).
 Report on preparation by each of the 117 cities of their ULG Emergency Response Plan
and DRM strategy including: (a) securing early warning on flooding, drought and high
winds, and alerts for earthquakes and landslides; (b) ensuring community disaster
Page | 206
preparedness; (c) developing contingency planning and budgeting; and (d) exploring risk
financing and insurance options.
 Report on status of, and support provided to regions and cities in undertaking an,
assessment of the fire support services and specific training and equipment needed to
improve response capacity for densely populated buildings and neighborhoods.
 Report on support provided to regions and cities to develop a local plan to provide
mobile firefighting units and search and rescue equipment appropriate for city responses
to fire incidents.
 Performance standards and indicators for the ULGs to use on urban resilience and
disaster risk management;
 Monitoring and evaluation report on performance of ULGs Disaster Risk

 Training plan, training materials and training reports on urban resilience and disaster
risk management.

regarding the performance measures on urban resilience and disaster risk management.
 Review comments on the Annual Performance Assessment Reports of ULGs regarding

urban resilience and disaster risk management.
assignment.
and
UREFMFB.
Evaluation Criteria
consultant:
Page | 207
Page | 208

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR GENDER SPECIALIST
The objective of the TOR is to obtain the services of a qualified and experienced Gender
Specialist who will support MUDHo, all regions and UIIDP participating cities on gender
mainstreaming and ensuring gender responsiveness in urban policies, strategies, plans, programs
and projects, including UIIDP.
The Gender Specialist will be responsible for the following specific duties and responsibilities:
 Reviewing, and making contributions to the revision of, the Gender Development
Manual.
 Assist the MUDHo Gender and Youth Mainstreaming Directorate in updating the
Gender Mainstreaming Guideline of Urban Development.
 Together with the regions, ensure that there is a gender specialist in place in all UIIDP
participating cities in the WCO and UIIDP focal persons team.
Page | 209
 Support regions and cities in preparing the Annual Gender Development Plan and
Budget as per the template and guidelines in the Gender Development Manual.
 Prepare and disseminate performance standards and indicators for the ULGs to use on
gender mainstreaming and responsiveness;
 Monitoring and evaluating performance of ULGs Annual Gender

Development Plan
 Conduct supportive supervision site visits to regions and ULGs to oversee activities and
provide technical support
 Develop a reporting format to capture progress and data on Gender related activities
 Evaluates the effectiveness of gender mainstreaming and responsiveness on the UIIDP;
 Prepare TOR for Gender Audit and supervise the conduct of the audit.
 Prepare training plan, training materials and provide training (including TOTs) to
federal, regional and ULG staff on women’s rights in work place and to make staff
more sensitive to gender equality and women empowerment and to be more competent
in preparing the annual gender development plan.
 Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on gender mainstreaming and responsiveness.
 Review the Annual Performance Assessment Reports of ULGs regarding gender

mainstreaming and responsiveness and provide comments;
 Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
region (s):-


 Annual budget;
Page | 210
assessment in 2019 of the performance in FY 2018/19)
Note: The Gender Specialist will review the gender responsiveness of the CIP, especially regarding the level of
women participation in identification and prioritization of projects and the number of women employed
through infrastructure works under UIIDP. He/she will then provide guidance to regions/ULGs as necessary.

4.3. Gender Mainstreaming
4.3.1. Women’s voice and rights
4.3.1.1. Women’s participation in decision making process: (a)total women involved in all consultation
meetings >50%
(b) women involved in the meeting for the final choice of investments >50%
The percentage of women involved will be for the current year.
*Linked to PM 2.1.2 citizen participation
Invitation letters or call for the meeting notice posted in the public places or through mass media for the public to
attend public consultations meeting indicating date of meeting and purpose of the meeting. Public consultations should
be held at least two times: (a) initial consultation, organized separated for women and men, and (b) meeting for the
final choice of investments, invited both women and men. Evidence: Signed attendance sheets of the meetings
participants indicating sex of participants, community or Citizens/ Social groups they represent both for: initial
consultation and for the final choice of investments
4.3.1.2. Women’s voice heard
Evidence: Minutes of participatory consultations indicating a compiled list of issues raised by women during
consultations,
4.3.1.3. No. of awareness raising workshop/training on women’s right in workplace against annual target
Workshop/training on women’s right in workplace (gender-based violence, sexual harassment, and equal payment)
targeting both men and women.
Annual target must be consistent with capacity building plan and gender development plan.
Evidence: Program/workshop attendance sheet (aggregated by gender), capacity building plan and gender development
plan.
4.3.2. Gender Mainstreaming System
4.3.2.1. Gender-balanced employment:(a). Proportion of women public professionals in city municipal service
administration; (b) Proportion of women as a head of office and above in city municipal service administration.
Evidence: ULG HR plan.
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4.3.2.2. (a) Gender focal person dedicated for UIIDP; (b) Annual gender and development planning and
budgeting
Evidence:
1. Gender focal person dedicated for UIDP in place in WCO or/and UIIDP coordination team”
2. Annual gender development plan and budget (template/manual in POM): i) approved by the city council, ii)
consistent with ULG annual plan and budget, capacity building plan, and gender mainstreaming guideline*
NB. *Gender mainstreaming guideline is only valid when Gender and Youth Mainstreaming Directorate in MUDHo
developed and disseminated it.
4.3.2.3. (a) Quarterly meeting with gender focal persons from each sector Office; (b) More than 80% of gender
activities in the gender plan successfully completed and more than 80% of the funds budgeted in the gender
plan are utilized.
Evidence:
1.Signed attendance sheet of focal persons (indicating gender, occupation) from each sector Office and meeting notes
(quarterly)
2. Compare annual gender plan to annual gender progress report
4.3.3. Economic Empowerment
4.3.3.1. % of women employed through infrastructure works under UIIDP
*linked to 4.1.1.1 LED indicator

Evidence:
1. No. of people employed in infrastructure works; disaggregated by gender and age
2. Data collected from contractor’s log books, job registration in the M&E system of projects, etc.
4.3.3.2. % of women employed in firms provided with serviced land28 and/or MSE sheds29 under CIP
Evidence:
1. No. of people employed in firms provided with serviced land and/or MSE sheds in the last year against targets in CIP
2. Data collected from ULG’s records, APA consultants to visit minimum 3 plots of land or MSE sheds to verify firms
are operational, etc
4.3.3.3. % of women-headed MSEs supported to access working premises/sheds and/or serviced land under
UIIDP
Evidence:
1. Records of MSE office
2. Data collected from ULG’s records
4.3.3.4. % of women-headed MSEs awarded with civil contracts under UIIDP
Evidence:
28
manufacturing.
29
Page | 212
The Gender Specialist should possess the following qualifications/competencies:
 A minimum of BA degree in Women & Gender Studies, Sociology, Psychology, Social

Work, Social Development, Social Psychology or other gender related fields
women affairs and gender issues.
 Excellent writing and communication skills in English,
 Excellent report writing skills.

payment.
Page | 213
 Contributions to the revision of the Gender Development Manual.
 Updated Gender Mainstreaming Guideline of Urban Development.
 Report on staffing situation in all 117 UIIDP participating cities and regions on gender
specialists in place.
 Report on support provided to regions and cities in preparing the Annual Gender
Development Plan and Budget.
 Performance standards and indicators for the ULGs on gender mainstreaming and
responsiveness.
 Monitoring and evaluation report of performance of ULGs Annual Gender

Development Plan.
 Evaluation Report on the effectiveness of gender mainstreaming and responsiveness on

the UIIDP;
 TOR for Gender Audit.
 Training (including TOT) plan, training materials and training/workshop reports on

gender mainstreaming and responsiveness and women’s rights in work place.
 Contribution to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the performance measures on gender mainstreaming and responsiveness.

gender mainstreaming and responsiveness.
assignment.
and
UREFMFB.
Page | 214
Evaluation Criteria
consultant:

Page | 215

(UREFMFB)

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR INFORMATION

TECHNOLOGY (IT) SPECIALIST
The objective of the TOR is to obtain the services of a qualified and experienced Information
Technology (IT) Specialist who will support the UIIDP Unit in UREFMFB and all regions and
cities participating in the UIIDP in the implementation and use of the UIIDP Management
Information System and website.
The Information Technology (IT) Specialist will be responsible for the following specific duties
and responsibilities are:
 Assess the information technology requirements of the UIIDP Unit, regions and cities
and make recommendations to UREFMFB and the IT Bureau of MUDHo.
 Follow up with IT Bureau, regions and ULGs on the implementation of approved

recommendations and information technology requirements.
Page | 216
 Together with IT Bureau, manage, monitor and supervise the IT Consultants being
procured by MUDHo that will be responsible for the design, development,
commissioning, operation and maintenance of the UIIDP Management Information
System at federal, regional and ULG levels.
 Provide or arrange for support for UIIDP cities, especially the new ones, that may be
having problems or delays in the use of IBEX for all ULG operations except Road Fund
and other specialist projects that are not part of the budget coding system for IBEX.
 Provide support to all UIIDP Unit staff on information technology issues and computer
problems that they may experience. Liaise with IT Bureau on those issues that may
require their support.
 Provide support on all thematic areas of UIIDP which may have an information
technology requirement regarding systems and information storage (computerized
database)
 Evaluate the information technology performance and requirements of the UIIDP on

annual basis and provide report with recommendations to Program Coordinator,
UREFMFB and IT Bureau.
 Assist the Procurement Department and IT Bureau regarding specifications for all
computer hardware and software purchased through the UIIDP.
 Assess the IT knowledge and experience levels of UIIDP staff, prepare training plan,
training materials and provide training to federal, regional and ULG staff on the UIIDP
MIS and other general information technology aspects. Recommend, manage and
supervise training provided by private suppliers where this cannot be done internally.
 Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

regarding the information technology issues.
 Review the Annual Performance Assessment Reports of ULGs regarding information

technology issues and provide comments;
 Perform any other duties assigned by the Deputy Program Coordinator and Program
Coordinator.
have weighted (50%) responsibility for the achievement of the following UIIDP DLIs and
performance indicators by UIIDP participating cities in his assigned region (s):-
Page | 217
The Information Technology Specialist should possess the following qualifications/competencies:
 A minimum of BA or B.Sc. Degree in Computer Science, Information Systems or

related degree
computing and information systems, planning, design, procurement, implementation,
management and trouble-shooting of IT and LAN systems and activities as well as
systems management, project management and database software management.
 Ability to coordinate multiple hardware and software tasks concurrently and to
supervise and quality assure the work of IT vendors and contractors are desirable.
Page | 218
and fax facilities.
payment.
 Assessment report and recommendations on the information technology requirements of

the UIIDP Unit, regions and cities.
 Report on implementation of approved recommendations and information technology

requirements.
 Monitoring and supervision report on IT Consultants responsible for the UIIDP

Management Information System at federal, regional and ULG levels.
 Report on support on IBEX, information technology issues and computer problems for
UIIDP staff, on all thematic areas of UIIDP
 Annual evaluation report on information technology performance and requirements of

the UIIDP
 Training plan, training materials and training reports on the UIIDP MIS and other
general information technology aspects.

regarding the information technology issues.
Page | 219
information technology issues.
assignment.
and
UREFMFB.
Evaluation Criteria
consultant:

5. Organization, Staffing & TORs for Regional Mobile Team
Page | 220


DEVELOPMENT PROGRAM
(UIIDP)
ORGANIZATION AND TERMS OF REFERENCE
FOR
Page | 221
REGIONAL MOBILE TEAM (RMT)
Contents
ORGANIZATION, STAFFING & TORs FOR REGIONAL MOBILE TEAM................................166
DEPLOYMENT OF REGIONAL MOBILE TEAMS (RMTs) UNDER UIIDP...............................166
STAFFING OF THE REGIONAL MOBILE TEAMS (RMTs) UNDER UIIDP..............................168
TERMS OF REFERENCE FOR OVERALL REGIONAL PROGRAM COORDINATOR.............170
TERMS OF REFERENCE FOR REGIONAL PROGRAM COORDINATOR................................175
TERMS OF REFERENCE FOR REGIONAL PROGRAM COORDINATOR................................180
TERMS OF REFERENCE FOR PROJECT ENGINEER.................................................................185
TERMS OF REFERENCE FOR MUNICIPAL FINANCE SPECIALIST........................................190
TERMS OF REFERENCE FOR FINANCIAL MANAGEMENT SPECIALIST.............................194
TERMS OF REFERENCE FOR ENVIRONMENTAL MANAGEMENT SPECIALIST................198
TERMS OF REFERENCE FOR SOCIAL DEVELOPMENT SPECIALIST...................................202
TERMS OF REFERENCE FOR INFRASTRUCTURE ASSET MANAGEMENT SPECIALIST

...........................................................................................................................................................205
Page | 222
TERMS OF REFERENCE FOR URBAN PLANNING & LAND MANAGEMENT
SPECIALIST.....................................................................................................................................209
TERMS OF REFERENCE FOR PLANNING, BUDGETING & PARTICIPATION

SPECIALIST.....................................................................................................................................213
TERMS OF REFERENCE FOR MONITORING & EVALUATION SPECIALIST........................217
TERMS OF REFERENCE FOR UIIDP PROGRAM ACCOUNTANT (BoFED)............................220
TERMS OF REFERENCE FOR PROCUREMENT MANAGEMENT SPECIALIST.....................223
TERMS OF REFERENCE FOR CAPACITY BUILDING SPECIALIST........................................228

CREATION SPECIALIST................................................................................................................232

SPECIALIST.....................................................................................................................................237
TERMS OF REFERENCE FOR GENDER SPECIALIST................................................................241
Page | 223
ORGANIZATION, STAFFING & TORs FOR REGIONAL
MOBILE TEAM
REGIONAL MOBILE TEAM
Regional governments will have a greater role under the UIIDP as compared to ULGDP II,
in providing oversight and in building ULGs’ capacity. Six of the nine regional governments,
each with a large number of participating ULGs, will establish RMTs that will directly backstop
ULGs as well as strengthen the regional BUDHos’ own capacity to guide and support the ULGs.
Those regions with more than one RMT such as Oromia (3 RMTs), Amhara (2 RMTs) and
SNNPRS (2 RMTs) will have an Overall Program Coordinator (with administrative support staff)
at regional level to whom the RMT Coordinators will report to. The FMT will directly support the
other three regional governments, which have fewer participating ULGs and relatively modest
capacity.
DEPLOYMENT OF REGIONAL MOBILE TEAMS (RMTs)

UNDER UIIDP
Name of Region / City Number of Participating Cities Number of

Administration Existing New Total regional teams
to be deployed
Amhara National Regional State 10 22 32 2
Oromia National Regional State 11 27 38 3
Tigray National Regional State 8 4 12 1
SNNPRS National Regional State 9 14 23 2
Somali National Regional State 1 3 4 1
Afar National Regional State 1 3 4 1
Benishagul-Gumuz National
1 - - -
Regional State
Gambella National Regional State 1 - - -
Page | 224
Harari National Regional State 1 - - -
Dire Dawa City Administration 1 - - -
The Regional Mobile Teams will have 16 staff headed by a Program Coordinator with
15 professional in various disciplines.
Page | 225
STAFFING OF THE REGIONAL MOBILE TEAMS (RMTs)
UNDER UIIDP
Number of positions
Specialization Existing UIIDP
ULGDP II
Social Development Specialist 1 1
Budgeting, Planning and Participation Specialist 1 1
Procurement Management Specialist 1 1
Infrastructure Asset Management Specialist 1 1
Environmental Management Specialist 1 1
Project Engineer 1 1
M&E Specialist 1 1
Municipal Finance Revenue Specialist 1
Urban Planning and Land Management Specialist 1
LED & Job Creation Specialist 1
Urban Resilience/Disaster Risk Management Specialist 1
Capacity Building Specialist 1
Gender Specialist 1
Financial Management Specialist 1
Program Accountants. BoFEC 1 1
Total 9 16
The respective regional BUDHos are responsible for daily coordination of the Operation at the
regional level. Specifically, the BUDs are responsible for:
 Capacity building support of the ULGs in their jurisdiction.
Page | 226
 Preparation of consolidated (ULG and regional government) progress
reports covering all ULGs in their jurisdiction.
 Oversight and backstopping support related to aspects of the Operation.
The main tasks of the RMT are:
 Responsibility for day-to-day management and coordination of the Operation.

 Capacity building, including direct support to urban local governments, and training on
guidelines and standard regulations for matters such as municipal revenue generation,
assets management, service delivery standards, and the like.
 Overall Operation monitoring and evaluation at regional level.
 Operation reporting, including the quarterly and semi-annual progress reports which are
submitted to the federal level.
 Ensuring that Operation resources are budgeted for and disbursed within the
expenditure framework.
 Accounting for the UIIDP funds to MoFEC.
 Evaluating the performance of team members as per the agreement made between
BUDHO and the FMT team members.
Page | 227
BUREAU OF URBAN DEVELOPMENT & HOUSING

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR OVERALL REGIONAL

PROGRAM COORDINATOR
The objective of the assignment is coordinate at regional level the various Regional Mobile
Teams (RMTs) in the region that are responsible for managing the UIIDP as described in the
Program Operations Manual and associated documents so as to ensure: a) that the UIIDP
achieves its development objectives, expected outcomes and key results and; b) that the ULGs in
the region and the regional implementing Agencies/Bureaus achieve satisfactory performance or
better in the annual performance assessment of disbursement linked indicators and performance
measures that are required to support UIIDP investments in infrastructure and services and in
capacity building.
The Overall Regional Program Coordinator will have the following duties and responsibilities: -
u) Coordination and supervision of the various RMTs in the region that are responsible for
the day to day management and coordination of the UIIDP for the ULGs that are assigned
to that RMT.
v) Management of the Administrative support staff at regional level; briefing the Bureau
Head and Deputy Bureau Head, BUDHo on critical UIIDP activities and issues;
resolution of issues that require higher level decision; and putting in place an effective
Page | 228
modern management and administrative system for the Unit that will enable it to achieve
its expected results.
w) Overall program management (liaison, coordination, briefing, forward planning) with: 9

regional Bureaus and Agencies: Bureau of Urban Development and Housing (BUDHo),
Bureau of Finance and Economic Development (BoFED), Bureau of Environment, Forest
and Climate Change (BEFCC), Bureau of Labour and Social Affairs (BoLSA), Office of
the Regional Auditor General (ORAG), Regional Ethics and Anti-Corruption
Commission (REACC), Regional Public Procurement and Property Administration
Agency (RPPPAA), Regional Revenue Bureau (RRB), Regional Urban Job Creation and
Food Security Agency (RUJCFSA);
x) Supervise and manage the various RMTs to ensure that they provide the necessary
support and guidance to assigned ULGs to enable them to fulfil the UIIDP Minimum
Conditions every year of the program and to achieve satisfactory performance in the
UIIDP Performance Measures and Performance Indicators.
y) Dissemination of the UIIDP Program Operations Manual (POM) to all RMTs and
regional Bureaus/Agencies and provide the necessary orientation and training on the
POM to RMT and regional staff;
z) Monitoring and reporting on regional Bureau/Agencies’ compliance with the POM and
other Manuals.
aa) Draft and secure Memorandum of Understanding, for every year of the UIIDP
implementation, between BUDHo and regional Bureaus/Agencies that have
responsibilities for UIIDP implementation activities
bb) Draft and secure Performance and Participation Agreements, for every year of the UIIDP
implementation, between BUDHo and all UIIDP participating ULGs in the region.
cc) Consolidate, integrate, streamline and overall manage the various training programs that
are provided by BUDHo, RMTs to regional and ULG staff on various thematic areas
covered by UIIDP.
dd) Establishment of administrative, logistical & secretarial services to effectively support the
operations of the UIIDP Regional Steering Committee and Regional Technical
Committee. Ensure that there is proper communication and coordination between the
regional technical committee and ULG focal persons group.
Page | 229
ee) Receive from RMTs their Strategy and Action Plan to address weaknesses and gaps
identified in the APAs. Prepare Consolidated Strategy and Action Plan for submission to
the UIIDP Regional Technical Committee.
ff) Receive from MUDHo and disseminate the World Bank Listing of Ineligible Firms &
Individuals to all RMTs and regional implementing agencies undertaking procurement
with UIIDP funds every six months (in June and December).
gg) Support for, and participation in, World Bank and MUDHo six monthly implementation
support missions and other missions as well as quality assurance reviews.
hh) Undertake regular visits to UIIDP participating cities to get a better understanding of the
issues and problems that affect the implementation of UIIDP.
ii) Arrange and conduct quarterly review meetings between the Regional Mobile Team and
the ULGs focal persons group to enhance communication, coordination and integration
between the regional and ULG levels.
jj) Consolidate and submit to the Deputy Bureau Head and Regional Technical Committee,
the UIIDP quarterly, semi-annual and annual reports that are prepared by the RMT
Monitoring and Evaluation Specialists.
kk) Prepare and submit quarterly, semi-annual and annual summarised reports on UIIDP
performance to Bureau Head and Regional Steering Committee.
ll) Carry out annual performance evaluation of all RMT Program Coordinators as per the
UIIDP Staff Performance Evaluation and Incentive Scheme established by BUDHo.
mm) Perform any other duties assigned by the Deputy Bureau Head and Bureau Head of the
Bureau of Urban Development and Housing.
The Overall Regional Program Coordinator will, as per the UIIDP Staff Performance Evaluation
& Incentive Scheme, also have weighted (50%) responsibility, and will be evaluated accordingly,
for the achievement of the following UIIDP DLIs and performance indicators by all the UIIDP
participating cities the region:-
All eight (8) minimum conditions should be achieved by all cities in the region.
Page | 230
50% responsibility for achievement of the annual expected (average) score for all cities in the
region on all UIIDP performance measures DLI2, DLI3, and DLI 4 as follows:-
DLI Name of DLI Year 1 Year 2 Year 3 Year 4

No.

(Prior) & (Prior) & (Prior) & (Prior) &
2011 2012 2013 2014
(Current (Current) (Current (Current)
) )


The Overall Regional Program Coordinator should possess the following qualifications:-
Page | 231
management of institutional and infrastructure development projects. He/She will have excellent
It is expected that the assignment will start in May 2018. The Overall Regional Program
Coordinator will be based at BUDHo offices in the regional capital with regular travel to cities.
Contract: one-year contract, with possible extension upon satisfactory performance of the
consultant as per the UIIDP Staff Performance Evaluation and Incentive Scheme. Remuneration:
Negotiable / dependent on qualifications and experience.
BUDHo will provide reasonable and standard office space and office furniture and equipment
required for the duration of the assignment at its premises for successful discharging of his/her
assignment. The Overall Regional Program Coordinator will also be provided, for official
business, with internet access, telephone and fax facilities.
The BUDHo will also provide the Overall Regional Program Coordinator with administrative
support staff – Secretary/Personal Assistant.
Contractually, the Overall Regional Program Coordinator will be accountable to the Bureau
Head, BUDHo to whom all reports and deliverables as per the TOR should be submitted. As
agency responsible for the overall coordination and implementation of UIIDP, the BUDHo will
sign the contract with him/her on behalf of the region. The BUDHo will also be responsible for
all payments to the Overall Regional Program Coordinator once the work has been accepted and
cleared for payment.
Page | 232
a) Memorandum of Understanding, for every year of the UIIDP implementation, between

BUDHo and regional Bureaus/Agencies
b) Performance and Participation Agreements, for every year of the UIIDP implementation,
between BUDHo and all UIIDP participating ULGs in the region.
c) Consolidated training programs that are provided by BUDHo, RMTs to regional and ULG
staff on various thematic areas covered by UIIDP.
d) Agenda, Attendance Registers and Minutes of meetings of the UIIDP Regional Steering
Committee and Regional Technical Committee.
e) Agenda, Attendance Registers and Minutes of quarterly review meetings between the
Regional Mobile Team and the ULGs focal persons group.
f) Consolidated Strategy and Action Plan to address weaknesses and gaps identified in the
APA
g) Consolidated UIIDP quarterly, semi-annual and annual reports.
h) Quarterly, semi-annual and annual summarised reports on UIIDP performance.
i) Annual performance evaluation reports for all RMT Program Coordinators as per the
UIIDP Staff Performance Evaluation and Incentive Scheme.
assignment.
and
BUDHO.
Evaluation Criteria
Page | 233
consultant:

Page | 234

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR REGIONAL PROGRAM

COORDINATOR
(for regions with only one RMT i.e. Afar, Ethiopian Somali and Tigray)
The objective of the assignment is to manage the RMT and to support the BUDHo to effectively
and efficiently manage the UIIDP as described in the Program Operations Manual and associated
documents so as to ensure: a) that the UIIDP achieves its development objectives, expected
outcomes and key results and; b) that the ULGs in the region and the regional implementing
Agencies/Bureaus achieve satisfactory performance or better in the annual performance
assessment of disbursement linked indicators and performance measures that are required to
support UIIDP investments in infrastructure and services and in capacity building.
The Regional Program Coordinator will have the following duties and responsibilities: -
a) Management of the RMT; briefing the Bureau Head, BUDHo on critical UIIDP activities
and issues; resolution of issues that require higher level decision; and putting in place an
effective modern management and administrative system for the Unit that will enable it
to achieve its expected results.
b) Overall program management (liaison, coordination, briefing, forward planning) with: 9

regional Bureaus and Agencies: Bureau of Urban Development and Housing (BUDHo),
Bureau of Finance and Economic Development (BoFED), Bureau of Environment, Forest
and Climate Change (BEFCC), Bureau of Labour and Social Affairs (BoLSA), Office of
Page | 235
the Regional Auditor General (ORAG), Regional Ethics and Anti-Corruption
Commission (REACC), Regional Public Procurement and Property Administration
Agency (RPPPAA), Regional Revenue Bureau (RRB), Regional Urban Job Creation and
Food Security Agency (RUJCFSA);
c) Supervise and manage the RMT staff to ensure that they provide the necessary support
and guidance to ULGs to enable them to fulfil the UIIDP Minimum Conditions every
year of the program and to achieve satisfactory performance in the UIIDP Performance
Measures and Performance Indicators.
d) Dissemination of the UIIDP Program Operations Manual (POM) to all ULGs in the
region and Bureaus/Agencies and provide the necessary orientation and training on the
POM to regional and ULG staff;
e) Monitoring and reporting on ULGs and regional Bureau/Agencies’ compliance with the
POM and other Manuals.
f) Draft and secure Memorandum of Understanding, for every year of the UIIDP
implementation, between BUDHo and regional Bureaus/Agencies that have
responsibilities for UIIDP implementation activities
g) Draft and secure Performance and Participation Agreements, for every year of the UIIDP
implementation, between BUDHo and all UIIDP participating ULGs in the region.
h) Consolidate, integrate, streamline and overall manage the various training programs that
are provided by BUDHo, RMT to regional and ULG staff on various thematic areas
covered by UIIDP.
i) Establishment of administrative, logistical & secretarial services to effectively support the

operations of the UIIDP Regional Steering Committee and Regional Technical
Committee. Ensure that there is proper communication and coordination between the
regional technical committee and ULG focal persons group.
j) Dissemination to, and training of, ULGs on the Annual Performance Assessment
Guideline (APAG) and UIIDP Complaint Handling Manual.
k) Provide support to ULGs in administering the UIIDP Complaint Handling Manual and
other related manuals and guidelines at regional and ULG levels that they use to handle
the various forms of complaints (general, environment and social, procurement), ethics,
fraud and corruption cases. Ensure that the quarterly reporting system at ULG (Ethics
Page | 236
Officers) and regional levels (REACCs) which feeds into the federal reporting system is
in place and functional.
l) Ensure that all UIIDP participating ULGs have put in place a system for record keeping
and reporting (quarterly, semi-annual and annual) on the achievements against the service
delivery standards performance indicators to enable them to provide acceptable reports to
the APA.
m) Preparation of the Annual Work Plan (AWP) for the RMT covering the activities to be
carried out by the RMT during each year. The AWP should further be broken down into
detailed quarterly and monthly Action Plans to be used for achievement of the AWP.
Monitor and report to the BUDHo on implementation and achievements of the Annual
Work Plan (AWP) for the RMT.
n) Coordinate the preparation and submission by regional implementing agencies and

assigned ULGs of their Strategy and Action Plan to address weaknesses and gaps
identified in the APAs. Prepare Consolidated Strategy and Action Plan for submission to
the BUDHo and Regional Steering Committee.
o) Receive from MUDHo and disseminate the World Bank Listing of Ineligible Firms &
Individuals to all RMTs and regional implementing agencies undertaking procurement
p) Support for, and participation in, World Bank and MUDHo six monthly implementation
q) Undertake regular visits to UIIDP participating cities to get a better understanding of the
issues and problems that affect the implementation of UIIDP.
r) Arrange and conduct quarterly review meetings between the Regional Mobile Team and
s) Consolidate and submit to the Deputy Bureau Head and Regional Technical Committee,
the UIIDP quarterly, semi-annual and annual reports that are prepared by the RMT
Monitoring and Evaluation Specialists.
t) Prepare and submit quarterly, semi-annual and annual summarised reports on UIIDP
performance to Bureau Head and Regional Steering Committee.
Page | 237
u) Carry out annual performance evaluation of all RMT staff as per the UIIDP Staff
Performance Evaluation and Incentive Scheme established by BUDHo.
v) Perform any other duties assigned by the Deputy Bureau Head and Bureau Head of the
Bureau of Urban Development and Housing.
The Regional Program Coordinator will, as per the UIIDP Staff Performance Evaluation &
Incentive Scheme, also have weighted (50%) responsibility, and will be evaluated accordingly,
for the achievement of the following UIIDP DLIs and performance indicators by all the UIIDP
participating cities in the region:-
All eight (8) minimum conditions should be achieved by all cities in the region.

50% responsibility for achievement of the annual expected (average) score for all cities in the
region on all UIIDP performance measures DLI2, DLI3, and DLI 4 as follows:-
DL Name of DLI Year 1 Year 2 Year 3 Year 4

I
No.

& & & &
2011 2012 2013 2014


The Regional Program Coordinator should possess the following qualifications:-
Page | 238
It is expected that the assignment will start in May 2018. The Regional Program Coordinator will
be based at BUDHo offices in the regional capital with regular travel to cities. Contract: one-year
contract, with possible extension upon satisfactory performance of the consultant as per the
UIIDP Staff Performance Evaluation and Incentive Scheme. Remuneration: Negotiable /
dependent on qualifications and experience.
assignment. The Regional Program Coordinator will also be provided, for official business, with
internet access, telephone and fax facilities.
Page | 239
Contractually, the Regional Program Coordinator will be accountable to the Bureau Head,
BUDHo to whom all reports and deliverables as per the TOR should be submitted. As agency
responsible for the overall coordination and implementation of UIIDP, the BUDHo will sign the
contract with him/her on behalf of the region. The BUDHo will also be responsible for all
payments to the Regional Program Coordinator once the work has been accepted and cleared for
payment.
a) Memorandum of Understanding, for every year of the UIIDP implementation, between

BUDHo and regional Bureaus/Agencies
b) Performance and Participation Agreements, for every year of the UIIDP implementation,
between BUDHo and all UIIDP participating ULGs in the region.
c) Annual Work Plan (AWP) for the RMT
d) Consolidated training programs that are provided by BUDHo, RMTs to regional and ULG
staff on various thematic areas covered by UIIDP.
e) Agenda, Attendance Registers and Minutes of meetings of the UIIDP Regional Steering
Committee and Regional Technical Committee.
f) Agenda, Attendance Registers and Minutes of quarterly review meetings between the
Regional Mobile Team and the ULGs focal persons group.
g) Consolidated UIIDP quarterly, semi-annual and annual reports.
h) Quarterly, semi-annual and annual summarised reports on UIIDP performance.
i) Annual performance evaluation reports for all RMT staff as per the UIIDP Staff
Performance Evaluation and Incentive Scheme.
assignment.
Page | 240
and
BUDHO.
Evaluation Criteria
consultant:

Page | 241

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR REGIONAL PROGRAM

COORDINATOR
(for regions with two or more RMT i.e. Amhara, Oromia & SNNPRS)
The objective of the assignment is to manage the RMT and to support the Overall Regional
Program Coordinator and BUDHo to effectively and efficiently manage the UIIDP as described
in the Program Operations Manual and associated documents so as to ensure: a) that the UIIDP
achieves its development objectives, expected outcomes and key results and; b) that the ULGs in
the region and the regional implementing Agencies/Bureaus achieve satisfactory performance or
better in the annual performance assessment of disbursement linked indicators and performance
measures that are required to support UIIDP investments in infrastructure and services and in
capacity building.
The Regional Program Coordinator will have the following duties and responsibilities: -
a) Management of the RMT; briefing the Overall Regional Program Coordinator, BUDHo
on critical UIIDP activities and issues; resolution of issues that require higher level
decision; and putting in place an effective modern management and administrative
system for the Unit that will enable it to achieve its expected results.
b) Supervise and manage the RMT staff to ensure that they provide the necessary support
and guidance to ULGs to enable them to fulfil the UIIDP Minimum Conditions every
year of the program and to achieve satisfactory performance in the UIIDP Performance
Measures and Performance Indicators.
Page | 242
c) Dissemination of the UIIDP Program Operations Manual (POM) to all the assigned ULGs
in the region and provide the necessary orientation and training on the POM to regional
and ULG staff;
d) Monitoring and reporting on ULGs’ compliance with the POM and other Manuals.
e) Draft and secure Performance and Participation Agreements, for every year of the UIIDP
implementation, between BUDHo and all assigned UIIDP participating ULGs in the
region.
f) Dissemination to, and training of, ULGs on the Annual Performance Assessment
Guideline (APAG) and UIIDP Complaint Handling Manual.
g) Provide support to ULGs in administering the UIIDP Complaint Handling Manual and
other related manuals and guidelines at regional and ULG levels that they use to handle
the various forms of complaints (general, environment and social, procurement), ethics,
fraud and corruption cases. Ensure that the quarterly reporting system at ULG (Ethics
Officers) and regional levels (REACCs) which feeds into the federal reporting system is
in place and functional.
h) Ensure that all UIIDP participating ULGs have put in place a system for record keeping
and reporting (quarterly, semi-annual and annual) on the achievements against the service
delivery standards performance indicators to enable them to provide acceptable reports to
the APA.
i) Preparation of the Annual Work Plan (AWP) for the RMT covering the activities to be
carried out by the RMT during each year. The AWP should further be broken down into
detailed quarterly and monthly Action Plans to be used for achievement of the AWP.
Monitor and report to the BUDHo on implementation and achievements of the Annual
Work Plan (AWP) for the RMT.
j) Coordinate the preparation and submission by assigned ULGs of their Strategy and
Action Plan to address weaknesses and gaps identified in the APAs. Prepare
Consolidated Strategy and Action Plan for submission to the Overall Regional Program
Coordinator.
k) Receive from Overall Regional Program Coordinator and disseminate the World Bank
Listing of Ineligible Firms & Individuals to all assigned ULGs undertaking procurement
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l) Support for, and participation in, World Bank and MUDHo six monthly implementation
m) Undertake regular visits to assigned UIIDP participating cities to get a better

understanding of the issues and problems that affect the implementation of UIIDP.
n) Arrange and conduct quarterly review meetings between the Regional Mobile Team and
o) Submit to the Overall Regional Program Coordinator, the UIIDP quarterly, semi-annual
and annual reports that are prepared by the RMT Monitoring and Evaluation Specialist.
p) Carry out annual performance evaluation of all RMT staff as per the UIIDP Staff
Performance Evaluation and Incentive Scheme established by BUDHo.
q) Perform any other duties assigned by the Overall Program Coordinator, Deputy Bureau
Head and Bureau Head of the Bureau of Urban Development and Housing.
The Regional Program Coordinator will, as per the UIIDP Staff Performance Evaluation &
for the achievement of the following UIIDP DLIs and performance indicators by the assigned
UIIDP participating cities in the region:-
All eight (8) minimum conditions should be achieved by all the assigned cities in the region.
50% responsibility for achievement of the annual expected (average) score for all assigned cities
in the region on all UIIDP performance measures DLI2, DLI3, and DLI 4 as follows:-

I
No.

& & & &
2011 2012 2013 2014
Page | 244

The Regional Program Coordinator should possess the following qualifications:-
It is expected that the assignment will start in May 2018. The Regional Program Coordinator will
Page | 245
contract, with possible extension upon satisfactory performance of the consultant as per the
assignment. The Regional Program Coordinator will also be provided, for official business, with
Operationally, the Regional Program Coordinator will be accountable to the Overall Regional
Program Coordinator. Contractually, the Regional Program Coordinator will be accountable to
the Bureau Head, BUDHo to whom all reports and deliverables as per the TOR should be
submitted. As agency responsible for the overall coordination and implementation of UIIDP, the
BUDHo will sign the contract with him/her on behalf of the region. The BUDHo will also be
responsible for all payments to the Regional Program Coordinator once the work has been
accepted and cleared for payment.
 Performance and Participation Agreements, for every year of the UIIDP implementation,
between BUDHo and assigned UIIDP participating ULGs in the region.
 Agenda, Attendance Registers and Minutes of quarterly review meetings between the
Regional Mobile Team and the assigned ULGs focal persons group.
 Annual Work Plan (AWP) for the RMT
 Consolidated Strategy and Action Plan to address weaknesses and gaps identified in the
APAs
 Consolidated UIIDP quarterly, semi-annual and annual reports.
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 Annual performance evaluation reports for all RMT staff as per the UIIDP Staff
assignment.
and
BUDHO.
Evaluation Criteria
consultant:

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DEVELOPMENT PROGRAM
(UIIDP)
assist assigned ULGs in the implementation of infrastructure projects and achievement of UIIDP
disbursement linked indicators and performance measures.
The Project Engineer will be responsible for assisting the assigned UIIDP participating cities in
areas involving investment construction project preparation (including design and supervision
consultancy), contract management, and development of capital investment plans, operations and
maintenance, and participation of citizens in city development. Specific duties and
x. Assist in the preparation of draft bidding documents and review the draft bidding
documents prepared by design consultants or cities as per the Government of Ethiopia
Standard Bidding Document (ICB) and National Competitive Bidding (NCB) to be
given to regions/ULGs.
y. Monitor, inspect and coordinate the design works being done by engineering
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z. Check the designs, bills of quantities and other documents that are submitted by design
and construction supervision consultants and the ULGs in respect of the infrastructure
rehabilitation projects and for conformity GoE requirements.
aa. Follow-up that proper hand over of sites and mobilization formalities are fulfilled and
bb. Coordinate closely with the concerned bodies and assist them in fulfilling their
responsibilities in terms of contract management for smooth and successful
completion of projects.
cc. Assist cities in the construction supervision of contractors and making periodic monthly
progress reports of sites.
dd. Support cities in the application of ESMS and RSG and consideration of the
environment and social issues in the contract documents in cooperation with EMS
Management consultants.
ee. To keep proper records of all the infrastructure projects being implemented by the
ULGs under the UIIDP and review action plans/schedules and resources required as
well as assist towns in maintaining the project management, monitoring and reporting
systems for UIIDP and others.
ff. Assist cities in the preparations and consolidating the Capital Investment Plans for the
UIIDP and participate in any other works or meetings related to UIIDP and assist them
in reviewing and appraising project proposals.
gg. Assist cities, design and construction supervision consultants and contractors to obtain
the necessary documents and information required for the timely completion of the
projects.
hh. Assist in project management and implementation of UIIDP and other programs related
to project management and capacity building. This includes working with the cities
technical team as and when required.
ii. Support Resident Engineer in checking works, materials and workmanship to ensure
feedback on the technical performance of the contractor and his consultant to the
contracting authority and BUDHo.
jj. Examine alternative design proposals/variations submitted by the design and

appropriate solution to BUDHo and cities to respond to technical and financial queries.
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kk. Assist in settling any minor disputes (not litigation and arbitration) between contractor
ll. Examine with design and construction supervision consultants and recommend on
mm. Organize meetings and/or consultative forums as required with the cities and other
partners for the successful completion of the projects.
nn. Prepare simplified workbook, guidelines, checklist for supervision works for a project
engineer
oo. Prepare physical progress report and submit to UIIDP Regional Program Coordinator
pp. Participate in, and support the preparation of training manuals, guidelines, seminars and
qq. Support cities to plan for the future in developing and planning for operations,
maintenance and an environmental mitigation of infrastructure financed under the
UIIDP such as roads, drainage and management of markets, slaughterhouses, solid and
liquid waste disposals for sustainability of the infrastructure projects.
rr. Render technical assistance for technical consultant of the cities to enhance capacity in
the preparation of project proposals, construction and supervision procedures and
current standards as well as in other key project management systems and areas of
expertise as and when required.
ss. Review and provide comments on the Annual Performance Assessment (APA) Reports
of assigned ULGs
tt. Perform any other duties assigned by the Regional Program Coordinator.
The Project Engineer will, as per the UIIDP Staff Performance Evaluation & Incentive Scheme,
also have weighted (50%) responsibility, and will be evaluated accordingly, for the achievement
of the following UIIDP DLIs and performance indicators by UIIDP participating cities in his/her

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 Annual budget;
process
annual budget

Page | 251
municipal/civil engineering works. The Project Engineer should therefore possess the following
qualifications:

 A minimum of 7 years’ engineering experience of which 3 years is in implementation and
support of projects, design and supervision, contract management as well as appraisal of
projects.
 Strong commitment to sharing expertise and experience in order to develop others.
It is expected that the assignment will start in May 2018. The consultant will be based at BUDHo
offices in the regional capital with regular travel to cities and regions. Contract: one-year
contract, with possible extension upon satisfactory performance of the Project Engineer as per the
assignment. The Project Engineer will also be provided, for official business, with internet access,
telephone and fax facilities.
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Contractually, the Project Engineer will be accountable to the Regional Program Coordinator to
whom all reports and deliverables as per the TOR should be submitted. As agency responsible for
the overall coordination and implementation of UIIDP, the BUDHo will sign the contract with the
Project Engineer on behalf of the region. The BUDHo will also be responsible for all payments to
the Project Engineer once the work has been accepted and cleared for payment.
 Review reports and comments on the projects' progress reports, the project proposals and
designs.
 Weekly progress reports.
 Draft TORs for design and supervision and draft bidding documents where applicable
 Implementation support mission reports
 Documentation of all correspondences during implementation of infrastructure projects.
 Monthly, Quarterly, Semi-annual and annual physical progress reports of the cities the
engineer is entrusted with and simplified workbooks, workable checklist and training
and project supervision manuals
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Project
Engineer activities/ achievements during the month and plans for the next month.
 Draft Final Report of the Project Engineer’s work three weeks before the end of the
assignment; and
 Final Report of the Project Engineer’s work, one week after receiving comments from
BUDHo.
Evaluation Criteria
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The following two technical evaluation criteria will be followed to select the Project Engineer:

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DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR MUNICIPAL FINANCE

SPECIALIST
The objective of the assignment is to obtain the services of a Municipal Finance Specialist who
will support city financial officers that are responsible for revenue generation of the City and its
accountability and achievement of the UIIDP Disbursement Linked Indicators and Performance
Measures related to municipal finance and own source revenue enhancement.
The Municipal Finance Specialist will be responsible for supporting the assigned ULGs in
UIIDP’s own source revenue generation activities. Specific duties and responsibilities are:
l. Disseminating, and providing training on, guidelines for ULG revenue mobilization and
revenue collection;
m. Providing technical support to the ULGs in identifying alternative sources of funds for
infrastructure;
n. Assisting ULGs in updating their annual Revenue Enhancement Plans (REPs) for the
most recent year;
o. Assisting ULGs in developing generic and specific revenue enhancement strategies that
will result in increase in municipal revenues of ULGs;
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p. Ensuring ULGs and the region provide counterpart funding for UIIDP as described in
the POM and the PPAs;
q. Monitoring, evaluating and reporting on ULG revenue mobilization strategies, actions

and ULG revenue collection;
r. Prepare training plan, training materials and provide training to ULG staff on municipal
finance, revenue enhancement strategies and plans
s. Monitoring compliance by ULGs on municipal finance issues;

t. Review and provide comments on the Annual Performance Assessment (APA) Reports
of assigned ULGs regarding municipal finance and own source revenue enhancement
u. Perform any other duties assigned by the Regional Program Coordinator.
The Municipal Finance Specialist will, as per the UIIDP Staff Performance Evaluation &
for the achievement of the following UIIDP DLIs and performance indicators by UIIDP
participating cities in his/her assigned region (s):-

Page | 256
municipal finance issues. The Consultant should therefore possess the following qualifications:

successfully.
It is expected that the assignment will start in May 2018. The Municipal Finance Specialist will
contract, with possible extension upon satisfactory performance of the Municipal Finance
Specialist as per the UIIDP Staff Performance Evaluation and Incentive Scheme. Remuneration:
assignment. The Municipal Finance Specialist will be provided, for official business, with
Page | 257
Contractually, the Municipal Finance Specialist will be accountable to the Regional Program
Coordinator to whom all reports and deliverables as per the TOR should be submitted. As agency
contract with the Municipal Finance Specialist on behalf of the region. The BUDHo will also be
responsible for all payments to the Municipal Finance Specialist once the work has been accepted
and cleared for payment.
 Training report on guidelines for ULG revenue mobilization and revenue collection.
 Documents and reports on in identification of alternative sources of funds for

infrastructure by regions and ULGs;
 Reports on generic and specific revenue enhancement strategies

 Status Report and recommendations on ULGs and region counterpart funding for UIIDP
 Monitoring and evaluation reports on ULG revenue mobilization strategies, actions and
ULG revenue collection;
on municipal finance, revenue enhancement strategies and plans

assignment.
Municipal Finance Specialist activities/ achievements during the month and plans for the
next month.
 Draft Final Report of the Municipal Finance Specialist’s work three weeks before the end
 Final Report of the Municipal Finance Specialist’s work, one week after receiving
comments from BUDHo.
Evaluation Criteria
Page | 258
The following two technical evaluation criteria will be followed to select the Municipal Finance
Specialist:

Page | 259

DEVELOPMENT PROGRAM
(UIIDP)

Management Specialist who will provide support to the ULGs on all financial management issues
and aspects in general and those specific to the UIIDP. He/she will also support ULGs in the
achievement of UIIDP disbursement linked indicators and performance measures related to
financial management.
The Financial Management Specialist will be responsible for assisting the UIIDP participating
cities in all financial accounting, financial management, financial reporting in general and
specific to the UIDDP. Specific duties and responsibilities are:
r. Disseminate the UIIDP Financial Management Manual to all cities and provide
training.
s. Prepare training materials and provide training to the UIIDP accountants at the ULGs.
t. Support assigned ULGs to produce the ULG Annual Budget with required timeliness and
quality
u. Assist assigned ULGs to submit financial statements for the prior FY on time with
required quality and should not be adverse or have a disclaimer opinion;
v. Prepare strategies and action plans for ULGs to move from qualified audits to unqualified
(clean) audits and support ULGs in the implementation of these actions.
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w. Support the Office of the Regional Auditor General (ORAG) in undertaking the annual
financial audits of ULGs.
x. Monitor the preparations for and the carrying out of the annual financial audits by ORAGs
and provide them guidance and also provide periodic status reports to the Regional
Program Coordinator.
y. Review the financial audit reports and provide comments on improving the quality of the
audits to the Regional Program Coordinator. Follow up with ULGs on implementation of
recommendations of the audits and submit status report to Regional Program Coordinator
on actions taken by the regions and ULGs.
z. Assist ULGs in following up and addressing audit queries.
aa. Review the VfM Audit Reports and follow up on recommendations and actions to be
taken by ULGs.
bb. Monitor compliance by all assigned ULGs with UIIDP POM and Financial Management
Manual in regard to financial management issues;
cc. Perform any other duties assigned by the Regional Program Coordinator.
The Financial Management Specialist will, as per the UIIDP Staff Performance Evaluation &
participating cities in his assigned region (s):-

Page | 261
manuals
The Financial Management Specialist should possess the following qualifications:


performance audit)

system.
successfully.
Page | 262
It is expected that the assignment will start in May 2018. The Financial Management Specialist
will be based at BUDHo offices in the regional capital with regular travel to cities. Contract: one-
year contract, with possible extension upon satisfactory performance of the Financial
Management Specialist as per the UIIDP Staff Performance Evaluation and Incentive Scheme.
Remuneration: Negotiable / dependent on qualifications and experience.
assignment. The Financial Management Specialist will be provided, for official business, with
Contractually, the Financial Management Specialist will be accountable to the Regional Program
contract with the Financial Management Specialist on behalf of the region. The BUDHo will also
be responsible for all payments to the Financial Management Specialist once the work has been
 Suggestions and recommendations for improvements to the UIIDP Financial

Management Manual
 Training materials and training reports on financial management
 Strategies and action plans for ULGs to move from qualified audits to unqualified (clean)
audits
Page | 263
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Financial
Management Specialist activities/ achievements during the month and plans for the next
month.
 Draft Final Report of the Financial Management Specialist’s work three weeks before the
end of the assignment; and
 Final Report of the Financial Management Specialist’s work, one week after receiving
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Financial
Management Specialist:

Page | 264

DEVELOPMENT PROGRAM
(UIIDP)

Management Specialist who will assist in providing capacity building and mentoring services to
urban local governments (city administrations) in implementation of the UIIDP Environmental
Management System and achievement of disbursement linked indicators and performance
measures related to environmental management.
The Environmental Management Specialist will have the following duties and responsibilities:
w. Provide overall coordination and assistance in the implementation of the ESMS for the
UIIDP.
x. Establish the system of screening forms and EIA set out in this ESMS, and oversee their
smooth operation including advice to ULGs on the procurement of Environmental
Management Specialists for any required EIA studies;
y. Review and assess project screening reports prepared by the respective cities which the
categorized as schedule 1, 2 and 3and follow the approval of the reports by regional
environmental protection institutions.
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z. Review the Environmental and Social Impact Assessment (ESIA) of the sub projects
and monitor the implementations of the Environmental Management Plans of the sub-
projects
aa. Site visits during ULG investment project execution and operation to assess how
environmental screening and mitigation measures are succeeding or have succeeded in
minimizing impacts.
bb. Ensure that the REFA carries out an environmental performance audit of all CIP
projects on an annual basis as stated in the UIIDP POM; Review the reports for quality,
timeliness and issues that need to be followed up by the cities.
cc. Provide specific technical advice on mitigation measures for labor intensive projects;
dd. Provide technical advice to ULGs on all technical issues related to natural resources and
environmental management. These issues will relate to impacts on surface water,
groundwater, agricultural resources and vegetation, sourcing of materials used in
construction, human health, ecology and protected areas, land and soil degradation;
ee. Raise awareness and proactively create demand for this technical advice among ULG
officers;
ff. Be responsible for collating information related to the ESMS, occupational health and
safety;
gg. Undertake review of EMPs to ensure compliance with the ESMS;
hh. Assist ULGs in establishing a monitoring and evaluation system for the implementation
of the ESMSG;
ii. Lead the delivery of capacity building programs for ULG officers on the ESMS and
jj. Check and support all cities’ projects that, their CIPs are all screened and approved by
the Regions’ Environmental Protection Authorities.
kk. Assist that eligible investments for potential environmental safeguard impacts are
screened against the set of environment criteria in the planning stage and Environmental
and Social Impact Assessments (ESIAs), Environmental Management Plans (EMPs) are
prepared and approved by the Regional Environmental Protection Agency as required;
ll. Ensure that EMPs are implemented in a timely manner - prior to commencement of
civil works;
Page | 266
mm. Ensure that the ULG has established a functional system for environmental
management;
nn. Monitor and report on the implementation of landfills and abattoirs as per the MUDHo
manuals ensuring that the necessary safeguard actions are put in place and
implemented as per the ESMSG.
oo. Prepare training plan, training materials and provide training to federal, regional and
ULG staff on environmental management, occupational health and safety
pp. Perform other duties assigned by the Regional Program Coordinator.
The Environmental Management Specialist will, as per the UIIDP Staff Performance Evaluation
& Incentive Scheme, also have weighted (50%) responsibility, and will be evaluated accordingly,

(Yes/No indicator)
30
Page | 267
the implementation of ESMS.
The Environmental Management Specialist should therefore possess the following qualifications:


(EMPs)
It is expected that the assignment will start in May 2018. The Environmental Management
Specialist will be based at BUDHo offices in the regional capital with regular travel to cities.
Environmental Management Specialist as per the UIIDP Staff Performance Evaluation and
Incentive Scheme. Remuneration: Negotiable / dependent on qualifications and experience.
assignment. The Environmental Management Specialist will be provided, for official business,
with internet access, telephone and fax facilities.
Page | 268
Contractually, the Environmental Management Specialist will be accountable to the Regional
Program Coordinator to whom all reports and deliverables as per the TOR should be submitted.
As agency responsible for the overall coordination and implementation of UIIDP, the BUDHo
will sign the contract with the Environmental Management Specialist on behalf of the region. The
BUDHo will also be responsible for all payments to the Environmental Management Specialist
once the work has been accepted and cleared for payment.
 System of screening forms and EIA set out in this ESMSG.

 Review comments on Environmental and Social Impact Assessment (ESIA) of the sub
projects
 Review comments of EMPs to ensure compliance with the ESMS
 Report on quality, timeliness and issues that need to be followed up by the cities on
environmental audits..

 Training plan, training materials and training reports on environmental management,
occupational health and safety training.
 Monitoring reports on the implementation of landfills and abattoirs
assignment.
Environmental Management Specialist activities/ achievements during the month and
plans for the next month.
 Draft Final Report of the Environmental Management Specialist’s work three weeks
before the end of the assignment; and
 Final Report of the Environmental Management Specialist’s work, one week after
receiving comments from BUDHo.
Evaluation Criteria
Page | 269
The following two technical evaluation criteria will be followed to select the Environmental

Page | 270

DEVELOPMENT PROGRAM
(UIIDP)

SPECIALIST
The objective of the TOR is to obtain the services of a qualified and experienced Social
Development Specialist with knowledge and experience of social and resettlement issues related
to infrastructure development and service delivery to support ULGs in applying the RSG of the
UIIDP as well as the achievement of UIIDP disbursement linked indicators and performance
measure related to social development and resettlement.
The Social Development Specialist will be responsible for assisting the assigned UIIDP
participating cities in areas involving social development and resettlement of any persons affected
by the implementation of the capital investment projects by cities including those financed by the
UIIDP. Specific duties and responsibilities are:
t. Provide overall coordination and assistance to ULGs in the implementation of the ESMS
and RSG for the UIIDP.
u. Establish the system of screening forms, RAP set out in the RSG, and oversee their
smooth operation including advice to ULGs on the procurement of consultants for any
required CRMP or RAP studies;
v. Site visits during ULG investment project execution and operation to assess how social
aspects are succeeding or have succeeded in minimizing impacts.
w. Provide specific technical advice on mitigation measures for labor intensive projects;
x. Raise awareness and proactively create demand for this technical advice among ULG
officers;
Page | 271
y. Liaise with the ULGs to ensure the project’s compliance with the RSG and all
resettlement aspects of the project;
z. Be responsible for collating information related to the RSG and resettlement;

aa. Undertake review of RAPs to ensure compliance with the RSG;
bb. Establish a monitoring and evaluation system for the implementation of the RSG; and
cc. Lead the delivery of capacity building programs for ULG officers on the RSG and
dd. Review the procedure being followed to produce Resettlement Action Plan (RAP) to
ensure compliance with the RSG
ee. Monitor the implementation of Resettlement action plans and ensure that RAPs are
ff. Ensure that the ULG has established a functional system for social management;
gg. Ensure that eligible investments for potential social safeguard impacts are screened
against the set of social criteria in the planning stage and Resettlement Action Plans
(RAPs) are prepared and approved by the Regional Environmental Protection Agency as
required;
hh. Perform other duties assigned by the Regional Program Coordinator.
The Social Development Specialist will, as per the UIIDP Staff Performance Evaluation &

Page | 272
(Yes/No indicator)
The Social Development Specialist should therefore possess the following qualifications:
 B.Sc. or BA degree or higher in Sociology, Social Work, Social Anthropology,

Community Development or other related degree;
 A minimum of 7 years general experience of which 3 years specific experience in aspects

of social welfare involving community development and urban development in general
and social safeguard screening against resettlement and compensation criteria in the
planning stage and resettlement action plans (RAPs) in the implementation stage of
projects.
It is expected that the assignment will start in May 2018. The Social Development Specialist will
contract, with possible extension upon satisfactory performance of the Social Development
Specialist as per the UIIDP Staff Performance Evaluation and Incentive Scheme. Remuneration:
31
Page | 273
BUDHO will provide reasonable and standard office space and office furniture and equipment
assignment. The Social Development Specialist will be provided, for official business, with
Contractually, the Social Development Specialist will be accountable to the Regional Program
contract with the Social Development Specialist on behalf of the region. The BUDHo will also be
responsible for all payments to the Social Development Specialist once the work has been
 System of screening forms, RAP set out in the RSG

 Reports on Site visits during ULG investment project execution and operation to assess
how social aspects are succeeding or have succeeded in minimizing impacts
 Information related to the RSG and resettlement
 Review comments on RAPs to ensure compliance with the RSG
 Monitoring and evaluation system for the implementation of the RSG;
 Training plan, training materials and training reports social development and resettlement
 Functional system for social management in all assigned ULGs

assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Social
Development Specialist activities/ achievements during the month and plans for the next
month.
Page | 274
 Draft Final Report of the Social Development Specialist’s work three weeks before the
 Final Report of the Social Development Specialist’s work, one week after receiving
comments from BUDHO.
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Social Development
Specialist:


DEVELOPMENT PROGRAM
(UIIDP)

Page | 275
Asset Management Specialist who will support assigned ULGs in infrastructure asset
management and planning as per the GIS-based Infrastructure Asset Management Plan Manual
and Model that has been issued to all regions/ULGs. He/She will also support cities in the
achievement of UIIDP disbursement linked indicators and performance measures related to
infrastructure asset management and planning.
The Infrastructure Asset Management Specialist will be responsible for assisting the assigned
UIIDP participating cities in all areas involving the management of existing infrastructure assets
and the planning for new infrastructure assets. Specific duties and responsibilities are:
i. Disseminate to all ULGs the GIS-based Infrastructure Asset Management Manual and
Model.
j. Prepare training plan, training materials and provide training to regional and ULG staff
on GIS, GIS -based Infrastructure Asset Management Manual and Model.
k. Review the annual updated GIS-based Asset Inventories and AMPs of all the assigned
ULGs as and when they are submitted by the cities and provide review reports.
l. Review and follow up with BUDHo and cities on the implementation of the
Implementation Strategy and Program of Action for Asset Management. Assist the region
and the ULGs to take the necessary actions stated in the strategy and program of actions
and produce implementation and status reports.
m. Contribute to revisions to the Annual Performance Assessment Guideline (APAG)

n. Review the Annual Performance Assessment Reports of ULGs regarding asset

o. Perform any other duties assigned by the Regional Program Coordinator.
The Infrastructure Asset Management Specialist will, as per the UIIDP Staff Performance
Evaluation & Incentive Scheme, also have weighted (50%) responsibility, and will be evaluated
Page | 276
accordingly, for the achievement of the following UIIDP DLIs and performance indicators by
UIIDP participating cities in his assigned region (s):-
2.1.1.2.
2.2.1.3. Asset inventory shows an asset value and deficit, which calculates the remaining asset value, maintenance
and rehabilitation deficit based on annual depreciation rates as per procedures in Asset Management Manual.
management. The Infrastructure Asset Management Specialist should therefore possess the
following qualifications:

 A minimum of 7 years’ general experience of which 3 years’ experience in infrastructure
asset management and disciplines stated above including at least 3 years’ experience
using GIS.
Page | 277
It is expected that the assignment will start in May 2018. The Infrastructure Asset Management
Infrastructure Asset Management Specialist as per the UIIDP Staff Performance Evaluation and
assignment. The Infrastructure Asset Management Specialist will be provided, for official
Contractually, the Infrastructure Asset Management Specialist will be accountable to the
Regional Program Coordinator to whom all reports and deliverables as per the TOR should be
BUDHo will sign the contract with the Infrastructure Asset Management Specialist on behalf of
the region. The BUDHo will also be responsible for all payments to the Infrastructure Asset
Management Specialist once the work has been accepted and cleared for payment.
 Training plan, training materials and training reports on GIS, GIS -based Infrastructure
Asset Management Manual and Model.
 Review comments on the annual updated GIS-based Asset Inventories and AMPs of all
the assigned ULGs
Page | 278
 Implementation Plan and Status Report on “On the Job Training” and direct assistance to
DRS cities and new cities in major regions on updating of asset inventories and
preparation of Asset Management Plans
 Implementation and status reports on the Implementation Strategy and Program of Action
for Asset Management at regional and ULG levels


asset management.
assignment.
Infrastructure Asset Management Specialist activities/ achievements during the month
and plans for the next month.
 Draft Final Report of the Infrastructure Asset Management Specialist ’s work three weeks
 Final Report of the Infrastructure Asset Management Specialist ’s work, one week after
receiving comments from BUDHO.
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Infrastructure Asset
Management Specialist :

Page | 279
Page | 280

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR URBAN PLANNING &

LAND MANAGEMENT SPECIALIST
The objective of the TOR is to obtain the services of qualified and experienced Urban Planning
and Land Management Specialist who will provide technical support and assistance to MUDHo,
regions and ULGs on all urban land management issues and on the use of computerized
geographic information systems (GIS) to map land areas, to overlay maps with geographic
variables such as population density, and to combine or manipulate geographic information to
produce alternative plans for land use or development and the achievement of UIIDP
disbursement linked indicators and performance measures on urban planning and land
management.
The Urban Planning and Land Management Specialist will be responsible for assisting MUDHo,
regions and ULGs on urban planning issues and land management issues, especially in regard to
land development, land release, land registration and land inventory. Specific duties and
n. Design, promote and administer government plans and policies affecting land use,
zoning, public utilities, community facilities, housing, and transportation.
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o. Assess the feasibility of proposals and identify necessary changes, recommend approval,
p. Determine the effects of regulatory limitations on projects.

q. Create, prepare, or requisition graphic and narrative reports on land use data, including
land area maps overlaid with geographic variables such as population density.
r. Advise planning officials on project feasibility, cost-effectiveness, regulatory
conformance, and possible alternatives.
s. Conduct field investigations, surveys and impact studies in order to compile and analyze
data on economic, social, regulatory and physical factors affecting land use.
t. Discuss with planning officials the purpose of land use projects such as transportation,
conservation, residential, commercial, industrial, and community use.
u. Keep informed about economic and legal issues involved in zoning codes, building
v. Mediate community disputes and assist in developing alternative plans and
w. Coordinate work with economic consultants and architects during the formulation of
plans and the design of large pieces of infrastructure.
x. Review and evaluate environmental impact reports pertaining to private and public
y. Assist the ULGs in the development and implementation of urban land management and
information systems
z. Assist in developing and maintaining a ULGs land registration register;
aa. Providing technical guidance to the ULGs regarding matters of land development, land
release, land registration, land inventory and land information systems;
bb. Advice in planning towns and trading centers in the ULGs, especially regarding optimum
use of available land and guiding ULGs authorities on balanced development;
cc. Inspecting structures in the ULGs to ensure compliance with the land use plan;
dd. Monitor and report on ULG adherence to proper and effective land management practices
and policies;
ee. Prepare training plan, training materials and provide training to ULG staff on urban land
management.
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ff. Review the Annual Performance Assessment Reports of ULGs regarding urban planning
and urban land management and provide comments
gg. Perform any other duties assigned by the Regional Program Coordinator.
The Urban Planning and Land Management Specialist will, as per the UIIDP Staff Performance
2.8.1.1. Existence of up-to-date approved statutory city-wide (structure) plan and/or expansion plan as at the point of
assessment (Yes/No indicator) Excluding extension of an existing plan
2.8.1.2. CIP is in accordance with city-wide (structure) plan and/or expansion plan at the time of preparation (Yes/No
indicator)
2.8.2.1. Land released for different uses are as per the laws of land management and have access to basic
infrastructure facilities i.e. road, water, electricity at a radius of 250 meters
allocation)
The Urban Planning and Land Management Specialist should possess the following

similar discipline.
 A minimum of 7 years ‘general experience of which 3 years specific experience in
urban land management, development and administration.
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 Knowledge of the urban sector issues in Ethiopia and experience in GIS is an
advantage.
 Knowledge of the provisions of the Land Act;
It is expected that the assignment will start in May 2018. The Urban Planning and Land
Management Specialist will be based at BUDHo offices in the regional capital with regular travel
to cities. Contract: one-year contract, with possible extension upon satisfactory performance of
the Urban Planning and Land Management Specialist as per the UIIDP Staff Performance
Evaluation and Incentive Scheme. Remuneration: Negotiable / dependent on qualifications and
experience.
assignment. The Urban Planning and Land Management Specialist will be provided, for official
Contractually, the Urban Planning and Land Management Specialist will be accountable to the
BUDHo will sign the contract with the Urban Planning and Land Management Specialist on
behalf of the region. The BUDHo will also be responsible for all payments to the Urban Planning
and Land Management Specialist once the work has been accepted and cleared for payment.
 Assessment reports on feasibility of proposals and recommendations on necessary

changes/ approval/denial or conditional approval of proposals.
 Analysis of data on economic, social, regulatory and physical factors affecting land use.
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 Alternative plans and recommendations for programs or projects.
 Review and evaluation comments on environmental impact reports pertaining to private
 Status and Implementation Progress Reports on development and implementation of
urban land management and information systems in the ULGs
 Up to date ULGs land registration register
 Report on guidance given to ULGs regarding matters of land development, land release,
land registration, land inventory and land information systems;
 Report on compliance by assigned ULGs with the land use plan
 Monitoring report on ULG adherence to proper and effective land management practices
and policies
 Training plan, training materials and training reports on training provided to ULG staff
on urban planning and urban land management

urban planning and land management.
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Urban
Planning and Land Management Specialist activities/ achievements during the month and
 Draft Final Report of the Urban Planning and Land Management Specialist’s work three
weeks before the end of the assignment; and
 Final Report of the Urban Planning and Land Management Specialist’s work, one week
after receiving comments from BUDHO.
.
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Urban Planning and
Land Management Specialist:

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DEVELOPMENT PROGRAM
(UIIDP)

& PARTICIPATION SPECIALIST
Budgeting and Participation Specialist who will support all assigned UIIDP participating cities in
planning and budgeting for infrastructure investments in a participatory manner.
The Planning, Budgeting and Participation Specialist will be responsible for the following
specific duties and responsibilities:
p. Supporting cities in formulating and developing ULGs development strategies, plans

and budgets;
q. Support UIIDP participating cities in the preparation of ULG capital investment plans,
capacity building plans, action plans and budgets in participatory manner.
r. Disseminating performance standards and indicators for the ULGs to use on planning,
budgeting and participation;
s. Monitoring and evaluating performance of ULGs Development Plans,

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t. Collecting, analyzing and storing data into useful information for end users and
u. Providing technical advice to ULGs on matters related to planning, budgeting and

participation;
v. Prepare training plan, training materials and provide training to ULG staff on planning,
budgeting and participation.
w. Review the Annual Performance Assessment Reports of ULGs regarding budgeting,

x. Perform any other duties assigned by the Regional Program Coordinator.

The Planning, Budgeting and Participation Specialist will, as per the UIIDP Staff Performance


 Annual budget;
process
annual budget
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The Planning, Budgeting & Participation Specialist should possess the following

 A minimum of 7 years of experience in public finance including budgeting and

experience in similar projects and geographic areas, with 3 years of experience in local
government budgeting planning and participation.

It is expected that the assignment will start in May 2018. The Planning, Budgeting and
Participation Specialist will be based at BUDHo offices in the regional capital with regular travel
to cities. Contract: one-year contract, with possible extension upon satisfactory performance of
the Planning, Budgeting and Participation Specialist as per the UIIDP Staff Performance
Page | 289
Evaluation and Incentive Scheme. Remuneration: Negotiable / dependent on qualifications and
experience.
assignment. The Planning, Budgeting and Participation Specialist will be provided, for official
Contractually, the Planning, Budgeting and Participation Specialist will be accountable to the
BUDHo will sign the contract with the Planning, Budgeting and Participation Specialist on behalf
of the region. The BUDHo will also be responsible for all payments to the Project Engineer once
the work has been accepted and cleared for payment.
 Reports on technical support provided to cities in formulating and developing ULGs

development strategies, plans and budgets;
 Reports on support given to UIIDP participating cities in the preparation of ULG capital
investment plans, capacity building plans, action plans and budgets.
 Monitoring and evaluation reports on performance of ULGs Development Plans,
 Data bank for planning, budgeting and decision-making purposes;
 Training plan, training materials and training reports on planning, budgeting and
participation
budgeting, planning and participation.
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assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Planning,
Budgeting and Participation Specialist activities/ achievements during the month and
 Draft Final Report of the Planning, Budgeting and Participation Specialist’s work three
 Final Report of the Planning, Budgeting and Participation Specialist’s work, one week
after receiving comments from BUDHO.
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Planning, Budgeting
and Participation Specialist:

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DEVELOPMENT PROGRAM
(UIIDP)

EVALUATION SPECIALIST
Evaluation Specialist who will be responsible for developing and maintaining the UIIDP
Monitoring, Evaluation and Reporting Systems, supporting the city M&E officers that are
responsible for M&E of the UIIDP and achievement of disbursement linked indicators and
performance measures related to M & E.
The Monitoring and Evaluation Specialist at Regional level based at BUDHo will plan,
coordinate and facilitate all M&E related activities of the UIIDP. He/she will be responsible for
developing, implementing and maintaining the UIIDP M&E and reporting systems at regional
and ULG levels. Specific duties and responsibilities are:
k. Maintain the UIIDP M & E system at regional level and assist the UIIDP M&E Officers
at ULGs in maintaining a similar system.
l. Assist cities in the preparation of their UIIDP M&E reports and follow up to ensure that
they are submitted as per the deadlines set in the M & E Guidelines;
m. Prepare and submit to the Regional Program Coordinator and to the Federal M & E
Specialist the Consolidated Regional Quarterly Progress Reports, Semi-Annual Report,
Annual Report for UIIDP as per the M&E Guidelines and other reports as required by
BUDHO.
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n. Regularly follow-up on project implementation progress as per the key performance
indicators.
o. Identify training needs for monitoring and evaluation, prepare training plan, training
materials and conduct training programs for relevant staff at city levels.
p. Work with UIIDP team members at regional level and other regional project
implementing bureaus/agencies to familiarize them with key performance indicators of
the UIIDP.
q. Review comments on Annual Performance Assessment Reports of ULGs.
r. Perform other duties assigned by the Regional Program Coordinator.

.
The Monitoring & Evaluation Specialist will, as per the UIIDP Staff Performance Evaluation &
indicator)
The Monitoring and Evaluation Specialist should possess the following qualifications/
competencies:

 A minimum of 7 years’ general of which 3 years specific experience in monitoring and

evaluation systems of programs/projects and capacity building for M&E in a public
sector or urban sector setting.
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offices in the regional capital with regular travel to cities. Contract: one-year contract, with
possible extension upon satisfactory performance of the Monitoring & Evaluation Specialist as
per the UIIDP Staff Performance Evaluation and Incentive Scheme. Remuneration: Negotiable /
assignment. The Monitoring & Evaluation Specialist will be provided, for official business, with
Contractually, the Monitoring & Evaluation Specialist will be accountable to the Regional
will sign the contract with the Monitoring & Evaluation Specialist on behalf of the region. The
BUDHo will also be responsible for all payments to the Monitoring & Evaluation Specialist once
the work has been accepted and cleared for payment.
 UIIDP M & E system at regional level

 Report on assistance given to the UIIDP M&E Officers at ULGs in maintaining UIIDP M
& E System
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 Consolidated Regional Quarterly Progress Reports, Semi-Annual Report, Annual Report
for UIIDP
 Training plan, training materials and training reports
 Review comments on Annual Performance Assessment Reports of ULGs.
assignment.
Monitoring & Evaluation Specialist activities/ achievements during the month and plans
for the next month.
 Draft Final Report of the Monitoring & Evaluation Specialist’s work three weeks before
the end of the assignment; and
 Final Report of the Monitoring & Evaluation Specialist’s work, one week after receiving
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Monitoring &
Evaluation Specialist:

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DEVELOPMENT PROGRAM
(UIIDP)

ACCOUNTANT (BoFED)
BoFED, who will be responsible for fund flow, financial management and financial reporting.
o. Prepare training plan, training materials and provide training to the UIIDP accountants
at the ULGs.
p. Facilitate and ensure timely release and flow of resources from MoFEC to BoFED and
from BoFED to ULGs.
q. Maintain the UIIDP financial accounting and reporting system in IBEX.
r. Ensure timely submission of expenditure documents from ULGs to BoFED and from
BoFED to MoFEC and consolidated regional expenditure report to MoFEC;
s. Ensure that proper financial records are maintained at all ULGs and ensure the quality
and consistency of all financial data;
t. Check the monthly UIIDP bank account reconciliations done by all ULGs in the region.
u. Prepare Semi-Annual Financial Reports for UIIDP and submit to MoFEC within the 30
days of the end of the half year.
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v. Prepare annual consolidated regional financial statements for UIIDP within 60 days
after the end of the financial year and ensure that these are submitted to MoFEC for
consolidation and audit by the external auditors;
w. Copy all financial reports to BUDHo for proper coordination and follow-up of the
implementation and fund utilization;
x. Perform other duties assigned by the Regional Program Coordinator.



system.
It is expected that the assignment will start in May 2018. The UIIDP Program Accountant will be
based at BoFED offices in the regional capital. Contract: one-year contract, with possible
extension upon satisfactory performance. Remuneration: Negotiable / dependent on
BoFED will provide reasonable and standard office space and office furniture and equipment
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assignment. The UIIDP Program Accountant will be provided, for official business, with internet
access, telephone and fax facilities.
Contractually, the UIIDP Program Accountant will be accountable to the Regional Program
contract with the UIIDP Program Accountant on behalf of the region. The BUDHo will also be
responsible for all payments to the UIIDP Program Accountant once the work has been accepted
 Training plan, training materials and training reports on financial management

 UIIDP financial accounting and reporting system in IBEX
 Consolidated regional expenditure report
 Comments and Report on Review of Monthly ULG Bank Reconciliation Statements for
UIIDP
 Regional Semi-Annual Financial Reports for UIIDP
 Regional Annual consolidated financial statements
assignment.
month.
Evaluation Criteria
Page | 298
The following two technical evaluation criteria will be followed to select the UIIDP Program
Accountant:

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DEVELOPMENT PROGRAM
(UIIDP)

Management Specialist who will provide support to assigned UIIDP participating cities on
procurement planning, implementation and monitoring as well as contract management including
achievement of disbursement linked indicators and performance measures related to procurement.
The Procurement Management Specialist will be responsible for the following specific duties and
responsibilities:
s. Supporting assigned ULGs in the formulation of procurement strategies;
t. Supporting assigned ULGs in the preparation of the Annual Procurement Plans,

reviewing the plans and providing comments or suggestions for improvement of the
quality of the plans
u. Monitoring the implementation of the Annual Procurement Plans, providing summarized
status report to the Regional Program Coordinator and BUDHO on quarterly basis.
Provide guidance to the ULGs on speeding up implementation of the procurement
plans/activities.
v. Supporting the Regional Public Procurement and Property Administration Agency in
undertaking the annual procurement audits of ULGs.
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w. Monitor the preparations for and the carrying out of the annual procurement audit by
RPPPAA and provide them guidance and provide periodic status reports to the Regional
Program Coordinator and BUDHO.
x. Review the procurement audits and provide comments to the RPPPAA and submit the
audits for review by the MUDHo. Follow up with ULGs on implementation of
recommendations of the audits and submit status report to Regional Program
Coordinator and BUDHO on actions taken by the ULGs.
y. Carry out a review to identify constraints and opportunities to the effective and efficient
procurement and administration of works, goods and consultancies in the ULGs and an
implementation capacity assessment to identify gaps.
z. Prepare training plan, training materials and provide training to ULG staff on
aa. Review the Annual Performance Assessment Reports of ULGs regarding procurement
bb. Perform any other duties assigned by the Regional Program Coordinator.
The Procurement Management Specialist will, as per the UIIDP Staff Performance Evaluation &


 Annual budget;
 The planned use of the performance-based grants from UIIDP follows investment menu (only from assessment in
2019 of the performance in FY 2018/19).
1.3. Functional institutional set-up for procurement system in place according to public procurement
proclamation including:
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(e) Procurement function and minimum core staff in place – at least two procurement specialists within
procurement unit in ULG; with first degree and experience in procurement at least for two years
(f) Functional tender committee/tender award committee (TAC) at ULG level in place;
(g) Participating cities have the copies of their respective region’s procurement law, directives, manuals and
standard procurement documents and staffs are familiar with these legal documents
(h) Establishment of procurement performance monitoring and measurement using Public Procurement Key
Performance Indicators Guideline or equivalent.
2.4. Procurement




Page | 302

exceed 5%;

exceeds 90%.
The Procurement Management Specialist should a high level of technical competence and
experience in procurement of services, goods and works on using GOE procurement laws and
guidelines. The Procurement Management Specialist should therefore have the following
qualifications.
added advantage.
 At least 7 years’ general experience of which 3 years specific experience in procurement

in a large private/ public sector organization or projects. and in GOE/IDA funded projects
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It is expected that the assignment will start in May 2018. The Procurement Management
Procurement Management Specialist as per the UIIDP Staff Performance Evaluation and
required for the duration of the assignment, at its premises for successful discharging of the
and fax facilities.
Contractually, the Procurement Management Specialist will be accountable to the Regional
will sign the contract with the Procurement Management Specialist on behalf of the region. The
BUDHo will also be responsible for all payments to the Procurement Management Specialist
once the work has been accepted and cleared for payment.
 Reports on technical support provided to assigned cities in formulating procurement

strategies;
 Reports on support given to assigned UIIDP participating cities in the preparation of ULG
annual procurement plans
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 Review comments or suggestions for improvement of the quality of assigned ULG annual
procurement plans
 Summarized Quarterly Monitoring & Status Report on implementation of the assigned

ULG Annual Procurement Plans and on guidance provided to the assigned ULGs on
speeding up implementation of the procurement plans/activities.
 Report on supporting provided to the Regional Public Procurement and Property
Administration Agency in undertaking the annual procurement audits of ULGs.
 Monitoring and status report on the preparations for and the carrying out of the annual
procurement audits by RPPPAA.
 Review comments on quality of procurement audits
 Status report on implementation by regions and ULGs of recommendations of the

procurement audits.
 Report on constraints and opportunities to the effective and efficient procurement and
administration of works, goods and consultancies in the ULGs.
 Procurement implementation capacity assessment report.
 Training plan, training materials and training reports on procurement management

assignment.
Procurement Management Specialist activities/ achievements during the month and plans
for the next month.
 Draft Final Report of the Procurement Management Specialist’s work three weeks before
 Final Report of the Procurement Management Specialist’s work, one week after receiving
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Procurement
Page | 305
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DEVELOPMENT PROGRAM
(UIIDP)

SPECIALIST
Building Specialist who will be responsible for coordinating all the capacity building activities
under UIIDP and for providing capacity building support to all UIIDP participating cities in the
region.
The Capacity Building Specialist will be responsible for the following specific duties and
responsibilities:
o. Dissemination of the UIIDP Capacity Building Manual to all regional implementation

bureaus/agencies and ULGs.
p. Provide support to regional implementing Bureaus/Agencies and ULGs in carrying out
the capacity self-assessment and gap analysis using the tools provided in the UIIDP
Capacity Building Manual.
q. Supporting cities in formulating and developing their capacity building strategies,

plans and budgets, ensuring that the UIIDP Eligible Capacity Building Areas are
adhered to and that all the four capacity building modalities are used;
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r. Using the Checklists in the UIIDP Capacity Building Manual, review and provide
comments on the annual capacity building plans of all participating ULGs.
s. Monitor and evaluate the performance of ULGs capacity building plans;

t. Preparation of the UIIDP Regional Capacity Building Plan and following up with all
participating regional Bureaus/ Agencies on the submission of their inputs for the plan.
u. Evaluate and report on the effectiveness of capacity building activities and training
programs provided under UIIDP by the regional and ULG levels
v. Prepare training plan, training materials and provide training to regional and ULG staff
on capacity building.
w. Coordinate and provide assistance to other RMT staff in the preparation of training
program and delivery of training by all thematic areas under UIIDP.
x. Review the Annual Performance Assessment Reports of ULGs regarding capacity

y. Perform any other duties assigned by the Regional Program Coordinator.
The Capacity Building Specialist will, as per the UIIDP Staff Performance Evaluation &
Incentive Scheme, also have weighted (50%) responsibility, and be evaluated accordingly, for the
achievement of the following UIIDP DLIs and performance indicators by UIIDP participating
cities in his assigned region (s):-


 Annual budget;
Page | 308
plan are utilized

The Capacity Building Specialist should possess the following qualifications/competencies:


assignment. The Capacity Building Specialist will be provided, for official business, with internet
access, telephone and fax facilities.
Page | 309
Contractually, the Capacity Building Specialist will be accountable to the Regional Program
contract with the Capacity Building Specialist on behalf of the region. The BUDHo will also be
responsible for all payments to the Capacity Building Specialist once the work has been accepted
 Report on support to regional implementing Bureaus/Agencies and ULGs in carrying out

the capacity self-assessment and gap analysis.
 Report on supporting cities in formulating and developing their capacity building
strategies, plans and budgets
 Checklists and review comments on the annual capacity building plans of participating
ULGs.
 Monitoring and evaluation reports on performance of region and ULGs capacity building
plans
 UIIDP Regional Capacity Building Plan
 Evaluation report on the effectiveness of capacity building activities and training

programs provided under UIIDP by the regional and ULG levels
 Training plan, training materials and training reports on capacity building
capacity building.
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Capacity
Building Specialist activities/ achievements during the month and plans for the next
month.
 Draft Final Report of the Capacity Building Specialist’s work three weeks before the end
Page | 310
 Final Report of the Capacity Building Specialist’s work, one week after receiving
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Capacity Building
Specialist:

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DEVELOPMENT PROGRAM
(UIIDP)

DEVELOPMENT (LED) & JOB CREATION SPECIALIST
Development & Job Creation Specialist who will support all UIIDP participating cities the region
in designing and implementing local economic development strategies that result in sustainable
job creation.
The Local Economic Development & Job Creation Specialist will be responsible for the
t. Disseminating he UIIDP Local Economic Development Manual and the UIIDP Job
Creation & Measurement Guideline to all participating UIIDP cities in the region
u. Supporting cities in formulating and developing their local economic development
strategies and plans that will result in sustainable job creation.
v. Support UIIDP participating cities in the preparation of the ULG Local Economic
Development Plan and Job Creation Plan as per the manual and guideline.
w. Review ULG CIPs to ensure that the necessary public private dialogue has taken place
as part of their preparation to address the constraints faced by potential investors and
existing businesses.
x. Support ULGs in ensuring that they arrange at least 2 public private dialogue/open
meetings with city mayor and a wide range of private sector representatives in a
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properly structured meeting where there will be among other things, presentation of
constraints and economic potentials to inform the CIP. The meetings should come up
with agreed actions.
y. Ensure that all the ULGs implement the agreed actions as soon as possible.
z. Monitoring, evaluating and reporting performance of ULGs Local Economic

aa. Preparing and disseminating performance standards and indicators for the ULGs to use
on local economic development;
bb. Collecting, analyzing and storing data into useful information for end users and
cc. Providing technical advice to ULGs on matters related to local economic development
and job creation;
dd. Evaluate the effectiveness of local economic development strategies and job creation
strategies;
ee. Work with ULGs to identify and resolve the challenges that face MSEs and prevent them
from surviving or graduating to the next level. Some of the challenges identified so far
are lack of access to finance, weak backward linkages to access raw materials and weak
forward linkages to buyers and markets, location issues in that MSE business premises
are located far away from potential customers.
ff. Work with the ULGs and put in place a mechanism and procedure for the selection of
some MSEs based on open business plan competition.
gg. Engage with the responsible authority at regional level to follow up with the Medium
Manufacturing Enterprises Development Units in the ULGs that graduated MSEs
continue to receive support from these Units.
hh. Prepare training plan, training materials and provide training to ULG staff on local
ii. Review the Annual Performance Assessment Reports of ULGs regarding local
jj. Perform any other duties assigned by the Regional Program Coordinator.
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The Local Economic Development & Job Creation Specialist will, as per the UIIDP Staff
Performance Evaluation & Incentive Scheme, also have weighted (50%) responsibility, and be
evaluated accordingly, for the achievement of the following UIIDP DLIs and performance
indicators by UIIDP participating cities in his assigned region (s):-


 Annual budget;
Note: For the LED & Job Creation Specialist, this will be regarding whether public private dialogue has
DLI 4 - Performance on Local Economic Development, Urban Resilience and Gender

Mainstreaming (ULG Performance Measures)
4.1.1. Job Creation
target
inform the CIP.
32
manufacturing.
33
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4.1.3.3. No. of graduated MSEs provided with support from the Medium Manufacturing Enterprises Development Unit
in the city administration, against annual target
The Local Economic Development & Job Creation Specialist should possess the following


national, regional or local economic development and in working with regional and
urban local governments in formulating a framework or strategy for urban local
economic development, including the promotion of micro and small-scale enterprises.
possible extension upon satisfactory performance of the Local Economic Development & Job
Creation Specialist as per the UIIDP Staff Performance Evaluation and Incentive Scheme.
and fax facilities.
Page | 315
Contractually, the Local Economic Development & Job Creation Specialist will be accountable to
the Regional Program Coordinator to whom all reports and deliverables as per the TOR should be
BUDHo will sign the contract with the Local Economic Development & Job Creation Specialist
on behalf of the region. The BUDHo will also be responsible for all payments to the Local
Economic Development & Job Creation Specialist once the work has been accepted and cleared
for payment.
 Report on supporting cities in formulating and developing ULGs local economic

development strategies.
 Report on support to UIIDP participating cities in the preparation of ULG Local Economic
Development Plan and Job Creation Plan.
 Report on review of ULG CIPs to ensure that the necessary public private dialogue has taken
place as part of their preparation.
 Report on support given to ULGs in ensuring that they arrange at least 2 public private
dialogue/open meetings with city mayor and a wide range of private sector representatives
 Monitoring and evaluation report on performance of ULGs Local Economic Development

Plans and Job Creation Plans.
 Performance standards and indicators for the ULGs to use on local economic development;
 Data bank for local economic development and job creation.
 Evaluation reports on effectiveness of local economic development strategies and job creation
strategies.
 Mechanism and procedure for the selection of some MSEs based on open business plan
competition
 Report on challenges that face MSEs and prevent them from surviving or graduating to the
next level and remedial measures
 Review comments on Annual Performance Assessment Reports of ULGs regarding local

Page | 316
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Local
Economic Development & Job Creation Specialist activities/ achievements during the
month and plans for the next month.
 Draft Final Report of the Local Economic Development & Job Creation Specialist’s work
three weeks before the end of the assignment; and
 Final Report of the Local Economic Development & Job Creation Specialist’s work, one
week after receiving comments from BUDHO.
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Local Economic
Development & Job Creation Specialist:

Page | 317

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR URBAN RESILIENCE &

DISASTER RISK MANAGEMENT SPECIALIST
Resilience and Disaster Risk Management Specialist who will support all UIIDP participating
cities in the region in strengthening urban resilience through (a) a better understanding of risks
of shocks and stresses and incorporating resilience into land use planning/ development; and (b)
undertaking measures to mitigate the risks through disaster and climate risk management, and
improving regulatory decisions and emergency preparedness.
The Urban Resilience and Disaster Risk Management Specialist will have the following specific
duties and responsibilities:
o. Dissemination of the Urban Resilience and Disaster Risk Management Manual
p. Support cities in the establishment of the urban Disaster Risk Management (DRM)
institutional framework at city level (DRM Unit with dedicated staff and budget) by
extending existing national and regional DRM structure to the cities.
q. Support the cities in ensuring that each UIIDP participating city’s DRM unit develops an
Emergency Response Plan and DRM strategy including: (a) securing early warning on
flooding, drought and high winds, and alerts for earthquakes and landslides; (b) ensuring
Page | 318
community disaster preparedness; (c) developing contingency planning and budgeting;
and (d) exploring risk financing and insurance options.
r. Provide support to cities in undertaking an assessment of the fire support services to

identify the specific training and equipment needed to improve response capacity for
densely populated buildings and neighborhoods.
s. Based on the abovementioned assessment of fire support services, support cities to
develop a local plan to provide mobile firefighting units and search and rescue
equipment appropriate for city responses to fire incidents.
t. Prepare and disseminate performance standards and indicators for the ULGs to use on
urban resilience and disaster risk management;
u. Monitor and evaluate performance of ULGs Disaster Risk

v. Monitoring compliance with UIIDP POM and other manuals in regard to urban resilience
w. Prepare training plan, training materials and provide training to regional and ULG staff
on urban resilience and disaster risk management.
x. Review the Annual Performance Assessment Reports of ULGs regarding urban

y. Perform any other duties assigned by the Regional Program Coordinator.
The Urban Resilience and Disaster Risk Management Specialist will, as per the UIIDP Staff
Performance Evaluation & Incentive Scheme, also have weighted (50%) responsibility, and be
evaluated accordingly, for the achievement of the following UIIDP DLIs and performance
indicators by UIIDP participating cities in his assigned region (s):-


 Annual budget;
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Note: The Urban Resilience and Disaster Risk Management Specialist will review all CIPs to check what


The Urban Resilience and Disaster Risk Management Specialist should possess the following


management.
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possible extension upon satisfactory performance of the Urban Resilience and Disaster Risk
Management Specialist as per the UIIDP Staff Performance Evaluation and Incentive Scheme.
required for the duration of the assignment, at its premises for successful discharging of this
assignment. The Urban Resilience and Disaster Risk Management Specialist will be provided, for
official business, with internet access, telephone and fax facilities.
Contractually, the Urban Resilience and Disaster Risk Management Specialist will be
accountable to the Regional Program Coordinator to whom all reports and deliverables as per the
TOR should be submitted. As agency responsible for the overall coordination and implementation
of UIIDP, the BUDHo will sign the contract with the Urban Resilience and Disaster Risk
Management Specialist on behalf of the region. The BUDHo will also be responsible for all
payments to the Urban Resilience and Disaster Risk Management Specialist once the work has
been accepted and cleared for payment.
 Assessment report on needs and requirements regarding urban resilience and disaster
risk management
 Establishment of the urban Disaster Risk Management (DRM) institutional framework at

city level (DRM Unit with dedicated staff and budget).
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 Report on preparation by each of the participating UIIDP cities in the region of their
ULG Emergency Response Plan and DRM strategy including: (a) securing early warning
on flooding, drought and high winds, and alerts for earthquakes and landslides; (b)
ensuring community disaster preparedness; (c) developing contingency planning and
budgeting; and (d) exploring risk financing and insurance options.
 Report on status of, and support provided to cities in undertaking an, assessment of the
fire support services and specific training and equipment needed to improve response
capacity for densely populated buildings and neighborhoods.
 Report on support provided to cities to develop a local plan to provide mobile

firefighting units and search and rescue equipment appropriate for city responses to fire
incidents.
 Performance standards and indicators for the ULGs to use on urban resilience and
disaster risk management;
 Monitoring and evaluation report on performance of ULGs Disaster Risk

 Training plan, training materials and training reports on urban resilience and disaster
risk management.

urban resilience and disaster risk management.
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Urban
Resilience and Disaster Risk Management Specialist activities/ achievements during the
 Draft Final Report of the Urban Resilience and Disaster Risk Management Specialist’s
work three weeks before the end of the assignment; and
 Final Report of the Urban Resilience and Disaster Risk Management Specialist’s work,
one week after receiving comments from BUDHO.
Evaluation Criteria
Page | 322
The following two technical evaluation criteria will be followed to select the Urban Resilience
and Disaster Risk Management Specialist:

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DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR GENDER SPECIALIST
The objective of the TOR is to obtain the services of a qualified and experienced Gender
Specialist who will support the region and UIIDP participating cities in the region on gender
mainstreaming and ensuring gender responsiveness in urban policies, strategies, plans, programs
and projects, including UIIDP.
The Gender Specialist will be responsible for the following specific duties and responsibilities:
 Dissemination of the Gender Development Manual.
 Ensure that there is a gender specialist in place in all UIIDP participating cities in the
WCO and UIIDP focal persons team.
 Support cities in preparing the Annual Gender Development Plan and Budget as per the
template and guidelines in the Gender Development Manual.
 Prepare and disseminate performance standards and indicators for the ULGs to use on
 Monitoring and evaluating performance of ULGs Annual Gender Development Plan
 Evaluates the effectiveness of gender mainstreaming and responsiveness on the UIIDP;
 Prepare training plan, training materials and provide training (including TOTs) to
regional and ULG staff on women’s rights in work place and to make staff more
sensitive to gender equality and women empowerment and to be more competent in
preparing the annual gender development plan.
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 Review the Annual Performance Assessment Reports of ULGs regarding gender
 Perform any other duties assigned by the Regional Program Coordinator.
region (s):-


 Annual budget;
Note: The Gender Specialist will review the gender responsiveness of the CIP, especially regarding the level of
women participation in identification and prioritization of projects and the number of women employed

4.3.1.1. Women’s participation in decision making process: (a) total women involved in all consultation
meetings > 50%
(b) women involved in the meeting for the final choice of investments > 50%
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consultations,
plan.
4.3.2.1. Gender-balanced employment: (a). Proportion of women public professionals in city municipal service
budgeting
Evidence:
plan are utilized.
Evidence:
(quarterly)

Evidence:
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Evidence:
UIIDP
Evidence:
Evidence:
The Gender Specialist should possess the following qualifications/competencies:
 A minimum of BA or B.Sc. degree in Women & Gender Studies, Sociology,

Psychology, Social Work, Social Development, Social Psychology or gender related

possible extension upon satisfactory performance of the Gender Specialist as per the UIIDP Staff
34
manufacturing.
35
Page | 327
required for the duration of the assignment, at its premises for successful discharging of this
assignment. The Gender Specialist will be provided, for official business, with internet access,
telephone and fax facilities.
Contractually, the Gender Specialist will be accountable to the Program Coordinator to whom all
overall coordination and implementation of UIIDP, the BUDHO will sign the contract with the
Gender Specialist on behalf of the region. The BUDHO will also be responsible for all payments
to the Gender Specialist once the work has been accepted and cleared for payment.
 Report on staffing situation of Gender focal persons in all UIIDP participating cities in
the region.
 Report on support provided to cities in preparing the Annual Gender Development Plan
and Budget.
 Performance standards and indicators for the ULGs on gender mainstreaming and
responsiveness.
 Monitoring and evaluation report of performance of ULGs Annual Gender Development

Plan.
 Evaluation Report on the effectiveness of gender mainstreaming and responsiveness on

the UIIDP;
 Training plan, training materials and training/workshop reports on gender

mainstreaming and responsiveness and women’s rights in work place.

gender mainstreaming and responsiveness.
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assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Gender
Specialist activities/ achievements during the month and plans for the next month.
 Draft Final Report of the Gender Specialist’s work three weeks before the end of the
assignment; and
 Final Report of the Gender Specialist’s work, one week after receiving comments from
BUDHO.
Evaluation Criteria
The following two technical evaluation criteria will be followed to select the Gender Specialist:

6. Organization, Staffing & TORs for ULG Focal Persons
Page | 329


DEVELOPMENT PROGRAM
(UIIDP)
ORGANIZATION AND TERMS OF REFERENCE
FOR
ULG FOCAL PERSONS

Page | 330
Contents
ORGANIZATION, STAFFING & TORs FOR ULG FOCAL PERSONS........................................250
STAFFING OF THE ULG FOCAL PERSONS UNDER UIIDP......................................................252
TERMS OF REFERENCE FOR ULG PROGRAM COORDINATOR............................................253
TERMS OF REFERENCE FOR PROJECT ENGINEER.................................................................257
TERMS OF REFERENCE FOR MUNICIPAL FINANCE FOCAL PERSON.................................261
TERMS OF REFERENCE FOR FINANCIAL MANAGEMENT FOCAL PERSON......................264
TERMS OF REFERENCE FOR ENVIRONMENTAL MANAGEMENT FOCAL PERSON.........268
TERMS OF REFERENCE FOR SOCIAL DEVELOPMENT FOCAL PERSON............................272
TERMS OF REFERENCE FOR INFRASTRUCTURE ASSET MANAGEMENT FOCAL

PERSON............................................................................................................................................275
TERMS OF REFERENCE FOR URBAN PLANNING & LAND MANAGEMENT FOCAL

PERSON............................................................................................................................................279
TERMS OF REFERENCE FOR PLANNING, BUDGETING & PARTICIPATION FOCAL

PERSON............................................................................................................................................282
TERMS OF REFERENCE FOR MONITORING & EVALUATION FOCAL PERSON.................285
TERMS OF REFERENCE FOR UIIDP PROGRAM ACCOUNTANT (OFED)..............................287
TERMS OF REFERENCE FOR PROCUREMENT MANAGEMENT FOCAL PERSON..............289
TERMS OF REFERENCE FOR CAPACITY BUILDING FOCAL PERSON.................................293

CREATION FOCAL PERSON.........................................................................................................296

FOCAL PERSON..............................................................................................................................300
TERMS OF REFERENCE FOR GENDER FOCAL PERSON.........................................................304
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ORGANIZATION, STAFFING & TORs FOR ULG FOCAL
PERSONS
ULG FOCAL PERSONS TEAM
The mayor and his/her office in each ULG is responsible for overall performance of the
ULG. It ensures compliance with all financial management, procurement, and Operation
environmental and social safeguards and regulations. It also facilitates access to the information
required as part of the APA.
Each city is required to establish a UIIDP Coordination Team, reporting to the City
Manager. This team will be responsible for day-to-day coordination of the Operation,
working closely with relevant offices of the city. The team should consist full-time focal
persons from the relevant departments for each Operation focus area (as defined in the minimum
conditions). Their key responsibilities would include liaising with respective city offices to ensure
implementation are in accordance with the Operation’s environmental and social safeguards and
fiduciary guidelines; monitoring, reporting and disseminating information about the Operation
(including contract awards, physical and financial progress of works contracts etc.), contribute to
capacity building activities, and act as resource persons for the Operation.
The various offices of the city manager will be responsible for implementation of
infrastructure and activities supported through Program Funds. Implementation of
infrastructure, services and activities supported through Program funds are mainstreamed in each
ULG and carried out by the relevant offices in the city administration.
The Offices of Finance and Economic Development (OFEDs) hold overall fiduciary
responsibilities. They will ensure that all Operation funds are included in Integrated Budget and
Expenditure (IBEX) and that financial reports are submitted to ORAG as soon as possible after
the end of the Ethiopian fiscal year.
The ethics liaison unit of the ULG is responsible for dealing with fraud and corruption,
handling related complaints and consolidating reporting of complaints on environment and
social aspect as well as procurement. 36
36
Note that units with the same mandates have different names in different places.
Page | 333
City councils are responsible for reviewing and approving cities’ capital investment plans,
revenue enhancement plans, asset management plans and capacity building plans.
Each ULG will also establish a capacity building unit. This will coordinate the planning and
implementation of capacity building activities, and reporting of these activities.
Federal Urban Job Creation and Food Security Agency is responsible for leading initiatives
relating to supporting micro, small and medium size enterprises.
The Women and Children Affairs Office (WCO) is responsible for leading and coordinating
initiatives identified in the gender action plan and champion gender mainstreaming in planning,
M&E, reporting and management.
A disaster risk management (DRM) unit is proposed to be established in each ULG. This
will lead efforts in risk assessment, develop emergency response plans and related capacity
building activities.
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STAFFING OF THE ULG FOCAL PERSONS UNDER UIIDP
Number of positions
Specialization Existing UIIDP
ULGDP II
Social Development Focal Person 1 1
Budgeting, Planning and Participation Focal Person 1 1
Procurement Management Focal Person 1 1
Infrastructure Asset Management Focal Person 1 1
Environmental Management Focal Person 1 1
Project Engineer 1 1
M&E Focal Person 1 1
Municipal Finance/ Revenue Focal Person 1
Urban Planning and Land Management Focal Person 1
LED & Job Creation Focal Person 1
Urban Resilience Focal Person 1
Capacity Building Focal Person 1
Gender Focal Person 1
Financial Management Focal Person 1
Accountant – based at OFED 1 1
Total 9 16
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…………………………………….. CITY ADMINISTRATION

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR ULG PROGRAM

COORDINATOR
The objective of the assignment is to manage the ULG Focal Persons team and to effectively and
efficiently manage the UIIDP as described in the Program Operations Manual and associated
documents so as to ensure that a) the ULG achieves the UIIDP development objectives, expected
outcomes and key results and b) the ULG achieves satisfactory performance or better in the
annual performance assessment of disbursement linked indicators and performance measures that
are required to support UIIDP investments in infrastructure and services and in capacity building.
The ULG Program Coordinator will have the following duties and responsibilities: -
w) Management of the ULG Focal Persons team; briefing the City Manager and City Mayor
on critical UIIDP activities and issues; resolution of issues that require higher level
decision; and putting in place an effective modern management and administrative
system for the team that will enable it to achieve its expected results.
x) Supervise and manage the ULG Focal Persons team to ensure that they perform their
duties to enable the city to fulfil the UIIDP Minimum Conditions every year of the
program and to achieve satisfactory performance in the UIIDP Performance Measures
and Performance Indicators.
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y) Dissemination of the UIIDP Program Operations Manual (POM) to all relevant city
officials and ULG Focal Persons team and provide the necessary orientation and training
on the POM to the staff;
z) Monitoring and reporting on ULG’s compliance with the POM and other Manuals.
aa) Draft and secure Performance and Participation Agreements, for every year of the UIIDP
implementation, to be signed by the City Mayor and BUDHo.
bb) Ensure that there is continuous and proper communication and coordination between the
ULG focal persons group and the regional technical committee.
cc) Dissemination to, and training of city officials on the Annual Performance Assessment
Guideline (APAG) and other relevant manuals.
dd) Put in place a system for record keeping and reporting (quarterly, semi-annual and
annual) on the achievements against the service delivery standards performance
indicators to enable them to provide acceptable reports to the APA.
ee) Preparation of the Annual Work Plan (AWP) for the ULG Focal Persons team covering
the activities to be carried out by the Focal Persons team during each year. The AWP
should further be broken down into detailed quarterly and monthly Action Plans to be
used for achievement of the AWP. Monitor and report to the City Manager and City
Mayor on implementation and achievements of the Annual Work Plan (AWP).
ff) Coordinate the preparation and submission by the ULG Focal Persons team of their
Strategy and Action Plan to address weaknesses and gaps identified in the APAs. Prepare
Consolidated Strategy and Action Plan for the city and submit to the City Manager, City
Mayor and the Regional Coordinator.
gg) Arrange and conduct at least fortnightly meetings of the ULG Focal Persons team to
check on progress on all thematic areas covered by the UIIDP and the AWP, to address
issues and problems encountered by the team members and to replan the team’s activities.
Prepare Agenda, Attendance Register and Minutes of each meeting.
hh) Receive from the Regional Program Coordinator and disseminate the World Bank Listing
of Ineligible Firms & Individuals to the city procurement department every six months
(in June and December).
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ii) Support for, and participation in, World Bank and MUDHo six monthly implementation
support missions and other missions as well as quality assurance reviews as and when the
city is selected for such missions/reviews.
jj) Submit to the City Manager, City Mayor and Regional Coordinator, the UIIDP quarterly,
semi-annual and annual reports that are prepared by the Monitoring and Evaluation Focal
Person.
kk) Carry out annual performance evaluation of all ULG Focal Persons as per the UIIDP
Staff Performance Evaluation and Incentive Scheme established by BUDHo.
ll) Perform any other duties assigned by the City Manager and City Mayor.
The ULG Program Coordinator will, as per the UIIDP Staff Performance Evaluation & Incentive
Scheme, also have 100% responsibility, and will be evaluated accordingly, for the achievement of
the following UIIDP DLIs and performance indicators by all the UIIDP participating cities in the
region:-
All eight (8) minimum conditions should be achieved by the city.

100% responsibility for achievement of the annual expected (average) score for the city on all
UIIDP performance measures DLI2, DLI3, and DLI 4 as follows:-

I
No.
(Prior) & (Prior) & (Prior) & (Prior) &

2011 2012 2013 2014
(Current (Current) (Current (Current)

) )

Page | 338
4 ULGs have strengthened performance on LED, 60 65 70
urban resilience and gender mainstreaming
The ULG Program Coordinator should possess the following qualifications: -
He/She shall have a minimum of 7 years general experience of which 3 years specific experience
infrastructure development projects. He/She will have excellent change management skills and
strong commitment to sharing expertise and experience in order to develop others (helping others
to achieve goals, resolving conflict successfully). He/she shall also have excellent writing and
communication skills in both Amharic and English with good knowledge of the urban sector in
Ethiopia, World Bank and GoE procurement and safeguard policies and procedures.
It is expected that the assignment will start in May 2018 and expected to end in July 2023.
Page | 339
Operationally, the ULG Program Coordinator will report to the City Manager to whom all reports
and deliverables as per the TOR should be submitted.
a) Performance and Participation Agreements, for every year of the UIIDP implementation,
between City Mayor and BUDHo.
b) Annual Work Plan (AWP) for the ULG Focal Persons team.
c) Monitoring report on implementation and achievements of the Annual Work Plan (AWP).
d) System for record keeping and reporting (quarterly, semi-annual and annual) on the
achievements against the service delivery standards performance indicators
e) Agenda, Attendance Registers and Minutes of the fortnightly meetings of the ULGs focal
persons team.
f) UIIDP quarterly, semi-annual and annual reports submitted to City Manager, City Mayor
and Regional Program Coordinator.
g) Annual performance evaluation reports for all RMT staff as per the UIIDP Staff
 Inception Report and detailed work plan within three weeks of the commencement of the
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the ULG
Program Coordinator activities/ achievements during the month and plans for the next
month.
 Draft Final Report of the ULG Program Coordinator’s work three weeks before the end
 Final Report of the ULG Program Coordinator’s work, one week after receiving
comments from City Manager.
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DEVELOPMENT PROGRAM
(UIIDP)
assist in the implementation of infrastructure projects and achievement of UIIDP disbursement
linked indicators and performance measures.
The Project Engineer will be responsible for investment construction project preparation
(including design and supervision consultancy), contract management, and development of
capital investment plans, operations and maintenance, and participation of citizens in city
development. Specific duties and responsibilities are:
uu. Review and understand the requirements of the Capital Investment Planning (CIP)
Manual and Template and attend training on the manual and template which will be
provided by federal and regional levels
vv. Preparation of draft bidding documents and review the draft bidding documents
prepared by design consultants as per the regional public procurement proclamation,
directives and Standard Bidding Documents.
ww. Monitor, inspect and coordinate the design works being done by engineering
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xx. Check the designs, bills of quantities and other documents that are submitted by design
and construction supervision consultants in respect of the infrastructure rehabilitation
projects and for conformity GoE requirements.
yy. Follow-up that proper hand over of sites and mobilization formalities are fulfilled and
zz. Coordinate closely with the concerned bodies and assist them in fulfilling their
responsibilities in terms of contract management for smooth and successful completion
of projects.
aaa. Supervise contractors and making periodic monthly progress reports of sites. Prepare
physical progress report and submit to ULG Program Coordinator and City Manager.
bbb. Ensure the application of ESMS and RSG and consideration of the environment and
social issues in the contract documents in cooperation with EMS Management
consultants.
ccc. Keep proper records of all the infrastructure projects being implemented by the city
under the CIP and review action plans/schedules and resources required as well as
maintaining the project management, monitoring and reporting systems for UIIDP and
others.
ddd. Prepare the Capital Investment Plans for the city
eee. Support Resident Engineer in checking works, materials and workmanship to ensure
feedback on the technical performance of the contractor and his consultant to the ULG
Program Coordinator and City manager.
fff. Examine alternative design proposals/variations submitted by the design and

appropriate solution.
ggg. Assist in settling any minor disputes (not litigation and arbitration) between contractor
hhh. Examine with design and construction supervision consultants and recommend on
iii. Participate in, and support the preparation of training manuals, guidelines, seminars and
Page | 343
jjj. Plan for the future in developing and planning for operations, maintenance and an
environmental mitigation of infrastructure financed under the CIP such as roads,
drainage and management of markets, slaughterhouses, landfills, solid and liquid waste
disposals for sustainability of the infrastructure projects.
kkk. Provide the M & E focal person with all required information as per the M &E
guideline on infrastructure implementation progress, maintenance and contract status on
monthly, quarterly, semi-annual and annual basis;
lll. Review and provide comments to the ULG Program Coordinator on the Annual
Performance Assessment (APA) Reports of the city
mmm. Perform any other duties assigned by the ULG Program Coordinator.
The Project Engineer will, as per the UIIDP Staff Performance Evaluation & Incentive Scheme,
also have weighted (100%) responsibility, and will be evaluated accordingly, for the achievement
of the following UIIDP DLIs and performance indicators by the city:-


 Annual budget;
process
annual budget

Page | 344

municipal/civil engineering works. The Project Engineer should therefore possess the following
qualifications:

 A minimum of 5 years’ engineering experience of which 2 years is in implementation and
support of projects, design and supervision, contract management as well as appraisal of
projects.

Page | 345
It is expected that the assignment will start in May 2018 and finish in July 2023.
Operationally, the Project Engineer will be accountable to the ULG Program Coordinator to
whom all reports and deliverables as per the TOR should be submitted.
 Capital Investment Plans for the city

 Draft bidding documents.
 Review comments on designs, bill of quantities and draft bidding documents prepared by
design consultants
 Feedback on the technical performance of contractors

 Monthly progress reports of construction sites/contracts
 Records of all the infrastructure projects being implemented by the city under the CIP
 Report to M & E focal person with all required information as per the M &E guideline on
infrastructure implementation progress, maintenance and contract status on monthly,
quarterly, semi-annual and annual basis
 Comments on the Annual Performance Assessment (APA) Reports of the city.
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Project
Engineer activities/ achievements during the month and plans for the next month.
 Draft Final Report of the Project Engineer’s work three weeks before the end of the
assignment; and
 Final Report of the Project Engineer’s work, one week after receiving comments from
ULG Program Coordinator.
Page | 346

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR MUNICIPAL FINANCE or

Revenue FOCAL PERSON
The objective of the assignment is to obtain the services of a Municipal Finance Focal Person
who will be responsible for revenue enhancement of the City and achievement of the UIIDP
Disbursement Linked Indicators and Performance Measures related to municipal finance and own
source revenue enhancement.
The Municipal Finance Focal Person will be responsible for the city’s own source revenue
enhancement and generation activities. Specific duties and responsibilities are:
v. Review and understand the requirements of the Revenue Enhancement Plan (REP)
Manual and Template and attend training on the manual and template which will be
provided by federal and regional levels
w. Identifying alternative sources of funds for infrastructure;

x. Updating the city’s annual Revenue Enhancement Plans (REPs) for the most recent
year;
y. Developing generic and specific revenue enhancement strategies that will result in
increase in municipal revenues of ULGs;
z. Ensuring the city provides counterpart funding for UIIDP as described in the POM and
the PPAs;
Page | 347
aa. Monitoring, evaluating and reporting on the city’s revenue mobilization strategies,
actions and revenue collection;
bb. Ensuring compliance with all laws policies and manuals by the city on municipal
finance issues;
cc. Review and provide comments on the Annual Performance Assessment (APA) Reports
of the city regarding municipal finance and own source revenue enhancement
dd. Provide the M & E focal person with all required information as per the M &E
guideline on municipal finance and revenue enhancement/collection on monthly,
quarterly, semi-annual and annual basis;
ee. Perform any other duties assigned by the ULG Program Coordinator.
The Municipal Finance Focal Person will, as per the UIIDP Staff Performance Evaluation &
for the achievement of the following UIIDP DLIs and performance indicators by the city:-

Page | 348
municipal finance issues. The Municipal Finance Focal Person should therefore possess the

successfully.
Operationally, the Municipal Finance Focal Person will be accountable to the ULG Program
Coordinator to whom all reports and deliverables as per the TOR should be submitted.
 Report on alternative sources of funds for infrastructure;
 Updated city’s annual Revenue Enhancement Plans (REPs) for the most recent year;
Page | 349
 Generic and specific revenue enhancement strategies that will result in increase in
municipal revenues of ULGs;
 Report on provision of counterpart funding for UIIDP as described in the POM and the
PPAs;
 Monitoring and evaluation report on the city’s revenue mobilization strategies, actions
and revenue collection;
 Report to M & E focal person on required information as per the M &E guideline on
municipal finance and revenue enhancement/collection on monthly, quarterly, semi-
annual and annual basis
 Review comments on the Annual Performance Assessment (APA) Reports of the city
regarding municipal finance and own source revenue enhancement
assignment.
Municipal Finance Focal Person activities/ achievements during the month and plans for
the next month.
 Draft Final Report of the Municipal Finance Focal Person’s work three weeks before the
 Final Report of the Municipal Finance Focal Person’s work, one week after receiving
comments from ULG Program Coordinator.
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DEVELOPMENT PROGRAM
(UIIDP)

MANAGEMENT FOCAL PERSON
Management Focal Person who will be responsible for all financial management issues and
aspects of the UIIDP and the achievement of UIIDP disbursement linked indicators and
performance measures related to financial management.
The Financial Management Focal Person will be responsible for all financial accounting,
financial management, financial reporting regarding the UIDDP. Specific duties and
dd. Review and understand the requirements of the UIIDP POM and Financial Management
Manual and attend training on the manual which will be provided by federal and regional
levels
ee. Participate and contribute in the production of the ULG Annual Budget, Capital
Investment Plan, Revenue Enhancement Plan, Asset management Plan and Capacity
Building Plan.
ff. Ensure that all financial transactions are captured on IBEX and the required reports are
produced from the system.
gg. Carry out Monthly cash & bank reconciliation of the UIIDP account and submit report to
BoFED timely as per regional regulations and manuals
hh. Maintain and keep up to date the city’s fixed asset and inventory (stock) i.e. the fixed
asset register stock register and bin card. Carry out count and reconciliation of the stocks.
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ii. Ensure that financial accounts/are closed on time and financial statements handed over to
the Office of the Regional Auditor General (ORAG) for audit before the deadline of
October 10 each years in undertaking the annual financial audits of ULGs.
jj. Review the financial audit reports and implement recommendations of the audits and
submit status report to ULG Program Coordinator on actions taken..
kk. Prepare strategy and action plan for the ULG to move from qualified audits to unqualified
(clean) audits and to maintain this status thereafter. Provide progress report to the ULG
Program Coordinator on the actions taken.
ll. Follow up on findings and recommendations from the internal audit reports. Provide
progress report to the ULG Program Coordinator on the actions taken.
mm. Review the annual VfM Audit Reports and follow up on recommendations and actions
to be taken by the city. Provide progress report to the ULG Program Coordinator on the
actions taken.
nn. Provide the M & E focal person with all required information as per the M &E guideline
on financial management issues on monthly, quarterly, semi-annual and annual basis.
oo. Perform any other duties assigned by the ULG Program Coordinator.
The Financial Management Focal Person will, as per the UIIDP Staff Performance Evaluation &
for the achievement of the following UIIDP DLIs and performance indicators by the city.

2.3.1.1. Use of IBEX for all operations except Road Fund and other Focal Person projects done by ULGs that are not
Page | 352
manuals
The Financial Management Focal Person should possess the following qualifications:


performance audit)

system.
successfully.
Page | 353
Operationally, the Financial Management Focal Person will be accountable to the ULG Program
 Contributions to the production of the ULG Annual Budget, Capital Investment Plan,
Revenue Enhancement Plan, Asset Management Plan and Capacity Building Plan.
 Monthly cash & bank reconciliation of the UIIDP account. Reports submitted to BoFED
timely as per regional regulations and manuals
 Up to date city’s fixed asset and inventory (stock) i.e. the fixed asset register stock
register and bin card. Report on count and reconciliation of the stocks.
 Financial accounts closed on time by not later than October 10
 Financial statements handed over to the Office of the Regional Auditor General (ORAG)
for audit before the deadline of October 10 each year.
 Report on implementation of recommendations of the audits and status report on actions

taken by the city.
 Strategy and action plan for the ULG to move from qualified audits to unqualified (clean)
audits and to maintain this status thereafter. Progress report to the ULG Program
Coordinator on the actions taken.
 Progress report to the ULG Program Coordinator on the follow up made and actions
taken on findings and recommendations from the internal audit reports.
 Progress report to the ULG Program Coordinator on the follow up made and actions
taken on findings and recommendations from the annual VfM Audit Reports
 Report to M & E focal person with all required information as per the M &E guideline on
financial management issues on monthly, quarterly, semi-annual and annual basis.
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 Inception report and detailed work plan within three weeks of commencement of the
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Financial
Management Focal Person activities/ achievements during the month and plans for the
next month.
 Draft Final Report of the Financial Management Focal Person’s work three weeks before
 Final Report of the Financial Management Focal Person’s work, one week after receiving
Page | 355

DEVELOPMENT PROGRAM
(UIIDP)

Management Focal Person who be responsible for screening all CIP projects for environmental
impacts and ensuring that the required mitigation measures are planned and implemented as per
the UIIDP Environmental and Social Management System Guideline (ESMSG). He/She will also
be directly responsible for achievement of disbursement linked indicators and performance
measures related to environmental management.
The Environmental Management Focal Person will have the following duties and responsibilities:
qq. Review and understand the requirements of the UIIDP Environmental and Social
Management System Guideline (ESMSG) and attend training on the guideline which
will be provided by federal and regional levels
rr. Provide overall coordination in the implementation of the ESMSG and apply the
ESMSG to all CIP projects implemented by the city.
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ss. Establish the system of screening forms and EIA set out in the ESMSG, and oversee
their smooth operation including the procurement (if required) of Environmental
Management Consultants for any required EIA studies for catioegory 1 projects;
tt. Screen all CIP projects as per the screening forms in the ESMSG and submit to the
regional environmental protection authority for review and approval.
uu. Prepare Environmental Management Plans of the Category 2 sub-projects and submit
the regional environmental protection authority for review and approval.
vv. Ensure that the environmental requirements are inserted in all infrastructure contracts
and monitor their implementation prior to and during construction.
ww. Ensure that EMPs are implemented in a timely manner - prior to commencement and
during construction of civil works;
xx. Conduct site visits during ULG investment project execution and operation to assess
how environmental screening and mitigation measures are succeeding or have
succeeded in minimizing impacts.
yy. Monitor and report on the implementation of landfills and abattoirs (if any) as per the
MUDHo manuals ensuring that the necessary safeguard actions are put in place and
implemented as per the ESMSG.
zz. Ensure that the REFA carries out an environmental performance audit of all the city’s
CIP projects on an annual basis as stated in the UIIDP POM;
aaa. Review the annual Environmental Performance Audit Reports and follow up on
recommendations and actions to be taken by the city. Provide progress report to the
ULG Program Coordinator on the actions taken
bbb. Provide the M & E focal person with all required information as per the M &E
guideline on environmental management issues on monthly, quarterly, semi-annual and
annual basis.
ccc. Perform other duties assigned by the ULG Program Coordinator.
The Environmental Management Focal Person will, as per the UIIDP Staff Performance
accordingly, for the achievement of the following UIIDP DLIs and performance indicators by the
city.
Page | 357
(Yes/No indicator)
the implementation of environmental and social safeguards.
The Environmental Management Focal Person should therefore possess the following
qualifications:


(EMPs)
37
Page | 358
Operationally, the Environmental Management Focal Person will be accountable to the ULG
a. System of screening forms and EIA set out in the ESMSG.
b. Screening Reports of all CIP projects as per the ESMSG and approval of regional
environmental protection authority.
c. Environmental Management Plans of the Category 2 sub-projects and approval of

regional environmental protection authority.
d. Environmental requirements inserted in all infrastructure contracts. Monitoring report

on their implementation prior to and during construction.
e. Site Visit Reports on investment project execution and operation and assessment on
how environmental screening and mitigation measures are succeeding or have
succeeded in minimizing impacts.
f. Monitoring report on the implementation of landfills and abattoirs (if any) as per the
MUDHo manuals
g. Progress report to the ULG Program Coordinator on the follow up made and actions
taken on environmental performance audit findings and recommendations.
h. Report to M & E focal person with all required information as per the M &E guideline
on environmental management issues on monthly, quarterly, semi-annual and annual
basis.
Page | 359
assignment.
Environmental Management Focal Person activities/ achievements during the month and
 Draft Final Report of the Environmental Management Focal Person’s work three weeks
 Final Report of the Environmental Management Focal Person’s work, one week after
receiving comments from ULG Program Coordinator.
Page | 360

DEVELOPMENT PROGRAM
(UIIDP)

FOCAL PERSON
The objective of the TOR is to obtain the services of qualified and experienced Social
Development Focal Person who will be responsible for the social and resettlement issues related
to infrastructure development and service delivery and for the achievement of UIIDP
disbursement linked indicators and performance measure related to social development and
resettlement.
The Social Development Focal Person will be responsible for all the social development and
resettlement of any persons affected by the implementation of the capital investment projects by
the city including those financed by the UIIDP. Specific duties and responsibilities are:
ii. Review and understand the requirements of the UIIDP Resettlement System Guideline
(RSG) and attend training on the guideline which will be provided by federal and
regional levels.
jj. Provide overall coordination in the implementation of the RSG and apply the RSG to all
CIP projects implemented by the city.
kk. Establish the system of screening forms, RAP set out in the RSG, and oversee their
smooth operation including the procurement of consultants for any required CRMP or
RAP studies;
ll. Ensure that the city complies with all requirements of the RSG and RAPs;
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mm. Site visits during ULG investment project execution and operation to assess how
social aspects are succeeding or have succeeded in minimizing impacts. Provide site visit
reports to the ULG Program Coordinator.
nn. Monitor the implementation of Resettlement action plans and ensure that RAPs are
oo. Provide the M & E focal person with all required information as per the M &E guideline
on social development and resettlement issues on monthly, quarterly, semi-annual and
annual basis.
pp. Perform other duties assigned by the ULG Program Coordinator.
The Social Development Focal Person will, as per the UIIDP Staff Performance Evaluation &

(Yes/No indicator)
38
Page | 362
The Social Development Focal Person should therefore possess the following qualifications:
 B.Sc. or BA degree or higher in Sociology, Social Work, Social Anthropology,

Community Development or other related degree;
 A minimum of 5 years general experience of which 2 years specific experience in aspects

of social welfare involving community development and urban development in general
and social safeguard screening against resettlement and compensation criteria in the
planning stage and resettlement action plans (RAPs) in the implementation stage of
projects.
Excellent writing and communication skills in both Amharic and English.
Operationally, the Social Development Focal Person will be accountable to the ULG Program
 System of screening forms, RAP set out in the RSG,
 Site visit reports to the ULG Program Coordinator and assessment on how social aspects
are succeeding or have succeeded in minimizing impacts..
 Monitoring report on the implementation of Resettlement action plans on ensuring that

RAPs are implemented in a timely manner - prior to commencement of civil works;
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 Reports to the M & E focal person with all required information as per the M &E
guideline on social development and resettlement issues on monthly, quarterly, semi-
annual and annual basis.
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Social
Development Focal Person activities/ achievements during the month and plans for the
next month.
 Draft Final Report of the Social Development Focal Person’s work three weeks before
 Final Report of the Social Development Focal Person’s work, one week after receiving
comments from ULG Program coordinator.
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………………………………….CITY ADMINISTRATION

DEVELOPMENT PROGRAM
(UIIDP)

Asset Management Focal Person who will be responsible for management of existing
infrastructure assets and the planning for new infrastructure assets using the GIS-based
Infrastructure Asset Management Plan Manual and Model and in the achievement of UIIDP
disbursement linked indicators and performance measures related to infrastructure asset
management and planning.
The Infrastructure Asset Management Focal Person will be responsible for the management of
existing infrastructure assets and the planning for new infrastructure assets. Specific duties and
p. Review and understand the requirements of the GIS-based Infrastructure Asset

Management Plan Manual and AMP Model and attend training on the manual and model
guideline which will be provided by federal and regional levels.
q. Maintain and update regularly the city’s GIS-based Asset Inventory.

Page | 365
r. Manage the conduct of the assessment of conditions of infrastructure assets of the city.
s. Prepare the city’s Annual Asset Management Plan (AMP) as per the Model AMP and
Manual.
t. Be a member of the CIP Team responsible for preparation of the city’s Capital
Investment Plan (CIP).
u. Review the Annual Performance Assessment Reports of the city regarding asset
v. Follow up on the implementation of the Implementation Strategy and Program of Action

for Asset Management. Report on the actions taken.
w. As per the AMP Manual Steps, the following are the main responsibilities of the AMP
Focal Person
 Step 1: Build the GIS project and manage the GIS system.
 Step 2: Take responsibility for the city’s AMP and build linkages with the line
departments having responsibility for the different categories of assets included in
the AMP.
 Step 3: Build the spatial database and the database of physical properties for all
assets. Summarize the data and provide an analysis of key information.
 Step 4: Responsibility for building a condition indicator for all assets, through the
completion of the condition and maintenance database. Provide summaries of the
condition of all assets.
 Step 5: Working with the line departments to obtain a list of all maintenance
activities, for: routine and periodic maintenance; major maintenance associated with
levels 3 and 4 condition; and rehabilitation costs for level 5 condition assets.
Responsibility for maintaining an up-to-date list of maintenance activities for all
databases. Adding unit costs and total costs of all maintenance activities to the
condition and maintenance database. Provide summaries of the cost of all
maintenance activities.
 Step 6: Working with the line departments and other relevant organizations, obtain
and maintain an up-to-date list of all asset replacement costs, based upon the asset
Page | 366
feature classes. Build the new works database that provides a list of the replacement
cost and residual value of all assets. Provide summary information on these.
 Step 7: Working with the CIP team, build the database for new works projects.
Provide summary outputs of these projects.
 Step 8: Using the output from step 5, build the maintenance plan database for all
maintenance activities going forward to implementation.
 Step 9: Working with the CIP team, convert the budget for new works projects and
maintenance activities to a 3-year rolling program.
 Step 10: Track the progress of all approved new works projects and maintenance
activities, using the databases for these created in steps 7 and 8 respectively. Upon
completion, convert project and activities data across to the relevant databases for
existing assets. Once sufficient historical data is available, track the performance of
new works project starts against plan, and the completion of maintenance activities
and costs against plan.
x. Perform any other duties assigned by the ULG Program Coordinator.
The Infrastructure Asset Management Focal Person will, as per the UIIDP Staff Performance
city.
2.1.1.2.
2.2.1.3. Asset inventory shows an asset value and deficit, which calculates the remaining asset value, maintenance
and rehabilitation deficit based on annual depreciation rates as per procedures in Asset Management Manual.
Page | 367
management. The Infrastructure Asset Management Focal Person should therefore possess the

 A minimum of 5 years’ general experience of which 2 years’ experience in infrastructure
asset management and disciplines stated above including at least 1 year experience using
GIS.
It is expected that the assignment will start in May 2018 and finish in July 2013
Operationally, the Infrastructure Asset Management Focal Person will be accountable to the ULG
a. Updated city’s GIS-based Asset Inventory.
Page | 368
b. Assessment of conditions of infrastructure assets of the city.
c. City’s Annual Asset Management Plan (AMP) as per the Model AMP and Manual.
d. Contributions to the preparation of the city’s Capital Investment Plan (CIP).
e. Review comments on the Annual Performance Assessment Reports of the city regarding
asset management.
f. Report on the city’s implementation of the Implementation Strategy and Program of

Action for Asset Management.
assignment.
Infrastructure Asset Management Focal Person activities/ achievements during the month
 Draft Final Report of the Infrastructure Asset Management Focal Person ’s work three
 Final Report of the Infrastructure Asset Management Focal Person ’s work, one week
after receiving comments from ULG Program Coordinator.
Page | 369

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR URBAN PLANNING &

LAND MANAGEMENT FOCAL PERSON
The objective of the TOR is to obtain the services of qualified and experienced Urban Planning
and Land Management Focal Person who will be responsible for all urban land management
issues and for mapping land areas using GIs, overlaying maps with geographic variables such as
population density, and combining or manipulating geographic information to produce
alternative plans for land use or development and the achievement of UIIDP disbursement linked
indicators and performance measures on urban planning and land management.
The Urban Planning and Land Management Focal Person will be responsible for all urban
planning issues and land management issues, especially in regard to land development, land
release, land registration and land inventory. Specific duties and responsibilities are:
hh. Assess the feasibility of proposals and identify necessary changes, recommend approval,
ii. Conduct field investigations, surveys and impact studies in order to compile and analyze
data on economic, social, regulatory and physical factors affecting land use.
jj. Keep informed about economic and legal issues involved in zoning codes, building
Page | 370
kk. Mediate community disputes and assist in developing alternative plans and
ll. Coordinate work with economic consultants and architects during the formulation of
plans and the design of large pieces of infrastructure.
mm. Review and evaluate environmental impact reports pertaining to private and public
nn. Participate in or manage the preparation of the city’s Structure Plan.

oo. Inspect structures in the city to ensure compliance with the land use plan;
pp. Develop and implement the city’s urban land management and information systems
qq. Develop and maintain the city’s land registration register;
rr. Ensure that land released by the city has been serviced with all required infrastructure
such as water, electricity and roads;
ss. Review the Annual Performance Assessment Reports of the city regarding urban
planning and urban land management and provide comments
tt. Perform any other duties assigned by the ULG Program Coordinator.
The Urban Planning and Land Management Focal Person will, as per the UIIDP Staff
Performance Evaluation & Incentive Scheme, also have weighted (100%) responsibility, and will
be evaluated accordingly, for the achievement of the following UIIDP DLIs and performance
indicators by the city.
2.8.1.1. Existence of up-to-date approved statutory city-wide (structure) plan and/or expansion plan as at the point of
assessment (Yes/No indicator) Excluding extension of an existing plan
2.8.1.2. CIP is in accordance with city-wide (structure) plan and/or expansion plan at the time of preparation (Yes/No
indicator)
2.8.2.1. Land released for different uses are as per the laws of land management and have access to basic
infrastructure facilities i.e. road, water, electricity at a radius of 250 meters
allocation)
Page | 371
The Urban Planning and Land Management Focal Person should possess the following

similar discipline.
 A minimum of 5 years’ general experience in of which 2 years specific experience in
urban land management, development and administration, urban planning.
Operationally, the Urban Planning and Land Management Focal Person will be accountable to the
ULG Program Coordinator to whom all reports and deliverables as per the TOR should be
submitted..
 Report on feasibility of proposals and recommendations for approval, denial or

conditional approval of proposals.
 Report on field investigations, surveys and impact studies on economic, social, regulatory
and physical factors affecting land use.
Page | 372
 Review r comments on evaluation of environmental impact reports pertaining to private
 City’s Structure Plan.
 Inspection report on structures in the city to ensure compliance with the land use plan;
 City’s urban land management and information systems
 City’s land registration register;
 Report on land released by the city and whether it has been serviced with all required
infrastructure such as water, electricity and roads;
 Review comments on the Annual Performance Assessment Reports of the city regarding
urban planning and urban land management and provide comments
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Urban
Planning and Land Management Focal Person activities/ achievements during the month
 Draft Final Report of the Urban Planning and Land Management Focal Person’s work
 Final Report of the Urban Planning and Land Management Focal Person’s work, one
week after receiving comments from ULG Program Coordinator.
.
Page | 373

DEVELOPMENT PROGRAM
(UIIDP)

& PARTICIPATION FOCAL PERSON
Budgeting and Participation Focal Person who will be responsible for planning and budgeting for
the city’s infrastructure investments in a participatory manner.
The Planning, Budgeting and Participation Focal Person will be responsible for the following
y. Review and understand the requirements of the CIP Manual and Template and the
Participation Manual and attend training on the manuals which will be provided by
federal and regional levels.
z. Formulating and developing the city’s development strategies, plans and budgets;
aa. Preparation of the city’s capital investment plans, capacity building plans, action plans
and budgets in a participatory manner.
bb. Monitoring and evaluating performance of the city’s Development

Plans, programs and projects;
cc. Collecting, analyzing and storing data into useful information for end users and
dd. Review the Annual Performance Assessment Reports of the city regarding budgeting,
Page | 374
ee. Perform any other duties assigned by the ULG Program Coordinator.
The Planning, Budgeting and Participation Focal Person will, as per the UIIDP Staff Performance
city.


 Annual budget;
process
annual budget
Page | 375
The Planning, Budgeting & Participation Focal Person should possess the following

 A minimum of 5 years general experience of which 2 years specific experience in public
finance including local government budgeting planning and participation.

It is expected that the assignment will start in May 2018 and finish in July 2023
Operationally, the Planning, Budgeting and Participation Focal Person will be accountable to the
ULG Program Coordinator to whom all reports and deliverables as per the TOR should be
submitted.
 City’s development strategies, plans and budgets;
 City’s capital investment plans, capacity building plans, action plans and budgets.
 Monitoring and evaluation reports on performance of the city’s Development Plans,

 Data bank for planning, budgeting and decision-making purposes;
 Review comments on the Annual Performance Assessment Reports of the city

regarding budgeting, planning and participation.
Page | 376
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Planning,
Budgeting and Participation Focal Person activities/ achievements during the month and
 Draft Final Report of the Planning, Budgeting and Participation Focal Person’s work
 Final Report of the Planning, Budgeting and Participation Focal Person’s work, one week
after receiving comments from ULG Program Coordinator.
Page | 377

DEVELOPMENT PROGRAM
(UIIDP)

EVALUATION FOCAL PERSON
Evaluation Focal Person who will be responsible for developing and maintaining the UIIDP
Monitoring, Evaluation and Reporting Systems and achievement of disbursement linked
indicators and performance measures related to M & E.
The Monitoring and Evaluation Focal Person at ULG level will plan, coordinate and facilitate
all M&E related activities of the UIIDP. He/she will be responsible for developing, implementing
and maintaining the UIIDP M&E and reporting systems at ULG level. Specific duties and
s. Review and understand the requirements of the UIIDP M & E Guidelines and attend
training on the guidelines which will be provided by federal and regional levels.
t. Maintain the UIIDP M & E system at city level.
u. Preparation of the city’s UIIDP M&E reports and ensuring that they are submitted as per
the deadlines set in the M & E Guidelines;
v. Prepare and submit to the ULG Program Coordinator and to the Regional M & E Focal
Person the ULG Quarterly Progress Reports, Semi-Annual Report, Annual Report for
UIIDP as per the M&E Guidelines and other reports as required by City Manager.
Page | 378
w. Regularly follow-up on project implementation progress as per the key performance
indicators.
x. Work with UIIDP focal persons and other offices at ULG level to familiarize them with
key performance indicators of the UIIDP.
y. Provide review comments on Annual Performance Assessment Reports of the city.

z. Perform other duties assigned by the ULG Program Coordinator.
.
The Monitoring & Evaluation Focal Person will, as per the UIIDP Staff Performance Evaluation
& Incentive Scheme, also have weighted (100%) responsibility, and will be evaluated
city.
indicator)
The Monitoring and Evaluation Focal Person should possess the following qualifications/
competencies:

 A minimum of 5 years’ general experience of which 2 years specific experience in
monitoring and evaluation systems of programs/projects.

 Knowledge of the urban sector issues in Ethiopia is an advantage

Page | 379
Operationally, the Monitoring & Evaluation Focal Person will be accountable to the ULG
 UIIDP M & E system at city level.
 Quarterly Progress Reports, Semi-Annual Report, Annual Report for UIIDP as per the
M&E Guidelines and other reports as required by City Manager.
 Review comments on Annual Performance Assessment Reports of the city.

assignment.
Monitoring & Evaluation Focal Person activities/ achievements during the month and
 Draft Final Report of the Monitoring & Evaluation Focal Person’s work three weeks
 Final Report of the Monitoring & Evaluation Focal Person’s work, one week after
receiving comments from ULG Program Coordinator..
Page | 380

DEVELOPMENT PROGRAM
(UIIDP)

ACCOUNTANT (OFED)
OoFED, who will be responsible for fund flow, financial management and financial reporting.
y. Review and understand the requirements of the UIIDP Financial Management Manual
and attend training on the manual which will be provided by federal and regional levels.
z. Maintain the UIIDP financial accounting and reporting system in IBEX.
aa. Ensure timely submission of expenditure documents and financial reports from the city
to BoFED;
bb. Maintain proper financial records and ensure the quality and consistency of all financial
data;
cc. Prepare the monthly UIIDP bank account reconciliations and submit to the region as per
the deadline set by the region.
dd. Prepare Semi-Annual Financial Reports for UIIDP and submit to BoFED as per the
deadline set in the UIIDP Financial Management Manual.
Page | 381
ee. Prepare annual financial statements for UIIDP within the deadline set in the UIIDP
Financial Management Manual and submit to BoFED for consolidation.
ff. Perform other duties assigned by the ULG Program Coordinator.



system.
Operationally, the UIIDP Program Accountant will be accountable to the ULG Program
 UIIDP financial accounting and reporting system in IBEX.
 Expenditure documents and financial reports submitted to BoFED;
 Proper financial records;

Page | 382
 Monthly UIIDP bank account reconciliations.
 Semi-Annual Financial Reports for UIIDP.
 Annual financial statements for UIIDP.
assignment.
month.
Page | 383

DEVELOPMENT PROGRAM
(UIIDP)

Management Focal Person who will provide be responsible for the ULG’s procurement planning,
implementation and monitoring as well as contract management including achievement of
disbursement linked indicators and performance measures related to procurement.
The Procurement Management Focal Person will be responsible for the following specific duties
and responsibilities:
cc. Formulation of procurement strategies;
dd. Preparation of the Annual Procurement Plans

ee. Monitoring the implementation of the Annual Procurement Plans, providing summarized
status report to the ULG Program Coordinator and region on quarterly basis.
ff. Providing all required procurement documents for the annual procurement audit by the
Regional Public Procurement and Property Administration Agency.
gg. Follow up and take the necessary action to implement the recommendations of internal
and external audits.
hh. Ensure that procurement complaints are handled timely and properly as per the
procurement complaint regulations and manual
Page | 384
ii. Review the Annual Performance Assessment Reports of the city regarding procurement
jj. Perform any other duties assigned by the Regional Program Coordinator.
The Procurement Management Focal Person will, as per the UIIDP Staff Performance Evaluation
& Incentive Scheme, also have weighted (100%) responsibility, and will be evaluated
city.


 Annual budget;
 The planned use of the performance-based grants from UIIDP follows investment menu (only from assessment in
2019 of the performance in FY 2018/19).
1.4. Functional institutional set-up for procurement system in place according to public procurement
proclamation including:
(i) Procurement function and minimum core staff in place – at least two procurement Focal Persons within
procurement unit in ULG; with first degree and experience in procurement at least for two years
(j) Functional tender committee/tender award committee (TAC) at ULG level in place;
(k) Participating cities have the copies of their respective region’s procurement law, directives, manuals and
standard procurement documents and staffs are familiar with these legal documents
(l) Establishment of procurement performance monitoring and measurement using Public Procurement Key
Performance Indicators Guideline or equivalent.
10.DLI 2 - Institutional Performance (ULG Performance Measures)
2.4. Procurement

Page | 385




exceed 5%;

Page | 386
exceeds 90%.
The Procurement Management Focal Person should a high level of technical competence and
experience in procurement of services, goods and works on using GOE procurement laws and
guidelines. The Procurement Management Focal Person should therefore have the following
qualifications.
added advantage.
 At least 5 years’ general experience of which 2years specific experience in procurement

in a large private/ public sector organization or projects. and in GOE/IDA funded projects
Operationally, the Procurement Management Focal Person will be accountable to the ULG
Page | 387
 Procurement strategies;
 Annual Procurement Plans
 Quarterly Monitoring Report on implementation of the Annual Procurement Plans.
 Report on follow up and actions taken to implement the recommendations of internal

and external audits.

regarding procurement management.
assignment.
Procurement Management Focal Person activities/ achievements during the month and
 Draft Final Report of the Procurement Management Focal Person’s work three weeks
 Final Report of the Procurement Management Focal Person’s work, one week after
receiving comments from ULG Program Coordinator.
Page | 388

DEVELOPMENT PROGRAM
(UIIDP)

FOCAL PERSON
Building Focal Person who will be responsible for coordinating the city’s capacity building
activities under UIIDP.
The Capacity Building Focal Person will be responsible for the following specific duties and
responsibilities:
z. Review and understand the requirements of the UIIDP Capacity Building Manual and
attend training on the manual which will be provided by federal and regional levels.
aa. Dissemination of the UIIDP Capacity Building Manual to all offices and members of
the focal persons team.
bb. Carry out the capacity self-assessment and gap analysis using the tools provided in the
UIIDP Capacity Building Manual.
cc. Formulate and develop capacity building strategies, plans and budgets, ensuring that
the UIIDP Eligible Capacity Building Areas are adhered to and that all the four
capacity building modalities are used;
dd. Monitor and evaluate the performance of city’s capacity building plan;
Page | 389
ee. Evaluate and report on the effectiveness of capacity building activities and training
programs provided under UIIDP by the city
ff. Review the Annual Performance Assessment Report of the city regarding capacity
gg. Perform any other duties assigned by the ULG Program Coordinator.
The Capacity Building Focal Person will, as per the UIIDP Staff Performance Evaluation &

 Annual budget;
11.DLI 2 - Institutional Performance (ULG Performance Measures)
plan are utilized

The Capacity Building Focal Person should possess the following qualifications/competencies:
Page | 390

Operationally, the Capacity Building Focal Person will be accountable to the ULG Program
 Self-assessment and gap analysis report.
 Capacity building strategies, plans and budgets;
 Monitoring and evaluation report on the performance of city’s capacity building plan;
 Report on the effectiveness of capacity building activities and training programs

provided under UIIDP by the city

regarding capacity building.
assignment.
Page | 391
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Capacity
Building Focal Person activities/ achievements during the month and plans for the next
month.
 Draft Final Report of the Capacity Building Focal Person’s work three weeks before the
 Final Report of the Capacity Building Focal Person’s work, one week after receiving
Page | 392

DEVELOPMENT PROGRAM
(UIIDP)

DEVELOPMENT (LED) & JOB CREATION FOCAL
PERSON
Development & Job Creation Focal Person who will be responsible for preparing and
implementing the city’s local economic development strategies and plans that result in
sustainable job creation.
The Local Economic Development & Job Creation Focal Person will be responsible for the
kk. Review and understand the requirements of the Local Economic Development Manual
and the UIIDP Job Creation & Measurement Guideline and attend training on the
manual and guideline which will be provided by federal and regional levels.
ll. Formulate and develop the city’s local economic development strategies and plans
that will result in sustainable job creation.
mm. Prepare the ULG Local Economic Development Plan and Job Creation Plan as per the
manual and guideline.
nn. Ensure that the necessary public private dialogue has taken place as part of the
preparation of CIPs to address the constraints faced by potential investors and existing
businesses.
Page | 393
oo. Arrange at least 2 public private dialogue/open meetings with city mayor and a wide
range of private sector representatives in a properly structured meeting where there will
be among other things, presentation of constraints and economic potentials to inform
the CIP. The meeting should come up with agreed actions.
pp. Ensure that all the agreed actions are implemented as soon as possible.
qq. Monitor, evaluate and report performance of the city’s Local Economic Development
Plans and Job Creation Plans.;
rr. Maintain performance standards and indicators for the city to use on local economic
development;
ss. Collecting, analyzing and storing data into useful information for end users and
tt. Evaluate the effectiveness of the city’s local economic development strategies and job
creation strategies;
uu. Identify and resolve the challenges that face MSEs and prevent them from surviving or
graduating to the next level. Some of the challenges identified so far are lack of access
to finance, weak backward linkages to access raw materials and weak forward linkages
to buyers and markets, location issues in that MSE business premises are located far
away from potential customers.
vv. Put in place a mechanism/procedure, and arrange, for the selection of some MSEs based
on open business plan competition.
ww. Liaise and follow up with the Medium Manufacturing Enterprises Development Unit in
the city administration to ensure that graduated MSEs continue to receive support from
this Unit.
xx. Review the Annual Performance Assessment Reports of the city regarding local
yy. Perform any other duties assigned by the ULG Program Coordinator.
The Local Economic Development & Job Creation Focal Person will, as per the UIIDP Staff
Page | 394

 Annual budget;
Note: For the LED & Job Creation Focal Person, this will be regarding whether public private dialogue has

4.1.1. Job Creation
target
inform the CIP.
4.1.3.3. No. of graduated MSEs provided with support from the Medium Manufacturing Enterprises Development
Unit in the city administration, against annual target
39
manufacturing.
40
Page | 395
The Local Economic Development & Job Creation Focal Person should possess the following


regional or local economic development and in working with urban local governments
in formulating a framework or strategy for urban local economic development,
including the promotion of micro and small-scale enterprises.
Operationally, the Local Economic Development & Job Creation Focal Person will be
accountable to the ULG Program Coordinator to whom all reports and deliverables as per the
TOR should be submitted.
 City’s local economic development strategies and plans.
 ULG Local Economic Development Plan and Job Creation Plan.
 Agenda, Attendance Register and Minutes of meetings on public private dialogue has
taken place as part of the preparation of CIPs.
 Report on implementation of agreed actions form the public private dialogue..
Page | 396
 Monitoring and evaluation report on performance of ULG’s Local Economic
 Data bank for local economic development and job creation;
 Evaluate report on the effectiveness of local economic development strategies and job
creation strategies;
 Report on challenges that face MSEs and prevent them from surviving or graduating to
the next level.
 Mechanism/procedure, and report, on the selection of some MSEs based on open

business plan competition.
 Report on the follow up with the Medium Manufacturing Enterprises Development Unit
in the city administration to ensure that graduated MSEs continue to receive support
from this Unit.

regarding local economic development and job creation.
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Local
Economic Development & Job Creation Focal Person activities/ achievements during the
 Draft Final Report of the Local Economic Development & Job Creation Focal Person’s
work three weeks before the end of the assignment; and
 Final Report of the Local Economic Development & Job Creation Focal Person’s work,
one week after receiving comments from ULG Program Coordinator.
Page | 397

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR URBAN RESILIENCE &

DISASTER RISK MANAGEMENT FOCAL PERSON
Resilience and Disaster Risk Management Focal Person who will be responsible for
strengthening the city’s resilience through (a) a better understanding of risks of shocks and
stresses and incorporating resilience into land use planning/ development; and (b) undertaking
measures to mitigate the risks through disaster and climate risk management, and improving
regulatory decisions and emergency preparedness.
The Urban Resilience and Disaster Risk Management Focal Person will have the following
z. Review and understand the requirements of the Urban Resilience and Disaster Risk
Management Manual and attend training on the manual which will be provided by
federal and regional levels.
aa. Work with the City Mayor and City Manager to establish the urban Disaster Risk
Management (DRM) institutional framework at city level (i.e. DRM Unit with dedicated
staff and budget).
Page | 398
bb. Ensure that the DRM unit develops an Emergency Response Plan and DRM strategy
including: (a) securing early warning on flooding, drought and high winds, and alerts for
earthquakes and landslides; (b) ensuring community disaster preparedness; (c)
developing contingency planning and budgeting; and (d) exploring risk financing and
insurance options.
cc. Undertake an assessment of the fire support services provided by the city to identify the
specific training and equipment needed to improve response capacity for densely
populated buildings and neighborhoods.
dd. Based on the abovementioned assessment of fire support services, develop a local plan
to provide mobile firefighting units and search and rescue equipment appropriate for
city responses to fire incidents.
ee. Monitor and evaluate performance of ULG’s Disaster Risk
ff. Monitor compliance with UIIDP POM and other manuals in regard to urban resilience
gg. Review the Annual Performance Assessment Reports of the city regarding urban
hh. Perform any other duties assigned by the ULG Program Coordinator.
The Urban Resilience and Disaster Risk Management Focal Person will, as per the UIIDP Staff


 Annual budget;
Page | 399
Note: The Urban Resilience and Disaster Risk Management Focal Person will review all CIPs to check what


The Urban Resilience and Disaster Risk Management Focal Person should possess the following


management.

Page | 400
Operationally, the Urban Resilience and Disaster Risk Management Focal Person will be
accountable to the ULG Program Coordinator to whom all reports and deliverables as per the
TOR should be submitted.
 DRM Unit established with dedicated staff and budget.
 Emergency Response Plan and DRM strategy including: (a) securing early warning on
flooding, drought and high winds, and alerts for earthquakes and landslides; (b) ensuring
community disaster preparedness; (c) developing contingency planning and budgeting;
and (d) exploring risk financing and insurance options.
 Assessment report on the fire support services provided by the city.
 Local plan to provide mobile firefighting units and search and rescue equipment
appropriate for city responses to fire incidents.
 Monitoring and evaluation report on performance of the city’s Disaster Risk


regarding urban resilience and disaster risk management.
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Urban
Resilience and Disaster Risk Management Focal Person activities/ achievements during
the month and plans for the next month.
Page | 401
 Draft Final Report of the Urban Resilience and Disaster Risk Management Focal
Person’s work three weeks before the end of the assignment; and
 Final Report of the Urban Resilience and Disaster Risk Management Focal Person’s
work, one week after receiving comments from the ULG Program Coordinator.
Page | 402

DEVELOPMENT PROGRAM
(UIIDP)
TERMS OF REFERENCE FOR GENDER FOCAL PERSON
The objective of the TOR is to obtain the services of a qualified and experienced Gender Focal
Person who will be responsible for the city’s gender mainstreaming and ensuring gender
responsiveness in its policies, strategies, plans, programs and projects, including UIIDP.
The Gender Focal Person will be responsible for the following specific duties and
responsibilities:
 Review and understand the requirements of the Gender Development Manual and
attend training on the manual which will be provided by federal and regional levels.
 Prepare the Annual Gender Development Plan and Budget as per the template and
guidelines in the Gender Development Manual.
 Arrange quarterly meeting with gender focal persons from each sector Office;
 Prepare and disseminate performance standards and indicators for the city to use on
 Monitor and evaluate performance of the city’s Annual Gender Development Plan
 Evaluate the effectiveness of the city’s gender mainstreaming and responsiveness on the
UIIDP;
 Prepare training plan, training materials and provide training other ULG staff on
women’s rights in work place and to make staff more sensitive to gender equality and
women empowerment.
Page | 403
 Review the Annual Performance Assessment Reports of the city regarding gender
 Perform any other duties assigned by the ULG Program Coordinator.
have weighted (100%) responsibility, and will be evaluated accordingly, for the achievement of
the following UIIDP DLIs and performance indicators by the city.


 Annual budget;
Note: The Gender Focal Person will review the gender responsiveness of the CIP, especially regarding the level
of women participation in identification and prioritization of projects and the number of women employed

4.3.1.1. Women’s participation in decision making process: (a) total women involved in all consultation
meetings > 50%
(b) women involved in the meeting for the final choice of investments > 50%
Page | 404
consultations,
plan.
4.3.2.1. Gender-balanced employment: (a). Proportion of women public professionals in city municipal service
budgeting
Evidence:
plan are utilized.
Evidence:
(quarterly)

Evidence:
Page | 405
Evidence:
UIIDP
Evidence:
Evidence:
The Gender Focal Person should possess the following qualifications/competencies:
 A minimum of BA or B.Sc. degree in Women & Gender Studies, Sociology,

Psychology, Social Work, Social Development, Social Psychology or gender related
 A minimum of 5 years of general experience of which 1 year specific experience in

Operationally, the Gender Focal Person will be accountable to the ULG Program Coordinator to
whom all reports and deliverables as per the TOR should be submitted.
41
manufacturing.
42
Page | 406
 Annual Gender Development Plan and Budget.
 Agenda, Attendance Register and Minutes of quarterly meeting with gender focal
persons from each sector Office;
 Performance standards and indicators for the city to use on gender mainstreaming and
responsiveness;
 Monitoring and evaluation report on performance of the city’s Annual Gender

Development Plan
 Evaluation report on the effectiveness of the city’s gender mainstreaming and

responsiveness on the UIIDP;
 Training plan, training materials and training reports.

regarding gender mainstreaming and responsiveness.
assignment.
 Monthly Progress Reports within 7 (seven) days of the end of the month on the Gender
Focal Person activities/ achievements during the month and plans for the next month.
 Draft Final Report of the Gender Focal Person’s work three weeks before the end of the
assignment; and
 Final Report of the Gender Focal Person’s work, one week after receiving comments
from ULG Program Coordinator
Page | 407
7. TOR for Value for Money Audit for EFY 2010 for 1st APA of
UIIDP

ETHIOPIA
URBAN INSTITUTIONAL AND INFRASTRUCTURE DEVELOPMENT

PROGRAM (UIIDP II)
TERMS OF REFERENCE
FOR
VALUE FOR MONEY AUDITS AND ASSESSMENT OF

QUALITY OF INVESTMENTS IN 44 ULGs FOR EFY 2010
(2017/18)
Page | 408
Contents
Introduction..................................................................................................................................3
Additional Annexes.......................................................................................................................3
1. Organization, Staffing & TORs for Federal Mobile Team, Regional Mobile Team &
ULG Focal Persons.......................................................................................................................3
2. TOR for Value for Money Audit for EFY 2010 for 1st APA of UIIDP..............................4
1 INTRODUCTION..................................................................................................................7
1.1 Ethiopian Cities Sustainable Prosperity Goals (ECSPG)................................................7
1.2 Urban Institutional and Infrastructure Development Program......................................10
2 BACKGROUND TO THE ASSIGNMNET.........................................................................15
2.1 Investment Menu and Capital Investment Plans of ULGs for EFY 2010 (2017/18).....15
2.2 Project Requirements in regard to VfM Audit..............................................................20
3 OBJECTIVE OF THE ASSIGNMENT................................................................................20
4 TASKS.................................................................................................................................20
5 SCHEDULING /TIME TABLE...........................................................................................22
6 EXPECTED OUT PUTS /DELIVERABLES.......................................................................23
7 QUALIFICATIONS AND EXPERIENCE OF KEY PERSONNEL....................................23
8 INPUTS TO BE PROVIDED BY THE CLIENT.................................................................25
9 ACCOUNTABILITY AND REPORTING RELATIONSHIPS...........................................25
3. TOR for Annual Independent Procurement Audit for EFY 2010..................................27
10 INTRODUCTION............................................................................................................28
10.1 Ethiopian Cities Sustainable Prosperity Goals (ECSPG)..............................................28
10.2 Urban Institutional and Infrastructure Development Program......................................30
11 BACKGROUND TO THE INDEPENDENT PROCUREMENT AUDIT OF ULGS

PARTICIPATING IN UIIDP.......................................................................................................35
12 Objectives of the INDEPENDENT procurement audit.....................................................36
Page | 409
13 Scope of the Procurement Audit.......................................................................................37
14 Methodology of the Procurement Audit............................................................................37
Detailed Steps and Procedures......................................................................................................38
15 Deliverables......................................................................................................................40
16 Duration of the Procurement Audit and assignment of staff for the audit.........................41
17 Team composition and qualifications................................................................................41
4. TOR for Annual Environmental and Social Audit for EFY 2010...................................57
TOR for Annual Environmental & Social Audit...........................................................................57
Ethiopian Cities Sustainable Prosperity Goals (ECSPG)..........................................................57
Urban Institutional and Infrastructure Development Program..................................................60
5. TOR for Financial Audit of UIIDP for EFY 2010...........................................................69
TOR for UIIDP financial Audit....................................................................................................69
6. CIP Template......................................................................................................................75
7. REP Template.....................................................................................................................75
8. Procedures of use of SOEs and MSEs including their registration, incentive

mechanisms, monitoring and graduation procedures..............................................................75
List of Tables
Table 1. UIIDP performance grant investment menu..................................................15
Table 2. CIP Budgets for EFY 2010 (2017/18) for the 44 cities..................................18
Table 4. Calculation example for VfM satisfactory level for each ULG....................21
Table 5. Deliverables and Schedule................................................................................23
Page | 410
1. INTRODUCTION
1.1. Ethiopian Cities Sustainable Prosperity Goals (ECSPG)
contributes to the economic growth necessary to achieve middle income country status by
2025. The ECSPG is the Ministry’s contribution to the Government of Ethiopia’s Growth
and Transformation Plan (GTP 1) 2010/11-2014/15; (GTP 2) 2015/16-2019/2020; & (GTP
3) 2020/21-2024/25.
The continuous and substantial movement of people from rural villages and homesteads to
urban villages, small, medium, and large towns, and to the capital city, and the resulting
rapid urbanization, is necessary to support the development of industrial, manufacturing, and
service sectors. The societal change that will accompany the agricultural to industrial
transformation can only be accomplished successfully with careful and meticulous advance
planning that addresses all aspects of the transformation simultaneously. It is for this reason
that the Ministry has developed the Ethiopian Cities Sustainable Prosperity Goals. Its aim is
to build the frameworks and provide the foundations – in our towns and cities and in the
construction industry – to achieve the country’s vision and for the continued advancement of
that vision.
The ECSPG comprises nine pillars – or dimensions - that will contribute to the achievement
of middle income country status and bring the desired political-economic transformation.
Growth is a key objective of the Ministry’s initiatives and programs for urban development
and housing; the main economic objective. The main elements of the political component of
the nine pillars that make up the ECSPG are good governance, democratization at local level
and the satisfaction of citizens and residents with the delivery of public services and
performance of government – at local, regional and federal levels. Together, the economic
and political interventions of the ECSPG will produce the prosperity that accompanies
achievement of middle income country status.
Page | 411
The ECSPG’s nine strategic pillars will contribute to Ethiopia’s achievement of middle
income country status by producing a transformation in the economic productivity and in the
good governance of cities. Economic transformation will be achieved by increased good
urban governance in general and in the focus of the ECSPG on Job Creation - Micro &
Small Enterprise Development in particular. This focus will be supported by improvements
in land use planning, serviced land delivery, housing development, infrastructure, services
and green growth development. Investments in all these areas and mobilization of resources
to meet increasing operating and investment costs are a main focus of the MUDHo.
include gender and children’s affairs, youth and sports development, HIV/AIDS prevention
and control, social welfare, labor affairs, population and development, culture and tourism,
science and technology, environment and climate change.
The developmental framework for the ECSPG aims to bring prosperity to Ethiopia’s
cities. The ECSPG programs, sub-programs and projects will be implemented through to
2025 with GTP, SDG and benchmarked middle income country indicators measured against
achievement of targets in three indexed areas: good governance, economic and social
development (growth) and citizens’ satisfaction.
In terms of achievement of the targets, goals and vision we will continuously ask questions,
learn lessons and fine tune the Ministry’s interventions to answer the following:

ECONOMIC & SOCIAL DEVELOPMENT - GROWTH
SUSTAINABLE PROSPERITY Page | 412

Figure 3. ECSPGs Developmental Framework for Performance Measurement
8. Growth Index (supply side) What is required in the development of Ethiopia’s urban
centers to create jobs, encourage entrepreneurs, increase investment, develop land,
achievement of the 2025 Vision.
Satisfaction indices will be measured to determine: the current baseline; the GTP 2 and GTP
3 performance targets; and the benchmarked performance targets to 2025, linked to
comparable middle income country achievements.
This baseline data, GTP 2, GTP 3 and 2025 benchmark targets will, in the three areas
described, comprise overall our “Prosperity Index”. The aim is to establish the Cities’
Prosperity Index, containing the three elements described – growth, governance and citizens’
satisfaction for: a) urban centers and cities with a population of 20,000+ in the Central
Statistical Agency census, and add cities that achieve this population level; and b) rural
development centers that contain basic clustered education, health and administrative
facilities as well as commercial services.
development:-
Page | 413
Pillar 3. Urban Developmental Good Governance & Services
Full details of these pillars are contained in a separate document.
Page | 414
1.2. Urban Institutional and Infrastructure Development Program
The Ministry of Urban Development & Housing, Regional Democratic Republic of Ethiopia,
with support from the World Bank and the Agence Francaise de Developpement (AFD is
implementing the Urban Institutional and Infrastructure Development Program (UIIDP) during
the period from March 2018 to December 2023.
The UIIDP will provide Performance Grants (PGs) for investments in infrastructure and services
and in capacity building for 117 urban local governments (ULGs) and capacity building in all
nine Regional Governments (RGs), MUDHo and several Regional Ministries/Agencies.
The UIIDP is being financed through World Bank & AFD Program-for-Results (PforR) financing
instrument at the regional and ULG levels and an Investment Project Financing (IPF) instrument
at the Regional level. The regional governments and urban local governments are expected to
provide matching funds (counterpart contributions) as per the percentages agreed between
MUDHo and the World Bank which are stated in the IIDP Program Operations Manual.
Funding available under the UIIDP will depend on the performance of each city and Regional
Government assessed annually against verifiable results described in the Program Operations
Manual (POM) and in the Annual Performance Assessment Guideline (APAG) which is a
standalone Annex of the POM.
The Program Development Objective (PDO) of the UIIDP is to enhance the institutional
performance of participating urban local governments to develop and sustain urban
Key Result Areas

(v) enhanced citizen participation and engagement in ULG planning and budgeting;
(w) increased own source revenue at the ULG level;
Page | 415
(x) improved infrastructure, service delivery, O&M systems;
(y) improved efficiency and effectiveness in fiduciary management;
(z) Improved environmental and social management and safeguards; and
(aa) strengthened accountability and oversight systems; and
(bb) strengthened ULG resilience, improved local economic development (LED) and enhanced
Key Result Indicators

(p) People provided with improved urban living conditions under the UIIDP [corporate
indicator].
(q) Cities with improved livability, sustainability, and management [corporate indicator].
(r) Composite institutional performance of participating ULGs, averaged across all cities.43
(s) Composite performance for achievement of urban infrastructure and service targets,
all cities.
(t) Composite performance for achievement of LED targets, averaged across all cities
The complete table on the results framework and monitoring is provided in the POM Annex 1.
The UIIDP will have an additional 73 cities to the existing 44 cities making a total of 117 cities
that will participate in the program. This substantial scale-up to 117 cities will bring about greater
impact in terms of population coverage and size of the Program (increasing beneficiaries from
4.36 million under UGLDP II to an estimated 6.62 million in UIIDP) and result in exponentially
larger positive impact for the country. The scale-up allows strengthening of the overall
programmatic and performance-based approach to support sustainable urban development and
leverages on economies of scale for program management and implementation. In addition, the
scale-up is built on the solid foundations and tried-and-tested overall successful experiences of
ULGDP I and II. Timely support to improve institutional performance in the planning, delivery,
and sustained provision of urban services and infrastructure by local governments is critical
especially for these rapidly growing cities.
Figure 1. Cities Participating in UIIDP

43
Page | 416
The program will provide 4 rounds of performance grants in EFY 2012 (2019/20), EFY 2013
(2020/21), EFY 2014 (2021/22), and EFY 2015 (2022/23). Total UIIDP expenditures over this
period are estimated at Ethiopian Birr (ETB) 20.1 billion (US$ 859.86 million), of which ETB 14
billion (US$ 600 million of which US$200 million is from IDA Scale Up Funding - 70% will be
provided by the World Bank and ETB 262 million (US$11.2 million) -1%- will be provided by
Page | 417
AFD and ETB 5.8 billion (US$248.66 million 44) – 29% - will be provided by regions and ULGs
as matching fund contributions.
building activities, in compliance with the Program’s investment menu and capacity building
manual. Eligible infrastructure investments fall under eight groups including: (a) urban roads, (b)
integrated infrastructure and land services, (c) sanitation (liquid waste), (d) solid waste

Protocols
Almost 96 percent (or around US$576 million) of the Operation’s funds will be disbursed against
disbursement linked indicators (DLIs). The DLIs are structured to provide incentives to
participating ULGs and regional governments for improved management and development of
POM
44
Regions and cities contribute to the performance based transfers in the following manner: Amhara, Oromia,
45
the POM.
Page | 418
infrastructure and services, and enhance local economic development. Each of these DLIs is
a composite index of defined MCs and PMs.
social management.
DLI 10 is a legacy DLI disbursing against prior results achieved under the ULGDP II that
has arisen due to overachievement of performance results. This DLI will be disbursed upon
verification in FY 2018/19, when the fifth APA of the ULGDP II has been completed in February
2018.
Page | 419
Page | 420
2. BACKGROUND TO THE ASSIGNMNET
2.1. Investment Menu and Capital Investment Plans of ULGs for EFY 2010 (2017/18)
The menu of investments eligible for funding under the Program are in the Table below.
ULGs are encouraged to focus on projects that will contribute directly to creating jobs
and increasing incomes, including those using labor-intensive techniques.
Table 4. UIIDP performance grant investment menu
Infrastructure/Service Type
Roads Expenditure group 1: Cobblestone, gravel, red ash and earthen

roads. (asphalt roads are not eligible)
Expenditure group 2: Rehabilitation of roads (except asphalt),

bridges, fords and culverts, pedestrian walkways or footpath, cycle
path, paved area, roundabout, street lighting, road signs and traffic
lights, bus terminals, bus stop/station.
Note: Note: Road works outside of existing rights-of-way or require

significant resettlement of people (more than 200 people, project-
specific) will not be eligible for funding under the UIIDP.
Integrated multiple infrastructure and Expenditure group 3: Servicing of land with utilities (water supply,
land services (residential, micro and small electricity, telecommunications, roads and drains (within planned
enterprises, industrial zones, tourism right of way, as per the structural plan/local development plan)),
sites) solid and liquid waste collection and disposal.
Sanitation (liquid waste) Expenditure group 4: Sewer reticulation systems (no large canals46),
wastewater treatment ponds/treatment plants, sludge ponds,
community soak away pit and septic tanks, public and communal
toilets, ventilated improved pit, Ecosan, biogas and vacuum trucks,
vacuum handcart. (in planning and implementation cities must
follow manual and standard from Urban Water Supply and
Sanitation Project.)
Solid waste management Expenditure group 5: Collection trucks and other collection tools,
collection bins, transfer stations, recycling center/sorting facilities,
collection points; skips and skip loaders, hand push carts, landfills 47
46
Sewer reticulation systems canals (primary canals) shall not exceed in diameter 1,000 millimeters or 10
kilometers.
47
Landfills: To ensure that all landfills activities to be environment friendly and socially acceptable with no or
minimum impacts to the nearby environment, landfills construction and operation activities should not exceed 10
hectares and with provisions as stated in MoUDH standard. These include, among others: all landfills should have 1.
bottom lining system with compact clay soil and covered by geo-membrane (synthetic linings) to separate the trash
and subsequent leachate from groundwater; 2. Leachate collection system to collect rain or other water percolated
through landfill which possibly contains contaminating substances (leachate); 3. Oxidation or other treatment ponds
Page | 421
(of the size of maximum 10 hectares and minimum design criteria as

per the solid waste management manual), biogas and composting
plants; and landfill site equipment including compaction vehicles,
garbage truck, grader, dozer, loader, dump truck and excavator
Urban drainage Expenditure group 6: Drainage systems (follow the guideline

developed by the MoUDH), flood control systems.
Urban disaster risk management and Expenditure group 7: Fire brigade equipment, trucks, facilities, fire
initiatives to enhance resilience 48
stations, non-grid renewable energy supply (e.g. solar, wind),
landslide protection structures
Built facilities Expenditure group 8: Markets for small businesses not exceeding
ground floor with associated services (water supply, drainage,
access roads, sanitation facilities), upgrading the existing markets,
one-stop shops, slaughter houses (abattoirs)49(not exceeding size of 2
ha and the category of level B, C, and D) with by-products and
processing facilities, abattoir trucks, production and premises, sales
and display centers for MSEs, community center, youth center,
cultural centers
Urban green infrastructure Expenditure group 9: Urban parks, public spaces and greenery
development projects.
Consultancy services for design, studies Expenditure group 10: For studies relating to preliminary and
and contract management detailed design, contract documentation and supervision relating to
the above infrastructure and services.
Capacity Building Support Expenditure group 11: Up to 5 percent of investment grants and
regional/city contributions can be utilized on capacity building
for further treatment of leachate; 4. Methane collection system/gas management to collect methane gas that is
formed during the breakdown of trash; 5. Runoff water drainage system to prevent rain water flash from the nearby
area; and 6. Composting yard and other facilities within the landfill site and upstream collection and transportation
area. Cities should comply with the national standard and classification set by MoUDH. Also, cities must conduct
landfill feasibility study, ESIA and RAP for review and clearance. All landfills are subject to regional environmental and
social performance review and annual audits.
48
Only cities who have emergency response unit and emergency plan are eligible
49
Slaughterhouse/abattoir: Slaughterhouse construction should follow the MoUDH standards and classification for
environmentally safe implementation of the investment. Slaughterhouse under the program should not exceed 2ha
(level B, C, and D) of the MoUDH classification. The following provisions should be included in the design for
construction and operation phase. These are: 1. liquid waste treatment plant, which is sited at minimum distance of
50 meter from slaughter house; 2. separate closed drainage line for collection of liquid wastes from slaughterhouse to
the septic tank; 3. septic tank bed level shall be below nearby ground water level; 4. slaughter house at metropolitan
cities shall have rendering plant with smell nuisance control; 5. Runoff water drainage system to prevent rain water
flash from the nearby area; and 6. Other facilities like guardhouse and water points. Cities should comply with the
national standard and classification set by MoUDH. Cities must conduct Slaughterhouse feasibility study, ESIA and RAP
for review and clearance. All slaughterhouses are subject to regional environmental and social performance review
and annual audits
Page | 422
support, see menu for capacity building support below.
Notes for investments:
a) Current maintenance and operational costs, including salaries, should not be funded by the
UIIDP grant. Other ULG sources, including OSR should be used for these expenditures. The
performance system will promote planning and actual provision for this to ensure longer-term
sustainability.
b) The investment menu above explicitly excludes possible high-risk activities and Category
“A” types of activities. Investments, which according to the WB Operational Manual for
Environmental Assessment (OP 4.01) are classified in Category A are explicitly excluded from the
Program. These “…are projects which are likely to have significant adverse environmental
impacts that are sensitive, diverse, or unprecedented. These impacts may affect and area broader
than the sites or facilities subject to physical works”. Category A projects are not supported by
PforR operations and ULGs cannot use the UIIDP grants for these types investments.
c) While the scope and scale of works under the Program are not expected to cause significant
adverse environment and social impacts, the current EIA procedures in Ethiopia require
that all investments are screened for negative impacts that are sensitive, diverse, or
unprecedented on the environment and/or affected people.
d) Siting, design, construction and implementation of all physical infrastructure must consider
risk map/disaster risk management plan and integrate measures to make them resilient to
climate change and disaster impacts.
 Siting and construction: Steps should be taken screen location of physical infrastructure to
minimize exposure to disasters (flood, earthquake, drought, fire, landslides)
 Design and implementation: Design and operation of infrastructure and services need to
consider climate and disaster impacts. Additionally, sanitation and solid waste management
facility tot consider waste segregation, treatment and reduce contamination of water sources
in the event of flooding or other disasters.
e) In addition to screening for significant negative impacts, the following works will be
ineligible for financing under the UIIDP:
 Road works outside of existing rights-of-way;
 Infrastructure works that require significant resettlement of people (more than 200 people,
project-specific)
 Activities that would significantly convert natural habitats or significantly alter potentially
important biodiversity and/or cultural resource areas.
the following works have conditions under the UIIDP:
Page | 423
 Canals (Sewer reticulation systems canals (primary canals)) should not exceed in diameter
1,000 millimeters or 10 kilometers
 All landfills should comply with minimum design criteria as per the solid waste management
manual, not exceeding 10ha. ULGs, in the design of sanitary landfills, will be required to
demonstrate a system of waste segregation, collection, transportation, treatment, and disposal
of leachates, before they start landfill constructions.
Slaughter houses (abattoirs) should not exceed size of 2 ha, within the category of level B, C, and D.
 To provide an indication of the size of investments the cities have planned to make in
EFY 2010, the approved Capital Investment Plans for all the 44 cities are as follows:-
Page | 424
Table 5. CIP Budgets for EFY 2010 (2017/18) for the 44 cities
CIP Budget for EFY 2010

No City
in Birr
Amhara
1 Bahir Dar
2 Dessie
3 Gondar
4 Kombolcha
5 Debre Brehan
6 Debre Markos
7 Debre Tabor
8 Finote Selam
9 Mota
10 Woldiya
Total Amhara
Oromia
11 Adama
12 Bishoftu
13 Jimma
14 Shashamane
15 Ambo
16 Assala
17 Batu (Ziway)
18 Burayu
19 Nekemte
20 Robe
21 Sebeta
Total Oromia
SNNPRS
22 Hawassa
23 Arbaminch
24 Dilla
25 Sodo
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CIP Budget for EFY 2010
No City
in Birr
26 Areka
27 Butajira
28 Hosaena
29 Mizan
30 Yirga Alem
Total SNNPRS
Tigray
31 Mekelle
32 Adigrat
33 Axum
34 Shire
35 Adwa
36 Alamata
37 Humera
38 Wukro
Total Tigray
DRS
39 Asosa
40 Gambela
41 Jijiga
42 Samera
Total DRS
43 Harar
44 Dire Dawa
H Grand Total for all 44 cities
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2.2. Project Requirements in regard to VfM Audit
 The UIIDP Financing Agreement signed between Government of Ethiopia and the
World Bank provides that
 The UIIDP PAD states that “
 The UIIDP Project Operations Manual (POM) states that “
 The MUDHo therefore intends to secure the services of OFAG or its delegate to carry out
the Value for Money Audit and answer the questions raised above as well as provide
inputs into the 1st UIIDP Annual Performance Assessment (APA) in regard to DLI 3.4.
Quality of Infrastructure.
3. OBJECTIVE OF THE ASSIGNMENT
The objective of the assignment is to obtain the services of Office of Federal Auditor
General (OFAG) (or its delegate) to carry out a Value for Money (VfM) Audit of
UIIDP investments for EFY 2010 (2017/18) in all the participating 44 ULGs in
Ethiopia. The services will also include carrying out a full technical and financial
review of the various activities/contracts and an assessment of the quality of
infrastructure to provide inputs into, and evidences for, the 1st APA.
3.1. TASKS
OFAG (or its delegate) will:-
(a) review all program documents and interview relevant program staff at
federal, regional and city levels and other stakeholders to get an
understanding of the program objectives, requirements and current status;
(b) visit each of the 44 participating cities to carry out the VfM audit for a
sample of the investments based on but not limited to the criteria of
economy, efficiency and effectiveness of the investments and funds
utilization;
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(c) conduct a technical assessment of the conception, planning, appraisal,
approval, technical design, procurement, implementation, utilization,
commissioning, functionality and subsequent operation and maintenance for
each of the sampled investments in the 44 participating cities; This includes
physically inspecting a sample of the projects (minimum of 5 projects of
different categories) in each town as part of the audit and assessment;
(d) identify the likely Operations and Maintenance costs of the sampled investments
and how these have been taken into account in the planning, project appraisal and
budgeting processes;
(e) assess the appropriateness of the infrastructure delivery approach; quality of
procurement process including: Design documents, Bidding documents,
specifications and bill of quantities for all items procured;
(f) assess whether the contract award prices are within budget and market rates and
that they demonstrate that proper value is achieved in the process;
(g) assess the quality of contracts delivery in terms of their timelines, cost and quality
performance in achieving good value for money;
(h) assess the delivered contracts/projects (outputs) are fit for the purpose and serving
the intended objectives well;
(i) Inspect and record all the evidences (references and dates) to be produced by the
cities which are as follows as per the APAG:-
i. Urban infrastructure physical implementation/ progress report (disaggregated

by categories and locations) under the CIP for the previous FYs since the
beginning of the program;
ii. Urban infrastructure budget expenditure report from IBEX (disaggregated by

categories and locations) under the CIP for the previous FYs since the
beginning of the program;
iii. Design documents, bidding documents, specifications and bill of quantities

for all items procured;
iv. Contract agreement and contract amendments for all items procured;
v. Change orders and payment certificates for all items procured; and
vi. Provisional and final handover (acceptance) for all items procured.
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(j) carry out the assessment of quality of infrastructure using the VfM Assessment
Tool in Annex 1 and as per the requirements of the APAG which provides that
“Percentage of projects implemented with a satisfactory level of value for the
money, calibrated in the value for the money assessment tool. The percentage of
projects with a satisfactory level of value for the money will be reflected in the
score multiplied by 0.20 (20 percent which is the weight of this indicator), that is
80 percent satisfactory projects=16 points, 60 percent = 12 points. The score on
this indicator will be rated between 0–20 points. The value for the money of each
project (level of satisfactory value for the money) will be assessed and there will be
a weighting of these to get a total score. The weight of each project will depend on
the size (contract value) of the projects. The input from this will be provided by the
value for the money audits to the APA Consultant to be included in the calibration
and in the final calculation of the size of the allocations.”
Table 6. Calculation example for VfM satisfactory level for each ULG
VfM Weighted
Contract amounts in
Projects Satisfactory contract
Birr
level amounts
Project 1 100,000 70% 70,000

Project 2 500,000 80% 400,000
Project 3 1,000,000 90% 900,000
Total Project Costs 1,600,000 1,370,000
Weighted VfM Satisfactory Level for this ULG (=1,370,000/1,600,000) 86%
This ULG would then get from the APA Consultant 17.2 points i.e. (20*86%) in
the APA for this indicator.
The OFAG is only expected to produce the above table for each of the 44 cities and
provide it to the APA Consultant who will then make the calculation on the points
to be awarded to each city for this indicator.
MUDHo will provide OFAG with an Excel format for entering the scores for all
sampled projects for each of the 44 cities and for the consolidated scores.
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(k) based on all the above findings, audit and assessment, prepare a draft VfM Audit
Report and Assessment Report for each of the 44 cities.
(l) prepare a draft Synthesis Report summarizing the findings, conclusions and
recommendations for all the cities which will be presented at a workshop to be
arranged by MUDHo. Produce workshop report.
(m) incorporate comments received from all stakeholders at the workshop and other
written comments from MUDHo and the World Bank and produce the Final VfM
Audit Reports (signed and sealed) and Assessment Reports for each city and the
Final Synthesis Report.
(n) In carrying out the Technical Assessment, the following will be important among
others:
 Construction Quality – audit the soundness of the technical work, including

quality of works supervision;
 Cost Effectiveness, In this assessment, the audit should verify whether the
UIIDP infrastructure investments are constructed at reasonable cost and within
budget bearing in mind the project location / distance, and the climatic and
physical conditions in the area. The audit should also verify that the project was
completed within a pre-agreed cost framework and in the most economical
manner consistent with public procurement directives. OFAG (or its delegate)
should also come up with such process indicators as: cost overrun over planned
/ original agreed contract price, and Cost overrun over standard costs, if any;
and
 Time Efficiency, In many instances, cost effectiveness depends on completion
of a project within the shortest possible time. In this regard, the audit should
assess the completion time of the UIIDP projects vis-à-vis the planned
schedule. The audit should also identify and analyze factors that led to delayed
implementation whenever these have occurred. Some of the process indicators
expected to emerge from this assessment would be: Time overrun over planned
schedule; Time overrun over standard schedule.
4. SCHEDULING /TIME TABLE

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OFAG (or its delegate) is expected to commence services on July 15, 2018 with field work
commencing on August 1, 2018 and complete field work by not later than October 15,
2017. The assignment shall be completed by not later than November 15, 2017 with
submission of Final VfM Audit Reports for all 44 ULGs and Synthesis Report
simultaneously to MUDHo and World Bank.
5. EXPECTED OUT PUTS /DELIVERABLES
The minimum set of deliverables and approximate time schedules are provided in the Table
below. OFAG (or its delegate) may propose additional deliverables and milestones in its
Technical Proposal.
Table 7. Deliverables and Schedule
No Deliverable Timetable for deliverable
1. Inception Report and Work Plan submitted for approval of Within two weeks of
MUDHo. commencement of services
2. Final VfM Audit Reports and Assessment Reports for each of the Not later than November
44 cities (signed and sealed) and the Final Synthesis Report 15, 2017
(signed and sealed) submitted simultaneously to MUDHo and
World Bank
3. Workshop Report Within 5 calendar days of

the end of the workshop
6. QUALIFICATIONS AND EXPERIENCE OF KEY PERSONNEL
It is anticipated that OFAG (or its delegate) will have four teams with 4 professionals each
with each team covering a maximum of 11 cities. There should be a team for Oromia ULGs
(11), Amhara ULGs and Assosa (11), SNNPRS ULGs, Gambella & Samera (11), Tigray,
Dire Dawa, Harar & Jigjiga ULGs (11). The total key experts input is estimated to be about
45 staff months. OFAG is free to propose its own team composition, with the condition that
teams should not mix regions as complaints in this regard have been received from regions
that there is lack of consistency between cities in the same region where different teams are
used. The Ministry has accepted these complaints and agreed that as far as possible each
team should cover one full major region plus some DRS cities to bring the total to 11 cities
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per each team. It is expected that the OFAG team will therefore comprise the following
roles:
Team Leader:
A professionally qualified and experienced individual in one of the main disciplinary

areas covered under the assignment. The task team leader or assistant task team leader
should be infrastructure contracts or value engineering specialist as the assignment is
VfM assessment.
A minimum of 10 years working experience with at least 5 years of dealing with public
sector entities and/or local authorities in Ethiopia and/or Sub –Saharan Africa. Previous
leadership of multi-disciplinary teams as a Team Leader or Project Manager/Director is
essential.
Local Government Specialists (#4)
Professionally qualified and experienced individual with at least a first degree in a

relevant field. A minimum of 10 years working experience with at least 5 years dealing
with public sector entities and/or local governments in Ethiopia and/or Sub –Saharan
Africa.
Economist/Development specialists (#4):
Professionally qualified and experienced individual with at least a first degree in

economics or field of development studies. A higher qualification in development
economics will be an added advantage. A minimum of 10 years working experience with
at least 5 years dealing with planning and evaluation of projects/investments as well as
economic activities/revenues and expenditures related with public sector entities and/or
local government governments in Ethiopia and/or Sub –Saharan Africa .
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Financial Management/Audit Experts (4#):
Expert in financial management and audits with professional qualifications in Finance

related fields (first degree) or Masters/equivalent degree in Economics, Public Finance or
Accountancy. A minimum of 10 years working experience with at least 5 years in fields
such as audit, accounting/administration; local revenues; intergovernmental fiscal
relations involving public sector entities and or local government governments within
Ethiopia and/or Sub –Saharan Africa.
Civil/Infrastructure Engineers/ sustainable infrastructure specialists (#4):
Graduate civil engineer with a minimum of 10 years working experience, at least 5 years
of which have involved specific expertise in the area of local infrastructure projects and
development. Practical experience of national and local government procurement systems
and procedures for works and goods and consultancy services in Ethiopia and/or Sub –
Saharan Africa will be an added advantage.
7. INPUTS TO BE PROVIDED BY THE CLIENT

The client will provide to OFAG (or its delegate) at the commencement of the assignment,
the relevant documents required for the assignment and other documents as and when
requested.
The following documents will be provided by MUDHo and the cities:
 UIIDP Financing Agreement dated ………………...
 UIIDP Program Appraisal Document ( PAD) dated………………
 UIIDP Program Operations Manual (POM) Volume 1 and 2 dated ………..
 UIIDP Environmental and Social Management System and Guidelines (ESMSG)
dated ……………….. and UIIDP Resettlement System Guidelines (RSG) dated
………………………...
 UIIDP Annual Performance Assessment Guideline (APAG) dated ……………… or
latest version.
 Capital Investment plans including Annual Procurement Plans for all the 44 cities
for EFY 2010 (2017/18)
 Asset Management Plans for the 44 cities for EFY 2010-12
 Revenue Enhancement Plans for the 44 cities for EFY 2010-12
 Semi-Annual and Annual Reports of the ULGDP II.
8. ACCOUNTABILITY AND REPORTING RELATIONSHIPS
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Contractually, OFAG (or its delegate) will be accountable to the Bureau Head, Urban
Revenue Enhancement, Fund Mobilization and Finance Bureau (UREFMFB) to whom all
overall coordination and implementation ULGDP, the Urban Revenue Enhancement, Fund
Mobilization and Finance Bureau (UREFMFB) will sign the contract (or MOU) with OFAG
(or its delegate) on behalf of Ministry of Urban Development and Housing. The UREFMFB
will also be responsible for all payments to OFAG (or its delegate) once the work has been
accepted and cleared for payment. OFAG (or its delegate) is expected to draft a detailed
work schedule that elaborates the tasks to be performed and the specific dates of deliverables
for UREFMFB 's approval.
1st Draft
January 13, 2018
UREFMFB, MUDHo
Page | 434
Annex 1: VfM Assessment Tool
5. TOR for Annual Independent Procurement Audit for EFY 2010

ETHIOPIA
URBAN INSTITUTIONAL AND INFRASTRLOCAL GOVERNMENT

DEVELOPMENT PROGRAM (ULGDP II)
TERMS OF REFERENCE
FOR
INDEPENDENT PROCUREMENT AUDIT (IPA)
BY
Page | 435
REGIONAL PUBLIC PROCUREMENT AND PROPERTY
ADMINISTRATION AGENCIES (RPPPPAs)
OF 44 ULGs PARTCIPATING IN ULGDP II

1st Draft January 2018
MUDHo
January 13, 2018
1. INTRODUCTION
1.1. Ethiopian Cities Sustainable Prosperity Goals (ECSPG)
Cities Sustainable Prosperity Goals (ECSPG), EFY 2006 (GC 2013/14) to EFY 2017 (GC
2024/25), which will lead to the establishment of Green Growth, Resilient and Well
Governed Cities that support Ethiopia’s transformation from a predominantly agricultural
nation to a nation with a rapidly growing industrial sector that contributes to the economic
growth necessary to achieve middle income country status by 2025. The ECSPG is the
Ministry’s contribution to the Government of Ethiopia’s Growth and Transformation Plan
(GTP1) 2010/11-2014/15 and (GTP 2) 2015/16-20/2020.
The continuous and substantial movement of people from rural villages and homesteads to
urban villages, small, medium, and large towns, and to the capital city, and the resulting
rapid urbanization, is necessary to support the development of industrial, manufacturing, and
service sectors. The societal change that will accompany the agricultural to industrial
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transformation can only be accomplished successfully with careful and meticulous advance
planning that addresses all aspects of the transformation simultaneously. It is for this reason
that the Ministry has developed the ECSPG. Its aim is to build the frameworks and provide
the foundations – in our towns and cities and in the construction industry – to achieve the
country’s vision and for the continued advancement of that vision.
The ECSPG comprises nine pillars – or dimensions - that will contribute to the achievement
of middle income country status and bring the desired political-economic transformation.
Growth is a key objective of the country’s initiatives and programs for urban development
and construction; the main economic objective. The main elements of the political
component of the nine pillars that make up the ECSPG are good governance,
democratization at local level and the satisfaction of citizens and residents with the delivery
of public services and performance of government – at local, regional and federal levels.
Together the economic and political interventions of the ECSPG will produce the prosperity
that accompanies achievement of middle income country status.
The ECSPG’s nine strategic pillars will contribute to Ethiopia’s achievement of middle
income country status by producing a transformation in the economic productivity and in the
good governance of cities. Economic transformation will be achieved by increased good
urban governance in general and in the focus of the ECSPG on job creation - micro & small
enterprise development in particular. This focus will be supported by improvements in
leadership development, land use planning, serviced land delivery, housing development,
construction industry development, infrastructure, services and green growth development.
Investments in all these areas and mobilization of resources to meet increasing operating and
investment costs are a main focus of the MUDHo.
include gender and children’s affairs, youth and sports development, HIV/AIDS prevention
and control, social welfare, labor affairs, population and development, culture and tourism,
science and technology, environment and climate change.
The ESCPG is being implemented through many programs including through the Second
Urban Local Government Development Program (ULGDP II) under which many of the
investments envisaged under the ECSPG and GTP 2 are being made.
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1.2. Urban Institutional and Infrastructure Development Program
The Ministry of Urban Development & Housing, Regional Democratic Republic of Ethiopia,
with support from the World Bank and the Agence Francaise de Developpement (AFD is
implementing the Urban Institutional and Infrastructure Development Program (UIIDP) during
the period from March 2018 to December 2023.
The UIIDP will provide Performance Grants (PGs) for investments in infrastructure and services
and in capacity building for 117 urban local governments (ULGs) and capacity building in all
nine Regional Governments (RGs), MUDHo and several Regional Ministries/Agencies.
instrument at the regional and ULG levels and an Investment Project Financing (IPF) instrument
at the Regional level. The regional governments and urban local governments are expected to
provide matching funds (counterpart contributions) as per the percentages agreed between
MUDHo and the World Bank which are stated in the IIDP Program Operations Manual.
Government assessed annually against verifiable results described in the Program Operations
Manual (POM) and in the Annual Performance Assessment Guideline (APAG) which is a
standalone Annex of the POM.
Key Result Areas

1. enhanced citizen participation and engagement in ULG planning and budgeting;
2. increased own source revenue at the ULG level;
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3. improved infrastructure, service delivery, O&M systems;
4. improved efficiency and effectiveness in fiduciary management;
5. Improved environmental and social management and safeguards; and
6. strengthened accountability and oversight systems; and
7. strengthened ULG resilience, improved local economic development (LED) and enhanced

(u) People provided with improved urban living conditions under the UIIDP [corporate
indicator].
(v) Cities with improved livability, sustainability, and management [corporate indicator].
(w) Composite institutional performance of participating ULGs, averaged across all cities.50
(x) Composite performance for achievement of urban infrastructure and service targets,
all cities.
(y) Composite performance for achievement of LED targets, averaged across all cities
The UIIDP will have an additional 73 cities to the existing 44 cities making a total of 117 cities
that will participate in the program. This substantial scale-up to 117 cities will bring about greater
impact in terms of population coverage and size of the Program (increasing beneficiaries from
4.36 million under UGLDP II to an estimated 6.62 million in UIIDP) and result in exponentially
larger positive impact for the country. The scale-up allows strengthening of the overall
programmatic and performance-based approach to support sustainable urban development and
leverages on economies of scale for program management and implementation. In addition, the
scale-up is built on the solid foundations and tried-and-tested overall successful experiences of
ULGDP I and II. Timely support to improve institutional performance in the planning, delivery,
and sustained provision of urban services and infrastructure by local governments is critical
especially for these rapidly growing cities.

50
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(2020/21), EFY 2014 (2021/22), and EFY 2015 (2022/23). Total UIIDP expenditures over this
period are estimated at Ethiopian Birr (ETB) 20.1 billion (US$ 859.86 million), of which ETB 14
billion (US$ 600 million of which US$200 million is from IDA Scale Up Funding - 70% will be
provided by the World Bank and ETB 262 million (US$11.2 million) -1%- will be provided by
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AFD and ETB 5.8 billion (US$248.66 million 51) – 29% - will be provided by regions and ULGs
as matching fund contributions.
building activities, in compliance with the Program’s investment menu and capacity building
manual. Eligible infrastructure investments fall under eight groups including: (a) urban roads, (b)
integrated infrastructure and land services, (c) sanitation (liquid waste), (d) solid waste

Protocols
disbursement linked indicators (DLIs). The DLIs are structured to provide incentives to
participating ULGs and regional governments for improved management and development of
POM
51
Regions and cities contribute to the performance based transfers in the following manner: Amhara, Oromia,
52
the POM.
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infrastructure and services, and enhance local economic development. Each of these DLIs is
a composite index of defined MCs and PMs.
social management.
DLI 10 is a legacy DLI disbursing against prior results achieved under the ULGDP II that
has arisen due to overachievement of performance results. This DLI will be disbursed upon
verification in FY 2018/19, when the fifth APA of the ULGDP II has been completed in February
2018.
The UIIDP APAG provides that the assessment for DLI 9 will carried out as per Table 1 below.
Table 1. DLI 9. Regional Procurement Audit by the RPPPAAs
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9 Regional Procurement Audit by the
RPPPAAs
1 RPPPAAs carry out timely and prior Audit report produced

. quality procurement audits of timely.
participating ULGs under their First Year, RPPPAA must
jurisdiction (final procurement prepare a procurement audit
audit report is issued no later than plan with TOR for the audit to Procurement Audit with
January 7 after the EFY to which get access to funds. its transmittal letter dated
the audit applies).
before 7 January of the
From Second APA: year following the

performance year.
As a minimum condition to
access fund related to audit of
a ULG, RPPPAA must deliver
timely audit (by 7 January of
the year following the
performance year). If the
condition is satisfied, scoring
calibrated as as shown in (2)
and (3) below: -:
prior Quality of Audit (25% Audit report duly signed

reduction max) by the RPPPAA.
Audit Planning Sampling, Attendance sheets for
Audit Execution, and Audit Audit entry and exit
Reporting as per the TOR meetings.
included in the POM Letters from RPPPAA

notifying the auditee on
 The Audit Planning
the audit schedule;
includes audit
Letters from RPPPAA
schedules, audit
submitting the Audit
entry meeting;
reports.
timely notification of
the auditee on the
audit to be
conducted;
 The Audit
staff/consultant shall
have a minimum of 5
years relevant
experience and
BA/BSC Degree in
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procurement and
supply chain
management,
Economics, Law,
Engineering,
Management,
Accounting or other
related fields of
study
 The selected samples

are representative
considering the
nature, complexity,
value, and method of
procurement;
 The Audit was

conducted as
schedule without
unnecessary
disruptions;
 The Audit Report is

completed enough
documenting the
auditing procedures
followed, audits
carried out on all the
stages of the
procurement and
contract
management
process, audit
findings/recommend
ations, audit report
written in a clear
language and concise
and manner;
 Consistency of Audit
Recommendations
with Audit findings;
If 4 out of 6 satisfied, no
reduction for each ULG
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Scoring:
If below, reduction for
respective ULGs that are not
complied with 25 %
3 Follow up of implementation of prior A checklist of audit RPPPAAs’ audit

. Audit Findings and findings/recommendations findings/recommendation
Recommendations (25% showing all audit s follow up checklist.
reduction max) findings/recommendations of
the previous year (including
those spilled over from
previous years, if not
addressed); status of
implementation of each
finding/recommendation,
action taken on offenders
Scoring:
If not complied with 25%
reduction for each ULG there
this is not complied with.
2. BACKGROUND TO THE INDEPENDENT PROCUREMENT AUDIT OF ULGs

PARTICIPATING IN UIIDP
In terms of the program design and project manuals/guidelines, the procurement

audit, which is required by Ethiopian law, is conducted as part of the APA by an
independent APA Consultant for the first three assessments years i.e. EFY 2007
(2014/15); EFY 2008 (2015/16) and EFY 2009 (2016/17). It was envisaged that
during this period the capacity of the Regional Public Procurement and Property
Administration Agencies would be built up by FPPA and MoFEC so they could
do the procurement audits as from the audit of the EFY 2008 (4th APA for
allocations for EFY 2010).
Therefore, in order to enable the Regional Public Procurement Agencies

(RPPPAAs) to carry out the procurement audit, provision of initial capacity
building interventions were planned and carried out as follows:-
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 Procurement Audit Training (PAT) consultant was recruited by the World Bank and
FPPPAA and prepared Procurement Audit Manual, PAT manual and provided 1 st round
ToT for 68 participants, June 8-19, 2015
 Procurement Audit Training provided by FPPPAA and MUDHo in June 2016 at Bishoftu
The RPPPAAs then conducted the Procurement Audit for EFY 2008 with a few
doing it well and others requiring further improvement regarding the quality of
the audits. It was a good start. The RPPPAAs also conducted the Procurement
Audit for EFY 2009 and this is yet to be reviewed on whether the quality of audits
has improved. The MUDHo and FPPPAA will in conjunction with the World
Bank holding a workshop in May/June 2018 to review the quality of reports, and
to give additional guidance and training to the RPPPAAs to prepare them for the
EFY 2010 Audit which will start in August 2018
3. OBJECTIVES OF THE INDEPENDENT PROCUREMENT AUDIT
The objectives of this Procurement Audit are as follows:
(a) To review at the ULG level, the availability, sustainability and operationally
effectiveness of the program procurement systems (legislative, institutional and
operational systems including availability of qualified staff, tender award committees and
complaints handling systems) and overall performance of the system in terms of
procurement planning and implementation;
(b) To review the procurement planning, processing, contracting, and implementation
processes for all the participating cities, to confirm their consistency with the Program
Appraisal Document (PAD), agreed program procurement systems, Project Operational
Manual and the Financing Agreement;
(c) To seek a professional opinion on compliance by the procurement processes with the
general principle of economy and efficiency, equal opportunities, transparency and verify
technical compliance, physical completion and price competitiveness of each contract in
the selected representative sample of contracts;
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(d) To review the capacity of implementing agencies (ULGs) in handling procurement
efficiently, comment on the quality of procurement and contracting, and identify reasons
for delays, if any and overall, how procurement management facilitates Program
implementation;
(e) To identify any indicators of questionable standards of ethics in the procurement

management and oversight environment that make the processes vulnerable to fraud and
corruption or collusive and obstructive practices, and report any suspicious cases;
(f) To review the effectiveness of procurement complaints handling, contracts

implementation effectiveness in terms of quality delivery (timeliness, cost and fitness to
the purpose).
(g) To recommend actions needed to improve project procurement and contracts delivery
performance in light of deficiencies.
(h) Produce an annual independent procurement audit report to be provided to the audited
ULG, Regional Bureau of Finance and Economic Development, Regional Bureau of
Urban Development (RGs), Regional Offices of Auditor Generals, FPPPAA, MUDHo
and World Bank.
4. SCOPE OF THE PROCUREMENT AUDIT
The annual Independent Procurement Audit (IPA) will cover all the cities in the region that are
participating in the UIIDP and review the proper implementation of the program procurement
system, institutional setups, availability of skilled staff and clear procurement decisions and
delegations. Apart from the institutional and legal systems, the IPA will look in to the
procurement planning and effectiveness of the plan implementation. The Regional Public
Procurement and Property Administration Agency (RPPPAA) will sample contracts procured
from each participating city and conduct detailed review of the entire transaction process from
compliance and performance aspects. The Procurement Audit will cover a minimum of 25% of
all completed contracts by each implementing ULG each audit year.
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5. METHODOLOGY OF THE PROCUREMENT AUDIT
The Procurement Audit exercise may be conducted in the following stages:
Stage 1 - Inception Planning. This stage will involve reviewing the most recent
Procurement audit reports, if any, and obtaining an original and updated, if any, approved
procurement Plan, list of contracts (contracts register) procured during the audit
period/FY, and agreeing the dates for the cities visits. Inception planning will involve
finalizing the list of contracts to be audited per city; scheduling the visits to the cities; and
obtaining the Client’s consensus of the inception plan. During this period, the auditor is
required to review all the program documents to better understand the implementation
arrangement, program procedures and manuals.
Stage 2 – Procurement Audit/review. The audit of procurement will involve reviewing

of the implementation of action plans to address previous audit findings, implementation
of the program system (legal framework, procurement planning(including verification
that all eligible procurements in reference to the financial expenditure summary were
included in the Procurement Plan), use of SBDs, bidding documents, bid evaluations,
functionality of the procurement units, r6gtender committees, effectiveness of decision
matrix, internal controls including procurement audits by internal audit, and complaints
handling and contracts management); progress of implementation of Program Action
Plan on procurement ; updating the organization of the procurement function at the
implementing agency (ULGs); a detailed audit of the sample of contracts; physical
inspection of assets and deliverables under the contracts; and preparation and submission
of the draft Independent Procurement Audit Report. The Procurement audit coverage may
be broadly divided in to four areas: (i) Review of application of procurement legal
framework/system; (ii) institutional performance; (iii) procurement process management
and (iv) contracts management and results.
Stage 3 – Final Procurement Audit Report. Preparing the Draft Procurement Audit
Report will involve discussion of the draft report with the ULG and Client in the form of
audit exit meeting; incorporating all new information and comments provided by the
ULG & Client into the draft report including satisfactory Management response as to
how the audit issues will be resolved; and submitting the final audit report to the audited
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ULG, Regional Bureau of Finance and Economic Development, Regional Bureau of
Urban Development (RGs), Regional Offices of Auditor Generals, FPPPAA, MUDHo
and World Bank.
5.1. Detailed Steps and Procedures
Coordination and Conflict of Interest. The procurement audit exercise is conducted in

five stages. RPPPAA official assigned for the purposes of a procurement audit, shall
avoid any circumstances of conflict of interest and must not audit any of the cities and
contracts where (s) he has provided advice or performed the procurement function.
Stage 1. Inception Planning.
Objective. The objective of this stage is to finalize the work plan, scope and program of
the Procurement Audit.
Documents. The RPPPAA should obtain the following documents of the Project to
facilitate the planning of the Procurement audit.
i. Original and updated, if any, Procurement Plan approved by the

cities/regions/federal levels (usually part of approved CIP document).
ii. Most recent Procurement Audit Report, Report on the implementation of status of
the action plan to address previous audit findings, Value for Money Audit Report
and Annual Performance Assessment Report, if any.
iii. For the period under audit: Program (Financial) Monitoring Report and List of all
contracts executed by the city.
iv. Financing Agreement and any amendments
v. Program Appraisal Document.
vi. Program procurement system legal documents;
Contracts Review/Audit Data Sheet. It may be useful to develop a standard “contract

audit data sheet” to perform the initial documentary audit. For each of the selected
contracts, key information should be gathered based on documents obtained from the
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Client. The aim of this initial review is not necessarily to find all the information, which
will be needed for the purpose of the audit, but rather to collect and compile key
procurement data to the greatest extent possible, based on documents made available to
the Auditor. In some instances, specific contract information may not be found at the
initial audit stage. This may be retrieved during later stages of the audit or identified as a
deficiency in the information trail of the project.
Sampling of Projects/Contracts for Audit. The RPPPAA will select 25% of the
completed contracts awarded by each city administration. If the auditor should find it
necessary, during the conduct of the audit, to introduce variations to the number, nature
and other aspects of contracts to be audited, such changes should be agreed in advance
with the Client.
Output. The RPPPAA will then finalize the work plan, Site Visit arrangements, and
Implementation Schedule for the audit as agreed with the Implementing Agencies. All
the arrangements, list of selected contracts and dates of visits will be compiled into an
Inception Plan report and submitted for the Client’s approval.
Stage 2. Conduct of the Procurement Audit
Objective. The objective of this stage is to carry out the procurement audit at each city
administration level.
Methodology. The procurement audit is carried out in the presence of and in close
collaboration with the procurement staff of the implementing agency/cities. The
implementing agency will be informed of the audit well in advance and given
opportunity to prepare any required documents in advance of the site/cities visit. Rating
of performance of the various procurement activities will as far as possible be concluded
after discussion with the relevant staff and justification recorded against the final rating.
Compliance with FAs. The RPPPAA will verify whether procurement and contracting
procedures and processes followed by the Implementing Agencies are in compliance
with procedures agreed as program system and other agreed procedures in conformity
with approved city Procurement Plan, the regional proclamations, directives and
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manuals as well as Program Financing Agreement, PAD and Program Operational
Manual.
Physical Inspection. The RPPPAA will verify, to the extent possible, whether goods,
works, and consulting and non-consulting services contracted were supplied/completed
according to the required specifications and technical standards and comment on the
reasonableness of prices and physical completion of the contract. In this context, the
Auditor will randomly select 10% of the number of contracts under audit under each
category of goods and works and visit the project sites to carry out the physical
inspections. Depending on the type of goods/works, the following types of inspections
should be performed as appropriate: (a) standard physical inspections of
goods/installations: quality control (conformity with technical specifications stipulated
in the contract) and confirmation that quantities were delivered; (b) site visits to works:
field visits should be undertaken to verify the status of works or to confirm their
completion, documentary checks (certificates of acceptance/completion, defects list,
tests, etc.) should also be made. Where appropriate, and to the extent practical, prices
should also be compared with similar contracts financed by other agencies in the
country and the region and verified against local and international market prices for the
items in question.
Fraud and Corruption. Identify and report on any red flags and possible cases of fraud
and corruption and/or suspected cases of collusive, coercive, or obstructive practices as
defined in the Bank’s fraud and corruption guideline.
Output. The output from this stage of the assignment is the preparation of a brief
summary of findings on each sampled contract which should be completed
immediately after the audit and discussed with the ULG at the exit conference before
the RPPPAA departs from the city. The brief summary of findings and minutes of the
exit conference will be prepared by the RPPPAA and signed by both parties. One copy
of the summary and minutes will be given immediately in the field to the ULG and
copies will be annexed later to the Procurement Audit Report for the city.
Stage 3. Preparation of the Final Annual Independent Procurement Audit

Report.
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Objective. The objective of the third stage is to prepare the Final Annual Independent
Procurement Audit Report.
Methodology. The RPPPAA will prepare the Final Annual Independent Procurement
Audit Report for each city which will be submitted to the audited ULG, Regional
Bureau of Finance and Economic Development, Regional Bureau of Urban
Development (RGs), Regional Offices of Auditor Generals, FPPPAA, MUDHo and
World Bank.
The report will be as per the format in Annex 4.
Output. The Final Annual Independent Procurement Audit Report.

for each city will be issued.
6. DELIVERABLES
As mentioned above, the conduct of the Procurement Audit will be in three stages with distinct
outputs as follows:
i. Stage 1: The RPPPAA output at this stage will be an Inception Plan detailing: (i)
the work plan, (ii) the list of contracts to be reviewed in each City and (iii) the
implementation schedule of the audit (including site visits and dates) for the
Client’s prior clearance. This stage and output, should not exceed ten (10) days
from the commencement of services,
ii. Stage 2: The output from this stage will be the RPPPAA’s brief summary of
findings on each sampled contract and minutes of the exit conference. These will
be given to the ULG in the field and copies will be annexed later to the Final
Annual Procurement Audit Report.
iii. Stage 3: The output from this stage will be the Final Procurement Audit Report
on the audited City.
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iv. All reports and deliverables are to be delivered in English Language in both hard
and electronic copies (7 copies each). One copy each will be submitted to the ULG,
Regional Bureau of Finance and Economic Development and Regional Office of
the Auditor General, and the remaining four copies will be submitted to the
Regional Bureau of Urban Development who will retain one copy and submit three
copies to MUDHo who will retain one copy and submit one copy each to FPPPAA
and the World Bank.
7. DURATION OF THE PROCUREMENT AUDIT AND ASSIGNMENT OF STAFF

FOR THE AUDIT
This depends on the number of cities in each regional state.

The RPPPAA will have the responsibility for estimating the number of staff required and costing
the man day requirement for the assignment. The RPPPAA will assign properly qualified, trained
and experienced staff for the procurement audit. The assignment should commence soon after
the end of the financial year on July 7, 2018 but should commence not later than August 31,
2018. It should be completed by not later than October 31 each year.
8. TEAM COMPOSITION AND QUALIFICATIONS
The Procurement audit team should have one team leader and, depending on the number of
auditee entities (number of cities in each Regional State) and possible number of contracts to be
reviewed, minimum of two procurement and public contract management experts. Each of them
should have minimum of first degree qualifications in procurement, supply chain management,
Law, commerce, engineering and related field of studies with minimum of eight years of direct
experience in public contracts procurement and management. For RPPPAA staffs, attendance of
Procurement audit training is mandatory. Knowledge of public financial sector management,
institutional performance development and auditing will be an advantage. Special training on
Program for Result implementation monitoring and procurement audit would be an advantage.
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Annex 1 to TOR
Note on the Selection of the Sample contracts
1. To assist the RPPPAA in selecting the audit sample, the Client (or ULG) will provide to
the RPPPAA, at the time of contract signature, comprehensive lists of contracts, if available, for
each city and copies of the relevant FAs and, Program Appraisal Document (PAD), and previous
procurement audit reports including a report on the status of implementation of the action plan to
address previous audit findings and recommendations , value for money audit reports and Annual
Performance Assessment Report. On the basis of the information provided by the Client and
other sources, the Auditor will prepare the list of contracts to be audited in each City.
2. The following criteria and considerations should be used in selecting the sample contracts
to be audited:
 The Auditor shall verify that all eligible procurements in reference to the financial
expenditure summary were included in the Procurement Plan before sampling. If there
are procurements carried out outside the procurement plan, the sampled contracts for
auditing shall include those.
 Nature, size and complexity of contracts will be taken in to considerations while

sampling the 25% of contracts for detail review. In addition, to the extent possible, the
audit sample should cover most of the following categories/scenarios:
 Nature: civil works, goods, non-consulting service contracts, supply and

installation, consulting services;
 Complexity: simple, less complex and complex;
 Value: high, medium and low;
 Critical items: Contracts that are necessary for the success of the project;
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 Method of Procurement: Pre-qualification, Single/Two Stage bidding, ICB,
NCB, LIB, Shopping Direct Contracting, etc. for goods/works/non-consulting
services; QCBS, QBS, Least-Cost, Individual etc. for selection of consultants;
and
 Contract awards: contracts awarded to the lowest evaluated bidder which met
the qualification criteria; awarded to higher bids as the lowest bidders failed to
meet the qualification criteria or for other reasons, etc, awards to national or
international firms, awards to single and multiple lots, awards affected by
domestic preference.
 Contract Management: Contract amendments, price revisions, protests/claims

during contract execution and bidding stages.
3.The RPPPAA shall audit project files with special focus on the following aspects,
documentation and procedures:
 Executing Agency's Capacity, Adequacy of Staff (availability and skills); Role of

Procurement Agents/Consultants; Implementation Arrangements; defined
procurement decision roles, maintenance of Minimum Access Conditions;
 Procurement Plans and Monitoring;
 Advertising;
 Pre/Post Qualification;
 Short listing (for Consultancy)
 Bidding Documents;
 RFP (for consultancy)
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 Bid Opening
 Evaluation and Awards;
 Technical Proposals Evaluation Report
 Combined evaluation report
 Bid Validity Extensions;
 Protests or complaints from Bidders/Contractors;
 Signed Contracts;
 Contract Amendments and Change/Variation Orders;
 Delays in payments; actual contract payments vs. contract award amount;
 Securities (for Bid, Performance, Advances, Insurance, Liability, etc.);
 Contractors’ Claims/ Contractual Disputes and their Resolution;
 Damages and Penalties for Delays, non-compliance with Functional Guarantees, etc.;
 Reasons for Slow Progress of Completion;
 Imports, Customs, etc. if any;
 List of deliverables and completion (date, description, quantity, location of goods or

works, inspection and acceptance reports);
 Other Relevant Matters.
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Using the documents and information itemized above and other information collected
during the audit, the RPPPAA shall compile a comprehensive history of the procurement process
for each contract audited.
4.Distortions in the procurement process are frequently manifested in one or more of the
following situations:
 low participation of bidders and reduced competition;

 one or more bidders winning a disproportionate amount of contracts in a project over
time;
 bid prices consistently over cost estimates and/or current market prices;
 Significant differences in the technical scoring of the first and second ranked bidders;
 significant number of changes from bid to contract award and to final completion;
and
 significant and recurring increases in the final contract price over the original bid
price and/or the original contract price.
 Significant Variation Orders (change orders);
 Inordinate delays in procurement decision making;
 Unjustified cancelation of procurement process;
 Repetitive request for extension of bid validities;
 Rejection of majority of bids and ending up with single qualifier
5. If patterns are identified in a series of contracts, which reflect any of the above
distortions, one or more of the contracts in the series should be selected for more detailed audit in
the audit sample.
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Annex 2 to TOR
Checklist of Data and Documents to be Made Available by the Client to the Procurement
Auditor for each City
Program Appraisal Document (PAD).
Credit Agreement, Guarantee Agreement, Program/Project Agreement (the legal documents).

All amendments to the legal documents.
Agreed Program Action plans.
Program/Project Operational Manual.
Annual Performance Assessment Guideline (APAG).
Annual/semi-annual reports from the Executing Agencies, as available.
Financial audits, previous procurèrent audits including a report on the status of implémentation of
the action plan to address previous audit findings , value for money audits.
Relevant Program/ Project Status Reports (PSRs); relevant correspondance files, etc.
In addition, the RPPPAA will be given web references and, as needed, copies of the Government
Guidelines, Standard Bidding Documents and other relevant procurement notes and policy
statements including Regional Guidelines on Standard Bidding Documents, Evaluation Reports,
etc. A list of the Federal and Regional PPAs publications, notes, etc., dealing with procurement
and consultant services will be given to the Auditor so that they can request any additional
publications, notes, etc., which they may consider relevant.
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Annex 3 to TOR
Checklist of Documentation to be provided by the Executing Agencies
For All Contracts in the Audit Sample:
1. Original and Updated, if any, approved Procurement Plan, including list of all contracts.
2. Publications in National Press and other Trade Journals.
3. National Competitive Bidding (NCB) procedures:
4. Consultant Contracts:
i. Request for Expressions of Interest (consultants), if applicable:
 date and publication.
ii. Request for Proposals and Short List (consultants):
iii. Clarifications and Addenda issued:
iv. Records and minutes of proposal opening:
v. Evaluation of proposals (consultants):
vi. Minutes of Negotiations and Signed Contract (consultants):
vii. Signed Contracts and Contract Amendments:
viii. Payment invoices and evidences of payments:
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ix. Deliverables and Reports.
5. Goods, works, technical services and non-

consulting services contracts:
i. Invitation for pre-qualification, if any:
ii. Prequalification Documents, if any:
 Clarification requested and issued; and

 Addenda issued.
iii. Prequalification Evaluation, if any:
 Clarification requested and received; and
iv. Invitation for Bids:
v. Bidding documents:
 Clarifications requested and issued;
 Addenda issued;
 Minutes of pre-bid and site meetings.
vi. Bid Evaluation Report:
 Minutes of bid opening;
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 Clarifications requested and received;
 Complaints received and responses;
vii. Notification of Award/Letter of Acceptance
viii. Signed Contract:
ix. Contract Amendments, if any:
x. Payment invoices and evidences of payments:
xi. Inspection and Acceptance Reports.
6.Any other relevant information/documentation required by the Auditor relating to contracts

reviewed.
N.B.
Additional formats for the collection of data for World Bank Post Procurement Audit are attached in
Annex 10 for Shopping, NCB, QCBS contracts procurement methods)
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Annex 4 to TOR
Reporting Format for Final Annual Independent Procurement Audit Report
Title Page with information on: Country Name; Region name; City name; Project Name; Name of the
Client/Agency; Name of RPPPAA that conducted the Procurement Audit; Date of Report.
Table of Contents
List of Tables
List of Figures
Acronyms and Abbreviations
Acknowledgements
Executive Summary including the findings on the Audit of the Cities procurement environment
including: status of implementation of previous audit findings and recommendations, if any,
institutional setups, procurement decision matrix and staff availability; Procurement Planning and
monitoring; ongoing procurement processes and implementation issues; signed contracts, assessment
of risk to procurement, complaints handling and resolution issues; internal controls including
procurement audits by internal audit, contract administration issues, results achieved and
recommendations for improvements and proposed actions.
Section 1: Introduction
(Background; Objectives of Assignment; Approach & Methodology, Reference documents,
Audit Scope and Approach, Audit/Assessment Process, Organization of the Assignment Teams.
Logistics, dates of visits, Challenges faced, Team Responses to such challenges.
Section 2: Main Findings
Section 3: Conclusion, Observations and Recommendations

- Narrative (conclusions, observations and recommendations); and
- Table as per format below
No Observation Recommendation
1 - -
2
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Annexes containing detailed audit data, supporting documents as evidences, if necessary.
Procurement register and list of selected/sampled contracts for detailed inspection with detailed
information.
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Annex 1: Contract procurement review Data collection samples from World Bank Experience (optional for use):
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Annex 1.1: Worksheet for Post Review of Procurement Processes and Contract Administration
of Contracts Awarded under Shopping Procedure not subject to Prior Review
Date of Review: Name of Reviewer:
Contract Name/No/ Contract Date: Contract Amount USD:
Contractor’s Name and Address:
Aspects Findings and Comments
Procurement What was missing in the file ?

Documentation (Filing)
Does the unit keep all procurement files in one location ?
Who handle the filing?
Are evidence of payment (e.g. payment vouchers, receipts) filed separately in the finance unit?
Is this Contract in the

Agreed Procurement Plan?53
Solicitation Letter issued to Date of Solicitation Letter:

minimum of three firms
Closing Date:
and the names of the firm to
whom sent Sent to:
Time allowed for

submission of written
# …… days
quotations
Verification (not evaluation) Names of the suppliers who responded to the solicitation letter are:
of existence of the
1) Name, bid amount
quotations.
2)
Names of suppliers who
gave quotations 3)
53
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Quotation evaluation report Evaluation report date:
and date; were quotations
Quotations opened at the same time?
opened at the same time?
Comments if any
Signed Contract / Purchase Date of signed contract or Purchase Order Document:

Order document
Date of beginning and end of the contract:
Bill of lading/Way Bill, if

any
“Delivery Receipt” or Date & Delivery Receipt No.

“Store Receipt
Complaints or related If yes, date of complaint:

matters
Name of complainant:
Date resolved:
Fairness and Treatment of bidder’s complaint:
Actual completion date
Timeliness of Payments # of days between Date of Invoice and Payments?
Indication of possible
Governance Issues
Physical inspection for this

contract?
Other matters
Compliance with key

agreed provisions
Yes or No (explain)
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Annex 1.2: Worksheet for Post Review of Procurement Processes and
Contract Administration of Goods/Works Contracts not subject to Prior
Review
[To be prepared by the Borrower in advance]
Contract Name/No/Date: Contract Amount USD:
Contractor’s Name and Address:
PROC. METHOD: ICB NCB LIB Direct Contract Others, specify:

__________
CATEGORY: Goods Works Non-Consulting Services
Procurement Documentation (Filing) What was missing in the file ?
Are evidence of payment (e.g. payment vouchers, receipts) filed separately in the finance
unit?
Is this Contract in the Agreed

Procurement Plan?54
54
.
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Advertising Date of Advertisement:
Where was it advertised?
Pre/Post qualification
Quality of Bid Documents
Time allowed for submission of bids Closing date for Advertisement:
Number of days to submit bids:
Is the number of days sufficient?
If no, how many days should have been given to the bidder:
Bid opening & minutes of bid opening Bid Opening Date:

date(s)
Minutes of Bid Opening on file:
Who attended the Bid Opening?
Was price read out loud?
Record of the read out prices:
Bid security records: Is it as stated in

the bidding document?
BER, verify existence of bids and give

Names of bidders, checking also their
eligibility
Methods used in the evaluation of bids

and awards of contracts objectives &
made known in the bidding documents
and not applied arbitrarily?
Bid validity Extensions? How many

days? Is the bid validity valids?
Date of Publication:
Publication of contract award
Where was it published?
Contract document (same as for

selected bid ?)
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Reference to Bank and “no objection,” Date of NOB
if any (not required under Agreement)
OR N/A
Advance payment and guarantee:

details and records:
Performance Security details and Name of Bank:

records
Amount:
Complaints and related matters If yes, date of complaint:
Date resolved:
Contractual completion date Plan date for end of contract as scheduled:

( extended? amendments, variation
Actual:
orders acceptable?)
Date of Amendment, if any:
Revised date for contract to end:
Actual:
Variation orders::
Actual completion date
Contract payments same as contract? Contract payments scheduled in the contract:
Was it paid as scheduled? Any deviation? Why?
Bill of lading/Way Bill, if any
Delivery receipt or like instrument
Liquidated damages, details and

enforcement for delays.
Timeliness of payments Invoice date: Payment date:
Number of days to process payment:
Is this in accordance with the contract? :
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Governance Issues?
Other matters
Justification for direct

contract (if applicable)
Compliance with key

agreed provisions –
Yes or No (explain)
Physical inspection
for this contract
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Annex 1.3: Worksheet for Post Review of Procurement Processes and
Contract Administration of Consultants Contracts not subject to Prior
Review
[To be prepared by the Borrower in advance]
Contract Name/No/Date: Contract Amount USD
Consultant’s Name and Address:
PROC. METHOD: QCBS QBS Fixed Budget Least Cost
CQS Single Source Others, Specify: __________________
CATEGORY: Firm Individual
Procurement Documentation What was missing in the file ?

(Filing)
Are evidence of payment (e.g. payment vouchers, receipts) filed separately in the finance unit?
Is this Contract in the Agreed Date of Procurement Plan:

55
Procurement Plan?
Advertising Date of Expression of Interest:
Closing Date:
Where was the EOI advertised
55
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Request for Proposal
Shortlist Date of Short-List:
How many on the short-list?
Short-List is composed of the following consultant (or firm), Country:
Time allowed for submission of

proposals
Evaluation Criteria
Technical Evaluation
Evaluation report, and

comments, if any (verify
existence of proposals)
Financial Bid Opening Bid Opening Date:
Combined quality and cost

evaluation
Publication of contract award Date and name of publication:
Signed Contract / Purchase Contract No. (or Purchase Order No).……………….. Date of contract signature:
Order document
Advance payment guarantee etc.
Complaints and related matters If yes, date of complaint:
Date resolved:
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Contractual
completion date
Date of final Report:
Actual
If report was not final or no certification of service delivery, explain why?
completion date
Output/reports
Date of invoice:
Timeliness of
Date of payment:
Payments
Number of days to pay invoice:
Is # of days acceptable? If no, what would you recommend?
Governance Issues
Other matters
Single source
justification (if
applicable)
Compliance with
key agreed
provisions – Yes
or No (explain)
6. TOR for Annual Environmental and Social Audit for EFY 2010
FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA
MINISTRY OF URBAN DEVELOPMENT AND HOUSING
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URBAN INSTITUTIONAL AND INFRASTRUCTURE DEVELOPMENT
PROGRAM
Terms of Reference for Consultancy Service to Provide the UIIDP Annual

Environmental and Social Management System Performance Audit
for EFY [to be inserted]
1….INTRODUCTION
Ethiopian Cities Sustainable Prosperity Goals (ECSPG)
Cities Sustainable Prosperity Goals (ECSPG), EFY 2006 (GC 2013/14) to EFY 2017 (GC
2024/25), which will lead to the establishment of Green Growth, Resilient and Well Governed
Cities that support Ethiopia’s transformation from a predominantly agricultural nation to a nation
with a rapidly growing industrial sector that contributes to the economic growth necessary to
achieve middle income country status by 2025. The ECSPG is the Ministry’s contribution to the
Government of Ethiopia’s Growth and Transformation Plan (GTP1) 2010/11-2014/15 and
(GTP 2) 2015/16-20/2020.
The continuous and substantial movement of people from rural villages and homesteads to urban
villages, small, medium, and large towns, and to the capital city, and the resulting rapid
urbanization, is necessary to support the development of industrial, manufacturing, and service
sectors. The societal change that will accompany the agricultural to industrial transformation can
only be accomplished successfully with careful and meticulous advance planning that addresses
all aspects of the transformation simultaneously. It is for this reason that the Ministry has
developed the ECSPG. Its aim is to build the frameworks and provide the foundations – in our
towns and cities and in the construction industry – to achieve the country’s vision and for the
continued advancement of that vision.
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a key objective of the country’s initiatives and programs for urban development and
government – at local, regional and federal levels. Together the economic and political
governance in general and in the focus of the ECSPG on job creation - micro & small enterprise
development in particular. This focus will be supported by improvements in leadership
development, land use planning, serviced land delivery, housing development, construction
industry development, infrastructure, services and green growth development. Investments in all
these areas and mobilization of resources to meet increasing operating and investment costs are a
main focus of the MUDHo.
The ESCPG is being implemented through many programs including through the Second Urban
Local Government Development Program (ULGDP II) under which many of the investments
envisaged under the ECSPG and GTP 2 are being made.
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Urban Institutional and Infrastructure Development Program
The Ministry of Urban Development & Housing, Regional Democratic Republic of Ethiopia, with
support from the World Bank and the Agence Francaise de Developpement (AFD is implementing the
Urban Institutional and Infrastructure Development Program (UIIDP) during the period from March
2018 to December 2023.
The UIIDP will provide Performance Grants (PGs) for investments in infrastructure and services and
in capacity building for 117 urban local governments (ULGs) and capacity building in all nine
Regional Governments (RGs), MUDHo and several Regional Ministries/Agencies.
instrument at the regional and ULG levels and an Investment Project Financing (IPF) instrument at
the Regional level. The regional governments and urban local governments are expected to provide
matching funds (counterpart contributions) as per the percentages agreed between MUDHo and the
World Bank which are stated in the IIDP Program Operations Manual.
Government assessed annually against verifiable results described in the Program Operations Manual
(POM) and in the Annual Performance Assessment Guideline (APAG) which is a standalone Annex
of the POM.
Key Result Areas

8. enhanced citizen participation and engagement in ULG planning and budgeting;
9. increased own source revenue at the ULG level;
10. improved infrastructure, service delivery, O&M systems;
11. improved efficiency and effectiveness in fiduciary management;
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12. Improved environmental and social management and safeguards; and
13. strengthened accountability and oversight systems; and
14. strengthened ULG resilience, improved local economic development (LED) and enhanced

(z) People provided with improved urban living conditions under the UIIDP [corporate indicator].
(aa) Cities with improved livability, sustainability, and management [corporate indicator].
(bb) Composite institutional performance of participating ULGs, averaged across all cities.56
(cc) Composite performance for achievement of urban infrastructure and service targets,
maintenance performance and value for money in investments by ULGs, averaged across all
cities.
(dd) Composite performance for achievement of LED targets, averaged across all cities
The UIIDP will have an additional 73 cities to the existing 44 cities making a total of 117 cities that
will participate in the program. This substantial scale-up to 117 cities will bring about greater impact
in terms of population coverage and size of the Program (increasing beneficiaries from 4.36 million
under UGLDP II to an estimated 6.62 million in UIIDP) and result in exponentially larger positive
impact for the country. The scale-up allows strengthening of the overall programmatic and
performance-based approach to support sustainable urban development and leverages on economies
of scale for program management and implementation. In addition, the scale-up is built on the solid
foundations and tried-and-tested overall successful experiences of ULGDP I and II. Timely support to
improve institutional performance in the planning, delivery, and sustained provision of urban services
and infrastructure by local governments is critical especially for these rapidly growing cities.
56
In the core thematic areas of: Planning and budgeting, assets management, public financial management, procurement,
own source revenues, accountability and transparency, environment and social safeguards, land management, and strategic
urban planning.
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(2020/21), EFY 2014 (2021/22), and EFY 2015 (2022/23). Total UIIDP expenditures over this period
are estimated at Ethiopian Birr (ETB) 20.1 billion (US$ 859.86 million), of which ETB 14 billion
(US$ 600 million of which US$200 million is from IDA Scale Up Funding - 70% will be provided by
the World Bank and ETB 262 million (US$11.2 million) -1%- will be provided by AFD and ETB 5.8
billion (US$248.66 million57) – 29% - will be provided by regions and ULGs as matching fund
contributions.
57
Regions and cities contribute to the performance based transfers in the following manner: Amhara, Oromia, SNNPR,
and Tigray: 30 percent funding in addition to IDA funded grants; DRS regions: 20 percent; original 16 ULGDP I ULGs: 40
percent; new cities under ULGDP II in the DRS regions 10 percent; and other new (ULGDPII) cities: 20 percent; Harar and
Dire Dawa contribute 50 percent in addition to the IDA funded grants. The new 73 ULGs under UIIDP will follow the same
principles as the ULGDPII newcomers.
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ULGs will use the Program funds to finance urban infrastructure works as well as capacity building
activities, in compliance with the Program’s investment menu and capacity building manual. Eligible
infrastructure investments fall under eight groups including: (a) urban roads, (b) integrated
infrastructure and land services, (c) sanitation (liquid waste), (d) solid waste management, (e) urban
drainage, (f) urban disaster risk management and urban resilience, (g) built facilities, and (h) urban
green infrastructure. Ineligible investments include any World Bank environment and social impact
assessment Category A projects. Compliance with the investment menu is a minimum condition for
receiving funds. In addition, ULGs will be required to prepare the project in a participatory manner,
and consider: (a) social inclusion requirements, including gender and disability considerations; (b)
climate change and disaster adaptation; and (c) contribution to LED and long-term job creation. 58
ULGs could also spend up to 5 percent of investment grants and regional/city contributions on
capacity building support. For regional government entities, the grants will mainly be used for
capacity building, operations and management expenses, subject to the eligible capacity building
areas, similar to the ULGs.

Protocols
disbursement linked indicators (DLIs). The DLIs are structured to provide incentives to participating
ULGs and regional governments for improved management and development of urban areas. (More
details on the DLIs, MCs, PMs, performance assessments, verification protocols and disbursement
arrangements are provided in the UIIDP Annual Performance Assessment Guideline (APAG) which
is a part of this POM and is a standalone Annex of the POM

infrastructure and services, and enhance local economic development. Each of these DLIs is a
composite index of defined MCs and PMs.
ULGs. It is particularly important to note that if the ULGs perform better (or poorer) than expected
(as set out in the disbursement related targets in the DLI matrix), disbursements will be adjusted
accordingly. This means that if ULGs perform higher than expected they will receive higher than
expected disbursements. If this continues throughout the Program, additional financing may be
needed.
58
Details of and procedures for the use of investment project prioritization and selection criteria will be included in the
POM.
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government entities in providing support to ULGs (DLI 5) as well as focusing on their performance in
conducting essential audits for ULGs such as on fiduciary and environmental and social management.
DLI 10 is a legacy DLI disbursing against prior results achieved under the ULGDP II that has
arisen due to overachievement of performance results. This DLI will be disbursed upon verification in
FY 2018/19, when the fifth APA of the ULGDP II has been completed in February 2018.
Collectively the DLIs address the PDO and key result areas. The DLIs are designed to address the
challenges of ULGs’ and regional governments’ institutional performance and, in turn, ULGs’ ability
to deliver, operate, and manage infrastructure and services, and expand LED. They provide incentives
to address the core issues such as on timely audit, social and environmental management, own-source
revenue generation, and strengthen the system and procedures for capacity building. In addition, there
is enhanced focus to strengthen urban resilience, promote LED and job creation, and enhance gender
equality. The PMs have a direct link to the key result areas and the GoE’s program intended
outcomes.
The UIIDP APAG provides that the assessment for DLI 7 will carried out as per Table 1 below.
Table 1. DLI 7. Annual Environmental and Social Audits by the REFCCs
7 Regional Environmental Protection

Agency
1 Regional environment, forest and prior Scoring calibrated per ULG Safeguards 1st to 4th
climate change authorities for which the REFCC has Audit/Review APAs
(REFCCs) carry out timely review performed timely review/audit Reports.
of ULG safeguards compliance. as per standard (report
This indicator will be fulfilled when template) and approval of
the REFCCs have carried out the safeguard documents and
safeguards reviews/audits of ULGs review of implementation
in their jurisdictions by end capacity for environmental
October and social mitigation and
monitoring measures for CIP
and annual environmental and
social audits
As a minimum condition to
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access funds for audit of a
ULG: timely environmental
audit (by end of October),
and the calibration as follows:
(i) Quality of audit must

indicate:
 Key staffing
involved:
environmental
specialist, social
specialist
 Evidence of site
visits
 Evidence of follow-
up of previous audit
recommendations
(ii) REFCC has to ensure

timely review and approval of
safeguards instruments.
Reduction by 25% per ULG if

(i) is not complied with.
Reduction by 25% per ULG if
(ii) is not complied with.
The Environmental and Social Management System Manual (including the Resettlement System
Guidelines) for Urban Local Governments (ULGs) is produced by the MINISTRY OF URBAN
DEVELOPMENT AND HOUSING for the use of all designated cities and towns. The
Environmental and Social Management System (ESMS) Manual is based on the Environmental and
Social Management Framework and the Resettlement Policy Framework that were introduced in EFY
2001 (GC 2008/09)
This ESMS document is to be used by all ULGs in order to ensure that all environmental and social
safeguards are adequately addressed and that the relevant capacity and training needs are established
in order for the recommended measures to be implemented effectively. The main purpose of the
ESMS is to:
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 Establish clear procedures and methodologies for the environmental and social assessment,
review, approval and implementation of construction works to be financed by ULGs;
 Specify appropriate roles and responsibilities, and outline the necessary reporting
procedures, for managing and monitoring environmental and social concerns related to ULG
construction works;
 Provide practical information resources for implementing the ESMS.
Resettlement system guidelines (RSG) have also been developed and are presented in this manual.
Short simpler descriptions of the ESMS and RSG and checklists for use by ULGs in identifying and
implementing construction works will be prepared separately.
2….OBJECTIVES OF THE TOR
The objective of assignment described in this is to carry out an Annual Environmental and Social
Management System Performance Audit for EFY [to be inserted] for the cities in the region that are
participating in the UIIDP.
3….SCOPE OF WORK
3.1….Overall Scope of Work
The Consultant will carrying out an Environmental & Social Management System Performance Audit
to assess the extent to which the CIPinvestment projects (construction works projects) of the UIIDP
participating cities are being implemented in full accordance with the MUDHo’s Environmental and
Social Management System Manual (including the Resettlement System Guidelines) for Urban Local
Governments (ULGs); including Annex 1 of the ESMS and RSG which applies specifically to ULGs
using UIIDP funds for investment projects/construction works. The Consultant will use generally
acceptable and recognized assessment techniques and evaluation methods, standards and practices. In
addition to the overall scope of work the Consultant will specifically assess performance of ULGs in
those areas pertaining to the ESMS that are also measured in the UIIDP Annual Performance
Assessment.
3.2…Specific Tasks
The specific tasks carried out by the Consultant, include, but are not limited to:
1. Preparation of an Inception Report.
2. Review of the cities consultation processes to determine their effectiveness.
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3. Review and assessment of cities CIP projects’ ESMS screening reports as prepared by the
respective cities and their subsequent approval by Regional Environmental Protection
Agencies (REPAs). The assessment will include evaluation of the time taken to complete
the screening and approval process and the consistency achieved in applying ESMS
procedures.
4. Assess the status of CIP projects that are categorized as Schedule 1 and 2 projects by
REPAs in all cities and compare the categorizations of the REPAs with the GoE
procedures for categorization and checking compatibilities.
5. Review Environmental and Social Impact Assessment documents of CIP projects in terms
of ESMS compliance requirements with the minimum legal requirements for Schedule 1
and 2 REPA categorized projects in all cities and also checks to ensure that due legal
process has been followed.
6. Assess the Environmental Management Plan of CIP projects categorized as Schedule 1 and
2 by REPAs in all cities to check and evaluate the effectiveness of Environmental
Management Systems on site or in operation as regards application of procedures, work
instructions, guidelines, specification, training program and monitoring systems being
implemented by the employees of the firm or organization operating on the site.
7. Review environmental compliance of CIP projects categorized as Schedule 1 and 2 by

REPAs in all cities specifically to test the environmental policies, objectives, laws, by-
laws, ordinances, regulations and standards; testing and specific checks on, compliance
with requirements in water quality.
8. Assess wastes released by CIP projects categorized as schedule 1 and 2 by REPAs in all
cities; specifically focusing at the waste management component of an operation or site
and identify the consequences of waste on environment. The methods, procedures and
systems of waste management would be reviewed, checked and verified.
9. Review contract clauses of CIP projects categorized as schedule 1, 2 and 3 by REPAs in

all cities to test the environmental compliance of a contractor or supplier.
10. Assess the application of the RSGs of CIP projects that displaced people due to acquisition
of land and other assets, or caused loss of access to services and businesses and other
sources of livelihood.
11. Identify the number of cases where a Resettlement Action Plan (RAP) prepared and
implemented; assess the effectiveness and thoroughness of RAP implementation.
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12. Review the procedure being followed to produce RAPs and compare the procedure with
the RSG procedures.
13. Assess the livelihood condition of displaced persons (PAPs) after resettlement is taking
place (physical, social and economic) as compared to before resettlement.
14. Assess the implementation and effectiveness institutional arrangements (roles and
responsibilities) outlined in ESMS Guidelines.
15. Assess adequacy of the technical support being given to cities by REPA and Regional
BUDHo (or their Regional equivalent).
16. Assess the capacity of ULGs ESMS Focal persons and the REPAs to implement and
monitor the ESMS.
17. Develop an ESMS reporting mechanism that will enable UREFMFB to follow the
performance of the ULGs adherence to the project’s ESMS and RGS.
18. Review and assess the application of the environmental and social screening process
outlined in the ESMS and identify areas requiring improvements or changes.
19. Review and assess the effectiveness of the environmental monitoring systems for CIP
projects and indicate how these systems have been useful/not useful for speedy CIP
projects’ implementation.
20. Review and assess the environmental and social management capacity at the ULGs
participating in the project and make appropriate recommendations for future
implementation.
21. Review and assess CIP projects proposed, ongoing and completed with specific reference
to the additional guidelines applicable to the CIP projects that are described in Annex 1 of
the ESMS Guidelines.
22. Assess the implementation of recommendations made in the last ESMS Performance Audit
(this task is excluded for the 1st UIIDP Annual ESMS Performance Audit).
23. Prepare a draft report.
24. On receipt of comments indicating amendments, additions or omissions required by the

MUDHo, prepare final report incorporating comments and suggestions to be made on the
draft report.
4….DURATION AND TIMETABLE
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It is expected that the consultancy assignment will start in the first week of the month of August each
year and will take approximately 10 weeks .
5….OUTPUTS AND DELIVERABLES
All reports and deliverables are to be provided, in English, ten (10) hardbound copies and four (4) soft
copies on compact disk (Word and Excel).
5.1…Inception Report
1. A half-day session will be held between the region and the Consultants at the start of the
assignment to discuss and agree the Consultant’s plan to accomplish the task will be held
prior to submitting an Inception Report
2. An Inception Report shall be submitted within 1 week of the commencement of the

assignment, reflecting the agreed methodology (including schedule of visits to cities),
auditing techniques, and an outline of the proposed contents of the UIIDP ESMS Performance
Audit (Draft) Report.
5.2….Draft Final Environmental Performance Audit Report
1. Draft Final UIIDP ESMS Performance Audit Report, with an Executive Summary, a
consolidated section for all ULGs and separate distinct sections for each ULG which
incorporates recommendations and the way forward to effective environmental and social
management of the UIIDP. The report will be submitted within eight weeks of the
5.3….Final Environmental Performance Audit Report
1. Final UIIDP ESMS Performance Audit Report, with an Executive Summary, a consolidated
section for all ULGs and separate distinct sections for each ULG which, with relevant
recommendations and the way forward to effective environmental and social management of
the UIIDP by incorporating comments and suggestions to be made on the Draft Final UIIDP
ESMS Performance Audit Report.
6….TEAM COMPOSITION, STRUCTURE, AND STAFF MONTHS
It is envisaged that: the Consultant’s team will include: 1 x Team Leader, ….. Environmental
specialists, ….Urban Infrastructure specialists and … Sociologists/Community Development
specialists.
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The Consultant’s team members undertaking this assignment shall have a minimum of Master’s
Degree or equivalent in Environmental Studies, Environmental/Municipal/Civil Engineering and/or
Social Sciences and solid professional background in the areas of environmental resources
management and/or community resettlement and familiarity Government of Ethiopia safeguards
policies, laws, regulations and procedures. The team leader shall have adequate experiences at least 10
years of relevance that include practical experience on methodologies and techniques of
environmental or social auditing and basic skills on project coordination and management. The
Consultant’s team members shall have at least 10 years of relevance that include practical experience
on methodologies and techniques of environmental or social auditing and basic skills on project
coordination and management very strong interpersonal, analytic, writing and communication skills
and able to work independently. On an indicative basis it is estimated that the following level of input
is necessary:-
No Number Estimated person

Position months
1 Team Leader/ESM Specialist
2 Environmental Specialists
3 Urban Infrastructure Specialists
4 Sociologist
Total
The above information is indicative only. The firm invited to submit proposals should propose their
own team structure, composition and staffing levels, based on their own evaluation of the TOR’s
requirements and the resources available to the Consultant.
7….MANAGEMENT AND ACCOUNTABILITY RELATIONSHIPS
The BUDHo has overall responsibility for implementation of the UIIDP and for the compliance of
implementing agencies with the Environmental and Social Management System Guidelines and
Resettlement System Guidelines. The BUDHo is the client for the Consultant’s assignment:
 In terms of performance and deliverables, the Consultant will carry out the assignment under
the direction of and report to the [insert name, position, phone number & email of individual
responsible],
 As the agency responsible for the overall coordination of UIIDP, the [insert name, position,
phone number & email of individual responsible], BUDHo will sign the contract with the
consultants and will be responsible for all payments to the Consultant.
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Inputs provided By the Client: The BUDHo will provide to the Consultant at the commencement of
the assignment with any key documents deemed relevant to the Consultant’s scope of work. Other
relevant documents will be made available as required by the implementing entities. Documents that
are required for the Consultant’s information and guidance include:
1. UIIDP POM Volume I: Main Text
2. UIIDP Guidelines and Associated documents
a. Environmental and Social Management System Guidelines
b. Resettlement System Guideline
Inputs provided by the Consultant: The consultant will provide for their own transport, as well as
offices sufficiently equipped and furnished for purposes of producing the required outputs.
The Consultant firm will protect the confidentiality of those participating in the auditing processes.
All data is confidential and is the property of the BUDHo. No data or other information from this
auditing will be released to third parties without written approval of the BUDHo. The Consultant firm
will deliver all data and relevant information to the BUDHo.
The Consultant firm shall provide detailed estimates of the budget including staff charges, travel,
equipment, hardware, software, technical meetings, report preparation and other related activities.
7. TOR for Financial Audit of UIIDP for EFY 2010
TERMS OF REFERENCE FOR FINANCIAL AUDIT
OF UIIDP PforR
1. BACKGROUND
<Provide the following information on the project:
 Development objectives;
 Size and implementation arrangements;
P a g e 488 | 503
 Recipient(s) of the Bank financing;
 Co-financiers; the entity engaging the auditor, if acting on behalf of the recipient;
implementing agency; and
 The accounting period to be covered by the audit.>
2. OBJECTIVE OF THE PROJECT AUDIT
The objective of the audit of the Project Financial Statements (PFSs) is to enable the auditor
to express a professional opinion(s) on the financial position of the project at the end of each
fiscal year, and on funds received and expenditures incurred for the relevant accounting
period.
The project books of accounts provide the basis for preparation of the PFSs by the project
implementing agency and are established to reflect the financial transactions in respect of the
project. The implementing agency maintains adequate internal controls and supporting
documentation for transactions.
3. PREPARATION OF ANNUAL FINANCIAL STATEMENTS
The responsibility for the preparation of financial statements including adequate disclosure is
that of the implementing agency. The agency is also responsible for the selection and
application of accounting policies. The agency would prepare the PFSs in accordance with the
standards and procedures mentioned in Government of Ethiopia’s Accounting Manual or
International Financial Reporting Standards (IFRS) or International Public Sector Accounting
Standards (IPSAS).
The auditor is responsible for forming and expressing opinions on the financial statements.
The auditor would carry out the audit of the project in accordance with the International
Standards on Auditing (ISA), as promulgated by the International Federation of Accountants
(IFAC). As part of the audit process, the auditor may request from the implementing agency
written confirmation concerning representations made in connection with the audit
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4. SCOPE OF THE AUDIT
As stated above, the audit of the project will be carried out in accordance with International
Standards on Auditing (ISA) promulgated by the International Federation of Accountants
(IFAC), and will include such tests and auditing procedures as the auditor will consider
necessary under the circumstances. Special attention should be paid by the auditor as to
whether the:
(a) World Bank financing (and all external financing where the World Bank is not the only
financier) has been used in accordance with the conditions of the relevant financing
agreement, with due attention to economy and efficiency, and only for the purposes for
which the financing was provided – please see <state here clearly the relevant
financing agreements>;.
(b) Counterpart funds have been provided and used in accordance with the relevant
financing agreements, with due attention to economy and efficiency, and only for the
purposes for which they were provided;
(c) Goods, works and services financed have been procured in accordance with the relevant
financing agreements including specific provisions of the World Bank Procurement
Policies and Procedures59 as appropriate;
(d) All necessary supporting documents, records, and accounts have been maintained in
respect of all project activities, including expenditures reported using Statements of
Expenditure (SOE) or Interim Unaudited Financial Statements (IFS) methods of
59
Depending on the complexity of procurement activities, the auditor may consider involving technical experts during the
audit engagement. In cases where such experts are involved, the auditor is expected to comply with provisions of
International Standard on Auditing 620: Using the Work of an Expert. Consideration to use of the work of experts should be
brought to the early attention of the borrower and the World Bank for mutual agreement and appropriate guidance.
P a g e 490 | 503
reporting. The auditor is expected to verify that respective reports issued during the
period were in agreement with the underlying books of account;
(e) Designated Accounts (if used) have been maintained in accordance with the provisions
of the relevant financing agreements and funds disbursed out of the Accounts were used
only for the purpose intended in the financing agreement;
(f) National laws and regulations have been complied with, and that the financial and
accounting procedures approved for the project (e.g. operational manual, financial
procedures manual, etc.) were followed and used;
(g) Financial performance of the project is satisfactory.
(h) Assets procured from project funds exist and there is verifiable ownership by the
implementing agency or beneficiaries in line with the financing agreement.
(i) Ineligible expenditures included in withdrawal applications are identified and

reimbursed. These should be separately noted in the audit report.
In complying with International Standards on Auditing, the auditor is expected to pay

particular attention to the following matters:
a) Fraud and Corruption: Consider the risks of material misstatements in the financial
statements due to fraud as required by ISA 240: The Auditor’s Responsibility to Consider
Fraud in an Audit of Financial Statements. The auditor is required to identify and assess
these risks (of material misstatement of the financial statements) due to fraud, obtain
sufficient appropriate audit evidence about the assessed risks; and respond appropriately
to identified or suspected fraud;
b) Laws and Regulations: In designing and performing audit procedures, evaluating and
reporting the results, consider that noncompliance by the implementing agency with laws
and regulations may materially affect the financial statements as required by ISA 250:
Consideration of Laws and Regulations in an Audit of Financial Statements;
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c) Governance: Communicate audit matters of governance interest arising from the audit of
financial statements with those charged with governance of an entity as required by
International Standards on Auditing 260: Communication of Audit Matters with those
Charged with Governance.
d) Risks: In order to reduce audit risk to an acceptable low level, determine the overall
responses to assessed risks at the financial statement level, and design and perform further
audit procedures to respond to assessed risks at the assertion level as required by Internal
Standard on Auditing 330: the Auditor’s Procedures in Response to Assessed Risks.
5. PROJECT FINANCIAL STATEMENTS (PFSs)
The auditor should verify that the project PFSs have been prepared in accordance with the
agreed accounting standards (see paragraph 3 above) and give a true and fair view of the
financial position of the project at the relevant date and of resources and expenditures for the
financial year ended on that date
The Project Financial Statements (PFSs) should include:
(a) A statement of funds received, showing funds from the World Bank, project funds
from other donors and counterpart funds separately, and of expenditures incurred;
(b) A summary of the activity in the Designated Account (if any or only if a Designated
account is opened);
(c) A Balance Sheet (if deemed necessary);
(d) A Summary of the principal accounting policies that have been adopted, and other
explanatory notes;
6. UNAUDITED INTERIM FINANCIAL REPORTS (IFRs)
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In addition to the audit of the PFSs, the auditor is required to verify IFRs and will apply such
tests and auditing procedures as considered necessary under the circumstances.
7. DESIGNATED ACCOUNT (only if a designated account is opened)
In conjunction with the audit of the Project PFSs, the auditor is also required to review the
activities of the Designated Account associated with the project. The Designated Account
usually comprises:
- Advance deposits received from World Bank;
- Replenishments substantiated by withdrawal applications;
- Interest that may have been earned on the accounts, and which belong to
the recipient; and
- Withdrawals related to project expenditures
The auditor should pay particular attention as to the compliance with the Bank's procedures and the balances of the Designated
Accounts at the end of the fiscal year (or period). The auditor should examine the eligibility of financial transactions during the
period under examination and fund balances at the end of such a period, the operation and use of the DAs in accordance with the
relevant general conditions, relevant financing agreements and disbursement letter, and the adequacy of internal controls for this
type of disbursement mechanism.
For this Project, the Designated Accounts are referred to in the general conditions, the
Financing Agreement (subsection 5.3) and Disbursement Letter (para. I).
The auditor should also examine eligibility and correctness of:
 Financial transactions during the period under review;

 Account balances at the end of such a period;
 The operation and use of the Designated Account in accordance with the financing
agreement; and
 The adequacy of internal controls for the type of disbursement mechanism.
8. AUDIT REPORT
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The auditor will issue an opinion on the project financial statements (PFSs). The annual audit
report of the project accounts should include a separate paragraph highlighting key internal
control weaknesses and non-compliance with the financing agreement terms.
9. MANAGEMENT LETTER
In addition to the audit report, the auditor will prepare a management letter, in which the
auditor will:
(a) Give comments and observations on the accounting records, systems and controls that
were examined during the course of the audit;
(b) Identify specific deficiencies or areas of weakness in systems and controls, and make
recommendations for their improvement;
(c) Report on the degree of compliance of each of the financial covenants in the financing
agreement and give comments, if any, on internal and external matters affecting such
compliance;
(c) Communicate matters that have come to his/her attention during the audit which might
have a significant impact on the implementation of the project;
(d) Give comments on the extent to which outstanding issues/qualifications issues have been
addressed;
(e) Give comments on previous audits’ recommendations that have not been satisfactorily
implemented; and
(e) Bring to the recipient’s attention any other matters that the auditor considers pertinent,
including ineligible expenditures.
Ideally, the management letter should also include responses from the implementing agency
to the issues highlighted by the auditor.
10. AVAILABLE INFORMATION
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The auditor should have access to all legal documents, correspondences, and any other
information associated with the project and deemed necessary by the auditor. The auditor will
also obtain confirmation of amounts disbursed and outstanding at the Bank. Available
information should include copies of the relevant: project appraisal document; financing
agreement; financial management assessment reports; supervision mission reports and
implementation status reports.
11. GENERAL
The financial statements, including the audit report, management letter and management
response should be received by the Bank no later than six months after the end of the
accounting year to which the audit relates.
Disclosure- In accordance with the Bank’s disclosure policy, the project audit report
(excluding management letter) should be disclosed by implementing entities. The World
Bank also make the report available for public disclosure through the Bank website.
The auditor should submit the report to the recipient’s designated agent rather than to any
staff member of the project entity. The agent should then promptly forward two copies of the
audit report and accompanying statements to the Bank together with the management letter
and management response.
It is highly desirable that the auditor becomes familiar with the Bank’s Guidelines on Annual
Financial Reporting for World Bank-Financed Activities. The auditor should be familiar with
World Bank Procurement Guidelines, which can be obtained from the project implementing
agency. The auditor should also be familiar with the Bank’s Disbursement Handbook for
World Bank Clients, Disbursement Guidelines for Projects. These documents are available on
the Bank’s website.
I. TERMS OF REFERENCE FOR FINANCIAL AUDIT

for the IPF
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1. BACKGROUND
<Provide the following information on the project:
 Development objectives;
 Size and implementation arrangements;
 Recipient(s) of the Bank financing;
 Co-financiers; the entity engaging the auditor, if acting on behalf of the recipient;
implementing agency; and
 The accounting period to be covered by the audit.>
2. OBJECTIVE OF THE PROJECT AUDIT
The objective of the audit of the Project Financial Statements (PFSs) is to enable the auditor
to express a professional opinion(s) on the financial position of the project at the end of each
fiscal year, and on funds received and expenditures incurred for the relevant accounting
period.
The project books of accounts provide the basis for preparation of the PFSs by the project
implementing agency and are established to reflect the financial transactions in respect of the
project. The implementing agency maintains adequate internal controls and supporting
documentation for transactions.
3. PREPARATION OF ANNUAL FINANCIAL STATEMENTS
The responsibility for the preparation of financial statements including adequate disclosure is
that of the implementing agency. The agency is also responsible for the selection and
application of accounting policies. The agency would prepare the PFSs in accordance with the
standards and procedures mentioned in Government of Ethiopia’s Accounting Manual or
International Financial Reporting Standards (IFRS) or International Public Sector Accounting
Standards (IPSAS).
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The auditor is responsible for forming and expressing opinions on the financial statements.
The auditor would carry out the audit of the project in accordance with the International
Standards on Auditing (ISA), as promulgated by the International Federation of Accountants
(IFAC). As part of the audit process, the auditor may request from the implementing agency
written confirmation concerning representations made in connection with the audit.
4. SCOPE OF THE AUDIT
As stated above, the audit of the project will be carried out in accordance with International
Standards on Auditing (ISA) promulgated by the International Federation of Accountants
(IFAC), and will include such tests and auditing procedures as the auditor will consider
necessary under the circumstances. Special attention should be paid by the auditor as to
whether the:
(j) World Bank financing (and all external financing where the World Bank is not the only
financier) has been used in accordance with the conditions of the relevant financing
agreement, with due attention to economy and efficiency, and only for the purposes for
which the financing was provided – please see <state here clearly the relevant
financing agreements>;.
(k) Counterpart funds have been provided and used in accordance with the relevant
financing agreements, with due attention to economy and efficiency, and only for the
purposes for which they were provided;
(l) Goods, works and services financed have been procured in accordance with the relevant
financing agreements including specific provisions of the World Bank Procurement
Policies and Procedures60 as appropriate;
60
Depending on the complexity of procurement activities, the auditor may consider involving technical experts during the
audit engagement. In cases where such experts are involved, the auditor is expected to comply with provisions of
International Standard on Auditing 620: Using the Work of an Expert. Consideration to use of the work of experts should be
brought to the early attention of the borrower and the World Bank for mutual agreement and appropriate guidance.
P a g e 497 | 503
(m) All necessary supporting documents, records, and accounts have been maintained in
respect of all project activities, including expenditures reported using Statements of
Expenditure (SOE) or Interim Unaudited Financial Statements (IFS) methods of
reporting. The auditor is expected to verify that respective reports issued during the
period were in agreement with the underlying books of account;
(n) Designated Accounts (if used) have been maintained in accordance with the provisions
of the relevant financing agreements and funds disbursed out of the Accounts were used
only for the purpose intended in the financing agreement;
(o) National laws and regulations have been complied with, and that the financial and
accounting procedures approved for the project (e.g. operational manual, financial
procedures manual, etc.) were followed and used;
(p) Financial performance of the project is satisfactory.
(q) Assets procured from project funds exist and there is verifiable ownership by the
implementing agency or beneficiaries in line with the financing agreement.
(r) Ineligible expenditures included in withdrawal applications are identified and

reimbursed. These should be separately noted in the audit report.
In complying with International Standards on Auditing, the auditor is expected to pay

particular attention to the following matters:
e) Fraud and Corruption: Consider the risks of material misstatements in the financial
statements due to fraud as required by ISA 240: The Auditor’s Responsibility to Consider
Fraud in an Audit of Financial Statements. The auditor is required to identify and assess
these risks (of material misstatement of the financial statements) due to fraud, obtain
sufficient appropriate audit evidence about the assessed risks; and respond appropriately
to identified or suspected fraud;
P a g e 498 | 503
f) Laws and Regulations: In designing and performing audit procedures, evaluating and
reporting the results, consider that noncompliance by the implementing agency with laws
and regulations may materially affect the financial statements as required by ISA 250:
Consideration of Laws and Regulations in an Audit of Financial Statements;
g) Governance: Communicate audit matters of governance interest arising from the audit of
financial statements with those charged with governance of an entity as required by
International Standards on Auditing 260: Communication of Audit Matters with those
Charged with Governance.
h) Risks: In order to reduce audit risk to an acceptable low level, determine the overall
responses to assessed risks at the financial statement level, and design and perform further
audit procedures to respond to assessed risks at the assertion level as required by Internal
Standard on Auditing 330: the Auditor’s Procedures in Response to Assessed Risks.
5. PROJECT FINANCIAL STATEMENTS (PFSs)
The auditor should verify that the project PFSs have been prepared in accordance with the
agreed accounting standards (see paragraph 3 above) and give a true and fair view of the
financial position of the project at the relevant date and of resources and expenditures for the
financial year ended on that date
The Project Financial Statements (PFSs) should include:
(a) A statement of funds received, showing funds from the World Bank, project funds
from other donors and counterpart funds separately, and of expenditures incurred;
(b) A summary of the activity in the Designated Account (if any or only if a Designated
account is opened);
(c) A Balance Sheet (if deemed necessary);
(d) A Summary of the principal accounting policies that have been adopted, and other
explanatory notes;
(e) A list of material assets acquired or procured to date with project funds
P a g e 499 | 503
As an Annex to the PFSs, the auditor should prepare a reconciliation of the amounts as
“received by the Project from the World Bank”, with those shown as being disbursed by the
Bank. In addition, the auditor should include as annex the project receipts and uses of funds;
uses of funds by project component; and other relevant notes to address the reporting
requirements of the project.
6. UNAUDITED INTERIM FINANCIAL REPORTS (IFRs)
In addition to the audit of the PFSs, the auditor is required to verify all IFRs used as a basis
for the submission of loan withdrawal applications to the World Bank. The auditor will apply
such tests and auditing procedures as considered necessary under the circumstances.
Annexed to the PFSs should be a schedule listing individual IFR withdrawal applications by
specific reference number and amount.
The total withdrawals under the IFR procedure should be part of the overall reconciliation of
Bank disbursements described in paragraph 5 above
7. DESIGNATED ACCOUNT
In conjunction with the audit of the Project PFSs, the auditor is also required to review the
activities of the Designated Account associated with the project. The Designated Account
usually comprises:
- Advance deposits received from World Bank;
- Replenishments substantiated by withdrawal applications;
- Interest that may have been earned on the accounts, and which belong to
the recipient; and
- Withdrawals related to project expenditures
P a g e 500 | 503
The auditor should pay particular attention as to the compliance with the Bank's procedures and the balances of the Designated
Accounts at the end of the fiscal year (or period). The auditor should examine the eligibility of financial transactions during the
period under examination and fund balances at the end of such a period, the operation and use of the DAs in accordance with the
relevant general conditions, relevant financing agreements and disbursement letter, and the adequacy of internal controls for this
type of disbursement mechanism.
For this Project, the Designated Accounts are referred to in the general conditions, the
Financing Agreement (subsection 5.3) and Disbursement Letter (para. I).
The auditor should also examine eligibility and correctness of:
 Financial transactions during the period under review;

 Account balances at the end of such a period;
 The operation and use of the Designated Account in accordance with the financing
agreement; and
 The adequacy of internal controls for the type of disbursement mechanism.
8. AUDIT REPORT
The auditor will issue an opinion on the project financial statements (PFSs). The annual audit
report of the project accounts should include a separate paragraph highlighting key internal
control weaknesses and non-compliance with the financing agreement terms.
9. MANAGEMENT LETTER
In addition to the audit report, the auditor will prepare a management letter, in which the
auditor will:
(a) Give comments and observations on the accounting records, systems and controls that
were examined during the course of the audit;
P a g e 501 | 503
(b) Identify specific deficiencies or areas of weakness in systems and controls, and make
recommendations for their improvement;
(c) Report on the degree of compliance of each of the financial covenants in the financing
agreement and give comments, if any, on internal and external matters affecting such
compliance;
(f) Communicate matters that have come to his/her attention during the audit which might
have a significant impact on the implementation of the project;
(g) Give comments on the extent to which outstanding issues/qualifications issues have been
addressed;
(h) Give comments on previous audits’ recommendations that have not been satisfactorily
implemented; and
(f) Bring to the recipient’s attention any other matters that the auditor considers pertinent,
including ineligible expenditures.
Ideally, the management letter should also include responses from the implementing agency
to the issues highlighted by the auditor.
10. AVAILABLE INFORMATION
The auditor should have access to all legal documents, correspondences, and any other
information associated with the project and deemed necessary by the auditor. The auditor will
also obtain confirmation of amounts disbursed and outstanding at the Bank. Available
information should include copies of the relevant: project appraisal document; financing
agreement; financial management assessment reports; supervision mission reports and
implementation status reports.
11. GENERAL
The financial statements, including the audit report, management letter and management
response should be received by the Bank no later than six months after the end of the
accounting year to which the audit relates.
P a g e 502 | 503
Disclosure- In accordance with the Bank’s disclosure policy, the project audit report
(excluding management letter) should be disclosed by implementing entities. The World
Bank also make the report available for public disclosure through the Bank website.
The auditor should submit the report to the recipient’s designated agent rather than to any
staff member of the project entity. The agent should then promptly forward two copies of the
audit report and accompanying statements to the Bank together with the management letter
and management response.
It is highly desirable that the auditor becomes familiar with the Bank’s Guidelines on Annual
Financial Reporting for World Bank-Financed Activities. The auditor should be familiar with
World Bank Procurement Guidelines, which can be obtained from the project implementing
agency. The auditor should also be familiar with the Bank’s Disbursement Handbook for
World Bank Clients, Disbursement Guidelines for Projects. These documents are available on
the Bank’s website.
P a g e 503 | 503

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MINISTRY OF URBAN DEVELOPMENT & HOUSING

URBAN REVENUE ENHANCEMENT, FUND

URBAN INSTITUTIONAL & INFRASTRUCTURE

PROGRAM OPERATIONS MANUAL

Volume 2: Additional Annexes

Urban Revenue Enhancement, Fund Mobilization & Finance Bureau

Ministry of Urban Development & Housing

Final, April 25, 2018

3. TOR for UIIDP Annual Performance Assessment Complaint Resolution Committee

4. Organization, Staffing & TORs for Federal Mobile Team..............................................76

5. Organization, Staffing & TORs for Regional Mobile Team..........................................163

6. Organization, Staffing & TORs for ULG Focal Persons..............................................245

5. TOR for Annual Independent Procurement Audit for EFY 2010................................329

7. TOR for Financial Audit of UIIDP for EFY 2010.........................................................371

FEDERAL DEMOCRATIC REPUBLIC OF

MINISTRY OF URBAN DEVELOPMENT & HOUSING

URBAN INSTITUTIONAL AND INFRASTRUCTURE DEVELOPMENT PROGRAM

(Revised Final Draft after WB NOL, April 23, 2018)

1. Governance Index (supply side): What is required to achieve good governance in

ECONOMIC & SOCIAL DEVELOPMENT

CITIZENS’ SATISFACTION DEVELOPMENTAL GOOD

ECSPGs Developmental Framework for Performance Measurement

2. Development Index (supply side) What is required in the development of Ethiopia’s

Pillar 2. Micro & Small Enterprise and Urban Productivity (Economy)

Pillar 3. Urban Developmental Good Governance &Services

Pillar 4. Urban Planning, Land Development and Management

Pillar 5. Housing Development, Shelter Provision and Administration

Pillar 6. Integrated Urban Infrastructure

Pillar 7. Environment, Green Services and Recreation

Pillar 8. Resilient, Inclusive and Safer Cities

Pillar 9. Urban Finance

Pillar 10. Urban Social Development

Urban Local Government Development Programs

First Urban Local Government Development Program 2008/09-2013/14

Second Urban Local Government Development Program 2014/15-2018/19

 enhanced participation of citizens in ULG planning and budgeting;

 efficient fiduciary management;

 increased amount of own source revenues at the ULG level;

 improved infrastructure, service delivery and O&M systems; and

 Strengthened accountability and oversight systems.

 Performance based grants to 44 ULGs for urban infrastructure and services

Urban Institutional and Infrastructure Development Program (UIIDP)

Program Development Objective

The Program Development Objective (PDO) is to enhance the institutional performance of

Key Results and Expected Outcomes

The key results indicators are:

Program Scope and Coverage of Urban Centres

Key Features and Financing Modalities

Source Amount Percent of Total

International Development Association US$400.0 47

IDA Scale Up Facility (IDA-SUF) US$200.0 23

Agence Française de Développement US$10.8 1

Total Program Financing US$859.5 100

Window 1 for PforR:

 US$691.11 million (ULG level). Performance-based grants to 117 ULGs for

Window 2 for IPF:

Disbursement Linked Indicators, Minimum Conditions, Performance Measures and Verification

DLIs 1 to 4 focus on ULGs to strengthen ULG institutional roles in the delivery of

DLI 10 is a legacy DLI, disbursing against prior results on institutional performance,