Government of Liberia Ministry of Finance and Development Planning Governance Reform and Accountability Transformation (GREAT) Project (P177478) STAKEHOLDER ENGAGEMENT PLAN (SEP) May 16, 2023 1 ACRONYMS Acronym Full Meaning AMCU Aid Management and Coordination Unit BITs Beneficiary Implementing Teams CBOs Community Based Organizations CDF County Development Fund CCs County Councils CSCs County Service Centers CSOs Civil Society Organizations DPO Development Policy Operation e-GP e-Government Procurement ECOWAS Economic Community of West African States EPA Environment Protection Agency EPML Environment Protection and Management Law E&S Environmental and Social Safeguard ESCP Environment and Social Commitment Plan ESF Environmental and Social Framework ESIA Environmental and Social Impact Assessment ESMP Environmental and Social Management Plan ESS Environmental and Social Standard EVD Ebola Virus Disease GAC General Auditing Commission GBV Gender-Based Violence GoL Government of Liberia GDP Gross Domestic Product GRC Grievance Redress Committee 2 GST Good and Service Tax GREAT Governance Reform and Accountability Transformation GM Grievance Mechanism IDA International Development Association (of the World Bank Group) IMF International Monetary Fund IPF Investment Project Financing IPFMRP Integrated Public Financial Management Reform Project IT Information Technology KPIs Key Performance Indicators LACC Liberia Anti-Corruption Commission LBO Legislative Budget Office LEITI Liberia Extractive Industries Transparency Initiative LRA Liberia Revenue Authority LRC Law Reform Commission MACs Ministries, Agencies and Commissions MFDP Ministry of Finance & Development Planning MIA Ministry of Internal Affairs MOH Ministry of Health MOJ Ministry of Justice NGO Non-Governmental Organization PAC Public Accounts Committee PAD Project Appraisal Document PAI Project Area of Influence PAP Project-affected Persons PDO Project Development Objective PFM Public Financial Management 3 PFMRIS Public Financial Management Reforms for Institutional Strengthening (Project) PIT Project Implementation Team PPCC Public Procurement and Concessions Commission PWDs Persons with Disabilities REALISE Recovery of Economic Activity for Liberian Informal Sector Employment RCU Reform Coordination Unit RTPU Revenue Tax Policy Division SCD Systematic Country Diagnostic SEA/SH Sexual Exploitation and Abuse/ Sexual Harassment SEP Stakeholder Engagement Plan SH Sexual Harassment TA Technical Assistance TADAT Tax Administration Diagnostic Tool TPD Tax Policy Division TPU Tax Policy Unit VAT Value Added Tax 4 TABLE OF CONTENT Pages ACRONYMS ............................................................................................................................................................ 2 TABLE OF CONTENT ............................................................................................................................................... 5 LIST OF TABLES ...................................................................................................................................................... 6 EXECUTIVE SUMMARY ........................................................................................................................................... 7 1. INTRODUCTION/PROJECT DESCRIPTION ........................................................................................................ 9 1.1. COUNTRY CONTEXT ...........................................................................................................................................9 1.2. SECTORAL AND INSTITUTIONAL CONTEXT ...............................................................................................................9 1.3. PROJECT DESCRIPTION .....................................................................................................................................10 1.3.1. Project Development Objective .........................................................................................................10 1.3.2. Stage of the Project ...........................................................................................................................11 1.3.3. Project Components ..........................................................................................................................11 1.3.4. Project Beneficiaries ..........................................................................................................................12 1.4. KEY NATIONAL LEGISLATION AND POLICIES ON STAKEHOLDER ENGAGEMENT AND INFORMATION DISCLOSURE ..................12 1.4.1. The Environmental Protection Agency Act 2002 ...............................................................................12 1.4.2. The Environmental Protection and Management Law (EPML) of Liberia ..........................................12 1.4.3. Other Relevant Policies .............................................................................................................................13 1.5. WORLD BANK REQUIREMENT ON STAKEHOLDER ENGAGEMENT AND INFORMATION DISCLOSURE ...................................14 1.6. OBJECTIVES OF THE STAKEHOLDER ENGAGEMENT PLAN (SEP) .................................................................................15 2. STAKEHOLDER IDENTIFICATION, ANALYSIS AND ENGAGEMENT METHODS ................................................. 16 2.1. STAKEHOLDER IDENTIFICATION...........................................................................................................................16 2.2. STAKEHOLDER ANALYSIS ...................................................................................................................................20 2.3. STAKEHOLDER ENGAGEMENT METHOD ...............................................................................................................23 2.4. METHODS OF CONSULTING DISADVANTAGED / VULNERABLE INDIVIDUALS OR GROUPS ................................................26 3. STAKEHOLDER ENGAGEMENT PROCESSES ................................................................................................... 29 3.1. SUMMARY OF CONSULTATION ACTIVITIES ALREADY UNDERTAKEN .............................................................................29 3.2. STAKEHOLDER ENGAGEMENT PLAN (SEP)............................................................................................................32 3.3. PROPOSED STRATEGY FOR INFORMATION DISCLOSURE ...........................................................................................38 4. RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING STAKEHOLDER ENGAGEMENT ACTIVITIES .......... 40 4.1. RESOURCES ....................................................................................................................................................40 4.2. MANAGEMENT FUNCTIONS AND RESPONSIBILITIES ................................................................................................41 5. GRIEVANCE MECHANISM (GM) ................................................................................................................... 42 5.1. THE GRIEVANCE MECHANISM PROCESS ...............................................................................................................42 5.2. SCOPE OF THE GM ..........................................................................................................................................42 5.3. IMPLEMENTATION STEPS OF GM .......................................................................................................................43 5.4. WORLD BANK GRIEVANCE REDRESS SYSTEM ........................................................................................................46 5.5. KEY STAKEHOLDERS IN THE GM PROCESS ............................................................................................................46 5.6. GRIEVANCE MECHANISMS FOR SEA/SH ..............................................................................................................47 6. MONITORING, EVALUATION AND REPORTING ............................................................................................ 48 6.1. INVOLVEMENT OF STAKEHOLDERS IN MONITORING ACTIVITIES.................................................................................48 5 6.2. REPORTING BACK TO STAKEHOLDER GROUPS ........................................................................................................49 ANNEX: SUMMARY OF CONSULTATION ACTIVITIES ALREADY UNDERTAKEN AND PENDING ............................... 53 LIST OF TABLES TABLE 1: LIST OF STAKEHOLDERS IDENTIFIED UNDER THE LIBERIA GREAT PROJECT ........................................................................18 TABLE 2: ANALYSIS OF STAKEHOLDER INTEREST AND LIKELY INFLUENCE IN PROJECT .......................................................................20 TABLE 3: STAKEHOLDER ENGAGEMENT METHODS ..................................................................................................................24 TABLE 4: METHODS OF CONSULTING DISADVANTAGED/VULNERABLE INDIVIDUALS OR GROUPS ......................................................27 TABLE 5 : LIST OF CONSULTATION ACTIVITIES ........................................................................................................................30 TABLE 6: STAKEHOLDER ENGAGEMENT PLAN .........................................................................................................................32 TABLE 7 : INFORMATION DISCLOSURE AND CONSULTATION PLAN ..............................................................................................38 TABLE 8 : PROPOSES BUDGET FOR THE GREAT PROJECT SEP IMPLEMENTATION ..........................................................................40 TABLE 9 : STEPS IN PROJECT-SPECIFIC GRIEVANCE HANDLING PROCESSES ....................................................................................43 TABLE 10 : STAKEHOLDER ROLES AND RESPONSIBILITIES IN GM PROCESSES ................................................................................46 TABLE 11 : MONITORING AND EVALUATION PLAN FOR SEP .....................................................................................................50 6 EXECUTIVE SUMMARY This Stakeholder Engagement Plan (SEP) is designed to guide the processes of engagements, consultations, and disclosure of project information to all relevant stakeholders of the Governance Reform and Accountability Transformation (GREAT) Project whose expected approval date is 31 July, 2023 and closing date is 30 November, 2028. The World Bank is providing support to the Government of Liberia (GoL), through the Ministry of Finance and Development Planning (MFDP), toward the preparation and implementation of the Project. The Project Development Objective (PDO) is to enhance digital access to selected public services, raise tax revenues and improve the openness of accountability institutions. The main project beneficiaries are those Liberian individuals and businesses that seek administrative services at the local level. A specific focus is on: - Increasing the number of services provided by County Service Centers (CSCs) annually - Increasing the number of services that can be applied online - Increasing the number of services that are completely digitized and delivered online (including payment and receipt of documents) - Improving service quality through the implementation of a mobile-based beneficiary feedback system The proposed project of US$40 million equivalent and consists of four components: (1) Enhance access to selected public services, (2) Raise tax revenues, (3) Enhance the capacity and transparency of accountability institutions, and (4) Project management and coordination support. The selected entry points are ambitious, calibrated to the context and informed by a careful examination of the underlying drivers and the enabling environment. The project builds on the achievements and lessons from previous and ongoing projects, including the Public Financial Management Reforms for Institutional Strengthening (PFMRIS) Project which is scheduled to close in October 2024. The preparation of this SEP was done taking into consideration all available relevant national laws and policies that promote effective stakeholder engagement and identification during project implementation. Some of these laws include: The Constitution of Liberia; The Local Government Act of 2018; the Environment Protection and Management Law (EPML, 2003); the Environmental Protection Agency Act (EPA Act, 2003), and the EPA Environmental and Social Impact Assessment Procedural Guidelines. The identification and analysis of the SEP was done by consulting with key stakeholder groups based on preliminary information contained in the Project Appraisal Documents and initial consultations already carried by the Ministry of Finance and Development Planning (MFDP)-the main proponent of this project. The stakeholders identified in the SEP have been grouped into four categories namely: i. Implementing Agency – The main GoL institution responsible for project implementation. 7 ii. Affected Parties - mainly project implementing partners, beneficiaries, project-affected persons, etc. iii. Other Interested Parties iv. Vulnerable Groups This SEP outlines details of the purpose, timing, and methods of engaging with each stakeholder group and strategies for information disclosure to all stakeholders especially vulnerable groups. The management, coordination and implementation of the SEP and its integral tasks will be the responsibility of dedicated team members within the Project Implementation Team (PIT). A summary of key institutions and focal persons has been identified in this SEP to allow for easy identification of roles and responsibilities. Grievance Mechanism (GM) has also been incorporated into the SEP where project related feedback and grievances including those on Sexual Exploitation and Harassment (SEA/SH) will be resolved using laid down procedures. The GM will be accessible and understandable for all stakeholders in the project and for the entire project life. A monitoring and evaluation framework have also been designed to monitor the implementation of the SEP. Key performance indicators for each stakeholder engagement activity have been developed and outlined in the SEP. The implementation of this SEP will require a provisional budget of $437,500. 8 1. INTRODUCTION/PROJECT DESCRIPTION 1.1. Country Context Despite its considerable natural resources, Liberia is among the poorest countries in the world. In 2021, its per capita income was USD 675. The country is still recovering from two civil wars that spanned fourteen years and destroyed basic infrastructure, public service facilities, and the form and function of public institutions. Liberia’s path to sustainable and inclusive development has been slow and fraught with challenges. Poverty and inequality remain ingrained. In fact, extreme poverty has been increasing since the Ebola Virus Disease (EVD) in 2014. The share of households below the extreme poverty line was estimated at 51.0 percent in 2020, compared to 38.6 percent in 2014.1 Excessive centralization and entrenched disparity between the coastal cities and rural inland, a strong executive with minimal institutional checks that dominates a weak bureaucracy, and pervasive rent-seeking and mismanagement of natural resources are at the heart of Liberia’s development challenges. The wide regional differences in access to basic services perpetuate inequality and exclusion. Although some efforts have been made to deconcentrate services to the counties, service provision remains uneven, and some services continue to only be available in Monrovia. Effective public service delivery is also hindered by severe infrastructure, human, and financial capacity constraints, which are more acute in rural areas. High levels of corruption, weak accountability mechanisms, low capacity, and poor governance limit the Government’s ability to respond to these key development challenges. Effective, accountable, and inclusive institutions are crucial for Liberia to achieve middle-income status as envisaged in the ‘National Vision: Liberia Rising 2030’. The 2018 Systematic Country Diagnostic (SCD) report (Report No. 113720-LR) “From Growth to Development: Priorities for Sustainably Reducing Poverty and Achieving Middle-Income Status by 2030�2 identifies institutional transformation as one of three critical pathways toward inclusive and sustainable economic growth in Liberia. Such institutional transformation is to be achieved through “progressive improvements in administrative capacity and public service delivery.� 1.2. Sectoral and Institutional Context In 2018 the Government launched an ambitious reform program that includes expanding public sector capacity and service delivery, administrative decentralization, reducing corruption and improving the judiciary and rule of law, these reforms have made some gains but are yet to achieve their full objectives. With the IMF and Development Policy Operations (DPO)-backed programs, the government has committed to implementing the policy measures to strengthen 1 https://documents1.worldbank.org/curated/en/357391637337070732/pdf/Liberia-Economic-Update-Finding- Fiscal-Space.pdf 2 World Bank Report No. 113720-LR 9 accountability and transparency in the public sector alongside those needed to maintain macroeconomic stability and ensure fiscal sustainability. Public service delivery, digitalization and decentralization Despite the reform program and ongoing efforts, foundational public services are still not reaching all citizens and businesses, and lack of efficiency and inclusivity are key issues. Even with foundational services such as birth and death registration, accessibility is low, approximately 66 percent of the population is registered at birth, which makes it difficult for individuals to obtain other basic services such as schooling and bank accounts.3 The low population density and poor infrastructure, especially electricity and roads, make it challenging for the government to provide services efficiently, particularly for those living in rural areas. There are typically long wait times, a requirement to travel long distances, and a request for an informal fee which in effect excludes parts of the population, and disproportionately impacts women who bear most of the household and childcare responsibilities and are less likely to have the time and resources to travel long distances.4 The establishment of regional “one-stop-shops� or County Service Centers (CSCs) have had some small success in improving access to public services. These CSCs were set up for communities to access over fifty services (including services for those affected by gender-based violence) provided by fourteen Ministries, Agencies and Commissions (MACs). Currently, less than a third is available. In addition, most of the services are paper-based and require further processing in Monrovia. The e-Liberia portal, a digital platform to facilitate key public services, has been developed but no services are available online yet. Reducing Corruption and Strengthening Accountability and Oversight Liberia has put in place a range of institutions and mechanisms to promote transparency and combat corruption, but they typically lack independence and resources to operate effectively. These include the General Auditing Commission (GAC), the Public Procurement and Concessions Commission (PPCC), and Liberia Anti-Corruption Commission (LACC), the Liberia Extractive Industries Transparency Initiative (LEITI), the Legislative Budget Office (LBO), and the Public Accounts Committee (PAC). However, all of these institutions face significant challenges, including limited resources, capacity constraints, and political interference that impact their ability to carry out their mandate. 1.3. Project Description 1.3.1.Project Development Objective The Project Development Objective (PDO) is to enhance digital access to selected public services, raise tax revenues and improve the openness of accountability institutions. The project’s performance in achieving the PDO will be measured th rough the following key outcome indicators: 3 https://data.worldbank.org/indicator/SP.REG.BRTH.ZS?locations=LR 4 World Bank 2020 10 • Applicants receiving services online (Number) o Of which, female (Number) • Amount of VAT revenues (LRD) • Citizen perception of transparency of accountability institutions (percentage) 1.3.2.Stage of the Project This SEP is prepared at the appraisal stage; the expected approval date is 31 July, 2023. The SEP will be updated as more consultations take place during the Project’s Preparatory Advance implementation. During project implementation, potential updates will also be made to reflect feedbacks from stakeholders. 1.3.3. Project Components The Proposed Project has four components which are summarized below: Component 1: Enhancing Access to Selected public Services (US$ 12.3 million) The objective of this component is to support enhanced access to selected public services through multi-channel service delivery with increased emphasis on public services digitalization. This includes enhanced access to services delivered through County Service Centers and access to online services. It comprises two inter-related sub-components including 1.1. Digitalizing selected public services; sub-component 1.2. Strengthening the capacity of County Service Centers to provide more and better services. Component 2: Raising Tax Revenue (US$ 9.7 million) This component will provide support to enhance Liberia’s capacity to mobilize resources more effectively by complementing reforms that were commenced by PFMRISP project, but could not be completed due to inadequate funding and or time limitation. It has two (2) inter-related sub- components: subcomponent 2.1. Developing LITAS VAT Module and Building Capacity to implement VAT (subject to the VAT Law being passed) and Subcomponent 2.2. Strengthening Interoperability and Reach of Tax Systems. Component 3: Enhancing the Capacity and Transparency of Accountability Institutions(US$ 11 million) This component seeks to improve the audit follow-up, rollout of e-GP, and launching a digitalized asset declaration system. These inter-related activities are included in the project based on the experience of accountability reforms and building capacity of the oversight institutions. Subcomponent 3.1. will focus on building institutional capacity for a transparent follow-up on audit reports while subcomponent 3.2. will concentrate on rolling out the e-GP procurement system and enhancing the transparency of public procurement. The final subcomponent, 3.3. will support the LACC to launch the asset declaration system with public access to compliance data. Component 4: Project management and Coordination Support (US$9.1 million) 11 This component will provide support for project management and coordination as well as provide technical assistance for selected transformational issues related to governance and public sector reform in general. It is divided into two subcomponents: 4.1 will focus on project implementation and change management while 4.2 focuses on selected technical assistance on transformational issues. 1.3.4. Project Beneficiaries The beneficiaries of the project include multiple institutions within the GoL. These include (AMCU), Court Administration Service, LACC, LBO, LEITI, LRA, Ministry of Internal Affairs (MIA), Ministry of Justice (MOJ), PAC, PPCC, RCU, Revenue and Tax Policy Unit (RTPU) and Tax Policy Division (TPD). The ultimate beneficiaries of the project will be the citizens of Liberia, who will benefit from improved economic benefits of the resulting efficiency gains of the GoL’s improved public service delivery; domestic revenue mobilization; and enhanced transparency, accountability, and oversight. The disproportionately higher numbers of citizens that are living outside of Monrovia will especially benefit from improved basic services delivery at the county level. Individuals and businesses will benefit from improved access to administrative services locally available at county level. 1.4. Key National Legislation and Policies on Stakeholder Engagement and Information Disclosure The 1986 Constitution of the Republic of Liberia, specifically Article 7, sets the basis for the legal and institutional framework for the protection and management of the environment in Liberia. It provides for public participation of all citizens in the protection and management of the environment and natural resources in Liberia. The Environment Protection Agency (EPA) of the Republic of Liberia was established on November 26, 2002, by an Act of the Liberia National Legislature under the Executive Branch of Government to function as an autonomous body with the principal authority for the protection and management of the environment in Liberia. The Constitution sets the basis for the formulation of several environmental regulations, policies, and laws that are relevant to this project. The relevant regulations, policies, laws, and guidelines are discussed below. 1.4.1.The Environmental Protection Agency Act 2002 The Environmental Protection Agency of Liberia was created by this Act. The Act was approved (enacted) in 2002 and published in 2003. Section 5 of the Act designates the EPA as the principal Liberian authority for environmental management which shall co-ordinate, monitor, supervise, and consult with relevant stakeholders on all the activities for environmental protection and the sustainable use of natural resources. Section 6 (b) of the Act stipulates that the EPA should propose environmental policies and strategies to the Policy Council and ensure the integration of environmental concerns in the overall national planning. 1.4.2.The Environmental Protection and Management Law (EPML) of Liberia 12 The EPML is the principal piece of legislation covering environmental protection and management in Liberia in parallel to the EPA Act. The Act provides the legal framework for the sustainable development, management, and protection of the environment by the EPA in partnership with relevant ministries, autonomous agencies, and organizations. It also stresses inter-sectoral coordination while allowing for sector specific statutes. The Environment Protection and Management Law (EPML, 2003b) defines the specific requirements for performing an Environmental and Social Impact Assessment (ESIA) and other measures required to protect the environment in Liberia. Section 6 of the EPML requires an ESIA license or permit for the commencement of projects that have the potential to impact the environment. An ESIA is required for some specific types of projects as defined in Annex I of the EPML, while the need for an ESIA for other projects may be determined on a case-by-case basis after review of project brief by the EPA. The nature of the GREAT project may not require an environmental permit prior to commencement. The EPML as well as the Environmental Protection Agency Act (EPA Act, 2003) and the EPA Environmental and Social Impact Assessment Procedural Guidelines (Ref: Section 3.1.12) provides for the participation of stakeholders at all levels of project implementation in order to ensure that their concerns and inputs are considered as part of the design, planning, project implementation and decommissioning. The law provides provision for public hearing, provides the platforms for complaints by aggrieved persons, and the opportunity to make comments and provide suggestions on project matters. Several sections of the EPML underscore the need for public consultation, public hearing, and identification of affected persons. For instance, Section 11 (a & d) of the EPML, amongst other things, requires project proponent or applicant to conduct public consultations to be termed as "scoping" with the objective to identify, inform and receive input from the effected stakeholders and interested parties and ensure public participation early in the EIA process. 1.4.3. Other Relevant Policies Other important policy instruments include the National Environmental Policy (2003), the National Environmental and Occupational Health Policy (2010), Freedom of Information Act (2010) and the Social Protection Policy of Liberia (2013). These instruments are all complementary to the provisions of ESS10 as they provide for the protection of employees and individuals and members of the public impacted by activities geared towards both public and private interest. The Freedom of Information Act provides all persons the right to access of information with section 1.3.2 defining such right as: “…the right of the public to request, receive, review, reproduce and retain records and documents held by public bodies and private entities performing public functions or receiving public funding�. 13 Article 15(c) of the Constitution of Liberia provides that no limitation shall be placed on the public right to be informed about the government and its functionaries. Government of Liberia has put in place structures and processes to promote participation, consultation, and grievance redress at local levels. The Social Protection Policy on the other hand recognizes vulnerable people to include children, older people, people with disabilities and chronically ill. Liberia has also ratified international conventions related to disability, women, and children’s rights. 1.5. World Bank Requirement on Stakeholder Engagement and Information Disclosure The World Bank’s Environmental and Social Framework (ESF) and the Environmental and Social Standard (ESS) ESS10 establishes a systematic approach to stakeholder engagement, while ensuring that appropriate information on project risks and impacts are provided to stakeholders in a timely, comprehensive, accessible and appropriate manner. The standard also ensures inclusive and effective engagement of project affected parties throughout the project cycle and provides avenues for assessing stakeholder interest and incorporating their views into project design and monitoring of projects. ESS 10 requires that borrowers, in consultation with the Bank will prepare a SEP which will describe the timing and methods of engagement with stakeholders throughout the life cycle, distinguishing between project-affected parties and other interested parties. The SEP will equally describe the scope and timing of project-related information to be communicated to project-affected parties and other interested parties, as well as the type of information to be sought from them. As part of meeting the requirements of ESS 10, borrowers will engage with stakeholders throughout the project life cycle, commencing such engagement as early as possible in the project development process and in a timeframe that enables meaningful consultations with stakeholders on project design. The nature, scope and frequency of stakeholder engagement will be proportionate to the nature and scale of the project and its potential risks and impacts. Borrowers are also expected to disclose timely, relevant, understandable and accessible information, and consult with stakeholders in a culturally appropriate manner, which is free of manipulation, interference, coercion, discrimination and intimidation, as part of fulfilling the requirement of this standard. ESS10 also requires borrowers to set up grievance redress systems that are transparent, culturally appropriate, objective, discrete, accessible as well as sensitive and responsive to the needs of aggrieved persons. The Borrower will maintain and disclose as part of the E&S assessment, a documented record of stakeholder engagement, including a description of the stakeholders consulted, a summary of the feedback received and a brief explanation of how the feedback was considered, or the reasons why it was not.� (World Bank, 2017: 98). The World Bank’s ESF and ESS 10, “Stakeholder Engagement and Information Disclosure�, recognizes “the importance of open and transparent engagement between the Borrower and project stakeholders as an essential element of good international practice� (World Bank, 2017: 97). 14 1.6. Objectives of the Stakeholder Engagement Plan (SEP) The overall objective of this SEP is to define a program for stakeholder engagement, including public information disclosure and consultation, throughout project preparation and to lay the foundation of stakeholder engagement during project implementation. The SEP outlines the ways in which the MFDP prepared a comprehensive list of extended stakeholders, identified their interests, and intends to communicate with these stakeholders. It also includes a mechanism by which stakeholders can raise concerns, provide feedback, or make complaints about the project and its related activities in the preparation phase and implementation stage. Additional stakeholders may also be identified during project implementation and the SEP will be updated accordingly. The core objectives of the SEP are as follows: • To establish a systematic approach to stakeholder’s engagement during stakeholders’ identification and build and maintain a constructive relationship with them. • Assess the level of stakeholder interest and support for the project and to enable stakeholders’ views to be considered in project design and E&S performance. • Ensure that appropriate project information on E&S risks and impacts is disclosed to stakeholders in a timely, understandable, accessible and appropriate manner and format. • Provide project-affected parties with accessible and inclusive means to raise issues and grievances and allow the beneficiary institutions to respond to and manage grievances. 15 2. STAKEHOLDER IDENTIFICATION, ANALYSIS AND ENGAGEMENT METHODS This section focuses on stakeholder identification, analysis and methods of engagement. Stakeholders were identified and analyzed based on their interest, influence and level of impact on the success or failure of the project. Stakeholders were also determined based on the impact of the project in the affected areas. Initial consultations have taken place among direct project beneficiaries but consultations with indirect beneficiaries, potential project affected persons and other stakeholders who have been identified to play roles during project implementation or have interest in project activities will continue throughout project implementation. The SEP will be updated throughout the project preparation and implementation processes, as and when these consultations are held or when there is relevant information to be disclosed. 2.1. Stakeholder Identification Project Stakeholders are individuals, groups or entities who are impacted or likely to be impacted directly or indirectly, positively, or adversely by the project (affected parties). Another category of people may have an interest in the project (‘interested parties’). They include individuals or groups whose interests may be affected by the project and who have the potential to influence its outcomes in any way. Cooperation and negotiation with stakeholders throughout the project development require the identification of persons within the groups who act as legitimate representatives of their respective stakeholder group, i.e., the individuals who have been entrusted by their fellow group members with the mandate to advocating the groups’ interests during engagements on the project. Stakeholder consultations will take place at various levels because it will help in getting the buy-in of stakeholders into project initiatives which will enhance stakeholder acceptance of the project activities thereby improving the design and implementation of the project. Community representatives may provide helpful insight into the local settings and act as main conduits for dissemination of project-related information and as a primary communication/liaison link between the project and targeted communities and their established networks. It is important to verify stakeholder representatives (i.e., confirm that they are legitimate and genuine advocates of the community/group they represent) before engaging them. The identification of the various stakeholder groups was done based on how they will be affected by project activities. The stakeholders identified were then sorted according to their impact on the project and the likely impact the project activities will have on them. Stakeholder analysis is an ongoing process, which may evolve as new stakeholders are introduced to the project. The preliminary stakeholder analysis has identified the various interests of stakeholder groups and the influence these groups may have on the project. The analysis will also shape the design of stakeholder consultation activities and which stakeholders to engage and when. 16 The following principles for stakeholder engagement shall be applied to ensure best practices are followed in the determination of stakeholders. • Openness and life-cycle approach: Public consultations for the Liberia GREAT Project will be arranged during the whole life cycle, in a relevant, timely, carried out in an open manner, free of external manipulation, interference, coercion or intimidation and in a culturally appropriate manner, free of manipulation, interference, coercion, discrimination and intimidation. • Informed participation and feedback: Adequate information will be provided to and widely distributed among all stakeholders in an appropriate format. Opportunities will be provided for communicating stakeholders’ feedback as well as analyzing and addressing their comments and concerns. • Inclusiveness and sensitivity: Stakeholder inclusivity shall be given adequate attention to build effective relationships and trust. All stakeholders always would be involved in the consultation process. Equal access to information is provided to all stakeholders. Sensitivity to stakeholders’ needs is the key principle underlying the selection of engagement methods. Vulnerable groups as well as the excluded such as women, youth, elderly, and persons with disability are to be given special attention within the context of the appropriate cultural sensitivities of those concern. For the purposes of effective and tailored engagement, stakeholders for the GREAT Project will be divided into the following core categories: Affected Parties – The main affected party of the project are citizens of Liberia and specifically those living outside of Monrovia, who will benefit from improved economic benefits of the resulting efficiency gains of the GoL’s improved public service delivery; domestic revenue mobilization; and enhanced transparency, accountability. This will also include local authorities outside of Monrovia. Interested Parties – Other public institutions, regulatory bodies, civil society organizations, local government and business organizations that may not experience direct impacts from the Project but who consider or perceive their interests as being affected by the project and/or who could affect the project and the process of its implementation in some way; and Vulnerable Groups – project-affected parties (individuals or groups) who, because of their circumstances, may be disadvantaged or vulnerable, and due to their characteristics, more likely to be adversely affected by the project impacts or more limited than others in their ability to take advantage of the project’s benefits identified and categorized. 17 Table 1: List of stakeholders identified under the Liberia GREAT Project Implementing Affected Parties (including selected MACs) Other Interested Parties Vulnerable Groups Agency/Entities Liberia Revenue 1. Aid Management and Coordination Unit (AMCU) 1. Civil Service Agency 1. NGOs Authority representing 2. Court Administration Service 2. County Administrations elderly persons Public Procurement 3. County Service Centers 3. Governance Commission & Concession 2. Illiterate people Commission 4. Community and religious leaders 4. Internal Audit Agency 3. National 5. Fiscal Decentralization Unit (FDU) 5. Law Reform Commission Commission on Ministry of Internal Disabilities Affairs 6. Importers and Exporters Associations 6. Liberia Business Registry 4. Federation of 7. Private sector parties (local businesses) 7. Liberia Telecommunication Corporation (LTC) Ministry of Post & Liberian Youth Telecommunications 8. Liberia Business Association 8. Media/ Civil Society Organizations (CSOs)/ (FLY) Non-Governmental Organizations (NGOs) Liberia Anti-Corruption9. Liberia Extractive Industry Transparency Initiative Commission 9. Ministry of Commerce and Industry 10. Ministry of Justice 10. Ministry of Gender and Social Protection 11. National Commission on Disabilities Ministry of Health 12. National Integrity Forum 11. Ministry of Transport 13. The Federation of Liberian Youth & other youth 12. National Identification Registry (NIR) groups 13. Other Development Partners (UNDP, 14. Trade Unions & Associations USAID, Swedish Embassy and EU) 15. Women Groups 14. Telecommunication Companies 16. Liberia National Legislature 18 17. General Auditing Commission 18. 19 2.2. Stakeholder Analysis This section presents detailed analysis of the key stakeholders, identifies their interests and establishes their level of influence on the project activities. This stakeholder analysis will also help in shaping the design of stakeholder consultation activities by specifying the role(s) of each stakeholder group, thereby helping in determining which stakeholder to engage, when and where. The process may be reviewed, and new changes effected as other interest groups may be identified at any stage of project preparation and implementation. As presented in Table 2, stakeholder analysis determines the likely relationship between stakeholders and the Project and helps to identify the appropriate consultation method for each stakeholder group during the life of the project. Table 2: Analysis of Stakeholder Interest and likely Influence in Project Stakeholder Group Role in Project Interest Influence Implementing Agency/Entities: Liberia Revenue • Lead implementing partner High High Authority • Provide oversight on project implementation • Responsible for the achievement of PDO results 1. Liberia Anti- • Prevent and control corruption in project High High Corruption delivery Commission • Investigate and prosecute allegations of corruption in delivery of basic services • Responsible for the achievement of PDO results 2. Ministry of Post and • Lead the digitalization components of the High High Telecommunication project Ministry of Internal • Lead implementer on strengthening the High High Affairs capacity of CSCs Public Procurement & • Lead implementing partner High High Concession • Provide oversight on project implementation Commission • Responsible for the achievement of PDO results Affected Parties (including selected MACs): 3. Civil Service Agency • May support emerging technical assistance High Moderate needs targeting civil servants 4. Court Administration • Lead the digitalization of court records High Moderate Service • Uptake project services 20 Stakeholder Group Role in Project Interest Influence 5. County Service • Uptake project services High High Centers • Ensure attainment of project PDO • Create awareness and make services available to the public 6. Legislative Budget • Responsible for the achievement of PDO High High Office results 7. Liberia Extractive • Responsible for the achievement of PDO High High Industries results Transparency Initiative 8. Liberia Provide oversight on project implementation High High Telecommunication • Support the digitalization of the e-Liberia Corporation platform 9. MFDP specialized • Responsible for the achievement of PDO High High Units (AMCU, RCU, results FDU, & RTPU) 10. Ministry of Justice • Support the implementation of project High Moderate components 11. National Integrity • Accountability and Transparency monitoring High Moderate Forum 12. National • Support key aspects of service delivery and the High High Identification Registry e-Liberia platform 13. Public Accounts • Responsible for the achievement of PDO High High Committee results Liberia National • Enact laws to support project implementation High High Legislature • Help create awareness about project 14. Importers and • Update project services High Moderate Exporters Associations 15. Private sector parties • Uptake project services High Moderate (local businesses) 16. Internal Audit Agency • Enforce compliance to internal audit High High procedures 21 Stakeholder Group Role in Project Interest Influence Law Reform • Support for the codification of Liberian Laws High Moderate Commission Liberia Business • Coordinate on service delivery to members High Moderate Association 1. Liberia Business • Enforce policy directive for business High Moderate Registry establishment 2. Media/ CSOs/NGOs • Support in creating awareness about project High Moderate • Support project activities in localities 3. Ministry of • Enforce policy directives in business High Moderate Commerce and certification Industry 4. Ministry of Gender, • Represent the welfare of women, children and High Moderate Children and Social the vulnerable in project implementation Protection • SEA/SH prevention/mitigation 5. Ministry of Health • Enforce policy directives in birth registration High Moderate 6. Ministry of Transport • Enforce policy directives in drivers licensing & High High vehicles registration 1. National Commission • Engage associations of persons living with High Moderate on Disabilities disability to factor their needs into project design • Provide information to service delivery of project to persons with disability • Adhere to information, rights, and responsibility of persons with disability in project implementation 7. Other Development • Provide complimentary support to project High Moderate Partners (UNDP, development objective USAID, Sweden and EU) 8. Other MACs • Uptake project products and services in High Moderate transactions 22 Stakeholder Group Role in Project Interest Influence 17. Telecommunication • Support project with complementary products High Moderate Companies and services to reach the wider public 9. The business • Uptake project products and services High Moderate community 10. The Federation of • Mouthpiece for the youth High Moderate Liberia Youth & other • Support project activities in localities youth groups 11. Trades Unions & • Serve as mouthpiece of all traders/local High Moderate Associations businesses • Assist in promoting acceptance of project 2. Women & Children • Provides legal and statutory support on High Moderate Protection Unit of the SEA/SH issues Liberia National Police 3. Women Groups • Engage women groups on project and explain High Moderate impacts on women. • Adhere to guidelines on women’s involvement in project Vulnerable Groups 4. Elderly persons • Provide information to service delivery of High Moderate project to elderly persons • Adhere to information pertaining to the implementation of project 5. Illiterate people • Engage illiterate population on project. High Moderate • Adhere to information pertaining to the implementation of project 2.3. Stakeholder Engagement Method A variety of engagement techniques will be used to engage, consult, and disseminate information to the various stakeholders. When deciding the frequency and the appropriate engagement technique used to consult a particular stakeholder group, three criteria must be considered: • The extent of impact of the project on the stakeholder group; • The needs of the stakeholder; • The extent of influence of the stakeholder group on the project; and • The culturally acceptable engagement and information dissemination methods. 23 In general, engagement is directly proportional to impact and influence, and as the extent of impact of a project on a stakeholder group increases, or the extent of influence of a particular stakeholder on the project increases, engagement with that particular stakeholder group should intensify and deepen in terms of the frequency and the intensity of the engagement method used. All engagement should proceed on the basis of what are culturally acceptable and appropriate methods for each of the different stakeholder groups. For example, when consulting government officials, formal presentations are the preferred consultation method, while communities prefer public meetings, and informal focus group discussions facilitated by posters, non-technical pamphlets and other visual presentation aids including models and videos, as applicable. The techniques for engagement may ensure to: • Diversify means of communication and rely more on social media and online channels. Where possible and appropriate, create dedicated online platforms and chatgroups appropriate for the purpose, based on the type and category of stakeholders; • Employ traditional channels of communications (TV, newspaper, radio, dedicated phone- lines, and mail) when stakeholders to do not have access to online channels or do not use them frequently. Telephonic contacts may be highly effective in conveying relevant information to stakeholders, and allow them to provide their feedback and suggestions; • Assess and deploy alternative tools to engage stakeholders such as the use of community radio, use of key community influencers and peer groups, visual aids, and social media; • Where direct engagement with project affected people or beneficiaries is necessary, identify channels for direct communication with each affected household through meetings, workshops, and interviews for focused discussions; • Each of the proposed channels of engagement should clearly specify how feedback and suggestions can be provided by stakeholders. The techniques to be used for the different stakeholder groups have been tabulated below: Table 3: Stakeholder Engagement Methods Engagement Method Purpose and Details Stakeholder(s) Targeted Correspondence (Phone, • , Government officials, NGOs, • MFDP, MIA, PPCC, LRA, Emails) Local Government, Impacted MOPT, LACC Communities, and organizations/agencies. • Invite stakeholders to meetings and follow-up One-on-one meetings • Seek views and opinions. • MFDP, MIA, PPCC, LRA, (including in virtual • Enable stakeholders to speak MOPT, LACC formats and physical freely about sensitive issues. • Liberia Business Association interviews) • Build personal relationships. • Ministry of Justice • Record meetings • County Administration Service 24 Engagement Method Purpose and Details Stakeholder(s) Targeted • Resolve concerns and grievances • National Commission on as appropriate Disability • Federation of Liberian Youth • Ministry of Gender etc. Formal and informal • Present Project information to a • MFDP, MIA, PPCC, LRA, meetings large group of stakeholders, MOPT, LACC especially communities. • Liberia Business Association • Allow the group to provide their • Ministry of Justice views and opinions. • County Administration Service • Build relationship with the • National Commission on communities, especially those Disability impacted. • Federation of Liberian Youth • Distribute non-technical • Ministry of Gender information. • Facilitate meetings with presentations, PowerPoint, posters, brochures etc. • Record discussions, comments, questions. Focus group meetings • Present Project information to a • Women Groups group of stakeholders • Youth Groups • Allow stakeholders to provide • Elderly their views on targeted baseline • Trade unions information. • Illiterate people • Build relationships with • communities. • Record responses Website/ National news • Present project information and • Project affected parties of the papers progress updates. • Project interested parties • Disclose SEP, ESCP, ESMF, LMP • vulnerable groups and other relevant project • Implementing agencies documentations Direct communication • Share information on any • Project affected parties of the with affected PAPs project impacts and mitigation • Project interested parties measures and implementation • vulnerable groups timelines. • Implementing agencies • Participatory development of community action plans. 25 2.4. Methods of Consulting Disadvantaged / Vulnerable Individuals or Groups Vulnerable project-affected parties (individuals or groups) are more likely to be adversely affected by the project impacts or more limited than others in their ability to take advantage of the project’s benefits due to their characteristics and social conditions. The Project will implement engagement methods which are differentiated to the needs of vulnerable and disadvantaged persons. This is expected to cater for the peculiar needs of vulnerable and disadvantaged persons which will provide necessary conditions to sufficiently engage and consult with them. Vulnerable persons often do not have a voice to express their concerns or understand the impacts of a project and are sometimes excluded from stakeholder engagement. Disadvantaged/vulnerable groups faced myriad of challenges which hinder their ability to participate effectively in consultations. These challenges include lack of funds to transport members to public consultations, inaccessible public halls for meetings, lack of sign language interpreters, documents not put in braille, lack of consideration for persons suffering from autism and other intellectual disability, and fear of expressing themselves especially among women, children, and other marginalized groups such as drug addicts, SEA/SH survivors, and Ebola/Covid- 19 survivors. The Ministry of Gender and Social Protection has windows as CSCs providing psychosocial support for domestic violence cases and other gender-based issues in consultation with Liberia National Police Women and Children Protection Unit. There is also the likelihood of stigmatization of Ebola/Covid-19 survivors wanting to access services. Consultations will take place to better determine the needs and strategy for community dialogue and awareness raising and will be detailed further in addressing the needs of target groups in these categories. Awareness campaigns, trainings, dissemination activities about the different entry points, among other activities, will ensure the sustainability of the actions taken and will prepare the service providers to address cases properly in the future, after project completion. In addition, consultations should be conducted in conducive environments, accessible locations and at flexible and comfortable hours of the day. Sessions should be clear and short enough to minimize discomfort. Information to invite people for the consultations should be made accessible for everyone and with sufficient notice to ensure participation of a broad range of stakeholders. In regard to SEA/SH, the SEP will recognize the gender and social dynamics within a community and how they may inhibit participation. It is key to ensure that spaces are made available for women, men and children affected by the project to participate in consultations with particular focused on the demographics with perceived disadvantage. 26 Table 4: Methods of Consulting Disadvantaged/Vulnerable Individuals or Groups Vulnerable Specific Needs Preferred means of Additional Resources groups and and notification/consultatio Required individual Characteristics n Women, girls, Limited voice, Focus group meetings, Engagement of local NGOs and poor and low use of gender CBOs who work with disadvantaged, representation, champions, vulnerable people at the youth lack of access to community level to help Focus group meeting information disseminate information and with disadvantaged Cultural and organize consultation children and their traditional guardians. For women ensure the FGD barriers, poverty must be small in number, stigma focused and short meetings where women will be comfortable asking questions or raising concerns; Meetings schedules must not interfere with domestic activities; Venues should be located close to their homes; Meetings to have female facilitators. Stakeholders Limited voice, Focus group meetings, More information in remote low engagement at the local dissemination through the area/ high representation, level including the use of local radio and town criers, illiteracy lack of access to radio and town hall posters, local language skits including the information, meetings. and discussions. Community homeless level engagement and consultation at district headquarters/regional level Physically Lack of access to Visually impaired Information translated to challenged service centers, persons will benefit from indigenous languages, sign persons with meeting places, written material language/ translators, braille, visual and transportation prepared in Braille, as applicable, accessible and language meeting locations 27 Vulnerable Specific Needs Preferred means of Additional Resources groups and and notification/consultatio Required individual Characteristics n hearing barriers, visual websites with audio impairment impairment functionality Elderly/ Limited voice, Focus group meetings, More information Pensioners low engagement at the local dissemination through the representation, level including the use of local radio and town criers, lack of access to radio and town hall posters, local language skits information, meetings. and discussions. community level engagement and consultations Ebola/COVID- Stigma, limited Focus group meetings, Engagement of local NGOs to 19 Survivors voice meeting with association embark on sensitization of Ebola/COVID-19 against Ebola/COVID-19 survivors. Survivors 28 3. STAKEHOLDER ENGAGEMENT PROCESSES 3.1. Summary of Consultation activities already undertaken A number of consultations with beneficiary institutions and development partners have taken place between December 2021 and March 2023. These consultations began in December 2021 with a project identification mission by the World Bank. The objective of the mission was to identify key sectors and institutions for support under a potential public sector reform project initially identified as Strengthening Institutions for Public Service Delivery Project (SIPSD). The mission met with the Liberian authorities through MFDP and key thematic areas of support were identified. A platform for further engagements was established and a subsequent pre-appraisal mission was planned and held in May 2022. The objective of the May 2022 pre-appraisal mission was to begin the process of preparing activities towards readiness for project appraisal by the World Bank, covering (i) project technical design, cost, financing, and economic and financial assessments; (ii) implementation arrangements; (iii) financial management and procurement arrangements; (iv) environmental and social safeguards requirements; (v) institutional arrangements and capacity to fulfill fiduciary and safeguards responsibilities; and (vi) risk mitigation and results frameworks. There were series of weeklong meetings held involving government stakeholders from MFDP, LRA, PPCC, CSA, LEITI, LACC and the PAC. Meetings were also held with the Civil Society Organizations such as the National Civil Society Council of Liberia as well as with development partners including USAID, Swedish Embassy, European Union and UNDP. These technical meetings focused on designing project components and agreeing on project activities. A list of Project Preparatory Advance activities was also developed and agreed upon. A second pre-appraisal mission was held in January 2023 in continuation of support to facilitate readiness for appraisal. The January 2023 mission focused on refining project activities in addition to strengthening the project technical design. Meetings were held with all stakeholders from the previous mission including additional new Stakeholders such as the LBO and the Court Administration Service. The project was renamed Governance Reform and Accountability Transformation Project. The third pre-appraisal mission held in March 2023 focused on finalizing the project’s results framework. Further consultations are scheduled with other categories of beneficiaries under the project to capture their concerns and opinions on the potential beneficial or adverse impacts of the project on them. Below is a summary of consultations held so far as part of the project preparation: 29 Table 5 : List of Consultation activities Project-affected parties Focus of discussion Engagement Timeline Methods Used/Proposed Interim Project Focused Change facilitation/ May 2022/Jan & Consultations with Team/MFDP (IPFT) Policy coordination, March 2023 policy leaders project management, and institutional strengthening Meetings with focal Public Account Policy direction/project May 2022/Jan & persons Committee, National activities to Improve the March 2023 Legislature (PAC) PAC’s Oversight Role Technical working Civil Service Agency Strengthening the CSA’s May 2022/Jan & sessions (CSA) capacity March 2023 Liberia Extractive Accountability and Citizen May 2022/Jan & Industry Transparency Engagement in Natural March 2023 Follow- up via International Resource Governance emails, telephone PIT/MFDP change management and May 2022/Jan & calls & text (horizontal and vertical) March 2023 messages coordination Sub-component 4.3.2: (i) May 2022/Jan & Workshops project management and March 2023 administration, (ii) M&E and (iii) knowledge sharing Reformed Coordination Policy reform May 2022/Jan & Unit (RCU/MFDP coordination March 2023 Liberia Revenue Domestic Revenue May 2022/Jan & Authority Mobilization March 2023 Ministry of Internal May 2022/Jan & Technical sessions, Affairs (MIA) March 2023 meetings, consultations Liberia Revenue May 2022/Jan & Authority March 2023 Ministry of Finance & May 2022/Jan & Development Planning Deconcentrating March 2023 Financing and Enhancing Local Capacity for Service Delivery 30 Project-affected parties Focus of discussion Engagement Timeline Methods Used/Proposed PIT/MFDP Environmental and Social May 2022/Jan & Safeguards March 2023 PFMU/MFDP Project Financial May 2022/Jan & Management March 2023 Liberia Anti-Corruption Strengthening the Liberia May 2022/Jan & Commission (LACC) Anti-Corruption March 2023 Commission Public Procurement & Improvement of the e- May 2022/Jan & Concession Commission Procurement System and March 2023 (PPCC) Rollout to Selected MACs Feedback & Grievance Drafting and validation of May 2022/Jan & Committee (FGC) Grievance Redress March 2023 Mechanism Other interested parties County Service Center Information sharing on May 2022/Jan & Meetings, Coordinators project to frontline March 2023 Consultations service providers and getting their feedback/concerns County Superintendents Information sharing on May 2022/Jan & Meetings, project to local level March 2023 Consultations authorities and getting their feedback/concerns Ministers/Directors of For policy leaders’ buy-in May 2022/Jan & Meetings, project affected parties and support to project March 2023 Consultations, (beneficiary MACs) design and Letters, etc implementation modalities Project Financial Coordination and May 2022/Jan & Meetings, Management Unit, harnessing of internal March 2023 Consultations, MFDP capacity on project Coordination procurement support National Civil Society Consultation with civil May 2022/Jan & Meetings, Council of Liberia, other society organizations March 2023 Consultations local CSOs and interest groups 31 3.2. Stakeholder Engagement Plan (SEP) The main goal of this SEP is to ensure inclusivity in the decision-making processes at every stage of the project preparation which will create an atmosphere of understanding that actively involves project-affected people and other stakeholders in a timely manner. It will also provide sufficient opportunity for the various stakeholder groups to voice their opinions and concerns that may influence project decisions during the project design, implementation, and closure stages. Table 6: Stakeholder Engagement Plan Project Stage Topic of Engagement Application of the Target Stakeholders Responsibilit consultation Technique technique y Project Agreeing on • Correspondenc • Invite stakeholders MFDP/PIT Preparation components e (Phone, to meetings and PIT, AMCU, Court Administration Service, and Emails) follow-up LACC, LBO, LEITI, LRA, MIA, MOJ, PAC, PPCC, institutional • Formal and • Soliciting RCU, RTPU, CSA, County Administration arrangements informal stakeholder input Service, CSOs, PWDs, Women Groups for project meetings; into the PAD Local Business Associations implementati • Focused Group organizations/ on Meetings agencies Preparation of • Correspondenc • Invite stakeholders MFDP/PIT County Administration Service, Service Center safeguard e (Phone, to meetings and Administrators, CSOs, PWDs, Women Groups instruments Emails); follow-up Local Business Associations (ESCP, SEP, • Formal and • Soliciting LMP, FGM, informal stakeholder input ESMF, etc.) meetings; into the safeguard • Radio instruments Project Strategies for • Correspondenc • Invite stakeholders PIT, AMCU, Court Administration Service, MFDP/PIT implementatio improving e (Phone, to meetings and LACC, LBO, LEITI, LRA, MIA, MOJ, PAC, PPCC, n basic service Emails) follow-up RCU, RTPU delivery; 32 Project Stage Topic of Engagement Application of the Target Stakeholders Responsibilit consultation Technique technique y Project • Formal and • Share information implementati informal on the strategy on modalities; meetings plan, annual work implementati • Focused Group plan and projects in on progress Discussions line with the reports; National budgets and Development Plan workplan etc. • Deliberate on measures to ensure transparency and accountability in the delivery of basic administrative services Strategies for • Formal and • Invite stakeholders MFDP/PIT County administrations, Service Center enforcing and informal to meetings and Administrators, CSOs, PWDs, Local Business updating meetings follow-up Associations, Women Groups, Ministry of safeguards • Soliciting Gender, Children & Social Protection, World instruments stakeholder inputs Bank Group; CSOs/NGOs/Media; Vulnerable and roll-out of the groups; Local Councils, Persons with Disability; E&S safeguard Other Specialized NGOs to address project strategies, related issues; Community/religious leaders; Drivers/Riders Union, Discussion on • Radio and • Enable stakeholders County administrations, Service Center MFDP/PIT specific Television to speak freely Administrators, CSOs, PWDs, Local Business reforms to Discussion and about project Associations, Women Groups, Ministry of implement Phone-in related issues Gender, Children & Social Protection, World specific Programs • Enhance Bank Group; CSOs/NGOs/Media; Vulnerable stakeholder groups; Local Councils, Persons with Disability; 33 Project Stage Topic of Engagement Application of the Target Stakeholders Responsibilit consultation Technique technique y components • Formal and understanding and Other Specialized NGOs to address project of projects informal support for project related issues; Community/religious leaders; meetings initiatives Drivers/Riders Union, • Monitoring • Disclose budgets, workplans, ESS docs etc. • Conduct sessions on managing change and mitigating the associated risks and challenges • Enhance coordination and monitoring of reforms’ impact Labor and • Formal and • Present information County administrations, Service Center MFDP/PIT working informal on the project’s Administrators, CSOs, PWDs, Local Business conditions meetings labor management Associations, Women Groups, Ministry of associated plan Gender, Children & Social Protection, World with project • Display information Bank Group; CSOs/NGOs/Media; Vulnerable activities on notice boards, groups; Local Councils, Persons with Disability; sign posts, radio Other Specialized NGOs to address project announcement etc. related issues; Community/religious leaders; • Encourage the use Drivers/Riders Union, Trade Unions, Ministry of GM mechanism of Labor to address issues on 34 Project Stage Topic of Engagement Application of the Target Stakeholders Responsibilit consultation Technique technique y labor and working conditions Project Closure Lessons • Public online • Present Project County administrations, Service Center • MFDP Learning surveys information to a Administrators, CSOs, PWDs, Local Business • PIT Sessions • Focus group large group of Associations, Women Groups, Ministry of meetings stakeholders, Gender, Children & Social Protection, World • Expert one-on- especially Bank Group; CSOs/NGOs/Media; Vulnerable one interviews communities groups; Local Councils, Persons with Disability; • Formal • Allow stakeholders Other Specialized NGOs to address project meetings to provide their related issues; Community/religious leaders; views and opinions Drivers/Riders Union, Trade Unions, Ministry • Distribute technical of Labor and non-technical information • Record discussions, comments, questions. • Sustainability • Public online • Present Project County administrations, Service Center • MFDP surveys information to a Administrators, CSOs, PWDs, Local Business • PIT • Focus group large group of Associations, Women Groups, Ministry of meetings stakeholders, Gender, Children & Social Protection, World • Expert one-on- especially Bank Group; CSOs/NGOs/Media; Vulnerable one interviews communities groups; Local Councils, Persons with Disability; • Formal • Allow stakeholders Other Specialized NGOs to address project meetings to provide their related issues; Community/religious leaders; views and opinions Drivers/Riders Union, Trade Unions, Ministry • Distribute technical of Labor and non-technical information 35 Project Stage Topic of Engagement Application of the Target Stakeholders Responsibilit consultation Technique technique y • Record discussions, comments, questions. • Project • Focus group • Allow stakeholders County administrations, Service Center • MFDP Impact meetings to provide their Administrators, CSOs, PWDs, Local Business • PIT • Expert one-on- views and opinions Associations, Women Groups, Ministry of one interviews • Distribute technical Gender, Children & Social Protection, World and non-technical Bank Group; CSOs/NGOs/Media; Vulnerable information groups; Local Councils, Persons with Disability; • Record discussions, Other Specialized NGOs to address project comments, related issues; Community/religious leaders; questions. Drivers/Riders Union, Trade Unions, Ministry of Labor • Project • Expert one-on- • Present Project County administrations, Service Center • MFDP Assets one interviews information to a Administrators, CSOs, PWDs, Local Business • PIT • Formal large group of Associations, Women Groups, Ministry of meetings stakeholders, Gender, Children & Social Protection, World especially Bank Group; CSOs/NGOs/Media; Vulnerable communities groups; Local Councils, Persons with Disability; • Allow stakeholders Other Specialized NGOs to address project to provide their related issues; Community/religious leaders; views and opinions Drivers/Riders Union, Trade Unions, Ministry • Distribute technical of Labor and non-technical information • Record discussions, comments, questions. 36 37 3.3. Proposed Strategy for Information Disclosure Stakeholder consultations and information disclosure shall be carried out throughout the project cycle which shall be well planned, inclusive and documented where feedback shall be provided on all follow up issues, concerns, and actions emanating from the stakeholder consultation processes. The engagement and consultation will be carried out on an ongoing basis to reflect the nature of issues, impacts, and opportunities emanating from the implementation of the project. Table 7 : Information Disclosure and Consultation Plan Project stage Target List of Methods Timing stakeholders proposed information to be disclosed Design phase BITS • ESMF • Website • Prior to Project Appraisal • MACs • SEP • Town Hall Meetings • Prior to project • Development • GM effective date partners • LMP • PAPs • E-Waste • CSOs/Media Management Plan • General Public • PIT • Updated • Radio and Throughout safeguards phone in project • BITS documents interaction implementation • MACs with public • Development • Television partners • Social media • PAPs Implementation • News paper phase • CSOs/Media • Posters and brochures Vulnerable • Project • Engagement Throughout Groups: information with project specialized implementation 38 Project stage Target List of Methods Timing stakeholders proposed information to be disclosed • Physically and progress agencies and challenged updates NGOs dealing persons with with these visual and stakeholders hearing to employ the impairment most • Women, girls, appropriate poor and means of disadvantaged engagement. youth, elderly people, etc. • Women & Child Protection Unit of the Liberia Nation Police • Ebola/COVID- 19 Survivors • Stakeholders in high illiterate areas 39 4. RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING STAKEHOLDER ENGAGEMENT ACTIVITIES 4.1. Resources The material resources and activities that MFDP/PIT will mobilize from the GREAT Project are presented in Table 8 below and include: (i) media coverage expenditures; (ii) printed outreach materials and project documents (leaflets, ads, manuals, brochures, posters, etc.), (iii) feedback and grievance mechanism support, (iv) costs for conducting workshops, consultations, as may be required and based on the needs of the SEP. An estimated cost of US$ 437,500.00 has been proposed for the SEP implementation cost which would fund all multi-stakeholder engagements at all levels, including the headquarters, regional and county levels. The MFDP/PIT will be responsible for planning and implementation of stakeholder engagement activities, as well as other relevant outreach and disclosure activities. Table 8 : Proposes Budget for the GREAT Project SEP Implementation Proposed Budget Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost Item (USD) (USD) (USD) (USD) (USD) (USD) Media 5,000 5,000 5,000 5,000 5,000 25,000 announcements and commercials/adverts /radio/ TV Social Media 2,500 2,500 2,500 2,500 2,500 12,500 engagement including production of short Video Disclosure of E&S 5,000 5,000 5,000 5,000 5,000 25,000 information in widely circulated national news papers Project IE&C 5,000 5,000 5,000 5,000 5,000 25,000 materials, e.g., leaflets, brochures, fact sheets, 40 newsletters, brail materials Feedback and 5,000 - - - 5,000 Suggestion Box Surveys, interviews - 20,000 - - 20,000 40,000 and independent evaluation Community / 20,000 20,000 20,000 10,000 10,000 80,000 townhall/ public meetings Workshops and 25,000 25,000 25,000 25,000 25,000 125,000 Focus Group meetings Grievance Redress 10,000 10,000 10,000 10,000 10,000 50,000 with dedicated hot line and short code SEP Monitoring 10,000 10,000 10,000 10,000 10,000 50,000 TOTAL 87,500 102,500 82,500 72,500 92,500 437,500 4.2. Management Functions and Responsibilities The MFDP will provide oversight for the implementation of the stakeholder engagement activities. The PIT will have direct responsibility for the implementation of project activities. An Environmental and Social Safeguards (E&S) Officer will be recruited to work at the PIT. The Officer shall be responsible for stakeholder consultation, ensuring that reports and relevant project information are disclosed appropriately and timely. He/She will also monitor and report on the implementation of the SEP and ensure compliance with World Bank ESS10 and other relevant Liberian laws. The Officer will also act as the focal person for grievances related to the project. Third party consultants will undertake external monitoring and evaluation of the SEP. 41 5. GRIEVANCE MECHANISM (GM) There shall be a comprehensive project wide GM that will provide opportunities for affected parties to channel their concerns, questions, and complaints to the various implementation agencies through multiple grievance uptake channels. The GM will have a trained specialist to address any related issues and complaints. Essentially, the Grievance Redress Mechanism (GM) will assist in resolving complaints and grievances in a timely, effective, and efficient manner that satisfies all parties involved. It will ensure transparent and credible process for fair, effective resolution of grievances thereby building trust and cooperation amongst stakeholders. Specifically, the GM: ▪ Ensures that appropriate and mutually acceptable redress actions are identified and implemented to the satisfaction of complainants. ▪ Avoids the need to resort to judicial proceedings as a way of seeking redress. ▪ Provides affected people with avenues for making a complaint or resolving any dispute that may arise during project implementation. ▪ Is not just developed for receiving complaints, but to provide a two-way communication channel between the beneficiary institutions, the ultimate beneficiaries and other stakeholders to communicate, share feedback, inputs, recommendations or any concerns or questions related to the project implementation. 5.1. The Grievance Mechanism Process The Environmental and Social Safeguards Officer at the PIT will lead in managing the GM processes including disseminating all relevant information about the GM processes to the various stakeholders from national to the county levels. He/she shall provide systems for anonymous reporting in ways that the identities of complainants will be protected. This will largely create an enabling environment to allow for grievances to be raised by project affected persons without fear of prejudice or persecution. A focal person (s) shall be assigned to man the call/documentation center and ensure timely escalation of complaints and grievances to the resolving officers. 5.2. Scope of the GM The GM for the GREAT Project will be available for use by all project stakeholders including those directly and indirectly impacted-positively or negatively. This will offer an opportunity to project affected persons to submit questions, concerns/complaints, comments, suggestions and obtain resolution or feedback. The GM procedure considers referrals of complaints on SEA/SH and Workers’ GM related issues to specialized and statutory agencies and NGOs as applicable. 42 5.3. Implementation Steps of GM Grievance Redress Committee shall be established at the ministerial level to ensure timely and appropriate resolution of grievances arising as a result of project activities. The coordination responsibility of the GM shall rest with the E&S Officer and the focal persons of the call/report centers. Complaints can be registered through calls, text messages, emails or voice mail, and suggestion boxes etc. at all project sites. Once complaints are received at the call or report center(s), they will be forwarded to the GM Committee or the appropriate bodies, persons or component leads for resolution. Specifically, the following responsibilities shall be adhered to by the team; i. Ensure that committees investigate grievances and propose appropriate measures to avoid or minimize adverse impacts of the interventions; ii. Ensure that the processes comply with existing safeguard procedures and policies; iii. Build the capacity of focal persons in effective community engagement, grievance handling, and negotiation and conflict resolution; iv. Build trust and maintain rapport by providing affected persons and the wider public with adequate information on the project and its GM procedures; v. Follow up with GM committee on the status of investigations and resolution of grievances, as well as communicating outcomes with complainants; vi. Regularly provide a report on GM results to the project proponents and the World Bank. The GM implementation process will involve the following steps which have been summarized in table 10 below: Table 9 : Steps in Project-specific Grievance Handling Processes GM stages Description of tasks Responsibility Timeline Receive, Focal Persons at MAC receives and register Focal Persons 1 working transfer and complaints into the grievances register and day after register forward to E&S Officer at PIT. receiving complaints complaint This will include a grievance log, e.g., Name of the person submitting the complaint (unless kept confidential), Details of the complaint (description, date & time, location, etc.) Name of person assigned to deal with the complaint, Details of proposed resolution, including person(s) who will be responsible for authorizing and implementing any corrective 43 GM stages Description of tasks Responsibility Timeline actions, Details of whether the complainant was satisfied with the resolution, etc Screen and Once complaints are received Focal Person will E&S Officer of 2 working refer undertake preliminary assessment of the PIT days after complaints eligibility of complaints and acknowledge receiving receipts of complaints to complainant within 2 complaint workings days. The complaint will also be s transferred at this stage to the resolving officer or party or grievance committee that will be set up. Assess the Once transferred to the appropriate resolving E&S Officer 5 working complaint officer, the focal person will undertake further Community days after assessment to establish the eligibility of the Outreach receipt complaint, and hence determine its gravity Specialist (classified in terms of high, medium, and low severity Formulate Once the assessment is completed, the E&S Officer 3 working an initial concerned focal person will formulate a Focal Persons days after response response and communicate with the E&S receipt of Officer, who would then contact the complaint complainant. The communication should state by E&S whether the grievance has been accepted or Officer rejected, providing reasons for the decision, and indicate next steps. Select a Where the complaint is not of fraud or E&S Officer Within 10 resolution corruption, working with the E&S Officer, the Focal Person working approach GM Committee will investigate and resolve days GM complaints and where applicable to a working Committee specialized body or an appropriate component days after focal person will assign the complaint for initial mediation at different levels, engage in direct response negotiations and dialogue, facilitate negotiations through a third party, conduct further investigation through the review of documents, etc. 44 GM stages Description of tasks Responsibility Timeline Settle the The E&S Officer will ensure that the GM E&S Officer Maximum issues (or Committee5 takes appropriate measures to Focal Person 3 weeks further remove the cause of the grievance and initiate to either GM escalate the a monitoring process to assess any further “resolve� Committee issues) impacts of project-related work. Once settled, or inform the social safeguards specialist and focal the person record the complaint in the system as complaina ‘resolved’, and inform the complainant of the nt when outcome of the resolution process. Where not not addressed, the complainant is informed about addressed the next steps in the grievance redress process on the including options open to them, and the next steps outcome recorded accordingly. Monitor The PIT through the Social Safeguards E&S Officer Ongoing and Specialist Focal Persons will monitor the Focal Person evaluate grievance redress process and the GM grievance implementation of the decisions made. The Committee redress Social Safeguards Specialist will work with focal process persons to ensure that redress is granted to affected persons in a timely and efficient manner. They will also provide regular reports to the Bank, noting the progress of implementation of grievance resolutions, timelines of grievance redress, documentation procedures, etc.. Feedback to The GM System will be updated once the PIT 1 week complainant complaint has been resolved so as to close the after the and other complaint in the GM System. The PIT will complaint interested contact the complainant, to evaluate if the has been parties complainant is satisfied with the resolution resolved before the complaint is closed in the GM system. If the complainant is not satisfied with the outcome of the investigation, a judiciary alternative could apply. 5 The GC comprises a total of five (5) members nominated by the beneficiary institutions and the National Civil Society Council of Liberia. The GC was set up under the PPA of the GREAT project in December 2022 to collect related information/facts about stakeholders’ grievances and concerns, hear complaints for possible resolution in satisfactory ways as outlined in the SEP and a GM brochure for the PPA. The membership and scope of work of the GC will be reviewed and revised, as appropriate, for the implementation of the project. 45 5.4. World Bank Grievance Redress System The general public and individuals who believe that they are adversely affected by a project supported by the World Bank may also complain directly to the Bank through the Bank’s Grievance Redress Service (GRS) https://wbgcmsgrs.powerappsportals.com/en-US/new- complaint/. A complaint may be submitted in English, or in local languages, although additional processing time will be needed for complaints that are not in English. A complaint can be submitted to the Bank GRS through the following channels: • By email: grievances@worldbank.org • By fax: +1.202.614.7313 • By mail: The World Bank, Grievance Redress Service, MSN MC10-1018, 1818 H Street Northwest, Washington, DC 20433, USA • Through the World Bank Liberia Country Office in Monrovia: German Embassy, Congo Town, Monrovia, Liberia. The complaint must clearly state the adverse impact(s) allegedly caused or likely to be caused by the Bank supported project. This should be supported by available documentation and correspondence to the extent possible. The complainant may also indicate the desired outcome of the complaint. Finally, the complaint should identify the complainant(s) or assigned representative/s, and provide contact details. Complaints submitted via the GRS are promptly reviewed to allow quick attention to project-related concerns. In addition, project-affected communities and individuals may submit complaints to the World Bank’s independent Inspection Panel, which will then determine whether harm occurred, or could occur, as a result of the World Bank’s non-compliance with its policies and procedures. Complaints may be submitted to the Inspection Panel at any time after concerns have been brough t directly to the World Bank’s attention, and after Bank Management has been given an opportunity to respond. Information on how to submit complaints to the World Bank Inspection Panel may be found at www.inspectionpanel.org. 5.5. Key Stakeholders in the GM Process The GM will require all project stakeholders to actively participate in the identification, recording and resolution of grievances. Specific roles and responsibilities are outlined in the table below; Table 10 : Roles and Responsibilities in GM Processes Actor Role Ministry of Finance Provides implementation oversight and ultimate responsibility for & Development the resolution of all grievances Planning 46 Actor Role GM focal person Detects or investigates and resolves any complaint pertaining to the project PIT Responsible for management of the grievance redress mechanism Grievance Receives/records/logs/documents, re-investigates and resolves all Committee project related complaints Women & Children Provides legal and statutory support on SEA/SH issues Protection Unit of the Liberia National Police Appellate Courts Arbitration of unresolved complaints through the Project’s NGO Appropriate partners/NGOs with capacity to provide the necessary technical backstopping on SEA/SH issues during project implementation Interest Groups Mouthpiece of different categories of stakeholders in raising grievances for redress World Bank Provide redress for complaints directly filed to the Bank Grievance Redress System 5.6. Grievance Mechanisms for SEA/SH The GM for the GREAT Project will embed in its systems to gather and refer Sexual Exploitation and Abuse (SEA) and Sexual Harassment (SH) related grievances. The project will have a robust approach to the SEA/SH by providing survivors with different entry points to report, including an NGO service provider with strong capacity to respond to SEA/SH as per the legally established Referral Protocol of the Republic of Liberia. The E&S team will identify partners that can ethically manage SEA/SH GM. The partners will include managers of available Government One Stop GBV Centers in capitals of the counties of operation, as well as various personnel from the Women and Children Protection Unit of the various Police Stations in the counties of operation. Non-state actors such as Women Opinion Leaders in communities (Chair Ladies) who can serve as champions and/or focal points for SEA/SH sensitization and uptake points for cases will also be engaged. Grievances related to Sexual Exploitation and Abuse and Sexual Harassment (SEA/SH) are to be treated with confidentiality. The GM Officer at the beneficiary institutions and the E&S Officer at the PIT will be the first line of reception of such grievances. These officers will then refer to the relevant GBV service providers as per the consent of the complainant. The World Bank team will be informed of any such incidents within 48 hours. The SEP would be an effective mechanism to set up and monitor community feedback, and especially so that appropriate modalities are in place for SEA/SH. Therefore, the SEP will consider establishing community feedback mechanisms for possible healthcare providers focusing on overall service provision (including adequacy of the response, areas where corrective action would be needed, and this would cover SEA/SH). 47 6. MONITORING, EVALUATION AND REPORTING The project monitoring and evaluation to include the monitoring of the SEP implementation will be done in tandem with the M&E Section of MFDP. A focal person at the PIT seconded from the M&E Section will support the PIT to assess progress on indicators in the Project’s result framework. Data on activities and outputs will be included in regular monthly and quarterly reports prepared by the PIT based on inputs from the beneficiary institutions (implementing agencies). The M&E Focal Person at the PIT will be responsible for collating the data from the beneficiary institutions and provide quality assurance to the overall reporting processes. The project M&E plan would be enhanced by the design and implementation of desired or available software for Monitoring and Supervision. The Project M&E team would collect data at subproject level through quarterly physical and financial progress submitted by the beneficiary institutions complemented with the use of field-appropriate technology for digital data collection and analysis. The use of an appropriate software would not only support the monitoring of physical progress, but it would also allow to collect citizens’ feedback on local investments financed under the project. Project would finance the costs of implementing the procurement, training and use of a desirable software that include consultancies, logistics costs and other equipment. 6.1. Involvement of Stakeholders in Monitoring Activities A participatory system of monitoring and reporting on all project activities and related impacts shall be adopted. The key stakeholders to be involved in the participatory monitoring system will comprise representatives from the PIT, beneficiary institutions, Affected parties, and Development Partners etc. Involving different stakeholders in the monitoring processes will promote strong, constructive, and responsive relationships among the key Project stakeholders and the beneficiary institutions. Effective involvement of relevant stakeholders in the monitoring and reporting of project activities will not only improve the environment and social sustainability of the sub-projects but will also enhance stakeholder acceptance of the project and provide an avenue to further improve the design and implementation of the project. The monitoring framework for the project will also include putting in place systems to keep track of the commitments made to various stakeholder groups at various times, and communicate the progress made against these commitments on a regular basis. The MFDP/PIT shall provide overall coordination, monitoring, and evaluation of the project by putting in place the requisite tools and systems in to collect, analyze, and report all information to relevant stakeholders. The Stakeholder Engagement Plan (SEP) will be published on the MFDP’s official website, and updated regularly detailing public consultations, disclosure information and grievances throughout the project, which will be available for public review on request. Qualified and experienced experts in the field should evaluate the Stakeholder Engagement Plan periodically to reflect relevant changes as may be required. 48 6.2. Reporting back to Stakeholder Groups The SEP will be periodically revised and updated as necessary in the course of project implementation in order to ensure that the information presented herein is consistent and is the most recent, and that the identified methods of engagement remain appropriate and effective in relation to the project context and specific phases of the development. Any major changes to the project related activities and to its schedule will be duly reflected in the SEP and communicated to key stakeholder of the project in a timely manner. Key Performance Indicators (KPIs) will be monitored by responsible staff and monthly summaries and internal reports on public grievances, enquiries, related incidents, together with the status of implementation of associated corrective/preventative actions generated and conveyed to the World Bank and all other relevant stakeholders. Publication of status/annual report on stakeholder interaction on the project among others shall constitute one of the possible ways of conveying information to stakeholders. 49 Table 11 : Monitoring and Evaluation Plan for SEP Responsibilit Methodology for Data Indicator Name Definition/Description Frequency Data source y for Data Collection Collection Goal: To facilitate, address This measures the extent to which Conduct stakeholder concerns and increase the concerns of Project stakeholders Annual Annual survey satisfaction survey on project PIT engagement with are addressed and incorporated into implementation project stakeholders the project implementation design Outcomes: Percentage of registered grievances project This measures the extent to which resolved within three quarterly quarterly grievance log PIT grievances are promptly addressed months of registration reports (Percentage) Conduct bi-annual stakeholder satisfaction Stakeholders satisfied This measures the extent to which survey on project activities in Bi-annual with project key stakeholders are satisfied with Bi-annual their localities PIT reports activities/outputs project activities. Citizen Feedback Mechanism and Beneficiary surveys This measures the extent to which annual Beneficiaries who are key stakeholders are satisfied with Annually beneficiary Beneficiary survey PIT satisfied with the project activities. surveys 50 Responsibilit Methodology for Data Indicator Name Definition/Description Frequency Data source y for Data Collection Collection participatory planning process (Percentage) Outputs: This measures the number and types Stakeholder Key stakeholders of stakeholders identified for Review project documents at Biannually recorded for PIT identified engagement during project PIT project implementation This measures the number of Stakeholder Key stakeholders consultations carried with key Review project documents at Monthly consultation PIT consulted stakeholders before and during PIT reports project implementation This measures the number and types Reports on Review project documents at PIT Key stakeholders of stakeholders during project Monthly stakeholders PIT engaged preparation and implementation engaged SEP, reports Review project documents at PIT Key project This measures the number and type on PIT Monthly information disclosed of project information disclosed information disclosure 51 Responsibilit Methodology for Data Indicator Name Definition/Description Frequency Data source y for Data Collection Collection Key issues/topics Review project documents at PIT This measures the number and types SEP stakeholders are PIT of issues or topics stakeholders are Monthly consulted or engaged ESCP consulted or engaged on on This measures the number and types GM reports Review project documents at PIT Number of grievances of grievances recorded as a result of Monthly PIT recorded E&S reports project activities This measures the number and types GM reports Review project documents at PIT Number of grievances of grievances resolved as a result of Monthly PIT resolved E&S reports project activities 52 Annex: Summary of Consultation activities already undertaken and pending Stakeholder Purpose of Method of Location Date of engagement engagement Consultation/Engagement and summary of key decisions taken) PROJECT PREPARATION PHASE Ministry of Finance & Meetings Physical Monrovia December 2021/May Development discussed meetings, 2022/Jan & March 2023 Planning implementation emails, modalities and phone calls fiduciary and virtual responsibility. meetings Liberia Revenue High level results Physical Monrovia May 2022/Jan & March Authority and indicators meetings, 2023 on expanded tax emails, base as phone calls measured by and virtual increased meetings contribution of consumption taxes to total taxes Liberia Anti- High level Physical Monrovia May 2022/Jan & March Corruption results and meetings, 2023 Commission indicators on emails, increasing the phone calls LACC’s capacity and virtual to fight meetings corruption, strengthen platforms for demand-side accountability Liberia Extractive Accountability Physical Monrovia May 2022/Jan & March Industry and Citizen meetings, 2023 Engagement in emails, 53 Stakeholder Purpose of Method of Location Date of engagement engagement Consultation/Engagement and summary of key decisions taken) Transparency Natural phone calls Initiative Resource and virtual Governance meetings Public Procurement & Improvement Physical Monrovia May 2022/Jan & March Concession of the e- meetings, 2023 Commission Public Procurement emails, System and phone calls Rollout to and virtual Selected MACs meetings Aid Management & Enhance Physical Monrovia May 2022/Jan & March Coordination Unit coordination meetings, 2023 between MACs emails, and phone calls development and virtual partners, meetings minimize transaction and recurrent costs, better track aid information, and promote greater use of country systems. Public Account Enhance Physical Monrovia May 2022/Jan & March Committee technical meetings, 2023 capacity to emails, scrutinize phone calls public spending and virtual and fulfil meetings mandate to 54 Stakeholder Purpose of Method of Location Date of engagement engagement Consultation/Engagement and summary of key decisions taken) hold the executive accountable. Legislative Budget Enhance Physical Monrovia Jan, March 2023 Office technical meetings, capacity to emails, analyze the phone calls budget and and virtual support the meetings Ways & Means Committee Ministry of Justice Improving Physical Monrovia Jan, March 2023 public meetings, confidence in emails, court phone calls administration and virtual system meetings Ministry of Internal High level Physical Monrovia May 2022/Jan & March Affairs results and meetings, 2023 indicators on emails, improving the phone calls delivery of and virtual select services meetings at county service centers Reform Coordination Strengthen the Physical Monrovia May 2022/Jan & March Unit (RCU) RCU’s capacity meetings, 2023 to assess the emails, performance of phone calls public and virtual administration meetings reforms 55 Stakeholder Purpose of Method of Location Date of engagement engagement Consultation/Engagement and summary of key decisions taken) focused on service delivery 56