THE GOVERNMENT OF SIERRA LEONE STAKEHOLDER ENGAGEMENT PLAN PROJECT: RESILIENT URBAN SIERRA LEONE PROJECT (P168608) March 19, 2021 ACRONYMS Acronym Full Meaning ACC Anti-Corruption Commission CBOs Community Based Organizations (CBOs) CERC Contingent Emergency Response Component COVID-19 Coronavirus CPF Country Partnership Framework CPITs City Project Implementation Teams CRP City Resilience Program DFID United Kingdom’s Department for International Development DRM Disaster Risk Management EFA The Environmental Foundation for Africa EIA Environmental Impact Assessment EOC Emergency Operations Center ESCP Environmental and Social Commitment Plan ESF Environmental and Social Framework ESHS Environmental, Social, Health and Safety ESIA Environmental and Social Impact Assessment ESMF Environmental and Social Management Framework ESMP Environmental and Social Management Plan ESS Environmental and Social Safeguards FCC Freetown City Council FDD Fiscal Decentralization Division FERP Freetown Emergency Recovery Project (P166075) FM Financial Management GEB Global Environmental Benefits GBV Gender-Based Violence GDP Gross Domestic Product GEF Global Environment Facility GHG Greenhouse Gas GIS Geographic Information System GoSL Government of Sierra Leone GRM Grievance Redress Mechanism GRS Grievance Redress Service GVWC Guma Valley Water Company IA Implementation Agency IDA International Development Association IT Information Technology LCs Local Councils LRP Livelihood Restoration Plan M&E Monitoring and Evaluation MDAs Ministries Departments and Agencies MoPED Ministry of Planning and Economic Development NDP National Development Plan NBS Nature-Based Solutions NDMA National Disaster Management Agency OSR Own Source Revenue PAI Project Area of Influence 1 PMU Project Management Unit POM Project’s Operational Manual PPA Project Preparation Advance PPP Public-Private Partnership PPSD Project Procurement Strategy for Development PSC Project Steering Committee RAP Resettlement Action Plan RUSLP Resilient Urban Sierra Leone Project SCIP Sustainable Cities Impact Program SEP Stakeholder Engagement Plan SWM Solid Waste Management TA Technical Assistance ToR Terms of Reference WARDC Western Area rural District Council WB World Bank 2 TABLE OF CONTENTS Contents ACRONYMS ................................................................................................................................................ 1 TABLE OF CONTENTS .............................................................................................................................. 3 LIST OF TABLES ........................................................................................................................................ 4 1.0 INTRODUCTION/PROJECT DESCRIPTION ................................................................................. 5 1.1 Overview ............................................................................................................................................. 5 1.2 Project Components ............................................................................................................................ 6 1.3 Objectives of the Stakeholder Engagement Plan (SEP) ...................................................................... 7 2.0 STAKEHOLDER IDENTIFICATION AND ANALYSIS .................................................................... 9 2.1 Stakeholder Identification ................................................................................................................... 9 2.2 Stakeholder Analysis .......................................................................................................................... 0 3.0 STAKEHOLDER ENGAGEMENT PROCESSES ................................................................................ 6 3.1 Summary of Consultation activities already undertaken .................................................................... 6 3.2 Stakeholder Engagement Methods.................................................................................................... 10 3.3 Methods of Consulting Disadvantaged / Vulnerable Individuals or Groups .................................... 11 3.4 Stakeholder Engagement Plan (SEP) ................................................................................................ 12 3.5 Stakeholder Engagement Strategy .................................................................................................... 18 3.6. Proposed Strategy for Information Disclosure ................................................................................. 20 4.0 RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING STAKEHOLDER ENGAGEMENT ACTIVITIES .................................................................................................................. 23 4.1. Resources ......................................................................................................................................... 23 4.2. Management Functions and Responsibilities ................................................................................... 23 5.0 GRIEVANCE REDRESS MECHANISM (GRM) ............................................................................... 24 5.1 The Grievance Redress Mechanism Process .................................................................................... 24 5.2 Scope of the GRM ............................................................................................................................ 24 5.3 Implementation Steps of GRM ......................................................................................................... 25 5.4 Cases and their Description ...............................................................Error! Bookmark not defined. 5.5 Key Stakeholders in the GRM Process ............................................................................................. 29 6.0 MONITORING, EVALUATION AND REPORTING ........................................................................ 31 6.1 Involvement of Stakeholders in Monitoring Activities ..................................................................... 31 6.2 Reporting back to Stakeholder Groups ............................................................................................. 31 3 ANNEXES .................................................................................................................................................. 35 Annex 1: Stakeholders Consulted during the assignment ....................................................................... 35 LIST OF TABLES Table 1: List of stakeholders identified under RUSLP ................................................................................ 0 Table 2: Analysis of Stakeholder Interest and likely Influence in Project .................................................... 0 Table 3: Summary of Consultation activities already undertaken ................................................................ 6 Table 4: Stakeholder Engagement Methods ............................................................................................... 10 Table 5: Methods of Consulting Disadvantaged / Vulnerable Individuals or Groups ................................ 11 Table 6: Stakeholder Engagement Plan ...................................................................................................... 13 Table 7: Stakeholder Engagement/Consultation Strategy........................................................................... 18 Table 8: Information Disclosure and Consultation Plan ............................................................................. 20 Table 9: Proposed Budget for SEP on RUSLP ........................................................................................... 23 Table 10: Steps in project-specific grievance handling processes .............................................................. 26 Table 11: Stakeholder Roles and Responsibilities in GRM Processes ....................................................... 29 Table 12: Monitoring and Evaluation Plan for SEP.................................................................................... 33 4 1.0 INTRODUCTION/PROJECT DESCRIPTION 1.1 Overview Sierra Leone’s urban population has been rapidly growing in the past five decades, with over 40 percent of the population now living in urban areas.1 Urbanization has been a continuing trend, with the share of the population living in urban areas almost doubling between 1967 (21 percent) and 2015 (41 percent). With an urbanization rate of 2.75 percent per year, the country is expected to cross the 50 percent urbanization mark by 2040. Each year, more than a hundred thousand people move to urban areas in search of employment. About 24 percent of the country’s 7.9 million population live in the five largest cities: Freetown, Kenema, Bo, Makeni, and Koidu New Sembehun. Freetown, which has been growing by 3.01 percent per year since 1985 on average, dominates the urban landscape with over 1 million residents (59 percent of the total urban population) and a density of 8,450 people per square kilometer in 2015. The city’s population has increased roughly tenfold in the past 50 years,2 and its built-up area has similarly expanded considerably in the past few decades. Urbanization in Sierra Leone’s secondary cities is at an early stage, with a population below 250,000 in each. Yet, with an average annual urbanization rate exceeding 3 percent—slightly higher than the overall population growth rate of 2.5 percent per year —these cities are expected to grow rapidly. Despite this increasing urbanization trend across the country, the urban sector is ill-equipped to deal with rapid urbanization challenges and harness potential benefits. City councils in Sierra Leone face several challenges related to their fiscal sustainability and investment capacity, constraining their ability to deliver services to their residents and undermining their ability to tap into their economic growth potential. The lack of planning and development controls has exacerbated precarious living conditions and the depletion of biodiversity and natural forest areas. Basic infrastructure and service delivery in urban areas are also inadequate, with significant adverse impacts on the well-being of households and productivity of firms. Sierra Leone’s high vulnerability to natural catastrophes adds mounting pressure to its already strained urban infrastructure and limited fiscal space. Owing to its topography, location, high annual mean rainfall, and socioeconomic conditions, Sierra Leone is highly exposed to a range of natural hazards. Recurrent flooding, landslides, and droughts posing the greatest risks, which significantly disrupt economic and social functions and impose high public and private costs for rehabilitation. Thirty-five percent of the population and 15 percent of the territory are vulnerable to multiple natural hazards. With the rapid urbanization that is increasing the base of assets exposed to disaster and climate risks, there is a significant rise in losses, particularly if investments in new assets are not accompanied by measures to mitigate vulnerabilities. And, despite Sierra Leone’s exposure to recurrent emergencies, disaster preparedness and response systems remain inadequate. The Global COVID-19 pandemic has exacerbated the already precarious situation in Sierra Leone because COVID-19 mitigation measures have dramatically slowed economic activity, disrupted domestic and global supply chains and significantly reduced local employment and output. Initial World Bank estimates indicate that, under a baseline scenario, the pandemic may contract the economy by 2.9 percent in 2020, growth could be lower than the original projections by 0.3-1.8 percent over the medium 1 Stats SL (Statistics Sierra Leone). 2016. “2015 Population and Housing Census: Summary of Final Results.� Census report, Stats SL, Freetown. 2 Stats SL (Statistics Sierra Leone). 2017. “Sierra Leone 2015 Housing and Population Census: National Analytical Report.� Census report, Stats SL, Freetown. Similarly sized European cities took 150 years to achieve such an increase. 5 term and the overall budget deficit could increase by 1 percent of GDP in 2020. The diversion of expenditures to fight the outbreak will stress government revenues and affect the Government’s ability to adequately provide public sector services. Further, an extended crisis in the face of limited inventory could precipitate a food security crisis and lead to major disruptions in the service sector (trade, tourism and transportation in particular) with substantial job losses and increased poverty, setting back progress on poverty reduction. Within this context, the Resilient Urban Sierra Leone Project (RUSLP) is designed to support an integrated intervention that takes a spatial approach to address, comprehensively, the multisectoral urban development challenges of the country, including integrated urban planning, own-source revenue enhancement, infrastructure upgrading, solid waste management, and disaster risk management (DRM), with the aim for livable, well-planned, financially sustainable, and productive urban centers. In light of the depth and scale of the urban challenges, the Project is conceptually designed using a programmatic approach to support Sierra Leone’s long-term urban development objectives and help address the complex institutional issues that require incremental and sustained interventions to develop adequate structure, systems and capacity of City Councils to manage urban development. . The project will support all seven city councils in Sierra Leone and the Western Area Rural District Council (WARDC), The beneficiary cities and Local Councils will be supported to upgrade their urban planning processes, enhance own source revenue mobilization, market infrastructure upgrading, solid waste management, and disaster risk management, with the aim for healthy, well planned, financially sustainable, and productive urban canters. Citizen engagement will be at the core of the Project with communities engaged at all stages of the project. In light of the depth and scale of the urban challenges, the Project is designed using a programmatic approach to support the country’s long-term urban development objectives and help address the complex institutional issues that require incremental and sustained interventions to develop adequate structure, systems and capacity of City Councils to manage urban development. At the same time, the approach responds to immediate service provision and capacity building demands. Under the first phase, through this operation, the Bank will support the urgent infrastructure demands for basic services and SWM in Freetown and in the secondary cities, as well as institutional capacity building for urban governance and disaster risk management. Institutional strengthening effort will take time but is critical to ensure the effectiveness and sustainability of investments prepared through the project and for possible future interventions. Rather than attempting to address all the challenges and dimensions of urban transformation in one operation, this first engagement is envisaged to demonstrate potential for city transformation, build consensus and political buy-in, and lay the institutional groundwork for follow-up investment operations. The project is also designed in coordination and complementarity with other World Bank projects, government programs and development partner support to leverage maximum impact. 1.2 Project Development Objective and Components The project development objective (PDO) is to improve integrated urban management, service delivery, and disaster emergency management in Western Area3 and select cities in Sierra Leone. The PDO will be achieved through the following four components as follows: 3 The Western Area includes the capital city of Freetown and its neighboring Western Area Rural District. 6 Component 1: Institutional and Capacity Development in the Urban Sector. This component will support City Councils in institutionalizing and strengthening their urban management capabilities that are critical for efficient revenue generation, planning, as well as delivery and sustainable management of resilient infrastructure and services. It has two subcomponents:  Subcomponent 1a. Strengthening Integrated Urban Planning and Spatial Data Infrastructure;  Subcomponent 1b. Upgrading Urban Property Tax Administration and System Component 2: Resilient Infrastructure and Services Delivery and Urban Greening. This component will finance priority resilient municipal infrastructure and services at neighborhood-and city-levels, including the preparation of technical designs, as needed. There are three subcomponents:  Subcomponent 2a. Neighbourhood upgrading and greening in Freetown: comprehensive upgrading of basic services and flood mitigation investment in underserved neighborhoods. The investment menu includes drains, access roads, walkways, footbridges, public spaces and street lighting.  Subcomponent 2b. Solid waste management upgrading in Western Area and select cities, including a landfill construction for Greater Freetown, upgrading of the SWM operational performance and training.  Subcomponent 2c. Market Upgrading in select secondary cities: the selection of markets to be upgraded will be informed by feasibility studies. Potential upgrading investments include market stalls, roofing, water and sanitation facilities, drains, electricity, and childcare centers. Component 3: Disaster Risk Management Capacity Development. This component will build the capacity of the national and local governments in emergency preparedness and response, to better prepare them to respond to and recover from disasters. It will support two subcomponents:  Subcomponent 3a. Strengthening emergency preparedness and response systems  Subcomponent 3b. Contingent Emergency Response Component Component 4: Project Management. This component would finance project management costs of the Project Management Unit (PMU) for staffing, monitoring and evaluation, including project technical audits (as needed) and mid-term and end-project evaluations, safeguards, financial management, procurement, and training as well as cover any costs related to the setup of a grievance redress mechanism and for the creation and implementation of a citizen engagement digital platform in which citizens can access the status of activities funded under the Project and provide feedback.. The component will also support advocacy, knowledge exchange and partnerships for sustainable urban development, building upon the global Sustainable Cities Impact Program (SCIP) as knowledge development is a core element of the GEF financing. 1.3 Objectives of the Stakeholder Engagement Plan (SEP) The SEP is to define the protocols for stakeholder engagement, including public information disclosure and consultation, throughout the project cycle. The SEP outlines the ways in which the project team will communicate with stakeholders and includes a mechanism by which people can raise concerns, provide feedback, or make complaints about project and other activities related to the project. The involvement of the local population is essential to the success of the project in order to ensure smooth collaboration between project staff and local communities and to minimize and mitigate environmental and social risks related to 7 the proposed project activities. Of significance, is to manage stakeholder expectations emanating from project related interventions in a socially and culturally sensitive manner in order to enhance the attainment of RUSLP’s objectives. Specific objectives of the SEP include the following: i. Establish a systematic approach to stakeholder engagement that will help it identify stakeholders, build and maintain a constructive relationship with them, especially project affected parties; ii. Assess the level of stakeholder interests and support for the project and to enable stakeholders’ views to be taken into account in project design and environmental and social performance; iii. Promote and provide means for effective and inclusive engagement with project-affected parties throughout the project life cycle on issues that could potentially affect them; iv. Ensure that appropriate project information on environmental and social risks and impacts is disclosed to stakeholders in a timely, understandable, accessible, and appropriate manner and format; v. Provide project-affected parties with accessible, inclusive, and culturally sensitive means to raise issues and grievances, and allow the Government to respond to and manage such grievances effectively. 8 2.0 STAKEHOLDER IDENTIFICATION AND ANALYSIS 2.1 Stakeholder Identification Project Stakeholders are individuals, groups or other entities who are impacted or likely to be impacted directly or indirectly, positively or adversely by the Project (Affected parties). These categories of people may have an interest in the Project (‘interested parties’). They include individuals or groups whose interests may be affected by the Project and who have the potential to influence its outcomes in any way. Cooperation and negotiation with stakeholders throughout the Project development often also require the identification of persons within the groups who act as legitimate representatives of their respective stakeholder group, i.e., the individuals who have been entrusted by their fellow group members with advocating the groups’ interests in the process of engagement with the Project. Community representatives may provide helpful insight into the local settings and act as main conduits for dissemination of Project- related information and as a primary communication/liaison link between the Project and targeted communities and their established networks. Verification of stakeholder representatives (i.e., the process of confirming that they are legitimate and genuine advocates of the community they represent) remains an important task in establishing contact with the community stakeholders. The following principles for stakeholder engagement shall be applied to ensure best practices are followed in the determination of stakeholders.  Openness and life-cycle approach: Public consultations for the RUSLP will be arranged during the whole life-cycle, carried out in an open manner, free of external manipulation, interference, coercion or intimidation.  Informed participation and feedback: Adequate information will be provided to and widely distributed among all stakeholders in an appropriate format. Opportunities will be provided for communicating stakeholders’ feedback as well as analyzing and addressing their comments and concerns.  Inclusiveness and sensitivity: Stakeholder inclusivity shall be given adequate attention so as to build effective relationships and trust. All stakeholders at all times would be involved in the consultation process. Equal access to information is provided to all stakeholders. Sensitivity to stakeholders’ needs is the key principle underlying the selection of engagement methods. Vulnerable groups as well as the excluded such as women, youth, elderly and persons with disability are to be given special attention within the context of the appropriate cultural sensitivities of those concern. For the purposes of effective and tailored engagement, stakeholders for the RUSLP will be divided into the following core categories:  Affected Parties – persons, groups and other entities within the Project Area of Influence (PAI) that are directly influenced (actually or potentially) by the project and/or have been identified as most susceptible to change associated with the project, and who need to be closely engaged in identifying impacts and their significance, as well as in decision-making on mitigation and management of their present conditions.  Other Interested Parties – individuals/groups/entities that may not experience direct impacts from the Project but who consider or perceive their interests as being affected by the project and/or who could affect the project and the process of its implementation in some way; and 9  Vulnerable Groups – persons who may be disproportionately impacted or further disadvantaged by the project(s) as compared with any other groups due to their state of vulnerability and that may require special engagement efforts to ensure their equal representation in the consultation and decision-making process associated with RUSLP. 10 Table 1: List of stakeholders identified under RUSLP Project Proponents Affected Parties Other Interested Parties Vulnerable Groups 1. Ministry of Finance 1. Environment Protection Agency 1. Judiciary/police 1. Elderly persons 2. Ministry of Local Government 2. The Seven Local Councils 2. Parliament 2. Children and Rural Development (City/local councils’ officials/Ward 3. Ministry of Justice and 3. Women 3. Ministry of Lands Housing and Committees) Attorney-General’s Office 4. Illiterate people Country Planning 3. The Environmental Foundation for 4. The Ministry of Social 5. Persons with 4. Office of National Security Africa (EFA) Welfare Addictions 5. Ministry of Works and Public 4. Municipal waste collection and 5. Ministry of Gender and 6. Residents in slums or Assets disposal workers Children’s Affairs - temporary settlements 6. Ministry of Health and 5. Waste recycling companies Resettlement issues for 7. Persons with Sanitation 6. Land owners displaced populations disability 7. Ministry of Environment 7. Residents in flood-prone or 6. Office of the Administrator 8. Ebola inaccessible areas and Registrar-General survivors/Covid-19 8. Small and Medium Enterprises 7. Guma Valley Water patients (SMEs) Company 9. Commercial Sex 9. Property Taxpayers 8. Sierra Leone Roads workers 10. Market women/businesses Authority 11. Workers at construction sites of 9. Roads Maintenance Fund roads, drainage system and other 10. Electricity Distribution and infrastructure Supply Agency 12. Residents and businesses around 11. Quantity Surveyors construction areas 12. The Anti-Corruption 13. Waster pickers Commission (for grievance redress) 13. Contractors 14. National Fire Force 15. Quantity Surveyors 16. Other International Finance/Development Institutions (DFID, UNICEF, WFP, Red Cross, Concern Worldwide, CRS, Caritas, VSO, UNDP, UNOPS) 0 17. Other Specialized NGOs to address project related issues 50:50. Rainbo Initiative) 18. Civil society groups, and community-based organizations (Sierra Leone Urban Research Centre, Centre of Dialogue on Human Settlement and Poverty Alleviation (CODOHSAPA), Green Scenery etc.) 19. National and local politicians 20. The Chamber of Commerce 21. Trades Union Congress 22. The public at large 23. Community leaders, religious leaders 24. The media (national and local) 25. Sierra Leone Institution of Engineers 26. Association of Contractors 27. The Academic Community 1 2.2 Stakeholder Analysis A comprehensive analysis of stakeholder groups is crucial to the Stakeholder Engagement Plan preparation process as it helps in the identification of various stakeholder groups that are likely to influence or be affected by the project activities and sorting them according to their impact on the project and the impact the project activities will have on them. It also helps in shaping the design of stakeholder consultation activities by specifying the role(s) of each stakeholder group thereby helping in determining which stakeholders to engage, when and where. The process may be reviewed, and new changes effected as other interest groups may be identified at any stage of project implementation. Table 2: Analysis of Stakeholder Interest and likely Influence in Project Stakeholder Group Role in Project Interest Influence Project Proponents: Ministry of Finance  Disbursement of project funds High High (FDD, PFMU, PSC)  Government Implementing Agency/Responsible for establishing and chairing Project Steering Committee  Management of project fiduciary activities: procurement, PFM, recruitment, fiscal decentralization, etc.  Consultation and coordination on policy issues.  Management of project Environmental and Social activities. Ministry of Local  Provide advisory policy guidance on RUSLP High High Government and Rural implementation and leads reform where Development necessary.  Supervises project implementation at Local Council and city level Ministry of Lands, Housing  Provides advisory policy guidance on Low High and Country Planning issues/component related to access to land and urban planning  Surveying of project sites  Confirmation of landownership and legal status. Office of National Security  Provides advisory policy guidance on disaster High High risk management Ministry of Works and  Provide technical guidance on land access and High High Public Assets use pertaining to the project. Ministry of Environment  Provides policy framework and guidelines on High High environmental management issues pertaining to the project.  Support in the coordination and implementation of project Ministry of Health and  Part of steering committee to provides policy High High Sanitation guidance on health and sanitation of the solid waste management interventions  Coordinates the implementation of health components of the project. 0 Stakeholder Group Role in Project Interest Influence Affected Parties: Environment Protection  Provides environmental regulatory oversight High High Agency and guidance on project implementation The Seven Local Councils  Support project implementation on the ground High High (City/local councils’  Monitor project implementation officials/Ward Committees)  Enforce by-laws pertaining to project implementation.  Ensure compliance to safeguard instruments at council/city level.  Represent community members at key decision taking platforms and or meetings.  Facilitates community mobilization initiatives to support the project The Environmental  Deliver on behalf of FCC the Tree Planting High High Foundation for Africa sub-project under the RUSLP  Procure nurslings and distribute them to CBOs and Stewards  Recruit, train and monitor Community Based Organizations (CBOs) eg youth groups, Ward Committees and stewards in planting and nurturing of the nurslings Municipal waste collection  Collection and disposal of municipal waste High High and disposal workers National Fire Force  Provision of emergency services (combating Moderate High fires and risk management if accidents occur from project activities, landslides etc.) Land owners  Recipients of information on RUSLP High High compensation process.  Comply with guidelines for land acquisition and compensation processes Residents in flood-prone or  Support project activities in localities Moderate Moderate inaccessible areas  Comply with E&S protocols governing project implementation  Adhere to information on rights and responsibilities of slum dwellers in the implementation of project Small and Medium  Provide information on how RUSLP will affect Low Low Enterprises (SMEs) their businesses and associated compensation  Support Local Councils to implement project interventions  Seek information on local procurement opportunities in project Property Taxpayers  Participate in discussions on the property tax Moderate Moderate system upgrade  Comply with tax laws pertaining to the project 1 Stakeholder Group Role in Project Interest Influence Market women/businesses  Voice concerns pertaining to women welfare on Moderate Low project implementation.  Participate in market rehabilitation design  Comply with information on RUSLP particularly on temporary displacement, relocation, and settlement, and associated compensation arrangements.  Part of working group to plan and implement temporary relocation during market rehabilitation. Workers at construction sites  Comply with all labor, occupational, health and Moderate Moderate of roads, drainage system safety protocols for project and other infrastructure Residents and businesses  Engagement on Environmental and social risks High Moderate near the construction areas of the construction activities, mitigation measures and compliance with information on safety protocols during project construction Waste pickers  Participate in discussions on the potential High Low implication of the Landfill construction on their livelihood. Participate in decision on construction designs. Other Interested Parties The Ministries of The  Provide advisory and policy guidance for High High Ministry of Social Welfare RUSLP intervention particularly on compensations to displaced populations due to the project Ministry of Gender and  Provision of support and guidance on High High Children’s Affairs GBV/SEA/VAC issues emanating from the project Judiciary/police  The Judiciary will adjudicate on cases related Moderate Moderate to RUSLP  Enforce applicable laws relevant to the implementation of RUSLP Parliament  Pass laws and regulations that are necessary to Moderate Moderate facilitate smooth implementation of RUSLP Ministry of Justice and  Member of the negotiation committee of GoSL Low Low Attorney-General’s Office for acquiring all lands for RUSLP  Provides legal guidance on the legal regime for lands for RUSLP Office of the Administrator  Registration of ownership of lands. Validates Low Low and Registrar-General claims of land ownership by landowners dealing with RUSLP. Registers all lands acquired under RUSLP Guma Valley Water  Provides water supply for the entire Wester High Low Company (GVWC) Area. A beneficiary of the Tree Planting sub- component of RUSLP. May also be affected by works activities at the location of the landfill site 2 Stakeholder Group Role in Project Interest Influence at Hastings. GVWC will be needed for the Site and Services under RUSLP Sierra Leone Housing  Provide guidance on opportunities for Moderate Moderate Corporation investment in housing - sites and services Sierra Leone Roads  Conducted initial studies and provides services Low Low Authority to local councils for flood mitigation during the raining season Roads Maintenance Fund  Provides funding to local councils for the Low Low rehabilitation of trunk roads and flood mitigation Electricity Distribution and  EDSA is a state-owned utility responsible for the Low Low Supply Authority distribution of electricity across the country. Collaboration with EDSA will be essential for the provision of Site and Services. Contractors  Execute contracts awarded on RUSLP High High  Enforce E&S safeguards in their project sites Quantity Surveyors  Provide technical backstopping to major High High infrastructure development  Survey and estimate compensation packages for impacted persons Other International  Support implementation of RUSLP High High Finance/Development  Support in implementation of other Institutions (DFID, UNICEF, complimentary projects WFP, Red Cross, Concern Worldwide, CRS, Caritas, VSO, UNDP, UNOPS) Other Specialized NGOs to  Support implementation of RUSLP Low Low address project related issues  Hold government accountable during project 50:50. Rainbo Initiative) implementation  Support SEA/SH grievance and service provision  Support resettlement planning and implementation Civil society groups, and  Hold government accountable during project Moderate High community organizations implementation (Sierra Leone Urban Research Centre, Centre of Dialogue on Human Settlement and Poverty Alleviation (CODOHSAPA), Green Scenery etc.) National and local  Ensure Recipients of information on RUSLP Moderate Moderate politicians  Support project implementation processes  Monitor project implementation 3 Stakeholder Group Role in Project Interest Influence  Ensure compliance to safeguard instruments at council/city level.  Represent constituents at key decision taking platforms and or meetings.  Facilitates community mobilization initiatives to support the project The Chamber of Commerce  Support project implementation processes Low Low  Adhere to laws and regulations governing project implementation  Information on local procurement opportunities in project Trades Union Congress  Support project implementation process  Safeguard workers’ rights during project implementation The public at large  Recipients of information on RUSLP Low Low  Support project implementation processes Community leaders,  Ensure compliance to safeguard instruments at Moderate Moderate religious leaders council/city level.  Represent community members at key decision taking platforms and or meetings.  Facilitates community mobilization initiatives to support the project  Support project grievance process Media  Disseminate information on RUSLP to the Low Low public.  Hold leaders accountable during project implementation Sierra Leone Institution of  Design of projects Moderate Moderate Engineers  Monitor and supervise projects  Prepare E&S reports Association of Contractors  Support in the enforcing standards during Moderate Moderate project implementation  Support in monitoring project sites  Support in the redress of complaints and grievances among its members The Academic Community  Provides scientific data to support project Moderate Moderate implementation.  Provides independent critique and consultancy services to project Waste recycling companies  Support project initiatives on waste recycling Low Low  Provide feedback into landfill construction design Vulnerable Groups Children  Engage on project and its impacts on children High Low  Recipients of information on RUSLP 4 Stakeholder Group Role in Project Interest Influence  Adhere to guidelines on children’s involvement in the project Women  Engage women groups on project and explain High Moderate impacts on women  Recipients of information on RUSLP  Adhere to guidelines on women’s involvement in project Illiterate people  Engage illiterate population on project Low Low  Recipients of information on RUSLP  Adhere to information pertaining to the implementation of project Residents in slums or  Engage residents of slums on project activities Moderate Moderate informal settlements  Provide information to aid project implementation  Adhere to information rights and responsibility of slum dwellers in the implementation of project Persons with addiction  Provide information to aid delivery of project Low Low support to persons with addiction  Adhere to information pertaining to the implementation of project Persons with disability  Engage associations of persons living with High Moderate disability to factor their needs into project design  Provide information to aid delivery of project to persons with disability  Adhere to information, rights, and responsibility of persons with disability in project implementation Ebola survivors/Covid-19  Provide information to aid delivery of project High Moderate patients to Ebola survivors/Covid-19 patients  Adhere to information rights and responsibility of persons with disability in project implementation Elderly persons  Provide information to aid delivery of project Moderate Low to elderly persons  Adhere to information pertaining to the implementation of project Commercial sex workers  Provide information to aid delivery of project Moderate Low to commercial sex workers.  Adhere to information pertaining to the implementation of project 5 3.0 STAKEHOLDER ENGAGEMENT PROCESSES 3.1 Summary of Consultation activities undertaken During project preparation stage, rounds of meetings and consultation were conducted with different stakeholder groups pertaining to project needs and priorities, as presented in table 3. Additionally, extensive consultations, including focus group discussions and interviews were conducted in the context of the preparation of the Project SEP, RPF and ESMF. Details and participants list of those consultations are attached under Annex 1. Table 3: Summary of Consultation activities already undertaken during Project preparation Stakeholder Purpose of engagement Method of Location engagement PROJECT PREPARATION PHASE PFMU Discuss RUSLP preparation timeline, staffing Formal meeting World Bank Office arrangements, required documents and PPA Safeguards meeting with PCU and Ministry of Present the ESF, discussion on required safeguards Formal meeting, World Bank Office Finance instruments for RUSLP and delivery timelines, staffing PowerPoint arrangement and capacity assessment, agreements on presentation, PPA activities, lead in the consultation and disclosure of Discussions project SEP, RPF, ESMF etc. Meeting with Freetown City Council (FCC) Debrief on mission findings on slum upgrading, E&S Formal meeting FCC Office Mayor and Western Area Rural District risk assessment and mitigation, agreements on next Council (WARDC) steps Sierra Leone Housing Corporation Understand housing challenges Formal meeting World Bank Office Ministry of Works and Public Assets (Director To understand infrastructure provision and discuss Formal meeting World Bank Office of Feeder road) and Sierra Leone Roads standards (particularly access/road standards) Authority Utility companies: Energy distribution services  To understand service provision in informal Formal meeting World Bank Office agency, Guma Valley Water Company settlements, discuss conditions and programs in the settlements;  Discussion on solar lighting projects Director of Housing – Ministry of Works To understand the housing situation in Freetown Formal meeting World Bank Office 6 Stakeholder Purpose of engagement Method of Location engagement Head of Planning Dept. - Ministry of Lands, Town planning, plans available, town planning status of Formal meeting Ministry of Country Housing and Environment (MLHE) some of the sites for services land and upgrading Planning and Environment Ministry of Planning and Economic Medium Term National Development Plan update, Formal meeting Ministry of Planning Development understand the national slum upgrading direction, and Economic provide RUSLP preparation update and M&E Development framework Ministry of Health Solid Waste Management Formal meeting World Bank Office Mayor FCC and her Delivery Team Solid Waste Management Formal meeting FCC Office GUMA, Sierra Leone Roads Authority, Office Disaster Response needs assessment Formal meeting World Bank Office of National Security and Ministry of Social Welfare FCC Sanitation/Waste management team and Solid Waste Management Formal meeting FCC Office Catholic Relief Services FCC Head of Town Planning and team and Town planning, plans available, town planning status of Formal meeting FCC Office WARDC Head of Development Planning and some of the sites for services land and upgrading; and team agree on TOR for the WA Plan FCC Treasurer / Head of Finance and team State of finances, review management systems, issues Formal meeting FCC Office for prioritization among others Environment Protection Agency Discuss solid waste management regulations, E&S Formal meeting EPA Office permitting and licensing etc. Office of National Security (ONS) Capacity Needs Assessment + Disaster Mgt Agency and Formal meeting ONS Office (Coordinator, Director and Technical team) WB support under new Project + Intro to CERC PPP Unit Office of the President Understand the PPP framework Formal meeting World Bank Office Chief Innovation Officer Directorate of Partnership on Participatory approaches for data Formal meeting DSTI Science, Technology and Innovation (DSTI) collection and mapping for resilience Head of the Infrastructure Unit Office of the To understand the Government’s infrastructural Formal meeting State House Office of President development plans the President Head of the Renewable Energy Department, To discuss potential investment in street lighting under Formal meeting Ministry of Energy Ministry of Energy the neighborhood upgrading investments National Fire Force Assess Preparedness capacity and needs Formal meeting Fire Force Head Quarters Local Disaster Committee heads (Rokupa, Discuss status of disaster response at local level Formal meeting World Bank Office Coconut Farm), ONS, FCC Slum Dwellers Association, Concern  To understand NGOs’ roles, learn from their past/ Formal meeting World Bank Office Worldwide, Don Bosco, Center for Dialogue ongoing projects, collect baseline data, etc. and on Human Settlements and Poverty Alleviation 7 Stakeholder Purpose of engagement Method of Location engagement CRS/Caritas, potentially the CDMCs and Sierra  To understand social cohesion and capital in the Leone Urban Research Centre community, learn about their roles, activities, and priorities DFID Solid waste management discussion Formal meeting World Bank Office UNICEF, WFP Disaster Response Formal meeting World Bank Office Red Cross, Concern Worldwide, CRS, Caritas, Emergency Preparedness and Response: Discuss ongoing Formal meeting World Bank Office VSO, UNDP, UNOPS activities, particularly EWS and hydromet Commercial and residential Real-estate To understand the RE sector, explore PPP potential Formal meeting World Bank Office developers Commercial Banks: Eco Bank, UBA, Zenith To understand the Banking sector, its lending portfolio Formal meeting Ministry of Finance for private sector businesses, and mortgage sector Professional service providers (Architects, To get a sense of construction costing prices and the Formal meeting World Bank Office surveyors, engineers) market Professional service providers (lawyers) To understand the legal implications of the project Formal meeting World Bank Office Quantity Surveyors To get a sense of costing prices and the market Formal meeting World Bank Office Rolf Westerhof JE Consortium Plan on SWM Formal meeting World Bank Office Fiscal Decentralization Division – Ministry of To discuss project implementation Formal meeting Ministry of Finance Finance FCC PPP team Exchanging ideas on PPP and agreements on next steps Formal meeting FCC Office Ministry of Finance - Director of the RUSLP introduction Formal meeting Ministry of Finance Multilateral Projects Division Commerce & Mortgage Bank Understand the mortgage sector Formal meeting World Bank Office National Social Security and Insurance Trust To learn from their experience in implementing Formal meeting World Bank Office (NASSIT) affordable and commercial housing and explore potential to invest in housing under the RUSLP Site and Services Guoji Investment Company – Private To learn from their experience building and Formal meeting World Bank Office Developer selling/renting private/commercial properties in high- end neighborhoods like the Lumley Beach. Home Leone To learn from their experience in implementing a social Formal meeting World Bank Office housing scheme and explore potential to collaborate in housing under the RUSLP Site and Services Real estate broker Independent valuation of land identified for landfill site Formal meeting Ministry of Finance in Western Area 8 Stakeholder Purpose of engagement Method of Location engagement Mayor of Makeni City and staff To understand the state of own source revenue and Formal meeting Makeni City Council planning services and existing capacities Mayor of City of Koidu New Sembehun and To understand the state of own source revenue and Formal meeting Koidu New Sembehun Municipal Staff planning services and existing capacities City Mayor of City of Kenema and Municipal staff To understand the state of own-source revenue planning Formal meeting Kenema services and existing capacities Mayor of City of Bo and Municipal staff To understand the state of own-source revenue planning Formal meeting Bo services and existing capacities Landowners of the new Landfill site in Negotiations for transfer of ownership to Government; Formal meeting Ministry of Finance Hastings Due diligence for acquisition of land for the Landfill site and site visit and Hastings Village The Environmental Foundation for Africa Capacity Assessment and previous work in reforestation Formal meeting FCC, EFA and urban greening Mayors and Chief Administrator of Port Loko Introductory meeting with the World Bank RUSLP Formal meeting Video Call City Council Team. To understand the state of own-source revenue, planning services and existing capacities Mayors and Chief Administrator of Bonthe Introductory meeting with the World Bank RUSLP Formal meeting Video Call Municipal Council Team. To understand the state of own-source revenue, planning services and existing capacities Women groups (SL Association of Market Interest and project impact on women and opportunities. Formal Meeting Email Women, 50-50 Group, Rainbo Initiative) SEA/SH risk assessment. Disability Institutions (National Commission Interest and project impact on Persons with Disabilities Formal Email/ Whatsapp for Persons with Disabilities) and opportunities. 9 3.2 Stakeholder Engagement Methods The SEP has used and will continue to use a variety of engagement techniques to build relationships with stakeholders, consult and gather information from them, as well as disseminate project information to all stakeholders. In selecting any consultation technique, a number of issues will be taken into consideration including stakeholders’ level of formal education and cultural sensitivities in order to ensure that the purposes of each engagement will be achieved. It is also anticipation the methods of stakeholder engagement will be affected by the COVID-19 pandemic. Therefore, the methods of stakeholder engagement will be done taking into consideration all the recommended social distancing protocols. 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.  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. The techniques to be used for the different stakeholder groups have been summarized in the table below: Table 4: Stakeholder Engagement Methods Engagement Method Purpose and Details Correspondence (Phone,  Distribute information to the World Bank Group, Government officials, NGOs, Emails) Local Government, Impacted Communities, and organisations/agencies  Invite stakeholders to meetings and follow-up One-on-one meetings (via  Seek views and opinions zoom, skype, teleconference  Enable stakeholders to speak freely about sensitive issues etc.)  Build personal relationships  Record meetings  Resolve concerns and grievances as appropriate Formal and informal  Present the Project information to a group of stakeholders meetings  Allow group to comment – opinions and views  Build impersonal relation with high level stakeholders 10  Disseminate technical information  Record discussions Public meetings  Present Project information to a large group of stakeholders, especially communities  Allow the group to provide their views and opinions  Build relationship with the communities, especially those impacted  Distribute non-technical information  Facilitate meetings with presentations, PowerPoint, posters, brochures etc.  Record discussions, comments, questions. Focus group meetings  Present Project information to a group of stakeholders  Allow stakeholders to provide their views on targeted baseline information  Build relationships with communities  Record responses Website/ National news  Present project information and progress updates papers  Disclose ESIA, ESMP, RPF, SEP and other relevant project documentation Direct communication with  Share information on project impacts and mitigation measures and implementation affected PAPs timelines  Agree options for neighbourhood upgrade and relocation options.  Participatory development of community action plans 3.3 Methods of Consulting Disadvantaged / Vulnerable Individuals or Groups Disadvantaged/vulnerable individuals and groups, who often do not have a voice to express their concerns or understand the impacts of a project, are sometimes excluded from stakeholder engagement. Table 5 shows potential disadvantaged/vulnerable individuals/groups and limitations they may have regarding participating in the consultation process. Consultations4 will take place to better determine the needs and strategy for community dialogue and awareness raising and will be detailed further. Awareness campaigns, trainings, dissemination activities about the different entry points, among other activities, will ensure the sustainability of the actions taken and will prepare the community to address cases properly in the future, after project completion. In regard to GBV/SEA, the SEP will be recognizing the gender power and social dynamics within a community and how they may inhibit participation, it is key to ensure that spaces are made available for women, men and children affected by the project to participate in consultations. Table 5: Methods of Consulting Disadvantaged / Vulnerable Individuals or Groups Vulnerable Specific Needs and Preferred means of Additional Resources groups and Characteristics notification/consultation Required individual Residents in Limited voice, poor Focus group meetings, More information slums or informal representation in decision engagement at the local level dissemination through the settlements and table, lack of access including the use of radio and local radio and town criers, flood-prone or information, inaccessible to town hall meetings posters, local language inaccessible areas, meeting places, skits and discussions. Community level engagement and consultations than at a district headquarters. 4 Ethics section of the Violence Against Women and Girls Resource Guide. 11 Vulnerable Specific Needs and Preferred means of Additional Resources groups and Characteristics notification/consultation Required individual Personal Protective Equipment (PPE) against COVID-19 Physically Lack of access to meeting Meet identifiable associations of Information translated to challenged places, transportation and persons with disabilities indigenous languages, sign persons with language barriers, visual language/ translators, visual and hearing impairment braille, accessible meeting impairment locations Women, girls, Limited voice, low Focus group meetings, use of Engagement of local poor and representation, lack of gender champions, NGOs and CBOs who disadvantaged, access to information Focus group meeting with work with vulnerable children, pregnant Cultural and traditional disadvantaged children and their people at the community school-age girls barriers, poverty stigma guardians level to help disseminate information and organize consultation Ebola/COVID-19 Stigma, limited voice Focus group meetings, meeting Engagement of local Survivors with association of NGOs to embark on Ebola/COVID-19 survivors. sensitization against Ebola/COVID-19 Survivors Stakeholders in Limited voice, low Focus group meetings, More information remote area/ high representation, lack of engagement at the local level dissemination through the illiteracy access to information, including the use of radio and local radio and town criers, including the town hall meetings posters, local language homeless skits and discussions. community level engagement and consultation than at a district headquarters Drug addicts, Stigma, gender-based Focus group meetings commercial sex violence, limited voice, workers 3.4 Stakeholder Engagement Plan (SEP) The SEP seeks to define the most appropriate approach to meaningfully engage, consult, and disclose information about the project to all relevant stakeholders. The main goal of this SEP is to ensure inclusivity in the decision-making processes at every stage of the project preparation which will create an atmosphere of understanding that actively involves project-affected people and other stakeholders in a timely manner. It will also provide sufficient opportunity for the various stakeholder groups to voice their opinions and concerns that may influence project decisions during the project design, implementation, and closure stages. It must be emphasized that the stakeholder engagements methods must be done in accordance with all the required COVID-19 social distancing and safety protocols. 12 Table 6: Stakeholder Engagement Plan Project Stage Topic of consultation Engagement Application of the Target Stakeholders Responsibility Technique technique Project Agreeing on  Correspondence  Invite stakeholders to  Ministry of Finance  MoF-FDD Preparation components and (Phone, Emails) meetings and follow-up  Ministry of local Government and Rural  MLGRD- institutional  Formal and informal  Soliciting stakeholder Development Decentralization arrangements for the meetings; input into the PAD  Ministry of Works and Public Assets Secretariat implementation of organisations/agencies,  Ministry of Lands, Housing and  Local Councils RUSLP Country Planning  Ministry of Environment  Local Councils  Development partners  World Bank Group  CSOs/NGOs Preparation of  Correspondence  Invite stakeholders to  Ministry of Finance  MoF-FDD safeguard instruments (Phone, Emails) meetings and follow-up  Ministry of Local Government and  MLGRD-  Formal and informal  Soliciting stakeholder Rural Development Decentralization meetings input into the safeguard  Ministry of Environment Secretariat instruments  Environmental Protection Agency  Local Councils  Local Councils  Development partners  CSOs/NGOs  Landowners  PAPs (including informal occupants), residents/businesses in construction area  Vulnerable groups,  Municipal waste collectors  Waste pickers New landfill  Meetings  Invite stakeholders to  Ministry of Finance  MoF-FDD  radio/TV discussions meetings and follow-up  Ministry of Local Government and  MLGRD-  engagement with  Soliciting stakeholder Rural Development Decentralization community input into the safeguard  Ministry of Environment Secretariat representatives’ instruments  Environmental Protection Agency  Local Councils influencers  Local Councils  Development partners  CSOs/NGOs  Landowners 13 Project Stage Topic of consultation Engagement Application of the Target Stakeholders Responsibility Technique technique  PAPs (including informal occupants),  Residents/businesses in construction area  Vulnerable groups,  Municipal waste collectors  Waste Pickers GRM establishment,  Meetings  Dissemination of  Parliamentarians  MoF dissemination and  radio/TV discussions information to mass  Anti-corruption Commission  MLGRD- awareness  engagement with audiences  Ombudsman Decentralization community  National Commission for Persons with Secretariat representatives’ Disability (NCPD)  Local Councils influencers  The General public  Focal Person for GRM  People losing land and other assets due to project interventions  Impacted Communities/Flood-prone areas/slums  Vulnerable groups  Persons with disabilities Project Strategies for  Correspondences  Invite stakeholders to  Ministry of Finance Officials  MoF implementation increasing Own (Phone, Emails); meetings and follow-up  MLGRD  MLGRD- Source Revenues of  Formal and informal  Soliciting stakeholder  Local Council Workers Decentralization councils meetings input on ways to  Local Council’s service providers for Secretariat increase Internally Cadastral management and own source  Local Councils Generated Funds revenue collection  Market women/Traders  Development partners  World Bank Group  Security forces  Business associations  NGOs 14 Project Stage Topic of consultation Engagement Application of the Target Stakeholders Responsibility Technique technique Preparation of  Community  Project community  Environmental Protection Agency  MoF (PMU) Safeguards meetings, focused Liaison and  Disaster Risk Management Agency  MLGRD- instruments group discussions, communication  Parliamentarians Decentralization public hearing, specialist to lead  Ministry of Environment Secretariat public disclosure community entry with  Ministry of Lands, Housing and  Local Councils  Formal and informal Ward development Country Planning  Ward Development correspondence and committees  Ministry of Works and Public Assets Committees meetings  Consultant to establish a Officials  consultants stakeholder engagement  LCs strategy consistent with  Development partners this SEP to guide  World Bank Group consultations for the  CSO/NGO preparation of the  Security services instruments  Community representatives  Project Affected Persons Strategies for  Formal and informal  Invite stakeholders to  MoF enforcing safeguards  Environmental Protection Agency meetings meetings and follow-up  Disaster Risk Management Agency  MLGRD- instruments  Soliciting stakeholder Decentralization  Parliamentarians input into the PAD Secretariat  Ministry of Environment organisations/agencies,  Local Councils  Ministry of Lands, Housing and  Ward Development Country Planning Committees  Ministry of Works and Public Assets Officials  LCs  Development partners  World Bank Group  CSO/NGO  Security services Community representatives Discussion on the  Radio and  Officials of Ministry of Works and  MoF provision of resilient Television  Enable stakeholders to Public Assets  MLGRD- municipal Discussion and speak freely about  EPA Decentralization infrastructure/restorati Phone-in Programs project related issues  The General public (including land Secretariat on of green land, etc. owners where trees will be planted)  Local Councils 15 Project Stage Topic of consultation Engagement Application of the Target Stakeholders Responsibility Technique technique  Formal and informal  Build public trust and  Residents in slums or informal meetings confidence settlements  Workers of construction firms  CSOs/NGOs Stakeholder  Public hearing  Invite stakeholders to  Emergency response officials – DRMA  MoF consultation forum on  Formal/ Informal meeting and follow-up  ONS  MLGRD- the establishment of meetings with  Guma Valley Water Company Decentralization National Disaster technical people in  MLGRD Secretariat Management Agency the field  Officials of LCs  Local Councils and decentralised  The General public emergency response  Impacted Communities, services Residents in slums or informal settlements Disaster risk  Meetings  Dissemination of  Ministry of Environment  MoF mitigation/managemen  radio/TV discussions information to mass  ONS  MLGRD- t strategy development  engagement with audiences  DRMA Decentralization community  Solicit inputs into  EPA Secretariat representatives’ strategy for mitigating  NPPA  Local Councils influencers disasters  Guma Valley Water Company  The general public  Homeless  Children  Impacted communities  Persons with disability Guidelines for  Meetings  Dissemination of  Ministry of Social Welfare  MoF compensation to  radio/TV information to mass  FDD  MLGRD- affected individuals discussions, audiences  Anti-corruption Commission Decentralization and households  engagement with  Solicit inputs into  Ombudsman Secretariat community guidelines for social and  NCPD  Local Councils representatives’ financial support to  The general public influencers affected households  Women  Children  Informal occupants  Businesses affected  Vulnerable groups  Waste pickers 16 Project Stage Topic of consultation Engagement Application of the Target Stakeholders Responsibility Technique technique  Persons with disability Labor and working  Formal and informal  Present information on  Ministry of Finance  MoF conditions associated meetings employees contracts  Ministry Social Welfare  MLGRD- with the construction  Display information on  Ministry of Labor Decentralization resettlement homes for notice boards, sign  Ministry of Lands Secretariat affected households posts, radio  Sierra Leone Institution of Engineers  Local Councils announcement etc.  Contractors  Contractors  Encourage the use of  Land owners GRM mechanism to address issues on labour and working conditions Project Closure Lessons Learning  Public online  Present Project  Ministry of Finance  MoF (FDD, PFMU) Sessions surveys information to a large  Ministry of Works and Public Assets  MLGRD-  Focus group group of stakeholders,  EPA Decentralization meetings especially communities  MLGRD Secretariat  Expert one-on-one  Allow stakeholders to  Development partners  LCs interviews provide their views and  World Bank Group  Formal meetings opinions  Security forces  Distribute technical and  The general public non-technical  Impacted Communities information  Project Affected Persons (PAPs)  Record discussions,  Persons with disabilities comments, questions.  Elderly persons  Illiterate people  Sustainability  Public online  Present Project  Ministry of Finance Officials  MoF (FDD, PFMU) surveys information to a large  Ministry of Works and Public Assets  MLGRD-  Focus group group of stakeholders, Officials Decentralization meetings especially communities  EPA Officials Secretariat  Expert one-on-one  Allow stakeholders to  MLGRD key staff  LCs interviews provide their views and  Development partners  Formal meetings opinions  World Bank Group  Distribute technical and  Security forces non-technical  The general public information  Impacted Communities,  Record discussions,  Persons with disabilities comments, questions. 17 Project Stage Topic of consultation Engagement Application of the Target Stakeholders Responsibility Technique technique  Project Assets  Expert one-on-one  Present Project  Ministry of Finance Officials  MoF (FDD, PFMU) interviews information to a large  Ministry of Works and Public Assets  MLGRD-  Formal meetings group of stakeholders, Officials Decentralization especially communities  EPA Officials Secretariat  Allow stakeholders to  MLGRD key staff  LCs provide their views and  Development partners opinions  World Bank Group  Distribute technical and  Security forces non-technical  The general public information  Impacted Communities,  Record discussions,  Persons with disabilities comments, questions. 3.5 Stakeholder Engagement Strategy At each of the stages identified above, the PIU will ensure meaningful engagement and consultation and disclosure of project information to all relevant stakeholders. The disclosure and consultation activities will be designed along with some key guiding principles, including the following:  Consultations must be widely publicised particularly among the project affected stakeholders/communities, preferably 2 weeks prior to any meeting engagements  Ensure non-technical information summary is accessible prior to any event to ensure that people are informed of the assessment and conclusions before scheduled meetings  Location and timing of meetings must be designed to maximise stakeholder participation and availability  Information presented must be clear, and non-technical, and presented in all appropriate local languages where necessary  Engagements must be facilitated in ways that allow stakeholders to raise their views and concerns  Issues raised must be addressed, at the meetings or at a later time. Table 7: Stakeholder Engagement/Consultation Strategy KEY Project Preparation Target Stakeholders Expected discussions and Locations Responsibilities Advance (PPA) Activities decisions Integrated Development Plan Ward Development Discuss and agree on priority WARD-C administrative Development planner collate for WARDC (mid-term Committee members, needs and requirements for council, Various Wards contribution of other development plan) Councilors, Development development plan stakeholders and guide the Planning officer-WARD-C, discussions; Devolved sector Devolved Sector heads for heads discuss sector priorities 18 KEY Project Preparation Target Stakeholders Expected discussions and Locations Responsibilities Advance (PPA) Activities decisions WARD-C, Head men, youth vis- a-vis national sector groups, women’s group, plans; CSOs/CBOs/NGOs Capacity Development Plan Core and devolved staff of Capacity needs, available Secondary cities +Ward-C; Core and devolved staff in Secondary Cities and secondary cities (WARD-C), capacity and capacity gaps Freetown (FDD- MoF, Dec- identify available skills and WARDC FDD- MoF, Dec-Sec- Sec- MLGRD, LGSC, support systems; MoF, Dec- MLGRD, LGSC, PFMRU- PFMRU- MoF, IA- MoF) Sec- MLGRD, LGSC, MoF, IA- MoF PFMRU- MoF, IA- MoF identify basic requirement, capacity building requirement in tandem with statutory FM regulations and central support systems Municipal Finance Capacity Chief Administrators Capacity requirement and Secondary cities, Ward-C; Finance Officers, Assessments in Secondary Finance officers, needs of financial Freetown (FDD- MoF, Dec- Accountants and Procurement Cities and WARDC Accountants, Procurement management staff Sec- MLGRD, LGSC, Officers Identify available Officers, Internal Auditors of PFMRU- MoF, IA- MoF skills and support systems; secondary cities, WARD-C, MoF, , PFMRU-MoF, IA- FDD-MoF, PFMRU-MoF, MoF identify FM capacity IA-MoF requirement, with respect to statutory FM regulations and central support systems requirements Pre-operational studies for Land owning families, Waste Land fill and access road to Land fill sites, Freetown- Land owning families the construction of a new pickers at existing sites, EPA, land fill, effect on EPA, WARDC identify compensation and landfill Waste Management infrastructure of public resettlement packages; EPA Companies utilities including lead discussions on collaboration the regulations and guidelines improvement of green cover governing establishment of over water catchment landfill; and Waste Management companies discuss on links between transit points and land fill sites for effective waste collection and management Feasibility and detailed Ministry of Lands, Ministry Feasible options for upgrade Freetown-Ministry of Lands Ministry of land leads discuss designs for neighbourhood of Environment, Community and Housing and Country on feasible upgrade options; upgrading Planning, Ministry of 19 KEY Project Preparation Target Stakeholders Expected discussions and Locations Responsibilities Advance (PPA) Activities decisions members of identified Environment, FCC, Affected communities neighborhoods for upgrade Communities of members proffer neighborhood for upgrade Development of RPF, ESCP, FCC, 7 secondary cities, Environmental and social risk Secondary cities, Ward-C and Ensure national laws and SEP, Labor Management WARDC; FDD, Ministry of assessments and mitigation Freetown policies are followed through Procedure etc.) Lands and Housing and Country Planning, Ministry of Environment, EPA, Office of National Security, Ministry of Labour and Social Security Disclosure of Environmental Media, EPA, Communities Environmental and social risk Secondary cities, Ward-C; Share information on and social risk management management plans and Freetown Environmental and social risk plans management plans 3.6. Proposed Strategy for Information Disclosure Stakeholder consultation and information disclosure will be an integral of the project implementation process which shall be consciously carried at every phase of the project implementation. The project implementation team shall ensure that each consultation process is well planned and inclusive which must be documented and communicate feedback on all follow up issues, concerns, and actions emanating from the stakeholder consultation processes. The engagement and consultation will be carried out on an ongoing basis to reflect the nature of issues, impacts, and opportunities emanating from the implementation of the project. Table 8: Information Disclosure and Consultation Plan Project stage Target stakeholders List of Methods Timing proposed information to be disclosed Implementation  Officials at MoF-FDD  ESMF  News paper  Before appraisal  PMU  RPF  Website  Throughout project  PSC  SEP  Online and ICT enabled implementation  LCs  GRM  Development partners  World Bank Group 20  PAPs  General Public  The public  Detailed  Radio and phone in  Before project  Impacted Communities, information about interaction with public implementation is  Traders Association RUSLP  Television started  Traders/Market women (Beneficiary LCs,  Social media  Transport operators and commuters likely impact of  News paper  SMEs project, etc.)  Posters and brochures  ESIA, ESMF, RPF, LRP, ESMP, RAP, SEP, GRM, Vulnerable Groups:  ESMF, ESMP,  Engagement with  Throughout  Residents in slums or informal settlements and RPF, LRP, RAP, specialized agencies project flood-prone or inaccessible areas. SEP, GRM and de11aling with these implementation  Waste pickers other relevant stakeholders to  Physically challenged persons with visual and project employ the most hearing (or other) impairment documentation. appropriate means of  Women, girls, poor and disadvantaged children  Project information engagement. pregnant school age girls and progress  Ebola/COVID-19 Survivors updates  Stakeholders in high illiterate areas  Drug addicts, commercial sex workers  Landowners  Limited informal  Two months after Construction/  PAPs (including informal occupants), RAP/ ESMP meetings project Rehabilitation  Residents/businesses in construction area  Website effectiveness.  Vulnerable groups,  National news papers  Throughout project  Municipal waste collectors  Notice boards at implementation  The public construction  Ministry of Lands sites/communities  Contractors  Workers (including Stewards for afforestation sub-project) 21  Traders/Market women  Transport operators and commuters  SMEs 22 4.0 RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING STAKEHOLDER ENGAGEMENT ACTIVITIES 4.1. Resources The Fiscal Decentralization Division (FDD) will provide oversight and supervision in implementing the SEP. The FDD will also ensure the hiring of the required personnel to implement the project including the roll out of activities related to SEP. In addition, the FDD will ensure that the required funds are allocated and disbursed for the implementation of the SEP. A proposed budget for the stakeholder engagement activities is outlined below: Table 9: Proposed Budget for SEP on RUSLP Budget Item Cost (USD) General expenses for SEP implementation (travel, printing, and community engagements): O/w Local Travel 10,000 Printing - including IEC materials 10,000 Community Engagement 50,000 Specific expenses on logistics related to SEP activities 10,000 Additional expenses on resource persons on SEP activities 10,000 Other (contingency) 40,000 Total 130,000 4.2. Management Functions and Responsibilities The Fiscal Decentralization Division (FDD) of the Ministry of Finance will provide overall oversight for the implementation of the stakeholder engagement activities. The FDD will coordinate the process of establishing the Project Steering Committee (PSC) which will comprise of senior representatives of key ministries Departments and Agencies (MDAs) such as Ministry of Local Government, Ministry of Environment, Ministry of Lands and Housing, and Ministry of Planning and Economic Development etc. The PSC will meet at least every quarter to resolve strategic issues affecting project execution, provide policy guidance, and review project implementation progress and results indicators. The PMU will serve as the secretariat to the PSC. The roles and responsibilities of the PSC will be detailed in the institutional and implementation arrangement in the Project Appraisal Document (PAD) and the Project Implementation Manual. 23 5.0 GRIEVANCE REDRESS MECHANISM (GRM) A comprehensive project-wide GRM will be instituted by the PMU before project implementation commences to enable a broad range of stakeholders to channel their concerns, questions, and complaints to the various implementation agencies, through multiple grievance uptake channels. Particularly the GRM will have a trained specialist to address any related issues and complaints. Essentially, the Grievance Redress Mechanism (GRM) will assist in resolving complaints and grievances in a timely, effective and efficient manner that satisfies all parties involved. It outlines a transparent and credible process for fair, effective and lasting outcomes. Similarly, it builds trust and cooperation as an integral component of broader community consultation that facilitates corrective actions. Specifically, the GRM:  Ensures that appropriate and mutually acceptable redress actions are identified and implemented to the satisfaction of complainants.  Avoids the need to resort to judicial proceedings as a way of seeking redress.  Provides affected people with avenues for making a complaint or resolving any dispute that may arise during the course of project implementation. 5.1 The Grievance Redress Mechanism Process Grievances will be coordinated at the Project Management Unit (PMU) level with a multi-channel grievance uptake process, through which project related grievances shall be received and resolved. The GRM will provide for anonymous reporting channels of logging complaints and grievances that will ensure confidentiality and anonymity of complainants. This will largely create an enabling environment to allow for grievances to be raised by project affected persons without fear of victimisation. The GRM process will be coordinated by the PSC via the PMU to ensure transparency and accountability in financial flow and distribution of relief items/supplies/consumables to people affected by the project. Grievances will be recorded at all levels, including communities and project sites. A focal person (s) within the PMU shall be assigned to coordinate all the grievances and complaints coming from all levels, man the call/documentation center and ensure timely escalation of complaints and grievances to the resolving officers. The Grievance Redress Mechanism Process will also be integrated into the Anti-Corruption Commission platform. The GRM will include the following steps:  Receiving and registering a complaint  Screening and investigating the complaint  Formulating a response  Selecting a resolution approach  Implementing the solution  Announcing the result  Tracking and evaluating the results  Learning from the experience and communicating back to all parties involved; and  Preparing timely reports to management on the nature and resolution of grievances 5.2 Scope of the GRM The GRM for the RUSLP will be available for use by all project stakeholders including those directly and indirectly impacted, positively or negatively, and the general public. This will offer an opportunity to 24 project affected persons to submit questions, concerns/complaints, comments, suggestions and obtain resolution or feedback. Below is the list of persons/groups the project’s GRM will be targeted and informed about the existence of the GRM and provided with the necessary support to access the GRM;  People potentially losing land and other assets to make way for major infrastructure development and tree planting  Displaced communities  Municipal waste collection and disposal workers  Quantity Surveyors  SMEs  Community leaders and the clergy  Disability association  Women and girls centered groups  Officers working at city councils  Workers at construction sites  Tax/dues payers  Revenue collectors  Traders/Market women  Transport operators and commuters  Water supply companies/organisations  Private business owners  Waste pickers  Persons affected by or otherwise involved in project-supported activities 5.3 Implementation Steps of GRM Grievance Redress Committee shall be established to ensure timely and appropriate resolution of grievances arising as a result of project activities. The coordination responsibility of the GRM shall rest with the Social Safeguards Specialist, GBV Specialist and Community Outreach Specialist in addition to focal persons in the affected communities, local councils, contractor and supervising team and service provider (for SEA/SH complaints) or directly through a call/report centers (Toll free line). Complaints can be registered through multiple accessible channels including phone calls, text messages, emails or voice mail, letters, verbal narration, reports during field visits, media reports, and suggestion boxes etc. at all project sites and communities. Once complaints are received at any levels, they will be forwarded the call or report centre(s) (with customised digital platform) for sorting, to the GRM Committee or the appropriate bodies, persons or pillar leads for resolution and tracking of resolution process. Specifically, the following responsibilities shall be adhered to by the team; i. Ensure that committees investigate grievances and propose appropriate measures to avoid or minimize adverse impacts of the interventions. ii. Ensure that the processes comply with existing safeguard procedures and policies. iii. Build the capacity of focal persons in effective community engagement, grievance handling, and negotiation and conflict resolution. iv. Build trust and maintain rapport by providing affected persons and the wider public with adequate information on the project and its GRM procedures. v. Follow up with GRM committee on the status of investigations and resolution of grievances, as well as communicating outcomes with complainants. 25 vi. Keep and maintain up to date complaints and grievances register vii. Regularly provide a report on GRM results to the project proponents and the World Bank. The GRM implementation process will involve the following steps which have been summarized in table Table 10: Steps in project-specific grievance handling processes GRM stages Description of tasks Responsibility Timeline Assign Focal Persons The Social Safeguards Specialist FDD-PMU Prior to project (FP) together with the GBV Specialist and implementation the Community Outreach Specialist will constitute the GRM officers at the PMU level and will liaise with stakeholders to identify Focal Persons at the district and community levels and grievance committees Train assigned focal Train Focal Persons on grievance PMU, GRM Before Project persons on the design redress processes Consultant Implementation and operation of the Social Safeguards GRM Specialist, GBV Specialist and the Community Outreach Specialist Receive, acknowledge The GRM will have several tiers from Focal Persons 1 working day after receipt and transfer and the community level, District level, receiving complaint register complaints PMU level and Project Steering Committee. GRM Focal Persons/ officers will be assigned at the district and community levels to receive and register complaints into the complaints and grievances register. Public Information Communications (PIC) Campaigns will be used to create awareness of the GRM. Complaints and A customized digital platform will be Focal persons 1 working day after grievance register established to register complaints at receiving complaint the PMU with access to GRM focal persons to transmit complaints received at project sites and communities. This will be complemented with a simple manual complaint form for use at the local levels. Screen and refer Once complaints are received, the Social Safeguards complaints Social safeguards specialist or Focal Specialist of PMU 2 working days Person will undertake preliminary after receiving assessment of the eligibility of complaints complaints, categorize the grievance 26 and assign priority (high, medium, and low severity and acknowledge receipts of complaints to complainant. The complaint will also be referred at this stage to the resolving officer or grievance redress committees if it cannot be resolved immediately by the social safeguards specialist or focal person. The Social Safeguards specialist/ focal person will assign timelines for investigating. Once transferred to the appropriate resolving officer or GRM committee, the Social safeguards specialist/ focal person will track the resolution process to ensure timely feedback. Assessment/ the resolving officer or Grievance Social Safeguards investigation of the committee will undertake further Specialist of PMU, Ongoing complaint assessment to establish the merits or Grievance demerits, undertake fact finding and Committee, 2 weeks outline options for resolving the resolving complaint. Formulate an initial Once the assessment/ investigation is Social Safeguards response completed, the social safeguards/focal Specialist person will receive the report and Focal Persons 2 working days formulate a response and communicate to the complainant. The communication should state whether the grievance has been accepted or rejected, providing reasons for the decision, and indicate next steps. Select a resolution Where the complaint is not of fraud or Social Safeguards Ongoing; approach corruption, working with the Social Specialist 3 working days Safeguards Specialist, the GRM Focal Person after receiving Committee will investigate and resolve GRM Committee complaints complaints and where applicable to a specialised body or an appropriate pillar focal person will assign the complaint for mediation at different levels, engage in direct negotiations and dialogue, facilitate negotiations through a third party, conduct further investigation through the review of documents, etc. Settle the issues (or The Social Safeguards Specialist will Social Safeguards Ongoing; further escalate the ensure that the GRM Committee takes Specialist 5 working days issues) appropriate measures to remove the Focal Person after registering cause of the grievance and initiate a GRM Committee complaint monitoring process to assess any further impacts of project-related 27 work. Once settled, the social safeguards specialist and focal person record the complaint in the system as ‘resolved’ and inform the complainant of the outcome of the resolution process. Where the complainant is not satisfied with the outcome, the complainant will be informed about the appeal process and the outcome recorded accordingly. Monitor and evaluate The PMU through the Social Social Safeguards grievance redress Safeguards Specialist Focal Persons Specialist Ongoing process will monitor the grievance redress Focal Person process and the implementation of the GRM Committee decisions made. The Social Safeguards Specialist will work with focal persons to ensure that redress is granted to affected persons in a timely and efficient manner. They will also provide regular reports to the Bank, noting the progress of implementation of grievance resolutions, timelines of grievance redress, documentation procedures, etc. Feedback to The GRM System will be updated PMU Ongoing complainant and other once the complaint has been resolved interested parties so as to close the complaint in the GRM System. The PMU will contact the complainant, to evaluate if the complainant is satisfied with the resolution before the complaint is closed in the GRM system. If the complainant is not satisfied with the outcome of the investigation, a judiciary alternative could apply. Public Information This will be used to raise awareness of PMU On going Communications (PIC) the GRM on where to submit Campaigns complaints and the resolution process. The coordination responsibility of the GRM shall rest with the RUSLP Social Safeguards Officer and the focal person of the call/report center. Complaints can be registered through calls, text messages, emails or voice mail, and suggestion boxes, etc. at all project sites and communities. Once they receive complaints from the call or report centre, they will be responsible for logging all complaints, the fraud/corruption complaints will be investigated and resolved by the PSC. All other complaints will be forwarded to the GRM Committee or the appropriate bodies, persons or pillar leads for resolution. Specifically, the following responsibilities shall be adhered to by the team; 1) Ensure that committees investigate grievances and propose appropriate measures to avoid or minimize adverse impacts of the interventions 28 2) Ensure that the processes comply with existing safeguard procedures and policies 3) Build the capacity of focal persons in effective community engagement, grievance handling, and negotiation and conflict resolution 4) Build trust and maintain rapport by providing affected persons and the wider public with adequate information on the project and its GRM procedures 5) Follow up with GRM committee on the status of investigations and resolution of grievances, as well as communicating outcomes with complainants 6) Regularly provide a report on GRM results to the PSC and the World Bank. The RUSLP GRM will include confidential mechanisms to gather and respond to GBV and Sexual Exploitation and Abuse (SEA) related grievances. The GRM process will provide survivors of GBV/EA with channels to report a GBV service provider, the project GBV specialist or to the call center with encrypted section for data protection, The services of Rainbo Initative, and 50:50 who have already demonstrated strong capacity to respond to GBV issues. A TOR is in place to identify partners that can provide technical guidance to the setting of an ethically managed a GBV-GRM as well as prepare and support the implementation of the project GBV action plan. The SEA/SH response will include case management and linking to services such as Psycho-social, health, legal etc. The project will maintain an up to date grievance log and all supporting documents and will institutes regular reporting of the grievance data as part of the project quarterly monitoring to the Bank. The project will track the types of complaints received, response times, offers of resolution, and acceptance and complaints resolved vs. appealed etc. For SEA/SH, the project will report on the number of SEA/Complaints (without any identifiers), whether complaints are related to the project workers, type and effectiveness of service provision. Through annual surveys and community engagements, the project will assess the effectiveness of the GRM and make changes as appropriate. 5.4 Key Stakeholders in the GRM Process . Specific roles and responsibilities of key stakeholders in the GRM Process are outlined in table 11 below. Table 11: Stakeholder Roles and Responsibilities in GRM Processes Actor Role Ministry of Finance Provides implementation oversight of Government of Sierra Leone and other Donor Partners on the RUSLP funding Project Fiduciary Serves as trustee between the Government of Sierra Leone and the World Management Unit Bank (PFMU) GRM Report Centre General Platform that must receive/record/log/document, screen and refer all RUSLP related complaints to appropriate channels for investigation and resolution. GRM focal person/PSC Detect or investigate and resolve any complaint pertaining to the project MLGRD-Decentralization Provide supervisory role on local councils’ cooperation on the project and Secretariat help in the area of giving directives on relevant sector policies to guide project implementation PMU-FDD Responsible for project management including social and environmental issues on project 29 NGO (Rainbo Initiative, Appropriate partners/NGOs with capacity to provide the necessary 50:50 etc.) technical backstopping to project implementation process Local councils/Ward WCs would be responsible for community mobilization, facilitating Committees community planning, support community level grievance uptake and and other community capacity building initiatives to support project implementation Police/Judiciary Appropriate police/judiciary body with capacity to receive/record/log/document, re-investigation and resolve all RUSLP related complaints when resolution fails at the first level. PSC The PSC will meet at least every quarter to resolve strategic issues affecting the Project execution, provide policy guidance, and review project implementation progress and results indicators Contractor/ supervising Contractor will be obligated through contractual clauses to make available consultants a GRM for workplace and community complaints. The PMU will ensure this is established while making available the project GRM channels available at the site level as next tiers available to workers to escalate complaints. The contractor and supervising consultants will maintain staff at the site level for management of community complaints with linkages to the project report/call center for documentation and tracking. 30 6.0 MONITORING, EVALUATION AND REPORTING A project monitoring and evaluation system will be established by the PMU-FDD to assess progress on indicators in the Project’s result framework. Data on activities and outputs will be included in regular monthly and quarterly reports prepared by the PMUs based on inputs from the implementing agencies, including MDAs’ focal points and City Project Implementation Teams (CPITs) at the local councils level, in accordance with the format in the Project’s Operational Manual (POM). The M&E Specialist at the PMU will be responsible for collating the data from the Implementing Agencies (IAs) and providing quality assurance as well as overall reporting. Citizen engagement will be ensured by the development and implementation of a digital citizen engagement platform in which citizens can access the status of activities funded under the Project and provide feedback. This will be complemented by a continuous iterative beneficiary monitoring and regular compliance audits to allow the project to adjust the implementation approach on a real-time basis. 6.1 Involvement of Stakeholders in Monitoring Activities A participatory system of monitoring and reporting on all project activities and related impacts shall be adopted. Participatory monitoring and evaluation will involve bringing stakeholders at different levels (national, regional, district, ward, community) to work together to collect and analyze information on project activities and results and generate recommendations on how to improve project delivery. The key stakeholders to be involved in the participatory monitoring system will comprise representatives from the PMU, Local Councils, Implementing Agencies, Affected Communities, and Development Partners, Ward Committees, Counselors representatives of identifiable associations, CSOs etc. This is expected to promote strong, constructive and responsive relationships among the key Project stakeholders and the implementing agency. Effective involvement of relevant stakeholders in the monitoring and reporting of project activities will not only improve the environment and social sustainability of the projects but will also enhance stakeholder acceptance of the project thereby improving the design and implementation of the project. The monitoring framework for the project will also include putting in place data capture and storage systems to keep track of the commitments made to various stakeholder groups at various times, and communicate the progress made against these commitments on a regular basis. The FDD, under the MoF, shall provide overall coordination, monitoring, and evaluation of the project by putting in place the requisite tools and systems (GRM digital platforms, M&E systems, reporting templates etc in place to collect, analyze, and report all information to relevant stakeholders. This Stakeholder Engagement Plan (SEP) will be published on the MoF official website, and updated regularly detailing public consultations, disclosure information and grievances throughout the project, which will be available for public review on request. the PMU and third-party monitoring consultant should evaluate the Stakeholder Engagement Plan periodically to reflect relevant changes as may be required. 6.2 Reporting back to Stakeholder Groups Managing stakeholder expectation is a sine qua non to determining the success of people centered project like RUSLP. The SEP will be periodically revised and updated as necessary in the course of project implementation in order to ensure that the information presented herein is consistent and is the most recent, and that the identified methods of engagement remain appropriate and effective in relation to the project context and specific phases of the development. Any major changes to the project related activities and to its schedule will be duly reflected in the SEP and communicated to key stakeholder of the project in a timely manner. Key Performance Indicators (KPIs) for RUSLP will be monitored by responsible staff and monthly summaries and internal reports on public grievances, enquiries, related incidents, together with the status of implementation of associated corrective/preventative actions generated and conveyed to the World Bank 31 and all other relevant stakeholders. Publication of status/annual report on stakeholder interaction on the project among others shall constitute one of the possible ways of conveying information to stakeholders. 32 Table 12: Monitoring and Evaluation Plan for SEP Methodology for Data Responsibility for Indicator Name Definition/Description Frequency Data source Collection Data Collection Goal: This measures the extent to Conduct stakeholder Inclusive delivery of project which project results are satisfaction survey on through effective stakeholder Annual Annual survey MoF/FDD & C/LCs delivered without any major implementation of consultations and engagements environmental and social risks project Outcomes: Conduct bi-annual This measures the extent to stakeholder satisfaction Stakeholders satisfied with project Bi-monthly which key stakeholders are Bi-annual survey on project MoF/FDD & C/LCs activities/outputs survey satisfied with project activities. activities in their localities This measures the rate at which complaints and grievances Complaints and Complaints and grievances Review statuses of arising from the project are Monthly grievances MoF/FDD & C/LCs resolved amicably grievances resolved resolved peacefully to the register satisfaction of all parties This measures the extent to Zero or minimal incidences of Monthly review of which the project is implemented GBV gender-based violence during Monthly project reports for MoF/FDD & C/LCs without any reported cases of records/reports project implementation incidences of GBV gender-based violence Outputs: Review project Key stakeholders identified This measures the number and Biannually SEP for RUSLP documents at MoF/FDD & C/LCs types of stakeholders identified MoF/FDD & C/LCs 33 for engagement during project Stakeholder implementation register for project This measures the number of Stakeholder Review project consultations carried with key Key stakeholders consulted Monthly consultation documents at MoF/FDD & C/LCs stakeholders before and during reports MoF/FDD & C/LCs project implementation This measures the number and Reports on Review project types of stakeholders during Key stakeholders engaged Monthly stakeholders documents at MoF/FDD & C/LCs project preparation and engaged MoF/FDD & C/LCs implementation This measures the number and SEP, reports on Review project Key project information disclosed type of project information Monthly information documents at MoF/FDD & C/LCs disclosed disclosure MoF/FDD & C/LCs This measures the number and SEP Review project Key issues/topics stakeholders are types of issues or topics Monthly documents at MoF/FDD & C/LCs consulted or engaged on stakeholders are consulted or ESCP MoF/FDD & C/LCs engaged on This measures the number and GRM reports Review project Grievances recorded types of grievances recorded as a Monthly documents at MoF/FDD & C/LCs result of project activities E&S reports MoF/FDD & C/LCs GRM reports Review project Grievances resolved documents at MoF/FDD & C/LCs E&S reports MoF/FDD & C/LCs 34 Annex 1: Stakeholder Consultations held for the Project Preparation: Stakeholders Consulted for the SEP Name of Stakeholder Topics for Discussion Contact person Mode of consultation Schedule Group Fiscal Decentralization  Confirm RUSLP Adams S. Kargbo (Director) Email correspondence, 2nd and 7th June, 2020 Dpt. (MoF) (components) Zoom meetings, and  Role in RUSLP WhatsApp  Confirm key Saad Barrie (Assistant Director) Email correspondence, 2nd , 7th and 16th collaboration MDAs Zoom meetings, and June, 2020  Confirm key national WhatsApp laws/regulations governing project  Key capacity gaps/needs MLGRD  Role in RUSLP Edward Gaujah (Deputy Secretary) Email correspondence, 11am on Tuesday  Key capacity Zoom meetings, and June 9 gaps/needs WhatsApp  Confirm key Collina Macauley (M&E Manager, Email correspondence, 9th and 18th June, stakeholders Decentralization Secretariat) Zoom meetings, and 2020 WhatsApp Office of National Sinneh Mansaray Email, zoom meeting 10th June, 2020 Security Ministry of Lands Abubakar Kamara Email 13th June, 2020 Freetown City Council  Role in RUSLP Modupe Williams (Transition Technical Advisor Email, zoom meeting 10th June, 2020  Key capacity RUSLP) gaps/needs  Confirm key stakeholders Mariama Withmore (Safeguards/ Procurement Email, zoom meeting 9th June, 2020  Likely impacts-affected Lead for RUSLP) persons, land, Email: mariama@hastingsp3m.com structures, businesses, Western Rural Council Alhassan Yillah (Development Planning Officer Email, zoom meeting 11th June, 2020 other livelihoods etc. Lamin Kamara (Civil Engineer) Email, zoom meeting 11th June, 2020 35 Bo city Council Haja Alima Lukay (Development Planning Email, zoom meeting 12th June, 2020 Officer) Kenema Council Augustine Will (Civil Engineer) WhasApp call 15th June, 2020 Makeni Council Sheik Gibrill Sesay (Civil Engineer) Email or WhasApp call 9th June, 2020 Koidu Council Lahai K. Mansaray (Deputy Chief WhatsApp 8th June, 2020 Administrator) Bonthe Council Francis M. Tiffa (Chief Administrator) Webex 10th June, 2020 WhatsApp Port Loko City Council Festus Gador (Chief Administrator) WhatsApp 10th June, 2020 CSO relevant to RUSLP  Role in RUSLP Francis A. Reffel (Director, CODOHSAPA) Email 15th June, 2020  Key interest in project Joe Rahal (Director, Green Scenery) Email 15th June Disability Association  Key capacity Sahr Lamin Kortequee (Executive Secretary, Email, Whatsapp 15th June, 2020 gaps/needs National Commission for Persons with  Confirm key Disability) Women centered bodies stakeholders Haja Marie Bob Kandeh (President, Sierra Email 15th June, 2020 Leone Association of Market Women) Dr. Nemata Majeks-Walker (Founding Email 17th June, 2020 President, 50-50 Group) Environmental Mr. Tommy Garnett Email 9th July, 2020 Foundation for Africa (EFA) Stakeholders Consulted for the preparation of the RPF: Name of Stakeholder Topics for Discussion Major concerns/issues and agreement Group Fiscal Decentralization  Confirm RUSLP (components)  High quality PMU staff who are adequately compensated for their demand roles. Department (MoF) role in RUSLP  FDD will need to hire two drivers as support from the project.  Confirm key collaboration  FDD needs support (Consultant) to help improve our documentation, records management and MDAs retrieval processes.  Confirm key national  FDD recommends for thorough due diligence during site selection laws/regulations governing  Dual land ownership system could delay RAP implementation. project  Litigation over issues disputes delays funds disbursement from World Bank 36 Name of Stakeholder Topics for Discussion Major concerns/issues and agreement Group  Key capacity gaps/needs  Capacity building support in new ESS especially on aspects related to land field site management MLGRD  Role in RUSLP  Strong familiarity with ESS at national level  Key capacity gaps/needs  Capacity support in data collection, analysis and reporting, GIS based monitoring techniques to aid  Confirm key stakeholders RAP implementation Ministry of Lands  Limited knowledge on new ESF and related RAP issues.  Refresher training on Land issues and Urban development training  Capacity support on GPS, GIS, data management and analysis.  Agree to provide oversight to E&S Officers engaged on RAP implementation Freetown City Council  Role in RUSLP  Engagement of land owing family and chiefdom council. Western Rural Council  Key capacity gaps/needs  Assessment and management of Environment and social risk and impacts Bo city Council  Confirm key stakeholders  Will lead in the field engagements with PAPs and implement RAP activities on the ground. Kenema Council  Likely impacts-affected  Requires capacity support on E&S frameworks and reporting requirements related to RAP Makeni Council persons, land, structures, Koidu Council  Logistical support such as GPS machines, cameras, Laptop computer, and motorbikes) to aid RAP businesses, other livelihoods Bonthe Council etc. activities. Port Loko City Council Centre of Dialogue on  Role in RUSLP  Express concerns about the likely impacts of project on such as loss of cultural values; sentimental Human Settlement and  Key interest in project attachment to the neighborhood, and the loss of proximity to livelihood source and other essential Poverty Alleviation  Key capacity gaps/needs services (CODOHSAPA)  Confirm key stakeholders  Proposed the conduct feasibility study to assess affected properties, prepare full cost of project including cost of affected properties and ensure the project fund is secured before execution commence so that compensation runs in tangent with commencement Green Scenery  Planting and growing/ stewarding trees in and around their land / property  Anticipated complaints and grievances associated with the tree planting and growing component of Environmental Foundation the project. for Africa (EFA)  Role of is though tree giveaways set-up through a distribution process linked to registered stewards who agree and consent to plant and grow. Through our planting area third party monitoring system through FCC Council structure FCC will engage stewards continually and address grievances as they arise. 50:50  Impact of project on women  Avenues for lodging of complaints and grievances by women  The need to reform land tenure system to be inclusive of women views.  Information disclosure and consultation with women during project implementation including RAP  The need to be involved in GRM processes. Rainbo Initiative  GBV issues related to projects, 37 Name of Stakeholder Topics for Discussion Major concerns/issues and agreement Group  Mechanisms for GBV redress  Safeguarding and protection of vulnerable persons, girls and women during project implementation. Stakeholder Consultations for the preparation of the ESMF: Work Area Name Designation Date Communica Issues discussed Contact tions medium FDD Adams Kargbo Director, FDD 11 Nov.2020 In person Project overview, project 076614710 E mail Management, provision of literature FDD Saad Barrie FDD 11 Nov.2020 In person Project Management, 077893543 Email provision of literature National Disaster Major General Bureh Head, Disaster 12 Nov.2020 Telephone Views in New Agency, 076619353 Management Kargbo Management Agency challenges and expectations. Agency ONS Francis Lagumba Director of Planning, 10 Nov.2020 In person The role of ONS in Disaster 076418194 Keili ONS Telephone Management, provision of literature, views on New Disaster Management Agency EPA Mohamed Bah Director, EPA 10 Nov 2020 In person EPA’s practices and 078350627 procedures as relates to this project, New EPA Act. Ministry of Paul Bockarie Professional Head, 13 Nov. 2020 In person MWTIE’s role in certifying 076652976 Works Ministry of Works contractors, Relationship between MWTI and MLHCP WARDC Rahman Tom-Farmer Chief Administrator 13 Nov. 2020 In person WARDC’s operation. +23276345504 organogram WARDC Maurice George Ellie Development Planning 13 Nov 2020 In person Operation of planning +23276995314 Officer 10 Dec 2020 In person Department, Plans for spatial Mgellie2017@g planning in WARDC mail.com WARDC Marian J Tucker Environmental & 13 Nov 2020 In person Operation of Environmental +23276914369 Sanitation Officer 10 Dec 2020 In person Department, SWM issues in Mjtucker46@g WARDC mail.com 38 Work Area Name Designation Date Communica Issues discussed Contact tions medium WARDC Sheku Jah Valuator 13 Nov 2020 In person Property valuation in +23276753482 WARDC WARDC Chernoh Juldeh Bah Information Education 13 Nov 2020 In person Communications issues +23277677692 Comm. Officer 10 Dec 2020 In person within WARDC Shaadeen Isaac Lamin Manager 14 Nov. 2020 In person SWM project run for 3 Frey Street Enterprise WARDC Waterloo Freetown City Yvonne Aki Sawyerr Mayor 9 Dec 2020 In person Management of FCC-plans yvonne.aki.saw Council Email and constraints, yerr@fcc.gov.sl Relationships with GOSL, Current WB projects, All subcomponents of project dealing with FCC. Freetown City Modupe Williams Consultant 11 Nov 2020 In person Operation of Mayor’s +232 30 557 415 Council 9 Dec.2020 Email delivery units. Current WB Email: FCC projects, All modupe@hastin subcomponents of project gsp3m.com dealing with FCC. Freetown City Eugenia Kargbo 11 Nov 2020 In person SWM in FCC Tel - Council 078/909/065 Freetown City Lyndon Baines- Development Policy 12 Nov. 2020 In person WM projects in FCC +232-78-222- Council Johnson Analyst, 303 Mayor's Delivery Unit Freetown City Marrah Development Officer 17 Nov.2020 Telephone Current WB FCC projects, Council All subcomponents of project dealing with FCC Bo City Council Veronica J Fortune Chief administrator 17 Nov.2020 Telephone Management and 076654986 Organisational structure of BCC Bo City Council Haja Halima Lukay Dev.& planning officer 17 Nov. 2020 In person Spatial planning, Property 078367109 18 Nov. 2020 Telephone tax management, SWM Email issues, Gender issues. Bo City Council Juliana Bah Environmental & social 17 Nov.2020 In person SWM issues 078609922 officer Bo City Council Saidu D. Kamara Property tax manager 17 Nov.2020 In person Property tax management 076893305 issues 39 Work Area Name Designation Date Communica Issues discussed Contact tions medium Bonthe City Layemie Joe sandy Mayor 17 Nov.2020 Telephone Management and Operation 076885902 Council of council. All subcomponents of project dealing with Bonthe District Council Bonthe City Adu Vandi Development planning 19 Nov. 2020 Telephone Spatialo planning and 076770211 Council Kondorvoh officer - property tax management issues. Bonthe City Sylvester Abdul Information, Education, 19 Nov.2020 Telephone Communications issues 077440316 Council Dagima & Communication Kenema City Deputy Mayor 20 Nov. 2020 Telephone Management and Operation 076- 72629 Council of council. All subcomponents of project dealing with Kenema District Council Kenema City Development /Planning 20 Nov. 2020 Telephone Management and Operation 07953150 Council Officer of council. All subcomponents of project dealing with Kenema District Council Kenema City Environmental Officer 20 Nov. 2020 In person SWM issues 099- 29497 Council Kenema City Property Tax Officer 20 Nov. 2020 In person Property tax issues 07- 3522 Council Kenema City Mr. Hardy Jalloh Chairman, Kenema 23 Nov. 2020 In person Issues related to constraints 076- 797654, Council Traders Union. faced by traders 076- 650061 Port Loko City Deputy Mayor 23 Nov. 2020 Telephone Management and Operation 07- 24930 Council of council. All subcomponents of project dealing with Kenema City Council Port Loko City Chief Administrator 23 Nov. 2020 Telephone Management and Operation 077-367747 Council of council. All subcomponents of project dealing with Kenema District Council 40 Work Area Name Designation Date Communica Issues discussed Contact tions medium Port Loko City Environmental Officer 24 Nov 2020 In person SWM issues 077 – 474709 Council Port Loko City Development/Planning 24 Nov. 2020 Telephone Planning issues, property tax 076 -323745 Council Officer – management issues Makeni City Santigie Brima Deputy Mayor 24. Nov 2020 Telephone Management and Operation 077276668 Council Mansaray of council. All subcomponents of project dealing with Makeni City Council Makeni City Daniel Kpukumu Chief Administrator 24 Nov 2020 Telephone Management and Operation 076130529 Council of council. All subcomponents of project dealing with Makeni City Council Koidu City Mayor Komba Sam Sam 24 Nov.2020 Telephone Management and Operation 078409940 Council of council. All subcomponents of project dealing with Koidu City Council Port Loko City Chief Administrator 24 Nov. 2020 Management and Operation 077-367747 Council of council. All subcomponents of project dealing with Port Loko City Council Port Loko City Ing Sesay 24 Nov.2020 Management and Operation Council of council. All subcomponents of project dealing with Port Loko City Council Coconut farm - Musa Almamy Sesay Councillor 25 Nov. 2020 In person Discuss plans for FGD 077-692141 Ward 421 meeting Kadiatu Kamara Women’s Leader 25 Nov. 2020 In Person Discuss plans for FGD 088262960 meeting Moyiba - Ward Solomon J Kamara Councillor 25 Nov. 2020 In Person Discuss plans for FGD 076-788822 419 meeting Kadie Haward Women’s Leader 25 Nov. 2020 In Person Discuss plans for FGD 099-208230 meeting 41 Work Area Name Designation Date Communica Issues discussed Contact tions medium Rokupa - Ward Shaka A G Turay Councillor 25 Nov. 2020 In person Discuss plans for FGD 079-255775 408 meeting Rokupa - Ward Nene Sesay Women’s Leader 25 Nov. 2020 In person Discuss plans for FGD 077-572445 408 meeting Shaadeen Isaac Lamin Manager 13 Nov 2020 +23279482 Enterprise 9 WARDC Kasho Holland-Cole Chairman 10 Dec 2020 In person Management and Operation +23279691118 of council. All subcomponents of project dealing with WARDC WARDC Rahman Tom-Farmer Chief Administrator 10 Dec 2020 In person Management and Operation +23276345504 of council. All subcomponents of project dealing with WARDC WARDC Marian J Tucker Environmental & 10 Dec 2020 In person Management and Operation +23276914369 Sanitation Officer of council. All Mjtucker46@g subcomponents of project mail.com dealing with WARDC WARDC Chernor Juldeh Bah Information Education 10 Dec. 2020 In person Management and Operation +23277677692 Comm. Officer of council. All subcomponents of project dealing with WARDC FCC Rosetta Wilson 14 Dec 2020 Telephone Digital town hall pilot in rosetta.wilson@ Email Ward 422 btinternet.com FCC Eugenia Kargbo 14 Dec. 2020 Telephone 5 year (Transform Freetown) eugeniakargbozt Email strategy for waste @gmail.com management FCC Amira El Halabi 14 Dec 2020 Telephone Details of recycling projects amira.elhalabi@ Email gmail.com FCC Manja Kargbo 14 Dec 2020 Telephone Employee information by manja.kargbo@ Email gender fcc.gov.sl 42 Moyiba – Focus Group Discussion participants 1. Abu Turay - Councilor’s representative - 077300340 2. Fatmata Bangura (F) - Women’s Leader/Mammy Queen - 088391037 3. Ibrahim S. Bangura -Youth Leader - 077236161 4. Abu Bakarr Sesay - Disabled person 5. Saidu Koroma - Elderly person (over 65) - 078793675 6. Moses Pessima – Policeman - 077551684 7. Yaraba Bangura – Section Chief – 077272392 8. Lamrana Jalloh – Chairman – 077326071 9. Kadie Howard (F) – Chair lady for Bike Riders – 099208230 10. Suad Kamara (F) – Youth representative 11. Safie Turay (F) – Women’s representative – 074270271 12. Abdul Karim – Council committee member - 088753574 Rokupa – Wharf Community- Focus Group Discussion participants 1. Sheku A.G. Turay – Councilor - 079-245775 2. Nana Sesay (F) - Women’s Leader - 077-572445 3. Chrispin Koroma - Police Officer - 099-706676 4. Sallu Bah - Elderly Person - 076-962396 5. Ibrahim Sesay - Disabled Person - 077-514153 6. Saidu Bangura - Youth Leader - 077-599472 7. Isata Conteh (F) – Youth - 030-708064 8. Alima Kamara (F) - Youth - 077-250837 9. Abdul S. Bangura – Youth - 077-377504 10. Alusine M. Sesay – Youth - 077-263495 11. Mabinty Fofanah (F) – Youth - 088-949908 12. Ishmael Kamara – Youth - 077-507894 13. Alhaji M.S.Y. Kanu – Observer - 078-440617 Coconut Farm -Focus Group Discussion participants 1. Musa Sesay – Councilor - 077-692141 2. Nawoh Mansaray (F) - Women’s Leader - 077-349987 3. Ibrahim Jibu Kamara - Disabled Person - 088-674942 4. Ibrahim Mansaray - Youth Leader - 079-691951 5. Yeabu Kargbo (F) - Elderly Person - 6. Fatmata Kamara (F) – Youth - 099-037414 7. Chernoh Saidu - Police officer - 077-347131 8. Fatmata Koroma (F) – Youth - 088-413454 9. Ibrahim Kamara –Youth - 088-390303 10. Mohamed A. Kabia – Youth - 088-699134 11. Chernor Bangura – Youth - 077-202663 12. Musa Bah – Youth - 080-113315 13. Foday Kuyateh - Youth 030-048046 Focus Group Discussions for Market project – Interviews Kenema City Market - Participants: A. Fisheries City Market Chairladies  Madam Massa Mansaray – 076 -650600.  Madam Haja K.Ngiawo – 076 – 711761. 43  Madam Lucy Mattia – 076 – 840587.  Madam Jebbeh Junisa – 076 – 512106. B. Kenema Traders Union Reps.  Mr. Hardy Jalloh – Chairman – 076 – 797656.  Mr.Lansana Jawara – PRO – 076 – 508199.  Mr. Mohammed Saidu Fornah – 076 – 507663. Campbell Street Market – Makeni - Participants: 1. Isatu Koroma - Chairlady 2. Zainab Yambasu - Junx seller - 033642940 3. Fatmata J. Bangura - Onion and Seasonings trader - 080631033 4. Samuel Fornah - Meat seller (butcher) - 088019543 5. Mohamed Sesay - Frozen peoducts (chicken) - 030884300 6. Isatu Jalloh - Fish trader - 033642940 7. Isatu Kamara - Vegetable seller - 080023399 8. Hassan Kamara - Grinder - 9. Zandra - Union Chairman - 077703738 10. Daniel Gbukumu - CA Makeni - 099394687 Bo Market People interviewed: 1. Fina Tommy - Market chairlady - 078467647 4. Mamie Kamara - Market Vice chairlady Interviews were also held with people around Kingtom and Kissy landfill sites. 44