SEP- SNHCP – Third Additional Financing FEDERAL GOVERNMENT OF SOMALIA Ministry of Labor & Social Affairs (MoLSA) PROJECT: SOMALIA SHOCK-RESPONSIVE SAFETY NET FOR HUMAN CAPITAL PROJECT UPDATED STAKEHOLDER ENGAGEMENT PLAN (SEP) Updated in October 2023 Page 1 of 34 SEP- SNHCP – Third Additional Financing Contents Acronyms and abbreviations......................................................................................................................... 4 1. INTRODUCTION ................................................................................................................................ 5 1.1 Project background ....................................................................................................................... 5 1.2 Purpose of the SEP........................................................................................................................ 5 1.3 World Bank Requirements for Stakeholder Engagement ............................................................. 6 2. PROJECT STAKEHOLDERS AND ENGAGEMENT PRINCIPLES ................................................ 7 2.1 Project stakeholders ...................................................................................................................... 7 2.2 Identification of stakeholders ........................................................................................................ 7 2.3 Stakeholder engagement principles ............................................................................................ 10 3. PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES ....................................................... 11 3.1 Key institutional Stakeholder Meetings and Consultations ........................................................ 11 3.2 Stakeholder Engagement Matrix ................................................................................................. 13 3.3 Stakeholder Engagement Methods to be used ............................................................................ 15 3.4 Verification and validation of list of proposed beneficiaries for the H&N CCT and EI Pilot. ... 15 3.5 Proposed strategy for information disclosure ............................................................................. 16 3.6 Proposed strategy to incorporate views of Single Women, Widows, the Vulnerable, and other Disadvantaged groups: ............................................................................................................................ 17 3.7 Reporting back to stakeholders ................................................................................................... 17 4. RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING STAKEHOLDER ENGAGEMENT ACTIVITIES .................................................................................................................. 18 4.1 Resources .................................................................................................................................... 18 4.2 Implementation Arrangements .................................................................................................... 18 Table 5: Roles and Responsibilities ........................................................................................................ 19 5. GRIEVANCE REDRESS MECHANISM.......................................................................................... 20 4.3 Labour Grievance Redress Mechanism ...................................................................................... 22 4.4 Process for Registration of Grievances ....................................................................................... 23 4.5 Process for Resolution of Grievances ......................................................................................... 23 4.6 Reporting and Managing Incidents Of SEA And GBV .............................................................. 24 4.7 World Bank Grievance Redress Service (GRS).......................................................................... 25 4.8 Proposed strategy to incorporate views of Single Women, Widows, the Vulnerable and other Disadvantaged groups ............................................................................................................................. 25 ANNEX 1: STAKEHOLDER ENGAGEMENT MEETINGS FOR THE H&N CCT AND EI PILOT DESIGN ...................................................................................................................................................... 26 ANNEX 2: THE DO NO HARM FRAMEWORK: A BRIEF DESCRIPTION OF SEVEN STEPS ........ 27 ANNEX 3: COMMUNITY ENGAGEMENT CHECKLIST ..................................................................... 29 Annex 4: CSC Roles and Responsibilities Checklist .................................................................................. 30 Page 2 of 34 SEP- SNHCP – Third Additional Financing List of Tables Table 1: Stakeholder description and areas of interest.................................................................................. 7 Table 2: Other Interested Parties ................................................................................................................. 9 Table 3: Previous Stakeholder Engagements done for the Project ............................................................. 11 Table 4: Stakeholder Consultation Matrix .................................................................................................. 13 Table 5: Estimated budget for implementing the SEP ................................................................................ 18 Table 5: Roles and Responsibilities ............................................................................................................ 19 Page 3 of 34 SEP- SNHCP – Third Additional Financing Acronyms and abbreviations CEP Community Engagement Plan CLO - Community liaison officer DFID - Department for International Development EU - European Union NGO - Non- Governmental Organization GRM - Grievance Redress Mechanism MPED - Ministry of Planning and Economic Development MOLSA -Ministry of Labour & Social Affairs MoF Ministry of Finance BRA - Banadir Regional Administration OIPs - Other interested parties PAPs - Project-affected parties PDO - Project Development Objectives PIU - Project Implementation Unit SEP Stakeholder Engagement Plan H&N CCT Health and Nutrition Co-Responsibility Cash Transfer SDM Service Delivery Mechanism USR Unified Social Registry MIS Management Information System EI - Economic Inclusion USAID United States Agency for International Development UNICEF United Nations Children’s Fund UN-FAO United Nations Food and Agricultural Organization Page 4 of 34 SEP- SNHCP – Third Additional Financing 1. INTRODUCTION 1.1 Project background The Baxnaano program was launched in late 2019 and is administered by the Ministry of Labor and Social Affairs (MoLSA) on behalf of the FGS. Baxnaano provides support to poor and vulnerable beneficiaries though two windows: (i) Regular window – An unconditional cash transfer program which covers 200,000 chronically poor and vulnerable households (approximately 1.3 million individuals) with focus on households with children aged under five years, currently active in 25 districts across all Federal Member States (FMS) and Somaliland and (ii) Shock response window – The window is expected to support a total of 598,000 households (3.59 million individuals) with temporary emergency cash transfers, 338,000 drought affected households supported under SNHCP and 260,000 locust affected households supported under Shock Responsive Safety Net for Locust Response Project A first AF approved on June 17, 2021, increased the duration of Baxnaano support for the same beneficiary cohort to ensure that efforts at improving human capital could be maintained. A second AF approved on June 22, 2022, supported a response to the urgent food security needs of poor and vulnerable populations affected by the prevailing drought crisis which began in late 2021. The Project comprises three components which finance (i) nutrition-linked unconditional cash transfers, (ii) delivery systems and institutional capacity building, and (iii) project management, monitoring and evaluation (M&E), and knowledge management. In this Af, component 4 will establish new pilot on service delivery mechanism (SDM) and health and nutrition co-responsibility cash transfer (H&N Cct). The Federal Government of Somalia (FGS) has requested third additional financing that will serve two key purposes to respond to urgent crisis needs. First, the AF draws upon US$ 60 million in CRW “last resort financing� to provide emergency cash transfers to 145,000 drought affected poor and vulnerable households. SNHCP aims to provide support to a total of 338,000 drought affected households of which existing financing support was available for 193,000 households which have already received or are in process of receiving ECTs. This AF will provide support to the remaining 145,000 drought affected households and enable the project to achieve its target. Second, a restructuring will invest in key building blocks for resilience to future crises: expanding the Unified Social Registry (USR) nationwide and investing in health and nutrition as well as economic inclusion interventions in urban areas 1.2 Purpose of the SEP This SEP will serve the following purposes: i. Identifying and analyzing different stakeholders at different levels; ii. Planning engagement modalities through effective communication, consultations and disclosure; iii. Outlining platforms for stakeholders to influence decisions regarding the project; iv. Defining roles and responsibilities for the implementation of the SEP; v. Defining reporting and monitoring measures to ensure the effectiveness of the SEP and periodic reviews of the SEP based on monitoring findings; vi. Defining roles and responsibilities of different actors in implementing the Plan; vii. Elaborating the grievance redress mechanism (GM) for the project; viii. Outlining the dissemination of relevant project materials, including explanations of intended project benefits and, where appropriate, the setup of a project website; and Page 5 of 34 SEP- SNHCP – Third Additional Financing ix. Documenting stakeholder consultations on proposed project design, environmental and social risks and impacts, mitigation measures, the proposed SEP, and draft environmental and social risk management instruments. 1.3 World Bank Requirements for Stakeholder Engagement As per the Environmental and Social Standard ESS 10 Stakeholders Engagement and Information Disclosure, the implementing agencies 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. The ESS 10 defines the requirements for stakeholder engagement as follows: i. Establish a systematic approach to stakeholder engagement that helps Borrowers identify stakeholders and maintain a constructive relationship with them; ii. Assess stakeholder interests and support for the project and enable stakeholders’ views to be taken into account in project design; iii. Promote and provide means for effective and inclusive engagement with project-affected parties throughout the project lifecycle; and iv. Ensure that appropriate project information is disclosed to stakeholders in a timely, understandable, accessible and appropriate manner. Page 6 of 34 SEP- SNHCP – Third Additional Financing 2. PROJECT STAKEHOLDERS AND ENGAGEMENT PRINCIPLES 2.1 Project stakeholders Project stakeholders are defined as individuals, groups or other entities with an interest in the project at different levels. Engagement with the project affected persons will be conducted during project planning, upon project effectiveness and sustained throughout project implementation and closure. For effective engagement, project stakeholders are categorized into three main groups, as described below. i. Affected Parties: persons, groups and other entities within the Project Area of Influence (PAI) that are impacted or likely to be impacted directly or indirectly, positively or adversely, by the project. Such stakeholders are directly influenced (actually or potentially) by the project and/or have been identified as most susceptible to change associated with the project and need to be closely engaged in identifying impacts and their significance, as well as in decision-making on mitigation and management measures. For SNHCP this category include; Benefiting community including Community leaders, Women in the 25 districts, Ministry of Labour & Social Affairs (MoLSA), Ministry of Planning, Investment and Economic Development (MOPIED), Baxnaano Ministry of Finance, MoH ii. Other Interested Parties (OIP): constitute individuals/groups/entities whose interests may be affected by the project and who have the potential to influence project outcomes. OIP may not experience direct impacts from the Project but they may consider or perceive their interests as being affected by the project and/or who could affect the project and the process of its implementation in some way. Such stakeholders include CSOs and NGOs who may become project partners. For SNHCP, this category include; United Nations World Food Programme (WFP, United Nations Children’s Fund (UNICEF, United Nations Food and Agricultural Organization (FAO) among others iii. Vulnerable groups: persons who may be disproportionately impacted or further disadvantaged by the project as compared with any other groups due to their vulnerability and that may require special efforts to ensure their equal representation in the project consultation and decision-making processes. The vulnerable individuals and groups identified for this project include female Household Heads, Children Headed Households and people with disabilities among others 2.2 Identification of stakeholders Different categories of people and institutions with an interest in the Project at different levels will need to be consulted and engaged in the project activities, as summarized in Table 2. Table 1: Stakeholder description and areas of interest Stakeholder Stakeholder Stakeholder Description Role of Stakeholder Level Category International International United Nations World Food Implementation support in the Health Agencies and NGOs Programme WFP, United and Nutrition (H&N) research and Nations Children’s Fund learning (UNICEF), United Nations Food and Agricultural Organization (FAO) and other Page 7 of 34 SEP- SNHCP – Third Additional Financing Agencies including international NGOs Regional BRA Benadir Regional Administrative, policy and Administration. implementation support Chambers of private sector business, Key support in implementation commerce and employers especially on EI Pilot, job placements business groups International World Bank SP and Jobs team, health team, Technical expertise, implementation etc Support, monitoring and evaluation National Ministry of Labour MoLSA Management, TVET It is the main driver and lead of the & Social Affairs and Department of process. Political support and (MoLSA) employment. leadership, technical expertise, policy and program expertise, and implementation support through existing programs Ministry of MOPIED management provide advice to the government on Planning, medium and long-term strategies for Investment and socio-economic development and Economic sustainable economic growth Development (MOPIED) Baxnaano PIU To deliver the objectives in close collaboration with Federal, FMS and District Health Authorities and other stakeholders. Ministry of Finance Departments of IFMIS, ETC Issues related in the funding for the project, Efficient use of the resource and accountability MoH Department of Health, Support in the H&N CCT; department of nutrition, communication, sensitization, delivery projects such as Damal of service, etc caafimaad and Marwo caafimaad District Level Local Government Deyniile Facilitate the project at district level, Authorities and support in implementation Regional / Civil society/CBO’s CS/CBO’s & Community Possibility to influence and support National leaders project components especially on mobilization of the community. Regional / Financial service Banks, Telecommunications Implementation and operational support National providers on cash transfer (EVC, E- Dahab, Premier Wallet, etc) Local Community leaders Elected leaders, clan elders, Provide required linkage between the religious leaders and opinion project to the community lowest leaders from targeted structures communities Women Mothers or female caregiver of the children under 5 that reside in target and non target areas. Direct and non recipients of the transfer Vulnerable Community members that may Members of the meet the project target criteria community and are comparatively unable (widows, disabled, to anticipate, cope with, resist single women) and recover from the impacts including minorities Page 8 of 34 SEP- SNHCP – Third Additional Financing of disasters such as droughts and wars Table 2: Other Interested Parties Stakeholder Description Potential issues of concern Community Elected leaders, clan • Sustainability of the CT and risk of dependency to the CT leaders elders, religious • Delivery points cash transfers may be targeted by opportunistic leaders and opinion armed actors including Al-Shabaab. leaders from targeted • Inward migration as the project only operated in one district communities per region in Somalia there remains a possibility, that people from neighboring districts will seek to migrate to the project areas to benefit from the project • Security of project workers- as the project targets rural areas with comparatively prevalent poverty and protracted conflict making implementation, monitoring and supervision a key challenge Government Officials from • Availability of robust systems to take over Social protection officials and administrative programmes at the end of the project structures responsible • Sustainability of the CT and risk of dependency to the CT Local target beneficiary • Conflict and insecurity that can impede the delivery of the CT Administration communities and • Delivery points cash transfers may be targeted by opportunistic non-beneficiary armed actors including Al-Shabaab. communities • Security and remoteness of the operations combine to provide a significant challenge for monitoring and supervising project implementation • Inward migration as the project only operated in one district per region in Somalia there remains a possibility, that people from neighboring districts will seek to migrate to the project areas to benefit from the project • Security of project workers- as the project targets rural areas with comparatively prevalent poverty and protracted conflict making implementation, monitoring and supervision a key challenge WFP UN agency with • Conflict and insecurity that can impede the delivery of the CT established systems • Delivery points cash transfers may be targeted by opportunistic and ground presence armed actors including Al-Shabaab. tasked with the • Security and remoteness of the operations combine to provide delivery of a significant challenge for monitoring and supervising project Component 1 implementation • Inward migration as the project only operated in one district per region in Somalia there remains a possibility, that people from neighboring districts will seek to migrate to the project areas to benefit from the project • Security of project workers- as the project targets rural areas with comparatively prevalent poverty and protracted conflict making implementation, monitoring and supervision a key challenge UNICEF UN agency with • Conflict and insecurity that can impede the delivery of established systems Component 2 activities and ground presence • Security of project workers- as the project targets rural areas tasked with the with comparatively prevalent poverty and protracted conflict delivery of making implementation, monitoring and supervision a key Component 2 challenge Page 9 of 34 SEP- SNHCP – Third Additional Financing WFP Contracted Non-Governmental • Conflict and insecurity that can impede the delivery of the CT NGOs organizations and • Delivery points cash transfers may be targeted by opportunistic Community Based armed actors including Al-Shabaab. organization with a • Inward migration as the project only operated in one district local presence and per region in Somalia there remains a possibility, that people knowledge tasked from neighboring districts will seek to migrate to the project with conducting areas to benefit from the project project awareness, • Security of project workers- as the project targets rural areas communication and with comparatively prevalent poverty and protracted conflict engagements making implementation, monitoring and supervision a key including challenge community-based targeting Male Community Male members of the • Sustainability of the CT and risk of dependency to the CT members community ranging • Access to pay points and the associated risks of gender based from spouses of and other violence women beneficiaries • Tension within households from disagreements on use of cash to other male by intended recipients members of the non- • Change in family dynamics when male view CTs as beneficiary disempowering them hence a shift in power balance community • Inward migration as the project only operated in one district per region in Somalia there remains a possibility, that people from neighboring districts will seek to migrate to the project areas to benefit from the project 2.3 Stakeholder engagement principles Stakeholder analysis generates information on the perceptions, interests, needs, and influence of actors on the project. Identifying the appropriate consultation approach for each stakeholder throughout the project lifecycle is necessary. In order to meet best practice approaches, the project will apply the following principles for stakeholder engagement. i. Openness and life-cycle approach: public consultations for the project will continue during the whole project lifecycle from preparation through implementation to closure. Stakeholder engagement will be free of manipulation, interference, coercion, and intimidation. ii. Informed participation and feedback: information will be provided and widely distributed among all stakeholders in an appropriate format; conducted based on timely, relevant, understandable and accessible information related to the project; opportunities provided to raise concerns and ensure that stakeholder feedback is taken into consideration during decision making. iii. Inclusivity and sensitivity: stakeholder identification will be undertaken to support better communication and building effective relationships. The participation process for the project will be inclusive. All stakeholders will be encouraged to be involved in the consultation processes. Equal access to information will be provided to all stakeholders. Sensitivity to stakeholders’ needs is the key principle underlying the selection of engagement methods. Special attention will be given to vulnerable groups, particularly civil servants in low grades, female workers and those with disabilities. Page 10 of 34 SEP- SNHCP – Third Additional Financing 3. PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES 3.1 Key institutional Stakeholder Meetings and Consultations Engagements and consultation on the project design and the planned activities and implementation arrangements have been done with key institutional stakeholders including the relevant Government agencies, development partners and the implementing agencies (WFP and UNICEF). Engagements and consultations have been held with key stakeholders identified as presented in Table 3 below; Table 3: Previous Stakeholder Engagements done for the Project Stakeholder Date Participants Key Points Raised Ministry of September 25, MoLSA the meeting reiterated the importance of Labour and 2023 • State Minister continued cooperation and coordination Social Affairs • DG between MoLSA, BRA, and other • Head of Administration stakeholders for the successful • Head Section of Social implementation of the Baxnano Protection program. • GRM Officer • Social Development Specialist • Director of Social Affairs • Deputy District – BRA • Commissioner-Deynile District United March 2021 • World Bank Social Protection • Increasing the payment delivery Nations World team timelines of the project for the Food • MoLSA PIU existing 200,000 households with Programme the additional financing through the (WFP) systems and modalities under the parent project. • Grievance Redress Mechanisms Ministry of May 2019 • H.E Adirahman Duale Beileh • Strengthening of social protection Finance (Minister) & its role in human capital accumulation • Planned activities, implementation arrangements Ministry of May 2019 • H.E Sadik Hersi Warfa • Existing systems and structures for Labour & (Minister) social protection Social Affairs • Fardosa Ahmed Abdullahi • Strengthening of social protection (MoLSA) (Senior Policy Advisor/ & its role in human capital National SP Coordinator) accumulation • Abullahi Jibril Ali, Interim • Planned activities, implementation Procurement Specialist arrangements • Targeting and enrollment processes • MoLSA capacity building and the PIU structure Ministry of June 2019 • H.E Gamal Hassan • Strengthening of social protection Planning and & its role in human capital Economic accumulation Development • Planned activities, implementation arrangements Page 11 of 34 SEP- SNHCP – Third Additional Financing • Sustainability of the CTs program United May 2019 • Deputy Country Director • Existing systems and structures for Nations World • Ilara Dettori, Regional social protection Food Program Advisor • Strengthening of social protection Programme • Delphine Dechaux, Head of & its role in human capital (WFP) Programmes for WFP accumulation • Sara Karimbhoy, Emergency • On-going WFP support and how Manager this project can leverage on existing • Tsedeye Girma, Emergency programs/expertise/systems Specialist, NY. • Technical design, planned activities, & implementation arrangements • Targeting and enrollment processes & beneficiary databases • Payment systems • Grievance Redress Mechanisms • Existing institutional systems and capacities at WFP, including for financial management, procurement, and safeguards United May 2019 • Jesper Moller, Deputy • Existing systems and structures for Nations Representative social protection Children’s • Jose Maria Bendito Prieto, • On-going policy dialogue and Fund Chief Social Protection, Equity governance arrangement support by (UNICEF) & Gender UNICEF & how this project can • Peta Barns, Emergency leverage on existing Logistics Manager programs/expertise/systems • Rachael Wamoto, Cash • Strengthening of social protection Officer. & its role in human capital accumulation • Technical design, planned activities, & implementation arrangements • Targeting and enrollment processes • Grievance Redress Mechanisms • Existing institutional systems and capacities at UNICEF, including for financial management, procurement, and safeguards United • Etienne Peterschmitt, Deputy • Strengthening of social protection Nations Food Representative & its role in human capital and • Johanna Erhardt, Head of accumulation Agricultural Strategy Resource • Technical design, planned Organization Mobilization activities, & implementation (FAO) • Simone Alzari, Head of IM arrangements Unit • Hiba Abou Swaid, Cash Expert • Ezana Kassa, Emergency Coordinator Development June 2019 European Union • Technical design, planned Partners • Johan Heffinck, Head of activities, & implementation Office, EC Somalia arrangements ECHO: Page 12 of 34 SEP- SNHCP – Third Additional Financing • Quentin Le-Gallo, Technical • On-going support by donors & Assistant Somalia/ Regional coordination/collaboration with this Drought Coordination, project to leverage on existing • Sapenzie Ojiambo programs / expertise / systems • Hjordis Ogendo, EEAS • Strengthening of social protection DFID & its role in human capital USAID accumulation Australia Italy Sweden Switzerland 3.2 Stakeholder Engagement Matrix Table 4 presents the planned key stakeholder consultation matrix to be implemented during the project preparation stage through to implementation and closure. Table 4: Stakeholder Consultation Matrix Channels of Engagement Stakeholder With whom Frequency Purpose Engagement methods WFP and Official internal Monthly Project progress, Sharing of UNICEF and external budget and financing. information, reviews, communications clearance and seeking support. Written requests via official letters and emails Project Stakeholder Monthly Public/community To keep informed beneficiaries awareness and meetings, seminars, about the project Ministry of and consultations face-to-face meetings achievements and Labour & communities campaigns with all project challenges Social Affairs including stakeholders. (MoLSA) PAPs and To receive input from other stakeholders and vulnerable feedback loops to populations stakeholders such as orphans and Disclosure of project IDPs. benefits, list of beneficiaries, documents and GRM process All Stakeholder monthly, Public/community To keep informed stakeholders awareness and Bi-annually meetings, seminars, about the project WFP and consultations Virtual meetings achievements. UNICEF campaigns, (face-to-face, where Meetings, possible) meetings Sharing information on the implementation Page 13 of 34 SEP- SNHCP – Third Additional Financing with all project and duration of the stakeholders. additional financing. Disclosure of project benefits, list of beneficiaries, documents and GRM process Federal and Operational Monthly Monitoring reports, To implement the Regional meetings Virtual (face-to-face, project components. Governments where possible) meetings with regional employment departments. Project SCOPE GRM, Monthly SCOPE hotline, To ensure beneficiaries through telephone, social beneficiaries are and contracted NGOs, media, posters, informed about the communities Community leaflets, project cards, project level GRM. Selection hand-outs, Radio (if Committees and when needed) Disclosure of project (CSCs) benefits, list of beneficiaries, documents and GRM process WFP and Operational Bi-monthly Monitoring reports, To implement the NGOs meetings Face-to-face meetings project components. with ESCs and PAPs. All PAPs Monthly Public/community To increase stakeholders consultations and meetings, seminars, awareness, provide WFP including outreach face-to-face meetings consultations and Contracted PAPs campaigns with PAPs. collect feedback. NGOs including vulnerable Disclosure of project populations benefits, list of such as beneficiaries, orphans and documents and GRM IDPs. process Project PAPs Monthly Face-to-face meetings To increase awareness beneficiaries consultations and with clan elders, and provide outreach PAPs. Leaflets, consultations. campaigns Posters, brochures, hand-outs. Disclosure of project benefits, list of beneficiaries, documents and GRM process Page 14 of 34 SEP- SNHCP – Third Additional Financing 3.3 Stakeholder Engagement Methods to be used Communication materials Written information will be disclosed to the public through various communication materials including brochures, flyers, posters, etc. Key project information such as the hotline number for grievances as well as project updates and reports on the project’s performance both in Somali and English. Dedicated communication materials, specifically, WFP’s hotline numbers are widely available through Posters and also printed on the backside of SCOPE cards. Information Desks Information Desks in each region and district will provide local residents and project beneficiaries with information on stakeholder engagement activities, project interventions, contact details of the focal points in the various NGOs working under WFP to implement the project. Brochures and fliers on various project related social and environmental issues will be made available at these information desks. 3.4 Verification and validation of list of proposed beneficiaries for the H&N CCT and EI Pilot. A comprehensive beneficiary awareness and mobilization campaign will be implemented to sensitize and inform potential beneficiaries about SDM and H&N CCT. Standardized communication guidelines for beneficiary facilitation will also be prepared to apprise them of services and cash transfers. The objective of beneficiary awareness and mobilization is to provide information about key features, service availability, H&N CCT objectives, eligibility criteria, etc. to potential beneficiaries, stakeholders, and the general public. The outreach strategy will particularly focus on mobilizing the potential beneficiaries (pregnant women and mothers with children up to 23 months of age) to motivate them to enroll. The enrolment plan for each village/area in a district will be prepared through consultation among Baxnaano and Health Authorities and local stakeholders based on the number of potential beneficiaries each enrolment site shall serve. The intervention shall utilize social mobilizers and LHW staff to invite beneficiaries to enroll at Baxnaano Facilitation Centers. Mobilization of Potential Beneficiaries The list of eligible households will be generated by Baxnaano based on USR data and provided to the Communications/Mobilization firm to motivate potential beneficiaries to participate in the enrolment process. Information Dissemination through Information, Education and Communication (IEC) Material Baxnaano and the Communications/Mobilization firm will design and print the IEC material, including posters, brochures, and flyers. The IEC material will have information in local languages supported by pictorial representation, a fact sheet detailing service availability, H&N CCT objective, target group, benefits, conditions, payment process, and grievances redressal mechanism. The IEC material will be made available at all FCs as well. Posters may be displayed in public places such as hospitals, schools, mosques etc. IEC material will be designed, printed, and disseminated a month before the actual launching of field operations. Robo Calls and SMS to Eligible Households Page 15 of 34 SEP- SNHCP – Third Additional Financing Outreach through robocalls and SMS campaigns in local languages on the contact numbers of eligible households to inform about H&N CCT and invite them to participate in the enrolment process. These robo calls and SMS campaign shall be carried out a week before launch of the enrolment process. Verbal Announcements through Mosques and Local Radio The verbal announcements will be made through mosques and community structures/leaders/beneficiary committees and village organizations to inform potential beneficiaries about the intervention’s salient features, service availability and H&N CCT eligibility criteria. Announcements will also be made through local radio. Verbal announcements will be made on a repetitive basis a week before the enrolment process and during the enrolment process. Baxnaano will develop messages for such announcements to avoid any confusion. Other awareness activities Following other awareness activities will be conducted for mobilization of beneficiaries: • The Communication/Mobilization firm will be responsible for effective mobilization. • Services of LHWs will be obtained for the mobilization of the beneficiaries. • Training sessions will be arranged for health service providers. Training, workshops Training on a variety of social issues will be provided to staff at MoLSA, PIU, and the WFP contracted NGOs and possibly relevant regional state government. Issues covered will include sensitization to project targeting and enrollment processes, risks related to inclusion and exclusion, clan and cultural dynamics, security and gender-based violence. 3.5 Proposed strategy for information disclosure The Government will ensure that information to be disclosed at the federal, regional and local/district levels: i. Is accurate, up-to-date and easily accessible; ii. Emphasizes shared values; iii. Articulates the principle and rationale for the various strategies being used by the project at the different levels; iv. Includes an indicative timeline and phasing of the project v. Includes explanation of measures that will be used in the selection of contractors, workers on the sites and how the effects on the public and communities will be minimized; and vi. Includes information on where people can go for more information, ask questions, channel their complaints and grievances, and provide feedback (and contact persons as appropriate). Other key considerations will include: i. Over time, based on feedback received through the GM and other channels, information disclosed should also answer frequently asked questions by the public and the different concerns raised by stakeholders; ii. During implementation, the Communication Officer will monitor social media regularly for any misinformation about the project and craft responses to be disseminated by the Social Safeguards Specialist and Communication Officer; and iii. If the engagement of security or military personnel is considered for any aspect of the project, ensure that a communication strategy is in place to inform stakeholders of their involvement and Page 16 of 34 SEP- SNHCP – Third Additional Financing the possibility of raising concerns and grievances on their conduct through the GM. Refer to the Security Management Plan (SMP) for more detailed guidance. 3.6 Proposed strategy to incorporate views of Single Women, Widows, the Vulnerable, and other Disadvantaged groups: The project will carry out targeted stakeholder engagement with vulnerable and disadvantaged groups and individuals to understand their concerns/needs in terms of accessing information, services, and any other challenges they face at home, at workplaces and in public offices. Groups working with or those representing voices of minority and disadvantaged individuals, including CSOs, CBOs and activists will be consulted in the respective areas of operation. Special attention will be paid to engage with women as intermediaries. The details of strategies that will be adopted to effectively engage and communicate with vulnerable and disadvantaged individuals and groups will be considered during project implementation. The project will promote inclusion of disadvantaged and vulnerable groups and individuals by ensuring their involvement in project consultations. As lessons learnt from the implementation of the parent project, stakeholder consultation meeting shall be held during mid-morning and not too early with separate consultations for women from men. In addition, continuous sensitization on the selection criteria, modalities for receiving benefits and measures to avoid being conned of their entitlements is vital. The project will take special measures to ensure that disadvantaged and vulnerable groups have equal opportunity to project benefits where they meet the targeting criteria, to access information, provide feedback, and submit grievances. A key approach being used by WFP is the adoption of community-based targeting. In this case, the target communities identify their most vulnerable members through a participatory process. The assumption is that communities have a better understanding of their own vulnerability than external actors and is most effective in such projects where administrative capacity is limited, and community empowerment and capacity-building align with the program's objectives. Processes in community-based targeting, which entrench participatory engagements, help prevent elite capture and promote inclusion. This addition emphasizes the project's commitment to inclusivity and sensitivity, particularly in engaging with disadvantaged and vulnerable groups. To help ensure that the process does not marginalize disadvantaged and vulnerable groups, representation for these groups will be required in the grievance committee (GC) tasked to resolve grievances/complaints at the local/district level 3.7 Reporting back to stakeholders Stakeholders will be kept informed through regular meetings and dissemination of information through other means as the project develops, including reporting on project environmental and social performance and implementation of the SEP and grievance mechanism on bi-annual basis. Page 17 of 34 SEP- SNHCP – Third Additional Financing 4. RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING STAKEHOLDER ENGAGEMENT ACTIVITIES 4.1 Resources The senior social safeguard and communication specialists at the MoLSA will be in charge of stakeholder engagement activities, together with the communication officer. Table 5 presents a tentative budget for implementing the SEP. Table 5: Estimated budget for implementing the SEP Q-ty/per Unit Cost, Stakeholder Engagement No. of Total cost Timeline years USD per Activities years (USD) (months) year Training Programs (PIU, WFP, Before sub-project Per year 50,000 1 year 50,000 UNESCO, NGOs etc) implementation Community consultation and Before sub-project Approx. 21 5,000 1 year 105,000 feedback meetings implementation meetings Key Decision makers Before sub-project Approx. 21 consultation and feedback 5,000 1 year 105,000 implementation meetings meetings FM radio press conferences Before sub-project and call ins (one per year at Once a year 50,000 1 year 50,000 implementation FGS and FMS levels) Communication materials (leaflets, posters on project and Before sub-project Per year 50,000 1 year1 50,000 GM, GM forms, registers in implementation Somali) Monitoring visits by FMS Once component Per quarter 10,000 1 years 30,000 social officers activities start Subtotal 390,000 Contingency 5% 19,500 Total 409,500 4.2 Implementation Arrangements The proposed AF and restructuring will support the scale up of emergency support, extension of the regular Baxnaano program, and strengthen key building blocks for resilience to future shocks. No changes will be made to the PDO or the implementation arrangements by component. Changes are only being made to the (i) components, costs and scope of activities, (ii) indicators and selected results targets, and (iii) closing date. The full amount of the AF will be added to component 1 to reach 145,000 beneficiaries with rapid emergency cash transfers. The Ministry of Labour & Social Affairs (MoLSA) through the Project Implementation Unit (PIU) will continue to shoulder full responsibility for engaging with the stakeholders with support from WFP and UNICEF for project activities in Component 1 and 2 respectively. To further entrench the systems and capacity building initiative intended in Component 3, a Social Development Specialist based within the PIU will be tasked with the coordination of the stakeholder engagement activities for the project. WFP and Page 18 of 34 SEP- SNHCP – Third Additional Financing UNICEF have already established communication and engagement structures which the project will tap into. The WFP contracted NGOs that will be tasked with targeting, registration and community engagements will have a community liaison officer tasked with the planning, implementing and reporting on community engagements. Table 6 below presents roles and responsibilities with regards to implementation of SNHCP –Third Af. Table 6: Roles and Responsibilities Actor/Stakeholder Responsibilities Ministry of Labour & Social • Planning and implementation of the SEP; Affairs (MoLSA)and Project • Leading stakeholder engagement activities; Implementation Unit • Management and resolution of grievances; • Coordination/supervision of contractors on SEP activities; • Monitoring of and reporting on social performance of WFP and UNICEF Regional States Governments • Inform PIU of any issues related to their engagement with stakeholders; • Transmit and resolve complaints caused by the project interventions in close collaboration with and as directed by PIU and by participating in the community meetings; Project-affected parties • Invited to engage and ask questions about the Project at Project Meetings and through discussions with Community Liaison Officers where it is of interest or of relevance to them; • Lodge their grievances using the Grievance Resolution Mechanism defined in this SEP (Section VIII. Grievance Redress Mechanism); • Help the Project to define mitigation measures; Other project stakeholders • Engage with PIU regarding project design; • Raise concerns to help the project to be inclusive. Page 19 of 34 SEP- SNHCP – Third Additional Financing 5. GRIEVANCE REDRESS MECHANISM To comply with ESS10, a project-specific grievance mechanism that is currently being used by WFP will be adopted the same grievances redressal mechanisms established under the parent project to handle complaints and grievances for the project. This mechanism will apply for grievances related to component 1; nutrition linked cash transfer. A separate GRM has been rolled out for project workers and will cover workers from WFP contracted NGOs, community and volunteer workers as well as payment merchants and their security. Through WFP and UNICEF has already identified GBV service providers. in project areas of influence. The project will also ensure grievance redress measures include mechanisms for safe and confidential reporting of cases of GBV, and partnership arrangements include measures to protect against incidence and to provide GBV services should cases of GBV/SEA arise during project implementation. The project wide mechanism for Component 1 activities is detailed below WFP Cash Transfer Complaints and Feedback Mechanism To ensure that WFP can effectively reach key stakeholders and the most vulnerable members of the community, WFP has established a toll-free hot line to provide a direct channel for interface. In case issues with the selection process arise, people are be able to call the hotline and log in their complaint with WFP directly. The CFM not only aims at strengthening accountability to communities but also to identify a range of protection, fraud and diversion issues as well as other concerns related to delivery of WFP assistance. The toll-free hotline is managed by WFP through a call centre located in Somalia (Puntland), which is open from Sunday through Thursday from 8.30 am to 5 pm. The call centre hosts 14 WFP Somali national staff (Somali speakers) that can be reached through four different phones numbers from several operators i.e. Hormuud, Golis, SomTel and Nationlink. This allows accessibility by mobile phones from all over Somalia. The WFP Somalia hotline numbers are: Hormud: 0617 140164; Golis: 0907 053722; Telesom: 0633 228003; Somtel: 0627 795373. The entire country is covered by either of these mobile phone operating companies. The information on WFP’s hotline numbers is widely disseminated through posters that are displayed in the communities benefiting from the project. The hotline numbers are also printed on the backside of the SCOPE cards. Additionally, during community consultations, the grievance redressal system from logging of the complaints to their resolution is particularly highlighted by the cooperating partner NGOs. These measures have proven effective in familiarizing beneficiaries with the available channels for sharing feedback and registering grievances. The Call Centre operators receive complaints through the CFM, whereby they are recorded and logeed in WFP’s online case management system. All information related to a case is recorded in the online system, including: case description, complainant information (name, phone where the person can be called back, location, etc.), date, location, activity, CP. Operators classify the cases according to their risk level (high, medium, low and residual risk). Once a case/complaint is captured in the online case management software, it is referred to the relevant area office or technical unit for follow-up and action. Different risk levels have different process flows and time limits for action, with high risk cases (suspicion of fraud for instance having a shorter timeline for action). WF P’s monitoring unit monitors case resolution closely, to ensure that cases are addressed within the defined timeframes. After an issue has been addressed, all information is updated and the case is reassigned back to the hotline operators for confirmation with the complainants. Cases can be closed in the system only after the complainant has confirmed the issue was actually solved WFP also encourages its partners to have their own complaints and feedback mechanisms, particularly to handle minor on-site operational issues to allow for a smooth assistance process. It is in the interest of WFP and its beneficiaries that all issues are solved as quickly and thoroughly as possible, and sometimes the most effective way is to address issues directly at the site by the implementing partner. Other mechanisms for complaints and grievance uptake include help desks manned by cooperating partners. Page 20 of 34 SEP- SNHCP – Third Additional Financing There exists a separate mechanism dedicated to reports of conflict of interest, abuse of power or harassment by WFP or WFP CP staff. Such cases are escalated through the Risk Management and Compliance officer. Reports of sexual exploitation and sexual harassment will be referred to WFP PSEA focal points and onward to WFP’s investigation Office at Headquarters. Such sensitive cases, in line with the WFP’s case management standard procedures, are treated with adherence to strict guidelines of beneficiary data protection and/or anonymity. The PIU will collate monthly grievance registers for monitoring and learning purposes and to inform areas of proactivity. Grievance redress flow chart for cases of different risk levels Page 21 of 34 SEP- SNHCP – Third Additional Financing Interim Risk level Take action progress Closure timeline report Alleged cases of fraud and corruption and cases of collusion, harassment, and conflict of interest or Within 48 Within Within High Cases with high negative impact on hours 1 week 1 month programme implementation or Cases of sexual harassment, sexual exploitation or GBV Cases of possible high negative impact on programme implementation Within 48 Within Within Medium or hours 2 weeks 1 month Cases with medium impact on programme implementation Within Within Within Cases with high impact on beneficiary 1 week 2 weeks 1 month Low Cases with low impact on programme Within Within Within implementation 1 week 2 weeks 2 months Important Note: “Take action� and “interim progress report� refer to action/comments in the CRM online system. We currently do not report on those times. The above timelines are based on WFP’s standard guidelines for redressal of complaints, based on the level or risk. However, for the purpose of reporting, the project will consider an average timeframe of one month for all categories of complaints. As WFP’s CFM/GRM system is well established and caters to all WFP programmes in the country, there is a higher level of awareness among wider communities on the mechanism for recording feedback and grievances. Secondly, since mobile phone subscription is very high in Somalia and the fact that the coverage of hotline numbers extends to all major mobile network operators, no significant challenge has been reported by beneficiaries while accessing the hotlines. Additionally, due to prompt reporting and swift redressal procedures, the existing CFM/GRM has proven effective in timely redressal of complaints, especially those of a serious nature. While redressing such complaints, the learning is then applied across all projects and interventions to avert and mitigate risks. 4.3 Project Workers Grievance Redress Mechanism Recently, MOLSA has established a Labour GRM call center and an Official Email which is intended to file grievances by all employees who are involved in the implementation of this project, in particular Cooperating Partners (CPs) staff, MNO staff, and PIU team to ensure that all grievance management handling process is performed in a transparent and accountable manner. For avoidance of doubt, all employees directly or indirectly involved in the project implementation have unrestricted access to the Grievance Redress Unit at the Ministry. This GRM is consistent with the requirements of the Somalia National Labour laws, Labour Management Procedure (LMP) of the World Bank’s Environmental and Social Standards 2, and international best practice. WFP contracted CPs and MNO employees may use their internal GRM, but that should not preclude them from referring the grievance to the GRM unit at the Ministry, if preferred and needed. The GRM under the Ministry shall investigate any grievances received objectively with a view to arriving at a just Page 22 of 34 SEP- SNHCP – Third Additional Financing determination. Any employee, individual or service provider not satisfied with the decision of the GRM at the Ministry may resort to the National Judicial System for a resolution of the grievance Direct and indirect contracted workers engaged by Cooperative Partners (CPs) and other Service Providers can raise labour related complaints and grievances with the GRM mechanism within MoLSA, which has been set up and is being equipped to handle complaints of this nature. GRM Secretariats and Officers domiciled within MoLSA are in place. Nevertheless, any grievances related to beneficiaries that MoLSA receive from beneficiaries will be referred to WFP CFM. Measures are being put in place to ensure that the labour specific GRM: a. Is easily accessible to all NGO and service provider workers by phone or walk in or through the project wide GRM. The project wide GRM will handle complaints from the beneficiaries and the wider community on project activities while any labor related complaints from project workers should be referred to the Labor GRM established within MoLSA. b. Is known to NGO and service provider workers c. Contracts will also provide measures to protect them against reprisal for lodging a grievance d. Addresses complaints promptly using a clear and transparent process that provides timely feedback in an appropriate language. Upon lodging a grievance, the system for its resolution will be provided to the complainant. e. Will operate in an independent and objective manner. f. Use of this GRM will not impede access to other judicial or administrative remedies that might are available under Somali law or through other existing arbitration procedures, and; g. Doesn’t substitute for grievance mechanisms provided through collective agreements 4.4 Process for Registration of Grievances There would be a GRM log register where specific grievances, the progress of resolution of the grievance and the final outcome will be recorded. Acknowledgement of receipt of the grievance will be made within 5 working days and will include: outlining the grievance process; providing contact details of the contact person that is responsible for handling the grievance; give an indication of how long it is likely to take to resolve the grievance. 4.5 Process for Resolution of Grievances Grievances that are straight forward or not very serious will be resolved by the immediate manager informally within the organization in which the employee works. Employees should, where possible, discuss the grievance or complaint with their immediate manager on an informal basis first. The manager will discuss any concerns with the employee and attempt to resolve the matter within a reasonable timescale. Where it is not possible for the employee to talk to their immediate manager, or if the grievance concerns him or her, the employee should instead talk to the next most senior person within the same department. However, even if a grievance is resolved informally it must be recorded for information and record management purposes. If the grievance has not been resolved or cannot be settled informally, the matter should be dealt with in accordance with a formal grievance procedure. If an employee is not satisfied with the decision of the relevant managers within his/her organization with regards to his complaint, nothing precludes the employee from referring the matter to the GRM offices at the Ministry. The relevant GRM officer shall determine the grievance received and registered. At this level, the Labour GRM team is required to conduct a formal meeting to resolve the grievance. Before the meeting, a thorough investigation of the facts relating to any allegations must take place. Any requests for anonymity and confidentiality should be taken seriously. The employee may, following a reasonable request, be accompanied by a colleague. The companion may not, however, answer questions on behalf of the employee. Following the meeting and investigation and without unreasonable delay, the GRM committee Page 23 of 34 SEP- SNHCP – Third Additional Financing shall set out in writing the outcome of the hearing and any action they intend to take to resolve the grievance within Ten (10) working days. The committee shall also inform the employee of their right to appeal if they are not satisfied with the action taken. The appeal from this level would be to the legal and national judicial system. 4.6 Reporting and Managing Incidents Of SEA and GBV Sexual Exploitation and Abuse WFP’s policy for prevention of SEA applies to allegations of acts committed by WFP employees including consultants and interns, cooperating partners, contract workers, and external service providers. Reports of alleged cases of sexual exploitation and harassment can be received from anonymous letters, incident reports, emails, or through the call center and regular monitoring. In situations involving third party reporting of GBV or SEA, the balance between the survivor centred approach (where consent is mandatory) and the obligation to report presents a real challenge. WFP will work with other protection actors over the course of the project to determine the most appropriate actions to take in such a scenario. Any acts of SEA constitute serious misconduct and are grounds for disciplinary measures, including summary dismissal for WFP staff and referral to enforcement authorities for criminal prosecution, where appropriate. Referral Pathway a) Staff who receive and/or report allegations who are not a designated SEA focal point (including call center operators) must: • Upon consent of the affected person, inform a designated WFP PSEA Focal Point at the field or country level as soon as possible. • Provide accurate information about where to receive assistance e.g. medical/clinical, legal, psychosocial support (address, phone number). b) Upon receipt of a complaint or referral, the PSEA Focal Point will ensure that consent has been obtained before reporting the incident to OIGI- WFP’s Office of Inspections and Investigations. All employees and SEA Focal Points/Alternates are bound to maintain confidentiality of all reported allegations, including the identity of complainant/s and subject/s. Personnel who report misconduct in good faith have the right to be protected against reprisals and retaliation. Procedures for this are found in the WFP “Whistle-blower� Protection Policy. OIGI will launch an independent assessment of the cases and conduct investigations as required. WFP will notify the World Bank of any project-related GBV/SEA case occurring within 24 hours of being reported. During the investigation process, all efforts will be made to keep the identity of personnel and others involved in the investigation confidential. The requirement for confidentiality extends equally to all those involved in, or with knowledge of, the investigation. If requested, the staff/call operator that received the complaint can act as a liaison between the complainant (including his/her family) and those persons conducting any subsequent investigation, ensuring at all stages that the safety, health and legal needs of the complainant are taken into consideration and that he or she is not subject to intimidation as a result of lodging the complaint. c) If the complaint implicates a staff member of a different organisation such as the cooperating partner, a copy of the incident report will be forwarded to the SEA Focal Point in the organisation subject to an allegation, and the World Bank. WFP will discuss and agree with the Focal Point on the responsibilities for follow up on the safety, security, health and legal needs. Page 24 of 34 SEP- SNHCP – Third Additional Financing d) If the complaint is a rumour or the alleged perpetrator (s) affliction is unknown, a copy of the incident report will be forwarded to the RC/HC and the World Bank. The RC/HC will call for a meeting of the PSEA Taskforce that consists of designated PSEA Focal Points from UN agencies in the country, as well as the Red Cross/Red Crescent Movement and relevant International and local non-governmental organisations (NGOs). The PSEA Taskforce will be asked to develop a strategy for assessing the veracity of the rumours or allegations. The RC/HC will then pursue the issue through the appropriate channels. If an investigation is deemed to be warranted and WFP personnel are suspected to be involved, the RC/HC will inform the referring Focal Point and refer the matter to WFP’s OIGI. e) Sanctions: Any act of SEA constitute serious misconduct and is grounds for disciplinary measures, including summary dismissal for WFP staff and referral to enforcement authorities for criminal prosecution, where appropriate. For cooperating partners and contractors, any failure to take preventive measures against sexual exploitation or abuse, to investigate allegations thereof or to take corrective action, constitutes grounds for termination of the Agreement or Contract with WFP. 4.7 World Bank Grievance Redress Service (GRS). Communities and individuals who believe that they are adversely affected by a World Bank supported project may submit complaints to existing project-level grievance redress mechanisms or the World Bank’s Grievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed in order to address project-related concerns. Project affected communities and individuals may submit their complaint to the World Bank’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of the World Bank non-compliance with its policies and procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank Management has been given an opportunity to respond. For information on how to submit complaints to the World Bank’s corporate Grievance Redress Service (GRS), please visit http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service. For information on how to submit complaints to the World Bank Inspection Panel, please visit www.inspectionpanel.org. 4.8 Proposed strategy to incorporate views of Single Women, Widows, the Vulnerable and other Disadvantaged groups The project will take special measures to ensure that disadvantaged and vulnerable groups have equal opportunity to project benefits where they meet the targeting criteria, to access information, provide feedback, and submit grievances. A key approach being used by WFP is the adoption of community-based targeting. In this case, the target communities identify their most vulnerable members through a participatory process. The assumption is that communities have a better understanding of their own vulnerability than external actors and is most effective in such projects where administrative capacity is limited, and community empowerment and capacity-building align with the programme’s objectives. Processes in the community-based targeting which entrench participatory engagements help prevent elite capture and promote inclusion. Page 25 of 34 ANNEX 1: STAKEHOLDER ENGAGEMENT MEETINGS FOR THE H&N CCT AND EI PILOT DESIGN Stakeholder Date Participants Key points raised Ministry of September Yusuf Mohamed(State USR system for enrollment and data Labour & 25, 2023 Minister) management. Social Affairs Yusuf Hassan urban expansion would be on conditional Isak(DG) cash transfers, which will be implemented Fatuha Abdullahi Isse jointly by MoLSA and BRA (Head of The initial target area will be the Deynile Administration) district, known for its vulnerable Salah Moktar population, including internally displaced Mohamed persons (IDPs). ( Head of social Current Discussion on Service Delivery protection) Mechanism (SDM), Health and Nutrition Abdirahman Isak CoResponsibility Cash Transfer (CCT) Husein(GRM officer) and Economic Inclusion Pilot Ali Ibrahim Ali(Social Development Specialist) Alas Ibrahim Ali(Baxnaano BRA Focal Point) Banadir September Abdullahi Adan Muse collaboration and expressed readiness to Regional 25, 2023 (Director of Social fully support the program, including the Administration Affairs) establishment of the facilitation (BRA) Mohamed Abukar Jacfar (Deputy District CommissionerDeynile) SEP- SNHCP – Third Additional Financing ANNEX 2: THE DO NO HARM FRAMEWORK: A BRIEF DESCRIPTION OF SEVEN STEPS Undertaking a Do No Harm analysis, mapping key stakeholders and the power dynamics between groups can help organizations better understand the mechanisms of disenfranchisement. An in-depth socio- political analysis can assist actors to navigate complex settings and devise outreach strategies to reach the most-vulnerable. The DO NO HARM “Analytical Framework� was developed from the programming experience of many assistance workers. It provides a tool for mapping the interactions of assistance and conflict and can be used to plan, monitor and evaluate both humanitarian and development assistance programmes. The Framework is NOT prescriptive. It is a descriptive tool that: 1) identifies the categories of information that have been found through experience to be important for understanding how assistance affects conflict; 2) organizes these categories in a visual lay-out that highlights their actual and potential relationships; and 3) helps us predict the impacts of different programming decisions. Step 1: Understanding the Context of Conflict Step one involves identifying which conflicts are dangerous in terms of their destructiveness or violence. Every society has groups with different interests and identities that contend with other groups. However, many—even most—of these differences do not erupt into violence and, therefore, are not relevant for DO NO HARM analysis. DO NO HARM is useful for understanding the impacts of assistance programmes on the socio/political schisms that cause, or have the potential to cause, destruction or violence between groups. Step 2: Analyzing DIVIDERS and TENSIONS Once the important schisms in society have been identified, the next step is to analyze what divides the groups. Some DIVIDERS or sources of TENSION between groups may be rooted in deep-seated, historical injustice (root causes) while others may be recent, short-lived or manipulated by subgroup leaders (proximate causes). They may arise from many sources including economic relations, geography, demography, politics or religion. Some may be entirely internal to a society; others may be promoted by outside powers. Understanding what divides people is critical to understanding, subsequently, how our assistance programmes feed into, or lessen, these forces. Step 3: Analyzing CONNECTORS and LOCAL CAPACITIES FOR PEACE The third step is analysis of how people, although they are divided by conflict, remain also connected across sub-group lines. The DO NO HARM PROJECT (DNH) found that in every society in conflict, people who are divided by some things remain connected by others. Markets, infrastructure, common experiences, historical events, symbols, shared attitudes, formal and informal associations; all of these continue to provide continuity with non-war life and with former colleagues and coworkers now alienated through conflict. Similarly, DNH found that all societies have individuals and institutions whose task it is to maintain intergroup peace. These include justice systems (when they work!), police forces, elders groups, school teachers or clergy and other respected and trusted figures. In warfare, these “LOCAL CAPACITIES FOR PEACE� are not adequate to prevent violence. Yet, in conflict-prone, active conflict and post-conflict situations they continue to exist and offer one avenue for rebuilding non-war relations. To assess the impacts of assistance programmes on conflict, it is important to identify and understand CONNECTORS and LCPs. Page 27 of 34 SEP- SNHCP – Third Additional Financing Step 4: Analyzing the Assistance Programme Step four of the DO NO HARM Framework involves a thorough review of all aspects of the assistance programme. Where and why is assistance offered, who are the staff (external and internal), how were they hired, who are the intended recipients of assistance, by what criteria are they included? what is provided, who decides, how is assistance delivered, warehoused, distributed? Step 5: Analyzing the Assistance Programme's Impact on DIVIDERS and CONNECTORS (using the concepts of RESOURCE TRANSFERS and IMPLICIT ETHICAL MESSAGES) Step five is analysis of the interactions of each aspect of the assistance programme with the existing DIVIDERS/TENSIONS and CONNECTORS/LCPs. We ask: Who gains and who loses (or who does not gain) from our assistance? Do these groups overlap with the DIVISIONS we identified as potentially or actually destructive? Are we supporting military activities or civilian structures? Are we missing or ignoring opportunities to reinforce CONNECTORS? Are we inadvertently undermining or weakening LCPs? We ask: Who gains and who loses (or who does not gain) from our assistance? Do these groups overlap with the DIVISIONS we identified as potentially or actually destructive? Are we supporting military activities or civilian structures? Are we missing or ignoring opportunities to reinforce CONNECTORS? Are we inadvertently undermining or weakening LCPs? We ask: What resources are we bringing into the conflict? What impact are our RESOURCE TRANSFERS having? We ask: What messages are we giving through the way in which we work? What impact are we having through our IMPLICIT ETHICAL MESSAGES? Each aspect of programming should be reviewed for its actual and potential impacts on D/Ts and C/LCPs. Step 6: Considering (and Generating) Programming Options Finally, if our analysis of 1) the context of conflict; 2) DIVIDERS and TENSIONS; 3) CONNECTORS and LOCAL CAPACITIES FOR PEACE; and 4) our assistance programme shows that our assistance exacerbates intergroup DIVIDERS, then we must think about how to provide the same programme in a way that eliminates its negative, conflict-worsening impacts. If we find that we have overlooked local peace capacities or CONNECTORS, then we should redesign our programming not to miss this opportunity to support peace. Step 7: Test Programming Options and Redesign Project Once we have selected a better programming option is crucially important to re-check the impacts of our new approach on the DIVIDERS and CONNECTORS. Page 28 of 34 SEP- SNHCP – Third Additional Financing ANNEX 3: COMMUNITY ENGAGEMENT CHECKLIST Checklist for Community Engagement Project Overview • Describe the process and results of the needs assessment; • The overall purpose (drought relief, flood relief, livelihood protection, etc.); • Nature of the project/type and duration (unconditional cash/voucher, cash-for-work, combination), total amount of the entitlement per location and for each recipient; • Rationale for using this type of response and who made the decision; • Why do we need to target in the first place? Broad description or targeting objective: (i) reaching those most in need of assistance; (ii) efficient use of scarce resources; (iii) conditionality for livelihood projects; • Who is targeted; what are the selection criteria; who is involved in the selection and why? If using households (HH), describe what the organisation considers to be a HH (a group of individuals, usually related, who form an economic unit within which income, assets, food supplies, etc. are shared – 6 people per HH in Somalia); • Stakeholders: The roles of CSC members. Role of field staff, organisations, local partners, money transfer agents, vendors, etc. in the project; • Outline desired configuration of CSC (inclusion of women, inclusion of all groups/segments of the community, etc.); • Organisation staff: who will be doing the work (e.g. what agency stands for, names of key staff member involved in project, etc.) and whom to contact in case more information is needed or if there are any issues to be raised; • Scope (geographic coverage). Complaints Response Mechanism • Explain the communication channels available to communities; • Right to give feedback and make a complaint; • Organisation’s procedures on handling corruption, fraud, abuse and exploitation of the targeted population and adherence to the principle of confidentiality; • Engage community on CRM: explain different mechanisms and their advantages and disadvantages, (e.g. the hotline is toll-free and callers can talk to male/female Somali operators); • How to make a complaint. Basic information required for complaint: who, why, what, when, where and how. Explain the duration it takes to receive feedback on the complaintExplain the role CSC in the CRM (if there is one); • Provide examples of types of complaints which can be made: vendors, inclusion, exclusion, taxation, malfunctioning with delivery mechanism (e.g. benefit card failure), all forms of exploitation and abuse. Page 29 of 34 SEP- SNHCP – Third Additional Financing Annex 4: CSC Roles and Responsibilities Checklist CSC Roles and Responsibilities Checklist The Community Selection Committee should • Ensure the fair representation of members from the community on the draft registration list; • Identify most vulnerable people following the agreed upon selection criteria; • Inform recipients after registration; • Conduct verification and identification during distribution of benefit; • Respect the intent and scope of the project; • Mediate and resolve conflicts; • Provide security information to project staff and act to resolve potential security incidents; • Share all relevant information with the community; • Facilitate coordination with the community, including relaying project information to the community; • Ensure women and minority groups’ participation. Areas of Emphasis (1.0) for Staff with CSC members • The CSC member is a facilitator, but ultimately the final decision regarding recipient selection lies with the organisation; • The CSC member is responsible for identifying, inviting and facilitating participation of minority groups, new arrivals and creating space for women to participate and share their opinions; • Being a CSC member means being an honest, persuasive and respected community member who does his/her best to support the success of the project. A person who puts the interest of the most vulnerable ahead of clan/tribe interest; • CSC members will vouch for the eligibility of every recipient, affixing their name to the draft registration form. The CSC member will be answerable in the event that verification of beneficiary finds a person suggested by this member does not match eligibility criteria; • The CSC member will sign their name to the MoU, agreeing to adhere to its agreements to the best of their ability. Page 30 of 34 SEP- SNHCP – Third Additional Financing Annex 5: Discussion Guide/Checklist for the Community Consultations Discussion topics/areas Target group Overall objective of the project All stakeholders Rationale/design for the project including rationale for targeting women, children and other vulnerable groups All stakeholders Nature/ objective of the project, geographic scope, duration, total amount of the entitlement per location and All stakeholders for each recipient Targeting/selection criteria (regional, district, community/household level) All stakeholders Who was/will be involved in the targeting and why? All stakeholders Roles and expected code of conduct for each stakeholder: local authorities, WFP/Cooperating partners, All stakeholders retailers/Mobile money operators. Complaints and Feedback Mechanism (Right to information, right to feedback and complaints, what system is All stakeholders in place for this, how it works, how to make complaints or give/receive feedback) Possible environmental/social risks/protection issues related to the implementation of the project Men, women, minority clans, local • Ask community members and other stakeholders to share any concerns, questions or issues that may authorities, cooperating partners arise from the design and proposed implementation of the project. • Check to find out if all the social/environmental risk envisioned in the project design phase are valid Men, women, minority clans, local (exclusion, selection, elite or clan capture, and gender-based violence and intra-house dynamics, authorities, cooperating partners remoteness, inward migration, etc.) • Ask the community/stakeholders for available capacities/ services or measures that the community Men, women, minority clans, local takes to deal with the issues raised. authorities, cooperating partners • Share/discuss the safeguards/measures that have been put in place to mitigate against the identified All stakeholders risks and the outstanding gaps (in reference to the issues raised by the community/stakeholders) Page 31 of 34 SEP- SNHCP – Third Additional Financing Annex 6: Community Consultation Feedback Form Most important Urgent Capacities within the Solutions proposed Stakeholder group Social risks/issues Causes issues to follow follow - up community by the sub-groups up action Page 32 of 34 SEP- SNHCP – Third Additional Financing ANNEX 7: GBV Service Providers in Somalia (this list will be routinely updated to reflect changes in service provision in the target locations. Baxnaano Districts State District Services available Nearest referral pathway Contacts Galmudug Dhusamareb Medical support, PSS, Post rape Elman Fartun Abdisalan treatment, Legal Assistance Cell: 0615936040 Email: fartun@elmanpeace.org Galmudug Hobyo Clinic, PSS, Material and Safe Referral to Galkayo handled Osman Abdullahi Cell: 0615684840 house by TUOS. Email: towfiiq@towfiiqumbrella.org) Galmudug Cabudwaaq Medical, PSS and referrals Mercy USA, CISP and Somali Peaceline and others Hirshabelle Bulo Burto/Maxaas Medical support, PSS, Post rape HIWA Salat Alas Daud, Cell: 0616210912, treatment, Legal Assistance Email: hiwa.hiran@gmail.com Hirshabelle Belet Medical support, PSS, Post rape HIWA Salat Alas Daud, Cell: 0616210912, Weyne/Matabaan treatment, Legal Assistance Email: hiwa.hiran@gmail.com; Aliya Adan Abdi, Tel. 0615209999 Email: Hiwa.Hiran@gmail.com Hirshabelle Balcad/Warsheikh Provision of dignity kits WOCCA Zamzam Mohamed Adan, Email:childprotection@woccaorg.com Tel: 0615224511 Jubaland Dollow Medical support, PSS, Post rape CEDA at Dolow main MC Mohamed Kosar treatment, Legal Assistance Cell: 0617438448 Email: ceda.org@hotmail.com Jubaland Afmadow/Xagar Medical support, PSS, Post rape Sedhuro Mohamed Jama treatment, Legal Assistance Email: m.jama@sedhuro.org Jubaland Luuq Medical support, PSS, Post rape Sedhuro Mohamed Jama treatment, Legal Assistance Email: m.jama@sedhuro.org Puntland Laasqoray/Badhan Safehouse (Accommodation, Shilcon and MOWDAFA MOWFADA-Ayan Mohamed interim care, PSS , GBV Tel:0907779266 service, IDTR and medical and Email: mowdafasanaag@gmail.com legal referrals and reintegration) Page 33 of 34 SEP- SNHCP – Third Additional Financing Puntland Calula NO but protection actor/focal SHILCON - Iskushuban Shilcon- Dek Abdi point in the area identified District GBV Stop Centre Tel: 0907740064 Email: dekhab@gmail.com Puntland Galdogob NO but protection actor/focal MOWDAFA - Galkacyo MOWDAFA-Kiin Gafaa Gesood. District point in the area identified City GBV services GBV focal point Tel: 0907702959 Email: kiingaafaa9@hotmail.ocm Disputed areas Taleex Medical care, PSS and legal aid MOWDAFA MOWDAFA-Xalima Cabdillahi, District GBV focal point Tel: 0907747735 Email:mowdafataleex@gamil.com Disputed areas Caynabo Legal services, clinic and MESAF MESAF, GBV sub cluster focal person, referral Luul Aden Email: luul_adan@hotmail.com Tel: 0634466067 Disputed areas Xudun Legal services, Clinic and PSS DRC, GBV sub cluster Southwest Waajid Psychosocial support, medical KANAVA Mohamed Black , referrals and GBV services Tel: 0617001865 Southwest Xudur Psychosocial support, medical SCWRW Adan Isack, referrals and GBV services Tel: 0615928661 Email: kanavabaidoa@yahoo.com Southwest Km 50 NO but referral services Refer to Elman Fartun Abdisalan available Tel: 0615936040 Email: fartun@elmanpeace.org Somaliland Zeylac Shelter, Psychosocial MESAF Luul Aden Tel: 0634466067 Counseling, legal Clinical care, luul_adan@hotmail.com Referral Somaliland Lughaye Psychosocial Counseling, MESAF Luul Aden Tel: 0634466067 Clinical care, legal and Referral luul_adan@hotmail.com Somaliland Gabiley Clinical Care, Referral MESAF Luul Aden Tel: 0634466067 luul_adan@hotmail.com Page 34 of 34