Government of Saint Lucia Saint Lucia Human Capital Resilience Project –P170445 Stakeholder Engagement Plan (Draft) October 2019 1|Page Table of Contents Introduction/Project Description………………………………………………………………………………………………….3 Previous Stakeholder Engagement Activities…………………………………………………………………………………6 Stakeholder Identification and Analysis…………………………………………………………………………………………9 Stakeholder Engagement Program……………………………………………………………………………………………….17 Resources and Responsibilities……………………………………………………………………………………………………..38 Monitoring and Reporting…………………………………………………………………………………………………………….39 Grievance Redress Mechanism……………………………………………………………………………………………………..39 Appendices…………………………………………………………………………………………………………………………………..41 2|Page I. INTRODUCTION 1.1 Purpose of the Stakeholder Engagement Plan: The purpose of this document, the Stakeholder Engagement Plan (SEP), is to establish the timing and methods of engagement with stakeholders throughout the project life cycle. The SEP supports the development of strong, constructive and responsible relationships with project stakeholders that are important and integral for successful management of the project’s environmental and social risks, and for the sustainability of project’s development results. The objectives of the project are consistent with reducing poverty, and positively benefiting the poorest and most vulnerable groups. However, there is a need for a SEP to address potential of exclusion of vulnerable people by inefficiencies in the outreach strategies, or systemic discrimination, that may exist, and that could cause inequitable distribution (if occur) of project benefits in detriment to the most vulnerable – the poores, female-headed households , female unemployed, youth unemployed, persons with disabilities, youth at risks, young girls, people expose and vulnerable to shocks and natural disasters, among others. The Project Document considers these risks of exclusion and address cross cutting measures in its components to address them. This is emphasized in the Project Appraisal Document (PAD), and on how the project will incorporate gender, climate change, beneficiary feedback, and inclusive education considerations in its design, and consequently in its implementation. The scope of this Stakeholder Engagement Plan seeks to be proportionate to the nature and scale of the project and its potential risks and impacts. The SEP will be updated as necessary throughout the project’s life cycle. The SEP is expected to be updated from time to time as/if necessary. If significant changes are made to the SEP after consultations, a revised SEP should be publicly disclosed prior to appraisal. 1.2 Project location: Saint Lucia is a sovereign island state in the eastern Caribbean Sea on the boundary with the Atlantic Ocean and forms part of the Lesser Antilles. It is located north/northeast of the island of Saint Vincent and the Grenadines, northwest of Barbados and south of Martinique. It covers a land area of 617 km2 (238.23 sq mi). The topography of the country is generally mountainous and it experiences relatively high rainfall attritubable to its tropical climate. Saint Lucia has a population of 173,1651 and a Gross National Income (GNI) per capita of US$8,830 as of 2018. Gross Domestic Product (GDP) grew at a modest 1.5 percent in 2018, and public debt has remained moderately high in recent years, reaching approximately 67 percent of GDP in 2017. Following the 2008 financial crisis, Saint Lucia has struggled to regain pre-crisis growth levels. Given the decline in the banana industry, the island has seen a greater reliance on financial services and tourism which is recognised as a major contributor to Gross Domestic Product (GDP). In 2018, the Hotel and Restaurant Sector accounted for 9.3 percent of GDP, a growth of 4.3 percent over the previous year. The industry also continues to be one of the main contributors to employment in the country creating at least 12,4222 jobs. 1.3 Project Description PROJECT OBJECTIVES: The objectives of the Project are to improve the labor market relevance of skills in selected sectors and to increase the efficiency and coverage of the social protection system in Saint Lucia The proposed Project aims to strengthen the 1 Saint Lucia Social and Economic Review, 2018 2 Saint Lucia Tourism Authority 3|Page resilience of Saint Lucia’s human capital stock through a two-pronged approach, the strengthening of TVET and the strengthening of the social protection system. In particular, the skills component will focus on the promotion of more and higher quality technical and socio-emotional skills and the transformation of the TVET sector from a supply-driven system to a demand-driven system that responds to changing labor market conditions. The social protection component will concentrate on strengthening the social protection policy framework and improving the implementation of flagship social programs. These components are complementary and integrated through various modalities inclusive of graduation strategies involving paths to self-reliance through skills acquisition for beneficiaries of the social protection programs. The main expected outcomes of the project are: • A strengthened TVET enabling environment • Improved number of labor market relevant TVET programs established • Increased trained teachers • Strengthened Social Protection Policy Framework • Improved targeting • Enhanced Implementation and delivery systems of social programs PROJECT COMPONENTS: Component 1: Strengthening Technical and Vocational Education and Training (TVET) Component 1 aims to strengthen the TVET system to increase provision of labor market-relevant skills. It will do so by implementing a strengthened enabling environment for TVET, rationalizing and supporting new TVET offerings, supporting the professional development of TVET trainers and providing financial assistance to low-income students. These activities will be supported by technical assistance and procurement of TVET equipment and furniture under Component 3. It is composed of two subcomponents: 1. Subcomponent 1.1: Strengthened enabling environment for TVET. This subcomponent is associated with DLI 1 and will help build Saint Lucia’s system for delivery of labor market-relevant TVET. It will do so through the: (i) establishment of a periodic labor market needs assessment; (ii) support to the implementation of the TVET Policy and Strategy; (iii) implementation of strategies to increase inclusivity; and (iv) development and implementation of a resource mobilization strategy to ensure sustainable financing of the sector. A periodic labor market needs assessment will be established to gauge private, public, and informal sector needs for technical and non-technical (e.g. socio-emotional) skills. The subcomponent will support the implementation of the TVET Policy and Strategy, including human resourcing of the TVET Council as per the Policy, development of more systematic mechanisms for creating new programs relevant to labor market needs, and enhancements in public accountability for results. It will also support measures to increase gender inclusivity and inclusion of persons with disabilities across the TVET sector, including public awareness campaigns and training for instructors. Finally, a resource mobilization strategy will be developed and implemented to ensure sustainable financing of the sector, including the establishment of at least one private-sector financing mechanism. 2. Subcomponent 1.2: Improved TVET offerings. This subcomponent is associated with DLIs 2 and 3 and will expand access to labor market-relevant TVET offerings at secondary schools, special schools, postsecondary institutions, and skills training institutions. It will do so through the: (i) rationalization of existing TVET programs; (ii) professional development for TVET trainers; (iii) development of new TVET offerings; and (iv) provision of financial support for lower-income students to access TVET. First, the subcomponent will improve TVET offerings through the rationalization of programs informed by the initial labor market needs assessment. Second, it will support professional development for TVET trainers, including a trainer immersion program in partnership with the private sector, which will help improve industry knowledge and potentially re-skill trainers for higher-priority areas. Third, new TVET offerings - including higher-level CVQs – will be developed in selected sectors identified as having skills shortages in the labor market needs assessment and/or being strategic priorities identified by the TVET Council. Finally, this subcomponent will provide financial assistance for tuition and certification costs for low-income students. Additional support – including stipends and child care subsidies – will be offered to social safety net program participants through Component 2. New and existing TVET offerings will be enhanced with supplemental modules on socio-emotional skills (including life skills and entrepreneurship skills), and on climate change as relevant to each field, to enhance the flexibility of trainees' skill sets. Component 2: Strengthening the Social Protection System 4|Page Component 2 aims to strengthen the social protection system by enhancing the policy framework and targeting mechanism, increasing PAP’s coverage of the poor, and improving the implementation of the main social programs. These activities will be supported by technical assistance (i.e. consulting and non-consulting services) under subcomponent 3.1. Component 2 is composed of two subcomponents: 3. Subcomponent 2.1: Strengthened social protection policy framework3. This subcomponent is associated with DLI 4 (DLR 12) and DLI 5 (DLR 16, 17 and 19) and aims to enhance the SP policy and policy environment and to improve the targeting mechanism that is used to determine eligibility of potential beneficiaries. It specifically supports the following: (i) review and revision of the national SP policy; (ii) development and implementation of a graduation strategy for social assistance household recipients; and (iii) development and implementation of the updated targeting tool, SL-NET 3.0. The revised SP policy will identify and address systemic gaps by assessing current social needs with the policy interventions in place, enhance coordination and integration of social programs, and incorporate an adaptive SP approach, including elements to prevent, mitigate and respond to shocks. These elements will include designing interventions that can be expanded (or contracted) according to need and identifying potential financing mechanisms to scale up programs in case of disasters. The development and implementation of a graduation strategy for social assistance household will facilitate access to jobs and enabling services such as TVET, childcare or healthcare. Finally, the development and implementation of the updated targeting tool, SL-NET 3.0 (which requires Cabinet approval), will improve the selection of beneficiaries based on poverty levels, thereby improving overall spending efficiency of social programs. 4. Subcomponent 2.2: Improved coverage and implementation of flagship social programs4 This subcomponent is associated with DLI 4 (DLRs 13-15) and DLI 5 (DLRs 18 and 20), and its objective is to increase the coverage of the poor through the expansion of the main social safety net program, PAP, and to enhance the implementation of the main social programs, PAP and KSL. The subcomponent will support: (i) increased coverage of PAP; and (ii) modernizing procedures and implementation and delivery systems of the main social programs. The PAP’s coverage expansion will be sequenced with the implementation of the updated targeting mechanism, the application of which will improve the selection of beneficiaries by minimizing inclusion and exclusion errors. Modernizing the social programs will involve: a) a comprehensive revision of procedures, communication and feedback mechanisms, and monitoring and evaluation processes, among others; and b) the design, development and population of a social information system, consisting of a social registry5 and a beneficiary management information system (BMIS).6 Component 3: Technical Assistance, TVET Equipment and Furniture, and Project Management. Component 3 supports the results-based components of the project through targeted investments in technical assistance and equipment and through project management. It is composed of three subcomponents: 5. Subcomponent 3.1: Technical Assistance. This subcomponent will finance consultant and non-consultant services for key results areas of the Project. A TVET Systems Consultancy will advise the TVET Council and MoE on sequencing and executing the required reforms for transition to an inclusive, labor market demand-driven TVET system. A consultancy will support the Central Statistics Office in carrying out the 2022 Living Conditions and Household Expenditure Survey, which will serve as a key input to inform the social protection policies, as part of the continuous improvement cycle. Information technology (IT) consultant will support the design, development and maintenance of the Social Information System, housed in the MoEQ (with support from the Government Information and Technology Services (GITS)). The system will incorporate an interoperability framework to interact with multiple databases, including the TVET database and Labor database. Individual consultants (IC) will support: the design and supervision of the social information system; the technical analysis to update the SP policy, draft the graduation strategy and the SP operational processes (i.e. manuals); and develop standards and systematize the data for the TVET Council. The non-consulting service is to collect data on PAP beneficiaries to implement the recertification process. 3 The SP Policy Framework refers to the scheme to define policy goals and strategies, key procedures with potential policy-level implications, and guiding principles that generally require Cabinet approval. 4 The flagship social programs referred t are PAP and KSL. o The latter is a case management program for the extreme poor. Delivery systems improvements such as the social information system could support policies programs beyond SP, health and education, among others. and including 5 The social registry would include information on poor and vulnerable households (i.e. potential beneficiaries) and will incorporate climate change considerations such as information related to targeted population’s exposure ( e.g. georeferenced information) and vulnerability to shocks and climate related risks (e.g. quality of housing, assets, etc.). As such, by improving the delivery of social programs, it would also improve adaptive capacity of vulnerable population to cope with climate change impacts. 6 The BMIS would support the implementation of social programs, including automating information processing for eligibility and enrollment decisions, and benefits and service package decisions, the provision of benefits and services, monitoring and management of beneficiaries (including basic beneficiary management, grievance redress and decisions on exits). 5|Page 6. Subcomponent 3.2: TVET Equipment and Furniture. This subcomponent will finance industry-standard equipment for secondary schools and training institutions to meet the required standards of specific CVQs. Equipment priorities will be identified through the proposal development process under Component 1. As the Project will not finance civil works, equipment will only be procured for facilities certified as structurally sound and possessing the required space and utilities to meet the specifications of the equipment. 7. Subcomponent 3.3: Project Management. This subcomponent will finance: (a) staff and operating costs of a Project Implementation Unit (PIU) to be placed in the MoE, as described in Annex 1; (b) carrying out of independent audits; and (c) carrying out DLI compliance verification. Inclusive education: In line with the World Bank’s commitment to ensure that all education projects are inclusive of persons with disabilities, the project will include consultations with the National Council of and for Persons with Disabilities as part of this Stakeholder Engagement Plan (SEP). Project activities will include training for TVET training providers to address bias against persons with disabilities and strategies to promote greater inclusion. In addition, the project activities will ensure that students at all five special schools will have access to at least one CVQ linked to labor- market needs, as part of one of the Disbursement-Linked Results (DLRs). The Project Development Objective (PDO) indicator on the provision of labor market-relevant skills will also be disaggregated by students at special schools. II. PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES Stakeholder Engagement activities to date include: i. A presentation to the members of Cabinet by the Ministry of Equity, Social Justice, Local Government and Empowerment ii. Focus group sessions with PAP beneficiaries conducted by the Ministry of Equity, Social Justice, Local Government and Empowerment iii. Consultation with TVET agencies iv. Six (6) World Bank team missions; during these missions, the World Bank team met with the relevant high-level officials and technical personnel in the Department of Education, Department of Labour, Ministry of Equity, Social Justice, Local Government and Empowerment, Department of Economic Development and the Department of Finance. The objectives of these engagements were as follows7: Engagement Date Objectives/Activities February 26- March 1, i. To conduct high level dialogue with various Ministries 2019 regarding the Government’s priorities for strengthening resilience of Saint Lucia’s human capital ii. To identify priority areas and intervention for investment financed by a new World Bank project on resilient human capital. May 5-9, 2019 I. Continue dialogue with the Ministry of Finance, Economic Growth, Job Creation, and External Affairs; the Ministry of Education, Innovation, Gender Relations and Sustainable Development; the Ministry of Equity, Social Justice, Local Government and Empowerment; and the Ministry of Infrastructure, Ports, Energy and Labour regarding the Government’s priorities for strengthening the resilience of St. Lucia’s human capital; and II. Further develop the Project concept, including defining the 7 N.B. Additional information on discussions available from mission Aide Memoires 6|Page overarching project objectives, specifying project activities and disbursement-linked targets, and determining implementation arrangements July 8, 2019 Presentation to Cabinet of Ministers on the SL-NET 3.0 in the context of Social Safety Net Reform July 17-19, 2019 I. Further develop the technical and vocational education and training (TVET) component of the project, including specifying project activities, the results framework, and disbursement- linked targets; and II. Define the implementation arrangements and advance on preparation requirements, including Environmental and Social Safeguards, Financial Management and Procurement aspects of the project. III. Meeting with the head of the National Council of and for Persons with Disabilities, to inform him of the project and seek hi input into appropriate project design and stakeholder engagement, as it pertains to persons with disabilities. August 6-7, 2019 I. Further develop the Social Protection System component of the project, including specifying project activities, the results World Bank Mission framework, and disbursement-linked targets; and Social Protection & II. Further define the implementation arrangements and advance Jobs team on preparation requirements August 2019 I. Understand their 2020 priorities Individual meetings II. Develop their overall plan for increasing enrollment with TVET agencies September 17, 2019 Discussion between World Bank Social Protection project focal points and Minister for Equity, Social Justice, Local Government and World Bank Mission Empowerment, introducing him to Subcomponent 2 of the project Social Protection & The Minister expressed that this project is to be part of the Ministry’s Jobs team legacy and hopes its commencement is not delayed The Minister also expressed commitment to the process/project on behalf of the Prime Minister and Government of Saint Lucia September 18, 2019 Focus group meeting with Public Assistance Programme (PAP) beneficiaries (25 in the Micoud District) to introduce the project and seek their feedback Participants look forward to better Public awareness/relations as it pertains to the services offered by the Ministry of Equity September 19, 2019 One day working session facilitated by the World Bank Social Protection team with Welfare Department of the Ministry of Equity World Bank Mission to finalize DLIs and DLRs of the project and review the Project Social Protection & Appraisal Document Jobs team November 19-22, I. The Head of the National Council of and for Persons with 2019 Disabilities was included in project preparation discussions with the Bank and the Government to build upon previous engagement and provide opportunity for input into the 7|Page process. 8|Page III. STAKEHOLDER IDENTIFICATION AND ANALYSIS Expected or Potential Project Impact / Stakeholder Category Characteristics Interest Potential Beneficiaries Poor and indigent: Risks: • It includes the poorest, female-headed households, female unemployed, youth unemployed, persons Potential of exclusion due to inefficiencies in with disabilities, youth at risks, young girls, people expose and vulnerable to shocks and natural the outreach strategies. disasters • Unemployed/ low paying jobs, living below the poverty line, unable to sustain themselves Potential Benefits: • Short term/seasonal employment • Greater efficiency of the system (insert • Struggling to afford rent/ adequate housing, food, medical and utility expenses footnote access to information, • 26.3% of total population processing time, addressing grievances, • High interest, moderate influence referrals etc.) • Better suite of services • A system that adequately addresses their needs • Graduation out of public assistance • Becoming self-reliant and empowered • Gainful employment Welfare Officers Risks: • Qualified social workers Employee burnout due to limited human • Critical in the implementation of Component 2 resources in the Department • All female • Knowledgeable about clients and communities they serve Potential Benefits: • 10 or more years in the field • Enhanced skills (soft skills, change • High interest, high influence management, improved case management) • Greater efficiency of the system (standardization, reduced errors of exclusion and inclusion) • Introduction to new technology • Harmonization of services • Improved networking through the harmonization of services 9|Page • Empowerment of clients Department of Equity, Social Benefits: • Implementing agency of Component 2 of the Project Justice, Local Government and • Training of welfare officers and social • Extensive experience in administering public assistance programmes Empowerment workers on key topics central to • Competent staff improved responsiveness • High influence, high interest • Development and population of social registry and management information system • Improvement of existing programmes to be more shock-responsive • Labour market needs assessment to inform the graduation strategy • Employability of beneficiaries • Effective and efficient graduation strategy • Strengthened monitoring and evaluation framework • Strengthen Public-Private partnerships • Improved legislative and administrative framework to support the social assistance programme Students: Risks: • May belong to the poorest, female-headed households • Potential of exclusion due to • Unemployed females, unemployed youth, persons with disabilities, youth at risks, young girls, inefficiencies in the outreach strategies people exposed and vulnerable to shocks and natural disasters • Stigma attached to accessing non- • Individuals 12 years and older traditional educational training and • Low skilled support services • May be poor and vulnerable • Aspiring entrepreneurs and job seekers Potential Benefits: • High interest, low influence • Learning relevant skills to meet labour 10 | P a g e market needs • Earning recognized qualifications • Suitable learning environment • Affordable education • Variety of offerings • Trained and qualified instructors • Gainful employment/avenues to create employment Public and Private learning Risks: • High interest, high influence institutions e.g. • Insufficient institutional capacity to offer • Well-established institutions C.A.R.E., NSDC, SALCC, NELU, (new) TVET courses/programmes Special needs schools, • Some knowledge of labour market needs • Low enrolment, uptake, and retention Secondary Schools etc. despite increased access • Low interest in pursuing higher level institutions (students) Potential Benefits: • Revised syllabi and course offerings • Labour market needs assessment to guide course offerings • Increased enrollment for TVET courses • Training for teachers and other school officials • Enhanced learning spaces/classrooms to meet industry standards Department of Education Potential Benefits: • Implementing agency of Component 1 of the Project • Improved TVET offerings • Lead agency for the project • Labour market needs assessment to • Competent staff guide course offerings and policy • High influence, High interest development • Reduced Gender gaps in TVET offerings • Fostering an enabling environment • Improved sector governance 11 | P a g e • Increase in stock of assessors, verifiers, and auditors • Training of relevant personnel • Training for instructors and other school officials • Enhancing public-private partnerships TVET Council Potential Benefits: • Governing body for TVET • Strengthening of legislative and • Responsible for implementation of TVET Policy regulatory framework, and the enabling • High influence, high interest environment for TVET • Fully staffed TVET Council/Secretariat • Increase in stock of assessors, verifiers, and auditors Government of Saint Lucia/ Potential Benefits: Policymakers • Improved labour market relevance of • Responsible for resource allocation skills • Guide the direction of the country/set national priorities • Improved targeting of social programs in • High influence, high interest Saint Lucia • Labour market needs assessment to guide policy development • Reduced unemployment • Economic growth and development • Increased self-reliance and empowerment of population • Ensure alignment with national priorities • Poverty reduction • Strengthened Public-Private partnerships • Resilient population, especially the most vulnerable to shocks Private Sector Potential Benefits: • Employers • Skilled workforce with desirable soft • High influence, high interest skills 12 | P a g e • Participating in the Labour market needs assessment • Strengthened Public-Private Partnerships Consultants Potential Benefits: • May include local and international consultants • Access to contracts depends on capacity and available resources, and record of experience in required • Consultancy services required for project field implementation • Experts in their field; familiarity with projects of this magnitude • Added reputability associated with working on such a project • High influence, high interest Interested Parties The World Bank • Proper management of the project and • High influence, Hight interest project funds • Project donor (US $20.0 million) • Project objectives are met (intended • Dedicated team for project oversight beneficiaries actually benefit) • Alignment with national priorities Department of Economic Potential Benefits: • High influence, high interest Development • Alignment with National Development • Donor coordination/Development corporation mandate Priorities, Medium Term Development • Competent staff Plan and Sustainable Development Goals • Implementation support to agencies • Improved Economic growth and Development • Monitoring of the project • Project objectives are met • Proper management of the project and project funds Department of Finance Potential Benefits: • High influence, high interest • Management of funds (disbursements, • Responsible for country’s debt management allocations, spending requests) • Responsible for the management of Government’s accounts and finances • Alignment with national priorities Central Statistical Office Potential Benefits: • Primary national data collector • Conducting labour market needs • Moderate influence, moderate interest assessment Parents Risks: • May include the poorest, female-headed households, female unemployed, youth unemployed, Potential of exclusion due to inefficiencies in persons with disabilities, youth at risks, young girls, people expose and vulnerable to shocks and natural disasters 13 | P a g e the outreach strategies. • Moderate influence, moderate interest Potential Benefits: • Possible public assistance beneficiaries • Improved employment and education opportunities for their families • Accessibility of training and other public assistance programmes Civil Society Organizations Risks: • Moderate influence, high interest (Council of and for Persons Potential of exclusion due to inefficiencies in • Advocates for the inclusion of the poor and vulnerable in the social and economic development of with Disabilities, St. Lucia Blind the outreach strategies. the country Welfare Association etc.) Potential Benefits: • Needs of persons with disabilities are adequately addressed as part of social protection • Equal opportunities and proper considerations given to vulnerable groups • Employment and training opportunities that accommodate persons with disabilities • Involvement in the consultative processes Private Sector Associations Potential Benefits: • Moderate influence, moderate interest (SLHTA, St. Lucia Manufacturers • Participation in the labour market needs • Represent private sector employers’ interests Association, Chamber of assessment Commerce, Coalition of • Skilled workforce Services etc.) • Involvement in the consultative processes (Proposed) Social Protection Potential Benefits: • Social services providers (health care, post disaster relief, domestic violence intervention, school Network (NEMO, Red Cross, • Harmonization of social protections feeding program, school bus subsidy, court diversion, protection orders etc.) Department of Health, services to avoid duplication • High Influence, High interest Department of Education, • Reducing inclusion and exclusion errors Department of Home Affairs- 14 | P a g e Probations, RSLPF- Vulnerable • Improved networking Persons Team, Women’s • Shock responsive social protection Support Centre, Family Court) Department of Labour Potential Benefits: • Moderate influence, high interest • Labour market needs assessment for • Currently developing the Labour Management Information System (LMIS) with assistance from guiding policy development and labour International Labour Organization (ILO) strategies • Reduced unemployment • Representation on Social Protection Network Division of Gender Relations Potential Benefits: • Moderate influence, moderate interest • Reduced gender gaps in TVET • Country’s gender bureau • Reduced gender gaps in employment • Responsible for highlighting gender issues and making recommendations for addressing those issues • Gender-sensitivity in the design of social protection programs and policies Caribbean Development Bank Potential Benefits: • Moderate influence, high interest and Development Partners • Alignment with Medium Term Development Strategy, Country Development Strategy and National Priorities • Future entry points for country assistance National Youth Council and Potential Benefits: • Moderate influence, high interest other Youth Groups • Employment and training for youth • Youth advocates • Inclusion in the consultative process General Public / Potential Benefits: • Approx. 175,000 General Saint Lucian Populace • National Priorities • Low influence, moderate interest • Employment and training opportunities • Government spending Joint SDG Fund Potential Benefits: • UN Group • Selected Saint Lucia as one of two pilot countries for a joint programme: ‘Universal adaptive social • Alignment with Medium Term protection modeled at the community, national and sub-regional levels to enhance resilience and Development Strategy, Country 15 | P a g e Development Strategy and National accelerate SDGs in the Eastern Caribbean’ Priorities • Future entry points for country assistance Table 1 16 | P a g e IV. STAKEHOLDER ENGAGEMENT PROGRAM Meaningful Stakeholder Engagement is critical to the success of the project. Involving stakeholders helps to8: • Capture the views and perceptions of people who may be affected or have an interest in the project, and provides a means to take their views into account as inputs to improved project design and implementation, thereby avoiding or reducing adverse impacts, and enhancing benefits; • Provide an important source of validation and verification of data obtained elsewhere, and improves the quality of environmental and social impact assessments; • Enable people to understand their rights and responsibilities in relation to a project; • Enhance trust, project acceptance, and local ownership through greater transparency and involvement of stakeholders, which are key to project sustainability and development outcomes; and • It is essential to the credibility and legitimacy of implementing agencies and of International Finance Institutions, in this case, The World Bank The stakeholder engagement program is designed to keep stakeholders adequately informed and involved in key decisions where necessary. The program will be developed in more detail (number of meetings, appropriate method of engagement, time, location, project phase) and updated throughout the project cycle. The following table captures: • Proposed engagement methods or events, • Some anticipated and expressed concerns and recommendations of various stakeholder groups, • How these will be or have been taken into consideration and incorporated into project design, • The types of possible feedback to stakeholders and • How the stakeholder will be engaged during the implementation of the project Expected or Potential Concerns and Type of feedback to Proposed engagement Stakeholder Engagement Concerns / the party from the Project Impact / Characteristics recommendations of the party during the Category plan/Events recommendations9 Interest from group executor of the SEP project implementation Potential Beneficiaries Poor and indigent • Greater • Unemployed/ • One-on-one • Ineligibility • Communications • Grievance • Focus groups efficiency of the “minimum wage” consultations based on SL- strategy that redress updates • One on one system jobs, living below with case NET 3.0 informs a public • Communicate consultations • Better suite of the poverty line, workers awareness • Types of information in a services unable to sustain campaign about • Social Media themselves • Focus group benefit user-friendly • A the SL-NET 3.0 system that manner, taking • Public Service 8 Adapted from Inter-American Development Bank 2017. IDB Series on Environmental and Social Risk and Opportunity: Meaningful Stakeholder Consultation 9 Concerns and recommendations reflected in the project design or project implementations regarding the affectation of the party 17 | P a g e adequately • Struggling to sessions packages • Phased approach into Announcement addresses their afford rent/ (financial and for ineligible consideration all • Town education levels needs adequate other services) persons to get hall/public and information • Graduation out housing, food them off public and utility meetings • Confidentiality processing styles of public • Print media assistance expenses of information (audio, video, assistance • Radio and • 26.3% of total • Public relations print etc.) • Becoming self- Television • Wait time for population campaign reliant announcements addressing articulating the • High interest, /Public Service grievances moderate proper Announcements • No evidence of procedures and influence • Web pages feedback and protocols on • Social media or confidentiality • Grievance Redress/ recommendati • Set timeline for feedback ons being responding to mechanism considered or grievances incorporated into the project Welfare Officers • Enhanced skills • Qualified social • Meetings • The ability of • Pilot testing with • Key project Similar to ‘Engagement (soft skills, workers the SL-NET 3.0 existing clients to milestones Plans/Events’ • Formal letters change • Critical in the the to effectively determine the • Grievance management, implementation • Direct phone reduce errors validity and redress updates improved case of Component 2 calls of inclusion and reliability of the management) exclusion SL-NET 3.0 • Results of • All female • Instant • Greater evaluation based • Knowledgeable messaging • Use of • Provision of efficiency of the on set targets to about clients and (WhatsApp technology tablets and system determine the communities Groups) instead paper- requisite training (standardization, efficiency of the they serve based of officers to reduced errors of • Grievance new computer- exclusion and • 10 or more years screening of facilitate the redress based system inclusion) in the field clients screening of mechanism and officers’ • Introduction to • High interest, • Concerns about clients output new technology high influence workload with • Document has • Reports • Harmonization of limited staffing been prepared generated by services (4 officers for restructuring 18 | P a g e • Improved serving the of the Welfare the SL-NET 3.0 networking island) Unit to include • Results of the through the additional harmonization of • Recommendati Labour Market welfare officers. services on for training Needs (GOSL in change Assessments • Empowerment of Counterpart management clients funding) • Information as part of the from the Labour project • Training in Management implementatio change Information n process management System (LMIS) across the included as part Ministry of of project Equity, Social activities under Justice, Local sub component 2 Government, • Harmonization of Empowerment services • Recommendati identified as a on to DLI under sub- harmonize PAP, component 2 of Koudmain Ste. the project Lucie and Child • Re-activation of Disability Grant Social Protection (provided by Network the Ministry of Equity) with a strong referral • Active Labour system for Market other essential Programmes will services form part of the (Education, graduation Health, Post- strategy which Disaster will be designed Assistance- under the NEMO etc.) project • The importance of synergy with 19 | P a g e the labour department for client empowerment Department of • Training of • Implementing • Heads of • Departments • Creation of • Contact Similar to ‘Engagement Equity, Social welfare officers agency of Departments operating in information note information Plans/Events’ Justice, Local and social Component 2 of Meetings silos summarizing the department Government and workers on key the Project various focal point for • General Staff • Recommendati Empowerment topics central to • High influence, components of the project improved Meetings on for a whole- high interest the project to be of-ministry • Key project responsiveness • Memos shared with approach to milestones • Development Department • Presentations project and population Heads and • Reports on key project implementatio of social registry Ministry staff and management activities n information • Training in • Bank Missions • Recommendati system change on for training • Improvement of management in change existing included as part management programmes to of project as part of the be more shock- activities under project responsive sub component 2 implementatio • Labour market n process • Shock needs across the responsiveness assessment Ministry of incorporated • Employability of Equity, Social into review of beneficiaries Justice, Local policy, legislation • Effective and Government, and efficient Empowerment harmonization of graduation programmes strategy • Monitoring • Adopt a whole- and • Project to be evaluation of-ministry part of framework approach to Department’s project • Public-Private lasting legacy implementation 20 | P a g e partnerships • Social endorsed by the protection Permanent system must be Secretary shock responsive and adaptive, and inclusive (all vulnerable groups) Students • Learning relevant • 15 years and • Focus group • Job placements • Discussions/ • Training criteria • Letters skills for labour older sessions collaborations • Recognition of with private • Approval/ denial • Focus groups market needs • Aspiring • Town hall/public certificates and of applications • Earning entrepreneurs sector • Social media meetings qualifications enterprises. for training recognized and job seekers • Print media (locally and • Offer career • Public awareness qualifications • Labour market • High interest, • Radio and internationally) guidance/counse campaigns • Suitable learning moderate Television needs/availabilit lling environment influence announcements/PS • Access to y of jobs As avenues for • Affordable • Use of accredited • List of training education • Web pages entrepreneursh institutions institutions with • Social media ip (start up • Variety of contact financing) • Provision of offerings information • Access to institutional • Trained and • List of training (time, oversight by qualified institutions TVET Council instructors location, (financial and financing etc.) • Provision of business • Meeting stipend development) training criteria with lending • Location of programs for training entrepreneurs institutions throughout the island • Public relations campaign: training criteria, availability of 21 | P a g e training Public and Private • Revised syllabi • High interest, • Workshops • Funding to • Counterpart • Grievance Similar to ‘Engagement learning institutions and course high influence upgrade the funding from redress updates Plans/Events’ • Strategic offerings • Well-established facilities GOSL for meetings • Result of • Labour market institutions upgrading in • Meeting certification needs • Grievance preparation for • Some knowledge student and audit by TVET assessment redress project of labour market employer Council • Increased needs mechanism implementation expectations enrollment for • Students • Share results of TVET courses • Teething issues assessment labour market with results • Training for needs implementatio teachers and assessment and • Results of other school n of new outcomes students’ officials programmes/s stakeholder evaluation of • Enhanced ubject offerings engagements institutions learning • Public with students spaces/classroo • Student: job perception of ms • Technical placement ratio institutions Assistance may affect provided by the enrollment project • Salary increases • Operations for trained manual to 22 | P a g e teachers provide implementation guidance • Public awareness campaign equally promoting all institutions as reputable Department of • Improved TVET • Implementing • Meetings • Project remains • Set realistic • Status reports • Requests for Education offerings agency of between PIU on schedule timelines and from PIU and input to/feedback Component 1 and ministry proper risk consultants on the Terms of • Labour market • Disbursement and lead agency leadership management Reference for the needs delays/allocatio • Timely of the Project consultant/PIU assessment • Presentations to ns from • Project communication staff • Reduced Gender • High influence, the Minister Department of deliverables of GOSL Budget gaps in TVET High interest and Department Finance aligned with allocations for • Regular briefings offerings Heads budget cycle project for Minister with • Supervision of • Enabling components updates on • General staff TVET project issues of environment meetings to consultant • Improved sector • Set reporting concern. introduce the governance • Efficiency of deadlines • Review and project and the PIU comments of • Direct distribution • Increase in stock update on • Clear TORs for PIU of project of assessors, • Reporting lines organizational project progress documents and verifiers, and staff from of the PIU structure and reports. auditors • Grievance Project Advisory TORs for PIU • Training of redress • Timely Committee staff relevant mechanism feedback from • Reports from personnel all partner • Bank Missions Monitoring and • Training agencies for • GOSL Evaluation instructors and • Ability of TVET counterpart officer other school Council to fulfill funding for officials staffing and its mandate • Public-private under this operations of partnerships project TVET Secretariat • Filling positions 23 | P a g e of PIU/ Low number of • Early and applications widespread • Efficiency of (local, regional the Project and Advisory international) Committee advertisements TVET Council • Strengthening of • Governing body • Regular • Adequate • Funding for TVET • Grievance Similar to ‘Engagement legislative and for TVET meetings funding for Council updates Plans/Events’ regulatory • Responsible for staffing and operations is a • Reports • Disbursement framework, and implementation operations DLR Schedule the enabling of TVET Policy • Emails • Implementatio • Development of environment for • Recommendatio • High influence, • Formal letters n of the TVET Implementation TVET ns from GOSL high interest Policy Plan/strategy is a • Grievance Audit report DLR redress mechanism • Training to • Capacity for increase stock of monitoring and accessors and evaluation verifiers forms • Operations part of the would be project dominated by • Alignment of project project goals objectives with national priorities/objecti ves and Council mandate 24 | P a g e Government of Saint • Improved labour • Responsible for • Presentations to • Prime Minister • Relevant • Briefings for Lucia/ Policymakers market relevance resource Cabinet and is adamant that government • Targeted Ministers with of skills and allocation Parliament the project ministries/depart dissemination of updates on targeting of should be a ments will be project project issues of • Guide the social programs • Cabinet Memos success. engaged to reports/informat concern. direction of the in Saint Lucia provide input ion to cabinet country/set • Concerns that into the project and parliament • Labour market national • One-on-one the design and • Involvement of needs priorities meetings with engagement implementation relevant assessment • Parliamentary Ministers and process within process. • Regular reports Ministries/Depart • Active labour representatives senior government to the Cabinet of ments in market policies • Comprise of government has not been • Mechanisms Ministers. environmental/so • Reduced Ruling and officials. transparent or (e.g. Quarterly cial monitoring unemployment Opposition inclusive reports, • Requests for during • Economic growth parties validation input from implementation and development • High influence, • Concerns about meetings etc.) to relevant high interest the interests of be established to agencies on • Increased self- and impacts on keep key project designs, reliance of sectoral government action plans and population stakeholders stakeholders management • Poverty and how to informed about systems. reduction engage with project progress. • Public-Private sectoral • Memoranda of partnerships stakeholders. • Relevant project Understanding • Resilient documents, with population, • Ministries may should be government especially the be disseminated to agencies re most vulnerable able/required key Ministries. technical to shocks to contribute assistance, technical provision of assistance or services, and other resources other to support implementation project support. implementatio n. • Concerns about meeting students’ expectations 25 | P a g e regarding employment and economic opportunities Private Sector • Skilled workforce • Employers • Labour market • TVET • Updating TVET • Results of the Similar to ‘Engagement with desirable needs programmes has training to include labour market Plans/Events’ • High influence, soft skills assessment no focus on skills training needs assessment high interest • Formal letters building soft skills • Technical • MOUs regarding • Participating in • Grievance • Recommendation Assistance under contributions to the Labour mechanism for teaching soft Component 1 to public assistance market needs assessment • TVET Program skills to PAP guide the upgrade services design and PAP clients as part of of TVET • Grievance • Strengthened graduation the graduation Programmes to mechanism Public-Private strategy strategy meet current and updates Partnerships consultations • Outdated future market • Invitation to teaching in skills needs partner with the training • Job placements Social programs sought after Protection • Overwhelming consulting the Network requests for job Labour placements Management • Incentives for Information collaboration System (LMIS) • Work-Readiness training to form part of PAP graduation strategy 26 | P a g e Consultants • Consultancy • May include local • Request for • Equal bidding • Reasonable • Acceptance/rejectio • Project management services required and international Expressions of opportunities deadline for n of proposal/bid meetings for project consultants Interest • Transparent submissions of • TOR clarification • Calls implementation • Access to • Discussions with bidding process Expressions of where needed • Emails • Added reputability contracts firms regarding • Realistic timelines Interest once • Comments on • Status update associated with depends on Terms of Reference • Deliverable/Disbur advertised reports reports working on such a capacity and with emphasis on sement Schedule • Clear Terms of • Acceptance/rejectio • Ad hoc meetings as project available social and • Timely feedback Reference n of reports issues arise resources, and environmental on reports from • Set timeline for • Scope changes record of considerations client (especially responding to REOI • Disbursement experience in • Invitations to bid when approval is or Bid schedule required field (following REOI needed for • Set evaluation • Experts in their shortlisting) disbursement of criteria for REOIs field; familiarity • Bank Missions funds) • Set timeline for with projects of • Recommendation providing feedback this magnitude for project focal on reports • Moderate point/liaison • Clear reporting influence, high between the client structure (who interest and consultant reports to whom) • Clear and enforced • Realistic deliverable chain of command deadlines • Clearly defined scope of work 27 | P a g e Proposed Expected or Concerns and Type of feedback to engagement of the Stakeholder Engagement Concerns / the party from the Potential Project Characteristics recommendations party during the Category plan/Events recommendations* Impact / Interest from group executor of the SEP project implementation Interested Parties Department of • Alignment with • High influence, • Project • Timeliness of • Set realistic • Key project • Project Economic National high interest management deliverables deadlines for milestones management Development Development meetings • Low deliverables • Scope changes meetings • Donor Priorities, • Grievance implementation • Regular project • Project “Health • Project reports coordination/Dev Medium Term Committee rate updates to Card” • Grievance elopment Development meetings • Project activities identify updates corporation Plan and • Preparation of being over- bottlenecks mandate Sustainable Project budget • Receipt and • Competent staff Documents in review of multiple Development Goals • Implementation collaboration with quotations/propo support to implementing sals for project • Improved agencies agencies activities to select Economic growth and Development • Monitoring of • Bank Missions the best options the project • Formal letters at the most • Project objectives • Emails suitable cost are met • Proper management of the project and project funds Department of • Management of • High influence, • Bank Missions Late budget • Project • Key Project Similar to Finance funds high interest submissions deliverables milestones ‘Engagement • Formal letters (disbursements, • Responsible for aligned with Plans/Events’ Transparent • Project allocations, country’s debt • Emails consultant selection budget cycle “Health Card” spending management • Financial process • Set evaluation requests) • Responsible for management criteria for • Alignment with Funding requests the management meetings REOIs national priorities outside of budget of Government’s * Concerns and recommendations reflected in the project design or project implementations regarding the affectation of the party 28 | P a g e accounts and submissions finances Central Statistical • Conducting • Primary national • Bank Missions • Insufficient • Funding Schedule of project Similar to Office labour market data collector time to identified and activities/work ‘Engagement • Strategic needs assessment • Moderate redesign the allocated for breakdown structure Plans/Events’ meetings to influence, existing the Labour to guide the timeline redesign the moderate instrument to Market Needs for redesign of labour market interest assess skills Assessment instrument needs assessment availability and instrument • Use the conduct the existing • Formal letters redesigned instrument for labour market • Emails the first year needs of the project assessment and redesign given for 2021 department’s current workload for 2020 • Availability of funds to conduct the labour market needs assessment • The need to train new crop of enumerators Parents • Improved • Moderate • One-on-one • Job • Discussions/ • Labour market Similar to employment and influence, consultations placements for collaborations needs/availabil ‘Engagement education moderate interest with case their children with private ity of jobs Plans/Events’ opportunities for • workers face- and sector Possible public • List of training enterprises. 29 | P a g e their families assistance to- face or via themselves as • Offer career institutions • Accessibility of beneficiaries telephone PAP guidance/coun with contact training and other beneficiaries selling to their information • Focus group children and public assistance sessions • Recognition of them in the programmes certificates case of PAP • Town and beneficiaries hall/public meetings qualifications • Location of • Print media (locally and training • Radio and internationally institutions Television ) throughout announcemen the island • Access to • Use of ts/PSAs training for accredited • Web pages themselves institutions • Social media and their • Grievance children (time, Redress/ feedback location, mechanism financing etc.) Civil Society • Needs of persons • Moderate • Focus groups • Exclusion from • Use of sign • Grievance • Similar to Organizations with disabilities influence, high the language in mechanism ‘Engagement • One- on- one (Council of and for are adequately interest consultative interpreter updates Plans/Events’ consultations Persons with addressed as part • Advocates for process and clear • Relevant • Request to Disabilities, St. Lucia of social the inclusion of • Multi-lingual audio system Blind Welfare protection • Lack of project review PSA’s the poor and and during Association etc.) consideration updates and skits to • Equal vulnerable in the multimedia consultations for the insure opportunities and social and PSA’s and skits • Key project vulnerable • Development inclusivity and proper economic milestones • Social groups in of user- sensitivity considerations development of Protection project design friendly given to the country Network and information, vulnerable groups meetings implementatio taking into • Employment and consideration n training • Grievance all education opportunities that redress • Accessibility levels and accommodate mechanism for persons information persons with processing with disabilities styles (audio, 30 | P a g e • Involvement in disabilities at video, print the consultative various etc.) processes training institutions • Assessment of (TVET) facilities to • Limited modes make of recommendati communicatio ons to the n for the Department of various needs Education of the regarding vulnerable and accessibility of persons with training disabilities • Deliberate inclusion as part of the Stakeholder Engagement Plan (Proposed) Social • Harmonization of • Social services • Social • Duplication of • Training in • Key project • Social Protection Network social protections providers (health Protection efforts change milestones Protection (NEMO, Department services to avoid care, post disaster Network management Network • Weak referral • Draft policies, of Health, duplication relief, domestic meetings across the Meetings to system strategies and Department of • Reducing violence network discuss referral • Formal Letters referral Education, inclusion and intervention, • Absence of included as systems, Department of protocols exclusion errors school feeding • Development cordial part of project graduation Home Affairs- program, school of MOUs relationships/n activities strategy etc. Probations, RSLPF- • Improved bus subsidy, court etworking under sub Vulnerable Persons networking • Designing diversion, • Shock responsive component 2 Team) protection orders referral • Policies and social protection etc.) systems strategies not • Harmonization • High Influence, • Design of shock of services and High interest responsive strengthening graduation of referral strategy • Effects of systems are harmonization 31 | P a g e on department part of the budgets project under Component 2 • Shock responsivenes s incorporated into review of policy, legislation and harmonization of programmes Private Sector • Participation in • Moderate See Beneficiary Group ‘Private Sector’ Associations (SLHTA, the labour market influence, St. Lucia needs assessment moderate interest Manufacturers • Skilled workforce • Represent private Association, sector employers’ Chamber of • Involvement in interests Commerce, Coalition the consultative of Services) processes Department of • Labour market • Moderate • Bank Missions Capacity limitations • Sharing • Key project Similar to Labour needs assessment influence, high • Social Protection of the Department information for milestones ‘Engagement for guiding policy interest (staffing and social applying for the Plans/Events’ Network • Link to World development and • Currently World Bank Social Meetings Bank Core labour strategies developing the Protection and Courses • Reduced Labour • Design of Active Jobs Core Courses unemployment Management Labour Market • Consultant to Information Programmes provide technical System (LMIS) • Design of assistance for with assistance from graduation development of International strategy for PAP PAP graduation Labour beneficiaries strategy Organization 32 | P a g e (ILO) • Formal letters • Emails Division of Gender • Reduced gender • Moderate • Project Advisory • Concern that • Experience in • Key project Similar to Relations gaps in TVET influence, Committee policies and gender milestones ‘Engagement • Gender-sensitivity moderate meeting strategies are assessment and Plans/Events’ • Draft policies, in the design of interest gender blind mainstreaming • Consultations strategies and social protection • Country’s gender with Department • Capacity issues will be required referral programs and bureau by policy review of Education, within the protocols policies • Responsible for consultant TVET council, department to highlighting Ministry of Equity effectively • TVET policy gender issues and other key contribute to recently revised and making agencies initiatives for gender recommendation sensitivity s for addressing • Social Protection those issues Network • Currently Meetings implementing • Grievance the Gender mechanism Mainstreaming Project funded • Design of Active by the Caribbean labour market Development programmes Bank (CDB) • Design of graduation strategy • Social Protection Policy Review Caribbean • Alignment with • Moderate • Meetings with the Recommendation to Clearly defined DLIs • Human Capital Similar to Development Bank Medium Term influence, high Department of ensure project and DLRs that can be Resilient Project ‘Engagement and other Development interest Finance, components are articulated in activities to guide Plans/Events’ Development Strategy, Country Department of complementary and discussions regarding their own Partners Development Economic integrated to support other initiatives so as interventions and 33 | P a g e Strategy and Development, increased efficiency to avoid duplication or identify areas National Priorities Social Protection and effectiveness of of efforts for Network, and PIU the overall social complementary protection system support to Social • Emails Safety Net Reform not covered • Key Project milestones National Youth • Employment and • Moderate • Social Protection • Job • Discussions/ • Key project Similar to Council and other training for youth influence, high Network placements collaborations milestones ‘Engagement Youth Groups interest meetings with private Plans/Events’ • Poverty reduction • Recognition of • Draft policies, sector • Youth advocates • Focus group certificates strategies and enterprises. sessions and • Offer career referral qualifications guidance/coun protocols • Town hall/public (locally and selling meetings • Print media internationally ) • Use of • Radio and accredited Television • Access to institutions announcements/ avenues for PSAs entrepreneurs • Provision of • Web pages hip (start up institutional • Social media financing) oversight by TVET Council • Access to training (time, • Provision of location, stipend financing etc.) • Meeting • Location of training training institutions criteria throughout the island • Public 34 | P a g e relations campaign: training criteria, availability of training General Public • National • Approx. 175,000• Town hall/public • Access to • Availability • Clearly • PSA’s Priorities meetings relevant and communicate • Newspaper • Low influence, • Print media information accessibility of project articles • Employment and moderate interest • Radio and • How much is it relevant objectives and • Updated web training Television costing tax information financing and social opportunities announcements payers? and mechanism media pages • Government • Web pages • Will this really documents • Communicate • Focus groups spending • Social media address the (Locations, information in where • Grievance unemploymen languages etc.) a user-friendly applicable mechanism t issue? • Inclusive plans manner, taking • Hotline/focal • PAP cash (consideration into point transfer is s for the poor consideration considered too and all education little vulnerable) levels and • Concerns • Harmonization information about of Services to processing mismanageme adequately styles (audio, nt of supplement video, print PAP/nepotism cash transfers etc.) in awarding • Development • Contact public of PAP information assistance graduation for focal point • No graduation strategy • Grievance strategy for • Use of the SL- mechanism PAP NET 3.0 for updates targeting • Key project • Grievance milestones mechanism Joint SDG Fund • Alignment with • UN Group • Meetings with Recommendation to Clearly defined DLIs • Human Capital Similar to Medium Term • Selected Saint the Joint SDG ensure project and DLRs that can be Resilient Project ‘Engagement Development Lucia as one of Fund team, components are articulated in activities to guide Plans/Events’ Strategy, Country two pilot Social complementary and discussions regarding their own Development countries for a Protection integrated to support other initiatives so as interventions and 35 | P a g e Strategy and joint programme: Network, and increased efficiency to avoid duplication or identify areas National Priorities ‘Universal PIU and effectiveness of of efforts for • Future entry points adaptive social the overall social complementary protection • Emails for country protection system support to Social assistance modeled at the Safety Net community, Reform not national and sub- covered regional levels to enhance • Key Project resilience and milestones accelerate SDGs in the Eastern Caribbean’ • Hight interest, Moderate influence 36 | P a g e Timelines Information on timelines for project phases, and key decisions are indicated in the table below. Table 3 Indicators for component 1 and 2 of the project, and for which stakeholders will be consulted, as pertinent. Year 1 (2020) Year 2 (2021) Year 3 (2022) Year 4 (2023) Year 5 (2024) DLI 1: Strengthen DLR 1: Labor market DLR 2: TVET Policy DLR 3: System DLR 4: Resource and implement needs assessment approved by Cabinet established and Mobilization TVET enabling completed ($0.5m) and TVET Council functional for Strategy approved environment resourced and staffed periodic labor and at least one as per TVET Policy market needs private-sector ($0.5m) assessments and financing beneficiary mechanism feedback ($0.5m) implemented ($0.5m) DLI 2: Strengthen DLR 5: 40 TVET instructors DLR 6: All secondary DLR 7: Eight (8) new CVQs TVET course complete immersion school and special at level 3-5 or equivalent offerings program with private school students able TVET qualifications (scalable) sector ($0.5m) to access at least one available in fields linked to CVQ linked to labor labor market needs ($1m) market needs ($0.5m) DLI 3: Increase DLR 8: 1,200 students DLR 9: 1,800 students DLR 10: 2,400 DLR 11: 3,000 provision of labor complete enhanced complete enhanced TVET students complete students complete market-relevant TVET qualification10 qualification ($1m) enhanced TVET enhanced TVET skills (scalable) ($1m) qualification ($1m) qualification ($1m) DLI 4: Improve DLR12: Revised (adaptive) DLR13: Updated PAP DLR 14: At least 15% of DLR15: At least policy and Social Protection Policy Operational Manual Households in Saint Lucia 25% of Households implementation approved by Cabinet and approved by Ministry captured in Social Registry in Saint Lucia framework for Graduation Strategy of Equity ($0.5m) ($1m, scalable) captured in Social social protection11 approved by Cabinet Registry ($1m, ($0.5m) scalable) DLI 5: Improve PAP DLR16: Improved DLR17: At least 60% of DLR18: Increased DLR19: At least 85% DLR20: Increased targeting and targeting methodology PAP beneficiary coverage to at least 3,000 of PAP beneficiary coverage to at least coverage12 (SL-NET 3.0) approved by households identified PAP beneficiary households 3,600 PAP Cabinet ($0.5m) as eligible based on households ($1m, identified as eligible beneficiary revised targeting tool scalable) based on revised households ($1m, ($1m, scalable) targeting tool ($1m, scalable) scalable) The SEP will be updated once details on timelines for key project decisions are available. Deadlines for comments on key decisions will also be included in the updated SEP. Review of Comments Comments on decisions will be communicated either verbally or in writing to the respective focal points within the respective implementing agencies of the project components. They will be reviewed and stakeholders will be given feedback on how those comments were taken into account. This will be communicated to stakeholders within 5 business days. Future Phases of Project The relevant stakeholders will be kept adequately informed of project developments and key decisions throughout the life cycle of the project. The grievance mechanism will be shared and publicized so that stakeholders are aware of the steps they can take to voice their concerns. More details on the frequency of engagement and reporting will be included in the SEP when more detail regarding project activities becomes available. 10 Cumulative since project effectiveness; baseline at effectiveness is 0. Includes technical qualification (e.g. CVQ, NVQ) and, if not already included in qualification, soft skills (including employability and entrepreneurship skills). 11 Updated PAP Operational Manual will include at least the revised general and specific objectives; targeting mechanism for the program (e.g. SL-NET 3.0); type and level of benefits; emergency situations section (definitions, scalability procedures, criteria, etc.); referral protocols; GRM; among others. The establishment of the Social Registry means social registry developed and functional (i.e. tested functionalities and being used by the Ministry of Equity, in production server). 12 The baseline is 2,396 PAP beneficiary households. The revised targeting tool (SL-NET 3.0) has not been applied to the PAP beneficiary households. 37 | P a g e V.RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING STAKEHOLDER ACTIVITIES Resources and Budget: As part of the Project Implementation Unit (PIU,) there will be a Social and Environmental specialist, who will coordinate with other specialists within the PIU and across, government agencies, to effectively implement and monitor the SEP and the LMP of this project. Other staff of the PIU are: Project Coordinator, Technical Coordinator, Monitoring & Evaluation Officer. As described in the project description section, Stakeholder engagement is a paramount feature of all three project’s components: 1. Component 1: Strengthening Technical and Vocational Education and Training (TVET) (Estimated $8 million) 2. Component 2: Strengthening the Social Protection System (Estimated $7.5 million) 3. Component 3: Technical Assistance and Project Management. (Estimated $4.5 million) The specific SEP’s activities and corresponding budget will be included in the SEP following further consultation with the agencies. Tentative first estimates could be: Item Cost (US$) Staff Trips (an estimate of 50 trips) 15,000.00 Consultation processes (an estimate of 50 consultation activities) Catering 38,000 Transportation of participants 12,000 Meeting Venue 40,000 Contingency/Miscellaneous (e.g. 10,000 markers, flip chart, paper etc.) 100,000.00 Information Production and Dissemination e.g. Public Service Announcements (Radio and Television 6,000 in Creole and English) 600 Suggestion Box (x 8 districts) 2,000 Website development, 1,400 Flyers and brochures 10,000.00 Management functions and responsibilities The Project Appraisal Document (PAD), and in the section of social risks, reflects the need to strengthen its social communication processes, citizen engagement and beneficiary feedback mechanisms, to ensure inclusion and active participation of beneficiaries from vulnerable groups and to avoid any kind of discrimination and exclusion that might be present in the current system. The PAD also integrates the following intermediate results indicators: • Percentage of Saint Lucian households with information included in the social registry. • Number of grievances registered to the project that are addressed and communicated back to the concerned stakeholders • Number of beneficiaries of Public Assistance Programme and TVET programmes (gender and age disaggregated) • Number of stakeholder engagements facilitated (including number of participants) • Number of stakeholder concerns/recommendations incorporated into project implementation • Stakeholder Engagement Plan successful implemented. The responsible person to manage the SEP will be the assigned, Environmental and Social Specialist, who will maintain close coordination with the Project Coordinator, Technical Coordinator and Monitoring & Evaluation Officer; and will document, tracked and manage stakeholder engagement related processes, and instruments. Stakeholder engagement activities will be documented to reflect stakeholders’ attendance, pertinent matters discussed, and issues raised, next steps and responsible parties. (refer to Appendix A). Engagement activities photographed where applicable, with consent from participants. 38 | P a g e VI. MONITORING AND REPORTING Involvement of Stakeholders in monitoring activities The Monitoring and Evaluation Officer and Project Advisory Committee will monitor the impacts of the project and give feedback to implementing agencies on their approach to mitigating these impacts and their handling of grievances. The Project Advisory Committee will consist of relevant technical officers within Government, representative from ethics boards, representatives from NGOs and CSOs, and retired professionals. Members will be selected based on their areas of expertise and track-record of serving in a similar capacity. Details on the composition of this/these committee(s) will be included in the SEP once established. Reporting back to stakeholder groups Using the appropriate means of communication for respective stakeholders, minutes and results of stakeholder activities will be circulated. This may take the form of follow-up meetings, church announcements, via community liaison/Social Transformation officers, e-mail, social media posts, notice published on the Government website, https://govt.lc . Stakeholders will also be reminded that should they have any issues or concerns regarding the project, they are encouraged to utilize the GRM of the project. Once on board, the Social Specialist of the Project, He /She will be responsible for the implementation and monitoring of stakeholder engagement activities and compliance with this SEP. The authority, people can contact if they have comments or questions about the project or the consultation process is: Dr. Claudia Louis Chief Planning Officer, Department of Education, 4 floor, Francis Compton Building, Waterfront Castries, Planner.educationslu@gmail.com Telephone +17587300117 Further details on time and place of reporting will be included in the SEP once decided. VII GRIEVANCE MECHANISM Transparency, fairness and the avoidance of adverse project impacts are critical to the success of a project. Achieving these requires all actors to be fully conversant with all aspects of disciplinary processes, the grievance handling procedures and the legal requirements and rights involved. In implementing an effective dispute management system consideration must be given to the disputes resulting from the following: • Disciplinary action • Individual grievances • Collective grievances and negotiation of collective grievances • Gender-based violence, sexual exploitation and workplace sexual harassment This Grievance Mechanism will form part of the public awareness campaign for this project. Beneficiaries will be informed of their rights related to this initiative and the requisite steps they would need to take to exercise those rights via this mechanism. Grievances whether by project staff, consultants or other stakeholders (project beneficiaries and interested parties) will be addressed through the following steps: 1. A Grievance complaint can be submitted in writing or anonymously through suggestion boxes or via telephone to the Grievance Committee -The Project Manager and the Environmental and Social Specialist will collect the complaints and document them in a grievance register -See annex C 2. Investigation; If needed, a full investigation will be carried out by the Committee and all relevant evidence gathered. The findings will be sent to the aggrieved party in advance of the meeting. In cases of anonymity, since grievances would be made public, findings and solutions will be made available online and or communicated at stakeholder consultations. 3. The grievance matter will be addressed within a minimum of one (1) to fifteen (15) days depending on the nature of the matter reported. 39 | P a g e 4. Grievance Meeting; A grievance meeting will be arranged, and the aggrieved party will be invited in order for them to present their case. The aggrieved party will be reminded of their statutory right to be accompanied. 5. Decision; The aggrieved party will be informed in writing of the decision reached. 6. If the issue cannot be resolved by the Committee then the matter will be referred to the Department of Labour for their action and ruling. 7. Appeal; The aggrieved party will be notified of their right to appeal against the outcome of the grievance procedure. If either party is not satisfied with the ruling by either the Committee or the Department of Labour they may seek redress in the courts of the Country. 8. Documentation/records will be kept on all grievance matters including the outcomes and at every stage of the grievance process. Communities and individuals who believe that they are adversely affected by a World Bank (WB) supported project may submit complaints to the WB’s Grievance Redress Service (GRS) grievances@worldbank.org The GRS ensures that complaints received are promptly reviewed in order to address project-related concerns. Project affected communities and individuals may submit their complaint to the WB’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of WB non-compliance with its policies and procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank Management has been given an opportunity to respond. Information on how to submit complaints to the World Bank’s corporate Grievance Redress Service (GRS), is available at http://www.worldbank.org/en/projects-operations/products-and- services/grievance-redress-service, and information on how to submit complaints to the World Bank Inspection Panel is available at www.inspectionpanel.org. N.B. Grievances under Component 2 can also be communicated via the Social Transformation Officers station in various districts around the island. As part of the effort to promote the use of the GRM, a flyer with information about the GRM will be developed and will be distributed in all public activities and relevant public offices. The flyer GRM will contain among other information: What is a GRM? The Project GRM, how to file a Grievance, contact information and appeal. The person responsible for the monitoring of the GRM, and reporting will be the Social Specialist of the Project. Contact information will become available, once he/she is hired and, likely once project is effective. The GRM budget includes the following: GRM Budget Item Cost (USD) 30% of the time of the Social and Environmental 13,000 Specialist. As part of the implementation of component 3: Technical Assistance and Project Management. 10% of the time of other Project Staff (Project 12,000 Coordinator, Technical Coordinator, Monitoring & Evaluation Officer) As part of the implementation of component 3: Technical Assistance and Project Management Promotion of the GRM, as part of the 7,000 implementation of Subcomponent 2.2 of the project: Improved implementation of flagship social programs Miscellaneous (paper, reproduction and 10,000 distribution of documents (USD 10,000.00). As part of the implementation of component 3: Technical Assistance and Project Management. 40 | P a g e Appendix A Stakeholder Analysis, Engagement Plan and Documentation Form 41 | P a g e Stakeholder Analysis, Engagement Plan, and Documentation Form Template for Individual Stakeholder Groups Use one form for each relevant stakeholder group / sub-group / individuals Form filled out by: Date: Project description / details: Stakeholder group / subgroup / individuals: A. Pre-consultation analysis and plan 1. Expected or potential project impact (positive, negative, or both) on the group; group’s role, interest or influence in relation to project outcomes: 2. Group characteristics (e.g. socio-economic status, cultural factors, location, organizational capacity, vulnerability or social exclusion, gender aspects, other). What degree of voice and influence (high / moderate / low) does the group traditionally have over decision-making? 3. Engagement plan (e.g. public meeting, workshop, focus group discussions, key informant interviews, other). Are targeted mechanisms needed for marginal / vulnerable groups? 4. How will project information be provided prior to consultation event(s), in appropriate language, locations, and formats? How much time will be provided to stakeholders to review and discuss information before consultation event(s)? B. Documentation of Consultation Events 1. Date / location 2. Project staff in attendance 3. Others in attendance (e.g. other government officials) 4. Stakeholders in attendance (numbers, characteristics); assessment of whether they are representative of the stakeholder group / category 5. Brief description of event (type of location, time of day, how it was organized, seating arrangements, use of interpreters, documentation through recordings, photography, etc.) 6. Key points of information conveyed by the project authorities 7. Key questions, concerns and recommendations expressed by the group(s) consulted 8. Agreements reached during event, if any, including follow-up steps. C. Post-Consultation Follow up 42 | P a g e 1. How are stakeholder views / concerns expected to be, or have been, reflected in project design, implementation plans, and organizational structure? E.g., how have potential adverse impacts been avoided or reduced based on stakeholder inputs? 2. What feedback has been provided to stakeholders following the consultation event(s)? (E.g. minutes, summary of key issues, agreements reached, how recommendations have been or will be considered in project decision-making). 3. How have stakeholder been / will stakeholders be consulted on relevant studies and action plans (in case these are developed post-consultation event(s); e.g. through a second round of consultations as required for higher risk projects?) What are the outcomes of such follow up consultations (e.g. are plans being modified based on stakeholder inputs?)? 3a. What might be the outcomes of such follow up consultations (e.g. will plans being modified based on stakeholder inputs?)? 4. What is the proposed engagement process with the stakeholder group(s) during project implementation? If some project designs or details are to be finalized only during project implementation, how will stakeholders be consulted on them? What are the mechanisms for access to remedy through the project’s Grievance Redress Mechanism? Are there provisions for involving stakeholders in adaptive management, for example through participatory monitoring? D. Post-Consultation Reflection 1. Was this stakeholder group able to voice their concerns about adverse impacts? 1a. If yes, was the feedback provided by the stakeholder group be taken into account during the project design? How? 1b. If no, describe what could have been done differently to allow this group to voice their concerns. 43 | P a g e APPENDIX B Sample Stakeholder Register Name Designation Stakeholder Expectations/Interests Influence Contact info. (Tel., fax, email) Category (H/M/L) 44 | P a g e APPENDIX C Sample Grievance Reporting Form Human Capital Resilience Project Grievance/ Comment Reporting Form Comment/ Grievance Reference number Name of Commenter/Aggrieved Address Mailing address Telephone Email Address Best Contact Method Mail Email Phone Date Nature and Location of Comment/Grievance Received by Initial Response Details Sent by Date of Initial Response Resolved/Addressed by Resolution Signed (Project representative) Date 45 | P a g e APPENDIX D Sample Initial Response to Grievance Dear (NAME): The Ministry/Department of (Agency’s Name) is writing to you regarding the grievance received (mm/dd/yyyy). We will begin/not be (delete as appropriate) investigating this grievance, as the Department feels that it may be/is not (delete as appropriate) responsible for the grievance. [If the Department is going to investigate the case further, please give summary details of the next steps in the investigation]. The (Name of responsible officer/project focal point) will serve as the point of contact for this case, and will update you as necessary. In the meantime, please do not hesitate to contact the (Project focal point if different from responsible officer) should you have any questions. Best regards, NAME DATE 46 | P a g e