Timor-Leste Covid-19 and Health Emergency Preparedness Project (P176767) STAKEHOLDER ENGAGEMENT PLAN (SEP) May 2022 Disclaimer This SEP is a draft document, which is subject to further consultation with relevant stakeholders during project implementation. TABLE OF CONTENTS 1 Introduction/Project Description ...............................................................................................1 2 Objective of SEP ........................................................................................................................2 3 Project Location ........................................................................................................................2 4 Summary of Previous Stakeholder Engagement Relevant to Project Activities ............................2 5 Stakeholder Identification and Analysis .....................................................................................4 5.1 The Principles of Stakeholder Engagement .................................................................................4 5.2 Stakeholder Identification ...........................................................................................................5 5.3 Affected Parties ...........................................................................................................................6 5.3.1 Disadvantaged / Vulnerable Individuals or Groups ...........................................................7 5.3.2 Indigenous People .............................................................................................................7 5.4 Interested Parties ..................................................................................................................... 12 6 Stakeholder Engagement Strategy ........................................................................................... 21 6.1 Stakeholder Engagement Plan .................................................................................................. 22 6.2 Proposed Strategy to Incorporate the Views of Vulnerable Groups ........................................ 31 6.3 Proposed Strategy to Incorporate the Views of Indigenous People ........................................ 31 7 Information Disclosure, Procurement Transparency, and Information on Use of Drone ............. 31 8 Resources and Responsibilities for Implementing Stakeholder Engagement Activities ............... 32 8.1 Resources .................................................................................................................................. 32 8.2 Management Functions and Responsibilities ........................................................................... 32 9 Project Grievance Redress Mechanism .................................................................................... 32 9.1 Description of GRM................................................................................................................... 32 10 Covid-19 Protocols for Stakeholder Engagement Activities ....................................................... 34 11 Monitoring and Reporting ....................................................................................................... 35 11.1 Involvement of Stakeholders in Monitoring Activities ............................................................. 35 12 Information Disclosure ............................................................................................................ 35 i LIST OF TABLES Table 1 Previous Stakeholder Engagement Relevant to Project activities ..............................................3 Table 2 List of the Stakeholders is in the Context of Affected Parties .....................................................9 Table 3 List of the Stakeholders is in the Context of Interested Parties ............................................... 13 Table 4 Stakeholder Engagement Plan Related to Project................................................................... 23 ii 1 Introduction/Project Description The proposed project aims to support the Government of Timor-Leste in its response to COVID-19 and strengthen national systems for health emergency preparedness. The project will help the government deploy COVID-19 vaccines that meet Bank’s vaccine approval criteria (VAC) and strengthen relevant health systems that are necessary for a successful deployment and to enhance the health system’s readiness to respond to outbreaks and pandemics in the future. The proposed project will help vaccinate remaining 20 percent out of the 90 percent of the targeted population, by supporting the deployment of vaccines provided by COVAX AMC facility (cover around 263.000 population) and other donors (bilateral partners co-financiers will cover 1,050,000 population by the end of CY2022). The country will provide free of cost vaccination to the population. The project comprises the following components: Component 1: Support the implementation of the COVID-19 vaccination program (US$1.8 million) ▪ Sub-component 1.1: Support for vaccine rollout, with the goal of covering gaps in the deployment plan that are not currently sufficiently supported by either the government budget or by development partners. ▪ Sub-component 1.2: Investments in the health system for vaccine delivery in the longer term. Under this component, key activities will include purchase of 10 multifunction vehicles, purchase of 100 motorcycles, and purchase of 100 laptops/desktops. Training of personnel in safe transportation for referral cases will be financed through this sub-component as well. Component 2: Strengthen health system capacities for health emergency preparedness and delivery of essential health services (US$2.7 million). ▪ Sub-component 2.1: Investments in disease surveillance systems. The activities financed under this project includes a) consultants; b) trainings and workshops; c) travels and d) peer-to-peer knowledge exchange / inter-country learning. ▪ Sub-component 2.2: Strengthening Timor-Leste’s pandemic preparedness capacity. The activities financed under this project include a) consultants; b) trainings and workshops; c) travels and d) peer-to-peer knowledge exchange / inter-country learning. ▪ Sub-component 2.3: Enhancing health systems and facilities for future health emergencies. The following innovative technologies are being supported under this component: - Technical Assistance and consultancy services for Performance-based budgeting and financing mechanisms. - Strengthening and expansion of digital geospatial monitoring, planning and decision-making. - Piloting of drone-based technologies to effectively deliver consumables and supplies to the most remote and hard to reach areas. Component 3: Project management, monitoring and evaluation (US$500.000). This component finances activities related to project management and monitoring, including the project management unit, and project monitoring and evaluation. 1 2 Objective of SEP A Stakeholder Engagement Plan (SEP) is prepared to establish a systematic approach to stakeholder engagement to support the East Timor Health and Covid-19 Emergency Preparedness Project implementation to strengthen Timor-Leste’s capacity to respond to the COVID-19 pandemic and strengthen national systems for health emergency preparedness. The overall objective of this Stakeholder Engagement Plan (SEP) is to define a program for stakeholder engagement, including public information disclosure and consultation, throughout the entire project cycle. The SEP outlines the ways in which the project team will communicate with stakeholders and includes a mechanism by which people can raise concerns, provide feedback, or make grievances about project and any activities related to the project. The involvement of the local population is essential to the success of the project in order to ensure smooth collaboration between project staff and local communities and to minimize and mitigate environmental and social risks related to the proposed project activities. In the context of infectious diseases, broad, culturally appropriate, and adapted awareness raising activities are particularly important to properly sensitize the communities to the risks related to infectious diseases. The SEP provides: i) Identification of various groups who are directly or indirectly affected and interested on supporting the implementation of the COVID-19 vaccination program and strengthening health system capacities for health emergency preparedness and delivery of essential health services. ii) Include guidance and protocols on conducting public information disclosure and consultation for implementing vaccination programs and supporting the strengthening health system capacities program for health emergency preparedness and delivery of essential health services in Timor Leste. iii) Include key requirements under ESS7 for conducting public meetings with Indigenous Peoples, and iv) Elements on procurement transparency and public disclosure, especially for purchasing of vehicles. 3 Project Location The project will be implemented throughout Timor Leste and will benefit the Timor Leste population at large and support the deployment of the COVID19 vaccine to the general population. Currently, 70% of Timor Leste’s population live in rural areas. The project will also benefit those in priority groups who had not been vaccinated in earlier phases. 4 Summary of Previous Stakeholder Engagement Relevant to Project Activities This project serves as a support of the National Contingency Plan by Timor-Leste’s Government in order to strengthen Timor-Leste’s capacity to respond to the COVID-19 pandemic and strengthen national systems for health emergency preparedness to enhance the health system’s readiness to respond to outbreaks and pandemics in the future. Therefore, stakeholder engagement for this project, including inter-ministerial coordination, has been developed and integrated with the engagement for the nation- wide response. Timor-Leste’s Government, through facilitation of MOH, has previous experience with World Bank projects through the Timor-Leste COVID-19 Emergency Support Project (P174404). Accordingly, the MOH has performed in managing engagement with related stakeholders during the implementation of the COVID-19 Emergency Support Project. Several meetings, consultation, agreement, and collaboration have also been conducted. Therefore, this draft SEP has been prepared 2 based on the results and experiences from the previous engagements. The stakeholder identification and the stakeholder engagement strategies for the draft SEP will use similar measurements on stakeholder engagement from the previous processes such as information disclosure and procurement transparency on request of quotation with evidence publicized on several local news papers, communication strategies for the inclusions of communities such as inviting relevant ethic groups representatives, communicating in culturally appropriate format using relevant local language’s that is understandable to the Indigenous People, selected appropriate locations based on the target communities (for example: sensitization session on Covid-19 prevention conducted at the mosque for Muslim communities), and for community in the hard-to-reach areas, including Indigenous Peoples will potentially be reached with vehicle based community outreach campaign. The draft will be disclosed prior to project appraisal and SEP will be updated to include the document disclosed on 27th July 2022 and in official website Ministry of Finance with the link https://www.mof.gov.tl/publicationdetails/timor-leste-covid-19-and-health-emergency-preparedness- project Relevant stakeholder engagement for this project are described in the Table 1 below. Table 1 Previous Stakeholder Engagement Relevant to Project activities No. Stakeholder Discussion Points Time ▪ Establishment of a Health Executive Commission for the COVID-19 Outbreak ▪ Outlining responsibilities of ministries and pillars March - 1 ▪ Reviewing existing gaps in response to COVID-19 ▪ Health Executive Commission April 2020 and updating funding arrangements for the COVID-19 Outbreak ▪ Discussing key performance indicators for ▪ Inter-Ministerial Coordination monitoring and evaluation (M&E) Committee ▪ Ministry of Health (MoH) ▪ Developing options on scope of activities and list of procurement for WB’s PEF support August – 2 ▪ Developing distribution plan for items procured September ▪ Finalization of procurement items and procedures 2020 ▪ Technical aspect of procurement mechanism ▪ MoH, District and Municipal Heads ▪ Type of operational support needed by health- related directorates and institutions ▪ Biomedical and Pharmacy July – Directorate ▪ Type of support needed by health facilities and 3 September emergency personnel in municipals and districts ▪ Health and Medical 2020 ▪ Distribution Plan and Determining Health Facilities Emergency Personnel as End-Users of Ambulances ▪ Surveillance Officer ▪ Agreement for procurement of: 20,000 gloves, ▪ MoH 32,000 respirators, 1000 gown and 500 goggles ▪ WHO ▪ Agreement for recruitment of 30 newly graduated February 4 ▪ Surveillance Officers doctors to add surveillance team 2020 ▪ Municipal Health Directors ▪ Discussion to provide training for surveillance officer by WHO’s technical experts 3 No. Stakeholder Discussion Points Time ▪ Designation of Vera Cruz CHC as isolation facility and FDTL Metinaro as the quarantine facility ▪ Agreement for donation of 6,600 face masks, 2000 MoH and Australian February 5 isolation gowns, 1,500 gloves, 2,000 N95 masks, Government 2020 and 204 units of surgical scrub gel ▪ Agreement for provision of 28 water tanks for hand washing in public spaces in 8 municipalities 6 MoH and UNICEF ▪ Agreement for provision of 215 units of 50-liter May 2020 buckets fitted with taps for hand washing facilities for use in health facilities ▪ Frontline workers and some people with co-morbidities; ▪ Population over 60 years old and other priority groups ▪ Establishment of first phase of The COVID19 7 April 2021 ▪ Health posts and vaccination program immunization posts ▪ Health posts and immunization posts ▪ Frontline workers and some people with co-morbidities; ▪ Population over 60 years old and other priority groups ▪ Establishment of second phase of The COVID19 8 June 2021 ▪ Health posts and vaccination program immunization posts ▪ Health posts and immunization posts ▪ During project preparation to discuss on scope of ▪ TL MOH July-August 9 Component 1, to ensure no duplication with other ▪ Donor partners 2021 donor’s support. ▪ Frontline workers and some people with co-morbidities; ▪ Population over 60 years old and other priority groups ▪ Establishment of third phase of The COVID19 September 10 ▪ Health posts and vaccination program 2021 immunization posts ▪ Health posts and immunization posts 5 Stakeholder Identification and Analysis 5.1 The Principles of Stakeholder Engagement The project will apply the following principles for stakeholder engagement: 4 ▪ Openness and life-cycle approach: public consultations for the project will be arranged during the whole life-cycle, 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 communications and build effective relationships. The participation process for the projects is inclusive. All stakeholders at all times are encouraged to be involved in the consultation process. Equal access to information is provided to all stakeholders. Sensitivity to stakeholders’ needs is the key principle underlying the selection of engagement methods. Special attention is given to vulnerable groups, in particular women, youth, elderly and the cultural sensitivities of diverse ethnic groups. ▪ Flexibility: if social distancing, based on regulations under the Timor-Leste State of Emergency, inhibits traditional forms of engagement, the methodology should adapt to other forms of engagement, including various forms of internet communication. Multiple stakeholders will be consulted to identify appropriate and accessible communication and engagement methods among stakeholders throughout the project implementation process. Stakeholder identification will be updated throughout project implementation. 5.2 Stakeholder Identification Stakeholder engagement is recognized as an important component of the assessment, management and monitoring the effectiveness, impacts, and issues related to the implementation of the Timor-Leste COVID-19 Response and Health System Preparedness Project. The GoTL holds that stakeholder engagement as an essential part of good governance practice, and will provide a positive mechanism for project quality improvement. The GoTL also recognizes that effective stakeholder engagement is a key pillar to success to increase COVID-19 vaccination coverage in Timor-Leste and as a key strategy to a sustained return to normalcy and living with COVID-19. In addition, through the implementation of the Project expected will also contribute to strengthening Timor-Leste’s health system to be better prepared to manage future risks and health emergencies. The initial identified stakeholders refer to ESS10 of the ESF regarding stakeholder (ESF, page 98), namely: a) Project-affected parties b) Other interested parties Stakeholders may be individuals and organizations that are directly or indirectly affected by the Project in a positive or negative manner, and anyone wishing to express their views regarding the Project. In the context of public participation, stakeholders may be defined as any person or group with an interest in the project or may be potentially affected by input or output factors originating from the Project. To develop effective SEP, it is necessary to determine who are the stakeholders and understand their needs and expectations to be involved, as well as their priorities and objectives related to the East Timor Health and Covid-19 Emergency Preparedness Project implementation. This information is then used to adjust the format of the involvement of each stakeholder group. As part of this, it is first of all important to identify which individuals and groups might be considered more difficult to engage and which stakeholder groups may be specifically affected by the Project, eg. for marginalized or vulnerable groups, and as well as the Indigenous Communities. 5 It is also important to understand how each stakeholder group can be affected - or they may feel affected by the Project - so that the engagement process can be done in a timely manner and linked to how the project's perceptions and concerns. The initial stakeholders of this Project could be and will continue to be identified in a sustainable way: ▪ Identify the context of stakeholder relations to the project; ▪ Identify the various categories of groups that may be affected or have an interest in the project; and ▪ Identify specific individuals or organizations within each of these categories by considering: - Areas of coverage of Project impact, ie geographic areas that may cause impacts (both positive and negative) during the life of the project, and include areas where people, business entities, and organization may be affected; - The nature of the impacts that may result in certain parties, such as government agencies, non-governmental organizations, academic institutions, research institutions, the media, legislative bodies, and other bodies that have a concern or interest in the Project. The process of identifying individuals and organizations within each stakeholder category group is an ongoing process. 5.3 Affected Parties Affected Parties include local communities, community members and other parties that may be subject to direct impacts from the Project. Specifically, the following individuals and groups fall within this category: a. Groups/people/organization that will gain direct and/or indirect benefit from the project. These target beneficiaries include: 1) the direct, and 2) indirect or secondary beneficiaries. 1. Direct beneficiaries that can be defined as those who will participate directly in the project, and thus benefit from its existence, include: ▪ Medical Emergency Personnel (Doctors, Nurses, Midwives, and other staff) ▪ Vaccine recipients ▪ General population 2. Public/private health care workers Indirect beneficiaries that sometimes called a secondary beneficiary, is someone who is not directly connected with the project, but will still benefit from it. This could be other members of the community or from the area or family members of the participants, include: ▪ Pharmacy Directorate Personnel ▪ Surveillance Officers ▪ The families & relatives of COVID-19 infected people 3. Local leader The local leader is a stakeholder group trusted by the community to occupy positions in the governance department at the village level or indigenous community level. Included in the category of local leader are: ▪ Religious leaders, Traditional leaders, Youth leaders; ▪ Women Leaders; 6 ▪ Other well-known community figures. b. Potentially adversely impacted communities (if any): The overall project impact is expected to be positive with no adverse social and environmental impacts to communities. Some project risks identified are possible COVID-19 exposure during project activities although it is considered insignificant. The main risks to communities include: (i) OHS risks from operation of multifunction vehicles & motorcycles include road accidents and low probability of COVID-19 transmission during project implementation; (ii) land and water contamination due to improper hazardous waste management from disposal of laptops/desktops and used drone battery; and (iii) community health and safety risks from the debris resulting from collisions and dropped cargo and the related responsibility for their disposal. The risk of being exposed to COVID-19 can occur in all project stakeholders. 5.3.1 Disadvantaged / Vulnerable Individuals or Groups It is particularly important to define and understand vulnerability in the project context and assess that whether vulnerability come because adverse project impacts may disproportionately fall on disadvantaged or vulnerable individuals or groups, or vulnerability comes because limits in their ability to take advantage of project benefits and/or because they are more likely to be excluded from/unable to participate fully in the mainstream consultation process. It can be summarized that vulnerability may stem from person’s origin, gender, age, health condition, economic deficiency and financial insecurity, disadvantaged status in the community (e.g. minorities or fringe groups), dependence on other individuals or natural resources, etc. Engagement with the vulnerable groups and individuals often requires the application of specific measures and assistance aimed at the facilitation of their participation in the project-related decision making so that their awareness of and input to the overall process are commensurate to those of the other stakeholders. Within the Project, the vulnerable or disadvantaged groups include and are not limited to the following: a. Elderly b. Individuals with chronic diseases and pre-existing medical conditions; pregnant women c. People with disabilities d. Pregnant women e. Widow and female headed households f. Children g. Daily wage earners h. Those living below poverty line i. Unemployed j. Communities in remote villages and communities living in neglected urban settlements k. Indigenous People Vulnerable groups within the communities affected by the project will be further confirmed and consulted through dedicated means, as appropriate. Description of the methods of engagement that will be undertaken by the project is provided in the following sections. 5.3.2 Indigenous People Timor-Leste is a very diverse country in terms of its ethnicity, consisting of almost 16 different ethnic groups. The majority of ethnic groups are Austronesian (Malayo-Polinesian) origin and some of them are 7 predominantly Melanesian-Papuan origin. The Malayo-Polynesian ethnic groups are the Tetum (100,000 population) in the north coast and around Dili; the Mambae (80,000) in the mountains of central East Timor; the Tukudede (63,170) in the area around Maubara and Liquisa; the Galoli (50,000) in between the tribes of Mambae and Makasae; Kemak (50,000) in north-central Timor island; and the Baikeno (20,000) in the area around Pantemakassar. The main tribes of predominantly Melanesian-Papuan origin include the Bunak (50,000) in Central interior Timor island; the Fataluku (30,000) in the eastern tip of East Timor around Los Palos; and the Makasae in the eastern end of the island. Timor-Leste also has a variety of languages, in which it has constituted 2 official languages (Tetum and Portuguese); 2 working languages (Bahasa Indonesia and English); and a total of about 16 ethnic languages (Tetum, Galole, Mambae, Kemak, etc.). Indigenous People are likely to be found in the remote areas of the country. But there is no information and national registry and database on IPs in the country. Therefore, information on which social groups are considered to meet the four identifying characteristics of the World Bank Environmental and Social Standards 7 (ESS7) cannot be provided at this point. The SEP is prepared, and stakeholder engagement will be undertaken during project implementation, taking into account the particular circumstances of different ethnic groups, particularly social groups meeting the characteristics of ESS7. Table 2 below provides the list of stakeholder group in the context of affected parties: 8 Table 2 List of the Stakeholders is in the Context of Affected Parties Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project 1. ▪ Health posts Health Facilities Health facilities are places that Providing services for COVID-19 Low High ▪ Community health posts provide health care. They patients treatments (referral) include hospitals, clinics, and/or general patents (non- outpatient care centers. referral). 2. ▪ Religious leaders, Local Leader The local leader is a stakeholder Local leaders within a High Low Traditional leaders, Youth group trusted by the community who care deeply leaders community to occupy positions about helping the community ▪ Women Leaders in the governance department and have the ability to at the village level or influence the people living ▪ Other well-known indigenous community level. there will have the greatest community figures. impact. 3. Medical Emergency Personnel The frontline Health workers involved in As the spearhead on Low High (Doctors, Nurses, Midwives, workers of emergency transport of supporting project and other staff). health services suspected patients, including implementation especially in ambulance drivers and co- transporting suspected drivers. patients, including ambulance drivers and co-drivers. 4. Pharmacy Directorate The frontline Persons who exercise As the spearhead on Low High Personnel workers of operational and coordinating supporting project health services activities from Pharmacy implementation especially in Directorate operating and coordinating activities from Pharmacy Directorate. 5. Surveillance Officers The frontline Officers who monitor the As the spearhead on Low High workers of network of healthcare services supporting project health services to act in identifying, notifying implementation especially in and managing COVID-19 cases monitoring the network of healthcare services to act in identifying, notifying and managing COVID-19 cases 9 Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project 6. ▪ Vaccine recipients Local ▪ Generally low-income with ▪ Has dependence on Project Low Low ▪ General population communities low Human Capital Index ▪ Need additional level and lack of availability improvements on public ▪ Elderly of basic public infrastructure health services ▪ Individuals with chronic services. diseases and pre-existing ▪ As Project’s target groups ▪ Potentially have chronic and project beneficiaries medical conditions; disease conditions, ▪ People with disabilities ▪ It is expected the project especially for the elderly will benefit the population ▪ Pregnant women over 60 years and those who at large ▪ Widow and female headed have co-morbidities, such as tuberculosis. ▪ The project will support the households deployment of the COVID- ▪ Children ▪ Communities and ethnic 19 vaccine to the general groups living in sub-districts, ▪ Daily wage earners population, as well as districts/municipals in ▪ Those living below poverty preparedness efforts that Timor-Leste (population). line will benefit the entire ▪ Necessary to pay attention population. ▪ Unemployed to the fear and other ▪ Provision of a better- ▪ Communities in remote negative perceptions of equipped health system, villages and communities vaccination. through project living in neglected urban ▪ The low nutritional intake implementation. settlements and quality to public health ▪ Will support the continuity ▪ Indigenous People services. of essential non-COVID-19 ▪ The geographical terrain and health services delivery and hard-reach areas that that emergency preparedness impede access to health and response, thereby information and services benefitting the general population. ▪ The role and involvement of various community groups is very important to support the successful implementation of the program in the field. 10 Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project ▪ Community involvement in the program needs to be directed at increasing public awareness and knowledge about healthy living behaviors, changing behavior for better risk mitigation, capacity building, and efforts to better connect health and nutrition services with the community to build stronger resilience. 7. ▪ The families & relatives of People at Risk of People of all ages can basically ▪ As Project’s primary target Low High COVID-19 infected people. Contracting be infected by the COVID-19 groups and project . COVID-19 virus. Meanwhile, people who beneficiaries are at risk of contracting ▪ Has high dependency on COVID-19 are those who are in Project. a more vulnerable condition to ▪ It is necessary to prioritize be infected by the COVID-19 intervention, monitor, and virus due to direct contact with tracing the progress of their Covid 19 patient or Suspected healthy condition. of Covid-19. ▪ Need additional improvements on public health services. ▪ It is expected the project will provide benefits and social services (benefits in kind) for the Covid-19 affected communities. 11 5.4 Interested Parties The project stakeholders also include interested parties that are persons or organizations that can affect, be affected by, or perceive itself to be affected by a Project’s decision or activity, including: 1. Interested groups : ▪ Producers and Suppliers of health equipment facilities and tolls, such as vaccines supplies, Information and Communications Technology (ICT) infrastructure, mobile cold chain equipment (e.g. refrigerated vehicles), multi purpose vehicles for monitoring as well as patient transport, drone, and others. ▪ Mass Media and other interest groups, including TV stations, Radio stations, Internet Website. ▪ External Partner, especially WHO, World Bank, DFAT, USAID, etc. ▪ Interested businesses, such as Private Employment Agency, Drone company etc. ▪ Individual expert or a firm, such as Consultant, Resource Person, and Adviser, etc. ▪ An Inter-Ministerial Commission ▪ A Crisis Management Committee ▪ The National Technical Working Group for COVID-19 ▪ The National Deployment and Vaccination Plan ▪ Parliament ▪ The Central Medical Store ▪ Government Employment Agency Table 3 below provides the list of stakeholder group in the context of Interested Parties : 12 Table 3 List of the Stakeholders is in the Context of Interested Parties Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project 1. The Government of Timor- Government Government Institution at ▪ The role of the High High Leste (GoTL) Institution at National Level is a group of Government Institution at National Level stakeholder who has National Level is for competencies and those directing and guiding the delegated to them by the state general policy of the in term of increasing COVID-19 Government and all the vaccination coverage in Timor- governmental action, Leste and to strengthening especially in the National Timor-Leste’s health system to Deployment and be better prepared to manage Vaccination Plan, including future health emergencies in budget estimates for initial accordance with the stages of vaccine Constitution and the law. deployment. ▪ To coordinate the integrated national health management system. ▪ To guide the Government's general policy in the area of financial management, ▪ To manage the government's information technology system and ensure the provision of its services. ▪ To implement computer systems in the national territory, in conjunction with the competent Government Departments. 2. The Health Executive Government The commission established to Responsible for : High High Commission for the Institution at support the work and ▪ Coordination, Planning and Coronavirus 2019 Outbreak National Level coordinate the implementation Monitoring at the National of prevention and control 13 Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project Include: measures for the COVID-19 Level. ▪ Director of Health Policy, outbreak. ▪ Risk Communication and Planning and Cooperation Community Engagement. ▪ Head of Department of ▪ Epidemiological Administration and Human Surveillance, Rapid Resources (Autonomous Response and Case Ambulance and Medical Investigation (Tracing). Emergency Service) ▪ Entry Points. ▪ Head of Department of ▪ Infection Prevention and General Administration Control. and Social Communication ▪ Case Management. (Media) ▪ Operational Support and ▪ Head of Health Education Logistics. and Promotion Section ▪ Essential Health Services ▪ National Director of Public Health ▪ Head of Department of Epidemiological Surveillance ▪ National Director of Disease Control ▪ Head of Department of Non-Communicable Disease Control ▪ Director Pathology Clinical and Microbiology (National Health Laboratory) ▪ Director of Administration and Support Services (National Health Laboratory) ▪ Director of Health Quality Assurance 14 Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project ▪ Head of Department of Health Safety Surveillance and Environmental Health ▪ National Director of Hospital Support Services ▪ Director General of the Autonomous Ambulance and Medical Emergency Service ▪ Director Dili Municipal Health Service ▪ Executive Director Guido Valadares National Hospital ▪ National Director, Administration, Logistics and Asset Management ▪ National Director of Human Resources ▪ National Director for Family Health ▪ National Director of Pharmacy and Medications ▪ Head of Department for Maternal and Child Health. 3. An Inter-Ministerial Government The Inter-ministerial An Inter-ministerial High High Commission Institution at Commission established to Commission role is to monitor National Level coordinate planning and and evaluate the health threat strategy to response COVID-19 caused by the coronavirus. at national level As advisory body of the Presidency of the Timor Leste. 4. A Crisis Management Government Established as a coordination The role of Crisis Management High High Committee Institution at hub of operations, information Committee is expected to 15 Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project National Level and communication during facilitate improvement to plans public health emergencies. and procedures for emergency management and capacity building for emergency response through training and simulation exercises. 5. The National Technical Government As the working group that This institution have High High Working Group for COVID-19 Institution at efforts to ramp up capacity for successfully assists GoTL on National Level COVID-19 vaccine deployment. achieving most of the domains necessary for vaccine deployment. 6. The National Deployment and Government National deployment and As the institution for High High Vaccination Plan Institution at vaccination plans for pandemic documentation of the National National Level covid-19 are national tools Deployment and Vaccination which ensure that during a Plan, including budget pandemic, processes and estimates for initial stages of structures are functional so vaccine deployment. that vaccines are rapidly deployed and administered to target populations. The existence of a national deployment and vaccination plans for pandemic is also a pre-requisite in the request process to access vaccines from WHO secured stockpiles. 7. Parliament Politician or The National Parliament Approval and establish a High High Parliament (Tetum: Parlamentu Nasionál, COVID-19 Fund to swiftly Portuguese: Parlamento respond to the pandemic. Nacional) is the unicameral national legislature in East Timor. It was created in 2001 as the Constituent Assembly while the country was still under the supervision of the United Nations, but renamed 16 Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project itself to the National Parliament with the attaining of national independence on 20 May 2002. 8. The Central Medical Store Government Central Medical Stores (CMS) is To ensure a regular High High Institution at responsible for the supply uninterrupted equitable supply National Level chain management of all of quality medicines and health commodities including medical supplies to the health medicines in the public sector. facilities thus ensuring that the The department supports the general population can access mission of the Ministry by these commodities. providing preventative, Recently the Central Medical curative and diagnostic Store are ongoing efforts to medicines that are of improve cold chain equipment acceptable quality, safe and at the municipal level. effective. 9. • WHO External Partner ▪ The partnership programs ▪ Supporting the Project with High High • World Bank between GoTL with vaccine supply and • COVAX facility organizations (e.g. Biomedical Technicians and • USAID international agencies, Testing Facilities, included lenders, donors, CSOs, operating costs for vaccine Corporate Philanthropy, deployment such as others,) by which each logistics and transportation partner represents the (e.g. costs mobile cold firm with equal right. All chain equipment partners can participate in refrigerated vehicles, multi management activities, purpose vehicles for decision making, and have monitoring as well as the right to control the patient transport, and programs implementation. vaccine supplies), ▪ The key role of external infrastructure for partner development Information and finance in helping Communications developing countries’ Technology (ICT) health systems prepare infrastructure, and and respond to Covid-19 operating costs associated 17 Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project outbreaks. with monitoring and ▪ In addition to raising more evaluation. funds, it can focus on ▪ Supporting the GoTL on creating and spreading demand generation, knowledge of solutions, community mobilization and promote best and communication via practices in the response, radio, print materials, and as well as supporting to other media, as well as universal health coverage additional activities like and avoiding the advocacy meetings and disruption in other critical door-to-door outreach. healthcare provision (maternal and child care, other communicable and non-communicable diseases). 10. • TV stations Mass Media Mass media refers to media Mass media are expected to High High • Radio stations technologies used to foster overall • Internet Website disseminate information to a Project implementation and wide audience. Mass media are accelerates the Health catalytic agents in national development process of development. The the Timor Leste. revolutionary changes in the communication technologies have contributed to expanding the role of media in national development. They have accelerated the pace of development and made the world a smaller place by bringing people closer through communication. The rapid developments in the communication scenario and media technologies have provided ample scope to 18 Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project development practitioners to evolve appropriate communication strategies for development. 11. Producers Business Entity or Business entity or Business Entity or Low High Suppliers Enterpreneur entrepreneur refers to an Entrepreneurs plays role on organization created by an supporting the Project through individual or individuals to producing, supplying, or conduct business, engage in a distributing tools and trade or partake in similar equipment to support project activities. implementation, such as vaccines supplies, Information and Communications Technology (ICT) infrastructure, mobile cold chain equipment (e.g. refrigerated vehicles), multi purpose vehicles for monitoring as well as patient transport, and others. 12. Pharmacy Directorate The frontline Persons who exercise As the spearhead on Low High Personnel workers of health operational and coordinating supporting project services activities from Pharmacy implementation especially in Directorate operating and coordinating activities from Pharmacy Directorate. 13. Surveillance Officers The frontline Officers who monitor the As the spearhead on Low High workers of health network of healthcare services supporting project services to act in identifying, notifying implementation especially in and managing COVID-19 cases monitoring the network of healthcare services to act in identifying, notifying and managing COVID-19 cases 14. ▪ Consultant Individual expert or Individual expert or a firm is a To support during the project Low High a firm group of stakeholders who will implementation period, as well ▪ Resource Person provide intensive technical, as to mitigate project impact ▪ Adviser fiduciary, and environmental and risks in accordance with 19 Stakeholder Context of Stakeholder Impacts Interests No Stakeholder Type Stakeholder Profile Category Relation to the Project and social management national regulations and the implementation lenders or international best practice requirements. 15. ▪ Government Employment ▪ Government An employment agency is a Employment Agency Low High Agency Institution at company or institution provide the need of Staffing National Level contracted or assigned to hire and Recruitment Services to ▪ Private Employment and Sub and staff employees for other address critical project’s Agency National Level companies or organization. An demands. Especially to agency may be public, complement the evolving ▪ Business Entity operating on a federal, state or functions required to or Entrepreneur local level, or it may be a successfully administer COVID privately owned organization. vaccinations, including on managing an influx of patients and critical databases. 20 6 Stakeholder Engagement Strategy Strong citizen and community engagement are preconditions for the effectiveness of the project. Stakeholder engagement under the project will be carried out on two dimensions: (i) consultations with stakeholders throughout the entire project cycle to inform them about the project, including their concerns, feedback and grievances about the project and any activities related to the project; and to improve the design and implementation of the project, (ii) awareness-raising activities to support the implementation of the COVID-19 vaccination program as well as strengthening health system capacities for health emergency preparedness and delivery of essential health services. In terms of consultations with stakeholders on the project design, activities and implementation arrangements, etc., the revised SEP, expected to be updated throughout the project implementation period when required, will clearly lay out: ▪ Type of Stakeholder to be consulted, ▪ Anticipated Issues and Interests, ▪ Stages of Involvement, ▪ Methods of Involvement, ▪ Proposed Communications Methods, ▪ Information Disclosure, and ▪ Responsible authority/institutions. With the evolving situation, as the GoTL may has taken measures to impose strict restrictions on public gatherings, meetings and people’s movement, the general public has also become increasingly concerned about the risks of transmission, particularly through social interactions. Hence, alternative ways will be adopted to manage consultations and stakeholder engagement in accordance with the local laws, policies and new social norms in effect to mitigate prevention of the virus transmission. These alternate approaches that will be practiced for stakeholder engagement will include: reasonable efforts to conduct meetings through online channels (e.g. webex, zoom, skype etc.); but much more diversifying means of communication and relying more on social media, chat groups, dedicated online platforms & mobile Apps (e.g. Facebook, Twitter, Instagram WhatsApp groups, project weblinks/websites etc.); and employing traditional channels of communications such TV, radio, dedicated phone-lines, SMS broadcasting, public announcements when stakeholders do not have access to online channels or do not use them frequently. For the public outreach and awareness-raising activities supported through the third component, project activities will support awareness around these aspects: (i) benefits around social protection and (ii) social distancing measures such as in schools, restaurants, religious institutions, and café closures as well as reducing large gatherings (e.g. weddings); preventive actions such as personal hygiene promotion, including promoting handwashing and proper cooking, and distribution and use of masks, along with increased awareness and promotion of community participation in slowing the spread of the pandemic; (iii) design of comprehensive Social and Behavior Change Communication (SBCC) strategy to support key prevention behaviors (washing hands, etc.), community mobilization that will take place through credible and effective institutions and methods that reach the local population and use of Tv, radio, social media and printed materials, (iv) Community health workers will be trained as part of the SBCC strategy, to support the mobilization and engagement in their communities. 21 WB’s ESS10 and the relevant national policy or strategy for health communication & WHO’s “COVID -19 Strategic Preparedness and Response Plan -- Operational Planning Guidelines to Support Country Preparedness and Response” (2020) will be the basis for the second aspect of the project’s stakeholder engagement plan. 6.1 Stakeholder Engagement Plan As mentioned above, stakeholder engagement will be carried out for (i) consultations with stakeholders throughout the entire project cycle to inform them about the project, including their concerns, feedback and grievances, (ii) awareness-raising activities to support the implementation of the COVID-19 vaccination program as well as strengthening health system capacities for health emergency preparedness and delivery of essential health services. The table below will describe in detail about stakeholder engagement plan related to the Project implementation. 22 Table 4 Stakeholder Engagement Plan Related to Project Project Engagement Topic of Engagement Target Stakeholders Engagement Activities Time Frame Responsibilities Component Strategy Support to the ▪ Supporting for ▪ The Health Executive ▪ Joint Ventures ▪ Discuss about the ▪ 2 months before ▪ ES focal points implementation vaccine rollout, in Commission for the ▪ Partnerships need of the project the start of the ▪ M&E specialist of the COVID- particular the Coronavirus 2019 ▪ Multi- ▪ Coordination of project. ▪ PMU 19 vaccination transport cost and Outbreak. stakeholder planned activities, ▪ Regular meeting ▪ The Health Executive program M&E supervision ▪ The National Technical initiatives ▪ Technical during the Commission for the (Component 1) ▪ SEP, relevant E&S Working Group for Assistance and project Coronavirus 2019 documents; GRM COVID-19. consultancy implementation Outbreak. procedure; regular ▪ An Inter-Ministerial services for ▪ PMU will initiate the updates on Project Commission. Performance-based activities development ▪ The National budgeting and Deployment and financing Vaccination Plan. mechanisms. ▪ Parliament. ▪ Recruitment of ▪ WHO project management unit ▪ World Bank and technical ▪ Related Government consultants. regulatory bodies and ▪ Support for institutions of Timor- procurement, Leste (GoTL). financial ________________________ management, ▪ Health institutions _________________ environmental and ▪ Health experts ▪ Advisory panels social risk ▪ Local governments or management and ▪ Consensus association of local sustainability. building governments processes ▪ Provision and Distribution of ▪ Participatory tools and decision making equipment to processes support project implementation ▪ The use of social networks. Through specially 23 Project Engagement Topic of Engagement Target Stakeholders Engagement Activities Time Frame Responsibilities Component Strategy established accounts for the project and the accounts of local governments. ▪ Defining of operating expenses. ▪ Defining of Project management, monitoring, evaluation and reporting. ▪ Systematically establish stakeholders information and feedback mechanisms including through social media and practice surveys, and direct dialogues and consultations. ▪ Support investments ▪ The Health Executive ▪ Advisory panels ▪ Discuss about the ▪ 1 month before ▪ ES focal points in health system for Commission for the ▪ Consensus need of the procurement ▪ M&E specialist vaccine delivery in Coronavirus 2019 building project for Support ▪ PMU the longer term, Outbreak. processes ▪ Coordination of investments in ▪ The Health Executive which will include ▪ The National ▪ Participatory planned activities, health system Commission for the purchase of vehicles Technical Working decision making ▪ Technical for vaccine Coronavirus 2019 and IT equipment Group for COVID-19. processes Assistance and delivery Outbreak. (laptops/desktops) ▪ An Inter-Ministerial consultancy implementation to enhance capacity ▪ PMU will initiate the Commission. services for activities for rapid and Performance- ▪ The National equitable based budgeting Deployment and distribution of and financing Vaccination Plan. essential supplies mechanisms. (vaccines, 24 Project Engagement Topic of Engagement Target Stakeholders Engagement Activities Time Frame Responsibilities Component Strategy medicines, medical ▪ The Central Medical ▪ Support for supplies) and to Store. procurement, provide equitable ▪ COVAX facility financial access for COVID19 ▪ Related Government management, vaccine to the regulatory bodies and environmental community at large, institutions of Timor- and social risk including those Leste (GoTL). management and residing in areas sustainability. ▪ Health institutions with limited road ▪ Recruitment of network and public ▪ Health workers and technical transport services; experts consultants. ▪ SEP, relevant E&S ▪ Local governments or ▪ Provision and documents; GRM association of local Distribution of procedure; regular governments. vehicles and IT updates on Project ▪ Health Posts equipment development ▪ Community health (laptops/desktops) posts. ▪ Define the ▪ Hospitals facilities strategy to ▪ Producers enhance capacity ▪ Suppliers for rapid and ▪ Drivers equitable distribution of essential supplies (vaccines, medicines, medical supplies) and to provide equitable access for COVID19 vaccine to the community at large, including those residing in areas with limited road network and public transport services; 25 Project Engagement Topic of Engagement Target Stakeholders Engagement Activities Time Frame Responsibilities Component Strategy ▪ The use of social networks. Through specially established accounts for the project and the accounts of local governments. ▪ Engage with existing health networks media, local governments and other sectors such healthcare service providers. ▪ Provide the Project with the need of Staffing and Recruitment Services to address critical project’s demands. ▪ Systematically establish stakeholders information and feedback mechanisms including through social media and practice surveys, and direct dialogues and consultations. ▪ The ▪ Health Posts ▪ Advisory panels ▪ Inform ▪ Prior The ▪ ES focal points implementation of stakeholders of implementation 26 Project Engagement Topic of Engagement Target Stakeholders Engagement Activities Time Frame Responsibilities Component Strategy the COVID-19 ▪ Community health ▪ Consensus recent Project’s of the COVID-19 ▪ M&E specialist vaccination posts. building processes activities vaccination ▪ PMU program. ▪ Hospitals facilities ▪ Participatory implementation program. ▪ The Health Executive ▪ Planned activities. ▪ Medical Emergency decision making ▪ Established ▪ Regular meeting Commission for the ▪ E&S principles, Personnel (Doctors, processes. engagement with during the Coronavirus 2019 Environment and Nurses, Midwives, and local communities project Outbreak. social risk and other staff) and target implementation ▪ PMU will initiate the impact ▪ TV stations beneficiaries activities management through community ▪ Radio stations ▪ Grievance Redress forum. ▪ Internet Website mechanisms (GRM) ▪ Implement ________________________ _________________ Grievance Redress ▪ Health and safety ▪ Vaccine recipients ▪ Consult with Mechanisms (GRM) impacts ▪ General population Religious leaders, ▪ Implement ▪ Social Component ▪ Suspected Covid-19 Traditional Appropriate patients leaders, Youth adjustments to be ▪ Quarantined covid-19 leaders, Women made to take into sufferers. Leaders, and account the need other well-known for social distancing ▪ The families & relatives community (use of audio-visual of COVID-19 infected figures. materials, people ▪ Outreach technologies such ▪ Elderly activities that are as telephone calls, ▪ Individuals with chronic culturally SMS, emails, etc.) diseases and pre- appropriate ▪ Systematically existing medical ▪ Use of social establish conditions; pregnant networks. stakeholders women Through specially information and ▪ People with disabilities established feedback ▪ Pregnant women accounts for the mechanisms ▪ Widow and female project and the including through headed households accounts of local social media and ▪ Children governments practice surveys, ▪ Daily wage earners ▪ Provide and direct Suggestion Box dialogues and ▪ Those living below ▪ Dissemination of consultations. poverty line information via 27 Project Engagement Topic of Engagement Target Stakeholders Engagement Activities Time Frame Responsibilities Component Strategy ▪ Unemployed TV and Radio ▪ Communities in remote programs, villages and dedicated project communities living in website, neglected urban Facebook site, settlements SMS ▪ Indigenous People broadcasting (for those who do not have smart phones) including hard copies at designated public locations; ▪ Information leaflets and brochures; and meetings, including with vulnerable groups while making appropriate adjustments to formats in order to take into account the need for social distancing. ▪ Involve Indigenous People representatives ▪ Involve local communities or local health staffs 28 Project Engagement Topic of Engagement Target Stakeholders Engagement Activities Time Frame Responsibilities Component Strategy ▪ Outreach materials use local languages Strengthening ▪ Developing a web- ▪ The Health Executive ▪ Joint Ventures ▪ Coordination of ▪ 1 month before ▪ ES focal points health system based integrated Commission for the ▪ Partnerships planned activities, procurement for ▪ M&E specialist capacities for epidemiological Coronavirus 2019 ▪ Multi- ▪ Technical Support ▪ PMU health surveillance Outbreak. stakeholder Assistance and investments in ▪ The Health Executive emergency reporting system. ▪ The National Technical initiatives consultancy health system Commission for the preparedness ▪ Preparation of Working Group for services for for vaccine Coronavirus 2019 and delivery of assessments and COVID-19. Performance-based delivery Outbreak. essential health plans for health ▪ An Inter-Ministerial budgeting and implementation services ▪ PMU will initiate the emergencies Commission. financing (component 2) activities preparedness by ▪ A Crisis Management mechanisms. conducting Committee ▪ Support for simulation procurement, ▪ Parliament. exercises. financial ▪ WHO, World Bank ▪ Enhancing health management, systems and ______________________ environmental and ▪ Health institutions _________________ building social risk competencies of Health workers and ▪ Advisory panels management and service delivery for experts ▪ Consensus sustainability. future emergencies ▪ Local governments or building ▪ Recruitment of by performance- association of local processes technical based budgeting governments ▪ Participatory consultants. and financing ▪ Producers decision making ▪ Provision and mechanisms, digital ▪ Suppliers processes Distribution of geospatial tools and ▪ Government monitoring, equipment to Employment Agency planning and support project decision making, ▪ Private Employment Agency implementation piloting drone- ▪ Consultant ▪ The use of social based technologies networks. Through to deliver ▪ Resource Person specially consumables and ▪ Adviser established supplies to the ▪ Surveillance officers accounts for the most remote and 29 Project Engagement Topic of Engagement Target Stakeholders Engagement Activities Time Frame Responsibilities Component Strategy hard to reach ▪ Pilots Drone project and the areas. accounts of local ▪ SEP, relevant E&S governments. documents; GRM ▪ Engage with procedure; regular existing health updates on Project networks media, development local governments and other sectors such healthcare service providers, education sector. ▪ Provide the Project with the need of Staffing and Recruitment Services to address critical project’s demands. ▪ Systematically establish stakeholders information and feedback mechanisms including through social media and practice surveys, and direct dialogues and consultations. 30 Documents related to environmental and social management for the project, including this SEP Document, Labor Management Procedure (LMP)m and Environmental and Social Commitment Plan (ESCP) documents can be accessed freely on the MoH website via the link https: https://www.ms.gov.tl/en Through the presentation of these documents, it is expected that the public will learn any information related to the project. Interested or involved parties may provide suggestions and inputs during the program implementation. The presentation of the documents related to environmental and social management also creates opportunities for project PMUs at the Ministry of Health to improve project during implementation through inputs received from the public. Stakeholders will be kept informed as the project develops, including reporting on project environmental and social performance and implementation of the Stakeholder Engagement Plan and the grievance mechanism. This will be important for the wider public, but equally and even more so for any parties or individual who impacted or have interest with the implementation of the COVID-19 vaccination program and Strengthening health system capacities for health emergency preparedness and delivery of essential health services of Timor Leste. 6.2 Proposed Strategy to Incorporate the Views of Vulnerable Groups The basic strategy that will be applied to the elderly or, pregnant women, people with comorbidities, people with disabilities, and children is to provide special attention and services according to their needs at the time of vaccination implemented. Engagement strategies involving vulnerable groups provided in table 4. 6.3 Proposed Strategy to Incorporate the Views of Indigenous People An effective engagement strategy will be promoted by inviting relevant parties and communicating in a culturally appropriate method using relevant local languages that is understandable to the ethnic groups in a manner and timeframe acceptable to them. SEP will promote a meaningful engagement by involving flexible approaches and ensuring available resources needed such as involve Indigenous Peoples representatives, utilize local community or local health staffs in project activities, outreach materials use local language, etc. by following requirements of the World Bank Environmental and Social Standard (ESS) 7 and ESS10. 7 Information Disclosure, Procurement Transparency, and Information on Use of Drone An effort to promote accountability and transparency, the details of procurement will be disclosed in the website and Local media (Timor Post, Independent) after the items are acquired. The set of information disclosed will include, but not limited to: (i) General Information (reference number, implementing ministries, procurement approach); (ii) Details of Procured Items (item’s description, number of items, unit and total acquisition costs, date of acquisition); (iii) Information of Contracted Suppliers/Vendors (Suppliers’/Vendors’ ID, name, contacts and list of awarded procurement items). All information will be disclosed in a language and forms accessible to target communities and the wider public, and culturally appropriate, taking into account any specific needs of groups that may be differently or disproportionately affected by the project or groups of the population with specific information needs (such as disability, literacy, gender, differences in language or accessibility). 31 The project will involve piloting of drone-based technologies to deliver consumables and supplies to the most remote areas and hard to reach areas. The project will prepare a provision of privacy guideline or code of conduct in drone operation in the Project Operation Manual, which include requirement to fully inform communities about the use of drone before the drone operation implemented. 8 Resources and Responsibilities for Implementing Stakeholder Engagement Activities 8.1 Resources The Ministry of Health (MOH) will be the implementing entities for the project. The Project Management Unit (PMU), established within the Ministry of Health under the World Bank assisted Health Emergency Preparedness and Response project will oversee implementing the stakeholder engagement activities. The budget for the SEP implementation, as part of environmental and social risk management, is included under Component 3 Project Management, Monitoring & Evaluation... 8.2 Management Functions and Responsibilities The MOH of Timor-Leste and Project Management Unit (PMU) will be the implementing agency for the project. The MOH and PMU will be responsible for the implementation of the project, including overall coordination, results monitoring, and communicating with the World Bank on the implementation of the project. The Director of Cabinet for Policy, Planning, and Cooperation at MOH will be the Project Director and provide oversight and support coordination of project implementation among the relevant departments of MOH, autonomous agencies in the health sector, and municipal health authorities. The PMU also will implement stakeholder engagement activities in supervising of MoH. The stakeholder engagement activities will be documented through quarterly progress reports, to be shared with the World Bank. 9 Project Grievance Redress Mechanism The main objective of a Grievance Redress Mechanism (GRM) is to assist to resolve complaints and grievances in a timely, effective and efficient manner that satisfies all parties involved. Specifically, it provides a transparent and credible process for fair, effective and lasting outcomes. It also builds trust and cooperation as an integral component of broader community consultation that facilitates corrective actions. Specifically, the GRM: Provides affected people with avenues for making a complaint or resolving any dispute that may arise during the implementation of project. • Ensures that appropriate and mutually acceptable redress actions are identified and implemented to the satisfaction of complainants. • Supports accessibility, anonymity, confidentiality and transparency in handling grievances and grievances. • Avoids the need to resort to judicial proceedings (at least at first). 9.1 Description of GRM In terms of grievance redress management, this project will designate a GRM focal point and also will utilize the existing COVID-19 Hotline that can be contacted by dialing 119. Alternatively, grievances can also be delivered through the Ministry of Health’s website at https://www.ms.gov.tl/en, to access the website 32 require a specific password from the Surveillance and phone contact on: +670 333 1113. This grievances mechanism is available for public audiences, vendors, suppliers and other service providers related to the implementation of this project. Face-to-face grievance redress mechanism will depend on COVID-19 situation. In addition, the Project will designate the GRM focal point throughout the project. In principle, every grievance and concern reported through the GRM will be responded and solutions will be sought to the extent technically feasible. Careful considerations will be placed on traditional and cultural practices and local wisdoms as well as barriers for specific groups, including women, to participate. Grievances are resolved as much as possible at the lowest level or village. If it cannot be resolved at the village level, the grievances can be escalated to the higher levels. The Project will work with relevant local governments and health authority during project implementation to provide grievance channels at local levels. Every complaint and concern will be documented and archived in the database. Resolution progress and decisions will be communicated to relevant stakeholders, including aggrieved parties, with measures to protect confidentiality and data privacy. The GRM channel will be communicated to all stakeholders in meetings, trainings as well as websites of Ministry of Health. Complainant feedback on the resolution The complainant will be informed about the proposed corrective action and follow-up of corrective action within 15 calendar days upon the acknowledgement of grievance. The acknowledgment will be done within 48 hours. In situation when the competent body, that received the grievance through PIU and then oversight body of the project, is not able to address the issue verified through the grievance mechanism or if action is not required, it will provide a detailed explanation/ justification on why the issue was not addressed. The response will also contain an explanation on how the person/ organization that raised the grievance can proceed with the grievance in case the outcome is not satisfactory. At all times, complainants may seek other legal remedies in accordance with the legal framework of GoTL, including formal judicial appeal. The GRM will include the following steps: • Step 1: Submission of grievances either orally, in writing via suggestion/grievance box, through telephone hotline/mobile, mail, SMS, social media (WhatsApp, Viber, FB etc.), email, website, and via any local institution partner of the project. The GRM will also allow anonymous grievances to be raised and addressed. • Step 2: Recording of grievance, classifying the grievances based on the typology of grievances and the complainants in order to provide more efficient response, and providing the initial response immediately as possible at the local partner or PMU level. The typology will be based on the characteristics of the complainant (e.g., vulnerable groups, persons with disabilities, people with language barriers, etc) and the nature of the grievance • Step 3: Investigating the grievance and Communication of the Response within 15 days • Step 4: Complainant Response: either grievance closure or taking further steps if the grievance remains open. If grievance remains open, complainant will be given opportunity to appeal to the Health Executive Commission for the Coronavirus 2019 Outbreak formal Ministry level 2nd tier complain commission (part of the administrative proceedings). Monthly/quarterly reports in the form of summary of grievances, types, actions taken, and progress made in terms of resolving of pending issues will be submitted for the review to all focal points at the implantation structures in the Ministry of Health. Once all possible avenues of redress have been proposed and if the complainant is still not satisfied then s/he would be advised of their right to legal recourse. The updated version of the SEP will focus on typology of grievances and complainants to provide more efficient management. A GRM focal point will be appointed as outlined in the Environmental and Social 33 Commitment Plan (ESCP) document. 10 Covid-19 Protocols for Stakeholder Engagement Activities Even though in December 2020 there is no reported community transmission of COVID-19 in Timor-Leste, however the current GoTL State of Emergency is largely restricted to land border restrictions. The consultants follows the advice of WHO Timor-Leste and MoH. A s have mentioned above, the Project will designate the GRM focal point to manage any report regarding community transmission of COVID-19 or to address any complainant or feedback from affected parties or interested parties. In the event of community transmission or revised GoTL advice, the Project stakeholder engagement process will be adapted, with the following procedures: A. Before the meeting 1) Develop a preparedness plan to prevent infection at the meeting, which includes: ▪ Scaling down the meeting so that fewer people attend ▪ Ensuring and verifying information and communication channels in advance with key partners such as public health and health care authorities. ▪ Pre-ordering sufficient supplies and materials, including hygienic tissue paper, hand sanitizer, and surgical masks for all meetings participants. ▪ Actively monitor where COVID-19 is circulating. Advise participants in advance that if they have any symptoms or feel unwell, they should not attend. ▪ Recording contact details of all meeting’s organizers, participants, caterers and visitors. 2) Develop response plan in case someone at the meeting becomes ill with symptoms of COVID-19, which includes: ▪ A safely isolation room for someone who is feeling unwell or has symptoms ▪ A plan on how to safely transfer person with symptoms to a health facility ▪ An agreement plan in advance with partner healthcare provider or health department. B. During the meeting 1) Provide verbal and writing briefing, on COVID-19 and the preventive measures to make the meeting safe, which includes: • Encouraging participants: o If GoTL protocol advises, encourage project participants and staff to wear mask o To regularly wash hands with soap or hand sanitizers o To apply coughing and sneezing etiquette o Limit physical contact with each other o To safely dispose the used tissue paper and surgical masks 2) Display dispensers of alcohol-based hand sanitizers prominently around the venue 3) Arrange seats with minimum distance of one meter between participants 4) Record participants’ temperature prior to entering the meeting room and prohibit participants with temperature of 37.3 C or more 34 C. After the meeting 1) Retain participants’ contact details for at least one month to help public health authorities trace people who may have been exposed to COVID-19 if one or more participants become ill shortly after the event. 2) Let all participants know in case someone at the meeting was isolated as a suspected COVID-19 case and advise them to monitor themselves during incubation period. 3) Conduct cleaning of meeting location and ensure that used tissue paper and surgical masks to be collected safely in designated containers or bags and disposed of following relevant requirements (e.g. national, WHO). In the case COVID-19 is reported in project locations, extensive cleaning should take place where any project consultation or activities have taken place, prior to any further project activities at the same venue. A more detailed information on safe disposal of used masks will refer to the Project Operations Manual (POM). 4) Used PPE generated during public meetings as well as by project personnel during field implementation will be managed and disposed safely as per MOH’s guideline for Infection Prevention Control on the Covid-19 related used PPE and health consumables in accordance with the National Contingency Plan for Public Health Emergency, national regulations, and WHO technical guidelines. A simple procedure to manage the used PPE waste will be developed in accordance with national regulations and WHO technical guidelines as part of the POM to ensure the proper handling, collection and disposal of PPE waste generated from the project. 11 Monitoring and Reporting 11.1 Involvement of Stakeholders in Monitoring Activities The SEP will be periodically revised and updated as necessary in the course of project implementation in order to ensure that the information presented herein is consistent and is the most recent, and that the identified methods of engagement remain appropriate and effective in relation to the project context and specific phases of the development. Any major changes to the project related activities and to its schedule will be duly reflected in the SEP. As part of the involvement of stakeholder in monitoring activities public grievances and feedbacks received by the project will be collated and recorded by the designated GRM focal point, including status of the grievances and any resolution provided. The quarterly summaries will provide a mechanism for assessing both the number and the nature of grievances and requests for information, along with the Project’s ability to address those in a timely and effective manner. The implementation of the SEP will be included in the regular project report (every 6 month) and will be submitted to World Bank. 12 Information Disclosure The information will be available in English version and if necessary, this document will be translated and disclosed in Tetum language Timor Leste as a local official language that can be understood easier by project participants in project locations and broader audiences. The ES documents will also be available to be accessed publicly in World Bank’s website. Documents related to environmental and social management for the project, including this SEP Document, Labor Management Procedure (LMP) and Environmental and Social Commitment Plan (ESCP) documents can be accessed freely on the MoH website via the link https://www.ms.gov.tl/en. Through the presentation 35 of these documents, it is expected that the public will learn any information related to the project. Interested or involved parties may provide suggestions and inputs during the program implementation. The presentation of the documents related to environmental and social management also creates opportunities for project PMUs at the Ministry of Health to improve project during implementation through inputs received from the public. 36