The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) Integrated Safeguards Data Sheet Restructuring Stage Restructuring Stage | Date ISDS Prepared/Updated: 18-Jun-2020| Report No: ISDSR29915 Regional Vice President: Victoria Kwakwa Country Director: Michel Kerf Regional Director: Practice Manager/Manager: Fily Sissoko Task Team Leader(s): Virginia Ann Horscroft The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) Note to Task Teams: The following sections are system generated and can only be edited online in the Portal. . I. BASIC INFORMATION 1. BASIC PROJECT DATA Project ID Project Name Solomon Islands Community Governance and Grievance P147005 Management Project Task Team Leader(s) Country Virginia Ann Horscroft Solomon Islands Approval Date Environmental Category 29-Sep-2014 Managing Unit EEAG2 PROJECT FINANCING DATA (US$, Millions) SUMMARY -NewFin1 Total Project Cost 3.08 Total Financing 3.08 Financing Gap 0.00 DETAILS -NewFinEnh1 Non-World Bank Group Financing Trust Funds 3.08 East Asia and the Pacific Justice for the Poor Initiative 3.08 2. PROJECT INFORMATION The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) PROG_INF O Current Program Development Objective The development objective of the project is to strengthen community grievance management capabilities and enhance the effectiveness of linkages with government in targeted communities. . Note to Task Teams: End of system generated content, document is editable from here. 3. PROJECT DESCRIPTION The changes under this Level 2 restructuring include the provision of additional financing of US$350,467 to fill the financing gap created by the need to extend the closing date, due to COVID-19 related restrictions preventing the end-of-project beneficiary survey from being carried out prior to the existing closing date. The additional financing takes the total grant to US$3,830,673. The closing date is extended by just under six months, to April 29, 2021. In addition, the grant disbursement estimates are revised to account for the additional financing and extended implementation period. The project was originally designed to begin in two provinces, and be extended to a further two provinces by the end of the project as indicated in Table 1 below. The additional two provinces would be selected by the implementing agency, the Ministry of Provincial Government and Institutional Strengthening (MPGIS), based on agreed criteria including capacity (staffing and the ability to meet recurrent allowance/salary costs) and willingness to engage. Within each province, it was anticipated that ten communities would be selected in the first year of participation and an additional ten communities would be selected in the second year of participation, in which Community Officers (COs) would be recruited. Communities would be selected by participating provincial governments based on factors including accessibility, willingness of communities to host COs, existing community institutions with which the COs would work, population coverage and similar ongoing assistance from other donor-financed programs, etc. Table 1: Original Intended Coverage and Phasing Financial year 2014/15 2015/16 2016/17 2017/18 Total Participating provinces 2 2 4 4 4 Community Officers 20 40 60 80 80 At the time for the first restructuring, slower than anticipated implementation progress together with the resource constraints of the four participating provinces, resulted in the coverage and phasing indicated in Table 2 below. Table 2: Revised Coverage and Phasing at First Restructuring Financial year 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Total Participating provinces 2 2 2 2 4 4 4 Community Officers 37 37 37 37 57 57 57 There are no changes to coverage and phasing under this restructuring. However, the number of COs has been eight lower than what has been reported throughout the life of the project, due to the erroneous inclusion in the reported numbers of eight CO-like personnel who were in fact established by an earlier program in one of the participating provinces and The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) not established under this program. The corrected information is shown in Table 3 below, which includes an additional column reflecting the extension of the project closing date Table 3: Corrected Coverage and Phasing at Second Restructuring Financial year 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Total Participating provinces 2 2 2 2 4 4 4 4 Community Officers 29 29 29 29 49 49 49 49 A. Project Components The components of the Community Governance and Grievance Management Project are as follows. Component 1: Revitalizing Government-Community Linkages The objective of this component is to revitalize linkages between government and target communities. Both provincial and central governments regard COs as valuable in supporting and strengthening their outreach and extension activities. Necessarily, given the role of COs, this will be achieved primarily through working with relevant departments of participating provinces, but linkages will also be fostered with central government agencies responsible for policing, land and natural resources and local development financing. This objective will also be achieved by assisting participating provincial governments to fulfill key responsibilities associated with the selection, contracting, remuneration, coordination, reporting, performance management and supervision of COs. A feature of this component will be a facilitated process, led by participating provincial governments, to engage with communities in order to reach a common understanding around how COs work, tailored to the local context, and how they will interact with relevant community institutions and actors and with government authorities. Through this process, it is expected that provincial government staff, assisted by the project, will work with communities to assess the most significant problems facing communities (including the nature of disputes and gender-specific issues) and how well existing grievance management mechanisms are responding to these issues. Agreement would then be reached on how COs operate within their host community, i.e. who they will interact with locally, what disputes and grievances they would focus on, how they will be expected to behave and what kinds of accountability, locally, and with government would be defined, so as to tailor COs activities to particular contexts. As part of this process, provincial government staff, assisted by the project, will collect baseline data on the use of and satisfaction with existing community grievance management mechanisms as well as satisfaction with current government-community linkages. This component would also support the provinces to raise public awareness of the roles and responsibilities of COs in the context of existing community governance arrangements so as to ensure that COs, local interlocutors and provinces are held accountable for their actions, including mechanisms for community feedback and grievance redress. Under this component, the relevant provincial department will be provided with the necessary office and communication equipment to enable them to effectively carry out their roles. Component 2: Strengthening the Capabilities of Community Officers and Local Authorities The objective of this component is to ensure that COs and the local actors with whom they interact are adequately equipped with the knowledge, skills and tools to perform their agreed roles. To ensure the relevance and impact of capacity development investments, it is envisaged that the project will employ a learning-by-doing approach through the provision of short-term training largely involving on-the-job mentoring. This will be planned and implemented by MPGIS The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) in collaboration with provincial governments. A standard training package will be prepared and delivered principally through regular support and supervision visits to host communities involving a number of provincial and central government officials. In addition, group training events will take place in provincial capitals involving all COs within the province. Certain training activities may be extended to include relevant provincial government staff, civil society including local actors (e.g. chiefs and leaders) and local representative bodies that exist in some provinces such as Ward Development Committees and Councils of Chiefs. The project will support the sharing of lessons learnt across provinces (and potentially with neighboring countries, e.g. Bougainville/PNG), for example by cross-provincial visits and joint review activities. Job-related equipment (e.g. uniforms, mobile phones/two-way radios, office supplies) would be provided to COs under this component to enable them to effectively undertake their roles and apply the skills promoted under the project. Component 3: Project Management, Evaluation and Learning The objective of this component is to provide support to MPGIS to effectively implement the project, to ensure that it is carried out in accordance with government and Bank processes and guidelines and contributes evidence-based policy guidance to government. The responsibilities of MPGIS will include: (a) the coordination of the project with national and provincial stakeholders; (b) the management of the project, including technical, financial, procurement, social and environment safeguards, monitoring and evaluation, communications, and grievance redress; (c) project monitoring and reporting, periodic, at mid-term and completion; (d) annual project audits and performance reviews; and (e) through periodic workshops and seminars, sponsoring the exchange of project learning and policy dialogue across national and province government and local authorities. Activities supported under this component will include: (a) the establishment of a Project Management Unit (PMU) within MPGIS including the requisite equipment and operational budgets to facilitate PMU activities; (b) the mid-term review including associated assessments; (c) the establishment of a Project Monitoring System and two beneficiary surveys (at mid-term and completion); and (d) annual audits of project accounts. Note to Task Teams: The following sections are system generated and can only be edited online in the Portal. . 4. PROJECT LOCATION AND SALIENT PHYSICAL CHARACTERISTICS RELEVANT TO THE SAFEGUARD ANALYSIS (IF KNOWN) The project commenced in rural areas in Makira-Ulawa and Renbel provinces. At the time of appraisal, specific communities had not yet been selected. Two further provinces were to be selected for extension of the project in 2016/17, which at the time of appraisal had not been identified. In Makira-Ulawa, 27 communities clustered in 3 wards were selected to host COs. In Renbel, 10 communities in each of the 10 wards were selected to host COs. The two provinces selected for the extension of the project were Malaita and Central province. In Malaita, 15 communities in 15 of the 33 wards were selected to host COs. The COs were selected near the end of 2017/18, and were inducted and commenced work in the first quarter of 2018/19. In Central, 5 communities in 5 of the 13 wards were selected to host COs. COs were selected in the second quarter of 2018/19 and are expected to be inducted and commence work in the third quarter of 2018/19. The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) 5. ENVIRONMENTAL AND SOCIAL SAFEGUARDS SPECIALISTS ON THE TEAM Joyce Onguglo, Social Specialist Nathalie Suzanna Noella Staelens, Environmental Specialist SAFEGUARD_TABLE 6. SAFEGUARD POLICIES TRIGGERED Safeguard Policies Triggered Explanation The project will have no physical impacts. This policy is triggered because it is the umbrella policy that guides the triggering of the other environmental and social safeguards policies. No separate instrument will be prepared or disclosed. The key messages of this policy on environmental and social assessment will be incorporated into the Environmental Assessment (OP) (BP 4.01) Yes design of the project. This includes awareness creation on the basic policy principles, addressing the concerns of the vulnerable groups of people, etc., and the training for COs and other change agents in Solomon Islands for the purposes of promoting environmental and social sustainability of development interventions. Natural Habitats (OP) (BP 4.04) No Forests (OP) (BP 4.36) No Pest Management (OP 4.09) No Physical Cultural Resources (OP) (BP 4.11) No The policy is triggered. Solomon Islands population is considered Indigenous People (IPs) based on the requirements of OP 4.10. Since the overwhelming majority of project beneficiaries would fall under this OP 4.10 definition of indigenous peoples, no Indigenous Peoples (OP) (BP 4.10) Yes stand-alone Indigenous Peoples Plan is required. However, elements of an IPP in this case derived from a simple Social Assessment (SA) proportional to both the positive and negative impacts of this project, that has been prepared and disclosed, are integrated into the design of the project. The policy is not triggered since the project will have no physical/resettlement impacts, but will Involuntary Resettlement (OP) (BP 4.12) No provide support to establish arrangements, through COs, that assist communities to manage conflicts that undermine community security, The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) development and social cohesion. Even though one key area of conflict is land disputes over tenure and ownership, this will be addressed under OP 4.01 as indicated under the provisions of footnote 8 of OP 4.12. Safety of Dams (OP) (BP 4.37) No Projects on International Waterways (OP) No (BP 7.50) Projects in Disputed Areas (OP) (BP 7.60) No KEY_POLICY_TABLE II. KEY SAFEGUARD POLICY ISSUES AND THEIR MANAGEMENT A. SUMMARY OF KEY SAFEGUARD ISSUES 1. Describe any safeguard issues and impacts associated with the Restructured project. Identify and describe any potential large scale, significant and/or irreversible impacts. The project does not raise any issues under safeguard policies and will have no physical impacts. The social risks associated with the project consist of: (a) possible difficulty in reconciling the tensions between customary law with state law and human rights principles in the kinds of conflict that COs will typically encounter; (b) challenges in the selection of COs with the required mediation and reconciliation skills who have the confidence of the community, and in particular finding and supporting female candidates with the willingness and ability to operate in. the face of potential cultural hostility and even physical threat; and (c) possible difficulty in securing the buy-in of some local authority figures where there has been abuse of position to gain personal advantage, especially from development projects, particularly natural resource development. All these are provided for under OP4.01 and integrated in the project design. 2. Describe any potential indirect and/or long term impacts due to anticipated future activities in the project area. The project presents an opportunity to support the development and expansion of conflict management mechanisms that are lawful, objective and perceived as equitable, and which are sensitive to local kastom and leadership and connected to the wider provincial administrative framework. Outcomes of conflict management/avoidance could be considerably improved in particular for women and youth. 3. Describe any potential alternatives (if relevant) considered to help avoid or minimize adverse impacts. None. 4. Describe measures taken by the borrower to address safeguard policy issues. Provide an assessment of borrower capacity to plan and implement the measures described. No safeguards plans or frameworks are required for this project. Informing project design, comprehensive free informed prior consultation with local leaders, men, women and youth was undertaken during the evaluation of the precursor Royal Solomon Islands Police Force-initiated CO pilot and during project preparation. This has included nine The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) communities in five Provinces in October 2011 for the evaluation of the CO pilot project and 86 rural communities for the earlier ‘Justice Delivered Locally’ project. Subsequent consultations have taken place with all nine Provincial Governments, and with civil society stakeholders. The process confirmed broad community and official support for the project. A SA has been undertaken as part of project preparation. Findings from the SA and consultations have been taken into account in the project design, particularly the inclusion of safeguards principles and management of grievances in planned community outreach activities and CO training. MPGIS and the provincial governments have constrained fiscal and personnel resources. Though provincial governments have undertaken to appoint, pay and support COs, competing demands for provincial budgets present some risk of under-resourcing for the CO function. The project contains components and a budget to support capacity building for COs, provincial governments and MPGIS. 5. Identify the key stakeholders and describe the mechanism for consultation and disclosure on safeguard policies, with an emphasis on potentially affected people. Key institutional stakeholders include the Implementing Agency, MPGIS, and provincial governments that will host and resource the CO program. The Ministries of Lands, Housing and Survey; Mines, Energy and Rural Electrification; and Meteorology, Environment and Conservation will be consulted on awareness raising and CO training on management of disputes arising from development projects involving land and natural resources. Local level leaders and communities and beneficiary stakeholders will continue to be consulted and will participate in the formulation with COs of agreements about key local issues to be addressed and how COs will operate in their areas. In agreeing on the mode of operation with beneficiary communities, care will be taken to ensure that the grievance mechanism is available to all groups in communities. The SA has been disclosed through the InfoShop and locally through advertisements in the main daily newspaper and signboards in relevant provinces. DISCLOSURE_TABLE B. DISCLOSURE REQUIREMENTS ENV_TABLE Environmental Assessment/Audit/Management Plan/Other Date of receipt by the Bank Date of submission for disclosure For Category ‘A’ projects, date of distributing the Executive Summary of the EA to the Executive Directors “In country� Disclosure INDIG ENOUS_TAB LE Indigenous Peoples Development Plan/Framework Date of receipt by the Bank Date of submission for disclosure “In country� Disclosure The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) Country Date of Disclosure Solomon Islands Comments COMPLIANCE_TABLE C. COMPLIANCE MONITORING INDICATORS AT THE CORPORATE LEVEL EA_TABLE OP/BP/GP 4.01 - Environment Assessment Does the project require a stand-alone EA (including EMP) report? No IP_TABLE OP/BP 4.10 - Indigenous Peoples Has a separate Indigenous Peoples Plan/Planning Framework (as appropriate) No been prepared in consultation with affected Indigenous Peoples? PDI_TABLE The World Bank Policy on Disclosure of Information Have relevant safeguard policies documents been sent to the World Bank for Yes disclosure? Have relevant documents been disclosed in-country in a public place in a form and language that are understandable and accessible to project-affected groups Yes and local NGOs? ALL_TABLE All Safeguard Policies Have satisfactory calendar, budget and clear institutional responsibilities been Yes prepared for the implementation of measures related to safeguard policies? Have costs related to safeguard policy measures been included in the project Yes cost? Does the Monitoring and Evaluation system of the project include the monitoring Yes of safeguard impacts and measures related to safeguard policies? Have satisfactory implementation arrangements been agreed with the borrower Yes and the same been adequately reflected in the project legal documents? The World Bank RESTRUCTURING ISDS Solomon Islands Community Governance and Grievance Management Project (P147005) III. APPROVALS Task Team Leader(s) Virginia Ann Horscroft Approved By Practice Manager/Manager Fily Sissoko 16-Sep-2020 . Note to Task Teams: End of system generated content