Public Space as Productive Landscapes by Achyut Siddu

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Public Space as Productive Landscapes Endowed Public Spaces in the resource poor community of Obunga. [Kisumu, Kenya]

Problem Statement

Obunga is the poorest and one of Kisumu’s fastest growing informal settlements. Plagued with the epidemic of HIV/AIDS, Obunga is home to a unique social challenge; i.e., a large population of single mothers, orphans and vulnerable children. A child within such a context, is either infected or affected by HIV, thereby developing much more complex cognitive, social, and emotional needs. They must cope with trauma and stigmatization of HIV-related loss in the family. Many are orphaned, isolated, and undernourished, and at greater risk of sexual abuse, violence, and withdrawal from school. Widows too experience a social stigma connected to the disease and moreover lack legal rights to their former homestead, thereby forcing them to move into affordable slum setting losing the possibility to farm and achieve the self-sufficiency that they earlier had. It is thus apparent that it would be meaningless to improve the lives of existing slum dwellers without a parallel attempt to find ways to avoid the recurrence of the phenomenon of slum formation. It is not the lack of adequate shelter, but the absence of facilities and services that creates and sustains a slum like condition. The ‘Public space as Productive Landscapes’ project is a holistic system of public space generation which invests heavily on human capital so as to optimize and transform the limited amount of public, community, common spaces into anchors of civic engagement and upgrading interventions. It attempts to nurture and reinforce the social capital in resource poor communities via policies and interventions that turn public spaces into promoters of food security, social inclusion, education, public health and income generation; thereby mitigating the recurrence and formation of slums in the first place.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Objectives ‘Public space as Productive Landscapes’ aims in improving and empowering the lives of the slum dwellers by making public spaces available and endowing them with those facilities and services that most slum dwellers cannot create, manage and enjoy on an individual basis, i.e. Micro farming initiatives that reinforces food security and empowers women, water and sanitation infrastructure that prevents diseases by improving hygiene, playgrounds that provide safe territories for children, schools targeting early child care, civic centres that train and empower women and youth. Ultimately, it aims to transform common spaces however small into anchors of civic engagement.

Project Description The project is in the informal settlements of Obunga in the Northern part of Kisumu. Obunga is the poorest slum in Kisumu and with a population of 40,000, it is also the fastest growing slum. Being in close proximity to the industrial zone, Obunga majorly comprises of daily wage workers. ‘Public space as productive landscapes’ project moves from thinking of slums as islands of poverty and informality to considering them deprived neighbourhoods that are an integral part of the overall city system but spatially segregated and disconnected due to an absence of streets and public open spaces. We intend to take this deprivation and provide services and facilities that the residents themselves cannot create, manage and enjoy. In addition to this, we also plan to turn public spaces into nodes of civic engagement via capacity building and livelihood training programmes. This street-led approach to city-wide slum upgrading is a simple, cost-effective and an inclusive way of initiating change that is well within existing technical knowledge and experience. The implementation strategy builds on the practical and symbolic role of streets and public spaces as the key to linking neighbourhoods, businesses and economic activities situated adjacent to each other and sharing the common public space provided by the streets. This strategy is well suited for incremental development through strong participatory planning, rather than pursuing the complex implementation of a full-ﬂedged upgrading and urban lay-out plan. The incremental approach based on the prioritization of streets will ensure that strategic choices are made and that the streets selected for improvement are the ones that are most likely to bring the best outcome in terms of development opportunities, poverty reduction, optimization of land use and generation of wealth as a result of increased property values.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Nature of Interventions

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Existing distribution of Endowed Public Spaces

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Proposal/Future Vision of Endowed Public Spaces

Charecteristic of the Community Post Intervention: -Self sustaining communities. -Sustainable Livelihoods. -Enhanced network of Public space system. -Youth Empowerment. -Improved Microclimate. -Improved Hygiene. - Increase in the number of Job creators. -Higher accessibility to Public spaces. - Community led DIY projects. - Hub for Social Innovations

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Escape Velocity for Poverty Why do the poor make so many poor decisions? Data suggests that the people facing poverty borrow more, save less, smoke more, exercise less, drink more and eat less healthfully. The big underlying question is the same: There’s something wrong with them. But research suggests people aren’t poor because the behave differently, they behave differently because they are poor. In deprived communities of Obunga the lack of access to proper nutrition [ breastmilk in cases or many orphans] produces substandard humanity. Poverty narrows ones focus to one’s immediate lack, the next meal, the next bill, access to toilets, thereby the longterm perspective goes out of the window. Our project addresses this very issue by endowing services into public spaces that solves these immediate needs. Through extensive micro-farming initiatives, the poor can grow and eat their own meals. By providing access to water and toilets, takes care of their dignity to life. By providing access to free education, we empower the next generation with the necessary escape velocity to come out of poverty.

Expected outcomes and Indicators Outcomes: It is often deduced in public surveys that the quality and supply of public spaces depends on two parameters: a) the average income of the residents that surround it and b) its distance to the city centre. Obunga being the poorest informal settlement in Kisumu lacks the necessary capital to ensure access to and maintenance of good public spaces. Seen in this perspective, ‘Endowed Public Spaces’ is a means of identifying public spaces as a web of accessible common spaces in a community and providing them with services and facilities that the dwellers themselves cannot create and manage. Our expected outcomes are thus in the form of a concoction of services that cater to different aspects of human wellbeing. These include: 1] Services that enhance the dignity of life, i.e., Running water supply, Sanitation infrastructure. 2] Services that ensure self-sufficiency, i.e., Micro-farming, Rain water harvesting. 3] Services that ensure empowerment, i.e., Schools, Menstrual Hygiene, Vocational centres, Jua Kali training. 4] Ecosystem Services, i.e., Tree cover, Greywater recycling, Waste management. Indicators: In general, slums are characterised by a very limited amount of public space, since land is occupied for residential and private uses, with weak or no provision for public uses and services. This make the nature of public spaces crowded and often supporting many different activities and functions. We believe that it is in such contexts that public spaces must become nodes of civic engagement and citizenship to create places of value and quality. Measuring quality, hence must involve diverse groups of people to define how well a space works. We plan to Kickstart the project by collaborating with local academic and research institutions in Kisumu, i.e., Kisumu Local Interaction Platform [K.L.I.P], Maseno University and J.O.O.U.S.T University to develop inventories of the possible public spaces and context specific public space assessment tools based on the parameters shown in the following matrix.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Collaborating Partners

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Links to human rights, gender, youth, refugees / migrants and climate change.

Project plan and Timelines

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Land Ownership It is very crucial for the sustainence of any intervention to know which agency, or group or individuals would take care of the service. Endowments often face a challenge of maintenance since a top down form of intervention supply prevents the community to build a sense of ownership. Seen in this perspective, Zingira Nyanza would in this project work as an aggregator to itervene in 3 different forms of ownerships: 1. Public Land owned by the government. 2. Area’s allocated by the Obunga Residents Association for community projects. 3. Churches and existing gathering spots.

Note: Detailed project budget, including cash or in-kind contribution provided in Annex C within the proposal

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Organisation’s profile, experience and technical competencies Zingira is a Community Based Organization situated in Kisumu, Western Kenya. For the past 14 years Zingira has been determined to make a constructive impact to the communities within Kisumu and its surroundings by training and co-coordinating the efforts of local artisans to produce a range of handicraft products made from recycled and locally sourced materials. Zingira’s aim has been to provide training, employment and education in the interest of empowerment and social welfare, with the objective of improving life for the inhabitants of Kisumu and beyond. Zingira Community Crafts makes use of unwanted materials to create handicrafts, thereby creating employment and conserving the environment. Vision Empower the local community through use of local resources so as to improve livelihoods and create health and education awareness. Mission To improve the quality of life through social development in a sustainable ways. Objectives: 1] To nurture and reinforce the human capital in deprived communities through capacity building and training programmes. 2] To consolidate, rationalize and institutionalize youth empowerment and livelihood creation programmes via upgraded learning and living environments, material upcycling and interventions of self-sufficiency. 3] Investigating possible synergies of public, private and civil sectors in promoting reuse, sharing and recycling at the neighborhood level.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Track Record

Beyond the Basket [2013-2017] Beyond the Basket was a craft trainings project that was targeting women and youth in the fishing community who were affected by water hyacinth- an invasive water weed in the lake victoria. The project aim was to create an alternative source of livelihood that would help would help solve economic issue created by the water weed which has invaded the fishing space. The was implemented in three counties namely Kisumu, Homabay and Busia and was funded by Mistra urban future through KLIP(kisumu local interactive platform) and was carried out between 2013 and 2017.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Arial Garden Project [2015-2016] Arial garden project was a project designed from the Beyond the Basket project after an impact evaluation report which showed that nearly 50% of income generated by women from the basketry project would be spent in buying food making it had for women to budget for other utility. The arial garden project therefore was initiated to help cut spending on food by training women in the basketry project by on how to set up and manage the ariel garden. The arial garden was scaled up to vertical garden with an objective of supporting many. This project was done between 2015 and 2016 in East Nyakach sub location of kisumu county and was funded by Zingira.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

E-Waste Solar Project [2016-present] E-WASTE SOLAR PROJECT still trying to solve economic injustice among women in the fishing community. Zingira realised that women trading on fish in a night market were facing lighting challenges while transacting their business in the night market. Zingira through its network in the Juakali (informal)sector and working with Engineer without borders (a student organisation at Chalmers university) with a solar lamp made out of electronic waste. The lamp not only helped the women in the market but also in the house where children could easily do their homework.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Let it Grow [2017] This women empowerment project was done in collaboration with Chalmers University of Technology and Reality Studio. As a continuation to the Arial garden project, we planned to make self-sustenance initiatives more prominent in the deprived community of Obunga informal settlements. Forming womens self help groups, we initiated plans of ensuring that women initiate solutions that strengthen the food security situation in the neighborhood. It was funded by the student of Reality Studio and executed in collaboration with the Obunga residents association.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Playocracy [2017] This Public space project was built as an outdoor classroom which encourages a playful form of learning. Built in proximity to the Julia Primary school for orphans and vulnerable children, the Playocracy project achieved in providing a safe space for children to learn and play. It eventually became a social oasis in Obunga, Kisumu as single mothers would leave their children here and go to work. Funded by Architects without borders, Gothenburg and students of Reality Studio, the project was built in just 20 days using child participative design methods and local craftsmen. Zingira also taught the community diffierent ways of using waste as a resource.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Community Toilet [2017] Owing to the increased footfall of children in the Playocracy project . Zingira and Local NGO’s and community organizations [1.Practical Action: Technology challenging poverty, 2. Umande Trust: Innovative Solutions, sustainable communities and 3. Nyasayeber] got together to improve the sanitation infrastructure of the area by installing WC’s and urinals for the children coming to play there.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Learning Garden [2018] To instill a pragmatic way of imparting education in the HIV ridden community of Obunga; we introduced terraforming into the school curriculum of Future Hope Academy, so as to reinforce the food security conditions in the community. To achieve this we wanted to build, with the children, their very own farm. We gathered bio-degradable waste from around the school, ranging form manure, kitchen waste and sawdust, and taught the children the basics of composting. With an intention to increase the nutrition value of the schools existing feeding program. And it did just that, with the school now multicropping; watermelon, tomatoes, kale, ginger and mango. The project was partly funded by Architects without borders, Gothenburg and Reality Studio students.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

ZingiPAD [2007-Present] One of Zingira’s longest running projects, the Zingipad project started with an intention to erase the discomfort reagarding an open discussion of menstrual health in the Kenyan community. Zingira in collaboration and funding with Akaar Technologies has been developing biodegradable sanitary pads using natural materials so as to bring the cost down by more than 50% so as to increase the accessibility and use of sanitary pads. Zingira is presently in the process of streamlining the preparatory process of the pads and developing sustainable packaging solutions to distribute into the communities of Kisumu. We also work with schools and women groups in Obunga to raise awareness among young girls about the various ways to maintaining menstrual hygiene and empower young girls in the community.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Future Hope Academy [2018] In collaboration with Reality Studio and Architects without Borders, Gothenburg. Zingira helped upgrade the learning environment of a school in Obunga by building them an 84 sq.m classroom. The classroom was built in 40 days employing local craftsmen and material. The impact of this project has been substantial as the school has now increased intake of children thereby reinforcing the educational scenario of the community. The classroom was built under 4000 USD with relatively superior microclimatic conditions and local aesthetics.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Furniture [2018] Zingira continued its collaboration with Future Hope Academy by collaborating with Chalmers school of business and Reality Studio students to to design and develop a school furniture that can facilitate pupils and teachers to a more ergonomic, social and equal space for learning. This project was funded the School of Entrepreneurship at Chalmers University of Technology, Gothenburg and is presently planning on upscaling the project around Obunga.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Charecteristics of the Past that guide the implementation of this Project

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Charecteristics of the Past to guide the implementation of this Project

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Diverse Netowrks of the Past to guide the implementation of this Project

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Learnings of the Past to guide the implementation of this Project

Local Operations and Capacity

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Zingira has 6 (project coordinator, project leader/manager, communication office finance office and leader of capacity building and skill shaping)direct employee at the management level. Over the past years Zingira has grown its capacity by training trainers who have had a work experience of over three years. Zingira has a trained trainer’s database with about 35 qualified trainers who are on standby for engagement at any given time zingira needs them. If need be, Zingira can also out sources any needed capacity from within its network (both locally and internationally) that it has built over the past 15 years. Zingira has developed a very strong relationship 2 local university(Maseno and JOOUST, Kenya) and 2 international university(Chalmers and Gothenburg University, Sweden) who with relevant survey and research that can be of assistance to the project.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Policies and procedures: Project Monitoring Policies and Procedures: Project Monitoring Policies: The funds allocated for purchase of both office equipment, and construction materials should be monitored for efficiency. -Collect monitoring evidence that the Outputs are being produced as intended and efficiently. -Monitoring the project’s contribution to progressive achievement of Outcomes -Ensure that monitoring evidence reliably informs whether the project Outputs being generated remain relevant to achieving the Outcome -Ensure that activities/events needed for monitoring are scheduled and responsibilities assigned -Ensure that the project budgets include adequate human and financial resources for monitoring and evaluation -Ensure the capture of issues and lessons; discern what issues have emerged during implementation: Have the foreseen risks and assumptions materialized? Have other unforeseen challenges, opportunities and risks materialized? Are these being managed? - Decide whether or not the project will be evaluated. Project Monitoring Procedures: Project monitoring procedures will include but will not be limited to: -Measuring performance-This will include measuring both cost performance and schedule performance. Cost performance will be used to check whether the budget is used well and whether it will be enough to complete the project. Schedule performance will be used to check whether the planned schedule and dates can be attained. -Determining of variances and whether they warrant a change request. It will allow checking whether the initial budget will be enough to complete the project on schedule. Variances of above 20% in terms of duration and expenses from the initial baseline will mean that the budget has to be reviewed to factor in the variances for successful completion of the project. -Perform integrated change control. Changes are to be implemented in an integrated manner. This will help to evaluate the changes and its impacts on the project. Proper change implementation is planned to minimize the risk posed by the changes. -Approving or rejection of changes. The changes to the project may be approved or rejected by the project board. If a change is approved, project plan revisions should be done to accommodate the new changes. -Informing stakeholders of approved changes. The stakeholders will be informed of any approved changes as it may have an effect on the cost and the duration of the project. -Managing Configuration. This means the meaningful management of resources to achieve the best outcome as per the set schedule. It involves management of capital, labour, and the resources such as construction materials and office equipment. -Creation of forecasts. It involves creation of forecasts of budgets. How much a project will cost to completion? The end date of the completion of the project? It enables estimate how far the project is from the target.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP -Perform quality control. The project should be checked after every month to ensure it meets the standards set for the project. -Report on project performance. Project performance reports will be sent to the stakeholders after every month to accountability and transparency. -Perform risk audits. Anticipated risks must be documented and strategies to alleviate the risks to be planned In case it occurs. -Manage reserves. 10% of the total budget should be set aside to cover any unexpected expenses and to accommodate the impact of risk. A 3 month buffer period should be planned to overcome any kind of risk that might occur during the project. -Administer procurement. Tools, equipment for the project will be outsourced therefore administration of the procurement is vital to the success of the project. Procurement Policies and procedures Procurement Policies Purpose of Procurement: The purpose of procurement regulation is to ensure that (Name of organization) gets the highest quality of desired good and services. The regulations are also aimed at streamlining the process of procurement while maintaining adequate controls. The procurement procedures will apply to all the staff involved in the procurement process and to all types of procurement. The procurement committee: The Zingira procurement committee shall be composed of board, finance, and administration representatives. The committee shall meet when there is need to deliberate on issues pertaining to procurement. The key terms of reference for the committee shall be to: -Award tenders -Approve orders -Award contracts -Approve variation of contracts conditions Separation Of Duties : There shall be proper separation of duties between: The person who orders a particular purchase from a vendor. The person who satisfies that the goods supplied are satisfactory. The person who accepts goods into store. The person who authorizes payment. Procurement Requisition (PR) Each specific procurement procedure process shall be initiated by procurement requisitions to the procurement officer and should show detailed specifications and 2 requirements for the item(s) being requested. They should also indicate that the item is budgeted for. The PRs allows flexibility within the overall plans regarding specifications, exact quantities, delivery dates, etc. They are also used to cater for un-planned or emergency procurement. The PR form will show the following:

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP 1]Items required. 2]Quantities. 3]Delivery dates and locations. 4]Accounting information. 5] Whether procurement is within APP/budget or emergency or unplanned. 6]Signature of the preparing person. 7] The departmental head. Procurement Procedures Procurement Process Report Upon receipt of requisitions, the procurement officer will first verify that the requisition is properly approved according to the signing authority. He/she will then enter the requisition details into the procurement report worksheet. After this, he/she will begin the process of sourcing for the goods. The procurement report worksheet is updated to reflect requisition as they are received. It also includes information on status of each procurement requisition, complete with expected delivery date. This is to be submitted to projects department on a monthly analysis. The procurement officer is required to present a monthly financial and narrative report on procurement to the executive director, through the administrative assistant and a copy forwarded to the financial officer. Vendor Selection Careful selection of vendors should be done to ensure that best possible price, quality and delivery time available within the markets is obtained. A list of suitable vendors (the list of pre-qualified vendors), for each type of goods and services based on letters of introduction and past performance shall be maintained. This will make the process of vendor identification much faster. The vendor list shall be reviewed and updated periodically to ensure that current known factors are taken into consideration. Vendor Selection Criteria The following set of criteria will be essential for deciding the choice of vendors: i) Price ii) Quality of goods/services. Such a justification must be verifiable. iii) Availability of goods/services within the required delivery time. iv) After sale services, including availability of parts/supplies. v) Bidder’s previous records of performance and service. vi) Ability of bidder to render satisfactory service in this instance. vii) Financial stability of the vendor. viii) Availability of bidder’s representatives to call upon and consult with ix) Payment terms x) Warranty offered. xi) Ability to provide samples Procedure For Tender. The procurement office and the heads of the various departments may recommend potential vendors but the selection of those invited will be left to the discretion of the procurement committee. The procurement officer will send an invitation to tender to each supplier listed to be invited. The vendors will pick up tender documents at Zingira specifying the goods and details or any relevant information needed to get accurate bids. All suppliers must receive the same information.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP Use of Dealers and Sole Suppliers In the interest of ensuring quality, reliability and timeliness, the procurement officer may establish purchase agreements or contracts with main dealers of regularly purchased goods. Where possible due to other factors, the procurement office will negotiate rates and discounts with the supplier or a method to determine price for invoice justification. Local Purchase Orders (LPO) with Vendor The LPO is a contract with vendors should include all information regarding the goods and services being procured as well as standard terms of delivery, payment and arbitration in case of dispute. If contracts are precise and clear, possibilities of disputes will be reduced and Zingira will stand far greater chance of receiving the goods and services as expected. Upon selection of a vendor, a legally binding contract or work order will be drawn-up for the goods and services in question and signed by both parties prior to procurement. Detailed specifications; quantities, unit prices, delivery deadlines, locations, and payment schedules will be specified in such contracts. Order for Recurring Requisition Procurement of a recurrent nature, i.e. where the same goods and services may be issued several times a year, one vendor may be selected for a period of up to one year. In some cases, particularly for services, contracts for the goods or services can be drawn up once, which may then be reference every time those goods or services are required without requiring separate quotations and contracts on each occasion. In other cases, particularly for regularly purchased goods, vendors can be selected once, but separate contracts will be drawn-up on each occasion the vendors are used. Certifying Delivery of Goods and Services The procurement process cannot be completed without certification that the goods and services procured have been received entirely to Zingira’s satisfaction, in particular, to the satisfaction of the requisition. The procedure for receiving goods and services is therefore important in ensuring that vendors have entirely met their obligations. Once Zingira has certified that goods and services have been received to their satisfaction, it has little further resources to complain about a vendor’s performance; and payment can then be made. In all cases, the certification of receipts of goods and services is pre-requisite to Zingira and the following guidelines are essential for that purpose. i. The procurement office should ensure that goods and services are checked against contracts, Waybills, invoices, or delivery notes. ii. Requisition department at the time of delivery will facilitate the receiving and checking of goods and services whereby the receiving person will have to sign the delivery notes or any other documents during delivery. iii. Physical checking should be done by the requisitioning department and not by the procurement office. iv. In some cases, receiving of goods and physical checking of goods or services may be delegated to other [name of organization] officers who are so authorized by the procurement officer. Such might include cases where goods of services are delivered directly to a project field location; or where specialist’s technical certification is required. v. Any differences between documents done physical checks should be noted and reported to theprocurement officer for action. Payment-Processing Procedure The recipient department is responsible for preparing payment requisition which then it forwards to the procurement office for checking and certifying. The document is then sent to the finance department for further checking and necessary approval and authority to pay. All payments must be made in accordance to the contractual terms between the vendor and [name of organization] and in reference to the financial policies.

Procurement of Services Appointing and Paying of Consultants APPOINTING AND PAYING CONSULTANTS

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Consultants’ services shall be sought for: i) A job for which the required technical expertise does not exist in-house at Zingira Community crafts. ii) A job that is not on-going and hence does not require full time staff. iii) A job that does not require more than 6-months continuous engagement. The following procedure shall be observed for engaging the services of a consultant at Zingira Community crafts. i) The decision to hire the services of a consultants shall be taken by the executive director in liaison with the heads of the various departments in consultation with the board of directors. ii) The executive director shall send invitation to specific appropriate consultant(s) requesting for proposal for the consultancy by a stated date. iii) The proposals received shall be reviewed by a panel composed of the various heads of department and the ensuing recommended name shall be submitted to the executive director who shall discuss with the Zingira’s executive committee. iv) The terms of reference for the consultancy shall be mutually agreed upon and the Financial officer shall be involved in the negotiation of financial aspects of the terms. v) The contract agreement shall be signed by both parties before commencement of the consultancy assignment. vi) Payment is conditional on satisfactory completion of the whole job unless the agreement provides for instalments at completion of specifically agreed components/tasks. Appointing and Paying Temporary Staff Temporary staff include locum, short-term project staff engaged for on-off tasks. The following procedures shall be observed for engaging the services of temporary staff; i) The temporary staff is engaged by the executive director in liaison with the department in need of the staff and the financial officer. ii) The letter of engagement is issued by the executive director stating the temporary status of the employment and the agreed terms. iii) A temporary staff is expected to comply with all the policies of Zingira Community crafts while in the service of the organization. iv) Payment shall be made at the end of the month along with the payroll of the regular staff.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP Appointing and Paying Casual Workers Casual workers will be those engaged in project work especially manual work, for one to several days. The following procedure shall be observed for engaging the services of casual workers: i) The casual workers are engaged by the heads of departments upon the approval of the executive director. ii) A list of casual workers (name and identity numbers) shall be maintained by the head of department stating the terms of reference for the casual worker. iii) The letter of authority for engagement of casual workers shall be issued by the executive director to the head of department, stating the terms of reference for the casual workers. iv) Casual workers are expected to comply with all the policies of Zingira Community crafts while at their service. v.) Payment shall be made on a daily or weekly basis. Anti-fraud Control and Procedures Goods and services will only be procured within approved budgets except in case of emergencies, which has to be approved by the executive director. Thus, in addition to being responsible for preparing the budget, the departmental heads should ensure that actual procurement throughout the period of the project remains within the budget. Each requisition should reference the procurement Plan line bearing the item or requisition and if need, be attached to the page of the Procurement plan where such line is contained. The financial officer shall assist the procurement officer in conducting periodic checks on procurement activities to ensure that they conform to the procurement plan, donor procurement requirements, and Zingira’s policies and procedures. It is the responsibility of the person who signs the local purchase order (LPO) to verify that the following have been, done whether or not he/ she actually collects the goods concerned: (i) That the correct quantity has been received and signed. (ii) That the quality and price of goods is as agreed. (iii) That all goods delivered have been securely and inventory records appropriately updated. (iv) That the delivery note is checked, signed, and forwarded to the financial officer to await the invoice. Purchases under petty cash must not exceed the maximum amount established and documented by the financial officer. Procurement staff and all members of the procurement committee will be required to sign a ‘conflict of interest’ document stating that they will not purchase goods or services from a company they have a vested interest.

Counterpart Contributions

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Risk Analysis:

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

Identification of Risks Public spaces play a vital role in the growth of a society. The services endowed in it are important for all members of the community. In the National Children Policy 2010, the government provides for provision of child friendly and well equipped community parks for play and leisure, for the continued holistic development of children. The project of development of community recreational facilities however faces many challenges. The challenges are listed below but are not limited to the following: 1] Human Risks- Human risk involves the risk posed during the period to initiate the project. It may illness, injury, or death of staff during the project. 2] Operational Risk- It includes disruption of supplies and operations, loss of access to essential asset, or failures in distribution. 3] Procedural Risk – Failures of accountability, internal systems, or controls, or from fraud. 4] Project Risk– Going over budget, taking too long on key tasks, or experiencing issues with product or service quality. 5] Financial Risk – Fluctuation of market prices of office and construction equipment. 6] Technical Risk – Advances in technology, or from technical failure. 7] Natural Risk – Weather, natural disasters, or disease. 8] Political Risk – Changes in tax, public opinion, and government policy. 9] Structural Risk– Dangerous chemicals, poor lighting, falling boxes, or any situation where staff, products, or technology can be harmed. 10] Terrorism. Risk Mitigation Treatment -Avoid -Reduce -Transfer -Accept Risk Mitigation Measures I. Transfer and reduce the risk: a] Offering insurance policy for the staff to reduce the human risk. b] Technical risks can be reduced by ensuring that technology is vetted by experts before adoption. c] The risk caused by natural disasters and weather can be reduced by factoring the risks in the budget and planning on how to remedy the effects. d] Political risk can be reduced by involving the community, their opinion leaders, and local authority. The local authority will include the provisional administration, the MCA, MP, the senator, and even the Governor. e] Structural risk can be reduced and managed by ensuring the equipment used for the construction by the staff factor in all elements of the weather to allow for flexibility during the project. Warehouses and offices can also be constructed to protect both the staff and the technology from harsh conditions.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP II. Reduce the risk by following the purchasing procedure in Procurement: a) Maintain baseline prices III. Transfer and reduce the risk of ordering the wrong quantity. IV. Reduce the risk of delivering to the wrong place by: a) Printing clear instructions on the purchase order on where delivery should take place b) Following up with phone calls or emails V. Reduce the risk of not delivering on time by a) Collaborating with programs and other departments in budgeting b) Issuing purchasing orders on time c) Following through with the supplier on phone and/or email d) Have service delivery agreements with user departments and vendors Vi. Avoid risk of terrorism by: a) Do a premises check. b) Conduct a background check. c) Continually improve our supplier selection process. Vii. Reduce system failure by: a) Manual backup b) Adhering to the standard procurement procedures. Viii. Reduce internal and external fraud by a) Ensuring consequences are meted out. b) Adhering to the procurement policies and procedures. c) Anonymous whistle-blowing.

Project Sustainability

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP

1] Taking a social and institutional perspective on innovation, ensures a continuity to the interventions provided. 2] Adapting and building on to a Jua Kali way of working [open-ended, extentional, durational and existential approach] ensures a higher rate of familiarity and acceptance of the public space. a] Open ended: From improvisation to prototyping b] Extensional: From Local clusters to Glocal work-nets c] Durational: From short term “Quick fixes” to long term development. d]Existensional: From providing access to resources to building capabilities from “within”- creating a context of ‘care’. 3] Working with a polycentric innovation process, decentralizing power to ensure civic engagemet of diverse nature. a]Glocal ‘work-net’- crossing cultural and geographical borders. b] Multiple actor involvement- a transdisciplinary approach. c] Multiple innovation centers d] Local ownership- distribution of power, autonomy e] Leapfrog technology- Job seekers to Job creators 4] Adopting an incremental transformation process, resulting into sustainablea and cumulative effect of implementing smallscale ideas over a prolonged period of time. 5] Creating strategic partnerships that assist and commence future research projects and implementation.

UN-Habitat CFP Reference: CFP/10-2018/CPEDU-PSP