Stakeholder Engagement Plan (SEP) For the Yemen Emergency Human Capital Project (YECHP) (P176570) Prepared for the Benefit of the Republic of Yemen by United Nations Children’s Fund (UNICEF), United Nations Office for Project Services (UNOPS), and World Health Organization (WHO) Updated for Third Additional Financing - July 2024 ADVANCED DRAFT Previous updates: First disclosure – 30 May 2021 First update - September 2021 Update for First Additional Financing - April 2022 Update for Second Additional Financing - June 2023 1 1. Introduction/Project Description Country Context After nine years of conflict, the needs in Yemen remain immense, with split governance structures across all sectors aligned to the two governing authorities presiding over two thirds of the population in the north (Ansar Allah [AA] or Houthi’s) and the other presiding over one third of Yemen’s population in the south (Internationally Recognized Government [IRG]). While a de facto continuation of the UN-brokered truce, which formally elapsed on 02 October 2022, provided some relief to civilians, the overall situation in Yemen remains dire and fragile. Public revenues are under immense stress, as the country's economy shrank dramatically by 54 percent in GDP per capita between 2015 and 2023. The IRG’s fiscal revenues, including grants, declined by over 30 percent in 2023.1 The conflict in the Middle East has escalated tensions, raising the potential for further conflict including increased insecurity for shipping lines in the Red Sea. At the start of 2024, at least half of the country's population required humanitarian assistance and protection services, with an estimated 17.6 million facing acute food insecurity, and over 18.2 million people rely on humanitarian assistance.2 By March 2024 through the Yemen Emergency Human Capital Project (YEHCP), 14.1 million beneficiaries (target of 18.9 million) received health and nutrition services at over 2,398 health facilities, 140 hospitals, and through outreach and mobile teams. Among these beneficiaries, 9 percent are internally displaced persons (IDPs, target of 8 percent). Over 8 million women and over 5.8 million children received health and nutrition services (targets of 9.99 million and 7.42 million, respectively). More than 963,006 people are receiving access to improved Water and Sanitation System (WSS) (target of 2 million), of which 48 percent are female beneficiaries. Project Objectives The YEHCP (P176570)3 aims to contribute to efforts by the international community to maintain, expand and enhance health and nutrition services in line with Yemen’s Minimum Service Package 4 (MSP) and respond to health and nutrition crises and contribute to the provision of safe water and improving WSS capacity. As per the original YEHCP project funding (“original financing” or OF), the first and second additional financing (AF1 andAF2 respectively) targeted the whole country, with some interventions focused on specific governorates or districts as per the priorities and needs. Following a significant reduction in the funding envelope for the third additional financing (AF3), the proposed AF3 programme is designed based on a framework approach design to initially only sustain public health gains achieved through the Yemen Emergency Health and Nutrition Project (YEHNP) (P161809) and YEHCP by providing a prioritized package of the most essential interventions to preserve the basic functioning of strategically targeted primary health care facilities (PHCs) and hospitals throughout all geographic regions of Yemen, and improving water, sanitation, and hygiene (WASH) services in areas that are experiencing an active 1 World Bank. (2024). Yemen Country Monitor: Navigating Increased Hardship and Growing Fragmentation. Washington, D.C: World Bank 2 OCHA. Middle East and North Africa. Available at: Yemen_HNO_2023_final. https://www.unocha.org/yemen. 3 The Stakeholder Engagement Plan was updated over the lifetime of this project: Disclosed May 30, 2021; First Update September 2021; Update for First Additional Financing April 2022; Update for Second Additional Financing June 2023 ; and Updated for Third Additional Financing, July 2024. 4 MSP is a compendium of accessible health services corresponding to the Disease Control Priorities (DCP)-3 This is the highest priority package of the most critical, relevant, cost-effective, and affordable interventions suited for Yemen. 2 cholera outbreak. As more resources become available over the 3-year period of the framework approach either from the World Bank’s International Development Association (IDA) or other donors, they will be added to build the project back up to its full design and continue scale-up of service coverage and scope (expanding to, but not exclusive to non-communicable disease {NCD} and mental health programming) and health systems strengthening (HSS) for enhancing quality of care and sustainability. The AF3 will finance essential lifesaving activities building on the activities supported by the OF, AF1, and AF2. It will also incorporate efficiency gains achieved in the project. The PDO remains relevant, as do the existing components and sub-components. Institutional and implementation arrangements remain the same. AF3 will introduce a Framework Approach with a three-year time frame. The proposed AF3 will invest the initial available funding of US$50 million into the most essential interventions to preserve the basic functioning of high impact and high volume PHCs and hospitals throughout all governorates of Yemen and improve WASH services in areas that are experiencing an active cholera outbreak. As more resources become available, they will be added to expand the scope of services provided and the project’s geographic reach. Therefore, each sub-component describes a “base package” of activities that will be financed with an IDA envelope available at AF3 project approval. It then describes the “full package” that details how funds will be allocated up until the full financing gap of US$400 million is covered. The full project’s core components are: Component 1: Improving Access to Healthcare, Nutrition, and Public Health Services (implemented by UNICEF and WHO) • Component 1 aims to sustain essential health and nutrition services while building national stewardship to run the health system. The component also builds national health system preparedness and response capacity. The proposed AF3 will finance eligible activities that are currently supported by the Project (OF, AF1 and AF2). The AF3 base package will continue to finance delivery of the highest impact and most essential services in the MSP, including maternal, newborn and child health and nutrition services, at a sub-set of the currently supported primary, secondary and tertiary level health facilities. Facilities will be selected based on a combination of criteria – notably the volume of services delivered, service delivery capacity, and geographic location – to ensure that the highest number of people maintain access to health services. As more financing becomes available, it will be allocated to cover more health facilities with the MSP; and deliver a broader package of services at each health facility, including NCD, mental health and psychosocial support (MHPSS) services. Funds will then be added to strengthen pandemic preparedness and response in close coordination with the newly launched Pandemic Preparedness and Response Project (PPRP), and to invest more heavily in HSS, quality improvement initiatives and building national capacity to run the health system. Details of Sub-components • Sub-component 1.1: Improving Access to the Minimum Service Package (MSP) at Primary Health Care Level (implemented by UNICEF) • Sub-component 1.2: Improving Access to Essential Preventive and Curative Nutrition Services (implemented by UNICEF) • Sub-component 1.3: Improving Access to the MSP at Secondary and Tertiary Health Care Levels (implemented by WHO • Sub-component 1.4: Sustaining the National Health System Preparedness and Public Health Programmes (implemented by WHO) 3 Component 2: Improving Access to Water Supply and Sanitation (WSS) and Strengthening Local Systems (implemented by UNOPS) • Improved WSS plays a crucial role in promoting better health and nutrition outcomes. This component will continue to support the same interventions funded under EHCP (OF, AF1 and AF2) including water sanitation, and hygiene (WASH) activities. It will rehabilitate WSS facilities, including water and sanitation networks, Wastewater Treatment Plants (WWTPs), Water Treatment Plants (WTPs), water wells, and booster and pump stations. The rehabilitation will support the supply, installation, and use of solar panels. The Project will also provide hygiene support to key schools and health facilities. All activities will be implemented with a capacity building program. The proposed AF3 will prioritize WSS activities targeting cholera hot spots and highly populated cities impacted by the recent flash floods including capacity building interventions and the needed technical assessment studies for critical WSS interventions and sustainability of water in the wellfield catchment areas as described in the below sub-components. Details of Sub-components • Sub-component 2.1: Restoring Access and Improving Quality to WSS Services in Selected Urban and Rural Areas (implemented by UNOPS) • Sub-component 2.2: Emergency Support for WASH Interventions to Prevent and Respond to Communicable Diseases and Flash Floods (implemented by UNOPS) • Sub-component 2.3: Enhanced Capacity-Building of Water and Sanitation Institutions at the Local Level (implemented by UNOPS). Component 3: Implementation Management and Monitoring and Evaluation (implemented by UNICEF, WHO, and UNOPS) • This component will continue to support the implementation, administration, management, monitoring and evaluation (M&E), and environmental and social aspects of the Project. It includes: (i) direct cost; (ii) indirect cost; (iii) provision of consultancy services required for Project monitoring, evaluation, and coordination at the local level; (iv) audit conducted by the Implementing Agencies; and (v) Third Party Monitoring (TPM). The Project will build on robust coordination among the three Implementing Agencies. • The component will finance: (i) general management support for WHO, UNICEF and UNOPS; (ii) hiring of Third-Party Monitoring (TPM) agents, with terms of reference satisfactory to the World Bank, that will complement the existing TPM arrangements for the implementing agencies; and (iii) technical assistance. Component 4: Contingent Emergency Response (CERC) (implemented by UNICEF, WHO, and UNOPS): The zero-dollar CERC is in place to provide expedited response in case of emergency. There is a probability that an epidemic or outbreak of public health importance or other emergencies may occur during the life of the project, causing major adverse economic and/or social impacts. If this component is triggered, an Emergency Response Operational Manual will be prepared jointly and agreed upon with the World Bank to be used, and the ESMF and Results Framework will be updated to reflect the newly added activities. The YEHCP is prepared under the World Bank’s Environment and Social Framework (ESF). The environmental and social risk classification is Substantial and the risk for sexual exploitation and abuse/sexual harassment (SEA/SH) is rated High. 4 2. Objective/Description of SEP The overall objective of this SEP is to define a programme for stakeholder engagement, including public information disclosure and consultation throughout the entire project cycle. This SEP is prepared jointly by the implementation agencies of the project: United Nations Children’s Fund (UNICEF), the United Nations Office for Project Services (UNOPS), and the World Health Organization (WHO). The SEP outlines the ways in which the above implementing agencies will communicate with stakeholders and includes a mechanism by which people can raise concerns, provide feedback, or make complaints about the project and any activities related to the project. The SEP specifically emphasizes methods to engage groups considered most vulnerable and that are at risk of being left out of project benefits. The involvement of project beneficiaries is essential to the success of the project to ensure smooth collaboration between project staff and local communities and to minimize and mitigate environmental and social risks related to the proposed project activities. The stakeholder engagement plan is key to communicating the information of project services and scope to all stakeholders and reaching out to disadvantaged and vulnerable groups. Also, in the context of infectious diseases, broad, culturally appropriate, and adapted awareness-raising activities are particularly important to properly sensitize the communities to the risks related to infectious diseases. For WASH, where construction works maybe involved, engagement with affected communities will be done to raise awareness on possible effects of the works and mitigation measures and also sensitize project affected parties on the grievance feedback mechanisms. 3. Stakeholder identification and analysis per project component (details per implementing agency are in Chapter 4) 3.1 Methodology The involvement of stakeholders throughout the Project’s lifecycle is essential to its success. Key stakeholders must not only be informed, but also consulted and provided with the means to contribute to the Project sustainability and raise complaints or provide feedback. The SEP will also help increase buy- in of the Project by its stakeholders, ensure a smooth collaboration between Project staff and targeted stakeholders, and address environmental and social risks related to Project activities. In those cases where face-to-face consultations may be restricted because of local authorities’ resistance in authorizing the activity, remote or alternative means will be employed. In accordance with best practice approaches, the implementing agencies will apply the following principles to their stakeholder engagement activities: • Openness. Public consultations throughout Project preparation and implementation Project lifecycle will be carried out in an open manner, free of external manipulation, interference, coercion, or intimidation. Venues will be easily reachable, and not require long commutes, entrance fees, or preliminary access authorization. Consultation details are available within the subsequent sections in which face-to-face meetings, workshops and virtual meetings were conducted. • Cultural appropriateness. The activities, format, timing, and venue will respect local customs and norms. 5 • Conflict sensitivity. All project activities will duly consider the complex context of Yemen and refer to the humanitarian principles of neutrality and impartiality. • Informed participation and feedback. Information will be provided and widely distributed to all stakeholders in an appropriate format and provide opportunities to stakeholders to share feedback and will analyze and address stakeholder comments and concerns. • Inclusivity. Consultations will engage all segments of the local society, including disabled persons, the elderly, and other vulnerable groups. If necessary, the implementing agencies will provide logistical assistance to enable participants with limited physical abilities and those with insufficient financial or limited transportation means to attend public meetings organized by the Project. • Gender sensitivity. Consultations will be organized to ensure that both females and males have equal access to them. As necessary, the implementing agencies will organize separate meetings and focus group discussions for males and females, engage facilitators of the same gender as the participants, and provide additional support to facilitate access of facilitators. In addition, the implementing agencies will ensure that consultations are meaningful. As indicated in ESS10, meaningful consultations are a two-way process that: • Begins early in the project planning process to gather initial views from the local authorities on the project proposal and inform project design; the findings of the TPM and programmatic visits and the complaints and feedback received by the project stakeholders in the previous financing will also be analyzed to tailor the project to their needs • Encourages stakeholders’ feedback through the above-mentioned mechanisms, including in the identification and mitigation of environmental and social risks and impacts • Continues on an ongoing basis, as risks and impacts arise • Is based on the prior disclosure and dissemination of relevant, transparent, objective, meaningful and easily accessible information • Considers and responds to feedback • Supports active and inclusive engagement with project-affected parties • Is free from external manipulation, interference, coercion, discrimination, and intimidation • Is documented and disclosed 3.2. Affected parties Affected parties include local communities, community members and other parties that may be subject to direct impacts from the Project. Specifically, the following individuals and groups fall within this category. Disaggregated information on stakeholders per implementation agency is in Chapter 4: • Health care institutions • Health services beneficiaries (receivers and providers), including internally displaced persons (IDPs), refugees, women, people living with disabilities, and other vulnerable and disadvantaged groups (ref. to chapter 3.4) • Communities in the vicinity of planned Project activities • The local water and sanitation service subscribers, including IDPs, women, people living with disabilities, and other vulnerable and disadvantaged groups. • Residents, business entities, and individual entrepreneurs in the project that can benefit from the employment, training and business opportunities. • Community-based groups and non-governmental organizations (NGOs) that represent residents and other local interest groups, and act on their behalf. 6 3.3. Other interested parties The project stakeholders also include parties other than the directly affected communities, including (disaggregated information on stakeholders per implementation agency is in Chapter 4): • Local water and sanitation corporations • Local branches of Yemen National Water Recourse Authority (NWRA) • Government of Yemen – government officials, permitting and regulatory agencies at the national and local levels, including Ministry of Public Health and Population (MoPHP), Ministry of Water and Environment (MoWE) and local offices and environmental protection authorities and Ministry of Planning and International Cooperation (MoPIC) – at both the central and decentralized levels • The Supreme Council for the Management and Coordination of Humanitarian Affairs and International Cooperation (SCMCHA) • Residents of the other local communities within the project area (not where the interventions are) who can benefit from employment and training opportunities stemming from the Project. • Business owners and providers of services, goods and materials within the project area that will be involved in the project’s wider supply chain or may be considered for the role of project’s suppliers in the future. Health cluster partners, donors funding the health and nutrition and WASH sectors such as FCDO, GAVI, Kingdom of Saudi Arabia, international NGOs such as IRC, MSF, Save the Children, Other UN agencies (UNFPA, IOM, etc.) that are engaged in WASH, health and nutrition activities in target area 3.4. Disadvantaged / vulnerable individuals or groups1 Possible barriers to accessing information or other project benefits for beneficiaries include distances,lack of transport money reach the supported health facilities which is mitigated through outreach session, and use of mobile teams and community based cadres as complementary health service delivery mechanisms, lack of access to information technology and electricity (phones or digital/computer equipment to receive information via digital means), illiterate persons, persons with intellectual and physical disabilities, women who’s mobility is limited, internally displaced persons/migrants, religious, cultural and linguistic minorities, among others. . The project also translates key information into the local language (Arabic), to cater for majority of population. Vulnerable groups within the communities affected by the project will be further confirmed and consulted through dedicated means, as appropriate. Description of the methods of engagement that will be undertaken by the project is provided in the following sections. Within the Project, the vulnerable or disadvantaged groups may include but are not limited to the following per Implementing Agency as per Table 1a, 1b, 1c below: Table 1a: Stakeholder Matrix by Agency, including vulnerable individuals/groups: UNICEF 7 UNICEF Agency Broad Activity Affected Parties UNICEF Provision of minimum Health workers service package for PHC Community health workers functionality Communities in the vicinity of the health facility People accessing services in the PHCs including: - internally displaced people - women - children - elderly - people living with disabilities District and Governorate health authorities Contractors (e.g., transporters) Community based Communities served by the community cadres interventions including District health authorities services provided by Child headed households. community cadres Interested Parties UNICEF Provision of minimum • Ministry of Health Officials at national, governorate and district level service package for PHC • The Supreme Council for the Management and Coordination of functionality Humanitarian Affairs and International Cooperation (SCMCHA • Other humanitarian agencies withing the same geographic areas as NGOs, INGO and UN agencies • Other humanitarian donors funding PHC services partners such as GAVI, FCDO • Data collection • Traditional and local leaders Community based • Local authorities and security wings interventions including • Religious leaders and groups services provided by • Male heads of households community cadres • Other community-based organisation in the same geographic areas Disadvantaged / Vulnerable Groups Provision of minimum • People in remote locations service package for PHC • Children headed households. functionality • Elderly • Illiterate persons • Women led households • People living with disabilities • Persons with acute/chronic illnesses • Adolescents 8 • Health workers who may be exposed to occupational injuries and infections • Children led by heads of household that are health objectors Community based • Elderly interventions including • Women led households. services provided by • People living with disabilities. community cadres • Child headed households • Children led by heads of household that are health objectors Other vulnerable and • Illiterate persons disadvantaged groups. • Landless persons • Ethnic minorities • Those without access to basic services like electricity, water, sanitation, education, health • Those without access to information technology and digital services • Project workers in hospitals who may be exposed to sanitation/biomedical waste. Table 1b: Stakeholder Matrix by Agency, including vulnerable individuals/groups: UNOPS UNOPS Agency Broad Activity Affected Parties UNOPS Component 2. Improving WASH Facilities Access to water Supply and Health Facilities Sanitation (WSS) and Local authorities Strengthening Local WASH services beneficiaries (receivers and providers), including internally Systems displaced persons (IDPs), women, people living with disabilities, and other vulnerable and disadvantaged groups Communities in the vicinity of planned Project activities Community-based groups and non-governmental organizations (NGOs) that represent local residents and other local interest groups Project workers in WASH Facilities. WASH workers Health workers Community health workers Communities in the vicinity of the health facility People accessing services in the PHCs including: - internally displaced people, - women - children - people living with disabilities - Persons with acute/chronic illnesses 9 District and Governorate health authorities Contractors (e.g., transporters) Community based • Local authorities interventions including • Religious leaders and groups services provided by • Male and female heads of households community cadres • Other community-based organizations in the same geographic areas. Interested Parties UNOPS Component 2. Improving • Ministry of Water and Environment officials at national, Access to water Supply and governorates and district levels. Sanitation (WSS) and • Ministry of Health Officials at national, governorate and district level Strengthening Local • The Supreme Council for the Management and Coordination of Systems Humanitarian Affairs and International Cooperation (SCMCHA • Other humanitarian agencies within the same geographic areas as NGOs, INGO and UN agencies. Disadvantaged / Vulnerable Groups Component 2. Improving • Remote populations (Families living in remote locations). Access to water Supply and • Persons with disabilities including those living with chronic illnesses Sanitation (WSS) and • IDPs Strengthening Local • Elderly people Systems • Women-headed households • Children-headed households • Unemployed people • Youth (adolescents) • Women/girls in the project area • Illiterate persons • Women with restricted travel mobility • Low-income families • Persons with acute/chronic illnesses Table 1c: Stakeholder Matrix by Agency, including vulnerable individuals/groups: World Health Organization (WHO World Heath Organization Agency Broad Activity Affected Parties WHO Component 1. Improving Health Facilities Access to Health Care, Local authorities Nutrition, and Public Health services beneficiaries (receivers and providers), including internally Health Services displaced persons (IDPs), women, people living with disabilities, and other vulnerable and disadvantaged groups Communities in the vicinity of planned Project activities Community-based groups and non-governmental organizations (NGOs) that represent local residents and other local interest groups 10 Project workers in hospitals Interested Parties WHO Component 1. Improving • Ministry of Health Officials at national, governorate and district Access to Health Care, level Nutrition, and Public • The Supreme Council for the Management and Coordination of Health Services Humanitarian Affairs and International Cooperation (SCMCHA • Other humanitarian agencies withing the same geographic areas as NGOs, INGO and UN agencies. Disadvantaged / Vulnerable Groups Component 1. Improving • Remote populations (Families living in remote locations) Access to Health Care, • Persons with disabilities including those living with chronic illnesses Nutrition, and Public • IDPs Health Services • Elderly people • Women-headed households • Children-headed households • Unemployed people • Youth (adolescents) • Women/girls in the project area • Illiterate persons • Women with restricted travel mobility • Low-income families • Persons with acute/chronic illnesses 11 4. Stakeholder Engagement Programme 4.1. Summary of stakeholder engagement already conducted during project preparation Table 2a: Summary of consultation conducted for Original Financing up to Third Additional Financing: UNICEF Type of engagement/ Timeline Stakeholders Summary of discussion Message Original Financing Consultations with MoPHP in September 2022 to MoPHP directors (Central level Topics discussed: Sana’a and Aden on the June 2023 authorities) - Agreement on the shortlisted HF where to implement the construction of the incinerators activity. - Agreement on the incinerators’ design/model and BoQs. Consultation with the health September 2022 to Health workers Informing them about the upcoming construction works in their workers in 248 health centres January 2023 health facilities for them to participate in identification of focal longlisted for the construction persons within the facility and their concerns/ feedback on the works of the incinerators, all over the country Health workers were informed of the need to raise issues/complaints through the project call centre and also through the DHOS/ GHOS for the attention of UNICEF 12 Consultation with the October 2022 to Community members in catchment 8 consultancy firms were contracted to conduct an assessment in community members in January 2023 area of health facility 248 health centres longlisted for the construction of the incinerators. catchment areas around the While performing the technical site visit, the firms also consulted the 248 health centres longlisted affected stakeholders, after being trained by UNICEF. for the construction of the incinerators, all over the Topics discussed: country • Information on the proposed construction of the incinerators. • Information on environmental and social risk prevention and management. • Concern about final dispose of medical waste and appreciation of the proposed solution. • Request for additional training for health personnel on medical waste management. • Information on the grievance and feedbacks mechanism. Meeting with MOPHP to December 2022 MOPHP directors at central level and • Implementation progress of EHCP and enrolment of discuss implementation GHOs and DHOs – separate meetings additional health facilities under AF1 for the scaling up of progress during a review for Aden and Sanaa PHC coverage meetings • Issues around how to improve timeliness of health worker payments was discussed with an agreement to develop a standard operating procedure outlying roles and responsibilities Meeting with MOPHP to assess January 2023 Sana’a, Amanat Al-Asemah, Dharma, Discuss, the training plans for health workers under the project. implementation progress Amran, Bayda, Marib -update on payment progress and the need to adhere to the standard list for payments and the standard operating procedure -Facilitation for incinerator assessment Meeting with MOPHP on March 2023 MOPHP directorates at central level Review of the Yemen Supply chain system supply system strengthening Aden -quantification process and distribution efficiencies in -challenges in the health sector supply chain the northern governorates There are inefficiencies in the supply chain and there is need to develop a training plan for MOPHP on supply chain strengthening, assess the LMIS capacity and provide recommendations Meeting with MOPHP to April 2023 MOPH directorates in Sanaa • Clarity provided on the direct supplies’ delivery modality discuss the distribution system from UNICEF to health facilities and roles and responsibilities to • The notification procedures for the GHOs and The DHOs and improve the supply chain their roles and responsibilities in monitoring and enforcing 13 system rationale use of supplies Meeting with MOPHP to discuss April 2023 MOPHP central level authorities for -GHOs oversight on health facility functionality TPM findings both Sanaa and Aden -Adherence to the IPC standards at PHC Findings by governorates shared for MOPHP action Meeting with MOPHP to check May 2023 Hodeida, Hajja and Mahweet GHOs Supplies were in place, and health workers were waiting for their on project inputs during field perdiem payments visit - Health workers informed of the upcoming payments schedule in the first week of June. - Consultation with MoPHP on June 2023 MoPHP Sanaa Topics discussed: the AF 2 - Information on the AF 2 scope and timelines. - MOPHP greatly appreciated the continuity of support and proposed scale up on number of supported health facilities and doctors. - Requested for more details once discussion progresses Consultation with MoPHP on June 2023 MOPHP Aden Information on AF2 scope and timelines the AF2 - Requested for more details once discussion progresses Coordination meeting with September 2023 MOPHP Aden – (virtual) Progress on AF2 implementation was discussed with MOPHP MOPHP, WHO, and WB on AF2 appreciating the support and how it had improved service delivery at PHC level. Meeting with MOPHP on the November 2023 MOPHP Aden- DG PHC, Directors (, The AF2 workplan including guidelines and expectations were AF2 Workplan Finance, EPI, Family Health, Mental presented. The MoPHP requested clarification of budget breakdown Health, HMIS) particularly around the cost for TPM which was provided. The need to streamline the payment processes to ensure timely review and feedback on the final payment list was discussed with timelines agreed. Also, PHC kits delivery and communication focal persons was discussed and clarified in response to concerns that the MOPHP central was not always in the loop on PHC kits deliveries. Meeting with MOPHP-MWM January 2024 MoPHP, Sana’a, Medical Waste Topics discussed. focal point on AF2 workplan Management director • Construction of the medical waste treatment units and follow-up on the implementation process • Medical Waste Management training for the health workers • Consultation process and stakeholders’ engagement 14 The Ministry of Public Health and Population (MoPHP) focal point requested help from UNICEF to lead and supervise the preparation of the national medical waste strategy, which the MoPHP is planning to prepare this year. UNICEF agreed but also asked to involve the WHO in the next discussion to define the responsibilities of each agency in the preparation process. Meeting with MOPHP-MWM March 2024 Quality control general director Topics discussed: focal point on AF2 workplan • Construction of the medical waste treatment units and follow-up on the implementation process • Medical Waste Management training for the health workers Other aspects were also discussed including the supply of PPEs and waste collection containers. Consultations for Third Additional Financing for UNICEF Type of engagement/ Message Timeline Stakeholders Summary of discussion Meeting with MOPHP on March 2024 MOPHP directors at central level Information sharing on the possibility of additional financing 3 and the possibility of Additional (Aden and Sana’a) potential reduction in funding envelope financing 3 Discussion on the need for prioritisation in the event of reduced funding allocation Agreed to provide continuous updates as more information are received from World Bank Meeting with MOPHP on the April2024 MOPHP directors at central level Briefing meeting with authorities on the prioritisation workshop with World prioritisation for additional (Aden and Sana’a) Bank, UNOPS and WHO financing 3 The need to re-prioritise health facilities and the level of support was discussed to fit within the funding envelope Meeting with FDCO and IRC on May 2024 FDCO, IRC, and BHA (virtual) Discussion on possible synergies and areas of support by IRC with new FCDO the IRC PHC support package funding. IRC and EHCP are providing almost the same package of support at and geographic scope in light of PHC. UNICEF and IRC exchanged list of supported PHCs to ensure alignment AF3 scope and to avoid duplication in efforts. This was commended as best practise to be continued in future. Meeting with MOPHP (northern June 2024 Minister of Health, Deputy Minister, Discussion on the need to prioritisation and to explore synergies with other governorates) to discuss the Director International relations, EPI funding partners to mitigate against reduced funding. Discussion of coverage EHCP funding reduction and director, Finance director, DG scenarios and updating on ongoing discussions with World Bank. prioritisation Primary health care, Director MNH 15 Meeting with MOPHP June 2024 Minister of Health, DG PHC, Director Discussion on the need to prioritisation and to explore synergies with other authorities in Aden to discuss Finance and Admin, Director EPI funding partners to mitigate against reduced funding. Discussion of coverage the funding reduction and scenarios and updating on ongoing discussions with World Bank. prioritisation Meeting with MOPHP to update July 2024 MOPHP directors central level An update provided on the progress made on developing the AF3 project on additional financing project authorities separately for Aden and paper and the key next dates and milestones and required support from development Sanaa authorities Meeting with MOPHP (north August 204 Minister of Health, Deputy Minister, Update on Appraisal and next steps and timelines agreed on and the needed and south) to update on the Director International relations, EPI support from MOPHP. outcome appraisal and next director, Finance director steps Meeting with MOPHP (north September -October Minister of Health, Deputy Minister, Update on the negotiations and next steps and needed support from MOPH. and South) to update on the 2024 Director International relations, EPI outcome negotiations and next director, Finance director, DG steps Primary health care, Director MNH Meeting with MOPHP (north October- November Minister of Health, Deputy Minister, Discuss the Workplan draft and implementation timelines and the required and south) to discuss AF3 draft 2024 Director International relations, EPI support including clearance. work workplan director, Finance director, DG Primary health care, Director MNH Stakeholder Type Date Participants Summary of discussion UNOPS Central Authorities 1 June 2021 Management and staff of the Supreme Discuss the objectives and scope of YEHCP Parent Project, Council for Management and Component 2 (WASH Component) implemented by UNOPS and its Coordination of Humanitarian Affairs local implementing partners, (SCAMCHA) and the Ministry of Water Discuss the emergency water and sanitation needs of northern and Environment (MoWE) in Sana’a. governorates, Discussed YEHCP investment selection criteria in preselected/ targeted areas/sites. • Discuss enhancing effective coordination between UNOPS, SCAMCHA, MoWE, and local WASH partners. 16 Central and local Authorities 22 June 2021 Minister of MoWE in Aden and the Urban • Discuss the objective and scope of YEHCP Parent Project, Component Water and Sanitation Project 2 (WASH component) implemented by UNOPS and its local Management Unit (UWS-PMU) implementing partners; management team. • Discuss the emergency water and sanitation need across the country and the possibility of updating the investment plan according to the • The MoWE Minister, Vice Minister, new information and assessment; and Deputy Minister. • Discuss YEHCP investment selection criteria in preselected/ targeted • The MoPHP Minister and Deputy areas/sites; Minister; • Discuss enhancing effective coordination between UNOPS, MoWE, Between 9 June • Water and Sanitation Local and local WASH partners; and 11 Corporations (WSLCs) • UNOPS conducted 10 public stakeholder consultations workshops in November 2021 representatives; Sana'a, Aden, Ibb, and Mukalla to ensure effective stakeholder • The Urban Water PMU and its local participation relevant to targeted urban cities and peri-urban and teams; rural areas under the project. Various stakeholder representatives • The MoPIC Deputy Minister and were invited and 926 participants; of whom 340 females (37%), General Directors of local offices; attended the consultation workshops. • The SCMCHA General Secretary, • Discuss enhancing and building capacity of Aden UWS-PMU, to fulfil Deputies, and General Directors of the WB and UNOPS Health, Safety, and Environment (HSE) new local offices; requirements; • The MoE Vice Minister and Deputy • Discuss the emergency sanitation needs in Aden city. Minister The MoLA Deputy Minister; • Governors and their Deputies; • Local council members and local district General Directors; • Representatives of local authority, civil society, and women’s associations; • Local IDPs and beneficiaries; and Public Works Project (PWP) team and its local representatives. Central Authority 2 February 2022 The Minister of Public Health and Discuss the current interventions in health facilities as part of the exit Population-Ministry strategy of water trucking. The Minister highlighted the need for more 29 March General Manager of Technical areas to be covered such as Health facilities, wastewater disposal and 2022 Cooperation and International Relations requested its team to provide a preliminary list of the health care at the Ministry of Public Health and districts and hospitals, UNOPS clarified that the nominations will be Population- Sana’a and Aden. 17 Programme Manager- Head of Office- considered as a long list of potential interventions in case of UNOPS materialization of the additional financing of YEHCP. Programme Advisor-UNOPS YEHCP Deputy project manager-UNOPS. Central Authority 27 March 2022 Minister of Water and Environment Aden Discuss implementation progress of YEHCP, Component 2 (WASH and the Urban Water and Sanitation Component) implemented by UNOPS and its local implementing Project Management Unit (UWS-PMU) partners and the scope of the newly additional financing; management team. • Discuss YEHCP additional intervention (Fuel provision) selection General Manager of UWS-PMU Aden criteria in preselected/ targeted areas/sites; Programme Advisor, UNOPS • Discuss the increase in fuel price and the emergency water and Aden City UNOPS Engineer. sanitation need for alternative energy source across the country and the possibility of updating the investment plan according to the new information and assessment to be part of the exit strategy of the fuel provision; • Discuss enhancing effective coordination mechanism between UNOPS, MoWE, and local WASH partners; • Discuss the proposal of establishment of rural water implementation unit; • Discuss enhancing and building capacity of Aden UWS-PMU, to fulfill the WB and UNOPS Health, Safety, and Environment (HSE) requirements. WASH Cluster and Central 29 March 2022 • National WASH cluster coordination Discuss the scope and funding of YEHCP in which UNOPS implement Authorities team Component 2 of the project and to discuss the following points: • The Minister of Public Health and • Discuss WASH Cluster response gaps (extremely underfunded Population- Ministry Sana’a circumstances), • Deputy Minister for Health Care • Discuss the Additional fund for YEHCP-WASH component (water Sector, Deputy Minister for trucking for health facility and provision of fuel to some of Water and Population Sector sanitation local corporation, • Deputy Minister for Planning and • Discuss the need for water supply and sanitation services across the Health Development Sector country. • Deputy Minister for Therapeutic • Discuss the importance of effective women participation in the project Medicine Sector life cycle. • General Manager of the Medical • Discuss UNOPS priority target areas to address acute WASH response Services Department, General needs in the country, Manager of the Equipment 18 Department, General manager of • Discuss enhancing effective coordination and collaboration among the Engineering Department UN agencies and WASH partners to avoid any potential duplication of • Programme Advisor UNOPS efforts. • Aden City UNOPS Engineer Energy • Discussing the YEHCP social and environmental framework was specialist UNOPS further discussed in which UNOPS would ensure the distribution of the hard copies of the ESF in Arabic for easy reference. UNOPS additional Health interventions. Local Authority 31 March 2022 • Local Authorities of Abyan, Lahij and • Discuss YEHCP additional intervention (Fuel provision) selection Al-Dhale’e Governorates criteria in preselected/ targeted areas/sites. The Increasing fuel price • The Deputy Minister of Water and and the emergency water and sanitation need for alternative energy Environment sources (solar systems) to operate the water and sanitation facilities • General Manager of UWS-PMU Sana’a and the possibility of updating the investment plan according to the • YEHCP Deputy project Manager new information and assessment to be part of the exit strategy of the UNOPS fuel provision. Participants highlighted the urgent need of sanitation • Programme Advisor UNOPS services at these governorates. • Manager Sana’a Water and sanitation local cooperation • WASH officer at UWS-PMU Sana’a Central Authority and Local 16 April 2022 • Minister of MoWE in Sana’a, Urban • Discuss implementation progress of YEHCP, Component 2 (WASH Authorities Water and Sanitation Project Component) implemented by UNOPS and its local implementing Management Unit (UWS-PMU) partners and the scope of the newly additional financing; management team and Sana’a water • Discuss YEHCP additional intervention (Fuel provision) selection and sanitation management. criteria in preselected/ targeted areas/sites; • The Deputy Minister of Water and • Discuss increasing of fuel price and the emergency water and Environment Ministry sanitation need for alternative energy source across the country and • General Manager of UWS-PMU the possibility of updating the investment plan according to the new Sana’a information and assessment to be part of the exit strategy of the fuel • YEHCP Deputy project Manager provision; UNOPS • The Ministry requests UNOPS to not adopt the Fuel provision as its • Programme Advisor UNOPS main activity unless UNOPS has a clear exit strategy. • Manager Sana’a Water and sanitation local cooperation • WASH officer at UWS-PMU Sana’a Central and Local Authorities Between 26 to IPs UWS-PMU, MWE, and Aden WASLC. • Discuss YEHCP scope and the synergy between it and YEHCP AF as 30 June 2022, Rural Water Projects Authority in Sana’a. both of them target rural areas. 19 • The nomination process of water wells • The SCMCHA request of 700 water wells to be shared with MOW to provide their feedback. Local Authority Between 17 - 19 UNOPS conducted a mission to Sada’ah • Discuss the ongoing and planned sub-projects. August 2022 Governor and local authorities. Local Authority On 23 August Local authorities of Taiz –Alhouban. • Discuss progress of implementation of the project activities in 2022, addition to presenting the scope of the additional financing activities. Central Authority 9 September Minister of MoWE in Aden and the Urban Discuss implementation progress of YEHCP and the scope of the 2022 Water and Sanitation Project additional financing. Management Unit (UWS-PMU) • YEHCP additional intervention (Fuel provision) selection criteria in management. preselected/ targeted areas/sites. • Discuss the increase in fuel prices and the emergency water and sanitation need for alternative energy sources across the country and the possibility of updating the investment plan according to the new information and assessment to be part of the exit strategy of the fuel provision; • Discuss enhancing effective coordination between UNOPS, MoWE, and local WASH partners. • Discuss the proposal of establishment of a rural water implementation unit. Meetings with IPs Bi-Weekly UNOPS PM, Sector Specialists, City • Discuss sub-projects preparation progress. meetings Engineers, ESSO & Project support • Discuss ESMPs preparation progress. Monthly UWS-PMU Aden & Sana’a) • Discuss challenging issues and coordination to overcome them Meetings PWP (Aden & Sana’a). May to September 2023 Meetings with Central and May to Minister of Health • Discuss the overall UNOPS interventions in the city. Local Authorities September 2023 Minister of Water and Environment • Discuss coordination mechanism to facilitate project Governor of Aden implementation. Governor of Abyan • Discuss sector needs. Governor of Hadramout • Visit sub-projects sites and see progress Challenges Governor of Al Dhalea Governor of Lahj Governor of Dhamar Governor of Ibb 20 Governor of Amran Governor of Sa’dah Local Authorities and IPs. Central Authorities 13 to 14 July Management and staff of the Supreme • Discuss the objectives and scope of YEHCP AF3, Component 2 2024 Council for Management and (WASH component) implemented by UNOPS and its local Coordination of Humanitarian Affairs implementing partners, (SCAMCHA) and the IBB local authority in • Discuss the emergency water and sanitation needs of IBB presence of IBB water and sanitation governorate, Local Corporations and GARWAP IBB • Discuss YEHCP investment selection criteria in preselected/ targeted branch. areas/sites. • Discuss enhancing effective coordination between UNOPS, SCAMCHA, local WASH partners. • Discuss the fund limitation and challenges. Meetings with Central and 15 July 2024 to Minister of Water and Environment • Discuss the overall UNOPS interventions in the city. Local Authorities 23 July 2024 Governor of Aden • Discuss coordination mechanism to facilitate YEHCP AF3 project Aden water and sanitation Local implementation. corporations • Discuss sector needs and priorities criteria and investment plan for YEHCP AF3. • Discuss the fund limitation and challenges. Table 2c: Consultations on YEHCP parent for World Health Organization Place and type of Special arrangements for Date Participants Key concerns and outputs engagement accessibility and inclusivity WHO Nation-wide: These Jan-June Ministry of Public Health and The general services and trauma care will be stopped by In-person and virtual meetings consultations were 2021 Population (MoPHP) including the end of EHNP in December 2021 and there is still need were held made through field the management of supported for these services, including the following: visits, virtual meetings Health Facilities. Trauma cases receiving life support. and phone calls. Centres providing emergency trauma management. Facilities with a functioning operation theatre (OT) Facilities functioning 24/7 Outpatient department Hospital admissions Surgeries 21 The childcare will be stopped by the end of EHNP in December 2021 and there is still need for this service. The nutrition support will be stopped by the end of EHNP in December 2021 and there is still need for this service. The communicable diseases support will be stopped by the end of EHNP in December 2021 and there is still need for this service. The reproductive, maternal and newborn health (including BEmONC and CEmONC support will be stopped by the end of EHNP in December 2021 and there is still need for these services. The noncommunicable diseases (NCD) support will be stopped by the end of EHNP in December 2021 and there is still need for this service. The mental health support will be stopped by the end of EHNP in December 2021 and there is still need for this service. Environmental health support including water, sanitation and hygiene (WASH) in health facilities will be stopped by the end of EHNP in December 2021 and there is still need for this service. The support for specific services at Central Public Health Laboratories (CPHLs) and National Blood Transfusion Centres (NBTCs) will be stopped by the end of EHNP in December 2021 and there is still need for these services. The support through medicines, medical supplies, equipment, fuel, water, oxygen, WASH, and per diem provision will be stopped by the end of EHNP in December 2021 and there is still need for these services. EHNP HFs/ interviews - May and Beneficiaries The key concerns are: In-person meeting was held beneficiaries’ June 2021 1- Some medicines and services are not for free at satisfaction survey. some of the HFs. 2- Some HFs’ doctors are not available because there are no salaries. 3- Some of the health services need further improvement. 22 4- Beneficiaries’ awareness/information sharing by health workers need to be improved. The project is going to discuss these findings of each area with the health authorities in a more inclusive manner during the next meetings to find suggestions to improve the provision of health services and address these concerns. Sana’a/ Meeting 1 Sept 2021 MoPHP WHO confirmed the upcoming inception of the Yemen In-person and virtual meeting Emergency Human Capital Project (YEHCP), funded by the was held World Bank. This project is the successor to the Emergency Health and Nutrition Project (EHNP), and its main objective is to assure continuity. Despite some differences from the previous project (for example, UNOPS will implement the WASH rehabilitation component of the project), the YEHCP will closely resemble the EHNP Sana’a/ Meeting 1 Sept 2021 MoPHP There might be a need to revise the intervention to best In-person and virtual meeting meet the needs on the ground, and the below points have was held been discussed. ⮚ Under the YEHCP, there are $39 million for activities and logistics for one year ($26 million for hospital support and $13 million for public health programmes). Sana’a/ Meeting 1 Sept 2021 MoPHP The difference between the two projects, EHNP and In-person and virtual meeting YEHCP, has been explained and discussing that there are was held no activity gaps between the two projects Meeting/ Sana’a 1 Sept 2021 MoPHP The importance of the Social and Environmental In-person and virtual meeting safeguards in the project has been discussed. was held The importance to appoint at least two focal points for this (one for Social Safeguards and one for Environmental Safeguards) within the Ministry to follow this component of the project was raised. Health Cluster/ Virtual August Health cluster, UN agencies WHO briefly introduced the project during the cluster In-person and virtual meeting Meeting 2021 and INGOs meeting? was held ⮚ The health cluster suggested engaging both WHO and UNICEF to avoid duplication of activities with cluster partners. 23 Table 2d: Consultations on YEHCP parent and priorities for first Additional Financing WHO Meeting Date Location Participants Key findings Special arrangements for accessibility and inclusivity WHO with senior MoPHP 8–9 Amman 20 government YEHCP plan reviewed and supported by authorities In-person and virtual authorities December officials meeting was held 2021 30 WHO staff Health Cluster 4 and 12 Virtual 70 YEHCP additional financing components, MSP review, In-person and virtual January representatives referrals, complementarity and the key environmental and meeting was held 2022 of partner social aspects introduced. More than 15 partners also 7–8 agencies provided written inputs to the MSP review process as part of February YEHCP. 2022 6 and 17 April 2022 WHO with MoPHP 22 Sana’a 5 government YEHCP plan reviewed, updated and importance of ongoing In-person and virtual December and officials joint planning emphasized meeting was held 2021, 14 virtual 3 WHO staff February 2022, 17 March 2022, 5 April 2022 WHO with MoPHP 21 February Aden 6 government Key progress and priorities discussed e.g., quality of care, In-person and virtual 2022 officials health information, hospital support etc. meeting 4 WHO staff WHO with UNICEF 17 February Aden 8 UNICEF staff, Issues discussed include the various areas of support In-person and virtual 2022 4 WHO staff including cholera, PHC, MSP, DHIS2, EHCP, COVID-19, polio, meeting was held mental health. Agreed on the importance of good partnership together in these areas. 24 Table 2e: Consultations on YEHCP parent and priorities for Second Additional Financing WHO Engagement Type Date Location Participants Key findings Special arrangements for accessibility and inclusivity WHO with MoPHP 12 May 2022 Aden Vice-Minister and Discussed EHCP implementation and additional financing, In-person and virtual Clinical Services mainly the support of NCDs at PHC level and its relevant meeting was held Coordinator capacity-building EHCP initial briefing and 10 August Amman 1 MoPHP EHCP Discussed different requests of the MoPHP and their point of In-person and virtual joint planning in Amman 2022 focal point, 2 view in a number of interventions implemented under the meeting was held WHO staff Project AF. Aden 23, 24 and Aden 1 MoPHP EHCP Discussed the EHCP AF plan, conducting BLS & ACLS trainings In-person and virtual 29 August focal point and in all EHCP hospitals, MoPHP requested support to establish meeting was held 2022 emergency training centres in Aden, Marib and Mukalla, EHCP focal director, 3 WHO point also requested a regular progress review meeting staff (across WHO projects) and raised the need to strengthen the referral system. Aden 28 August Aden 5 MoPHP: The Minister reiterated the importance of the World Bank In-person and virtual 2022 Minister of Public partnership and improving coordination by conducting meeting was held Health, Deputy regular meetings. WHO updated the Minister on the Minister Primary remaining balance under EHCP/YCRP and discussed sharing Health Care, project reports. general manager Discussed ongoing activities such as information of the Minister's management and national and quality strategy. Office, The Minister also requested more support on points of Communication entry, humanitarian-development nexus, and more support officer, Curative, for central staff – mainly the admin and finance team and 3 WHO staff. regular field visits by central staff to facilities (supportive supervision/monitoring). MoPHP, WHO, UNICEF, 7 September Virtual MoPHP, WHO, WHO and UNICEF provided a progress update on EHCP In-person and virtual and World Bank, first 2022 UNICEF, and activities and got feedback of the Ministry on the progress of meeting was held technical coordination World Bank the project and their demands. meeting EHCP 16 Jan 2023 Virtual 45 participants Emergency Human Capital Project (EHCP) In-person and virtual Progress update meeting meeting (10 female): Progress update meeting of WHO, UNICEF, WB and MoPHP meeting was held 13 MoPHP focal with representation of all technical units involved in points, 3 UNICEF implementation of EHCP project. 25 focal points, 18 WHO focal points, 11 WB Sana’a authorities, 13 June 2023 Sana`a 3 participants (1 WHO shared updates that EHCP AF2 is in the pipeline for the In-person and virtual virtual, discussion on Sana’a same activities funded under AF1. The authorities greatly meeting was held EHCP progress, EHCP authorities, 2 appreciated the project and emphasized the need for fuel additional financing, WHO) and support to continue and expand, but they were also opened WHO country several members to shifting to solar alternatives and recognize the need for an cooperation strategy of the health exit strategy from fuel. development and others authorities team WHO reiterated the importance of social and environmental listening in. requirements as prerequisites for activities under EHCP and the authorities agreed to collaborate on enhancing compliance. WHO committed to share the EHCP AF2 proposed budget breakdown for any inputs, along with the planned vs actual expenditures for the parent and AF1. These were shared within two days of the meeting Table 2g: Consultations on YEHCP Parent and Priorities for the Third Additional Financing Consultation title Total Topics discussed Stakeholder feedback WHO response Special Stakeholders Stakeholder arrangements for Participants accessibility and Date (male/ female) inclusivity Location 52 (37 male, 15 Updating the health Briefing to the Health Cluster on Authorities highlighted the WHO indicated that activities In-person and virtual the EHCPAF2 female) cluster about the EHCP need to enhance and scale up under the second additional fund meeting was held second additional the support to the health will be same as in the first financing, including on centers by partners additional fund. MoPHP officials, INGOs and NGOs WHO and UNICEF complementing the UNICEF and WB colleagues achievements interventions ensuring that no 24 July 2023 duplication in the type of support. MoH, Sana`a 26 EHCP Technical Mission 56 (42 male,14 World Bank Discussion topics included UNICEF and WHO described the In-person and virtual female) appreciated the system strengthening, EHCP partnership as a good Technical officers from WB, MoPHP, UNICEF, and supervision and TPM, gender, global example of collaboration UNICEF and WHO WHO for the successful efficiency gains and at national and local levels, on implementation to prioritization under AF3. policy and operational issues, 10-14 March 2024 date and excellent which has made the Project so results on the ground. effective. All parties applauded Intercontinental Hotel Amman the leadership and strong partnership with the MoPHP. WHO coordination meeting 30 (25 male, 5 Review of progress in MoPHP colleagues said they High need to prioritize and In-person and virtual MoPHP senior officials female) the past two months, have not agreed to shift EHCP document results in a context of connection including of World public health and preparedness increasingly limited funds 16 March 2024 Bank projects, and activities to PPRP. They Discuss further complementarity agreement on requested that more fuel be between PPRP and EHCP Aden & virtual (Hybrid) priorities for the provided to CPHLs. considering reduced funding. coming two months. Consultation with health 9 (7 male, 2 EHCP budget envelope Authorities expressed Authorities asked for info on In-person and virtual authorities in Sana'a female) for AF3, need to disappointment with reduced UNFPA activities to share with connection prioritize support to funding and agreed to fast World Bank Senior health officials hospitals, reduce track PPRP, noting UNFPA is number of hospitals. supporting MNCH in hospitals 26 May 2024 so less need to focus on this. Sana'a & virtual (hybrid) During project preparation, the following public consultation meetings will be conducted. Table 3: Planned consultations for preparation of Third Additional Financing Project stage Target stakeholders Topic of consultation / Method used Responsibilities Frequency/Timeline message UNICEF 27 Project stage Target stakeholders Topic of consultation / Method used Responsibilities Frequency/Timeline message Project Other HDP5 actors (e.g., UN Presentation of the project Formal virtual meetings UNICEF Semi-annually Preparation agencies, CSO, etc.) implementation progress and discussion on project activities (feedback) Local authorities (both at Implementation progress on Combination of in UNICEF Quarterly / more central and decentralized AF2 and proposed priorities on person and virtual frequently depending on level) programmatic shifts in AF3 meetings need Project workers (PHC Waste management practices Face to face meetings UNICEF and During training – it personnel and employees and consultations over the MoPHP covers the whole of the incinerators’ potential environmental and targeted PHC (two construction company) social risks, including OHS Health Workers per procedures during each Health Center, and construction one per each Heath Unit, plus representatives from GHOs and DHOs) Project affected Information on services - Face to face - TPM Quarterly communities provided by supported health consultations, - Community facilities, including referral including TPM Health pathways and grievance and surveys and FGD. Workers and feedback mechanisms - Visibility material, other health e.g., posters and personnel flyers - UNICEF - grievance and - MoPHP Feedback Mechanism UNOPS 6 Project Other HDP actors (e.g., UN Update UNICEF and WHO on Virtual UNOPS Quarterly Preparation agencies, CSO, etc.), implementation progress including WASH Cluster 5 HDP = Humanitarian, Development and Peace 6 HDP = Humanitarian, Development and Peace 28 Project stage Target stakeholders Topic of consultation / Method used Responsibilities Frequency/Timeline message Update WASH Cluster about YEHCP and its AFs In person and virtually Local authorities (both at Update MWE in Sana’a and In person UNOPS Quarterly central and decentralized Aden about YEHCP and AFs level) Implementing Partners Following up on In person for Sana’a and UNOPS Weekly implementation progress and virtually for Aden update on YEHCP and AFs Local authorities and local Discuss priorities on proposed Face to face meetings YEHCP team at Regularly communities interventions and get UNOPS and IPs. feedback on stakeholder engagement consultations Project affected Information on services - Face to face - YEHCP Team Ongoing communities provided to WASH facilities, consultations, at UNOPS, including referral pathways including TPM TPM, WASH and grievance and feedback surveys and FGD. Workers and mechanisms - Visibility material, Community e.g., posters and members. flyers - grievance and Feedback Mechanism. WHO Project MoPHP officials, INGOs and Update about the EHCP In-person and virtual PMU team Quarterly preparation NGOs and WB additional financing, including meeting, held in English WHO achievements with translation to Arabic Authorities at the central Priority hospital needs and Site visit and virtual PMU staff The site visits are and local levels including quality of health care services meetings conducted monthly and at the hospital, with the need depending on need 29 Project stage Target stakeholders Topic of consultation / Method used Responsibilities Frequency/Timeline message health facilities to improve IPCs measures in management the hospital. AF priorities e.g., fuel and hospital support Third-party monitoring findings MoPHP, World Bank, WHO, Appraisal on the EHCP Virtual meeting in WHO, UNICEF and This is a recurrent UNICEF and UNOPS implementation progress and English and Arabic UNOPs meeting that is held consultation with quarterly implementing partners and stakeholders on any issues, challenges, and priorities Health facilities staff, Quality training including on In-person training Project Quarterly management and waste quality concepts, patient sessions and virtual management staff management workers safety, quality governance, training sessions. quality planning, policies and procedures, quality KPIs, quality improvement by FOCUS PDSA approach, IPC, and climate change. The outputs were hospital quality assessments and plans, departments’ quality assessments Health workers at the Orientation sessions on PPE Virtual training sessions PMU staff Quarterly targeted health facilities adherence aimed to increase knowledge and information about IPC principles, their importance and explore the effect of IPC in practice, as as 30 Project stage Target stakeholders Topic of consultation / Method used Responsibilities Frequency/Timeline message strengthen cooperation with MoPHP and with the quality and IPC team as relates to PPE adherence. During the sessions, AF priorities e.g., fuel and hospital support were discussed. well Third party monitoring findings and how to improve compliance Project affected Information on services Face –to face including TPM Quarterly communities provided and grievance and TPM surveys. PMU staff and feedback mechanism Visibility materials like MoPHP posters grievance mechanism 31 4.2. Summary of project stakeholder needs and methods, tools and techniques for stakeholder engagement. The Stakeholder Engagement Plan below outlines the engagement process, methods, including sequencing, topics of consultations and target stakeholders. The World Bank and the Borrower do not tolerate reprisals and retaliation against project stakeholders who share their views about Bank-financed projects. Table 4: SEP Summary Table Target Project stage Topic of consultation / message Method used Responsibilities Frequency/Timeline stakeholders UNICEF 7 Project Other HDP actors Update on EHCP implementation - Formal Meetings UNICEF semi -annually but with ad hoc Preparation (e.g., UN agencies, progress update and updates on - Virtual meetings meetings as needed CSO, etc.), such as: additional financing priorities Emails - WHO - UNOPS - World Bank - Bi-lateral and multi-lateral donors - Health and Nutrition coordination fora - MOH - International NGOs - National NGOs CSOs Local authorities - Update on EHCP - Formal meetings UNICEF Quarterly but with ad hoc (both at central and implementation progress - Virtual meetings meetings as needed decentralized level) - Field missions 7 HDP = Humanitarian, Development and Peace 32 Target Project stage Topic of consultation / message Method used Responsibilities Frequency/Timeline stakeholders - update and updates on - Email additional financing priorities - Training sessions - Sensitisation on Code of Conduct Affected Project priorities - Field missions UNICEF Quarterly but with ad hoc communities grievance feedback Mechanisms - Face to face meetings as needed Awareness on GBV/SEA/H issues and consultations, reporting mechanisms including TPM surveys and FGD - Visibility material, e.g., posters and flyers - Through community- based cadres - Language translation 33 Target Project stage Topic of consultation / message Method used Responsibilities Frequency/Timeline stakeholders Project Other HDP8 actors - Information on Project or sub- - Formal meetings UNICEF semi-annually but with ad hoc Implementation (e.g., UN agencies, project design and implementation - Virtual meetings meeting as needed CSO, etc.), such as: - Information/consultation on Project - Website/social - WHO and sub-project potential risks media - UNOPS (including environmental and social - Email - World Bank risks) and mitigation measures - Bi-lateral and - Information and awareness raising multi-lateral on the grievance and Feedback donors Mechanism - Health and - Orientation/Sensitisation on Nutrition GBV/SEA/SH coordination fora - MOH - International NGOs - National NGOs - CSOs Local authorities - Formal meetings UNICEF Quarterly / more frequently as (both at central and - Virtual meetings required decentralized level) - Field missions - Email - Training Project workers - Formal meetings UNICEF and Quarterly / more frequently as - Virtual meetings MoPHP required - Field missions - Face to face consultations, including TPM surveys and focus group 8 HDP = Humanitarian, Development and Peace 34 Target Project stage Topic of consultation / message Method used Responsibilities Frequency/Timeline stakeholders discussions (FGD) - Visibility material, e.g., posters and flyers - Email - Training Project affected - Field missions - TPM Quarterly/more frequently if communities - Face to face - Community needed throughout project consultations, Health implementation as required including TPM Workers by the programme and based surveys and FGD and other on HACT9 plans - Visibility health material, e.g., personnel posters and - UNICEF flyers - MoPHP - Through community- based cadres - Language translation s UNOPS Project Other HDP actors Consult on implementation progress - Formal meetings UNOPS YEHCP Quarterly, but with ad hoc Implementation (e.g UN agencies, and key E&S issues - Virtual meetings Team meeting as needed CSO, etc.) - Email Local authorities - Information on Project or sub- (both at central and project design and implementation decentralized level) - Information/consultation on Project Project workers and sub-project potential risks 9 HACT: Harmonized Approach to Cash Transfers 35 Target Project stage Topic of consultation / message Method used Responsibilities Frequency/Timeline stakeholders Project affected (including environmental and social communities. risks ) and mitigation measures - Information on the grievance and Feedback Mechanism Local authorities Consult on priorities and feedback Formal meetings UNOPS YEHCP Frequently throughout project Team and IPs implementation and SEP Regular Teams consultations’ sessions consultations Field missions Local communities Consult on priorities and getting Focused Group UNOPS Social During Sub-Projects Screening feedback on potential impacts and Discussion, Facilitators and ESMP preparation. proposed mitigation measures consultation sessions separately with males and females’ beneficiaries and with local community representatives and community leaders WHO Project MoPHP, WHO, Progress update on EHCP activities and Virtual meetings Project Quarterly preparation UNICEF, World got feedback of the Ministry and management Bank, NGOs and queries and discussed AF priorities e.g., team from NGOs fuel and hospital support WHO Authorities at the Formal meetings, Project Quarterly central and local virtual meetings and, Management levels including site visits 36 Target Project stage Topic of consultation / message Method used Responsibilities Frequency/Timeline stakeholders health facilities team from management WHO Project workers Virtual meetings and Project Quarterly site visits management team from WHO Project affected Grievance Handling Mechanism Posters Project Semi annually communities information management team from WHO Project MoPHP officials, Briefing to the Health Cluster on the Virtual meetings WHO and Semiannually implementation INGOs and NGOs EHCP AF and WHO achievements project In person meetings management team Local authorities Site visits to the targeted health In-person and virtual Project Quarterly (hospital facilities; discussion on third-party meetings management management and monitoring findings and how to improve team from staff) compliance to Infection Prevention and WHO Control and adherence of workers to wearing PPE during working hours. Discussion on progress of activities supported under EHCP and AF priorities Meeting with local Explain WHO activities and priorities In-person visits and Project quarterly authorities at the under EHCP AF and scope of work and virtual meetings management central, explained coordination mechanisms conducted in Arabic team from governorate and with local authorities WHO district level 37 Target Project stage Topic of consultation / message Method used Responsibilities Frequency/Timeline stakeholders Health workers PRSEAH and GBV training on the In-person training Project Quarterly from the targeted concepts and definitions of sexual sessions and virtual management health facilities exploitation, abuse and harassment and trainings team from training on waste management, WHO infection prevention and control and quality trainings Project affected Information on the available grievance Face to face TPM Quarterly communities mechanism TPM surveys Project Information /consultation on subproject management risks and mitigation measures. Visibility materials team from grievance and WHO feedback mechanism 38 4.3. Proposed strategy to incorporate the views of vulnerable groups The project will seek the views of the vulnerable and disadvantaged groups identified through the following methods: UNICEF - Women will be engaged in decision-making through community engagement platforms such as mother-to-mother groups with sessions conveniently held at times determined by the group members - Community Health Workers/Volunteers outreach activities to reach people in remote areas, e and hard to reach through door to door or community engagement / meeting platforms - Training/capacity building activities for project workers and stakeholders, including awareness activities with training venue selection done in consultation with authorities, trainings delivered in language that is understood by participants and trainings held during the week - Meetings with field-based project coordinators on quarterly basis to get feedback on issues/concerns raised by vulnerable groups Regular coordination/update meetings with MoPHP both in Sana’a and Aden on a quarterly basis or more frequently as needed - Regular meetings with MOPHP Governorate Health Offices (GHOs) and District Health Offices (DHOs) - Regular meetings with Health Development Partners (HDPs) actors, such as cluster working groups - Visibility material, e.g., flyers, posters, banner - Social media/digital engagement such as What’s App/SMS. Community Health Workers send WhatsApp messages and SMS to the community/beneficiaries to ensure that the messages are received by most of the targeted beneficiaries. This we complement the above with face to face meeting and interpersonal communication. - Official communications with the local authorities, such as letters, emails, nontechnical summary documents, progress reports - Grievance and Feedback Mechanism UNOPS - WASH Workers/Specialists face to face meetings with the communities - Training and capacity building activities for project stakeholders, including awareness activities with training venue selection done in consultation with authorities, training delivered in language that is understood by the participants with feedback questionnaires and trainings held during the kickoff induction to contractors. Regular coordination meetings in quarterly bases with MWE both in Sana’a and Aden - Official communications with the local authorities, such as letters, emails, nontechnical summary documents, progress reports - Grievance and Feedback through Grievance Mechanism WHO 39 - Regular Any coordination meetings on a quarterly basis with MoPHP officials in Aden and health authorities in Sana’a - Regular meetings monthly with GHOs and DHOs and health facility managers during site visits - Complaints, comments and feedback through the Grievance Mechanism - Training/capacity-building activities for project workers, training delivered in language that is understood by the participants with feedback questionnaires including awareness activities. The above measures will ensure to remove obstacles to full and enabling participation for all project stakeholders.2 5. Resources and responsibilities for implementing stakeholder engagement 5.1. Implementation Arrangements and Resources The implementing agencies and their partners will oversee stakeholder engagement activities. The overall responsibility for SEP implementation lies with the Project Management Unit of the respective agencies. The stakeholders will be engaged through the methods mentioned under chapters 4.2 and 4.3. The stakeholder engagement activities will be documented through biannual progress reports, TPM reports, and mission discussions/presentations. The budget estimate for preparing and implementing the SEP is: - $ 21,00010 for UNICEF Activity Cost $US Stakeholder consultation including sensitisation /orientation of GBV/SEA/SH at all levels (national, governorate and district levels – through EHCP coordinators and CHW/V platforms (leveraging existing budget) $ 21,000 Information disclosure including translation, communication, and dissemination of visibility materials to raise awareness of project activities – integrated in existing ex communications budget line $0 Total $ 21,000 - $ 25,000 for UNOPS; Activity Cost $US Stakeholder consultation at all levels (national, governorate and district $ 25,000 levels – through EHCP coordinators and CHW/V platforms (leveraging existing budget) 10 In addition to the budget consultations will be integrated with other programmatic activities such as trainings. 40 Information disclosure including translation, communication and $0 dissemination of visibility materials to raise awareness of project activities – integrated in existing external communications budget line Total $ 25,000 As of the parent, AF1, AF2 projects the cost of due diligence for specific sub-projects under the additional fund (preparation of the screening form, consultations, GM, preparation of ESMPs, and monitoring) will be included in the costs/budget for each sub-project. These costs are thus scalable to the level and scope of the potential risks and impacts and might include the costs of consultants recruited by UNOPS or an Implementing Partner to assist on specific tasks. - $ 28,600 for WHO Activity Cost $US Information disclosure; communication, dissemination of visibility $ 6,000 materials and awareness-raising on project activities including via GM. Stakeholder engagement consultations activities $ 20,000 Contingency (10%) $ 2,600 Total $ 28,600 The call center service for the GM is provided by UNICEF free of cost 41 6. Grievance Mechanism A Grievance Mechanism (GM) is a system that allows the project-affected parties to submit not only grievances, but also queries, suggestions, positive feedback, and concerns related to the environmental and social performance of the project, which are reviewed and responded to by the implementing agencies in a systematic manner. 6.1. Description of Grievance Mechanism (GM) Table 5: Illustrative Table on the GM Steps for UNICEF Step Description of process Timeframe (tentative) Responsibility UNICEF GM implementation The GM includes two components: Continuous (the GM is - UNICEF case managers structure 1. Grievance collection, whereby complaints and functional and is - UNICEF programme team inquiries from beneficiaries, community members and maintained) - UNICEF Risk Management project staff are received and logged into UNICEF’s Unit (RMU) Project Management Information System (MIS). - UNICEF Yemen Service 2. Redressal, whereby the grievances are analysed and Centre (YSC) acted upon. The data of the complainant is collected when filing the grievance. A complete grievance management workflow has been developed and implemented through the MIS, using tailored MIS modules developed for UNICEF. Project specific grievance categories and types have been defined for each project component, and protocols are in place for grievance collection and redressal. The entire GM operates under the direct control of UNICEF’s Yemen Service Centre (YSC) in collaboration with UNICEF’s Health and Nutrition sections. The entire grievance collection and redressal process will be registered and recorded in the MIS and subjected to a comprehensive quality assurance process to ensure the mechanism’s integrity, confidentiality and independence. 42 Step Description of process Timeframe (tentative) Responsibility Grievance uptake Grievances can be submitted via the following channels: Anytime during project - Project stakeholders - Toll-free telephone hotline: 8004090 operated by YSC. duration - UNICEF’s partners - Social media. - UNICEF - Written and/or oral communication from a partner (Implementing Partner or vendor). - TPM and any site visit conducted by UNICEF or one of its partners. Acknowledgement and - Any complaint received is logged into the call centre Upon receipt of complaint - UNICEF case managers follow-up registration system, an index number is assigned, and - UNICEF programme team Sorting, processing a category is identified. - An immediate notification (acknowledged receipt) is provided to the complainant via SMS, including the index number. If the complaint is related to a serious ESS incident, including GBV/SEA, please ref. to the section at the end of this table, section 6.1.1 Verification, review and - The relevant programme focal point conducts fact Within 8 working day - UNICEF programme team action checking and further follow up, by implementing corrective actions and mitigation measures as relevant, under the oversight of the Head of Section and of the Chief of Field Office. Monitoring and evaluation - Data on complaints are collected in the GM Register’s - Real time - UNICEF programme team Log and followed up by the programme team. - UNICEF RMU - The RMU plays a quality assurance role on the - Continuous (once per monitoring and evaluation of the status of the GM. week) Provision of feedback - Feedback from complainants regarding their Within 20 working days - UNICEF case managers satisfaction with grievance resolution is collected by - UNICEF programme team the call centre agents and the programme focal person after informing the complainant on the resolutions (corrective actions/mitigation measures). TPM will provide further feedback. Training - For project workers (IPs and vendors) at PHC level and - Continuous (once per - UNICEF RMU, with UNICEF at DHO/GHO level year) programme team 43 Step Description of process Timeframe (tentative) Responsibility - For Call Centre Agents - Quarterly - For UNICEF staff - Continuous (once per year) Appeals process - When/if the complainants are not satisfied with the - As applicable - UNICEF programme team proposed resolution of the complaint, the complaint will be reopened and the reassessed 44 6.1.1 Management of SEA/SH complaints – and any other serious ESS incident – in UNICEF SEA/SH11 complaints and all the other serious incidents, including allegations of corruption, extortion claims, etc. can be received through the hotline or through other means , such as: social media (e.g. WhatsApp), written and/or oral communication from a partner (Implementing Partner or vendor), TPM and any site visit conducted by UNICEF or one of its partners. As soon as an incident is registered/reported, an alert email is immediately sent: i) automatically, through the Management Information System in case the grievance is filed through the hotline; ii) manually, in case it reaches a UNICEF staff via other means. The recipients of the alert are as follows: the Head of Programme Section, the PSEA Specialist (only for SEA cases), the Head of the Risk Management Unit, the Deputy Representative Programme, the Deputy Representative Operations, and the Representative. Under the supervision of the Head of Programme Section, the Programme Officer in charge of case management – duly trained on how to interact with the interlocutor – will contact the complainant/survivor. Based on the preliminary information obtained through this first contact, the Head of Programme Section convenes a Case Management Committee, by inviting the Programme Officer in charge of case management, the Head of the Risk Management Unit and the PSEA Specialist (only for SEA cases), to confirm the incident categorization and escalate it to the Representative. The Representative will therefore report the case to the Office of Internal Audit and Investigation and to the office of the Resident Coordinator/Humanitarian Coordinator/Designated Official; in parallel, the Representative will also clear the notification that the Head of Programme Section will then share with the World Bank, within 48h from learning of the event. In the meantime, a survivor-centred assistance is provided, upon the survivor’s consent. The Programme Officer in charge of case management will maintain regular communications with the survivor to ensure a timely and quality support. Subsequently, UNICEF will also conduct a programmatic review of the Project, by identifying and implementing the necessary actions to further prevent and manage SEA and GBV related issues. 11 For SH cases, the described process applies only if no UNICEF staff is involved. If a UNICEF staff is involved, please ref. to ESCP. 45 Table 6: Grievance Mechanism for UNOPS Step Description of process Timeframe Responsibility (tentative) UNOPS GM implementation The UNOPS project implementation unit has the main responsibility for the implementation of structure the GM. The GM Team consists of the UNOPS Environmental and Social Safeguards Specialists, Officers, City Engineers, and GM focal points dotted across the country. The GM will be implemented and monitored by the UNOPS GM Officers Assistants a, who will: (i) receive and process grievances directed to the project; (ii) manage appeals mechanisms; (iii) monitor the implementation of the GM through the Hotline Operator and the IPs; (iv) manage the Hotline Operator; (v) register and file all GM reports ; (vi) compile all relevant GM data; and (vii) include reports on the GM in the regular reports to the World Bank. The Specialists are further responsible for the monitoring of GM implementation, and the identification of trends and analysis of the GM reports to be able to flag key issues with Project Management. Each GM Focal Point is responsible for creating awareness of the GM at its locality of operation; roll-out information dissemination; prepare and man help desks at project sites; run a suggestion box in coordination with project's contractors at the project site (nearest office of administration); receive and handle grievances. The UNOPS Environmental and Social Safeguards Specialists will be sharing all necessary information within the project on this matter, and will monitor the project management of the GM, the implementation of help desks at project sites and the handling of grievances by the project. The project should nominate a dedicated officer for the handling and reporting of grievances, the GM Focal Point. As such HSSE Officers, Community GM focal Persons and Community leaders are community level institutions for project management. At the local government level, the Municipality Core Teams, Town Development Committees and Rural Development Committees are set up in rural areas. The National Advisory Committee (NAC) are state level project implementation structures established to provide overall policy and strategic guidance as well as technical support to the project. For SEA/SH GM process, see below at section 6.1.2. Grievance uptake Grievances can be submitted via the following channels: • Toll-free telephone hotline: 8000190 operated by GM department 46 Step Description of process Timeframe Responsibility (tentative) • Short Message Service (SMS) to 739888388 • E-mail to grm-yemen@unops.org • Letter to Former European Union Office Building, Haddah Street, Sana’a, Yemen • In-person at a physical facility (face-to-face during field visit by UNOPS City Engineers and Site Supervisors) • Grievance or suggestion boxes located at project sites • Social media • Tablet/smartphone application • Online form Sorting, processing Any complaint received is forwarded to the Project Manager; logged in the GM Register’s Log; Upon receipt Local grievance categorized according to the following complaint types: Admin, Technical, Safeguarding, of complaint focal points Financial, Procurement, PSEA, GBV. Acknowledgement Receipt of the grievance is acknowledged to the complainant by the GM Focal Point. Within 2 days Local grievance and follow-up of receipt focal points Verification, Investigation of the complaint is led by the Sector Specialist and City Engineers. Within 10 Complaint investigation, action A proposed resolution is formulated by the Project Manager/Safeguarding Specialist and working days Committee communicated to the complainant by the GM Focal Point. Monitoring and Data on complaints are collected in the GM Register’s Log and reported to the Project evaluation Manager/Safeguarding Specialist every month. Provision of feedback Feedback from complainants regarding their satisfaction with complaint resolution is collected Within 21 by the GM focal point after informing the complainant on the resolutions (corrective actions). days Training Training is delivered tor staff/consultants in the PIU, Contractors, and Supervision Consultants. Appeals process Cases are closed upon implementation of the resolution; the report on the progress signed by the two parties. Appeals will be handled when there is an update in the case. 47 6.1.2 Management of SEA/SH complaints in UNOPS UNOPS has a very detailed protocol for the referral and report of SEA cases it can be used by GM FPs as well as a summary guidance the GM FPs use it to guide them through the steps to handle SEA Cases, below is also a summary description of UNOPS handling SEA complaints process. 1. Receiving the Complaint: o The complaint can be submitted through multiple channels, such as a dedicated hotline, email address, web form, or in-person reporting. o The complaint should be documented carefully, ensuring all relevant details are captured, including the nature of the incident, the parties involved, and any supporting evidence. o Confidentiality is of the utmost importance, and the identity of the complainant should be protected throughout the process. The GBV Specialist will securely store all case files and documentation separately from GM log, with restricted access to protect survivor privacy. 2. Initial Assessment: o The complaint is reviewed to determine if it falls within the scope of the organization's SEAH policy and grievance mechanism. o An initial risk assessment is conducted to ascertain the level of urgency and any immediate actions required to ensure the safety and well-being of the complainant and other affected parties. o If such cases are reported through the Project GM, the GM Operator needs to report the case within 24 hours to the UNOPS Internal Audit and Investigation Group (IAIG) who will then inform the World Bank within 48 hours following informed consent by the survivor 3. Referral and Assistance: o Taking the survivor-centered approach into consideration and victim consent, The risk assessment will help determine what assistance may be needed. The/SEA/SH referral system will support survivors in receiving all necessary services they may choose, including medical, legal, counseling, and those cases are reported to the police with informed consent of the survivor, and this can include (but is not limited to) the following: a) Immediate physical protection/removal from danger; b) Immediate contact with services (e.g., health care, social services), and other services as appropriate: In some urgent/extreme situations you may need to consider an immediate call for police involvement and protection; c) Immediate emergency medical attention must be sought if there is a serious or life- threatening injury – remember the survivor might have sustained injuries that may not be visible. A survivor has the right to make an informed choice of services. GM, SEA Focal points and service providers should be able to provide comprehensive information about existing referral pathways. When the survivor is referred, explanation on services available and which conditions apply should be thorough. 4. Internal Reporting: o The GM focal Point and/or the PSEA FP will fill out the report and share it with the investigation Unit. o The World Bank will be reported within 48 hrs through UNOPS Internal Audit and Investigation Group (IAIG) 5. Investigation: 48 o A thorough and impartial investigation is conducted, involving interviews with the complainant, the alleged perpetrator, and any relevant witnesses. o All evidence, including documents, digital records, and physical evidence, is carefully collected and analyzed. o The investigation is carried out by trained and experienced personnel who are independent of the parties involved. 6. Findings and Determination: o Based on the investigation, a determination is made as to whether the complaint is substantiated or unsubstantiated. o If the complaint is substantiated, appropriate disciplinary or remedial actions are recommended, in line with the organization's policies and procedures. 7. Reporting and Feedback: o The survivor is informed of the outcome of the investigation and any actions taken, respecting their confidentiality. o The organization's leadership and relevant stakeholders are informed of the case and the actions taken. o Lessons learned from the case are documented to improve the grievance mechanism and SEAH prevention efforts. 8. Follow-up and Support: o Ongoing support and assistance are provided to the complainant, including access to counseling, medical services, or other necessary resources. o The organization monitors the situation to ensure the complainant's safety and well-being, and to prevent any retaliation or further incidents. 49 Table 7: Illustrative Table on the GM Steps for WHO Step Description of process Timeframe (tentative) Responsibility WHO GM implementation WHO uses Management Information System (MIS), that is Ongoing (the GM is Project management team structure developed and managed by UNICEF, to handle complaints. Clear functional) GM focal point categories and details of complaints are established, along with a defined process for collecting and resolving them. Grievance Mechanism (GM) has two parts: 1. Complaint Intake: Anyone involved in a WHO project, such as beneficiaries, community members, staff, or partners, can submit a complaint, comment or question. WHO also makes sure health workers and facility managers know about this system by including contact information in all their training materials. Submitted complaints or enquiries are recorded in the MIS according to WHO categories. 2. Resolution Process: Complaints are reviewed and addressed by GM focal point and responsible technical officers. Grievance uptake Grievances can be submitted via the following channels: During project Call centre agents (MIS • Toll-free telephone hotline: [8004090] operated by implementation team) [UNICEFF] • mailto:yemengrmehcp@who.intE-mail to yemengrmehcp@who.int • E-mail to YEMGRMehnp@who.int • Letter to WHO Yemen Country Office • In-person at a physical facility during site visits • Social media: https://www.facebook.com/WHOYemen, https://x.com/WHOYemen, https://www.instagram.com/whoyemen 50 Step Description of process Timeframe (tentative) Responsibility Sorting, processing Any complaint received is forwarded to GM focal point; logged in Upon receipt of complaint Call centre agents (MIS the call centre system (MIS), where it receives a unique team) identification number categorized according to the following complaint types: 1- Per diem and entitlements of health care workers 2- Transportation cost for caregiver in the TFCs 3- Fees for health services 4- Supplies for health facilities 5- Service quality 6- Labour issues 7- Environmental & OHS issues 8- Inadequate staff conduct 9- GBV and SEAH (see section 6.1.3 below) Acknowledgement and All complaints are entered into the call centre system, given a As soon as a complaint is Call centre agents (MIS follow-up unique reference number, and categorized according to their received team) complaint type, whereupon they are processed by the GM focal point. Verification, investigation, Grievance is managed by the GM focal point, except for Within 10 working days GM focal point action GBV/SEAH entries that are only dealt with by the GBV/SEAH focal point with full confidentiality. GM focal point gathers information about the complainant as needed, analyses grievance and refers it to the responsible technical officer through MIS system, when needed. Monitoring and evaluation A log of all complaints is maintained in the GM Register. The GM Upon receipt of complaint GM focal point focal point then takes responsibility for following up on each complaint and ensures timely resolution. Provision of feedback Feedback from complainants regarding their satisfaction with Real time Call centre agents (MIS complaint resolution is collected by call centre agents. team) Training • For Call Centre Agents Continuous (awareness GM focal point • For WHO staff session integrated into all GM focal point • For project workers at hospitals and at DHO/GHO level project trainings) GM focal point/PMU staff 51 Step Description of process Timeframe (tentative) Responsibility Appeals process If the complainants are not satisfied with the proposed When appeal occurs GM focal point resolution of the complaint, the complaint will be reopened for further review and investigation. 52 6.1.3 Management of SEA/SH complaints in WHO Available Channels: - Toll-free number: 8004090 - Email: yemengrmehcp@who.int and yemgrmehnp@who.int Steps: - Anyone who experienced or witnessed SEA/SH can anonymously contact the WHO Grievance Mechanism (GM) to report the incident. - A trained staff member will record the details confidentially. - Survivor's consent is obtained for data sharing. The survivor has complete control and decision- making power regarding the next steps. She/he must give specific permission (through a special form) for any information sharing, specifying exactly what is shared, with whom, and why. - GM operator notifies GBV officer. - The GBV officer provides emotional support (psychosocial support) and information on available resources. Additionally, the GBV officer can connect survivors with service providers, but only if the survivor agrees (with their consent). Reporting: - WHO social safeguards team notifies the World Bank about any GBV/SEAH incident within 48 hours. - Incident report details are limited to: age/sex of survivor, incident type, perpetrator affiliation, and service referral. Confidentiality: - GM operators are trained on confidential and empathetic case collection. - Only basic details are recorded: nature of complaint, perpetrator association with the project (if known), survivor age/sex (if possible), and support service referral information (if possible). - Information is stored securely in a separate system accessible only by the GBV officer. Encryption protects the data during transfer and storage. - Social safeguards team reviews GM's complaint handling. Investigations: - Allegations are handled by the Office of Internal Oversight Services, who are mandated to conduct investigations of allegations of sexual misconduct involving WHO or other partners. This Grievance Mechanism provides a safe and effective system for reporting SEA/SH incidents. 53 7. Monitoring and Reporting 7.1. Summary of how SEP will be monitored and reported upon (including indicators) The SEP will be monitored based on both qualitative reporting (based on progress reports) and quantitative reporting linked to results indicators on stakeholder engagement and grievance performance SEP reporting will include the following: (i) Progress reporting on the ESS10-Stakeholder Engagement commitments under the Environmental and Social Commitment Plan (ESCP), this includes on grievance management and the status of grievance resolution and updates provided during implementation support missions (ii) Cumulative qualitative reporting on the feedback received during SEP activities, in particular (a) issues that have been raised that can be addressed through changes in project scope and design, and reflected in the basic E&S documentation such as the Project Appraisal Document, Environmental and Social Assessments, , or SEA/SH Action Plan, Security Management Framework, Labor Management Procedures and other plans developed for the project, if needed; (b) issues that have been raised and can be addressed during project implementation; (c) issues that have been raised that are beyond the scope of the project and are better addressed through alternative projects, programs or initiatives; and (d) issues that cannot be addressed by the project due to technical, jurisdictional or excessive cost-associated reasons. (iii) Quantitative reporting based on the indicators included in the SEP. An illustrative set of indicators for monitoring and reporting is included in Annex 2. 7.2. Reporting back to stakeholder groups The SEP will be revised and updated as necessary during project implementation 7.2.1 UNICEF Summaries and internal reports on consultations, public grievances, enquiries, and related incidents, together with the status of implementation of associated corrective/preventative actions will be collated by responsible programme and risk management staff and referred to the project managers for inclusion into the bi-annual progress reports. Specific mechanisms to provide feedback to the stakeholders include the following (ref. to chapter 4.3: - Semi-annual and quarterly meetings convened in person or virtual meetings, - Regular emails, WhatsApp, calls or formal letters - Regular visits and meetings through community health workers) - Third party monitoring visits on quarterly basis - Programmatic visits by UNICEF staff on a regular basis in selected facilities - Grievance feedback mechanisms will be used to report back to stakeholders. Reporting back to the stakeholders will be on an ongoing basis and through scheduled planning and review meetings. It will be the responsibility of the programme management unit (PMU) of UNICEF to ensure that all relevant reporting is shared through the above defined methods. Specifically, the PMU will report back 54 on the participatory stakeholder engagements in sub-project design and follow up on any agreements made with stakeholders during the consultations. This reporting back to the stakeholders will be undertaken throughout the project, as appropriate and a summary provided in the progress report and during the implementation support missions. The PMU will gather all comments and inputs originating from community meetings, and GM outcomes. It will prepare summaries, where relevant, of all stakeholder engagements where feasible. The information gathered will help ensure that the project has general information on the perception of communities, and that it remains on target. It will be the responsibility of the PMU to respond to comments and inputs, and to keep open a feedback line to the communities, as well as to the state and county authorities. 7.1.2 UNOPS - UNOPS will regularly update and monitor the implementation of the Stakeholder Engagement Plan and update the progress reports quarterly. - UNOPS will periodically submit progress reports with the new updates of the SEP during supervision missions' meetings. - UNOPS will report back regularly either verbally or in writing to the stakeholders on the previous period during each periodical consultation. - UNOPS and its Implementing Partners will continue carrying out stakeholder engagement activities and SEP update during the implementation of the project-AF3. The stakeholder engagement activities will continue to be documented through UNOPS’ reporting and documentation as part of the project progress reporting requirements. WHO WHO strives to involve stakeholders in monitoring activities, as monitoring and evaluation of the stakeholder engagement is recognized as vital to ensuring the project can respond to identified issues. Adherence to the following characteristics/commitments/activities will assist in achieving successful engagement: • Sufficient resources to undertake the engagement. • Inclusivity (inclusion of key groups) of interactions with stakeholders. • Promotion of stakeholder involvement. • Clearly defined approaches; and • Transparency in all activities. Monitoring of the stakeholder engagement allows to evaluate its efficacy . Specifically, by identifying key performance indicators that reflect the objectives of the SEP and the specific actions and timing, it is possible to both monitor and evaluate the processes undertaken. The main monitoring responsibilities will be with the project as the management entity of the GM and overall project-related environmental and social monitoring and as implementer of the current SEP. The GM will be a distinct mechanism that will allow stakeholders, at the community level, to provide 55 feedback on project impacts and mitigation programmes. The ESMF will lay out environmental and social risk mitigation measures, with a dedicated E&S monitoring and reporting plan. A Third-Party Monitor (TPM) will be engaged by the project on a competitive basis to provide independent operational review of project implementation, as well as verification of all project results. The scope and methodology of the TPM will be agreed with the World Bank, and quarterly monitoring reports will be shared. Reporting back to stakeholder groups The current SEP will be periodically revised and updated as necessary during project implementation 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 updated SEP. Regular summaries and internal reports on public grievances, enquiries and related incidents, together with the status of implementation of associated corrective/preventative actions, will be collated by responsible staff and referred to the senior management of the project. The regular summaries will provide a mechanism for assessing both the number and the nature of complaints and requests for information, along with the Project’s ability to address those in a timely and effective manner. Information on public engagement activities undertaken by the Project during the year may be conveyed to the stakeholders in two possible ways: • Publication of a standalone annual report on parent project and AF’s interaction with the stakeholders. • A number of key performance indicators will also be monitored by the project on a regular basis, including the following parameters: o Number of public hearings, consultation meetings and other public discussions/forums conducted within a reporting period (e.g., monthly, quarterly, or annually) o Frequency of public engagement activities. o Number of public grievances received within a reporting period (e.g., quarterly or annually) and number of those resolved within the prescribed timeline. 56 Annexes • Annex 1. Template to capture minutes/records of consultation meetings • Annex 2. Sample Table: Monitoring and Reporting on the SEP 57 Annex 1: Template to Capture Consultation Minutes Topic/purpose of Stakeholder (group or Summary of Date and Location Follow-up Action/Next consultation individual) discussions Steps; who is responsible; deadlines Annex 2. Sample Table: Monitoring and Reporting on the SEP UNICEF SEP performance questions Indicators Data Collection Methods • How often are users of the • Frequency of consultation sessions in supported PHC facilities (target: TPM report supported PHC services quarterly) consulted? • Proportion of sampled project stakeholders aware of the available GM TPM report • What are the awareness levels of (target: 70%) project stakeholders regarding the available GM? • % of grievances received that are addressed and responded to within a UNICEF-MIS timeline that has been specified and communicated by the project (target: 90%) • How quickly are the grievances resolved per the timeline in the SEP? 58 • How many people were engaged • Number of participants in general community meetings and female- EHCP programme in community consultation only community meetings, disaggregated by gender of the participant reports activities, including vulnerable and inclusion of vulnerable groups (target: 20,000 for general groups? meetings, 7,000 for female only meetings) • % of community meetings where the key project and ESS messages were disseminated and discussed (target: 90%) • Was project priority information TPM report/UNICEF disclosed to relevant parties • Recipients who received information from at least one of the direct or Programme Monitoring throughout the project cycle? indirect means of facilitation about payment dates, times and places Reports (target: 90%) TPM report UNOPS SEP performance questions Indicators Data Collection Methods • How many people were engaged • Number of participants in general community meetings disaggregated by UNOPS reports in community consultation gender of the participant and inclusion of vulnerable groups, target: 2686 activities, including vulnerable for general meetings, 1370 for female only meetings) groups? • How fast are grievances resolved • % of grievances received that are addressed and responded to within a UNOPS reports per on the SEP timeline timeline that has been specified and communicated by the project (target: 90 %) WHO SEP performance questions Indicators Data Collection Methods 59 • How quickly are the grievances • % of grievances received that are addressed and responded to within a WHO reports resolved per the timeline in the timeline that has been specified and publicly communicated by the project SEP? (target: 90%) • How many people were engaged • Number of participants in general community meetings disaggregated by WHO reports in community consultation gender of the participant and inclusion of vulnerable groups, target: 1500 activities including vulnerable participants with 30% female participation groups? 60