REPUBLIC OF SIERRA LEONE ENHANCING SIERRA LEONE ENERGY ACCESS PROJECT (P171059) STAKEHOLDER ENGAGEMENT PLAN FOR ENHANCING SIERRA LEONE ENERGY ACCESS PROJECT NOVEMBER 2020 i TABLE OF CONTENT TABLE OF CONTENT ........................................................................................................................................... ii LIST OF ABBREVIATIONS AND ACRONYMS............................................................................................... iv 1.0 INTRODUCTION ......................................................................................................................................1 1.1 Overview...................................................................................................................................................1 1.2 Purpose, Objective and Rationale of SEP .............................................................................................2 1.3 Project Description ..................................................................................................................................4 1.4 Potential Social and Environmental Risks and Impacts.....................................................................8 1.4.1 Positive impacts of the ESLEAP ....................................................................................................8 1.4.2 Negative environmental and social impacts................................................................................8 2.0 APPLICABLE REGULATIONS AND REQUIREMENTS ................................................................11 2.1 World Bank Requirements ...................................................................................................................11 3.0 SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES ..........................13 4.0 STAKEHOLDER IDENTIFICATION AND ANALYSIS .................................................................17 4.1 Stakeholder Identification ....................................................................................................................17 4.2 Stakeholder analysis ..............................................................................................................................19 5.0 STAKEHOLDER ENGAGEMENT PROGRAM ................................................................................24 5.1 Stakeholder Engagement Considerations ..........................................................................................24 5.2 Specific Communication Requirements .............................................................................................26 5.3 Stakeholder Engagement Activities ....................................................................................................28 5.4 Stakeholder Engagement Resources and Responsibilities...............................................................32 5.4.1 Responsibilities ..............................................................................................................................32 5.4.2 Resources ...............................................................................................................................................33 6.0 GRIEVANCE REDRESS MECHANISM .............................................................................................35 7.0 MONITORING AND REPORTING ....................................................................................................37 7.1: Reporting Stakeholder Engagement Activities .....................................................................................40 ANNEXES...............................................................................................................................................................41 Annex 1: Initial Stakeholder Engagement Meeting Report .............................................................................41 Annex 2: ESURP Complaints Procedure, Grievance Resolution and Complaints Log Sheet ....................46 ii LIST OF FIGURES Figure 1: Beneficiary Project Districts ...................................................................................................................4 Figure 2: 2015 Population of beneficiary district headquarter towns ..............................................................5 Figure 3: Grievance Mechanism for parent ESURP and AF to be adapted for ESLEAP .............................36 LIST OF TABLES Table 1: Number of Customers to be Added or Connected to the Grid ..........................................................6 Table 2:Project Components, Implementing Agencies and Indicative Budget ..............................................7 Table 3:Summary of previous stakeholder engagement and communication activities .............................13 Table 4:List of Stakeholders identified for ESLEAP .........................................................................................18 Table 5: Stakeholder Groups and their Interest and Influence on the Project ..............................................20 Table 6: Stakeholder Engagement Techniques ..................................................................................................26 Table 7: Stakeholder Engagement Activities .....................................................................................................29 Table 8: Budget Estimate for Stakeholder Engagements and Disclosures ....................................................34 Table 9: Key Performance Indicators for Monitoring Framework .................................................................38 iii LIST OF ABBREVIATIONS AND ACRONYMS AF Additional Financing ARAP Abbreviated Resettlement Action Plan CLSG Côte d’Ivoire-Sierra Leone-Sierra Leone-Guinea CSOs Civil Society Organizations EDSA Electricity Distribution and Supply Authority EGTC Electricity Generation and Transmission Company ESHIA Environmental, Social and Health Impact Assessment ESMP Environmental and Social Management Plan ESMS Environmental and Social Management Specialist ESMU Environmental and Social Management Unit ESURP Energy Sector Utility Reform Project EWRC Electricity and Water Regulatory Commission FM Financial Management FMS Financial Management Specialist GBV/SEA Gender-Based Violence / Sexual Exploitation and Abuse GoSL Government of Sierra Leone GPC General Project Coordinator GRM Grievance Redress Mechanism IDA International Development Association IFC International Finance Corporation LV Low Voltage MoE Ministry of Energy NGOs Nongovernmental Organizations NPA National Power Authority O&M Operation and Maintenance PAP Project-affected People PIT Project Implementation Team PIU Project Implementation Unit PMT Project Management Team PMU Project Management Unit PV Photovoltaic RAP Resettlement Action Plan RPF Resettlement Policy Framework WAPP West African Power Pool iv 1.0 INTRODUCTION 1.1 Overview The Government of Sierra Leone intends to apply for a loan from World Bank (WB) to finance the Enhancing Sierra Leone Energy Access Project (ESLEAP). The proposed electrification project supports the government sector strategy and builds on WB’s sustained engagement in the country’s energy sector. The main objective of the project is to increase electricity access rates and improve financial performance of the power sector. The proposed activities, when completed, will enhance the capacity of the distribution network to take and distribute additional electricity to be provided by the Cote D’Ivoire, Liberia, Sierra Leone, and Guinea (CLSG) interconnection and other generation capacity and further improve EDSA’s tech nical and commercial performance. As part of the preparation for the project, GoSL is required to undertake and complete an Environmental and Social Impact Assessment (ESIA) in accordance with the Sierra Leone (EPA- SL) Act 2008 as amended in 2010, the World Bank Environmental and Social Framework (ESF) and the World Bank Group Environmental, Health and Safety Guidelines for Electric Power Transmission and Distribution. Part IV, section 23 subsection 1, of the EPA-SL Act stipulates that projects, as outlined in the First Schedule, require an EIA as a condition of permit commencement of works and operation. The Second Schedule of the Act further highlights the factors determining whether a project requires an EIA. Stakeholder1 engagement is a requisite part of the ESIA process and is also an important ingredient throughout project conduction to assure successful delivery of the project development objectives. The World Bank has a long history of multi-stakeholder engagement and strategies to promote effective project preparation, project implementation and project monitoring, which entails empowering citizens to participate in the development process and integrating citizen voice in development programs as key accelerators to achieving results. The GoSL is committed to partnering the World Bank in mainstreaming stakeholder engagement in operations it supports to improve outcomes. Stakeholder engagement is about building and maintaining constructive relationships over time. In this context, it is the two-way interaction between stakeholders and the government implementing agencies that gives stakeholders a voice in decision-making with the objective of improving the development outcomes of the intervention. It is an ongoing process that extends 1 Stakeholders are defined as persons or groups who are directly or indirectly affected by a project, as well as those who may have interest in a project and/or the ability to influence its outcome, either positively or negatively. 1 throughout the life of the project and encompasses a range of activities and approaches, from information sharing and consultation, to participation, negotiation, and partnerships. The nature and frequency of this engagement would reflect the level of project risks and impacts. 1.2 Purpose, Objective and Rationale of SEP The purpose of this Stakeholder Engagement Plan is to describe the proje ct’s strategy and program for engaging with stakeholders in a culturally appropriate manner: encompassing guiding principles, how stakeholders will be identified and involved throughout the course of the project, provide information on previous engagements undertaken, prescribe processes and procedures to be followed for stakeholder engagement and information disclosure, and outline the responsibilities of the relevant institutions and contractors in the implementation of upcoming engagement activities etc. The goal is to ensure the timely provision of relevant and understandable information. It is also to create a process that provides opportunities for stakeholders to express their views and concerns and allows the project to consider and respond to them. Key principles that will undergird effective engagement include: • Providing meaningful information in a format and language that is readily understandable and tailored to the needs of the target stakeholder group(s); • Providing information in advance of consultation activities and decision-making; • Disseminating information in ways and locations that make it easy for stakeholders to access it; • Respect for local traditions, languages, timeframes, and decision-making processes; • Two-way dialogue that gives both sides the opportunity to exchange views and information, to listen, and to have their issues heard and addressed; • Inclusiveness in representation of views, including women, vulnerable and/or minority groups; • Processes free of intimidation or coercion; • Clear mechanisms for responding to people’s concerns, suggestions, and grievances; and • Incorporating feedback into project or program design, and reporting back to stakeholders. The objectives of the SEP include the following: • Ensuring open and transparent understanding between the project and stakeholders: A good stakeholder engagement should ensure an open, inclusive and transparent process that is sensitive to cultural and social environments of the stakeholders. 2 • Involving stakeholders in implementation: Local knowledge and information plays an important role in project preparation, implementation and management including scoping, impact assessments, disclosure and validation of all safeguard instruments. • Building relationships: Open, fair and transparent dialogue and engagement will help establish and maintain a productive relationship between the project team and stakeholders. • Engaging vulnerable groups: Often, the concerns of vulnerable people are not adequately addressed but an open and inclusive approach to consultation would increase the opportunity of stakeholders to provide comments on the Project, and to voice their concerns. Some stakeholders, however, need special attention in such a process due to their vulnerability. Special measures will be considered to ensure that the perspectives of vulnerable stakeholders are heard and considered. • Managing expectations: The expectations of stakeholders are usually very high and it is important to ensure that the Project does not unrealistically raise the expectations of stakeholders on proposed project benefits. The engagement process will serve as a mechanism for understanding and managing stakeholder and community expectations, where the latter will be achieved by disseminating accurate information in a timely and accessible way. Information will be made freely, transparently, and objectively by EDSA to all stakeholders. • Ensuring compliance: The stakeholder engagement process will ensure compliance with both local regulatory requirements and international best practice. An effective stakeholder engagement plan aims to develop a “social license� to operate and will depend on mutual trust, respect and transparent communication between EDSA and its stakeholders. The rationale is to improve decision-making and performance by: • Managing risk: Engagement helps project EDSA and communities to identify, prevent, and mitigate environmental and social impacts that can threaten project viability; • Enhancing reputation: By committing to environmental protection, EDSA and financial institutions (World Bank) involved in financing the project can boost their credibility and minimize risks; • Managing costs: Effective engagement can help EDSA avoid costs, in terms of money and reputation; • Avoiding conflict: Understanding current and potential issues such as land rights and proposed project activities; • Improving corporate policy: Obtaining perceptions about a project, which can act as a catalyst for changes and improvements in EDSA corporate practices and policies; 3 • Identifying, monitoring and reporting on impacts: Understanding a project’s impact on stakeholders, evaluating and reporting back on mechanisms to address these impacts; and • Managing stakeholder expectations: Consultation also provides the opportunity for EDSA to become aware of and manage stakeholder attitudes and expectations. 1.3 Project Description The proposed project is aligned with GoSL’s sector development and electrification goals as stipulated in new Medium-Term National Development Plan (2019–2023), entitled ‘Education for Development’. The new MTNDP aims at increasing the country’s electricit y access from about 15 percent to 30 percent, including the electrification of all district headquarter towns by 2023. The governemnt has conducted various studies and analysis, supported by donors, to derive a general path to gradully increase electriciy access rate. There are a total of fifteen (15) districts in Sierra Leone, of which the Project will principally be implemented in nine district capital towns and adjoining communities at different scales. See Figure 1 for beneficiary project districts. Figure 1: Beneficiary Project Districts The short-term target is to electrify headquater towns of all districts where the population, 4 industrial and commercial activities are concentrated. The total population in these towns (Figure 2) account for about 9.3% of the countries total population (Statistics Sierra Leone, 2018). Population 350000 320,316 Population of Towns 300000 250000 200000 124,662 124,634 150000 100000 40,313 50000 17948 8,850 18,411 12,471 0 Name of Towns Figure 2: 2015 Population of beneficiary district headquarter towns Due to the population density, the unit cost of providing electricity service is less than a quarter of that in rural areas. Due to the higher share of industrial and commercial customers, the affordability of consumers as well as the expected economic benefits for electriciy sercvice, are much higher. In the meanwhile, the government has supported donors to pilot rual electrificaion through the development of mini-grids. The government also supports standalone PV systems to be developed by the private sector. The proposed project will increase access to electricity for households, commercial, and industrial users, and public institutions in six of the 15 district headquarters and their surrounding communities, which currenlty have no access to any form of electricity, through on-grid extension and isolated/mini-grid solutions. The project also support the extension of grid electricity to two district headquarters towns which are currently supplied by high cost and high emission liquid fuel plants. In addition, the project will support financial improvement of the sector through further sector reform, governance and management imrpovement of EDSA. The project also intends to support private sector particiaption in grid- conencted solar PV development, operation and expansion of isolated/mini-grids, and provision of standalone PV systems to home, public institutions, industrial and commercial entities. Component 1: Electrification through Gird Extension (US$41 m) The component consists of two types of main activities: 5 (a) Four segments of sub-transmission and distribution lines of 66 kV, 33 kV and shield wire with a total length of about 190 km to connect the distribution networks in four districts headquarter towns to the proposed 225 kV transmission line network in Kambia, Kabala, Kailahun, and Pujehun. If these towns are not connected to the transmission network, they would be served by small liquid fuel generation units, which are costly, polluting and unreliable due to frequent shortage of fuel and spare parts); and (b) The rehabilitation and expansion of the distribution networks in Waterloo, Makeni, Magbraka, Koidu, and Port Loko, including several adjacent communities to provide electricity to new customers. Table 1 depicts the number of new customers to be added to the Grid. Table 1: Number of Customers to be Added or Connected to the Grid Towns Total No of No of HH No of HH to be Population Household connected to the connected under (HH) grid the Project* Kabala 17,948 2,991 0 1,455 Pujehun 8,850 1,475 0 738 Kambia 12,471 2,078 0 1,040 Kailahun 18,411 5,068 0 2,534 Waterloo 320,316 53,386 EDSA 30,000 Makeni 124,634 20,772 12,344 2,850 Magburaka 40,313 6,720 1,050 2,300 Koidu 124,662 20,777 2,904 3,150 Port Loko 33,541 5,590 714 2,650 Component 2: Electrification through mini-grid and standalone solar systems (US$15.7 m) Due to the very low access rate in the country, the Government will focus on electrification of major towns and communities close to the transmission lines in the short to medium term through grid extension. The component will address the challenges to opening-up and scaling up the market in the productive sector by the private sectorhelp and directly support the the provision of solar electricity for health facilties and schools as electricity provision for these public instituions would need to be done through public funding. The component includes five subcomponents: 1. Subcomponent 2(a). Installation of a mini-grid (US$5.0 m IDA). 2. Subcomponent 2 (b). Off-grid marekt development fund (US$4.0 m IDA). 6 3. Subcomponent 2 (c). Installation of solar PV systems for health facilities (US$1.7 m IDA, US$1.3 m PHGR) . 4. Subcomponent 2 (d). Provision of solar PV systems and solar lanterns for schools (US$1.3 m IDA, US$1.4 m PHGD grant). Component 3: Human capital development and project implementation support (US$6 million) Sub-component 3(a). This subcomponent will support MoE in: (i) the procurement of a private firm for the operation, maintenance and future expansion of the mini-grid under component 2; (ii) the development and operationalizing of the off-grid market development fund; (iii) prepration of a clean cooking investment project; (iv) the strengthening of the institutional capacity of the key stakeholders in promoting and managing the development of renewable energy and in implementing national electrification strategy; (v) strengthening of policy and institutional capacity to reduce gender disparity in energy sector employment and in energy access; and (vi) operational expenditures. Sub-component 3(b). This sub-component will support EDSA building on the progress made in improving EDSA’s management and staff capacity, further strengthening the governance and management of EDSA to achieve full corporatization and commercialization so that EDSA management has the autonomy and incentives to manage and is fully accountable for the results, while the Government agencies play their respective roles as policy maker and regulator and keep at arm length from EDSA’s daily operations. Table 2 shows the project components, implementing agencies and the indicative budget. Table 2:Project Components, Implementing Agencies and Indicative Budget Implementing Amount (US$, Components Agency millions) Component 1: Electrification by grid extension EDSA 41 • Distribution network expansion and customer connection 22.5 • 66 kV sub-transmission line 10.5 • 33 kV distribution lines to link with transmission network 4.0 • Meters 3.0 • Construction supervision engineering consultant 1.0 Component 2: Off-grid market development MoE 15.7 Subcomponent 2.1: Solar generation and battery storage in 5.0 Moyamba Subcomponent 2.2 Funds for Solar PV systems for productive 4.0 businesses Subcomponent 2.3: Solar PV systems for health facilities 3.0 Subcomponent 2.4 Solar PV systems and lanterns for schools 2.7 7 Subcomponent 2.5: Results monitoring and evaluation 1.0 Component 3: Human Capital Development and 6.0 Implementation Support • Implementation support to MoE MoE 2.5 • Studies and training MoE 1.5 • Technical advisers, consulting services and Training EDSA 2.0 TOTAL $62.7 1.4 Potential Social and Environmental Risks and Impacts The ESLEAP is anticipated to bring significant positive changes to the populations in the project districts. However, the project would also have adverse environmental and social impacts which need to be assessed and appropriate mitigation incorporated to enhance project outcomes. 1.4.1 Positive impacts of the ESLEAP I. Employment Generation II. Improvements in standards of living 1.4.2 Negative environmental and social impacts There is a wide range of potential environmental and social problems to be caused by the ESLEAP. Such impacts may arise during the development stage (e.g., construction of transmission lines) or may endure throughout the life of the project, over several decades. The impacts can be permanent, even if there is closure and decommissioning, unless carefully planned rehabilitation is undertaken. Project impact assessment is based on the social, ecological and physical information gathered during the study, and knowledge of biophysical and social interactions in the project locations. Using these pieces of information, impacts have been characterized into those that affect the biophysical and the socio-economic environments. For each impact, a brief description is provided. I. Pre-construction Phase A. Noise and emissions, accidents and potential damage to road and infrastructure B. Safety of Residents II. Construction and Implementation Phase As with most projects of this nature, construction and/or rehabilitation phase impacts are transient and will be felt during the actual period of implementation. 8 A. Impacts arising from transportation and storage of materials The issues involved in the rehabilitation and or construction of the networks include: • Transportation of equipment and materials to the site, involving medium to heavy-duty trucks carrying loads to the various construction sites along the line route and substation sites; and • Storage of the materials, with long travel distances to the provincial headquarter towns. The road network to most of the towns is quite adequate although access to the sites within hilly areas could be difficult. The impacts associated with transportation would include: • Noise from truck movements; • Emissions from vehicle exhausts; • Dust emission from haulage of sand; • Damage to road surfaces and dust generation where roads are not paved; and • Potential road accidents including falling objects from trucks. These impacts would affect soil, air, ambient noise, land use, and occupational/public health and safety. B. Impacts arising from digging trenches for underground works The impacts arising from this activity include: • Exposure of soils to erosion and degradation from runoff; • Noise from grading machinery; • Sediments and runoff from exposed soil surfaces polluting receiving water bodies; and • Loss of use of land and structures in RoW by existing users who are within the vertical clearance limit. C. Other impacts arising from installation and construction works Other adverse impacts associated with construction include: • Waste generation; • Chance archaeological finds during excavations; and • Safety of workers assembling tower members. • Resettlement impacts D. Loss of Vegetation E. Soil Erosion Concerns F. Loss of Habitats G. Fire hazards H. Concerns regarding Creosote Chemicals on Wooden Distribution Poles 9 I. Occupational Health and Safety for the Workers and the Public J. Potential Disruption of Supply of Electricity to Business and Other Existing Customers K. Loss of land, assets, and livelihood L. Noise from Construction Crew and Traffic M. Concerns related to the influx of population a) HIV/AIDS Concerns b) Gender-Based Violence (GBV), Sexual Harassment (SH) and Sexual Exploitation and Abuse (SEA) c) Insecurity and theft III. Concerns related to Operation and Utilization of Electricity a) Community health and safety b) Increased Hazardous Wastes c) Vandalism of Infrastructure d) Concerns over Transformer Oil Spillages 10 2.0 APPLICABLE REGULATIONS AND REQUIREMENTS This SEP considers the existing national institutional and regulatory requirements pertaining to stakeholder participation in development initiatives and the WB’s Environmental and Social Framework (ESF) and the 10 associated Environmental and Social Standards (ESSs). The SEP will comply with stakeholder consultation and information disclosure requirements as stipulated in national legal instruments and international best practice. 2.1 World Bank Requirements WB has outline ten (10) comprehensive set of specific Environmental and Social Standards (ESS) that projects are expected to meet. Stakeholder engagement in line with the World Bank requirements is associated with ESS 10. The World Bank’s Environmental and Social Framework (ESF)’s Environmental and Social Standard (ESS) 10, “Stakeholder Engagement and Information Disclosure�, recognizes “the importance of open and transparent engagement between the Borrower and project stakeholders as an essential element of good international practice�. Specifically, the requirements set out by ESS10 are the following: • “Borrowers will engage with stakeholders throughout the project life cycle, commencing such engagement as early as possible in the project development process and in a timeframe that enables meaningful consultations with stakeholders on project design. The nature, scope and frequency of stakeholder engagement will be proportionate to the nature and scale of the project and its potential risks and impacts. • Borrowers will engage in meaningful consultations with all stakeholders. Borrowers will provide stakeholders with timely, relevant, understandable and accessible information, and consult with them in a culturally appropriate manner, which is free of manipulation, interference, coercion, discrimination and intimidation. • The process of stakeholder engagement will involve the following, as set out in further detail in this ESS: (i) stakeholder identification and analysis; (ii) planning how the engagement with stakeholders will take place; (iii) disclosure of information; (iv) consultation with stakeholders; (v) addressing and responding to grievances; and (vi) reporting to stakeholders. • The Borrower will maintain and disclose as part of the environmental and social assessment, a documented record of stakeholder engagement, including a description of the stakeholders consulted, a summary of the feedback received and a brief explanation of how the feedback was taken into account, or the reasons why it was not.� (World Bank, 2017: 98). 11 ESS 10 require that a Stakeholder Engagement Plan (SEP) proportionate to the nature and scale of the project and its potential risks and impacts needs to be developed by the Borrower. It must be disclosed as early as possible, and the Borrower needs to seek the views of stakeholders on the SEP, including on the identification of stakeholders and the proposals for future engagement. If significant changes are made to the SEP, the Borrower must disclose the updated SEP. According to ESS10, the Borrower should also propose and implement a grievance mechanism to receive and facilitate the resolution of concerns and grievances of project-affected parties related to the environmental and social performance of the project in a timely manner. Identification of stakeholders will ensure wide participation in project acceptability and the project design. To ensure that there is citizen participation in the project life span, this SEP has been prepared clearly stipulating the process of consultation and disclosure of key project information to the public and relevant stakeholders during the preparation and implementation of the project. 12 3.0 SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES During the project identification and preparation stage, several consultations took place at the national level involving the MoE, EDSA and other interested parties and at the respective local levels involving other agencies and key stakeholders. The meetings were to discuss the project locations, areas of influence, concept, design, institutional arrangement, potential impacts, mitigation measures, stakeholder engagement plan, environmental and social commitment plan and MoE/EDSA commitments. Table 3 presents a summary of the key issues discussed and the conclusions and recommendations ensuing from these stakeholder engagement sessions. Detailed minutes of these consultations is included in Annex 1. Table 3:Summary of previous stakeholder engagement and communication activities Institution Names Position Key issues discussed Conclusions/recommendations and next steps Ministry of Dr. General Project • Project design; goals • Ensure and support adequate Energy Edmund Coordinator/ and target consultations Wuseni Head of Planning • Project potential • A lot of positive impacts and Unit impact wants to be involved in the Albert Financial • Key stakeholders to monitoring Patewa Management be involved and • Support inclusions of all Specialist engaged stakeholders Cyril Grant Project Manager • Experience sharing of • Work closely with EDSA and previous projects like Contractors EAP and ESURP and mode of consultations Energy Ing. Francis Deputy Director • Consulted on project • Committed to supporting Distribution Nyama General design and facilitating SEP and Supply Aleksandar Adviser to • Support to SEP role • Support GRM and draw from Authority Nikolic Distribution out during project previous EAP and EURP Technical implementation projects Services Director • Project potential • Might consider the Edward Planning impact recruitment of specialized Parkinson Manager • Existing structures at staff for the project Mallay Project Manager EDSA for stakeholder • There is need for community Bangura engagement engagement including local Project Peter Project • What has worked for Chiefs Implementation Chamfya Coordinator EAP and ESURP and • Involvement of local councils Team Kombo Financial what has not worked? • Training for project staff Koroma Management especially on environmental Specialist and social safeguards Richard Procurement including GBV and disability A.S.L. Officer issues Goba 13 Babajide Project Engineer Taylor Port Loko Alhaji Chief • Key stakeholders and • Urged the inclusions of the District Council Bangura Administrator to be involved at Chiefdom authorities as they Cecilia F Environmental multiple levels will be critical in provision of Sesay and Social Officer • Project description land and in any GRM and (ESO) and instruments compensation Aisha Gender Officer • Project potential • A lot of positive impacts and Mariam impacts wants to be involved in the Kabba • Structures within the monitoring district council to • Important to consult and enhance SEP engage land owners • Land tenure • Radios and CSOs trusted and • Mode of would be important in SEP communication and continuous engagement Regional Mariatu Regional • Project concept and • Welcomed project and Women’s Songo- Women’s description acknowledged the its Coordinator Kanu Coordinator • Women participation importance for women Port Loko • Cost of electricity and • A lot of positive impacts and other challenges for wants to be involved in the women monitoring • Recommended training for women and their involvement • Making electricity affordable for women and small businesses • Continues engagement and involvement of women Port Loko Mohamed Campaign for • Project concept Kamara Good and description Governance • Women (Chairman participation CSO’s) • Mode of communication and continuous engagement Kambia Initial Stakeholders Meeting Kambia District Mohamed Deputy • Key stakeholders and • Request the involvement of Council M Sumah Chairman to be involved at the council in the monitoring Mannie Valuation Officer multiple levels and using their existing Pessima • Project description structures Harry Gender and instruments • Want the involvement of the Williams Officer/Disability • Structures within the gender officer/disability desk. desk district council to • Encouraged the involvement enhance SEP of local Chiefdom and District • Land tenure authorities who would be 14 • Mode of helpful in providing access to communication and land and assist in the engagement implementation of GRM Women’s Adama Women’s Forum • Project design Forum Representative • Gender issues Representative • Project safeguards Kambia instrument • Mode of communication and engagement Pujehun Initial Stakeholders Meeting 15 Pujehun Sallieu Council Key stakeholders and to be The Chief Administrator called for District Konneh Engineer involved at multiple levels equitable distribution, oversight of Council projects including SLEP, Ibrahim Gender Officer Project description and sustainability through Kabim safeguards instruments involvement and ownership of the Sesay MOrie WASH community/stakeholders, Bayoh Engineer Project potential impacts and sensitization for all especially Kabba mitigation measures because of problems with theft of Timothy Environmental properties (he lamented the A Kamara and Social Structures within the district damage to the solar street lights Officer council to enhance SEP because most of the batteries have Sahr E Chief been stolen), and training. Yambasu Administrator Land tenure The Gender, Environmental and Mode of communication Social Officer and others all urged the involvement of women training and sensitization but welcomed the project for its enormous potential to improve the lives of the people through improve education, healthcare etc. Ministry of Abdull District Youth Youth employment and training Youth Gassim Officer for youth and women were Daramy strongly emphasized in Pujehun by the District Youth officer Chiefdom Chief Chiefdom Discussed the project, scope, The Chiefdom Speaker, Town and Local Sylvester Speaker potential impacts, potential Chief, and the Chairman of the Authorities M land acquisition issues, Pujehun Districts Descendants Kamara compensation Association were also very Chief Town Chief, delighted and expressed their Mustapha Pujehun B Koroma commitment to support the project Patrick Chairman, and would be happy to help Ansu Pujehun resolve land access and ownership Kaikai District issues Development Association CSO Ibrahim B Chairman, Discussed broadly the project Welcomed project and look Swaray Civil Society and the potential CSO forward to working with all Organizations stakeholders and roles stakeholders and coordinate other CSOs. Urged a free, fair and transparent process Medical Dr Samba Medical Discussed the project scope, The District Medical Officer looked Officer Jalloh Officer stakeholder’s engagement, forward to the project and potential impacts and mentioned to us that the hospital mitigation especially the Covid-19 Isolation Unit had a generator running all the time to help patients and also have a dedicated generator for the other Wards and another one is always on for surgeries. Although he was pleased to have the current 16 arrangement, but he did say a more sustainable supply would be welcomed Alhussein National Civil Discussed the project scope, He welcomed the project and B Jalloh Registration stakeholder’s engagement, looked forward to the project Authority potential impacts and (NCRA) mitigation 4.0 STAKEHOLDER IDENTIFICATION AND ANALYSIS The WB ESS 10 recognizes three broad categories of stakeholders, namely i) Project Affected Parties; ii) Other Interested parties; and iii) Disadvantaged / vulnerable individuals or groups. Project-affected parties includes those likely to be affected by the project because of actual impacts or potential risks to their physical environment, health, security, cultural practices, well- being, or livelihoods. These stakeholders may include individuals or groups, including local communities. They are the individuals or households most likely to observe/feel changes from environmental and social impacts of the project. The term “Other interested parties� (OIPs) refers to: individuals, groups, or organizations with an interest in the project, which may be because of the project location, its characteristics, its impacts, or matters related to public interest. For example, these parties may include regulators, government officials, the private sector, the scientific community, academics, unions, women’s organizations, other civil society organizations, and cultural groups. It is particularly important to understand project impacts and whether they may disproportionately fall on disadvantaged or vulnerable individuals or groups, who often do not have a voice to express their concerns or understand the impacts of a project. 4.1 Stakeholder Identification The first step in the process of stakeholder engagement is to identify and understand who the stakeholders are and understand their needs and expectations for engagement and their priorities and objectives in relation to the Project. This information shall be used to tailor engagement to each type of stakeholder. As part of this process, it will be particularly important to identify individuals and groups who may find it more difficult to participate and those who may be differentially or disproportionately affected by the project because of their marginalised or vulnerable status. 17 With respect to the ESLEAP, different categories of stakeholders will be involved, these are: 1. Central government: Include ministries, departments and agencies of the Government of Sierra Leone that will either be impacted by the project or have influence over its outcome. 2. Municipalities: Includes Government of Sierra Leone’s institutions, agencies and elected officials within the beneficiary municipalities that will either be impacted by the project or have influence over its outcome; 3. Non-governmental/Donor: Donors and non-governmental agencies and sector coordination entities that will either be impacted by the project or have influence over its outcome; 4. Civil Society: Representatives from organizations that represent the interests and the opinions of the public; 5. Public: Public representatives, both individuals and groups, at District/Ward level who will either be impacted by the project or have influence over its outcome; and 6. Private Sector: Private businesses/firms that may be positively or negatively affected. Table 4 presents a preliminary list of all potential stakeholders who have a role and responsibility for the implementation of the Project at all levels, as well as relevant stakeholders that could be involved in any way with the implementation of the ESLEAP activities or affected by its activities. The project will continue to identify and engage additional stakeholders throughout the project implementation. The scale and extent of the engagement will be dependent on the nature of the impacts on the different stakeholder groups and the extent of the influence of the group on the project. Table 4: List of Stakeholders identified for ESLEAP Affected Parties Vulnerable groups Other Interested Parties • Project affected individuals and • Elderly people • Local communities communities • Women • Chiefs • Ministry of Energy • Children • NGOs • Ministry of Finance • Persons with • CSOs • Electricity users disabilities • Ministry of Health and • EDSA, EGTC and EWRC workers • Commercial sex Sanitation • Small business that require electricity workers • Ministry of Health and • Community leaders, religious leaders • Illiterate people Sanitation • Workers at construction sites • Blind persons • Ministry of Water • Ministry of Lands Housing and Country • The homeless Resources Planning • National Protected Areas • Ministry of Information and Authority communication • Ministry of Basic and Senior Secondary Schools 18 • Ministry of Local Government and Rural • Ministry of Technical and Development Higher Education • Ministry of Labour and Social Security • Community • Ministry of Social Welfare and Gender Organizations • Ministry of Environment • The public • Environment Protection Agency • Other national and • District and Local Councils international Independent • Sierra Leone Roads Authority Power Producers (IPPs) • Operations and maintenance team of • The police and military substations, and transmission lines (security forces) • Market associations • Youth groups • Residents of the beneficiary towns • Businesses locally and with international links • Media (local and national) Cooperation and negotiation with stakeholders will require the identification of persons within groups who act as legitimate representatives or advocates of their groups’ interests in the engagement process. Community representatives, for instance, will be very important links for information dissemination to their people and to project staff. 4.2 Stakeholder analysis The opinion of affected persons and other stakeholders shall be sought through regular public consultations and the engagement will be directly proportional to the impact on the particular group or individual and their level of influence on the project. The interests of the different stakeholder groups and individuals, how they will be affected by the project and to what degree, and what influence they could have on the project will form the basis from which to build the project stakeholder engagement strategy. Again, cognizance should be taken of the fact that not all stakeholders in a particular group or sub-group will necessarily share the same concerns or have unified opinions or priorities. Also, the means of engagement will be informed by what are culturally acceptable and appropriate methods for each of the different stakeholder groups targeted. Table 5 presents an analysis of roles, interest and influence of key stakeholder groups on the ESLEAP. 19 Table 5: Stakeholder Groups and their Interest and Influence on the Project Stakeholder Groups Role/involvement in project Interest Influence • Ministry of Energy Responsible for oversight and overall coordination of High High the project. Responsible for policy formulation. Regulate generation, distribution and transmission. Will lead the implementation of two components. The Ministry and EDSA will also assume the responsibility for environmental and social risk management • Ministry of Finance Provide oversight and control of disbursement of High High project funds to implementing agencies. Reporting and monitoring of compliance • Ministry of Lands In concert with MoE and EDSA, deal with land issues Moderate High Housing and and grievances that may arise between parties. Country Planning Facilitate the preparation and signing of survey plans for EDSA, provision of land and alternative lands for PAPs. • Ministry of Dissemination of information and is the mouthpiece High Moderate Information and of Government. Helps in information disclosure of communication the project • Ministry of Local Local monitoring of project and through their High High Government and District Council can help in monitoring, providing Rural Development land and enhancing compensation and livelihood issues for PAPS. They are directly responsible for working with the District and Local councils who have important structures to help in site monitoring of the project. They are expected to play a key role in lands, resettlement, compensation and environmental impacts monitoring. • Ministry of Health In charge of all public health, clinics and hospitals in High Moderate and Sanitation the Districts where the electricity is improved and will enhance healthcare for all. They can be important stakeholders. • Ministry of Labour Oversight over labour and social issues. They are Moderate Moderate and Social Security important for oversight of contractors to make sure that workers are treated fairly and work with the laws of Sierra Leone • Ministry of Social Oversight on Gender and Social Issues. Works High High Welfare and closely with the Police and advocacy groups on Gender gender-based violence issues. This Ministry will be critical in monitoring and resolving GBV and other gender-related issues • Ministry of Provide oversight on compliance on environmental High High Environment and social safeguards and on EPA. Review and issue licenses for ESHIA. They are the main stakeholders 20 in terms of environmental and social safeguards monitoring and compliance • Ministry of Water In charge of all water bodies and catchment areas in Low Low Resources the country and would play important role in the event any of the towers/poles go through water bodies. They also help in the provision of water services to substations and project site. • Energy Distribution Main implementing agency Responsible for the High High and Supply overall implementation of the project and sub- Authority projects and works directly and in close collaboration with MoE and has oversight over the PIT. Responsible for the implementation of Environmental and Social safeguards instruments of projects and stakeholder management. All projects have a GRM within the ESMU of EDSA. Coordinate and organize disclosure, work with District and Local Councils. EDSA is responsible for the distribution network, connection and for electricity sales to customers • Energy Generation Responsible for power generation and transmission High High and Transmission at high voltage levels Company • Energy and Water Regulate the generation, transmission and sale of High High Regulatory electricity and issue permit for operation of EDSA. Commission They will probably be involved in tariff setting and regulation issues for the new ESLEAP especially because some of the towns are going to be having new connections. • Environment The lead environmental regulator and is the agency High High Protection Agency in the Ministry of Environment that is directly responsible for oversight, compliance with and licenses for ESHIA, facilitate public disclosure of EIS. They require stakeholder engagement, consultations and public disclosure of all safeguard instruments. • National Protected In charge of all protected Areas and would ensure Moderate Moderate Areas Authority projects are not impacting Pas. They will constitute the stakeholders and world be important should any of the project activities go through any Protected Areas which is under their jurisdiction. • Ministry of Basic Responsible for education in school and the schools Moderate Moderate and Senior would be connected to the grid for the enhancement Secondary School of the Government’s flagship program “free and quality education� • Ministry of Responsible for University and higher institutions in Moderate Moderate Technical and the Districts and would benefit from sustainable and Higher Education regular electricity which will enhance education in the country 21 • Office Attorney Draft compensation agreements, provide guidance Moderate Moderate General and on GRM and participate in compensation and sign- Minister of Justice off meetings • Ministry of Provide valuation of crops and trees for Moderate Moderate Agriculture compensation and support linkages to livelihood promotion initiative • Sierra Leone Roads Responsible for ROW, support compensation and Moderate Moderate Authority demolition • District and Local Assist in project implementation including land High High Councils acquisition, employment, asset valuation and other issues to do with the livelihood of the people in the project areas of influence. Verify asset valuations, support in providing land and manage the councilors • Parliament/Energy Provides oversight on energy projects and EDSA Moderate High Committee including ESLEAP • NGOS/CSOs in the Advocates the interests of communities on land- Moderate High project area of related issues including compensation. Involved in influence consultations and monitoring of corporate social responsibilities, make contributions to ESHIAs and other reports • Media electronic, Help raise awareness on the project, public Moderate High print and social disclosure of ESIA, RAP, ESMF, RF, SEP, ESCP media • Sierra Leone Police Provide security and protection services for all and Moderate Moderate during construction, demolition and traffic management. Project can bring crime, violence and other offences Used to report Gender Based Violence through their Family Support Unit • PAPS potentially Lose lands or right to their lands or livelihoods and High Low losing land and would therefore be important in the consultation and other assets for the engagement process construction of substations and power lines Vulnerable/Disadvantaged groups are likely to be part of the PAPs and may have difficulty in fully engaging • Elderly people Receive information on the SL Energy project Low Low • Women Receive information and would benefit from Low Low sustainable electricity generation especially for small businesses • Children Receive information, they are mainly school going, Low Low exposed to potential abuse • Persons with Receive information on the SL Energy Project Low Low disabilities 22 • Commercial sex Receive information and protection from electricity Low Low workers generation and availability 23 5.0 STAKEHOLDER ENGAGEMENT PROGRAM Stakeholder engagement is an important inclusive process conducted throughout the project cycle and is critical to the successful implementation of projects. The engagement will be free of manipulation, interference, coercion, and intimidation; and conducted based on timely, relevant, understandable and accessible information, in a culturally sensitive format. In this section the program elaborated for facilitate effective stakeholder engagement throughout project implementation and operation is outlined. It addresses key factors considered in elaborating the program, the specific communication tools to be adopted for different stakeholder groups, the specific stakeholder engagement activities and the resource requirements and responsibilities for implementation. 5.1 Stakeholder Engagement Considerations The following factors were considered in the planning of the stakeholder engagement program presented in this document: i) Time and resources Trust of the stakeholders is important and takes time to develop and build relationships with stakeholders. From the outset of the project, relationships with stakeholders will be developed, nurtured and allowed to grow. Time and resources are always critical components of the stakeholder engagement process that require different levels of engagement (consultation, involvement, collaboration and yet some others multiple levels). The various dimensions of the process, including education on the concepts of engagement, capacity to implement a broad engagement strategy and the complex issues that requires technical and specialized knowledge will be allocated adequate resources to meet international best practice. ii) Managing expectations The key to securing stakeholder engagement revolves around managing their expectations and satisfying their requirements. Stakeholders usually have high and unrealistic expectations of benefits that may accrue to them from a project. Therefore, EDSA from the outset shall be clear on what they can and cannot do, establishing a clear understanding of their roles and responsibilities. The engagement processes shall provide EDSA with an opportunity to develop relationships with stakeholders and potential project partners who can assist with implementing corporate social responsibility projects. The consultation process is an opportunity to manage expectations, challenge misconceptions, disseminate accurate project information, and gather stakeholder opinions, which are feedback to the client and other project specialists. 24 iii) Securing stakeholder participation EDSA will respect cultural norms and values and show respect and understanding that disregard for these can prevent stakeholders from freely participating in meetings. Often there are conflicting demands within a community, and it can be challenging to identify stakeholders who are representative of common interests. This shall be avoided by employing local consultants who are sensitive to local power dynamics, which will require project proponents to develop an awareness of the local context and implementing structures to support and foster effective stakeholder engagement. iv) Consultation fatigue Engagement fatigue can hinder projects, particularly those where individuals are not actively involved in decision-making but are brought in for consultation or opinions. Evidence suggest that stakeholders can easily tire of consultation processes, especially when promises are unfulfilled, and their opinions and concerns are not taken into consideration. Often stakeholders feel their lives are not improving because of a project and this can lead to consultation meetings being used as an area to voice complaints and grievances about the lack of development. This shall be avoided by coordinating stakeholder engagement activities throughout project implementation and to avoid making promises to stakeholders. v) COVID-19 restrictions In general, a precautionary approach will be taken to the consultation process to prevent contagion, given the highly infectious nature of COVID-19. The following will be considered while selecting channels of communication, in light of the current COVID-19 situation: • Avoid public gatherings (taking into account national restrictions or advisories), including public hearings, workshops and community meetings; • If smaller meetings are permitted/advised, conduct consultations in small-group sessions, such as focus group meetings. If not permitted or advised, make all reasonable efforts to conduct meetings through online channels; • Diversify means of communication and rely more on social media and online channels. Where possible and appropriate, create dedicated online platforms and chatgroups appropriate for the purpose, based on the type and category of stakeholders; • Employ traditional channels of communications (TV, newspaper, radio, dedicated phone-lines, and mail) when stakeholders to do not have access to online channels or do not use them frequently. Traditional channels can also be highly effective in conveying relevant information to stakeholders, and allow them to provide their feedback and suggestions; 25 • Assess and deploy alternative tools to engage stakeholders such as the use of community radio, use of key community influencers and peer groups, visual aids, and social media; • Where direct engagement with project affected people or beneficiaries is necessary, identify channels for direct communication with each affected household via a context specific combination of email messages, mail, online platforms, dedicated phone lines with knowledgeable operators; • Each of the proposed channels of engagement should clearly specify how feedback and suggestions can be provided by stakeholders. 5.2 Specific Communication Requirements A variety of communication methods will be used as appropriate for each set of stakeholders and stage of project implementation. In general, these include: a) public and individual meetings, b) announcements in media and portals, c) provision of general information on notice� boards at public locations, and d) regular mail and email correspondence and publication of relevant project information on the website of the EDSA, MoE and other relevant institutions (including the World Bank). There are a variety of engagement techniques used to build relationships with stakeholders, gather information from stakeholders, consult with stakeholders, and disseminate project information to stakeholders. When selecting a particular consultation technique, appropriate consultation methods, and the purpose for engaging with a stakeholder group shall be considered. The general framework of techniques to be adopted under the project for the different stakeholder groups are presented in Table 6 below. Table 6: Stakeholder Engagement Techniques Stakeholder Engagement Technique Phase of the projects group Projected affected ▪ Public consultation meeting, -Before starting implementation of the project people/land group meetings and individual activities owners/adjacent meetings as necessary -During the construction works communities - throughout project implementation ▪ Public consultation meeting, and -Before starting implementation of the project individual meetings as necessary activities -During the construction works ▪ Informing through the media – -Before starting implementation of the project radio/TV/social media activities (announcements), -During the construction works 26 Stakeholder Engagement Technique Phase of the projects group ▪ Direct information through the -Before starting implementation of the project local authorities activities ▪ Communication through bulletin -During the construction works boards (placed in appropriate -During the operational phase of the places) and posting project distribution centres information/notices there Community/Local ▪ Publishing information on the Before starting with implementation of the and regional extent, timing and duration of project activities authorities planned works and any expected disruptions and inconveniences on the central bulletin board in the branch offices of the Municipalities at least two weeks prior to the start of any construction works, ▪ Public consultation meeting, and -Before starting implementation of the project individual meetings as necessary activities -During the construction works ▪ Informing through the media – -Before starting implementation of the project radio/TV/social media activities (announcements), -During the construction works ▪ Direct information through the -Before starting implementation of the project local authorities activities ▪ Communication through bulletin -During the construction works boards (placed in appropriate -During the operational phase of the places) and posting project distribution centres information/notices there ▪ Group meetings with local -Before starting implementation of the project communities and businesses activities -During the construction works -During the operational phase of the electricity infrastructure. ▪ Direct communication with -Before starting implementation of the project residents, businesses etc. activities -During the construction works -During the operational phase of the electricity infrastructure. ▪ Direct information via a contact -Before starting implementation of the project person or person responsible for activities the implementation of the SEP. -During the construction works -During the operational phase of the electricity infrastructure. Governments and ▪ Official correspondence -Before starting implementation of the project regulatory activities -During the construction works 27 Stakeholder Engagement Technique Phase of the projects group bodies/National -During the operational phase of the electricity institutions infrastructure. ▪ Meetings, public hearings -Before starting implementation of the project activities -During the construction works ▪ One on one meetings -Before starting implementation of the project activities -During the construction works Non- ▪ Public consultation meetings, and -Before starting implementation of the project governmental individual consultation, meetings activities organizations, as necessary -During the construction works business ▪ Direct email communication -During the operational phase of the electricity associations and infrastructure. professional ▪ Media/ press releases. organizations Contractors, ▪ Information through tender Before starting implementation of the project Suppliers, clients, procedure and Contracts activities service providers ▪ Communication via supervising During the construction works engineers ▪ Toolbox talks at construction sites During the construction works on health and safety topics ▪ Monthly reports on progress of During the construction works works to be submitted by contractors during construction works 5.3 Stakeholder Engagement Activities Stakeholder engagement is the practice of influencing a variety of outcomes through consultation, negotiation, communication, compromise, and relationship building. The SEP seeks to define technically and culturally appropriate approach to consultation, disclosure and grievance redress. Table 7 below outlines the activities earmarked to engage, consult and provide relevant project information to project stakeholders throughout project preparation, implementation and subsequent operations. Stakeholder engagement will be a continuous process and the consultations thus far are not final but will be ongoing throughout the life cycle of the project. 28 Table 7: Stakeholder Engagement Activities Project Stage Topic of Engagement Appropriate Target Stakeholders Institutional consultation / Technique application of the Responsibility message technique/measures Preparation • Agreeing on • Correspondence • Stakeholder • Ministry of Energy • MoE components and (Phone, Emails); invitation to • EDSA • EDSA institutional • Formal and informal meetings • Relevant MDAs arrangements meetings; • World Bank and E&S • specialized agencies • Contribution of Group mitigation dealing with stakeholders and • NGOs/CSOs measures for vulnerable groups feedback • Ministry of Social Enhancing Sierra • Radio and Television Welfare, Gender Leone Energy with sign language and Children’s Access Project interpretation • Dissemination of Affairs • Radio and TV information to all • All stakeholders • Risk, mitigation Discussion and stakeholders and • General public and management Phone-in Programs public • District and Local • Engagement with Councils representatives of • Training in • PAPs, specialized agencies environmental and • Elderly persons dealing with social issues • Illiterate people vulnerable groups • Persons with • WhatsApp calls and disabilities video messaging • Direct • Print and electronic beneficiaries media • Posters and brochures implementatio Plan project • Correspondences • Invite stakeholders • Ministry of Energy n implementation and (Phone, Emails); to meetings and • EDSA • MoE strategies for • Formal and informal follow-up • Contractors • EDSA District and Local meetings • World Bank • Contractor Council • Radio and Television • Soliciting Group involvement Discussion and stakeholder input • Ministry of Energy Phone-in Programs into the project preparation, land 29 Site preparation acquisition, RoW • Ministry of Social and clearing issues and general Welfare, Gender • Ministry of Energy safeguards issues and Children’s Website Affairs Project http://www.energy. • Seeking views and environmental and gov.sl/ and EDSA opinions of PAPs Security forces social risk website • Enable stakeholders • Relevant MDAs identification (noise, https://www.edsa.sl to speak freely about • General public dust, air pollution, / project related issues • District and Local loss of land, soil • Print and electronic • Build public trust Councils erosion, runoff, media and confidence • PAPs, waste generation, • Call centres) • Resolve concerns • Elderly persons health and safety), and grievances as • The homeless mitigation and appropriate • Illiterate people behavioural change • Present project • Persons with information and disabilities • Disclosure of progress updates; • The homeless safeguards • Direct instruments • Disclose ESMF, beneficiaries ESMP, RAP, SEP, • Contractor GRM and other • Impacted relevant project Communities, documentations • Persons with disabilities • Training in • Elderly persons environmental and • Illiterate people social issues • Implementation of ESMP and GBV plan Construction of • T & D design • Formal meetings • Present Project • Ministry of • MoE substation and • Land acquisition • Correspondences information to Energy • EDSA Transmission and preparation (Emails, stakeholders • Ministry of Lands • Contractors and • Transport of Phones/WhatsApp) • Allow stakeholders • SLRA Distribution equipment to site • Site visits to comment – • Contractors lines opinions and views • Land owners 30 • Clearing RoW/ • Public Address • Disseminate • PAPs tower route for Systems technical • SLRA safety of vendors • Press information • District and local • Construction of statements/public • Record discussions councils substations notices and decisions • Ministry of Social • Stringing of lines • Public disclosure • Training in Welfare, Gender and cables • Posters/flyers environmental and and Children’s • Install new • Workshops social issues Affairs transformers, • Adopt Safety generators, solar procedures and other equipment Operation and • Vegetation loss • Formal meetings • Present Project • Ministry of MoH maintenance of and control • Correspondences information to Energy EDSA Transmission • Loss of income (Emails, stakeholders • SLRA SLRA and from fruit trees Phones/WhatsApp) • Allow stakeholders • Contractors District and Distribution • Maintenance of • Site visits to comment – • Land owners Local Councils Lines and ROW and • Public Address opinions and views • PAPs Right 0f Way construction site Systems • Disseminate • SLRA • Tower • Press technical • District and local maintenance and statements/public information councils EMF issues notices • Record discussions • Ministry of Social • Adequate supply • Public disclosure and decisions Welfare, Gender of PPEs and waste • Posters/flyers • Training in and Children’s management • Workshops environmental and Affairs social issues • Adopt Safety procedures 31 5.4 Stakeholder Engagement Resources and Responsibilities 5.4.1 Responsibilities The successful implementation, management and coordination of the project will depend on EDSA, MoE and PIU, the capacity within the institutions, and appropriate and functional institutional arrangements. The Project Implementation Team (PIT) will be responsible for the preparation and physical implementation of the project. The team will benefit from the services of specialized consultants with experience on World Bank Projects. This unit will be under the oversight of the Deputy Director General Manager, comprising the following staff: Project Coordinator: responsible for the overall management of the project and the day to day coordination of the various components. Senior Procurement Specialist: will be responsible for all procurement and contract management of the project. Financial Management Specialist: an experienced individual supported by a finance assistant will responsible for all financial transactions including withdrawal applications, Bank Guarantee and provide guidance on all financial matters of the project. Project Engineer: a supervision engineer responsible for the monitoring of the implementation of the project. S/he will work closely with other members of the PIT. Environmental and Social Management Unit There is no well-structured environmental and social unit at EDSA but the embedded consultant will work to support the establishment and training of the ESMU at EDSA. The Environmental and Social Safeguards Unit will be responsible for the implementation of the SEP. The ESMU will comprise of the following specialists: Senior Environmental Specialist: responsible for the overall environmental and social safeguards of the project and works closely with the gender and social development specialist. Provides leadership, guidance, project level information on safeguards for all stakeholders, and ensure the adequacy of ToRs for safeguards consultancies. Overseeing all environmental and social safeguards training and capacity building. Gender and Social Development Specialist: will be responsible for all social and gender related issues. S/He will oversee all stakeholder engagement, manage the GRM and liaise with all project managers to ensure requirements are understood and followed. Environmentalist: This Environmentalist position is currently the only person responsible for all safeguards issues at EDSA and will work closely with the Senior Environmental specialist to receive additional training. The Environmentalist will form an integral member of the ESMU to be established at EDSA. 5.4.2 Resources The management, coordination and implementation of the SEP and its integral tasks will be the responsibility of the Environmental and Social Management Unit (ESMU) of the Project Implementation Unit. The Gender and Social development Specialist will provide management oversight of SEP and will work closely with the Senior Environment Specialist and the PIT for expertise in their different functions to ensure a successful implementation of the SEP. i) Training Training will be organized for all personnel involved in the implementation of the SEP. The Gender and Social Development officer and field team will be given additional training and capacity building on the SEP and the GBV/SEA through workshop that will be organized by EDSA. The environmental and social officer of the contractors will also be trained on SEP especially on GRM and GBV/SEA ii) Budget The estimated budget for the implementation of the SEP is $25,000, specific activities will be submitted to EDSA, and the ESLEAP in time for approval before the activities are conducted. To facilitate planning, design and implementation of the project, meetings will be held with various stakeholders of the project. Table 8: Budget Estimate for Stakeholder Engagements and Disclosures No of No units Unit Cost Total Cost Description /people (Le) (‘000) USD Hall rentals for Public 1 engagements and disclosure 36 500,000 18,000 1,803.02 for 9 towns 2 GRM Meetings for Towns 9 2,000,000 18,000 1,803.02 3 Food and drinks 1000 40,000 40,000 4,006.71 Local Councilors for support 4 450 100,000 45,000 4,507.55 to disclosure Project Affected 5 200 30,000 6,000 601.00 Persons/stakeholders Launch of project (hall 6 rental, food, publicity, 18 5,000,000 90,000 9,015.10 printing and transportation) Media houses print and 7 36 100,000 3,600 360.60 electronic 8 Paramount Chiefs 36 150,000 5,400 540.91 9 Stationary 18 1,000,000 18,000 1,803.02 10 Contingency 1 2,126,000 2,126 212.96 Grand Total 246,126 24,653.89 Note: Exchange rate as at September 2020 = 9.983.25 6.0 GRIEVANCE REDRESS MECHANISM A comprehensive project wide GRM will be instituted to enable a broad range of stakeholders channel their concerns, questions, and complaints to the various implementation agencies, through multiple grievance uptake channels. The mechanism details the processes involved in registering grievances at no cost to the complainant. Grievance resolution procedures is in place with the sole objective of minimizing disputes that may arise in relation to the project design and implementation. Each tier of the complaint should be addressed within two weeks of feedback and action. If unresolved, the complaint is moved to the next tier with the complainant having the option of seeking redress in the courts of Law. The ESURP has a finalized and operational GRM (Figure 3) including log sheet (Annex 2) for both the parent ESURP and the Additional Financing which will be adopted for ESLEAP. The mechanism will be updated appropriately for the Enhancing Sierra Leone Energy Access Project to establish digital platforms and accommodate emerging issues around GBV (SEA/SH) for confidential reporting and referral to service providers. The web application will be housed at MOE and provides access to EDSA and contractors to register complaints received at sub-project level or the field. It also provides channels for direct complaints from the general, project stakeholders, PAPs etc. to complain directly. The safeguards specialist at MOE will man the platform to ensure timely sorting and escalation of grievances to resolving officer. Local level structures will include the councilors and GBV service providers that will support grievance receipt and escalate to contractors, EDSA or MOE as appropriate for resolution. The project will identify an NGO GBV service provider to setting up and ethically manage SEA/SH complaints. Each tier of the complaint should be addressed within two weeks of feedback and action. If unresolved, the complaint is moved to the next tier with the complainant having the option of seeking redress in the courts of Law. The important lesson is to have a practical, functional mechanism that can respond to complaints in a timely manner. Figure 3: Grievance Mechanism for ESLEAP adapted from GRM for ESURP and EAP 7.0 MONITORING AND REPORTING Monitoring and reporting is a key component of the SEP. EDSA shall adopt a participatory monitoring and evaluation system to ensure that the ESMU is able to bring to the fore the active participation of all stakeholders and respond to identified issues and alter schedules and the nature of engagement activities to make them more effective. The effective involvement of stakeholders in the monitoring and evaluation process will enhance acceptance of the project and improve sustainability of the project. Arrangements for monitoring of the engagement process by EDSA and supplemented by independent monitors to ensure complete and objective information, performance monitoring indicators, and outcomes for engagement activities that involve all key stakeholders in the monitoring process shall be completed. The monitoring would include tracking of the commitments made to stakeholders at various stages of the plan and inform them of progress on those commitments. The successful implementation of the SEP will hinge on the following: • A clearly defined methodology • Adequate resources • Transparency and accountability • Inclusiveness of all key stakeholders • Trust in EDSA • Awareness to promote stakeholder engagement Early short-term monitoring would be done and adjustments made during engagement. This would be followed by review of the outputs at the end of the engagement to evaluate the effectiveness of the SEP as implemented. A series of key performance indicators for each stakeholder engagement stage have been developed as part of the SEP and presented in Table 9. Stakeholder engagement activities will continue through the project life cycle. Therefore, the review of ESIA and other safeguards instruments by all key stakeholders including the vulnerable would be conducted to the end of the project. Table 9: Key Performance Indicators for Monitoring Framework Phase activities Indicator name Description/definition Frequency Datasource KPI Project Share update and consult with key Quarterly Project Affected communities in the project Districts and development and stakeholders on the project reports Freetown consulted including women and vulnerable initial people consultations Preliminary stakeholder information gathered Planning for Share updates on project Quarterly Project Public disclosure done, Billboards up construction reports Safeguards Share updates and ESFM, RF, SEP, Quarterly Project Safeguards instruments ESMF, RF, SEP, ESCP, ESIA Instruments/ESIA ESCP, ESMP, CESMP and disclosure of reports developed and safeguard instruments developed and Implementation instruments disclosed on EDSA and MoE websites and with EPA. Publicly disclosed with participation of all stakeholders. Communities provided feedback Contract preparation with appropriate Once Project EDSA to include provisions on Bidding Documents safeguard language reports drawing on from safeguards instruments Full complement of safeguards staff Biannually Project EDSA/PIT ESMU strengthened identified and recruited to provide reports implementation support. Contractors CESMP prepared and implemented prepare their CESMP GRM implementation and percentage of Quarterly Project Number of complaints received; logged; resolved; cases received and resolved reports pending and reported; Number of complaints referred to other organisations Number of complaints submitted by age and gender of complaint Female beneficiaries and vulnerable Quarterly Project Reports on number of females engaged and number of people reports vulnerable people Develop standard reporting forms for Quarterly Project Number of monthly, quarterly and annual reports monthly, quarterly and annual reports reports received. for consultations, update on GRNGRM, ESIA/EFM, RF, ESMP to guide management and training. monitoring process Compliance monitoring checklist prepared and in use by contractors and the PIT 7.1: Reporting Stakeholder Engagement Activities Performance will be reviewed periodically and updated following engagement sessions conducted in the field. Any major changes to the project related activities and schedule will be duly reflected in the SEP. Monthly summaries and reports on ESIA, grievances, enquiries and reports on status of implementation of associated and corrective actions will be done and collated by responsible staff for the attention of the senior management of the EDSA. Evaluation of performance will be done to determine the extent to which the engagement activities and outputs meet those in the SEP. The following will be considered during assessing performance: • Materials disseminated: Types, frequency, and location; • Venue and time of engagement and participation including specific stakeholder groups (women, community leaders and youth); • Attendance (number attending public or formal meetings); • Meeting minutes with attendance registers and photographic evidence; • Comments received on specific issues; types of stakeholder and details of feedback provided; • Number and type of stakeholders meeting the team by phone, email and other means; • Comments received and passed on to the project by community leaders, government and other stakeholders; • Number and type of feedback/grievances and the nature and timing of resolution • Extent to which feedback and comments are addressed and led to corrective measures ANNEXES Annex 1: Initial Stakeholder Engagement Meeting Report Purpose/Objective Port Loko District engagement meeting with stakeholder from District Council and CSOs Date 4th September 2020 Time 13:15 to 2:30 Venue Port Loko District Council and Offices of CSOs Agenda Senior Environmental Specialist and 1. Prayers and Description and Feedback by All 2. Project Goals and Objectives 3. Project potential impact 4. Stakeholder identification and engagement 5. Project impact mitigation 6. Feedback and questions 7. Closing 1. Opening Prayers and opening prayers The Chief Administrator welcomed me to their office and I briefed them on the project scope and description. The project components were discussed. 2. Project goals and objectives The goal of this SEP is to improve and facilitate decision-making and create an atmosphere of understanding that actively involves project-affected people and other stakeholders in a timely manner, and that these groups are provided sufficient opportunity to voice their opinions and concerns that may influence Project decisions. The general objectives were also highlighted • Understand the stakeholder engagement requirements • International Best Practice; • Identify key stakeholders that are affected, and/or able to influence the Project and its activities; • Identify the most effective methods, timing and structures through which to share project information, and to ensure regular, accessible, transparent and appropriate consultation; • To assess the level of stakeholder interest and support for the project and to ensure their views are taken into account in the design and environmental and social performance • Develop a stakeholder’s engagement process that provides stakeholders with an opportunity to engage in project planning, design and its implementation; • Establish formal grievance redress mechanisms; • Define roles and responsibilities for the implementation of the SEP; 3: Project Potential Impacts The impacts range from environment, socio-cultural from equipment mobilization, materials etc. Construction phase impacts will be mostly transient and include: • Noise from truck movements and machinery • Emissions from vehicle exhausts • Dust emission from haulage of sand • Damage to road surfaces and dust generation where roads are not paved • Possible road accidents including falling objects from trucks. • Vehicular pedestrian conflicts • Exposure of soils to erosion and degradation from runoff • Sediments and runoff from exposed soil surfaces polluting receiving water bodies • Loss of use of land in RoW by existing users • Waste Generation and management • Chance archaeological finds during excavations • Loss of use of land in RoW • Potential impact on spread of HIV, Covid-19 • GBV issues • Impacts on vegetation and avifauna • Substation security and cable theft 5. Project impact mitigation principles discussed include • Mitigation principles for the effects of land ownership, property and loss; • Mitigation principles on impact of noise; • Prevention of Impact on Public/ community Health and Safety principles; • Prevention of Impact on Occupational Health and Safety principles; • HIV/AIDS prevention and management principles; • COVID 19 Control and mitigation principles; • Socio-cultural conflict prevention principles; • Gender, GBV (SES/AH) mitigation principles; • Substation, Cable theft/security principles. • Chance find procedure principles • Population influx control principles; • Air quality control principles; • Explosion control and health and safety principles; To provide transparency, and ensure key members feel engaged in the process EDSA will: • Involve community leaders such as chiefs, opinion leaders and district and local council members in the land acquisition process; • Collaborate with MDAs • Collaborate with NGOS to ensure members of the community fully understand the benefits of the Project and are properly informed about its various aspects. • Liaise with the Town and Country Planning department to ensure that all future related developments of the project are within the area designated by the Council • Assist the planning unit of the Council to undertake proper planning and their allocation of zone for specific development schemes in the communities. • Ensure compensation rates for land-owners reflect replacement cost; • Educate affected community members on the alternative forms of livelihood available to them, and provide support to ensure a smooth transition to these alternative livelihoods. 6. Feedback and Discussions The participants were delight at the project and urged the involvement of the District and Local Councils, CCG, Women’s groups in the project cycle. They recommended the employment of women and especially using the structures at the District Councils to help on safeguards compliance and overall project implementation. Training and employment for especially women was emphasized by the CGG Regional Women’s Coordinator. She also requested that meters be made available at affordable cost especially for women whose lives and livelihoods would be greatly enhanced with affordable and sustainable electricity. In Pujehun, the district Council representatives including the Chief Administrator called for equitable distribution, oversight of projects including SLEP, sustainability through involvement and ownership of the community/stakeholders, sensitization for all especially because of problems with theft of properties (he lamented the damage to the solar street lights because most of the batteries have been stolen), and training. Youth employment and training for youth and women were strongly emphasized in Pujehun by the District Youth officer. The Chiefdom Speaker, Town Chief, and the Chairman of the Pujehun Districts Descendants Association were also very delighted and expressed their commitment to support the project and would be happy to help resolve land access and ownership issues. The Chairman of the Civil Society Organizations also expressed delight and looked forward to working with the various stakeholders. The District Medical Officer looked forward to the project and mentioned to us that the hospital especially the Covid-19 Isolation Unit had a generator running all the time to help patients and also have a dedicated generator for the other Wards and another one is always on for surgeries. Although he was pleased to have the current arrangement, but he did say a more sustainable supply would be welcomed. Attendance list for meetings in Port Loko, Kambia and Pujehun Annex 2: ESLEAP Grievance Resolution Procedure and Complaints Log Sheet The GRM will be a project wide GRM and will be available for use by all project stakeholders including those directly and indirectly impacted, positively or negatively. This will offer an opportunity to project affected persons to submit questions, concerns/complaints, comments, suggestions and obtain resolution or Feedback. MOE will provide oversight to GRM process in coordination with EDSA, contractors, local councilors and the GBV service provider (NGO). A web application will be housed at MOE and provides access to EDSA and contractors to register complaints received at sub-project level or the field. Complaints can also be made to the local councilor who will then channel the complaint to EDSA, MOE or contractors to be filed in the digital platform for tracking of resolution. Complaints from the general, project stakeholders, PAPs etc. may also be made directly through the digital platform either by calling, sending text, whatsapp etc. The project will identify an NGO GBV service provider to setting up and ethically manage SEA/SH complaints. The GRM implementation process will involve the following steps: • The safeguards specialist at MOE will man the platform to ensure timely sorting and escalation of grievances to resolving officer • Assign a focal person (s) from ESDA, Contractors and Councilors for component and community level grievance uptake and reporting • Train assigned focal person (s) to receive and log complaints in the GRM Database; • Constitute GRM Committee to resolve grievances • Screen, classify and refer complaints to appropriate unit for redress • Monitor, track and evaluate the process and results • Provide feedback to complainant within two weeks, and an opportunity for appeal if not satisfied with resolution approach COMPLAINTS LOG SHEET Enhancing Sierra Leone Energy Access Project Ministry of Energy NAME OF COMPLAINANT………………………………………………………….. Address ………………………………………………………………………………………. Date of Complaint……………………………………………………………………………. Subject of Complaint (If complaint is more than 50 words, please prepare separately and attach to this form) ………………………………………………………………………………………………… ………………………………………………………………………………………………… ………………………………………………………………………………………………… ................................................................................................................................................... NAME OF COUNCILLOR (Ward)/ESMS/SUPERVISING ENGINEER/GRM IC MEMBERS....…………………………………………………….. Address …………………………………………………….………………………………….. Date Complaint Received ……………………………………………………………………… Comments/Recommendations ………………………………………………………………………………………………… ………………………………………………………………………………………………… ………………………………………………………………………………………………… ………………………………………………………………………………………………… I am satisfied with this recommendation I am not satisfied with this recommendation Date …………………………………………. Signed ……………………..... Name……………………………….................................. Complainant Signed ……………………..... Name ………………………………................................. Councilor GRM IMPLEMENTATION COMMITTEE (GRM-IC) ……………………………………………. Meeting Location ………………………………………………………………………………........... Date Complaint Received ………………………………………..……………………………………. Comments/ Recommendation ……………………………………………………………………………………………………… …… ……………………………………………………………………………………………………… …… ……………………………………………………………………………………………………… …… ……………………………………………………………………………………………………… I am satisfied with this recommendation/ I am not satisfied with this recommendation Signed………………………………………. Name …………………………….............Complainant Date ……………………………………………………………………………………………………. Signed ……………………………………… Name ……………………………..…Committee Chair Signed ……………………………………….Name ………………………………ESMS, ESLEAP ALTERNATIVE FORM OF REDRESS NAME OF LEGAL REPRESENTATIVE ………………………………. Address …………………………………………………………………………… Date Complaint Received …………………………………………………………………………… Comments/Recommendations ……………………………………………………………………………………………………… …… ……………………………………………………………………………………………………… …… I am satisfied with this recommendation/ I am not satisfied with this recommendation Signed …………………………………………….. Name …………………… Complainant Date ……………………………………………………………………………………………. Signed …………………………… Name ……………………………… Legal Representative NAME OF COURT ……………………………………………………………………………………. Address …………………………………………………………………………………… Date Complaint Received ………….………………………………………………………………… Court ruling ……………………………………………………………………………………………………… …… ……………………………………………………………………………………………………… I shall abide by this ruling Signed……………………………………………Name ………………………………….Complainant Date …………………………………………………………………