STRENGTHENING REFORM MANAGEMENT IN JORDAN (P171965) STAKEHOLDER ENGAGEMENT PLAN (SEP) January 2023 Contents 1. INTRODUCTION ............................................................................................................................................ 3 1.1. DESCRIPTION OF THE PROJECT ............................................................................................................ 3 1.2. OBJECTIVES OF THE STAKEHOLDER ENGAGEMENT PLAN ................................................................... 4 2. SUMMARY OF PREVIOUS STAKEHOLDERS’ ENGAGEMENT ACTIVITIES ....................................................... 5 2.1. STAKEHOLDER COORDINATION ........................................................................................................... 5 2.2. KEY CONSULTATION ACTIVITIES .......................................................................................................... 5 2.3. GOOD REGULATORY PRACTICES: ISSUING LEGISLATION IN JORDAN ................................................17 3. STAKEHOLDER IDENTIFICATION AND ANALYSIS ........................................................................................ 19 3.1. AFFECTED STAKEHOLDERS .................................................................................................................21 3.2. INTERESTED STAKEHOLDERS .............................................................................................................23 3.3. DISADVANTAGED / VULNERABLE INDIVIDUALS OR GROUPS ............................................................24 3.4. SUMMARY OF STAKEHOLDER NEEDS ................................................................................................24 4. STAKEHOLDER ENGAGEMENT PLAN .......................................................................................................... 27 4.1. PURPOSE AND TIMING OF STAKEHOLDER ENGAGEMENT PROGRAM ..............................................27 4.2. PROPOSED STRATEGY FOR INFORMATION DISCLOSURE ..................................................................31 4.3. PROPOSED STRATEGY FOR CONSULTATION ......................................................................................32 4.4. PROPOSED STRATEGY FOR ENGAGEMENT WITH MDAS AND DEVELOPMENT PARTNERS ...............33 4.5. PROPOSED STRATEGY TO INCORPORATE THE VIEW OF VULNERABLE GROUPS ...............................33 4.6. TIMELINES ..........................................................................................................................................33 4.7. REVIEW OF COMMENTS ....................................................................................................................34 4.8. FUTURE PHASES OF PROJECT.............................................................................................................34 5. RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING THE STAKEHOLDER ENGAGEMENT PLAN ...... 34 5.1. RESOURCES ........................................................................................................................................34 5.2. MANAGEMENT FUNCTIONS ..............................................................................................................36 6. GRIEVANCE MECHANISM .......................................................................................................................... 37 6.1. Up take Channels ...............................................................................................................................37 6.2. Grievance operating procedures .......................................................................................................38 7. MONITORING AND REPORTING ................................................................................................................. 40 7.1. INVOLVEMENT OF STAKEHOLDERS IN MONITORING ACTIVITIES .....................................................40 7.2. REPORTING BACK TO STAKEHOLDER GROUP ....................................................................................40 Annex A: Stakeholder Analysis Per Reform Pillar .............................................................................................. 42 Annex B: Stakeholder Engagement Guidance Note .......................................................................................... 57 1 ABBREVIATIONS CoM Council of Ministers CRI Competitiveness Reinforcement Initiative CSO Civil Society Organization DB Doing Business DPF Development Policy Financing ESS Environmental and Social Standard FDI Foreign Direct Investment GIEP Government Indicative Executive Program GoJ Government of Jordan GM Grievance Mechanism GRP Good Regulatory Practices JNCW Jordanian National Commission for Women MDTF Multi-Donor Trust Fund MoPIC Ministry of Planning and International Cooperation NAF national Aid Fund NGO Non-Governmental Organization NRGS National Registry of Government Services PAP Project Affected People PforR Program for Results PIM Public Investment Management PPD Public-Private Dialogue PPP Public Private Partnerships PwD People with Disabilities RIA Regulatory Impact Assessment RS Reform Secretariat SEF Stakeholder Engagement Framework SEP Stakeholder Engagement Plan WB World Bank WBG World Bank Group WG Working Group 2 1. INTRODUCTION 1.1. DESCRIPTION OF THE PROJECT This document is the Updated Stakeholder Engagement Plan (SEP) for the Strengthening Reform Management in Jordan: Additional Financing (referred hereinafter as “the Project�). The SEP for the original project was approved by the World Bank and disclosed on the website of the Ministry of Planning and International Cooperation (MoPIC) and the World Bank in July 2022, during implementation of the original project. The SEP was prepared in accordance with the Stakeholder Engagement Framework (SEF) that was developed during preparation of the original project, and was disclosed on 30 October 2019. The Project is financed by the Recipient Executed Window of the Jordan Multi-Donor Trust Fund (MDTF). The Project Development Objective is to strengthen coordination and delivery of policy reforms in Jordan with a focus on the updated Reform Matrix. The project is implemented by the Reform Secretariat in the Ministry of Planning and International Cooperation (MoPIC). The proposed project will support the coordination and implementation of the updated Reform Matrix 2018-2024 which was approved by the Cabinet in October 2022, the updated Reform Matrix is the reference plan for economic reform and growth of the Government of Jordon that spans across 12 pillars in various sectors. The project has 3 components: Component 1. Enhancing Reform Management by the Reform Secretariat. This component will support the Reform Secretariat build their capacity to manage and coordinate various reforms under updated Reform Matrix implemented by various implementing ministries, departments and agencies (MDAs) as well as their project management for the RETF. Activities will support the Reform Secretariat strengthening their core mandate such as policy dialogue and reform program management, M&E, project and reform related stakeholder engagement and communication. While the Reform Secretariat was fully operationalized, institutional capacity needs to be further strengthened to coordinate with MDAs in implementing reforms. Most staff in the Secretariat are tasked with administrative functions such as procurement, financial management, environment and social development, and their capacity to engage in policy dialogue with MDAs can be improved especially on topics such as public sector, agriculture, energy, trade and tourism. The Reform Secretariat still needs to further build its technical expertise to engage in policy dialogue on reform implementation in light of the expanded scope of the updated Reform Matrix. In addition, the Secretariat plans to engage with a broader range of external stakeholders, particularly with civil society and businesses to inform the reform implementation progress. The Secretariat has been responding to MDAs’ requests for support through the RSF in an ad hoc matter and there is a need to strengthen strategic prioritization and selection processed. Furthermore, there has been some confusions among the Secretariat staff around the reform coordination activities extended to MDAs and their obligations to manage this RETF project, for example, the reporting of the implementation 3 progress of the Reform Matrix and the progress made with the PDO and project results framework, as many of the tasks are done by the same Secretariat staff under this component. Component 2. Supporting MDAs through Reform Support Fund. This component will support the operationalization of the Reform Support Fund (RSF) that was established within the Reform Secretariat. The RSF facilitates the Reform Secretariat extend reform activities to MDAs implementing specific reforms under the 12 pillars of the updated Reform Matrix. The Reform Secretariat will use the resources in the RSF to provide technical assistance to reform implementing MDAs. Component 3. Strengthen the public investment management (PIM) and public private partnership (PPP) and public procurement framework and function. This component will support the implementation of PIM & PPP and public procurement reforms by operationalizing PIM & PPP and public procurement process that were developed. It will support building the capacity of the PIM unit, PPP unit, Government Procurement Department and other relevant entities involved in the reforms. The Reform Secretariat in the Ministry of Planning and International Cooperation (MoPIC) is the implementing agency for this RETF project and the Reform Secretariat will liaise with various MDAs including PIM unit, PPP unit, Government Procurement Unit and other entities relevant to implementing reforms for capacity building activities. The SEP will be implemented by the Reform Secretariat. The SEP plays a key role under Component 1, in supporting the RS and their strengthened role under the Project for reform related stakeholder engagement and communication. 1.2. OBJECTIVES OF THE STAKEHOLDER ENGAGEMENT PLAN . This SEP provides an overview of what information about reform processes will be in the public domain, in what languages, and where it will be located. It explains, in general, the opportunities for public consultation, and explain how people will be notified of new information or opportunities for comment and how comments will be assessed and taken into account. It also describes the project’s grievance mechanism and how to access this mechanism and how grievances will be managed. The SEP seeks to define a technically and culturally appropriate approach to consultation and disclosure within reform processes. The goal of this SEP is to improve and facilitate decision making and create an atmosphere of understanding that actively involves Reform-affected people and other stakeholders in a timely manner, and that these groups are provided sufficient opportunity to voice their opinions and concerns that may influence decisions. The SEP is a useful tool for managing communications between MoPIC and its stakeholders (including line agencies’ stakeholders). As per the Environmental and Social Standard ESS 10 Stakeholders Engagement and Information Disclosure, the line agencies, with RS support, should provide stakeholders with timely, relevant, understandable and accessible information, and consult with them in a culturally appropriate manner, which is free of manipulation, interference, coercion, discrimination and intimidation. 4 The Key Objectives of the SEP can be summarized as follows: • Provide guidance for stakeholder engagement that meets the standards of good International Practice (see Annex B: Stakeholder Engagement Guidance Note). • Identify key stakeholders that are affected, and/or able to influence the reform and its activities. • Identify the most effective methods, timing and structures through which to share information, and to ensure regular, accessible, transparent and appropriate consultation. • Develops a stakeholder engagement process that provides stakeholders with an opportunity to influence reform planning and design. • Establish formal Grievance Mechanisms. • Define roles and responsibilities for the implementation of the SEP. • Define reporting and monitoring measures to ensure the effectiveness of the SEP and periodical reviews of the SEP based on findings. 2. SUMMARY OF PREVIOUS STAKEHOLDERS’ ENGAGEMENT ACTIVITIES Since the Reform Secretariat has been established within MoPIC, several stakeholder engagement activities were led by the RS, while other activities were supported by the RS. During implementation of the original project, the RS also played the leading role within the Government of Jordan, to update the Reform Matrix itself, and conducted intensive stakeholder consultations internally within the government and externally, such as with business communities and discussed synergies with GoJ’s economic and reform strategies. A summary of Engagement activities is provided in this Section. 2.1. STAKEHOLDER COORDINATION The Reform Secretariat ensures implementation of the Reform Matrix through proper follow-up and efficient coordination of the Reform Matrix which takes place with the GoJ agencies, World Bank Group (WBG) and development partners. Additionally, the Reform Secretariat has played a key role in coordinating the implementation of the commitments within the World Bank’s First and Second Development Policy Financing (DPF I, P166360 and DPF II, P168130-closed), the Economic Opportunities for Jordanians and Syrian Refugees PforR (P171172) and Inclusive, Transparent and Climate Responsive Investments Program for Results (P175662). Finally, the Reform Secretariat supported the GoJ throughout the process in developing national plans and programs through providing technical inputs, engagement and coordination with MDAs including PIM—PPP unit, decision makers, development partners and private sector. The programs / national plans that the RS supported GoJ in include the Economic Recovery response policy to COVID-19, the Indicative Executive Program (2023-2025) of the Economic Modernization Vision 2033 and Government Priorities Program 2021-2023. 2.2. KEY CONSULTATION ACTIVITIES 2.2.1. CONSULTATIONS ON POLICIES WITHIN THE REFORM MATRIX AND OTHER NATIONAL INITIATIVES 5 During implementation of the original project, the Reform Secretariat had supported the MDAs in several policies through organizing consultations sessions, helping present the policies, putting documents together, being part of designing the policy and presenting it to the stakeholders. One of the most critical functions of the Reform Secretariat is continuous engagement with MDAs and development partners along with supporting MDAs in engaging with civil society and private sector. Table 1 below illustrates the most important stakeholder engagement activities that have been conducted since 2018 by the Reform Secretariat. Stakeholders consulted include development partners, private sector, NGOs/CSOs (examples of participants are highlighted in the table) and government agencies. Table 1: Summary of Conducted Stakeholder Engagement Activities (under original project) # of attendees # Year Stakeholder Activities Discussions (females) Updating the Reform Matrix • Review the Reform Matrix in detail. • Provide write up articulating the background of the reform, assess its priority, and suggest next steps/reforms. • Incorporate the • Round of meetings and environmental consultations with the Can’t count and gender Subject matter WB TTLs the numbers aspects across experts (WB, • Meetings with gender due to the the Reform 1- Canadian expert and environment different Matrix. 2020 - 2021 3 Embassy, EU consultants formats that • Review, re-define among others) • Rounds of consultation the and reprioritize MDAs sessions on the updated consultations existing reforms. Reform Matrix with were held in. • Include actions in MDAs. response to COVID-19 pandemic. • Specify new actions for 2021, 2022, 2023 and 2024. • Walk through the initial draft of the Reform Matrix with MDAs and get their 6 feedback and suggestions. • Finalize the Reform Matrix. • Present and discuss the updated Reform Consultation session on the Matrix. updated Reform Matrix with • A copy of the 4 2021 Private sector 7 Private sector updated Reform representatives Matrix was shared with the representatives for feedback • The updated Reform Matrix was presented and discussed • Consult with Hybrid technical meeting on Development development 5 2021 the updated Reform Matrix 59 / (33) partners partners. with development partners • A flyer on the RS and Reform Matrix was shared with the attendees Specific policy reforms Engagement throughout the preparation of the PIM – PPP Facilitate the drafting of the Governance MoITS, PPP Public Investment (Multiple Framework, the Unit, MoF, JIC, Management - Public Private 6 2019 engagements Reform Secretariat RHC, PMO – Partnership Policy Note and occurred) was the facilitator IDU, WB endorsed the PIM - PPP for the working Governance Framework group from preparation up to approval of the framework by COM. Engagement throughout the MoITS, PPP preparation of the (Multiple Unit, MoF, JIC, Facilitate the drafting of PPP PPP Law, the Reform 7 2019 / 2020 engagements RHC, PMO – Law Secretariat was the occurred) IDU, WB facilitator for the working group from preparation up to 7 approval of the Law by COM. Discuss the draft MoITS, PPP PPP Law and get Unit, MoF, JIC, feedback from the RHC, PMO – Consult with private sector private sector and 8 2020 IDU, private and development partners 22 (4) development sector and on the draft PPP Law partners prior to development going through the partners official government cycle. Discuss the draft Introduce a new Investor IGM and get Grievance Redress feedback from the JIC, private 9 2020 Mechanism supported by a 19 (3) private sector prior sector, WB new Investor Grievance to going through the Bylaw official government cycle. Introduce and consult the Green Bonds Guidelines in MoEnv, CBJ, partnership with JSC, MoF, PPP A consultation session on the MoEnv with MoF, 10 2021 31 (10) Unit, MoPIC, Green Bonds Guidelines CBJ, JSC, CCD, PPP CCD unit and PIM unit prior to issuing Green Bonds Guidelines. Present the new service delivery and support the GoJ Coordinate, facilitate and agencies in moderate the introductory developing an UK, WB and workshop to support effective NRGS and 11 2021 Government enhancing the National 35 policy tools to entities Registry of Government monitor services Services (NRGS) at 20 GoJ performance agencies standards based on the end users’ feedback Support the Ministry of Ministry of Investment to introduce and Investment consult on the new Introduce and (MoInv), Investment Promotion consult the new 12 2022 Over 80 (%40) Private Sector, Strategy, the RS reached out Investment Development to donors to join the Promotion Strategy. Partners consultations on the Investment Promotion 8 Strategy. Also, RS supported MoInv to prepare the draft strategy in partnership with WB. Development partners (AFD, KFW, WB, GIZ, Facilitate discussions on the Present and provide USAID, EU, UK Water Financial (Multiple an update on the Embassy, Sustainability Roadmap 13 2021 / 2022 engagements roadmap and Embassy of the including the different occurred) financial model and Kingdom of financial model options on to get feedback Netherlands), the Water Tariff MoF, MEMR, MoWI Discuss and prioritize the review of legislations that Private Sector fall within the fifth (tourism Coordinate a consultation on axis (the reform axis) professions the legislations governing the 14 2021 of MoTA’s strategy associations), Tourism Sector with the for the years (2021- Prime Ministry, private sector 2025) to review MoTA legislation and set priorities for the year 2021-2022 Other initiatives by the Reform Secretariat Private sector (Jordan Chamber of Industry…) GoJ agencies (MoL, TVSDC, 25 sessions during the design VTC, MoA, SSC, of the National Employment MoF…) Fund including consultation INGOs and implementation (Multiple (including ILO, Present the 15 2021- 2022 arrangement, social and engagements GIZ, WB…) program, consult environmental impact, occurred) CSOs, NGOs stakeholder engagement (10 and Business facilitated and 10 moderated associations and 5 participated) (Intaj and Injaz, JRF…) Training providers (BDC, Luminus, NETS, National 9 Center for Human Resources) Private Sector Present the final (JEDCO, Jordan project design, and Export, JLGC, discuss the Chamber of implementation Industry) Coordinate, moderate and mechanisms and Development (Multiple participate in the design of tools, present and 16 2021- 2022 Partners engagements the Industrial Fund through discuss the E&S (USAID, GIZ, occurred) multiple sessions documents, present DFID, the challenges Netherlands) facing SMEs in the JRF, Awraq for manufacturing Investment sector The survey covers areas such as policies; access to markets; finance; Share the Jordan Green human capital; and Business Survey (Green other aspects linked 29 March competitiveness to challenges and 17 Private Sector 24 2022 engagement in Jordan) with opportunities our contacts from private companies face in sector to fill it out Jordan. The data of this survey will contribute to practical policy recommendations. Coordinate support Development Conduct a meeting between to the RS and ensure 18 2022 partners 5 (4) USAID-ERA and WB no overlap in the (USIAD- ERA) support Development partners Coordinate a donor Introduce the new (ESCWA, coordination meeting for the project and identify 19 2022 16 (6) UNDP, EU, ILO, Jordan Statistics potential areas of USAID, UK, UN Modernization Project collaboration. Women) Discuss the design and provide them Conduct a meeting with GIZ with technical input Development 20 2022 on the Good Regulatory 3 on the current work partners (GIZ) Practices project being done on GRP and to ensure no overlap 10 Conduct 5 virtual awareness sessions to the private sectors on Doing Business Raise awareness on reforms in partnership with the achieved the MDAs on five indicators 21 2021 Private Sector 50 (15) reforms and the (trade across border, registry impact on ease the property, enforcing doing business Contracts, construction permits and starting a business) Development Present and discuss Facilitate and participate in partners, (Multiple the priorities to the the development of the 22 2021/2022 implementing engagements development priorities that are in line with agencies and occurred) partners and private the Reform Matrix private sector sector Development Facilitate and provide Discuss the drafting partners (Multiple technical inputs on all the of the law and 23 2021/2022 (mainly USAID engagements elements of the Omnibus provide technical Pragma) and occurred) Investment Law input GoJ agencies Agriculture Sector players (two Donors, one Association, six Government Understand the In-person interviews with entities, three cluster reality and 24 2020 Agriculture sector players 58 Input identify the Suppliers, two challenges Buyers, one Logistics, one testing laboratory, 42 farmers) Analyze and International Interviews with international benchmark Jordan’s players in 25 2020 players in Fresh produce 14 Agricultural Fresh produce exports activities along its exports value chain Private sector Strategy Confirmation Discuss the initial 26 2020 (Change workgroups with change 5 findings of the leaders) leaders second phase Define the key Farmers, Conduct 18 working group (Multiple actions and policies customs sessions with farmers, engagements that will improve 27 2020 officials, and customs officials, and WB occurred the situation of WB consultants, etc… on the around 100) exported fresh consultants third phase produce and to 11 have a set of agents thinking, talking, and developing the defined strategic reasoning to launch these actions Private sector and individuals Brief and update value chain Value chain actors actors on the findings and (Farmers, RSS, (Multiple developments of logistics, engagements 28 2020 Conduct 7 public sessions the value chain wholesalers, occurred analysis of the retailers, around 100) agricultural sector associations), in both Mafraq and WB and Deir Alla Government entities Private sector (Logistics Meetings held with 29 2021 service Five Meetings 35 different 3PLs to providers), promote use of SLA. WB, JIC Mashreq Facilitate and coordinate a Gender Gender tagging of 30 2021 discussion on Gender 11 (7) Facility, WB, the Reform Matrix Tagging of Reform Matrix MoPIC Private sector and individuals Value chain Train value chain actors Coordinate and facilitate a actors on Standard (Farmers, training session on Standard operating post- logistics, operating post-harvest harvest procedures 31 2021 - wholesalers, procedures for three crops for three crops retailers, (Tomato, Strawberry, (Tomato, associations, capsicum) Strawberry, Academia), capsicum) WB, GoJ agencies consultant on Development Facilitate and participate in a Gender and Partners and consultation on Gender and 32 2021 14 (11) Inclusion Action Individual Inclusion Action Plan for the Plan for the National consultants National Tourism Strategy Tourism Strategy Mashreq Participate in gender Gender integration Gender 33 2022 integration into Reform 22 (12) into the Reform Facility, WB, Matrix pillars Matrix MoF 12 Development Discuss the partners, (Multiple upcoming Country Facilitate 3 Stakeholder private sector, engagements Climate and 34 2022 consultations for the CCDR GoJ agencies, occurred Development report NGOs and around 100) Report (CCDR) deep CSOs dive analytical work 2022 Development Facilitate Jordan’s Climate 35 (13) 2022 Partners Commitments Pre-COP (FCDO, WB, Coordination Meeting 36 Canadian Embassy, EU), MoEnv 2022 WB, Jordanian Support in the training Explain the and Palestinian session on the Value Chains experience in government and Industry Analysis implementing 37 officials competitiveness reinforcement initiative 2022 Public sector Consultation with Discuss the financial and Donors international community on Sustainability 38 the Financial Sustainability Roadmap for Water Roadmap for Water Sector Sector 2022 Public and Consultation session on Discuss the New Private Sector Investment law Investment Law 39 2022 Donors Conduct a coordination To discuss the session on support to needed support to 40 customs Customs 2022 Public Sector Conduct a consultation To consult on session on unifying boarder unifying boarder 41 control agencies control agencies 2022 Donors Conduct a coordination To discuss tourism session on tourism regulations 42 regulations 13 2022 Conduct a coordination To discuss tourism session on tourism regulations Public and regulations 43 Private Sector To discuss the Companies Law Public and Consultation session on 44 2022 Private Sector Companies law To discuss the competition law Public and Consultation session on 45 2022 Private Sector competition law Public sector Consultation session on To discuss the public 46 2022 and Donors Public Procurement procurement Pakistani Delegation who visited MOPIC to exchange 47 2022 views about Jordanian Public Servant systems and Institutional setup Public Security Follow up on the Directorate progress of the (Traffic Police), Recipient-executed Traffic Safety component of the Institute, Sustainable Finance Ministry of for Road Municipal Maintenance Round of kick-off Affairs, Management consultations with key Greater Technical Assistance stakeholders from the 48 2022 Amman 25 (40%) financed by Jordan Government of Jordan’s line Municipality Growth Multi- ministries on the Road Safety (GAM), Donor Trust Fund Assessment Ministry of (MDTF); and kick-off Higher the consultations Education and with key Scientific stakeholders from Research, the Government of Ministry of Jordan’s line Education, ministries on the 14 Ministry of Road Safety Finance, Assessment, and Ministry of discuss next steps Justice. WB for the update of the National Transport Policy. WBG, MOPIC, Hearing feedback EMRC, NEPCO, and views. As well as MEMR, A workshop on Electric discuss the MOENV, LTRC, Mobility Development in technical assistance 49 2022 45 (40%) GAM, MOT, Jordan Towards a National on “Options for private sector Strategy National E-Mobility and consulting Strategy in Jordan� companies funded by the MDTF 50 Communications – Technical Email Newsletters Kick off Newsletter October providing a 35 2021 background on RS and Reform Matrix Cover the major events took place in November (Regulatory Impact November Assessment 36 2021 workshops and Development Technical Donor partners, Meeting on the public sector, Email Newsletters 1,429 updated Reform private sector, Matrix) NGOs and Share news on the CSOs introductory workshop to December 37 support enhancing 2021 NRGS at the Government of Jordan Agencies January Measures to ease 38 2022 doing business February Provide an update 39 2022 on the PPP in Jordan 15 Cover the major events took place in March (4th JTF meeting and the 40 March 2022 new Investment Promotion Strategy consultation session) Update on Digital Transformation in Jordan (cover the latest workshop on Digital August Transformation that 2022 took place in July to present the journey of the United Kingdom and best practices.) COM approval on December the updated Reform 2022 Matrix Other Initiatives by MDAs PIM adopted commitment 6 of the 5th National Action Adopted public Plan for Open Government consultation and that aims to engage local citizen engagement communities/stakeholders methodology and throughout the different expected to be 41 2022 PIM Unit stages of governmental - applied to one pilot capital/investment projects projects, possibly to support the alignment and the Amman Aqaba responsiveness of these Water Desalination projects to community needs and Conveyance and to improve the level of Project. public services. 2.2.2. KEY FINDINGS AND FEEDBACK RECEIVED FROM PARTICIPANTS 16 One of the main functions of the RS is to continuously engage and consult with stakeholders namely MDAs and International Community while supporting MDAs in consultations with the private sector and civil society. Those stakeholder engagement activities haven’t been done in a systematic way. Therefore, the reporting on those activities were not done holistically. For example, the reporting did not record the main findings and issues received from stakeholders during or as a result of the consultations that took place previously, as well as the key findings of the stakeholders’ engagement activities that were conducted by the MDAs. Yet, the RS took into account the key feedback when developing and updating the Reform Matrix or any other policy documents that have been discussed with the stakeholders. For example, in the consultations that were held on the Reform Matrix, a copy of the Reform Matrix was shared with the stakeholders to give them some time to add their feedback on it and hand it over to the RS, after which the RS took them into consideration and discussed some of them with the relevant stakeholders. The RS started to enhance its reporting back to stakeholders this year and plans to further enhance it. Specifically, the RS is developing the system and building the capacity of the MDAs on SEP. The SEP outlines the methods that the RS will use to conduct its stakeholder engagement activities. It also provides guidance to MDAs’ on good stakeholder engagement practices. The RS will report on their activities using the recently developed reporting tool. 2.3. GOOD REGULATORY PRACTICES: ISSUING LEGISLATION IN JORDAN In 2016, GoJ in cooperation with the WBG designed and assessed the current practices (legal and institutional) for issuing the different forms of legal instruments as a step to develop a well-designed regulatory framework. One of the main findings of the assessment is that Jordan needs an urgent reform related to the regulatory unpredictability which is adversely affecting the enterprises and the business environment. This has led to the development of the Code of Governance Practices of Policies and Legislative Instruments in Government Departments. The Code of Governance Practices of Policies and Legislative Instruments in Government Departments has been enacted by the Council of Ministers in 2018. The purpose of the code is to reduce investments and businesses risks ensuring that the legislative instruments enable and facilitate procedures and ease of doing business. 2.3.1. IMPLEMENTATION OF THE CODE OF GOVERNANCE PRACTICES Six government implementing agencies namely Ministry of Labor, Ministry of Industry Trade and Supply, Greater Amman Municipality, Jordan Customs, Jordan Investment Commission, and Income and Sales Tax Department piloted the implementation of the code by conducting a pre-electronic consultation on all draft regulations before sharing the final draft to Council of Ministers for approval, as they publish the draft legislation on their website for consultation which is available for everyone for feedback before the legislation gets submitted to Cabinet. GoJ issued a ‘Legislation Data Memorandum’, which is a document that all GoJ entities submitting new regulations will be required to fill it out. The memorandum provides information on the type and 17 details of consultations conducted with the public and private sector including providing sufficient proof that the parties impacted have been consulted. In parallel, the GoJ is working on amending the Regulatory Impact Assessment Guidelines which will outline RIA procedures in detail and when GoJ should conduct RIA, and when they should not. Currently, three RIAs are being worked on namely Flexible Labor, Home-Based Nurseries and Adventure Tourism. GoJ will be working on additional 24 RIAs in next four years. Finally, GoJ is working to establish a unified public consultation portal that will cover all the government agencies which are anticipated to be completed by 2022. 2.3.2. ROLE OF THE REFORM SECRETARIAT The Reform Secretariat established in 2019 to lead on supporting implementation of the Reform Matrix following the launch of the Reform Matrix during the London Initiative “Jordan: Growth and Opportunities�. The main functions of the Reform Secretariat include: • Drive and monitor implementation of the Reform Matrix. • Report on implementation progress of reforms • Coordinate implementation of reforms among stakeholders (Government of Jordan MDAs and International Partners) • Support the identification and provide technical assistance as needed. • Conduct periodic review of the Reform Matrix. • Lead on specific reforms that involve multiple stakeholders. • Lead on international indicators pertaining to investment climate and Women, Business and the Law. • Alongside overseeing the implementation of the Reform Matrix, the Reform Secretariat continues to manage the implementation various World Bank operations including Economic Opportunities for Jordanians and Syrian Refugees Program for Results and Inclusive, Transparent and Climate Responsive Investments Program for Results, Second Equitable Growth and Job Creation Development Policy Loan, and Strengthening Reform Management Investment Project Financing. All those operations support the implementation of the Reform Matrix. Finally, the Reform Secretariat is the focal point from the Government of Jordan side for the Jordan Inclusive Growth and Economic Opportunities Multi-Donor Trust Fund which is managed by the World Bank Group, Co-Chaired by Ministry of Planning and International Cooperation, and currently funded by the governments of United Kingdom, Netherlands, Canada, Germany and Norway. The RS plays a vital and proactive role in taking the Good Regulatory Practices reform agenda forward by coordinating between the different parties including Legislative and Opinion Bureau, Prime Ministry Office, and other government implementing agencies. The RS also facilitates and supports the implementation of the different elements of the Good Regulatory Practices reform agenda which 18 is an important stakeholder engagement tool for the MDAs such as conducting Regulatory Impact Assessments (RIA) and establishment of a unified public consultation portal for regulatory reform. This tool will allow MDAs to engage and consult with all stakeholders including general public, civil society and private sector. The RS also continues to engage extensively to promote a stable business environment for the private sector through ensuring proper consultation and public-private dialogue are taking place as part of the implementation of the Predictability Framework which is a key deliverable under the WB Economic Opportunities PforR program. The RS provides support and follows-up with the above- mentioned six MDAs to ensure that all new laws, regulations, and instructions are posted on their relevant websites to get the private sector feedback. The Reform Secretariat will work closely with three main stakeholders which are: (i) Political Leadership; (ii) GoJ MDAs; and (iii) Development Partners. Also, the RS will work through GoJ MDAs in order to achieve the objectives of the SEP by building their capacity in this regard and provide support to them to reach out to other stakeholders (private sector and civil society including vulnerable groups) and ensure their engagement. 3. STAKEHOLDER IDENTIFICATION AND ANALYSIS This section identifies key stakeholders who will be engaged, informed and consulted about the Updated Reform Matrix, including individuals, groups, or communities that i) are affected or likely to be affected by the regulatory reform (project-affected parties); and ii) may have an interest in the regulatory reform (interested parties), as well as the disadvantaged and vulnerable groups. To meet the best practice approaches, RS will apply the following key principles for stakeholder engagement, which in alignment with the WB principles: 19 1. Targeted 11. Ongoing 2. Early 10. Reported 3. Informed back Stakeholder 9. Engagement 4. Documente Principles Meaningful d 8. Free 5. two-way from to exchange manipulatio views and n or information coercion 6. Gender- 7. Localized inclusive • Openness and life-cycle approach: targeted consultations for the project will be arranged during the preparation phase, carried out in an open manner, free of external manipulation, interference, coercion or intimidation. • Informed participation and feedback: information will be provided to and widely distributed among all stakeholders in an appropriate format; opportunities are provided for communicating stakeholders’ feedback, for analyzing and addressing comments and concerns. • Inclusiveness and sensitivity: stakeholder identification is undertaken to support better communication and build effective relationships. The participation process for the projects is inclusive. All stakeholders always encouraged to be involved in the consultation process. Access to key information about the Project is provided to all stakeholders equally. REFORM MATRIX PILLARS The following are the 12 pillars under the Updated Reform Matrix: 20 Fiscal Policy Public Sector Efficiency and Governance Business Enabling Environment Investment and Trade Promotion Access to Finance and Capital Market Labour Market and Skills Development Social Safety Nets Transportation Sector Energy Sector Water Sector Agriculture Sector Tourism Sector Each pillar has its own set of stakeholders and constraints to implementation requiring an appropriate consultation mechanism. The identification of stakeholders has been developed by the RS. Mainly, stakeholders typically fell into six categories: • Political Leadership: Council of Ministers and Parliaments • MDAs: including line ministries and agencies • Private sector: a wide range of private interests • Development Partners: donors and International Community • Civil society: non-governmental organizations (NGOs), Civil Society Organizations (CSOs) and media • Disadvantaged and vulnerable group 3.1. AFFECTED STAKEHOLDERS The primary affected stakeholders are those who may be directly or indirectly affected by the regulatory reform, positively or negatively. In this context, affected parties are divided into four sub- groups: Group (A) Civil Society: Mainly the general public who will be directly or indirectly affected by the 21 reform outcomes. The Reform Secretariat will work with this group through the MDAs by providing the needed support to MDAs to ensure that they reach out to this group either through the online consultations or throughout CSOs and NGOs by presenting to them the MDAs, disclosing the information on ministerial websites, and updates on social media channels as possible. The RS will ensure that CSO/NGOs are consulted upon throughout implementation of the project. In addition, the Reform Secretariat encourages the MDAs to ensure the engagement of several CSOs and NGOs, more particularly those who are: 1) working closely with the MDAs, 2) focusing on the sectors covered under the Reform Matrix, 3) working effectively with and for the rights of vulnerable and disadvantaged groups, and 4) have effective and broad communication channels with the civil society in particular, private sector and policymakers in general. These are the general selection criteria that the MDAs could follow to effectively engage civil society. Group (B) Private Sector entities: Private Sector stakeholders that are directly providing input into reform implementation and/or are directly affected by the reform outcomes. Reform Secretariat will work with this group through the MDAs by providing the needed support to MDAs to ensure that they reach out to this group by presenting to them the MDAs, disclosing the information on ministerial websites, and updates on social media channels as possible. Examples of Private Sector Entities Trade and Transport Facilitation Water User Jordan Chambers of Industry National Committee Association/Farmers Labor union Contractors and Consultants Jordan Petrol Jordan Chamber of Business associations Ride-hailing applications Commerce Association of Banks in Jordan Clearance and Cargo Transport Associations Jordan Bar Association Water User Association JEPA Miyahuna Logistics companies ICARDA Electricity Producers and American Chamber of Commerce Jordan Export Distributions Companies Trade Unions Training providers Education for Employment Tourism Associations: 1. Jordan Hotels Association (JHA) 2. Jordan Restaurant Association (JRA) 3. Jordan Tour Guides Association (JTGA) 4. Jordan Society of Tourism and Travel Agents (JSTA) 5. Jordan Handcraft Producers Association (JHPA) 6. Jordan Inbound Tour Operators Association (JITOA) Group (C) Stakeholders that considered as decision support tool and escalation mechanism. This includes the Council of Ministers and the Senate and House of Representatives. Group (D) Stakeholders that will have implementation responsibilities but are not direct project beneficiaries. Mainly comprising of GoJ ministries and entities, the owners of reforms, in which all reform management and implementation activities will be discussed, agreed upon and inherently 22 implemented. List of MDAs MoF LOB JLGC JSMO GBD MoInv (PPP) NAF CCD ISTD MoPIC (PIM) SSC JSC ASEZA MoITS MoT MoJ Jordan Customs TRC MPWH GTD MoEnv PMO Judicial Council ISTD Audit Bureau DLS MoSD ACT DoS GAM MoL CBJ National Library MoLA MEMR EMRC MoDEE JFDA LTRC NEPCO GPD Civil Defense Traffic Department MoWI JAV MoA NARC ACC Center Markets JCC Jordan Tourism Board MoTA DOA JEDCO 3.2. INTERESTED STAKEHOLDERS Interested Stakeholders are identified as broader stakeholders who may be interested in the regulatory reform because of the sector or parties involved in the reform. Within the context of the Reform Matrix, other interested parties include some public and private sector entities. Furthermore, development partners are classified as “interested parties� because they will be the stakeholders who may have an interest in the Reform but unlikely to be affected negatively or positively. While these groups may not be directly affected by the Reforms, they may have a role in the Reform. RS will engage the development partners in the consultation process and will make sure that they have access to the publicly available information. Examples of International Community (Interested Stakeholders) European Bank for World Bank Group (WB) Reconstruction and KFW Development Bank Development Deutsche Gesellschaft für International Finance Internationale Corporation Embassy of Sweden Zusammenarbeit (GIZ) (IFC) United States Agency for International Development European Union (EU) Embassy of Italy (USAID) Food and Agriculture United Nation Agencies Fondo Internacional de Organization (UN Agencies) Desarrollo Agrícola (IFAD) (FAO) International Monetary Fund International Labor Organization Japan International (IMF) (ILO) Cooperation Agency 23 (JICA) United Nations Economic and European Investment Bank Social Commission for Western Embassy of Norway (EIB) Asia (ESCWA) Foreign, Commonwealth and Asian Infrastructure Investment Embassy of the Kingdom of Development Office Bank (AIIB) Netherlands (FCDO) 3.3. DISADVANTAGED / VULNERABLE INDIVIDUALS OR GROUPS Identified as disadvantaged individuals or groups that might face limitations in participating and/or in understanding the reforms or participating in the consultation process. The most disadvantaged and vulnerable citizens are identified through lens of income levels, disability level and geographical location. As the Reform Secretariat does not own reform implementation, the RS in cooperation with Development Partners mainly WB and USAID will build the capacity and transfer knowledge to MDAs on stakeholder engagement concept, importance and engagement tools to allow them to execute stakeholder engagement activities with private sector and civil society including vulnerable and disadvantaged groups through i) engaging representatives of disadvantaged groups in Reform consultations; and ii) ensure equitable access to information. In specific, vulnerable population includes Women and Youth as they have structurally higher unemployment rates, and they were also hit harder by the COVID-19 Pandemic. Persistently high unemployment (26 percent in Q2-2022), with youth unemployment rates particularly high at 46.1 percent is Jordan’s biggest concern. . Some particular reforms are addressing this structural vulnerability through assigning a quota for female beneficiaries. Also, vulnerable population includes poor (including NAF Beneficiary and informal workers), some of the reforms provide a quota for beneficiaries and households coming from the National Aid Fund data base and meet certain eligibility criteria to get benefited from these reforms. Finally, people with disabilities, according to the last census, 11% of people in Jordan have functional difficulties and face environmental and societal barriers to their active participation. Table 2 below analyze the characteristics of the mentioned stakeholders, their contribution to the Project as well as their envisaged needs.. (More details per pillar listed in Annex A) 3.4. SUMMARY OF STAKEHOLDER NEEDS An illustration of specific stakeholder group needs is provided in the following table (table 2). Noteworthy to mention, RS will revisit the needs of the stakeholders as needed. 24 Table 2: Summary of Stakeholder Needs Stakeholder Key Language Preferred Consultation Specific needs group1 characteristics needs notification means Approach Clear • messages about the reforms (achieved and in Affected parties General public progress reforms) Group (A) Civil who could be • Disclosure of • Structured • Identify the impact Society reached information on consultations Arabic of reforms (Direct and through the the website with CSOs and implementation on indirect) CSOs and • Mass media NGOs this group NGOs • Clear messages about Grievance Mechanisms (GM) • Identify the impact of reforms implementation on this group • Provide information on the reforms (achieved • Meetings (in- and in progress Affected parties Private sector person and reforms) Group (B) firms and English and virtual) • Consultations • Clear messages Stakeholders associations Arabic • Emails/newslett • Conferences/ about GM that are engaged that will be when ers workshops • Understand the in the project affected by the requested • Disclosure of opportunities and design reforms information on how their the website businesses can take advantage of these reform • A consultative and participatory communication method Affected parties • Progress Group (C) updates/report Decision Stakeholders • Provide makers that make a Arabic recommendations (decision decision around when • Official letters to accelerate the support tool reforms requested implementation and escalation but are not of the reforms and mechanism) indirect project solving problems beneficiaries. • Respond to their 1 As clarified earlier in this document, the RS will work through its internal stakeholders (GoJ implementing agencies) to engage the civil society and private sector groups, in addition to disadvantaged and vulnerable groups in the consultations and different activities, as the RS will provide support to them to reach out to those stakeholders and ensure their engagement. 25 Stakeholder Key Language Preferred Consultation Specific needs group1 characteristics needs notification means Approach questions These are the GoJ agencies • Constant own the communication, Affected parties reforms and follow up and Group (D) responsible to coordination Stakeholders implement the • Official letters • Identify the impact that own the relevant • Meetings (in- of reforms reforms and reforms person and implementation on Arabic and have including virtual) • Consultations this group English implementation consultation • Emails/newslett • Conferences/ • Provide the needed when responsibilities with the ers workshops technical assistant requested but are not relevant • Disclosure of to implement the indirect project stakeholders. information on reforms beneficiaries. They are also the website • Clearly (Internal responsible for communicated stakeholders) dissemination responsibilities and of information implementation and GM to processes stakeholders. International Community and donors • Meetings (in- • Progress that are person and updates/report funding virtual) • Assure no overlap different • Emails/newslett Interested English (and in the technical activities/proje ers • Consultations parties Arabic assistant and cts that • Disclosure of • Conferences/ Development when financial support support the information on workshops Partners requested) provided to the implementatio the website MDAs and identify n of the • Official Letters the gaps, priorities different/speci (Interested GoJ and opportunities fic reforms entities) under the 12 reform pillars. This is the • Targeted • Understand their segment of communication needs and consider population through them throughout Disadvantaged / who will be Arabic and organizations the reform life vulnerable affected by sign that work with cycle individuals or certain language the vulnerable • Provide groups measures; (English if population information on the accordingly, requested) • Disclosure of reforms they should be information on • Clear messages considered the website around GRM during the 26 Stakeholder Key Language Preferred Consultation Specific needs group1 characteristics needs notification means Approach reform life cycle (Women, PWDs, Poor households, Youth) 4. STAKEHOLDER ENGAGEMENT PLAN 4.1. PURPOSE AND TIMING OF STAKEHOLDER ENGAGEMENT PROGRAM Stakeholder engagement is critical for supporting the Project’s development objective to strengthen coordination and delivery of policy reforms in Jordan with a focus on the updated Reform Matrix 2018- 2024, specifically 1) to establish a systematic approach that will help identify stakeholders and build and maintain constructive relationships with them throughout reform processes; 2) to assess the level of stakeholder interest and support for reform-related activities and to enable stakeholders’ views to be taken into account; 3) to promote a means for effective and inclusive engagement with stakeholders throughout reform implementation on issues that could potentially affect them; and 4) to ensure that appropriate project information is disclosed to stakeholders in a timely, understandable, accessible and appropriate manner and format. The stakeholder engagement activities set out in this section will be conducted during project implementation. The program is a continuation of, and builds on RS experience in, conducting over 40 consultation sessions during the implementation of the original project MDAs as summarized in Section 2. Stakeholder engagement is an on-going process throughout the Reform Process. RS is considering supporting PIM Unit at MoPIC to implement Commitment 6 of the 5th National Action Plan for Open Government Agenda namely ‘Engaging local communities/stakeholders throughout the different stages of governmental capital/investment projects to support the alignment and responsiveness of these projects to community needs and to improve the level of public services. Throughout project implementation, stakeholder engagement and communications activities will be conducted at a larger scale, throughout the regulatory reform cycle and this is MDAs’ responsibility especially when targeting private sector and civil society. The RS is responsible for overseeing, following up and providing the necessary support to conduct stakeholder engagement activities and create public awareness to consult on the regulatory reform design and obtain feedback on implementation. Table 3: Stakeholder Engagement Plan Target # Milestone Methods proposed Timetable Responsibilities stakeholders Roll-out the • Reform 1 • Workshop Q2 2023 • MDAs Guidance Note on Secretariat 27 Target # Milestone Methods proposed Timetable Responsibilities stakeholders Stakeholder • Share with them the • RS technical • Possible Engagement Guidance note and team support from (Annex 2) with keep the channels WB and USAID MDAs as capacity open for any queries ERA building on the concept of Stakeholder Engagement and its benefit • Reform • Hire a company Secretariat 2 Create RS website Q3 • All • Develop the website • MoDEE • MDAs • Create and develop • Reform Create and develop the messages 3 Ongoing • All Secretariat social media posts • Publish them on • MDAs MoPIC channels • MDAs • Development • Reform Continue the work 4 • Email Newsletters Quarterly Partners Secretariat on newsletters • Private sector • MDAs • NGOs Conduct a • Reform consultation Secretariat session with Civil • Consultation session (with MDAs 5 Q1 2023 • Civil Society Society on the (possibly hybrid) support to updated Reform invite the CSOs Matrix and NGOs) • Hire an Expert Consultant to develop Support the a Public Engagement implementation of Methodologies (PEM) the sixth to enhance the commitment under participation of local the Fifth National communities and Action Plan 2021 – stakeholders during • Government 2025 under the the planning phase, • Civil Society implementation Starting Q1 Organization • PIM Unit at 6 Open Government phase, and operation 2023 (Non- MoPIC which is about phase of PIP. government engaging local o The consultant organizations) community will conduct a throughout the survey of different phases of relevant Public Investment government Projects (PIP) and non- government bodies 28 Target # Milestone Methods proposed Timetable Responsibilities stakeholders o Conduct meetings and focus group discussions with the relevant bodies o Conduct a training workshop for PIM and public sector employees from the relevant bodies on the implementation of PEM during the PIP phases RS will identify the needed technical support with MDAs • Round of consultation ongoing on an • Reform 7 • MDAs to ensure the sessions or meetings annual basis Secretariat implementation of the reforms During any review of the Reform Matrix, RS will update and consult on the Reform Matrix with development • Development • Reform partners and Partners Secretariat • Private sector incorporate their • Round of consultation • Reform 8 Once • Civil society feedback. Also, RS sessions Secretariat including will support MDAs through MDAs vulnerable to consult with (RS Support) groups stakeholders namely Private Sector and Civil Society and incorporate their feedback During implementation of • Private sector • Reform policy reforms, RS • Round of consultation • Throughout Civil society Secretariat 9 sessions (including reform including to support MDAs to virtual sessions) through MDAs implementation vulnerable conduct (RS Support) groups consultations with 29 Target # Milestone Methods proposed Timetable Responsibilities stakeholders stakeholders namely Private Sector and Civil Society and incorporate their feedback • Development Partners Monitor and • Private sector • As part of the Reform • Reform 10 evaluate ESCP, SEP Semi-annually • Civil society Secretariat report Secretariat and LMP including vulnerable groups Facilitate coordination working groups with both GoJ MDAs and international development agencies operating in the fields related to the identified priority reform areas (Public procurement; Investment promotion; • Development Business • MDAs • Reform partners Mapping Semi-annual 11 environment; • Development Secretariat (Donor Mapping) (minimum) Trade facilitation; • Meetings partners • MDAs Good Regulatory Practices; and Tourism sector), with the aim of aligning resources and efforts towards achieving targeted national goals and to gather updates, inform RS with the needed support including stakeholder engagement activities 30 4.2. PROPOSED STRATEGY FOR INFORMATION DISCLOSURE The proposed strategy for disclosing information about reforms and other project activities entails l a variety of means of communication to reach the majority of stakeholders. The original project SEP (with updated inclusive consultations plan and clear timeline) was disclosed per ESS10 requirements in July 2022. The updated SEP will be disclosed after WB clearance before appraisal of the Additional Financing. GoJ MDAs who are responsible for implementing reforms, will be responsible for preparing information that they have to disclose about reforms. RS will provide the needed support to ensure that it is reaching different stakeholders such as covering it in the newsletters and RS website once it is developed and designed and advising on formats and languages. Below is a list showing the media outlets that RS will use for public information disclosure mechanisms for the updated Reform Matrix: • Reform Secretariat webpage on the MOPIC Website • Newsletters • Newspapers (Al Rai, Al Ghad, Addustoor, The Jordan Times) • TV (Al-Mamlaka, Jordan TV, Amman TV, Royaa TV) • Radio (Rotana, Jbc Radio, Amen FM, Sawt Alghad, Husna, Jordan fm) • Electronic news (such as Petra, Saraya news, Ammon, Al wakeel) sites • MoPIC Social Media platforms Facebook, twitter and YouTube (RS once established) • Handouts (such as Brochures, Posters, Flyers...) • Reports: progress reports For the GoJ MDAs, different methods will be used, for example: • Offline: Newspapers, radio (including community radio), television. • Online: Social media platforms and ministerial websites • Handout: Brochures, leaflets, posters, non-technical summary documents and reports • Streets: Billboards, street banners, electronic screens… Therefore, information related to the Reform Matrix will be disclosed on the following (not exhaustive list): Websites • MOPIC website: www.mop.gov.jo – until developing and launching the Reform Secretariat’s website (in the second half of 2022) • MDAs websites Media and social media: • Newspapers • Radio channels and TV 31 • Social Media platforms • Electronic news • Email newsletters The following documents have been publicly disclosed on MoPIC website (in connection with the project): • Stakeholder Engagement Framework for the original project (30 Oct 2019) • Environmental and Social Commitment Plan (30 Oct 2019) • Labor Management Procedures (30 Oct 2019) • First Approved Reform Matrix that was launched during the London Initiative (28 Feb 2019) • Reform Matrix Progress Reports (Sep 2019) (July 2020) (Feb 2021) (March 2022) • Stakeholder Engagement Plan (SEP) Strengthening Reform Management in Jordan (July 2022) 4.3. PROPOSED STRATEGY FOR CONSULTATION As described above, there are currently 12 pillars of reforms. During the design phase of the additional financing, and prior to project effectiveness, the RS conducted consultations with key stakeholders, through virtual or face to face meetings, in accordance with COVID-19 considerations. The consultations have been inclusive with the objective to share the final design parameters of the updated Reform Matrix, to get feedback from stakeholders on the reforms and identify needed technical assistance. The consultation sessions had representation of key stakeholder groups including the MDAs, development partners and private sector. Going forward, RS will conduct a capacity building workshop to the MDAs to raise their awareness and knowledge regarding SEP and to share with them the Stakeholder Engagement Reporting tool to be considered for future consultations and stakeholder engagement activities they will conduct to establish a structured stakeholder engagemnet and reporting process. During implementation, the MDAs will structure direct participation of key stakeholders to produce concrete, practical opportunities for dialogue. Some dialogue and consultation mechanisms might exist already (in MDAs) that allows selected stakeholders to participate in the design, implementation and monitoring of reforms. And here, the RS will be responsible for monitoring and evaluating the implementation process and provide any support needed throughout implementation. The GoJ reform-implementing agencies can use different methods to engage and/or consult with each stakeholder group, for example: • Interviews with stakeholder representatives and key informants • Surveys, polls, and questionnaires • Meetings, workshops, and/or focus groups with specific groups • Government-public-private consultation • Private sector consultation 32 • Social media-based research and/or campaign… • Other traditional mechanisms for consultation and decision-making In addition, as noted above, under the World Bank supported Program for Results Transparency Investment and Climate, there are plans to establish a unified public consultation portal for regulatory reform that is expected to be operational during project implementation in quarter 4 of 2023. 4.4. PROPOSED STRATEGY FOR ENGAGEMENT WITH MDAS AND DEVELOPMENT PARTNERS The Reform Secretariat will be engaging with MDAs and development partners throughout the process of implementation of the Reform Matrix. In order to facilitate and push the implementation of the reforms and engage with them, the Reform Secretariat will create working groups per reform area/pillar to address the reforms. Each working group will include the MDAs who are responsible for implementation and the development partners. The RS aims to create six coordination working groups during the first quarter of 2023 focusing on the identified priority reform areas with both GoJ MDAs and international development agencies operating in the fields related to the identified priority reform areas (Public procurement; Investment promotion; Business environment; Trade facilitation; Good Regulatory Practices; and Tourism sector), with the aim of 1) aligning resources and efforts towards achieving targeted national goals; 2) to gather updates and facilitate policy dialogue, and 3) to inform RS with the needed support including stakeholder engagement activities. These working groups will meet on a regular basis. The working groups will be used as a coordination platform among donors who are working in that particular reform area / pillar, advice MDAs to consult with private sector and civil society throughout the design and implementation of the policy reforms. Furthermore, information is made available on MOPIC website (and line agency(ies) when possible, and Reform Secretariat’s website once it is live) for the public to post comments and reach out to the secretariat. 4.5. PROPOSED STRATEGY TO INCORPORATE THE VIEW OF VULNERABLE GROUPS As the Reform Secretariat does not own reform implementation, the RS in cooperation with Development Partners mainly WB and USAID will build the capacity and transfer knowledge to MDAs on stakeholder engagement concept, importance and engagement tools to allow them to execute stakeholder engagement activities with vulnerable and disadvantaged groups through i) engaging representatives of disadvantaged groups in Reform consultations (more details in Annex A); and ii) ensure equitable access to information. Also, the Gender focal point of the RS will ensure that women are included and represented in the consultation process. 4.6. TIMELINES 33 A number of meeting and consultations activities have been organized at technical level during the implementation of the original project and preparation of the additional financing as summarized in Section 2. Additional consultation will be organized. This SEP will be disclosed on MoPIC websites (and RS website once it is launched) after the WB clearance. The implementation of SEP will be maintained throughout the Project cycles. 4.7. REVIEW OF COMMENTS The RS will establish a systematic process for documenting stakeholder engagement activities that it coordinates including documenting feedback from stakeholders during these activities, and how stakeholder feedback has been taken into account. The RS will also build capacity and support MDA’s to document stakeholders’ feedback for sessions that they lead themselves. The RS will prepare a paper summarizing this information that will be presented and shared with MDAs, development partners and other stakeholders. 4.8. FUTURE PHASES OF PROJECT The SEP is a live document, and it will be periodically revised, updated and disclosed as necessary in the course of reforms implementation in order to ensure that the information presented herein is consistent and is the most recent, and that the identified methods of engagement remain appropriate and effective in relation to the context and specific phases of the development. Any major changes to the Reform Matrix related activities and to its schedule will be duly reflected in the SEP. Information on engagement activities undertaken during the implementation will be conveyed by the MDAs on quarterly/semi-annually report and reflected on the progress report. Program Management Office (Programs and Operations Manager and the team) at RS will be responsible of drafting and submitting the final reports. 5. RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING THE STAKEHOLDER ENGAGEMENT PLAN The management, coordination and implementation of the updated SEP and its integral tasks will be the responsibility of dedicated team members within MOPIC Reform Secretariat. The roles and responsibilities of the organizations are presented below. 5.1. RESOURCES The Reform Secretariat’s Communications and Stakeholder Engagement Manager is responsible for implementing and overseeing the updated SEP. S/He will liaise with the Program Management Office (Programs and Operations Manager and the team) who are responsible for the overall program management of various programs and the monitoring, evaluation and reporting functions to report on progress and challenges against the plan on semi-annual basis to feed into the Implementation Status Report issued by World Bank. The implementation of the SEP will be supported by the project’s budget. 34 The estimated budget for the implementation of the SEP is as follow: Estimated # Milestone Methods proposed Responsibilities Budget ($) Conduct capacity building workshop Reform with MDAs on the concept of Secretariat with 1 Workshops $ 2,000 Stakeholder Engagement and its possible support benefit from WB Reform 2 Create RS Website Web development $ 10,000 Secretariat and MoDEE • Create and develop • Reform the messages 3 Create and develop social media posts $ 3,000 Secretariat Publish them on • MDAs MoPIC channels • Reform 4 Continue the work on newsletters Email Newsletters In house Secretariat • MDAs Conduct a consultation session with Consultation $ 500 (if it will be Reform 5 Civil Society on the updated Reform session (possibly conducted in Secretariat Matrix hybrid) person) Support the implementation of the Hire a consultant to Reform sixth commitment under the Fifth develop PEM, $ 0 (it will be Secretariat, and National Action Plan 2021 – 2025 conduct a survey, separated from two MDAs with 6 under the Open Government which is meeting and focus the possible support about engaging local community group discussions, communications from WB and throughout the different phases of as well as deliver a budget) USAID ERA Public Investment Projects (PIP) training During any review of the Reform Round of Matrix, RS will identify the needed Reform 7 consultation $ 500 technical support with MDAs to ensure Secretariat sessions the implementation of the reforms During any review of the Reform Matrix, RS will update and consult on the Reform Matrix with development Reform Round of partners and incorporate their Secretariat 8 consultation $ 500 feedback. Also, RS will support MDAs MDAs (RS sessions to consult with stakeholders namely support) Private Sector and Civil Society and incorporate their feedback During implementation of policy reforms, RS to support MDAs to Round of conduct consultations with MDAs (RS 9 consultation $ 1,000 stakeholders namely Private Sector support) sessions and Civil Society and incorporate their feedback 35 Estimated # Milestone Methods proposed Responsibilities Budget ($) As part of the Monitor and evaluate ESCP, SEP and Reform 10 Reform Secretariat In house LMP Secretariat report Create coordination working groups with both GoJ MDAs and international development agencies operating in the fields related to the identified Reform priority reform areas, with the aim of 11 Meetings $ 2,000 Secretariat and aligning resources and efforts towards MDAs achieving targeted national goals and to gather updates, inform RS with the needed support including stakeholder engagement activities Total SEP Budget $ 20,000 5.2. MANAGEMENT FUNCTIONS The Reform Secretariat is responsible for managing the updated SEP and coordinating with the MDAs in order to implement the provisions made in this updated SEP. As proposed above, the Reform Secretariat will be the coordinator of the working groups and will offer support in logistics (arranging meetings, minutes, dissemination of information, etc) to the Working Groups (WG) and ensures involvement of relevant stakeholders group. Accordingly, the Reform Secretariat provides the following support to the MDAs to support them in the implementation of the reforms: • Monitor the progress of actions against the identified timeline which includes monitoring the communication and meetings that are held. • Report to stakeholders including development partners on the progress including stakeholder engagement activities. • Monitor performance indicators and reporting on them quarterly. • Facilitate and coordinate with relevant stakeholders to ensure maximum efficiency in understanding the context and obtaining required data and information. • Provide advisory services to stakeholders on linkages between reforms, actions, and strategies. • Provide technical and operational support to the MDAs upon request • Ensure stakeholders engagement and provide the needed support in this regard starting with developing the comprehensive SEP for the 12 pillars. o Support all stakeholder engagement events; o Ensure disclosure of material; o Participate in the stakeholder meetings; o Develop or receive minutes of all engagement events; and o Maintain the stakeholder database. 36 The Reform Secretariat’s Communications and Stakeholder Engagement Manager is responsible for implementing and overseeing the updated SEP. S/He will liaise with the Program Management Office (Programs and Operations Manager and the team) who are responsible for the overall program management of various programs and the monitoring, evaluation and reporting functions to report on progress and challenges against the plan on semi-annual basis to feed into the Implementation Status Report issued by World Bank. 6. GRIEVANCE MECHANISM MoPIC has developed SOPs (Standard Operating Procedures) covering different topics of their mandate including handling and dealing with stakeholders’ complaints and grievances. These include: • “SOP 03- Handling Suggestions and Complaints� • “SOP- 04- Preventive and Corrective Procedures� The project uses MOPIC’s established Grievance Mechanism (GM) process and the above mentioned Standard Operating Procedures (SOPs) for handling project’s stakeholders complaints and grievances. The GM is disseminated via MOPIC’s website. No grievances related to the original project activities were received to date , and therefore it is not considered a fully functional system. As the RS builds it profile (e.g. through dedicated web-page, newsletter) this will build awareness about the RS role supported by the project. The GM will be enhanced by improving its visibility and informing stakeholders through consultations of its use to capture reform and investments related grievances. Given the broader indirect impacts of reforms, and investment projects, for the general public of Jordan, which are led by MDA’s and contracting authorities themselves, the project GM is also supported and linked to Jordan’s national grievance mechanism (“At Your Service�). An assessment conducted under the World Bank Supported Program for Results Transparency Investment and Climate of this system recommended improvements to this system. 6.1. Up take Channels According “SOP 03- Handling Suggestions and Complaints�, MoPIC has adopted multiple uptake channels for complaints received from all. These include: 1. Complaints boxes available at the 5th,3rd. and ground floors, the box open daily to collect any complaint by the quality assurance staff 2. Any complaint sent to H.R or Institutional Development Unit. And it is checked by the quality assurance staff. 3. Emails sent to Suggestions.Complaints@mop.gov.jo, handled by the quality assurance staff or by phone (Land Line) 962 6 4644466 #611. 4. At Your Service Platform 37 5. Social media: Facebook, Twitter, etc. 6. Written complaints addressed to the Director of the Reform Secretariat. In case of harassment complaints, he/she could wish to directly contact the IDEU in MoPIC which directly reports to the Minister. 6.2. Grievance operating procedures The Institutional Development and Evaluation Unit (IDEU) at MoPIC is in charge of receiving and collecting all complaints and suggestions through the different uptake channels and document them in the “complaints log�. Complaints are then given a tracking number, date, summary of the complaint is prepared, complainant name, copy of the complaint. The IDEU starts the verification process of the complaint and refer to the relevant persons and departments to determine: the complainant, subject of the complaint, the party causing the complaint, impacted party, departments/ persons relevant to the complaint. After the verification process, the IDU starts with the preparation of the response to the complaint based on the gathered information and facts. The response memo will be afterwards sent to the Minister/ Secretary General (SG) office to express an opinion. The Head of the IDU might be requested for a meeting by the Minister or the SG for discussing the subject complaint and related response memo. The final response/ resolution will be prepared based on the Minister/ SG recommendations. Below are the procedures in details: 1. Receipt, acknowledgment, and registration As mentioned, the GM will enable aggrieved employees to communicate their grievances through the above-mentioned channels. The complainants have the option to provide their names or keep it anonymous. However, only a reply contact is required to update the complainants of the status of his grievance. The following describes the receipt, acknowledgment, and registration process: • The complainant submits the grievance through one of the dedicated channels indicated above. • If submitted to the RS director, the director will report it to the IDEU • Requests for confidentiality will be considered. This option shall be made clear to the complainant in the Grievance template and/or in cases of oral submissions. • In case of confidentially option request, the complainant chooses to provide contact details or any other suitable means for him/her to be updated on the status of their complaints/grievances. • All grievances are transferred to the Quality Assurance directorate and registered in the complaints log with all needed details and given a number. • In all cases, the Quality Assurance department notifies the complainant of the receival of the complaint. 2. Grievance verification and assessment 38 • Once the complaint is registered the QA review it and assess all the available information to specify the following ▪ The subject of the complaint ▪ Who caused the complaint ▪ Who is affected by the complaint ▪ Recommendations and suggestions ▪ The needed corrective action based on the recommendation ▪ The recommendation maybe the need for further investigation • The assessment report then is discussed with the IDU unit head and do the needed revisions • Once an agreement on the recommendation was reached, the IDU manager present the complaint report to the relative directors to discuss the content and agree on the action to be taken. • If major corrective action that would affect the Ministry processes is needed, the report is transferred to the SG and/or Minister for approval. 3. Response and Feedback including Referring cases to other GMs • For eligible and straightforward grievances, QA staff provides a response without further investigation within 10 working days from the initial date of receipt of the grievance, where actions are proposed to resolve the complaint and agreement on the response is sought with the complainant. • For eligible grievances that require further assessment, QA staff will further engage with the complainant via a phone call or a formal meeting in order to collect further information. Based on this, they will provide a response within 15 working days from the initial date of receipt of the grievance, where actions are proposed to resolve the complaint and agreement on the response is sought with the complainant. • In all the above-mentioned scenarios, the response should include a clear explanation of the proposed response including any alternative options, while clarifying to the extent possible the rights of the complainant. 4. Track, and evaluate the process and results All received complaints and suggestions are being documented in the “complaints log� at the IDEU and the RS. The log will document the following information: tracking number, date received, summary of the complaints, complainant entity/ person, a copy of the complaint for archiving purposes. The grievance mechanism is disclosed within the SEP in MOPIC’s website. The mechanism is based on the following principles: • The process will be transparent and allow stakeholders to express their concerns and file grievances. • There will be no discrimination against those who express grievances, and any grievances will be treated confidentially. • Anonymous grievances will be treated equally as other grievances, whose origin is known. 39 • Management will treat grievances seriously and take timely and appropriate action in response. • The GM will provide an appeal process if the complainant is not satisfied with the proposed resolution of the complaint. 7. MONITORING AND REPORTING 7.1. INVOLVEMENT OF STAKEHOLDERS IN MONITORING ACTIVITIES Monitoring and Evaluation of the stakeholder engagement process is considered vital to ensure RS is able to respond to identified issues and alter the schedule and nature of engagement activities to make them more effective. Adherence to the following characteristics/commitments/activities will assist in achieving successful engagement: • Inclusivity (inclusion of key groups) of interactions with stakeholders. • Promotion of stakeholder involvement. • Sense of trust in MOPIC shown by all stakeholders. • Clearly defined approaches; and • Transparency in all activities. Monitoring of the stakeholder engagement process allows the efficacy of the process to be evaluated. Specifically, by identifying key performance indicators that reflect the objectives of the SEF and the specific actions and timings, it is possible to both monitor and evaluate the process undertaken. The Reform Secretariat will engage with the MDAs and development partners to collect information and feedback to better monitor the implementation of the various reforms and to obtain feedback on the quality of stakeholder engagement activities conducted by the Reform Secretariat. In addition, there are specific results indicators to report on such as the number of consultations with reform implementing MDAs held on the 12 pillars of the updated Reform Matrix or if there is Feedback acquired through the stakeholder engagement used to inform the implementation of specific reforms in the updated Reform Matrix. 7.2. REPORTING BACK TO STAKEHOLDER GROUP The working group is a mechanism that provides a continuous channel for reporting back to Stakeholder Groups and for addressing promptly the issues raised. Key Performance Indicators of stakeholder engagement will be developed once the overall M&E framework for the Reform Secretariat is further developed as part of the restructuring / additional financing of the Strengthening Reform Management Project. As mentioned above the RS will be circulating to all its stakeholders progress reports including the stakeholder engagement activities and disclosed on its website. 40 Annexes 41 Annex A: Stakeholder Analysis Per Reform Pillar The main affected stakeholders are the general public and private sectors. The RS will work with the affected stakeholders through t he MDAs by providing them with the needed support to implement their stakeholder engagement activates targeting these two groups to consult with them on the Reform Matrix. Pillar 1: Fiscal Policy Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant communication, • MoF involved and own the • Meetings (in-person and follow up and coordination • GBD reforms and responsible to virtual) • Provide the needed • ISTD implement the relevant • Consultations technical assistant to • ASEZA reforms including • Emails/newsletters implement the reforms • Jordan Customs consultation with the • Disclosure of information • Provide the needed • MoEnv relevant stakeholders. They on the website support to reach out to civil are also responsible for • Conferences/workshops society and private sector dissemination of information and GM to the public and stakeholders. Private Sector This reform will affect all Arabic and English • Meetings (in-person and • Identify the impact of private sector, especially virtual) reforms implementation through the Tax reforms • Consultations on this group • Emails/newsletters • Provide information on the • Disclosure of information reforms (achieved and in on the website progress reforms) • Conferences/workshops • Clear messages about GM • Understand the opportunities and how their business can take advantage of this reform Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Community / agencies for different virtual) • Assure no overlap in the Development Partners / activities that support the • Emails/newsletters technical assistant and Donor implementation of the • Consultation to follow the financial support provided • WB reforms under this pillar. best practices to the MDAs and identify • GIZ Also, they are funding • Disclosure of information the gaps, priorities and • USAID projects relevant to this on the website opportunities • UNDP pillar • Conferences/workshops Disadvantaged and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means Women This is the segment of Arabic, English and • Disclosure of information • Understand their needs population who will be sign language on the website and consider them affected by certain 42 Youth measures; accordingly, • Focus Group Discussions throughout the reform life they should be taken into (through MDAs) cycle account during the reform • Provide information on the life cycle reforms Pillar 2: Public Sector Efficiency and Governance Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant • Audit Bureau involved and own the • Meetings (in-person and communication, • DoS reforms and responsible to virtual) follow up and • National Library implement the relevant • Consultations coordination • MoDEE reforms including • Emails/newsletters • Provide the • MoF consultation with the • Disclosure of information needed technical • GPD relevant stakeholders. They on the website assistant to • GTD are also responsible for • Conferences/workshops implement the • GBD dissemination of reforms • LOB information and GM to the • Provide the public and stakeholders. needed support • MoInv (PPP) • MoPIC (PIM) to reach out to • MoEnv civil society and private sector • Prime Ministry • MoL • MoSD • MoTA Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress Community / agencies for different virtual) updates/report Development Partners / activities that support the • Emails/newsletters • Assure no overlap Donor implementation of the • Consultation to follow the in the technical • WB reforms under this pillar. best practices assistant and • GIZ Also, they are funding • Disclosure of information financial support • USAID projects relevant to this on the website provided to the • EU pillar • Conferences/workshops MDAs and • IFC identify the gaps, • EBRD priorities and • ESCWA opportunities • UNDP • ILO • FCDO • UN Women Private Sector (in Interested in the PPP Arabic and English • Disclosure of information • Understand their general) projects, unified on the website needs and consultation portal, more consider them ease for access to throughout the information and data reform life cycle 43 • Provide information on the reforms Population (citizens – Interested in the unified Arabic and English • Disclosure of information • Understand their students – academia…) consultation portal and on the website needs and more ease for access to • Focus Group Discussions consider them CSOs and NGOs information and data for (through MDAs) throughout the research purposes reform life cycle • Provide information on the reforms Pillar 3: Business Environment Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant • MoITS involved and own the • Meetings (in-person and communication, • MoInv reforms and responsible to virtual) follow up and • LOB implement the relevant • Consultations coordination • MoEnv reforms including • Emails/newsletters • Provide the • TRC consultation with the • Disclosure of information needed technical • PMO relevant stakeholders. They on the website assistant to • DLS are also responsible for • Conferences/workshops implement the • GAM dissemination of reforms • MoLA information and GM to the • Provide the public and stakeholders. needed support • JFDA • Civil Defence to reach out to • JSMO civil society and private sector • MoDEE Private Sector Private sector firms and Arabic and English • Meetings (in-person and • Identify the associations who will virtual) impact of reforms • Chambers of benefit from reforms that • Consultations implementation Industry aim to reduce the cost, • Emails/newsletters on this group • Labor union time and procedures of • Disclosure of information • Provide • Chambers of doing business in Jordan, on the website information on Commerce and improve the efficiency • Conferences/workshops the reforms • Business associations of doing business. (achieved and in progress reforms) • Clear messages about GM • Understand the opportunities and how their business can take advantage of this reform Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means 44 International These are the funding agencies for and Arabic English • Meetings (in-person and • Progress Community / different activities that support the virtual) updates/report Development Partners / implementation of the reforms under • Emails/newsletters • Identify the Donor this pillar. Also, they are funding • Consultation to follow the impact of reforms • WB projects relevant to this pillar best practices implementation • IFC • Disclosure of information on this group • USAID on the website • Assure no overlap • GIZ • Conferences/workshops in the technical • UK - FCDO assistant and • EBRD financial support provided to the MDAs and identify the gaps, priorities and opportunities Disadvantage and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means HCD This is the segment of Arabic, English and sign • Disclosure of information • Understand their Business and population who will be language on the website needs and Professional Women affected by certain • Focus Group Discussions consider them Association measures; accordingly, (through MDAs) throughout the (Vulnerable) they should be taken into reform life cycle account during the reform • Provide life cycle information on the reforms Pillar 4: Investment and Trade Facilitation Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant communication, • Jordan Customs involved and own the • Meetings (in-person and follow up and coordination • MoInv reforms and responsible to virtual) • Provide the needed • JSMO implement the relevant • Consultations technical assistant to • JFDA reforms including • Emails/newsletters implement the reforms • MoITS consultation with the • Disclosure of information • Provide the needed • ASEZA relevant stakeholders. They on the website support to reach out to civil • ISTD are also responsible for • Conferences/workshops society and private sector • MoDEE dissemination of • ACT information and GM to the public and stakeholders. • MoEnv • CBJ Private Sector These are the entities that Arabic and English • Meetings (in-person and • Identify the impact of will benefit from reforms virtual) reforms implementation • Chambers of that aim to reduce the cost, • Consultations on this group Industry time and procedures to • Emails/newsletters • Provide information on the • Chambers of facilitate trade and • Disclosure of information reforms (achieved and in Commerce investments in Jordan on the website progress reforms) • Conferences/workshops • Clear messages about GM • Understand the opportunities and how 45 their business can take advantage of this reform Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Community / agencies for different virtual) • Identify the impact of Development Partners / activities that support the • Emails/newsletters reforms implementation Donor implementation of the • Consultation to follow the on this group • IFC reforms under this pillar. best practices • Assure no overlap in the • GIZ Also, they are funding • Disclosure of information technical assistant and • USAID projects relevant to this on the website financial support provided • EU pillar. • Conferences/workshops to the MDAs and identify • UNDP the gaps, priorities and • Netherlands opportunities • UK-FCDO • WB Pillar 5: Access to Finance and Capital Market Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant communication, • MoITS involved and own the • Meetings (in-person and follow up and coordination • CCD reforms and responsible to virtual) • Provide the needed • CBJ implement the relevant • Consultations technical assistant to • JSC reforms including • Emails/newsletters implement the reforms • MoJ consultation with the • Disclosure of information • Provide the needed • JC relevant stakeholders. They on the website support to reach out to civil • ISTD are also responsible for • Conferences/workshops society and private sector • MoEnv dissemination of • JLGC information and GM to the public and stakeholders. Private Sector These are the entities that Arabic and English • Meetings (in-person and • Identify the impact of will affect or be affected by virtual) reforms implementation • Association of this reform pillar • Consultations on this group Banks in Jordan • Emails/newsletters • Provide information on the • Jordan Bar • Disclosure of information reforms (achieved and in Association on the website progress reforms) • Tamweel • Conferences/workshops • Clear messages about GM • Understand the opportunities and how their business can take advantage of this reform Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Community / agencies for different virtual) • Identify the impact of Development Partners / activities that support the • Emails/newsletters reforms implementation Donor implementation of the on this group 46 • GIZ reforms under this pillar. • Consultation to follow the •Assure no overlap in the • USAID Also, they are funding best practices technical assistant and • WB projects relevant to this • Disclosure of information financial support provided • FCDO pillar on the website to the MDAs and identify • UNDP • Conferences/workshops the gaps, priorities and opportunities Bankrupt companies These companies are Arabic and English Disclosure of information on the Provide information on the interested in this reform website reforms pillar as the Insolvency Law will protect them from bankrupt Disadvantage and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means Business and This is the segment of Arabic, English and • Disclosure of information • Understand their needs Professional Women population who will be sign language on the website and consider them Association affected by certain • Focus Group Discussions throughout the reform life (Vulnerable) measures; accordingly, (through MDAs) cycle they should be taken into • Provide information on the account during the reform reforms life cycle Pillar 6: LABOR MARKET AND SKILLS DEVELOPMENT Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant communication, • MoL involved and own the • Meetings (in-person and follow up and coordination • MoDEE reforms and responsible to virtual) • Provide the needed • MoF implement the relevant • Consultations technical assistant to • MoY reforms including • Emails/newsletters implement the reforms • MoA consultation with the • Disclosure of information • Provide the needed • MoITS relevant stakeholders. They on the website support to reach out to civil • VTC are also responsible for • Conferences/workshops society and private sector • VTSDC dissemination of • Social Security information and GRM to Cooperation (SSC) the public and stakeholders. Private Sector These are the entities that Arabic and English • Meetings (in-person and • Identify the impact of • Trade Unions will affect or be affected by virtual) reforms implementation • Chamber of this reform pillar • Consultations on this group industry • Emails/newsletters • Provide information on the • Chamber of • Disclosure of information reforms (achieved and in commerce on the website progress reforms) • Sectoral • Conferences/workshops • Clear messages about GM Associations • Understand the • Education for opportunities and how Employment their business can take • Training providers advantage of this reform (BDC and Luminus) 47 • Jordan Economic Forum • Skills Council (TVSDC) • Jordan Strategic Forum Population, CSOs and This reform will affect the Arabic and English • Consultations • Identify the impact of NGOs general public. Civil society • Newsletters (CSOs, NGOs) reforms implementation who works on creating an • Disclosure of information on this group environment that values on the website • Provide information on the and supports women’s reforms (achieved and in economic participation and progress reforms) ensuring equal economic • Clear messages about GM opportunities. Also, mainstreaming gender in national legislation, policies, plans, programs and budgets. Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Community / agencies for different virtual) • Assure no overlap in the Development Partners / activities that support the • Emails/newsletters technical assistant and Donor implementation of the • Consultation to follow the financial support provided • WB reforms under this pillar. best practices to the MDAs and identify • USAID Also, they are funding • Disclosure of information the gaps, priorities and • ILO projects relevant to this on the website opportunities • GIZ pillar • Workshops • UN agencies • Embassy of the Kingdom of Netherlands • UNHCR Disadvantage and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means Women This is the segment of Arabic, English and • Disclosure of information • Understand their needs population who will be sign language on the website and consider them affected by certain • Focus Group Discussions throughout the reform life Youth measures; accordingly, (through MDAs) cycle they should be taken into • Provide information on the account during the reform reforms PWD life cycle Pillar 7: Social Safety Nets Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs 48 Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant communication, • MoSD involved and own the • Meetings (in-person and follow up and coordination • NAF reforms and responsible to virtual) • Provide the needed • MoL implement the relevant • Consultations technical assistant to • SSC reforms including • Emails/newsletters implement the reforms • MoEnv consultation with the • Disclosure of information • Provide the needed • MEMR relevant stakeholders. They on the website support to reach out to civil are also responsible for • Conferences/workshops society and private sector dissemination of • Working groups meetings information and GM to the (after establishment) public and stakeholders. Private Sector This reform will affect all Arabic and English • Meetings (in-person and • Identify the impact of private sector, especially virtual) reforms implementation through the Tax reforms • Consultations on this group • Emails/newsletters • Provide information on the • Disclosure of information reforms (achieved and in on the website progress reforms) • Conferences/workshops • Clear messages about GM • Working groups meetings • Understand the (after establishment) opportunities and how their business can take advantage of this reform Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Community / agencies for different virtual) • Assure no overlap in the Development Partners / activities that support the • Emails/newsletters technical assistant and Donor implementation of the • Consultation to follow the financial support provided • WB reforms under this pillar. best practices to the MDAs and identify • ILO Also, they are funding • Disclosure of information the gaps, priorities and • GIZ projects relevant to this on the website opportunities • USAID pillar • Conferences/workshops • UNHCR • Working groups meetings • Embassy of Norway (after establishment) MoITS This is a GoJ entity that has Arabic and English • Official letters • Provide information on the an interest in this reform • Consultations reforms (achieved and in pillar as it is relevant to one • Emails/newsletters progress reforms) of its programs • Disclosure of information on the website NGO and CSOs These are the entities that Arabic and English • Emails/newsletters • Identify the impact of • JRF interested in these reforms • Disclosure of information reforms implementation • Jordanian Women on the website on this group Fund • Consultation • Provide information on the • SIGI reforms (achieved and in progress reforms) • Clear messages about GM Disadvantage and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means Women 49 Youth This is the segment of Arabic, English and • Disclosure of information • Understand their needs population who will be sign language on the website and consider them affected by certain • Focus Group Discussions throughout the reform life measures; accordingly, (through MDAs) cycle they should be taken into • Provide information on the account during the reform reforms life cycle Pillar 8: Transportation Sector Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant communication, • MoT involved and own the • Meetings (in-person and follow up and coordination • LTRC reforms and responsible to virtual) • Provide the needed • GAM implement the relevant • Consultations technical assistant to • MPWH reforms including • Emails/newsletters implement the reforms • MoLA consultation with the • Disclosure of information • Provide the needed • MoITS relevant stakeholders. They on the website support to reach out to civil • Traffic Department are also responsible for • Conferences/workshops society and private sector • ASEZA dissemination of • Jordan Customs information and GM to the public and stakeholders. • MoEnv Private Sector These are the entities that Arabic and English • Meetings (in-person and • Identify the impact of • Contractors and will affect or be affected by virtual) reforms implementation Consultants this reform pillar • Consultations on this group • Trade and • Emails/newsletters • Provide information on the Transport • Disclosure of information reforms (achieved and in Facilitation National on the website progress reforms) • Committee Ride- • Conferences/workshops • Clear messages about GM hailing applications • Understand the • Clearance and opportunities and how Cargo their business can take • Transport advantage of this reform Associations Population The reforms in this sector Arabic and English • Disclosure of information • Identify the impact of affect the population, on the website reforms implementation therefore they are • Focus Group Discussions on this group interested (through MDAs) • Provide information on the reforms (achieved and in progress reforms) Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Community / agencies for different virtual) • Assure no overlap in the Development Partners / activities that support the • Emails/newsletters technical assistant and Donor implementation of the • Consultation to follow the financial support provided • WB reforms under this pillar. best practices to the MDAs and identify • EBRD Also, they are funding • Disclosure of information the gaps, priorities and projects relevant to this on the website opportunities pillar • Conferences/workshops 50 Logistics companies These are the companies Arabic and English • Disclosure of information • Identify the impact of who are interested in this on the website reforms implementation sector on this group • Provide information on the reforms (achieved and in progress reforms) Disadvantage and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means HCD (PWD) This is the segment of Arabic, English and • Disclosure of information • Understand their needs population who will be sign language on the website and consider them affected by certain • Focus Group Discussions throughout the reform life measures; accordingly, (through MDAs) cycle they should be taken into • Provide information on the account during the reform reforms life cycle Pillar 9: Energy Sector Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant communication, • MEMR involved and own the • Meetings (in-person and follow up and coordination • EMRC reforms and responsible to virtual) • Provide the needed • NEPCO implement the relevant • Consultations technical assistant to • MoF reforms including • Emails/newsletters implement the reforms • MoWI consultation with the • Disclosure of information • Provide the needed • NAF relevant stakeholders. They on the website support to reach out to civil • MoSD are also responsible for • Conferences/workshops society and private sector • MoEnv dissemination of information and GRM to the public and stakeholders. Private Sector These are the entities that Arabic and English • Meetings (in-person and • Identify the impact of • Electricity will affect or be affected by virtual) reforms implementation Producers and this reform pillar • Consultations on this group Distributions • Emails/newsletters • Provide information on the Companies • Disclosure of information reforms (achieved and in • Chamber of on the website progress reforms) Industry • Conferences/workshops • Clear messages about GM • Jordan Petrol • Understand the opportunities and how their business can take advantage of this reform Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Community / agencies for different virtual) • Assure no overlap in the Development Partners / activities that support the • Emails/newsletters technical assistant and Donor implementation of the • Consultation to follow the financial support provided • WB reforms under this pillar. best practices to the MDAs and identify 51 • EBRD Also, they are funding • Disclosure of information the gaps, priorities and • USAID projects relevant to this on the website opportunities • GIZ pillar • Conferences/workshops • EU • AIIB • IMF Banks These are the entities that Arabic and English • Disclosure of information • Provide information on the interested in this sector as on the website reforms they work on this sector as well Disadvantage and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means Poor This is the segment of Arabic, English and • Disclosure of information • Understand their needs population (including NAF sign language on the website and consider them beneficiaries and others) • Focus Group Discussions throughout the reform life who will be affected by (through MDAs) cycle certain measures, • Provide information on the accordingly they should be reforms taken into account during the reform life cycle Pillar 10: Water Sector Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ Arabic and • Official letters • Constant communication, • MoWI agencies involved and English • Meetings (in-person and follow up and coordination • JVA own the reforms and virtual) • Provide the needed • MoA responsible to • Consultations technical assistant to • MEMR implement the relevant • Emails/newsletters implement the reforms • MoF reforms including • Disclosure of information • Provide the needed • ASEZA consultation with the on the website support to reach out to civil • MoEnv relevant stakeholders. • Conferences/workshops society and private sector They are also responsible for dissemination of information and GRM to the public and stakeholders. Private Sector These are the entities Arabic and • Meetings (in-person and • Identify the impact of • Miyahuna that will affect or be English virtual) reforms implementation • Water User affected by this reform • Consultations on this group Association/Farmers pillar • Emails/newsletters • Provide information on the • Contractors • Disclosure of information reforms (achieved and in on the website progress reforms) • Conferences/workshops • Clear messages about GM • Understand the opportunities and how their business can take advantage of this reform 52 Small Farmers The reforms in this Arabic • Disclosure of information • Provide information on the sector affect the on the website reforms population and more • Focus Group Discussions particularly small (through MDAs) farmers, therefore they are interested Leading Private Sector Water These are the companies Arabic and • Disclosure of information • Provide information on the Efficiency who are interested in English on the website reforms this sector Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International Community / These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Development Partners / agencies for different virtual) • Assure no overlap in the Donor activities that support • Emails/newsletters technical assistant and • WB the implementation of • Consultation to follow the financial support provided • EBRD the reforms under this best practices to the MDAs and identify • FAO pillar. Also, they are • Disclosure of information the gaps, priorities and • KFW funding projects relevant on the website opportunities • GIZ to this pillar • Conferences/workshops • USAID • Embassy of Sweden • Embassy of Netherlands • Embassy of Italy • IFAD • UNDP Disadvantage and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means Poor This is the segment of Arabic • Disclosure of information • Understand their needs population (including on the website and consider them NAF beneficiaries and • Focus Group Discussions throughout the reform life others) who will be (through MDAs) cycle affected by certain • Provide information on the measures; accordingly, reforms they should be taken into account during the reform life cycle Pillar 11: Agriculture Sector Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant communication, • MoWI involved and own the • Meetings (in-person and follow up and coordination • JVA reforms and responsible to virtual) • Provide the needed • MoA implement the relevant • Consultations technical assistant to • MoEnv reforms including • Emails/newsletters implement the reforms • Jordan Customs consultation with the relevant stakeholders. They 53 • NARC are also responsible for • Disclosure of information • Provide the needed • ACC dissemination of on the website support to reach out to civil • Center Markets information and GM to the • Conferences/workshops society and private sector • JCC public and stakeholders. • JSMO • JFDA Private Sector This reform will affect all Arabic and English • Meetings (in-person and • Identify the impact of • Logistic Companies private sector, especially virtual) reforms implementation • Water User through the Tax reforms • Consultations on this group Association • Emails/newsletters • Provide information on the • JEPA • Disclosure of information reforms (achieved and in • Jordan Export on the website progress reforms) • Chamber of • Conferences/workshops • Clear messages about GM Commerce • Understand the • American Chamber opportunities and how of Commerce their business can take • ICARDA advantage of this reform Small Farmers These are the small farmers Arabic • Disclosure of information • Provide information on the who will be affected by the on the website reforms reforms under this pillar • Focus Group Discussions (through MDAs) Agriculture Value Chain Key players in the sector, as English and Arabic Disclosure of information on • Provide information on the Companies (Input they could be affected by the website reforms providers) the reforms under this pillar. Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Community / agencies for different virtual) • Assure no overlap in the Development Partners / activities that support the • Emails/newsletters technical assistant and Donor implementation of the • Consultation to follow the financial support provided • WB reforms under this pillar. best practices to the MDAs and identify • EBRD Also, they are funding • Disclosure of information the gaps, priorities and • FAO projects relevant to this on the website opportunities • KFW pillar • Conferences/workshops • GIZ • • USAID • Embassy of Netherlands • Embassy of Italy • IFAD • UNDP Disadvantage and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means Poor Arabic 54 Women This is the segment of • Disclosure of information • Understand their needs population who will be on the website and consider them affected by certain • Focus Group Discussions throughout the reform life measures; accordingly, (through MDAs) cycle they should be taken into • Provide information on the account during the reform reforms life cycle. Youth A good proportion of women is working in this sector, so they will be affected by these reforms. Many workers in this sector are youth so they are affected in these reforms. Pillar 12: Tourism Sector Affected stakeholders (positive or negative – direct or indirect) Stakeholder Group Characteristics Language Needs Preferred communication Means Specific Needs Public Agencies These are the GoJ agencies Arabic and English • Official letters • Constant communication, • MoTA involved and own the • Meetings (in-person and follow up and coordination • Jordan Tourism reforms and responsible to virtual) • Provide the needed Board implement the relevant • Consultations technical assistant to • MoITS reforms including • Emails/newsletters implement the reforms • DOA consultation with the • Disclosure of information • Provide the needed • CCD relevant stakeholders. They on the website support to reach out to civil are also responsible for • Conferences/workshops society and private sector dissemination of information and GM to the public and stakeholders. Private Sector These are the entities that Arabic and English • Meetings (in-person and • Identify the impact of • 6 Tourism will affect or be affected by virtual) reforms implementation Associations this reform pillar • Consultations on this group • Jordan Chamber of • Emails/newsletters • Provide information on the Commerce • Disclosure of information reforms (achieved and in on the website progress reforms) • Conferences/workshops • Clear messages about GM • Understand the opportunities and how their business can take advantage of this reform Interested stakeholders Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means International These are the funding English and Arabic • Meetings (in-person and • Progress updates/report Community / agencies for different virtual) • Assure no overlap in the Development Partners / activities that support the • Emails/newsletters technical assistant and Donor implementation of the • Consultation to follow the financial support provided • WB reforms under this pillar. best practices to the MDAs and identify 55 • USAID Also, they are funding • Disclosure of information the gaps, priorities and • GIZ projects relevant to this on the website opportunities • UNDP pillar • Conferences/workshops • WB • IFC • JICA • UNWTO • FCDO • EIB • EBRD Civil Defence These are the entities that Arabic and English • Consultations (licensing) • Assure they are engaged JFDA interested in this sector as during the consultations on they work on this sector as licensing well Tourism Skills Council This is the entity who is Arabic and English • Consultations • Assure they are engaged interested in this sector as • Disclosure of information during the consultations they work on this sector on the website and sector’s working group • Working Groups Meetings meetings • Provide information on the reforms Disadvantage and Vulnerable Group Preferred communication Stakeholder Group Characteristics Language Needs Specific Needs Means Women (JNCW) This is the segment of Arabic, English and • Consultations • Assure they are engaged PwD (HCD) population who will be sign language • Disclosure of information during the consultations affected by certain on the website and sector’s working group measures, accordingly they meetings should be taken into • Understand their needs account during the reform and consider them life cycle throughout the reform life cycle • Provide information on the reforms (achieved and in progress reforms) 56 Annex B: Stakeholder Engagement Guidance Note Guidance Note Stakeholder Engagement By the Reform Secretariat at MoPIC 10 October 2021 57 How to Use This Guidance Note? The target users for this guidance notes are the Reform Secretariat staff, consultants, MDAs and partners who are involved in developing, assessing and implementing regulatory reforms under the Reform Matrix. To facilitate use of the overall package of the guidance, users should understand that the guidance note aims to answer the following simple questions: - What is stakeholder engagement? - Why is it important? - What are the key principles of successful stakeholder engagement? - What does the Reform Secretariat provide for line agencies? The purpose of this Guidance note is to provide recommendations to the MDAs on how to meet the requirements regarding stakeholder engagement in achieving the Reform Matrix. It also summarises good practices for meaningful stakeholder engagement to help MDAs maximise potential gains. STAKEHOLDER ENGAGEMENT: DEFINITION AND IMPORTANCE There is a standard definition of a stakeholder which is: any person, group, or institution with an interest in the Regulatory Reform or the ability to influence the Regulatory Reform outcomes, either positively or negatively. Also, stakeholders may be directly or indirectly affected by the Regulatory Reform, either positively or negatively. The range of potential stakeholders is diverse and may include target beneficiary groups, locally affected communities or individuals, government authorities, civil society actors, including non-governmental organizations (NGOs) (both national and international), politicians, economists, investors, private sector entities, international agencies and donors, and others. Engagement signifies all the activities we might do with stakeholders, such as: consult, listen, understand, communicate, influence, negotiate, etc. during all phases of the Regulatory Reform (reforms) life cycle as well as for addressing grievances and on-going information disclosure and reporting to stakeholders with the objectives of satisfying their needs, gaining approval and support, or at least minimizing their opposition or obstruction. Stakeholder engagement is an inclusive process conducted throughout the Regulatory Reform life cycle. It involves all stakeholders, and it should not be seen as a separate activity from the Regulatory Reform management. It is vital for the senior members of line agency teams to continuously develop their understanding of all their stakeholders’ developing objectives, interests, constraints and expectations, whether these are reasonable or not. Particular attention is paid to vulnerable, disadvantaged or less powerful groups. Ultimately, it is the way these people perceive the Regulatory Reform (Reform Matrix) and react to it that will dictate to a large extent how successful the Regulatory Reform will be. Therefore, it is an integral discipline within Regulatory Reform management – not an add – on or a sperate activity. Also, it is both a goal in itself – upholding the rights of citizens and others to participate in decisions that may affect them – as well as an effective means for achieving Regulatory Reform outcomes, including those related to democratic governance, protecting the environment and promoting respect for human rights. Stakeholder Engagement Plan (SEP) is a live document that designed to consider the main characteristics and interests of the stakeholders, and the different levels of engagement and consultation that will be appropriate for different stakeholders (including public). The SEP sets out how communication with stakeholders will be handled throughout the Regulatory Reform preparation and implementation. KEY PRINCIPLES OF STAKEHOLDER ENGAGEMENT This guidance note identifies the key principles which should have a positive impact on stakeholder engagement, if applied. Each principle identified has an overlapping relationship with the others and this relationship reflects the nature of trying to understand stakeholders, namely: - There is no single answer or approach, - The influence of one cannot be considered without the impact of the other, 58 - Stakeholder engagement is complex due to the potential uncertainty and ambiguity of how each stakeholder views and reacts to a Reform. The following are the World Bank principles which are designed to embody best practice, harnessing feedback from any kind of data collection and appraisal that the MDAs may conduct. 1. Targeted 11. Ongoing 2. Early 10. Reported 3. Informed back Stakeholder Engagement 9. 4. Documented Principles Meaningful 5. two-way 8. Free from to exchange manipulation views and or coercion information 6. Gender- 7. Localized inclusive On other words, as a starting point for any stakeholder engagement, it is important to consider the key factors and principles in ensuring meaningful, effective and informed consultation processes, including: • Stakeholder engagement begins as early as possible in the Regulatory Reform planning process to gather initial views, • There should be sufficient emphasis on the local level (local communities, community leaders etc.) and for local civil society organizations (not only big international NGOs), • Engagement is carried out on a continuous basis, throughout the Regulatory Reform life cycle and as environmental and social (ES) risks and impacts may arise which should be addressed through the proposed measures and actions, • Consultations are based on the prior disclosure and dissemination of relevant, objective, meaningful and easily accessible information in a timeframe that enables consultations with stakeholders in a culturally appropriate format, • Consultations must be carried out in a non-discriminatory and gender-responsive manner, considering the different access and communications needs of various groups and individuals, especially those who are vulnerable or disadvantaged, and it must be free of external manipulation, interference, coercion, discrimination and intimidation, • Stakeholder feedback is encouraged and responded to assess risks and develop mitigation measures, • Empower stakeholders, particularly vulnerable or disadvantaged groups¨ and enable the incorporation of all relevant views of affected people and other stakeholders into decision making processes, such as  Disadvantaged or vulnerable refers to those who may be more likely to be adversely affected by the impacts and/or more limited than others in their ability to take advantage of a Reform’s benefits. Such an individual/group is also more likely to be excluded from/unable to participate fully in the mainstream consultation process and as such may require specific measures and/or assistance to do so. 59 Regulatory Reform goals and design, mitigation measures, the sharing of development benefits and opportunities, and implementation issues. STAKEHOLDER ENGAGEMENT THROUGHOUT REGULATORY REFORM LIFE CYCLE •Identifying the key stakeholders •Assessing their interest in the Reform Stakeholder •Assessing the ways in which these stakeholders may influence the Reform's outcomes and how they Identification might be impacted by the Reform activities, positively or negatively. and Analysis •To understand the stakeholders' needs •To seek their views, input and potential concerns on the approach and design of the Reform, Consultation •To use their knowledge and expertise, and shape partnerships for Reform implementation. During Reform Pre-preration •To describe how the identified stakeholder will be further engaged during Reform implementation. •To stimulate and organize stakeholder engagement and assure that it effectively takes place in line with the requirements of this guidance note and overarching the environment and social standards. Stakeholder •To decide which stakeholders to continue engaging during implementation and identify the form of Engagement engagement which should be based on the stakeholder analysis and on the outcomes of the Plan (SEP)* consultation process •To provide actual or potential people or communities facing or suffering adverse impacts from a Reform with an easy and accessible way to report risks and demand action, with the assurance that Grievance they will be heard and assisted in a timely manner. Mechanism •To ensure that stakeholders have access to timely, relevant and understandable information about Disclosure the Reform and the planned activities as well as clear procedures to request information. during Reform preparation •To carry out what has been defined in the SEP and monitoring and reporting on the implementation Reform of the engagement actions Implementa- tion *The SEP is a live document, and it could be adjusted to respond to changes or emerging needs. The SEP should be clear and concise and focus on describing the Regulatory Reform and identifying its stakeholders. It is key to identify what information will be in the public domain, in what languages, and where it will be located. It should explain the opportunities for public consultation, provide a deadline for comments, and explain how people will be notified of new information or opportunities for comment. It should explain how comments will be assessed and considered. It 60 should also describe the Reform’s grievance mechanism and how to access this mechanism. The SEP should als o commit to releasing routine information on the Reform’s environmental and social performance, including opportunities for consultation and how grievances will be managed. Moreover, the SEP is required for each reform pillar of the Reform Matrix. TYPES AND LEVELS OF STAKEHOLDER ENGAGEMENT AND PARTICIPATION STAKEHOLDER IDENTIFICATION AND MAPPING Identify key stakeholders who will be informed and consulted about the Reform, including individuals, groups, or communities that: • are affected or likely to be affected by the Regulatory Reform (Reform-affected parties); and • may have an interest in the Regulatory Reform (other interested parties). Identify vulnerable or disadvantaged individuals or groups and the limitations they may have in participating and/or in understanding the Reform information or participating in the consultation process. To identify the key stakeholders, both Reform-affected parties and other interested parties, there are many available tools for stakeholder identification and mapping. (See annex 1) The following is a simplified overview of phases of stakeholder participation/engagement in reform implementation. Intial Engegement During Implementation Formative Phase Phase Phase Each phase includes the following Inform Consult Collaborate Inform or educate Gain information and Work with stakeholders to stakeholders about the feedback from the understand issues and planned reforms stakeholders to inform concerns and formulate joint decisions responses. It is worth shedding the light on the stakeholder interaction where the higher the influence level of stakeholder, the more frequent and personal the interaction should be. Interaction of key stakeholders should be detailed and specific, ensuring that all the information that they need is presented to satisfy their high levels of power and interest. Stakeholders with lower levels of power and/or interest will be satisfied with less regular, less direct and less specific information. 61 Source: Jarvis-Grove, 2020 COMMUNICATIONS METHODS WITH STAKEHOLDERS Once you identified and prepared the information that you want to disclose, in what formats and languages, you have to identify the types of methods that will be used to communicate this information to each stakeholder group. Methods used may vary according to target audience, for example: • Offline: Newspapers, posters, radio (including community radio), television. • Online: Social media posts, websites (online information centers), newsletters • Hand-Out: Brochures, leaflets, posters, non-technical summary documents and reports • Streets: Billboards, street banners… Disclosure is an ongoing responsibility of any organization/ministry and organizations/ministries should in the least truthfully, accurately, completely, and timely disclose information as required by laws and regulations. As well as conducting consultations with relevant stakeholders. Also, you have to describe the methods that will be used to engage and/or consult with each stakeholder group. Methods used may vary according to target audience, for example: • Interviews with stakeholder representatives and key informants • Surveys, polls, and questionnaires • Meetings, workshops, and/or focus groups with specific groups • Participatory approach • Public debates • Government-public-private consultation; mainly, laws published on the Legislation and Opinion Bureau website for public feedback before getting the Cabinet approval (more details below – Consultation Process) include conducting Regulatory Impact Assessment in collaboration between the line agency and LOB, the assessment could be either pre or post or both. • Private sector consultation • Social media-based research and/or campaign… • Other traditional mechanisms for consultation and decision-making 62 You can find more details related to the stakeholder engagement at the World Bank Environmental and Social Framework standards, which are available in both languages English | Arabic (Pages 97 – 101) GRIEVANCE MECHANISMS The reform-affected parties should have an accessible and inclusive means to raise issues and grievances. Therefore, each line agency must respond to concerns and grievances of reform-affected parties in a timely manner. For this purpose, the line agency will propose and implement or use the existing grievance mechanism to receive and facilitate solution of such concerns and grievances. Where viable and suitable for the reform, the grievance mechanism will utilize existing formal or informal grievance mechanisms, supplemented as needed with reform-specific arrangements. The grievance mechanism is expected to address concerns promptly and effectively, in a transparent manner that is culturally appropriate, sensitive and responsive to the needs and concerns of the reform-affected parties and easily accessible, at no cost and without punishment. The line agency will inform the reform- affected parties about the grievance process during the stakeholder engagement activities and will make publicly available a record documenting the responses to all grievances received and provide the Reform Secretariat with a brief about the grievances. Noting that the mechanism will also allow for anonymous complaints to be raised and addressed. REQUIREMENTS AND EXPECTATIONS Based on the above, the following are the main requirements and expectations that each line agency should obey to: • MDAs will engage with stakeholders throughout the regulatory reform life cycle, as early as possible in the Reform development process and in a timeframe that enables meaningful consultations with stakeholders on reform design. • MDAs will engage in meaningful consultations with all stakeholders. MDAs will provide stakeholders with timely, relevant, understandable and accessible information, and consult with them in a culturally appropriate manner, which is free of manipulation, interference, coercion, discrimination and intimidation. • The process of stakeholder engagement will involve the following, as set out in further detail: a) Stakeholder identification and analysis; b) Planning how the engagement with stakeholders will take place; c) Disclosure of information; d) Consultation with stakeholders; e) Addressing and responding to grievances; f) Reporting to stakeholders; and g) Briefing the Reform Secretariat about the progress of the stakeholder engagement plan. Consultation Process Laws and Bylaws LOB (Public-Private Law / Bylaw by Line Cabinet Final Approval by Consultation) Agency (Intial Approval) Cabinet 30 Days If law: publish it on Official Gazette If bylaw: Submitt it to Parliament then publish it on Official Gazette 63 Regulations If the regulations have an impact of the economy Economic and Development Regulation by line Cabinet Committee (Ministerial agency Committee) (Initial Approval) Infrastructural Committee If the regulations haven’t an impact of the economy (Ministerial Committee) Publish it on Official Gazette E-Consultation Each line agency is obliged to conduct an electronic consultation for its new legislations that have an impact on the private sector (at a minimum), through its website and making sure it is accessible to the beneficiaries. Objectives of Jordanian Policy for Electronic Participation (2021) a) Activate electronic tools to enhance the community participation process. b) Activating community participation in preparing legislation and making decisions at the government level. c) Improving the quality of public services , government decisions and directions, to suit the needs of beneficiaries. d) Raising transparency and increasing confidence in the government apparatus. e) Improving the efficiency and quality of information and making it easier for beneficiaries to access it. Each line agency must adopt Transparency at the national level and enabling effective communication with beneficiaries with the aim of improving government performance and enabling beneficiaries to Contribute to making decisions that suit their need. Each government entity is required to submit annual reports to the on electronic consultations carried out and measure the extent of its effects and results. Learn more about the Reform Matrix: Arabic - English REFORM SECRETARIAT SUPPORT The Reform Secretariat housed within MoPIC and oversees the implementation of the Reform Matrix; report to GoJ and development partners on progress; and coordinate between GoJ entities and development partners to ensure implementation and alignment of donor programs with national priorities. Additionally, the Reform Secretariat will coordinate with GoJ entities and development partners to produce and disseminate information and communication material to inform all target groups, including the private sector and the public, of the progress of implementation and importance of reforms. Accordingly, the Reform Secretariat provides the following support for the MDAs to support them in the implementation of the reforms: • Monitor the progress of actions against the identified timeline which includes monitoring the communication and meetings that are held. • Report to stakeholders including development partners on the progress including stakeholder engagement activities. • Monitor performance indicators and reporting on them quarterly. • Facilitate and coordinate with relevant stakeholders to ensure maximum efficiency in understanding the context and obtaining required data and information. 64 • Provide advisory services to stakeholders on linkages between reforms, actions, and strategies. • Provide technical and operational support to the MDAs upon request • Ensure stakeholders engagement and provide the needed support in this regard starting with developing the comprehensive SEP for the 12 pillars o Support all stakeholder engagement events; o Ensure disclosure of material; o Participate in the stakeholder meetings; o Develop or receive minutes of all engagement events; and o Maintain the stakeholder database. 65 Annexes Annes 1: SOME AVAILABLE TOOLS FOR STAKEHOLDER IDENTIFICATION AND MAPPING NetMap Tool The NetMap method is a tool used for stakeholder mapping and analysis. Net-Map is a participatory interview technique that combines social network analysis stakeholder mapping, and power mapping. Netmap helps understand, visualize, discuss, and improve situations in which many different actors influence outcomes. RACI RACI is another tool that can be used to help understand and manage stakeholders. The “R� represents Responsibility and within this quadrant individuals that have the responsibility for conducting a task in association with the reform R A can be placed. The “A� represents Authority and here the decision makers and stakeholders who can justify decisions can be placed. The “C� represents who should be Consulted. This includes stakeholders that have expert knowledge who can aid the Regulatory Reform as well as C I stakeholders that need to be kept satisfied. The “I� represent s who should be Informed. Here stakeholders that will be affected need to be engaged with. 66 Annex 2: WORLD BANK STAKEHOLDER ENGAGEMENT PLAN (SEP)TEMPLATE Note: This template will be used by the MDAs with the supervision of the RS team. This template provides guidance for the MDAs on specific aspects of the application of the Environmental and Social Standards (ESSs), which form part of the World Bank’s 2016 Environmental and Social Framework. The SEP should be clear and focus on describing the regulatory reform under the Reform Matrix and identifying its stakeholders. It is key to identify what information will be in the public domain, in what languages, and where it will be located. It should explain the opportunities for public consultation, provide a deadline for comments, and explain how people will be notified of new information or opportunities for comment. It should explain how comments will be assessed and taken into account. It should also describe the regulatory reform’s grievance mechanism and how to access this mechanism. The SEP should also commit to releasing routine information on the Reform’s environmental and social performance, including opportunities for consultation and how grievances will be managed. 1. Introduction/Regulatory Reform Description Briefly describe the Regulatory Reform/Reform Pillar, the stage of the Reform, its purpose, and what decisions are currently under consideration on which public input is sought. Describe any temporary activities that also may impact stakeholders. Also, provide a link to, or attach a nontechnical summary of, the potential social and environmental risks and impacts of the Reform. 2. Brief Summary of Previous Stakeholder Engagement Activities If consultation or disclosure activities have been undertaken to date, including information disclosure and informal or formal meetings/or consultation, provide a summary of those activities (no more than half a page), the information disclosed, and where more detailed information on these previous activities can be obtained (for example, a link, or physical location, or make available on request). 3. Stakeholder identification and analysis Identify key stakeholders who will be informed and consulted about the Reform, including individuals, groups, or communities that: • Are affected or likely to be affected by the Regulatory Reform (Reform-affected parties); and • May have an interest in the Regulatory Reform (other interested parties). Depending on the nature and scope of the Regulatory Reform and its potential risks and impacts, examples of potential stakeholders may include government agencies, local organizations, NGOs, private sector and labor unions, civil society and media. 3.1. Affected parties Identify individuals, groups, local communities, and other stakeholders that may be directly or indirectly affected by the Regulatory Reform, positively or negatively. The SEP should focus particularly on those directly and adversely affected by Regulatory Reform activities. The SEP should identify others who may be affected, and who will need additional information to understand the limits of Regulatory Reform impacts. 3.2. Other interested parties Identify broader stakeholders who may be interested in the Regulatory Reform because of its proximity to the sector or parties involved in the Reform. While these groups may not be directly affected by the Reform, they may have a role in the Regulatory Reform preparation (for example, government permitting) or be in a community affected by the Regulatory Reform and have a broader concern than their individual household. Some groups may be interested in the Regulatory Reform because of the sector it is in (for example, investment, energy, women), and others may wish to have information simply because public finance ( which revolves around the role of government income and expenditure in the economy) is being proposed to support the Reform. It is not important to identify the underlying reasons why people or groups want information about a 67 Reform—if the information is in the public domain, it should be open to anyone interested. 3.3. Disadvantaged / vulnerable individuals or groups It is particularly important to understand Regulatory Reform impacts and whether they may disproportionately fall on disadvantaged or vulnerable individuals or groups, who often do not have a voice to express their concerns or understand the impacts of a Reform. • Identify vulnerable or disadvantaged individuals or groups and the limitations they may have in participating and/or in understanding the Regulatory Reform information or participating in the consultation process. The following can help outline an approach to understand the viewpoints of stakeholders: • What might prevent these individuals or groups from participating in the planned process? (For example, accessibility to internet, lack of understanding of a consultation process, lack of transportation to events, accessibility of venues, disability). • How do they normally get information about the Reforms? • Do they have limitations about time of day or location for public consultation? • What additional support or resources might be needed to enable these people to participate in the consultation process? (Examples are providing sign language, large print or Braille information; focused meetings where stakeholders are more comfortable asking questions or raising concerns.) • What recent engagement has the Regulatory Reform had with stakeholders including vulnerable and their representatives? 3.4. Summary of stakeholder needs Example Preferred notification Specific needs Stakeholder group Key characteristics Language means (TV, e-mail, (accessibility….) phone, radio, letter) 4. Stakeholder Engagement Program 4.1. Purpose and timing of stakeholder engagement program Summarize the main goals of the stakeholder engagement program and the envisaged schedule for the various stakeholder engagement activities: at what stages throughout the Reform’s life they will take place, with what periodicity, and what decision is being undertaken on which people’s comments and c oncerns. If decisions on public meetings, locations, and timing of meetings have not yet been made, provide specific information on how people will be made aware of forthcoming Reforms to review information and provide their views. Include a brief Environmental and Social Commitment Plan (ESCP) as part of such information. 4.2. Proposed strategy for information disclosure The selection of disclosure—both for notification and providing information—should be based on how most people routinely get information and may include a more central information source for national interest. A variety of methods of communication should be used to reach the majority of stakeholders. The plan should include a statement welcoming comment on the proposed engagement plan and suggestions for improvement. For remote stakeholders, it may be necessary to provide for an additional or separate meeting, 68 or additional documents that should be placed in the public domain. The public domain includes: • Newspapers, radio and television; • Information centers and/or other visual displays; • Brochures, leaflets, posters, nontechnical summary documents and reports; • Official correspondence, meetings; • Website, social media. The plan should include means to consult with Reform-affected stakeholders if there are significant changes to the Regulatory Reform resulting in additional risks and impacts. Following such consultation, an updated ESCP will be disclosed. Example Regulatory List of Methods Timetable: Target Percentage Responsibilities Reform stage information to proposed Locations/ stakeholders reached be disclosed dates XXXXX Example Milestone Methods proposed Timetable Target stakeholders Responsibilities XXXXX 4.3. Proposed strategy for consultation Briefly describe the methods that will be used to consult with each of the stakeholder groups. Methods used may vary according to target audience, for example: • Interviews with stakeholders and relevant organization • Surveys, polls, and questionnaires • Public meetings, workshops, and/or focus groups on specific topic • Participatory methods • Government-public-private consultation; mainly, laws published on the Legislation and Opinion Bureau website for public feedback before getting the Cabinet approval (more details below – Consultation Process) include conducting Regulatory Impact Assessment in collaboration between the line agency and LOB, the assessment could be either pre or post or both. • Private sector consultation • Social media-based research and/or campaign… • Other traditional mechanisms for consultation and decision making. Example 69 Regulatory Topic of Method Timetable: Target Responsibilities Reform stage consultation used Location stakeholders and dates XXXX XXX Discussion XXX Private sector… Community Liaison with XXX Civil society XXXX Officer (CLO) XXXXX 4.4. Proposed strategy to incorporate the view of vulnerable groups Describe how the views of vulnerable or disadvantaged groups will be sought during the consultation process. Which measures will be used to remove obstacles to participation? This may include separate mechanisms for consultation and grievances, developing measures that allow access to Regulatory Reform benefits, and so forth. 4.5. Timelines Provide information on timelines for Regulatory Reform phases and key decisions. Provide deadlines for comments. 4.6 Review of Comments Explain how comments will be gathered (written and oral comments), reviewed and commit to reporting back to stakeholders on the final decision and a summary of how comments were taken into account. 4.7 Future Phases of Reform Explain that people will be kept informed as the Regulatory Reform develops, including reporting on Regulatory Reform environmental and social performance and implementation of the stakeholder engagement plan and grievance mechanism. Reforms should report at least annually to stakeholders, but often will report more frequently during particularly active periods, when the public may experience more impacts or when phases are changing (for example, reports during drafting laws, then annual reports during implementation). 5. Resources and Responsibilities for implementing stakeholder engagement activities 5.1. Resources Indicate what resources will be dedicated to managing and implementing the Stakeholder Engagement Plan, in particular: • What people oversee the SEP • Confirm that an adequate budget has been allocated toward stakeholder engagement • Provide contact information if people have comments or questions about the Regulatory Reform or the consultation process; that is, phone number, address, e-mail address, title of responsible person (individual names may change). 5.2. Management functions and responsibilities Describe how stakeholder engagement activities will be incorporated into the Reform’s management system and indicate what staff will be dedicated to managing and implementing the Stakeholder Engagement Plan: • Who will be responsible for carrying out each of the stakeholder engagement activities and what are the qualifications of those responsible? • How involved will management be in stakeholder engagement? • How will the process be documented, tracked, and managed (for example, stakeholder database, commitments register, and so forth)? 70 6. Grievance Mechanism Describe the process by which people affected by the Regulatory Reform can bring their grievances and concerns to the Regulatory Reform management’s attention, and how they will be considered and addressed: • Is there an existing formal or informal grievance mechanism (TOR)? Can it be adapted or does something new need to be established? • Is the grievance mechanism culturally appropriate, that is, is it designed to take into account culturally appropriate ways of handling community concerns? For example, in cultures where men and women have separate meetings, can a woman raise a concern to a woman in the Regulatory Reform grievance process? • What process will be used to document complaints and concerns? Who will receive public grievances? How will they be logged and monitored? • What time commitments will be made to acknowledge and resolve issues? Will there be ongoing communication with the complainant throughout the process? • How will the existence of the grievance mechanism be communicated to all stakeholder groups? Are separate processes needed for vulnerable stakeholders? • If a complaint is not considered appropriate to investigate, will an explanation be provided to the complainant on why it could not be pursued? • Will there be an appeals process if the complainant is not satisfied with the proposed resolution of the complaint? Not all Reforms will necessarily have an appeals process, but it is advisable to include one for more complex Reforms. In all cases, complainants need to be reassured that they still have all their legal rights under their national judicial process. • A summary of implementation of the grievance mechanism should be provided to the public on a regular basis, after removing identifying information on individuals to protect their identities. How often will reports go into the public domain to show that the process is being implemented? 7. Monitoring and Reporting 7.1. Involvement of stakeholders in monitoring activities Some Reforms include a role for third parties in monitoring the Regulatory Reform or impacts associated with the Reform. Describe any plans to involve Regulatory Reform stakeholders (including affected communities) or third-party monitors in the monitoring of Regulatory Reform impacts and mitigation programs. The criteria for selection of third parties should be clear. 7.2. Reporting back to stakeholder groups Describe how, when, and where the results of stakeholder engagement activities will be reported back to both affected stakeholders and broader stakeholder groups. It is advised that these reports rely on the same sources of communication that were used earlier to notify stakeholders. Stakeholders should always be reminded of the availability of the grievance mechanism. 71 REFERENCES - Jordan Open Government Partnership: http://www.mop.gov.jo/Pages/viewpage.aspx?pageID=30 World Bank. 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