Republic of Zambia Ministry of Health THE ZAMBIA COVID-19 EMERGENCY RESPONSE AND HEALTH SYSTEMS PREPAREDNESS PROJECT STAKEHOLDER ENGAGEMENT PLAN (SEP) May 2021 0 Acronyms DMMU Disaster Management and mitigation Unit ESMP Environmental and Social Management Plans GBV Gender Based Violence GRM Grievance Redress Mechanism GRZ Government of Zambia LMP Labour Management Plan M&E Monitoring and Evaluation MoF Ministry of Finance MoH Ministry of Health MoLG Ministry of Local Government SEP Stakeholder Engagement Plan WB World Bank PMU Program Management Unit ZEMA Zambia Environmental Management Agency 1 Contents 1.0 INTRODUCTION ........................................................................................................................... 3 1.1 Project Background ................................................................................................................. 3 1.2 Project Description.................................................................................................................. 4 1.3 Project Components ............................................................................................................... 5 1.4 Applicable World Bank Environmental Social Standards (ESSs)Error! Bookmark not defined. 1.5 Stakeholder Consultation and Disclosure ............................................................................... 9 1.6 Purpose of a Stakeholder Engagement Plan ........................................................................... 9 1.7 Structure of Stakeholder Engagement Plan .......................................................................... 10 2. STAKEHOLDER IDENTIFICATION AND ANALYSIS ......................................................................... 10 2.1 Methodology......................................................................................................................... 11 2.2. Affected parties.................................................................................................................... 13 2.3 Key stakeholders ................................................................................................................... 14 2.4 Stakeholder Needs ................................................................................................................ 15 2.5. Disadvantaged / vulnerable individuals or groups ............................................................... 15 3.0 SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES ....................................... 16 4.0 STAKEHOLDER ENGAGEMENT PROGRAM ................................................................................ 17 4.1 Purpose and timing of stakeholder engagement ................................................................. 17 4.2 Proposed Strategy for information disclosure ...................................................................... 17 4.3 Proposed strategy for consultation ......................................... Error! Bookmark not defined. 4.4. Proposed strategy to incorporate the view of vulnerable groupsError! Bookmark not defined. 4.5 Summary of project stakeholder needs and methods, tools and techniques ......................... 19 4.6 Stakeholder engagement plan ............................................................................................... 20 4.7 Reporting back to stakeholders ............................................................................................. 21 5.0 RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTION ....................................................... 22 5.1 Resources .............................................................................................................................. 22 5.2 Management functions and responsibilities ......................................................................... 22 6.0 GRIEVANCE MECHANISM .......................................................................................................... 24 6.1 Description of GM ................................................................................................................ 24 7.0 MONITORING AND REPORTING ........................................................................................ 26 2 1.0 INTRODUCTION The Zambia COVID-19 Emergency Response and Health Systems Preparedness Project (P174185) is a US$ 25 million project which aims to support the Government of the Republic of Zambia in preventingg, detecting and responding to the COVID-19 and strengthen national systems for public health preparedness. The World Bank is providing support to Government of Zambia for preparedness planning to provide optimal medical care, maintain essential health services and to minimize risks for patients and health personnel (including training health facilities staff and front-line workers on risk mitigation measures and providing them with the appropriate protective equipment and hygiene materials). Support will be provided for several different activities to strengthen the national health care systems as COVID-19 places a substantial burden on inpatient and outpatient health care services. The Stakeholder Engagement Plan (SEP) is a guide with procedures and plans for engaging multiple stakeholder groups. Therefore, in order to successfully implement the project, there is need for a SEP with sufficient guidance on how project will work effectively with various stakeholders to ensure there is interaction and feedback with those affected directly and indirectly by the project. The overall objective of this 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 complaints about project and any activities related to the project. The involvement of the local population is essential to the success of the project to ensure smooth collaboration between project staff and local communities and to minimize and mitigate environmental and social risks related to the proposed project activities. This SEP is established alongside the Environmental and Social Management Plans (ESMP) and provides guidelines for stakeholder engagement during preparation and implementation of the project. This SEP will be: • Disclosed prior to project commencement • Periodically updated and changes validated during project implementation • Monitored and its effectiveness evaluated towards the end of the project This SEP offers an overall framework that will guide stakeholder engagements throughout the duration of the project. It will, however, be updated from time to time to adapt its activities towards project needs during implementation. 1.1 Project Background An outbreak of the coronavirus disease (COVID-19) caused by the 2019 novel coronavirus (SARS-CoV-2) has been spreading rapidly across the world since December 2019, following the diagnosis of the initial cases in Wuhan, Hubei Province, China. Since the beginning of March 2020, the number of cases outside China has increased thirteenfold and the number of affected countries has tripled. On March 11, 2020, the World Health Organization (WHO) declared a global pandemic as the coronavirus rapidly spreads across the world. Globally as of 6 October, 3 there were 36,077,702 confirmed cases and 1,054,712 deaths (2.9 %) fatalities. Zambia currently has 15,224 confirmed cases with 335 (2.2%) fatalities1. COVID-19 has caused significant disruptions in global supply chains, lower commodity prices, and economic losses in both developed and developing countries. Manufacturing operations around the world have been disrupted. Economic activity has fallen especially in China and is expected to remain depressed for months. The outbreak is taking place at a time when global economy is already facing uncertainty and governments have limited policy space to act. The length and severity of impacts of the COVID-19 outbreak will depend on the projected length and location(s) of the outbreak, as well as on whether there are is a concerted, fast track response to support developing countries, where health systems are often weaker. With proactive containment measures, the loss of life and economic impact of the outbreak could be arrested. 1.2 Project Description The Zambia COVID-19 Emergency Response and Health Systems Preparedness Project (P174185) aims to prevent, detect and respond to the threat posed by COVID-19 in Zambia and strengthen national systems for public health preparedness. The Project will be implemented nationwide covering 10 provinces in Zambia (figure 1). The specific locations and detailed information about the sub-projects (including sub-project sites and design) will be identified during project implementation. Figure 1: Map of Zambia 1 https://news.google.com/covid19/map?hl=en-US&mid=%2Fm%2F088vb&gl=US&ceid=US%3Aen, accessed on 7 October 2020 4 1.3 Project Components The project comprises the following components: Component 1: Emergency Public Health Response to COVID-19: This component aims to reduce the spread of COVID-19 through surveillance, contact tracing, building laboratory capacity, risk communication and community engagement, and coordination of emergency preparedness and response. The component has four sub-components: Sub-component 1.1: Disease Surveillance, Case Investigation and Rapid Response Capacity: This sub-component will support: (i) coordination of COVID-19 response at national and subnational levels; including operation of the central and provincial Public Health Emergency Operation Centres and emergency response vehicles; (ii) risk assessments to identify high-risk areas, events and population groups; (iii) COVID-19 surveillance activities as part of IDSR through: (a) the development/updating of surveillance protocols; (b) establishment of Influenza-Like Illnesses and Severe Acute Respiratory Infections (ILI/SARI) sentinel sites; (c) capacity building in surveillance, including the training of community volunteers in event-based surveillance in high-risk districts, and training of staff in incident management system, epidemic preparedness and response; and (d) disease surveillance information systems, including data audit; (iv) rapid response teams to conduct contact tracing; (v) establishment/rehabilitation of quarantine facilities for suspected cases and support to the public health emergency operations centre (PHEOC) including strengthening the call response centre; and (vi) assessment of the implementation of International Health Regulations including related operational costs 2 for all activities. Sub-component 1.2: Laboratory Capacity and Specimen Transport: This sub-component will support the operational costs of the existing COBAS 6800 and real time reverse transcription- polymerase chain reaction (RT-PCR) testing platforms in Lusaka and Ndola. It will also support the expansion of SARS-CoV-2 testing to 3 additional laboratories with RT-PCR capacity and 12 laboratories with GeneXpert capacity. It will finance: (i) laboratory equipment, reagents, and supply chain management for SARS-CoV-2 testing; (ii) capacity building for laboratory personnel at national and sub-national levels in SARS-CoV-2 testing, biosafety/biosecurity and quality assurance; and (iii) vehicles and specimen transportation equipment from lower level heath facilities to laboratories and testing centres. Sub-component 1.3: Points of Entry: This sub-component will strengthen screening at points of entry (land, water and air), cross-border surveillance in border districts, and quarantine of suspected individuals at POE by MOH personnel. Special attention will be paid to POE hot spots such as Nakonde, Kasumbalesa, Chirundu, Chanida and main truck stops along transport corridors, with multisectoral interventions targeting identified risk groups such as truck drivers, immigration officers, commercial sex workers, and hospitality workers. MOH cross-border committees in border districts will be supported to facilitate POE health interventions. The MOH, per its public health mandates, will provide port health services at POEs, including disease surveillance. The proposed POE health interventions supported by the project will therefore be implemented by health personnel only. Law enforcement, security or military forces may be 2 https://www.africanews.com/2020/10/07/coronavirus-zambia-daily-status-update-6th-october-2020// . 5 present at POEs, but will not implement any POE health interventions. Similarly, project financing shall not be used for any expenditures incurred by military or security forces, without the Association’s prior approval. If law enforcement, security or military forces are engaged for the implementation of project activities, a risk assessment will need to be undertaken, and the appropriate legal and risk mitigation measures put into place in a form, substance and manner satisfactory to the Association. The project will finance equipment, personal protective equipment (PPE), non-salary operating costs for POE and surveillance, and non-salary operational costs of quarantine through established POE health structures. Sub-component 1.4: Risk Communication and Community Engagement: This sub- component will support (i) behavior change communication (e.g. especially on handwashing, the use of facemasks, and physical distancing); (ii) psychosocial support for project beneficiaries and health service providers; (iii) social accountability mechanisms in communities and health facilities; and (iii) prevention and addressing gender-based violence. Risk communication and community engagement will use multiple information channels (call centre, print, digital, social media, outreach) and state-of-the-art approaches (e.g. behavioural nudges). As there are other development partners supporting COVID-19 risk communication and community engagement, the project will closely coordinate with the Government of Zambia and partners to avoid duplication of efforts. Component 2: Resilient Health Service Delivery: is component supports COVID-19 case management, infection prevention and control, and interventions to maintain essential health services and includes three sub-components. Sub-component 2.1: Case Management: This sub-component will support the diagnostic capacity and management of COVID-19 cases in isolation facilities and other specialized COVID-19 treatment centres. This involves minor rehabilitation and/or conversion of existing facilities and/or the use of temporary structures (e.g. medical tents). Support for diagnostic equipment such as digital x-rays, medical equipment, drugs and supplies for treatment centres will focus on the most essential equipment, especially oxygen therapy (e.g. pulse oximeters, oxygen concentrators, nebulizers and humidifiers), which has proven to be critical in COVID-19 case management. Only a small number of ICU beds/units with ventilators and ambulances will be supported, considering funding from other sources. In addition, this sub-component will also include: nutrition support for COVID-19 patients in isolation and treatment centres; and capacity building in COVID-19 case management, including: (a) development and dissemination of COVID-19 clinical guidelines; (b) training and mentorship for COVID-19 case management and intensive care (including team-based approaches; (c) payments of allowances and related operational costs for case management teams consistent with the applicable government policies; and (d) training and mentorship in psychosocial counselling and addressing other mental health conditions arising as a result of COVID-19. Sub-component 2.2. Infection Prevention and Control: This sub-component will support: (i) procurement of PPE appropriate for regular health care at different levels of health delivery system including isolation health facilities, and disinfectants; (ii) training, implementation and monitoring of IPC interventions among both facility-based and community-based health workers; 6 (iii) compliance with WASH standards 3 and proper healthcare waste management in health facilities; and (iv) improving safe burials for COVID-19 related deaths. Sub-component 2.3: Strengthening Capacity for Essential Services Continuity: This sub- component will help: (a) Maintain essential health services with focus on RMNCAH-N by supporting: (i) recruitment and surge capacity of frontline health care workers; (ii) system redesign and innovations (e.g. telemedicine) to maintain essential services; (iii) strengthening of the supply chain system for essential medicines and commodities; (iv) blood transfusion services which is essential for emergencies (including obstetric emergencies) and has a role to play in COVID-19 case management (convalescent plasma therapy); procurement of PPEs for regular health care; and (v) psychosocial support for both patients and health workers. (b) Mainstreaming gender as a cross-cutting theme: Experience from past outbreaks such as Ebola have shown the importance of gender in containment and mitigation efforts. The on-going pandemic also exacerbates sexual and gender-based violence (SGBV). The project, therefore, treats gender as a cross-cutting theme and has embedded gender-sensitive project activities where applicable. These include: (i) provision of comprehensive care for SGBV survivors in the project areas within the overall multisector national program for SGBV; (ii) strengthening health care worker and community based volunteer capacity in the management and referral of SGBV cases; (iii) raising community awareness of SGBV and related services; (iv) collaboration and linkages to education and social protection services for SGBV; (v) contributing to the implementation SBGV prevention activities within the Zambia Safe Schools Framework; (vi) enhancing capacity of one stop centres for SGBV in selected health facilities; and (vii) strengthening data collection and information management for SGBV. The MOH will collaborate with the Ministry of Gender and other relevant actors to ensure information on available SBGV services is disseminated, including the use of established response hotlines and community outreach. Component 3: Project Management, Operational Research, and Governance and Accountability: This component has two sub-components: Sub-component 3.1: Project Management and Operational Research: The sub-component will finance strengthening of the Project Implementation Unit (PIU) under ZNPHI to support overall project management, including procurement, financial management, safeguards and grievance redress as well as monitoring and evaluation (M&E) under this project. This subcomponent will finance development of data protection and disclosure policy and framework. The details on data security will be provided in the Project Implementation Manual (PIM). The subcomponent will also finance the operational costs of various oversight committees and annual reviews, selected implementation and operational research activities identified under the learning agenda as well as knowledge management related to COVID-19. Sub-component 3.2: Strengthening Governance and Accountability in the Implementation of the National COVID-19 Response Plan: This sub-component will improve coordination, 7 transparency and accountability in COVID-19 response by supporting the following areas as outlined in the agreed Governance and Accountability Action Plan (GAAP): (a) Improving institutional coordination and implementation: The implementation of the project at the national and subnational levels and in an emergency-mode creates challenges in project coordination and implementation. A gap analysis will be carried out to identify gaps and weaknesses in existing coordination arrangements. On this basis, and the project will provide specific support to address such gaps. Fund transfers and utilization at the provincial and district levels will be captured through project reporting systems and consolidated by the PIU as part of project financial management arrangements. Spot checks will be carried out on the validity of reporting, regarding both the completeness and the accuracy of record keeping. (b) Strengthening transparency of project activities: This will include: (i) creation of a project website with all relevant project information (e.g. financial reports, audit reports, mission Aide- Memoires, other operational reports, minutes of meetings of committees etc.); (ii) interoperability of the project website with the MOH website and health information systems; and (iii) use of Notice Boards to prominently display relevant4 project information in provincial and district health offices. The project will institute a functioning grievance redress system which channel any grievance or complaint relating to the project to the PIU. The PIU will respond to each complaint and try to resolve it within an agreed upon timeframe. The details of the grievance redress system will be described in the PIM. (c) Enhancing oversight and accountability: The project will use the existing internal and external audit systems and oversight structures to ensure the government’s strict compliance with agreed upon rules and procedures. The PIU will ensure that (i) the external audit reports by the Auditor General are shared with all relevant stakeholders and placed on the project website, (ii) the internal audit reports are reviewed by the Audit Committees at the MOH and (iii) all external and internal audit findings and recommendations are acted upon within agreed timeframes. The project will also support the strengthening of the MOH internal audit functions. All project procurements will be subject to the review of the Procurement Committee in the MOH. The Integrity Committee at the MOH will ensure that all complaints are addressed, and all allegations of corruption or misappropriation of project funds investigated immediately. Spot checks will be carried out by the PIU and the Bank task team to check on the extent to which the above described measures are carried out. (d) Strengthening citizen engagement for community monitoring: The project will support citizen engagement measures to ensure consultation with all key project stakeholders. Based on the findings of the gap analysis at the start of the project, the PIU will ensure that various project implementation and oversight committees have adequate representation of public representatives and members of Civil Society Organizations (CSOs). The project will support CSOs to carry out social media engagements to disseminate project information and gather citizen feedback in line with the Government’s public disclosure of information. 8 The Zambia COVID-19 Emergency Response and Health Systems Preparedness Project is being prepared under the World Bank’s Environment and Social Framework (ESF). 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. 1.5 Stakeholder Engagement Principles Stakeholder engagement requires meaningful consultation in such a way that stakeholders are given the opportunity to express their views about the project, risks, impacts and mitigation measures and allow project to consider and respond to them. As part of project preparation, officials in Zambia National Public Health Institute (ZNPHI) undertook various consultations largely at the central level to review the design and to agree on roles, and to identify key stakeholders. Given the outcome of consultations held to date, more consultations need to be undertaken especially for targeted areas. Through this plan a well detailed schedule will be complied for future engagements with communities and other key stakeholders in project areas. Meanwhile, consultations by the project will be carried out on an ongoing process based on the nature of issues and potential impacts. The project will use a two-way process that: 1) involves interactions between and among identified groups of people and provides stakeholders with an opportunity to raise their concerns and share their opinions and ensures that this information is taken into consideration when making decisions pertaining to the project. 2) begins early during the project planning process to gather initial views on the project proposal and design. 3) encourages stakeholders’ feedback, especially as a way of informing the project design and engagement by stakeholders in the identification and mitigation of environmental and social risks and impacts. 4) is ongoing, as risks and impacts arise. 5) will be based on the prior disclosure and dissemination of relevant, transparent, objective, meaningful and easily accessible information in a timeframe that enables meaningful consultation with stakeholders in a culturally appropriate format, in relevant local languages and is understandable to stakeholders. 6) considers and responds to feedback. 7) supports active and inclusive engagement with project affected parties. 8) is free of external manipulation, interference, coercion, discrimination and intimidation; and 9) ensures that implementation of the SEP will be documented and disclosed prior to Project appraisal. 1.6 Purpose of a Stakeholder Engagement Plan The goal of this SEP is to improve and facilitate decision making and create an atmosphere of understanding that actively involves project-affected people and other stakeholders in a timely 9 manner. The SEP also provides an opportunity stakeholder to voice their opinions and concerns that may influence project decisions. The SEP is a useful tool for managing communications between MOI and its stakeholders. Communicating early, often, and clearly with stakeholders helps manage expectations and avoid risks, potential conflict, and project delays. In addition, the plan assists in managing stakeholder expectations which will have a bearing throughout the lifespan of the project. Hence, this SEP provides a plan to interact effectively with stakeholders to support project interests. The following are the Key objectives of the SEP: • Understand the stakeholder engagement requirements of project; • Provide guidance for stakeholder engagement such that it meets the standards of International Best Practice; • Identify key stakeholders that are affected, and/or able to influence the Project and its activities; • Identify the most effective methods, timing and structures through which to share project information, and to ensure regular, accessible, transparent and appropriate consultation; • Develops a stakeholder’s engagement process that provides stakeholders with an opportunity to influence project planning and design; • Establish formal grievance/resolution mechanisms; • Define roles and responsibilities for the implementation of the SEP; • Define reporting and monitoring measures to ensure the effectiveness of the SEP and periodical reviews of the SEP based on findings. 1.7 Structure of Stakeholder Engagement Plan The structure of the stakeholder engagement plan will be as follows; • 2. Stakeholder Identification and Analysis • 3.0 Summary of Previous Stakeholder Engagement Activities • 4.0 Stakeholder Engagement Program • 5.0 Resources and Responsibilities for Implementation • 6.0 Grievance Mechanism • 7.0 Monitoring and Reporting 2. STAKEHOLDER IDENTIFICATION AND ANALYSIS Project stakeholders are defined as individuals, groups or other entities who: (i) are impacted or likely to be impacted directly or indirectly, positively or adversely, by the Project (also known as ‘affected parties’); (ii) and may have an interest in the Project (‘interested parties’). They include individuals or groups whose interests may be affected by the Project and who have the potential to influence the Project outcomes in anyway. 10 Cooperation and negotiation with the stakeholders throughout the Project development often also require the identification of persons within the groups who act as legitimate representatives of their respective stakeholder group, i.e. the individuals who have been entrusted by their fellow group members with advocating the groups’ interests in the process of engagement with the Project. Community representatives may provide helpful insight into the local settings and act as main conduits for dissemination of the Project-related information and as a primary communication/liaison link between the Project and targeted communities and their established networks. Verification of stakeholder representatives (i.e. the process of confirming that they are legitimate and genuine advocates of the community they represent) remains an important task in establishing contact with the community stakeholders. Legitimacy of the community representatives can be verified by talking informally to a random sample of community members and heeding their views on who can be representing their interests in the most effective way. With community gatherings limited or forbidden under COVID-19, it may mean that the stakeholder identification will be on a much more individual basis, requiring different media to reach affected individuals. The project will complement efforts that have already been committed by other development partners including; the World Health Organization (WHO), UNICEF partners, International Organizations, Faith based organizations, USCDC, ACDC who have been providing ongoing technical assistance, financing and procurement support to the Ministry of Health. 2.1 Methodology The following principles will guide stakeholder consultation and engagement activities in this Project; • Openness and life-cycle approach: Public consultations for the project will be carried out throughout the project lifecycle and will be conducted in an open and transparent manner, free of manipulation and coercion. • Informed participation and feedback: Relevant information will be provided to, and widely disseminated amongst, affected and interested parties in a cultural appropriate and suitable format. Opportunities will be provided for stakeholders to provide feedback on the project for the project to consider and address. • Inclusiveness and sensitivity: Stakeholder identification will reflect multiple and varied interests and will include all relevant parties to build effective stakeholder relationships and to generate support for the vaccination program. Stakeholders will be provided with equal access to information. Sensitivity to stakeholders’ interests will be a key underlying principle in selecting engagement methods. Special attention will be given to interested parties and vulnerable groups, in particular women, youth, the elderly and persons with disabilities. • Maintaining physical distancing: In line with WHO protocols for minimizing the risks of COVID-19 transmission, the project will endeavor to avoid or minimize large gatherings and/or face-to-face interactions when planning consultations. Where necessary, face-to-face contacts and meetings will maintain physical distancing (about 2 arm’s length). Alternative means of consultations, such as online feedback, web meetings, 11 email, hotlines, may be used to undertake meaningful consultations whilst keeping safe distances to minimize the risk of COVID-19 transmission among participants. The project will have consultations at various levels, and meetings will be held for the purpose of gathering information. Team one will comprise senior management from MoH, ZNPHI, PIU and World Bank Team leaders and staff. At inception, this team will meet monthly and all participants will be responsible for giving updates including on delays that the project may anticipate. However, during implementation, meetings will be held once every six months. These meetings will create an opportunity for effective coordination to prevent delays. In this regard, there will be need for a dashboard as a way of monitoring the team’s engagement (see Annex 1). Team two is intended to serve as a technical committee which will comprise the Provincial Health and District Health Officers, the District Commissioner’s and Councilors. The purpose of this team will be to meet on a quarterly basis to discuss technical issues related to the project during implementation. They will also discuss any grievances that may have arisen from the community, which require feedback. Team three will comprise of: The Chief, traditional and religious leaders are important in the stakeholder engagement process, because they are those who mobilise the community. They will also act as disclosure agents to the local communities. Meetings will be held as and when there is need for disclosure or when there are grievances that arise. The project will carry out targeted consultations with vulnerable groups to understand concerns/needs in terms of accessing information, medical facilities and services and other challenges they face at home, at workplaces and in their communities. The project defines a vulnerable group as a population that has some specific characteristics that places it at higher risk of falling into poverty than others living in areas targeted by a project. Vulnerable groups include the elderly, the mentally and physically disabled, at-risk children and youth, ex-combatants, internally displaced people and returning refugees, HIV/AIDS-affected individuals and households, religious and ethnic minorities, and in some societies, women. Whilst the project is not likely to attract labour influx into project areas, increased income streams for some workers if not managed well can lead to social tension, at household and community level, thus increasing risk of illicit behaviors and exposure to high risk situations such as sexual exploitation and Gender Based Violence (GBV)which mostly affect vulnerable community members. To complement mitigation measures in the ESMP, a GBV action plan will be developed and proposed actions shared with the public to safeguard against this risk as well as providing them information on reporting procedures through the project GRM. Some of the strategies that will be adopted to effectively engage and communicate to vulnerable group will be: 12 • Women: Consider provisions for childcare, transport, safety for any in-person community engagement activities and separating men from women during small FDGs in order to ensure that the views of the women are heard • Pregnant women: develop education materials for pregnant women on basic hygiene practices, infection precautions, and how and where to seek care based on their questions and concerns. • Elderly and people with existing medical conditions: develop information on specific needs and explain why they are at more risk & what measures to take to care for them; tailor messages and make them actionable for particular living conditions (including assisted living facilities), and health status; target family members, health care providers and caregivers. • People with disabilities: provide information in accessible formats and offer multiple forms of communication • Children: design information and communication materials in a child-friendly manner & provide parents with skills to handle their own anxieties and help manage those in their children. Worth noting is that more vulnerable groups on this project may be identified during community engagement and identification of new stakeholders. The details of strategies that will be adopted to effectively engage and communicate to the ne vulnerable groups will be considered during project implementation. 2.2. Affected parties Affected Parties include local communities, community members and other parties that may be subject to direct impacts from the Project. Specifically, the following individuals and groups fall within this category: • Persons infected with COVID-19 • Persons vulnerable to severe conditions, or even death (co-morbidities such as HIV/AIDS, Diabetes, Cardiovascular diseases, chronic respiratory diseases and cancers) • People under COVID-19 quarantine, including workers in the quarantine facilities • People at risk of COVID-19 (travellers, residents of areas where cases are identified) • Relatives of COVID19 infected people and those under quarantine • Neighbouring communities to health centres, hospitals, laboratories, quarantine facilities, and screening posts • Health Workers in public and private sectors including laboratory technologists, including community-based volunteers such as Community Health Workers, Lay Counsellors, and Community Based Distributors. • People affected by or otherwise involved in Project-supported activities • Municipal waste collection and disposal workers • Refugees • Prisoners • Education institutions (including primary, secondary and tertiary) • Community volunteers providing health services 13 • Airport and border immigration control staff • Other public service authorities supporting the multi-sectoral response to COVID-19 2.3 Key stakeholders • Ministry of Health • ZNPHI • PIU • Ministry of Local Government • Ministry of Information Services • Ministry of General Education • Ministry of Higher Education • Ministry of Community Development and Social Welfare • Ministry of Water Development, Sanitation and Environmental Protection • Ministry of Religious Affairs and National Guidance • Zambia Environmental Management Agency (ZEMA) • Zambia Medicines Regulatory Authority • Ministry of General Education • Zambia National Public Health Institute • Ministry of Information • Disaster Management and Mitigation Unite (DMMU) • General Nursing Council • National Biosafety Authority 2.4. Overview of concerns expressed by stakeholders Stakeholder Concerns or questions raised Responses provided Ministry of General Education vulnerable communities are The ESMF has made a facing serious problems in provision of strategic terms of access to information consultation with vulnerable and basic health awareness to communities and COVID-19 deal with COVID-19 crisis. information will be translated Information related to the into the various local project should also be given in languages. local language, in addition to English. General Nursing Council There is a need to ensure The MOH is striving to provide sufficient PPE for health PPE to all frontline health workers and maintain the workers in the country. The working hours as stipulated in issue of risk allowance is being the civil servants’ conditions of discussed with Ministry of service. Also, the need for the Finance. provision of risk allowances to all health workers. 14 Ministry of Community There is an urgent need to The government is committed Development and Social distribute facemasks and hand to ensuring the effective Welfare sanitizers in communities. implementation of safety measures at community level through partner engagement and support. Ministry of Religious Affairs There is a lot of The MOH in coordination and National Guidance misconceptions, myths and with local levels and CBOs has misinformation about COVID- been conducting a number of 19 in the community. programs to raise awareness Therefore, the MOH should about COVID-19 symptoms, have programs aimed at available treatment and nature reducing the myths, of transmission, among many misconceptions and others. misinformation and build confidence in the community about COVID-19 prevention and management. One of the options is to provide training to youths and mobilize them as volunteers for raising awareness in community. 2.5 Stakeholder Needs Stakeholder needs include language needs and capacity building training, which have been exemplified in Annex 2. However, through further consultations and engagements with the community more stakeholder needs will be identified. 2.6. Disadvantaged / vulnerable individuals or groups It is particularly important to understand whether project impacts may disproportionately fall on disadvantaged or vulnerable individuals or groups, who often do not have a voice to express their concerns or understand the impacts of a project and to ensure that awareness raising and stakeholder engagement with disadvantaged or vulnerable individuals or groups on infectious diseases and medical treatments in particular, be adapted to take into account such groups or individuals particular sensitivities, concerns and cultural sensitivities and to ensure a full understanding of project activities and benefits. The 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 may include and are not limited to the following: 15 • Elderly • People living with or affected by chronic diseases, with compromised immune systems or related pre-existing conditions • Illiterate people • Persons with disabilities • Those living in remote or inaccessible areas • Refugees and prisoners • Female-headed households • Child-headed households • Street children • HIV/AIDS affected 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. 3.0 SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES Due to the emergency, and the need to address issues related to COVID-19, no dedicated consultations beyond public authorities and national health experts, as well as international health organizations representatives, have been conducted so far. However, during project preparation, a number of meetings were held between Ministry of Health, ZNPHI and the World Bank. Initial discussions for the Project description was held on the 26 April 2020 between the Core team (Cluster leads) from ZNPHI and World Bank (WB) Country team and Washington conducted WebEx discussions. A follow-up Zoom meeting was held on – 30th April 2020 with the technical planning team from ZNPHI and WB country office to discuss the project description and concept note for informing the development of the Project Appraisal Document (Annex 3). The following meetings were also held; 1. Preparation of draft procurement plan by technical planning team from ZNPHI – May 2020 2. Discussion with senior Management ZNPHI and MOH – May 2020 3. Technical meetings to prepare draft ESCP and SEP – May 2020 4. Meetings to review the draft PAD among the ZNPHI technical team and WB Team - May to June 2020 (Annex 4) 5. Project appraisal Meeting (Virtual) – 18 to 19 June 2020 6. Pre-negotiation meeting (internal) between ZNPHI, MOH and MoF – 6th August 2020 7. Meeting for Negotiations (Virtual) with Ministry of Finance, MOH, ZNPHI, WB – 7th August 2020 During the preparation of the ESMP, SEP and LMP virtual meetings were held between world bank and ZNPHI (Annex 5). In addition, other stakeholders from Ministry of Health, Local 16 Government, ZEMA were also consulted throughout the preparation of the documents. The MoH/ZNPHI also used social media to ensure ongoing dialogue with stakeholders (Annex 6). The consultations aimed to seek views of stakeholder’s regarding project risks, impacts and mitigation measures. Key feedback received include both positive and negative impacts of the project. According to the stakeholders the project will contribute to improving COVID-19 preparedness, response and management of cases at facility and community level. The stakeholders emphasized the need to carefully address environmental and social risks emanated from project activities: safety of health workers, community, public officials, social discrimination, accessibility to project activities by populations and disadvantaged people. Thus, they suggested that there should be appropriate waste handling measures, including use of equality personal protective equipment, alongside actions to raise awareness of Covid-19 preventive measures among communities. This initial SEP has been developed as the starting point of an iterative process to develop a more comprehensive stakeholder engagement strategy and plan. It will be updated after project approval. 4.0 Stakeholder Engagement Program 4.1 Purpose and timing of stakeholder engagement The project will engage stakeholders as early as possible and will continue the engagement throughout the planning, mobilization, implementation and handing over stages until the project is eventually closed out. However, the nature and frequency of follow up consultations will differ depending on the subprojects; the principles will be guided by the SEP (see Annex 2). 4.2 Proposed Strategy for information disclosure In terms of methodology, the project must adapt to different requirements. However, given the need to restrictions required during the pandemic it is necessary to avoid reliance on public gatherings to prevent and reduce the risk of COVID-19 transmission. It will be important that the different communication and consultative activities are inclusive and culturally sensitive, thereby ensuring that the soutlined above will have the chance to participate in the Project benefits. Where small meetings are permitted, consultations may take place in small-group sessions such as focus-group meetings. The MOH through the District Health Office and local leadership will be responsible for the project launch and disclosure of the SEP and GRM so that the community is made aware of channels to bring out their complaints. These meetings will be in the form of Focus Group Discussions; all views and feedback will be recorded. However, for the immediate time being, meetings will have to be conducted virtually through WebEx, WhatsApp, Zoom or Skype. The ESCP was redisclosed on 7th October, 2020 on the ZNPHI and MOH websites on the following links; • http://znphi.co.zm/new/public-disclosure-of-the-zambia-covid-19-emergency-response- and-health-systems-preparedness-project-stakeholder-engagement-plan-and-the- environment-and-social-commitment-plan-escp/ 17 • https://www.moh.gov.zm/?p=6456 The table below presents an indicative strategy and phased approach for disclosure of information related to the project. Project stage Target List of Methods Responsible Time frame stakeholders information to be Institution disclosed Project GRM Press releases MoH- Prior to project Effectiveness Development PAD in the local ZNPHI commencement donors, ESMF media; international Requirements Consultation health (ESS10 to be meetings; organizations specific) Virtual CSO & Draft SEP meetings NGOs Draft Risk Media Communication Strategy Project CSO & Awareness on Information MoH/ZNPHI During Project Implementation NGOs social distancing leaflets, posters Implementation Media strategy; and brochures; Affected and availability of audio-visual person; and resources to materials, Other report cases of social media; interested Gender Based Public notices; Parties Violence Electronic (GBV)/Violence publications Against Children and press (VAC), and to releases on the access MoH/ZNPHI psychosocial websites; Press support services. releases in the Grievance local media Redress (both print and Procedures; electronic); Update on project Consultation implementation with vulnerable and progress; and Update on marginalized technical designs groups in a of the isolation culturally units and appropriate manner; 18 Project stage Target List of Methods Responsible Time frame stakeholders information to be Institution disclosed quarantine training and facilities meetings; Project’s virtual outcomes, meetings; overall progress and major achievements Project closure Affected Project exit Consultation PIU Within 30 days persons; and strategy; and meetings; after project Other Dissemination of information closure interested final project leaflets, posters Parties reports. and brochures; Decommissioning audio-visual plans and materials, schedules social media; Electronic publications and press releases and result feature stories on the MoH, ZNPHI &WBG websites; Press releases in local media (both print and electronic); media; roundtable discussions 4.5 Summary of project stakeholder needs and methods, tools and techniques for stakeholder engagement MOH through the Zambia National Public Health Institute (ZNPHI) has drafted a Stakeholder Engagement Plan (SEP) that outlines the stakeholder’s engagement strategies for this project. To ensure effective communication WHO has developed the Risk Communication and Community Engagement (RCCE) readiness and response to the 2019 novel coronavirus to guide governments. The document provides checklists developed by WHO for risk communication and community engagement (RCCE) readiness provide actionable guidance for countries to 19 implement effective RCCE strategies that will help protect the public’s health during the early response to COVID-19. To support these efforts, the project has included financial and human resources for RCCE, encompassing behavioural and sociocultural risk factor assessments, production of communication materials, media and community engagement, and documentation in line with WHO guidance on risk communication and community engagement. The approaches taken will thereby ensure that information is meaningful, timely, and accessible to all affected stakeholders, including use of materials in the local language, addressing cultural sensitivities, as well as challenges deriving from illiteracy or disabilities. In line with the above approach, different engagement methods are proposed and cover different needs of the stakeholders as below: 4.6 Stakeholder engagement plan The Implementing Agency will follow the below steps to arrange for nation-wide risk communication and community engagement activities: Figure 1. Strategic Steps on Nation-wide Risk Communication and Community Engagement Activities; Step Action to be taken Timeline 1 Implement national risk communication and community 1st quarter of project engagement plan for COVID-19, including details of implementation anticipated public health measures (use existing procedures for pandemic influenza if available) Conduct rapid behavioral assessment to understand the Throughout the project target audience, perceptions, concerns, influencers and implementation preferred communication channels. Prepare local messages and pretest through a 1st quarter of project participatory, specifically targeting key stakeholders and implementation at-risk groups Identify trusted community groups (local influencers Throughout the project such community leaders, religious leaders, health implementation workers, community volunteers) and local networks (women’s groups, youth groups, religious groups, traditional healers, business groups) etc. 2 Establish and utilize clearance processes for timely Throughout the project dissemination of messages and materials in local implementation languages and adopt relevant communication channels Engage with existing public health and community based Throughout the project networks, media, local NGOs, schools, local government implementation and other sectors such as healthcare service providers, education sector, business, travel and food/agriculture sectors using a consistent mechanism of communication Utilize two way channels for community and public 1st quarter of project information sharing such as hotlines (text and talk), implementation responsive social media such as U-Report where available, and radio shows, with systems to detect and rapidly respond to and counter misinformation 20 Establish large scale community engagement for social Throughout the project and behavior change approaches to ensure preventive implementation community and individual health and hygiene practices in line with the national public health containment and recommendations 3 Systematically establish community information and 1st quarter of project feedback mechanisms including through; social media implementation monitoring; community perceptions; knowledge, attitude and practice surveys; and direct dialogues and consultations Ensure changes to community engagement approaches Throughout the project are based on evidence and needs, and ensure all implementation engagement is culturally appropriate and empathetic Document lessons learned to inform future preparedness Throughout the project and response activities implementation The updated SEP will reflect the current details on the above engagement plan relating to awareness raising as well as current details on stakeholder consultations related to COVID-19. In addition to the proposals above, the project may employ online communication tools to design virtual workshops in situations where large meetings and workshops are essential, given the preparatory stage of the project. The SEP will be updated periodically as necessary, via the inclusion of a Risk communication and community engagement (RCCE) strategy, to be prepared under the project in line with WHO provisions “Risk communication and community engagement (RCCE) readiness and response to the 2019 novel coronavirus (2019-nCoV)� (January 26, 2020). The WHO’s RCCE Readiness model includes a series of principles and readiness checklists with guidance on goals and actions related to: • Risk Communications Systems • Internal and Partner Coordination • Public Communication • Community Engagement • Addressing uncertainty and perceptions and managing misinformation • Capacity Building In addition, during project implementation, more vulnerable groups on the project will be identified from time to time when identifying new stakeholders and conducting community engagement. 4.7 Reporting back to stakeholders 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 grievance mechanism. The final SEP will provide further guidance on the frequency of reporting and appropriate channels that will be utilized for the dissemination of these reports. 21 5.0 RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING STAKEHOLDER ENGAGEMENT ACTIVITIES 5.1 Resources The PIU will be responsible for carrying out stakeholder engagement activities, while working closely together with other entities, such as local government units, media outlets, health workers, hospital administration etc. The stakeholder engagement activities will be documented through quarterly progress reports, to be shared with the World Bank. The budget for the SEP is included below in 5.3 and is estimated at $915,000 and will be revised to include activities arising from the risk communication strategy. 5.2 Management functions and responsibilities The Ministry of Health will be the lead technical agency for project implementation charged with strategic policy formulation and coordination, while ZNPHI a department under MOH is responsible for day to day management and coordination. The MOH will establish a project implementation unit (PIU) that will be responsible for: (i) the day-to-day management and execution of activities supported under the project; (ii) the preparation of annual activity and procurement plans; (iii) the drafting of contract documents; (iv) oversight for environmental and social requirements, and (v) the preparation of a consolidated report on the implementation of the project components. The Project will set up a Project Implementation Unit (PIU) under the ZNPHI that will be headed by a Project Coordinator who will coordinate the implementation of Project activities. The PIU will also include; the Project Manager who will lead implementation of Project activities, Accountant, Procurement Specialist, Internal Auditor, Governance Specialist, Environmental Health specialist, Social development Safeguard Specialist, Infectious Disease Specialist, Monitoring and Evaluation Officer, Communications Specialist, Research Grants Officer. The Project Manager for the COVID-19 project will report to the PIU project Coordinator (for both ACDCP and COVID-19 project) as shown in figure 3. She/he will also work closely with the Directorate of Finance, Director of Internal Audit, the MOH procurement unit, and other MOH technical directorates on project implementation to ensure adherence to fiduciary guidelines. The MOH technical directorates and other sector ministries will be involved in project activities based on their functional capacities and institutional mandates. A Project Steering Committee (PSC) will be established to provide guidance to the PIU. The Social Development Specialist will be responsible for monitoring implementation of the Stakeholder Engagement Plan and will ensure that stakeholder engagement activities are documented and included in the project reports. 5.3. Budget The budget will cover the following: cost of the staff responsible of the SEP, communication materials, trainings, operational costs (travel, transport, accommodation, stipend). The project will provide funds necessary for effective stakeholder engagement activities. The table below presents an estimated budget for the planned stakeholder engagement activities. 22 Total Unit Cost Cost (USD) S/N Item Frequency (USD) 1 Development/ adapting of communication materials 1 15,000 15,000 Translation of communication materials into local 2 languages 1 10,000 10,000 3 Printing and distribution of communication materials 10 25,000 250,000 Conduct rapid behavioral assessment to understand the target audience, perceptions, concerns, influencers and 4 preferred communication channels. 10 8,000 80,000 Capacity building training of Call Centre staff on GRM 5 and GBV/ Violence Against Children (VAC) 1 15,000 15,000 Capacity building trainings - GBV/Violence Against Children (VAC) and GRM for Healthcare facility staff 6 and the communities 20 10,000 200,000 7 Radio and Television shows 50 200 10,000 8 Stakeholder Engagement Meetings 20 10,000 200,000 Monitoring and supervision of the stakeholder 9 engagement activities 20 6,000 120,000 Project exit dissemination meeting 10 1 15,000 15,000 Grand Total 915,000 PIU Organogram 23 6.0 GRIEVANCE MECHANISM The main objective of a Grievance Mechanism (GM) is to help 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 GM: ▪ Provides affected people with avenues for making a complaint or resolving any dispute that may arise during the implementation of projects; ▪ Ensures that appropriate and mutually acceptable redress actions are identified and implemented to the satisfaction of complainants; and ▪ Avoids the need to resort to judicial proceedings. 6.1 Description of GM Grievances will be handled at each health centre designated for COVID-19 and addressed by the MOH through designated channels and the national hotline. The project specific GRM will be established and become operational 30 days after project effectiveness. The GRM will include the following steps: • Step 1: Submission of grievances either orally or in writing: Submission of grievances will either be orally or in writing to a GRM officer in the PIU, a toll-free phone line and email will be established. Walk-ins may register a complaint on a grievance logbook at healthcare facility or suggestion box at clinic/hospitals. To ensure the GRM is accessible to all stakeholders, particularly in rural areas and those that are vulnerable, specific measures will be explored during consultations and reflected in the updated SEP. The GRM will also allow anonymous grievances to be raised and addressed. 24 • Step 2: Recording of grievances within 24 hours: Grievances will be recorded and classified based on the typology of complaints and the complainants to provide more efficient response and providing the initial response within 24 hours by the GRM officer. 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 complaint (e.g., disruptions near quarantine facilities and isolation units, inability to access the information provided on COVID-19 transmission; inability to receive adequate medical care/attention, etc.). • Step 3: Investigating the grievance and Communication of the Response within 7 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 Grievance committee that will be set up. • Step 5: Monitoring and evaluation: Grievances will be monitored based on whether the resolution was efficient and if there were any lessons learnt. At the end of each month an analysis of complaints will be provided and will include a breakdown of cases received, resolved, pending, actions taken, data by gender and types of complaints. This will be part of the quarterly and annual reporting. Once a complaint has been received, by any channels, it should be recorded in the complaints logbook or grievance excel-sheet/grievance database. Once all possible redress has been proposed and if the complainant is still not satisfied then they should be advised of their right to legal recourse. The PIU will use the existing institutional Grievance Redress Mechanism (GRM) to address all citizen complaints and requests. The system and requirements (including staffing) for the grievance redress chain of action – from registration, sorting and processing, and acknowledgement and follow�up, to verification and action, and finally feedback – are incorporated embodied in this GRM. In emergency, to encourage proactive beneficiary engagement, the outreach messages and information will be communicated through mass media, social media and city/district information boards to reach people at large. Other measures to handle sensitive and confidential complaints, including those related to Sexual Exploitation and Abuse/Harassment (SEA/SH), will be identified in the GBV Action Plan. With respect to GBV related complaints, special procedures will be adopted to ensure anonymity and referral procedures to associated NGOs who are experienced in handling GBV cases will be set up. This will be reflected in the updated SEP. Once all possible redress has been proposed and if the complainant is still not satisfied then they should be advised of their right to legal recourse. The project will also rely on the WHO Code of Ethics and Professional conduct for all workers in the quarantine facilities as well as the provision of gender-sensitive infrastructure such as segregated toilets and enough light in quarantine and isolation centres to prevent any forms of Sexual Exploitation and Abuse. 25 7.0 MONITORING AND REPORTING The SEP will be periodically revised and updated as required during project implementation to ensure that the information presented herein is consistent and is the most recent, and that the identified methods of engagement remain appropriate and effective in relation to the project context and specific phases of the development. The updated SEP will refer to the Risk Communication and Community Engagement (RCCE) Strategy currently being developed by MOH in collaboration with other relevant government ministries and development partners. The updated SEP will; (i) outline components of the RCCE strategy that will be supported through the SEP, (ii) key stakeholders to be engaged, (iii) methods for engaging identified stakeholders, (iv) type of information to be shared with specific groups, (v) the timeframe for implementing activities during the project span, (vi) budget including human resource allocated for implementation of the SEP and (vii) frequency of reporting Any major changes to the project related activities and to its schedule will be duly reflected in the SEP. Quarterly summaries and internal reports on public grievances, enquiries and related incidents, together with the status of implementation of associated corrective/preventative actions will be collated by responsible staff and referred to the senior management of the project. The Quarterly summaries will provide a mechanism for assessing both the number and the nature of complaints and requests for information, along with the Project’s ability to address those in a timely and effective manner. Information on public engagement activities undertaken by the Project during the year may be conveyed to the stakeholders in two possible ways: • Publication of a standalone annual report on project’s interaction with the stakeholders. • Several Key Performance Indicators (KPIs) will also be monitored by the project on a regular basis including the following parameters: ▪ Frequency of public engagement activities. ▪ Number of grievances received and resolved within a reporting period (e.g. monthly, quarterly, or annually) ▪ and number of those resolved within the prescribed timeline. ▪ Number of press materials published/broadcasted in the local, and national media 26 27 ANNEX 1: COMMUNICATION SYSTEMS AND CHANNELS FOR PUBLIC HEALTH EVENTS AND EMERGENCIES FRAMEWORK 28 ANNEX 2: LIST OF STAKEHOLDERS Group Description of Description and Impact on Desired State Engagement Stakeholder Key attributes Project strategy Ministries Ministry of provide effective Implementers Effective and Quarterly Health-ZNPHI, quality of the Project Efficient service meetings PIU healthcare delivery services close to the family as possible. -Ministry of Local promoting a proper healthcare waste Quarterly Government decentralised and management of well managed meetings good local healthcare governance waste and system, control of facilitating pollution delivery of quality municipal services -Ministry of promotion, promotion, information on Biannual Information education, and education, and the project well meeting Services dissemination of dissemination disseminated information on of information the project Ministry of guide the Information on information on Biannual General provision the project the project well meeting Education, - of education disseminated disseminated Ministry of Higher Education -Ministry of Oversee the Assist the good water Biannual Water issues of quality project on quality meeting Development, water quality water maintained Sanitation and and prevention during the Environmental of water project Protection contamination Ministry of sensitising the assist in Community Biannual Religious Affairs citizens on cooperation of fully engaged meeting and National national values the community Guidance and principals, National Guidance and Religious Affairs 29 Zambia Enforcement of Enforcement of Adherence to Biannual Environmental regulations and regulations and regulations and meeting Management standards on all standards on all standards on all Agency (ZEMA) aspects of aspects of aspects of the environment the environment the environment Zambia Regulate and Regulate and Good standard Biannual Medicines control standard control standard medicines meeting Regulatory of medicines of medicines procured Authority Ministry of regulate service -regulate adherence to Biannual Labour. conditions of the service occupational meeting workmen; To conditions of health and safety ensure there is the workmen; guidelines no child labour To ensure there is no child labour -support adherence to occupational health and safety guidelines by the project and sub-contractors Ministry of providing and providing and provision of Biannual Community facilitating the facilitating the equitable social meeting Development and provision of provision of protection and Social Services equitable social equitable social quality primary protection and protection and health care quality primary quality primary services to health care health care communities services to services to communities in communities order to contribute to sustainable human development 30 · Disaster safety net" for Coordinate Coordinated Biannual Management and protection of the COVID-19 COVID-19 meeting Mitigation Unite citizenry and response and response and (DMMU) their assets and preparedness preparedness the environment among among against disasters ministries ministries through a pro- active, community- based, developmental and multi- sectoral approach that combines disaster preparedness National ensure safety of ensure safety of safety of human Biannual Biosafety human and human and and animal meeting Authority animal health animal health health and and provision of and provision of provision of an an adequate level an adequate adequate level of of protection of level of protection of the the environment. protection of environment. the environment. Funding World Bank Provides Withhold Donor · Conduct Agency Funds, · Sets funding if donor requirements strategic funding requirements and best engagements conditions are not met practices are metassessments, Share progress reports NGO’s Social Interact with the Provide for Maintain good Build alliances /CBO’s Environment community and entry points into relationships and and work with are at times the community support other NGO’s and critical of the compliance to CBO’s WB environmental and social requirements 31 Local chief · Gate • Influence on · Improve · Meetings, Community keepers of the acceptance of trading areas/ Focus group community the project by sanitation/ feeldiscussions when subjects there is need, that they belong, Community feedback, Hold fully engaged regular Community dialogues •Establishing and training Grievance Management Committees •Sensitising community on Environmental issues. Paying attention to the issues of health and safety, gender, HIV/AIDS, GBV, children, Elderly, and other vulnerable groups Community beneficiaries of acceptance of · Community · Focus group the project the project by fully engaged discussions when subjects there is need, feedback, · Hold regular Community dialogues, · Establishing and training Grievance Management Committees, · Sensitising community on Environmental issues, Paying attention to the issues of health and safety, 32 gender, HIV/AIDS, GBV, children, Elderly, and other vulnerable groups Hired Carry out · Service · Service · Agree on Contractors rehabilitation delivery -, delivery -, clear works and Health and Health and requirement, activities Safety Safety · Monthly coordination meetings, · Health and Safety, HIV AIDS and GBV training Provincial Provincial/District Implementation Effective and Effective and Meetings and Health Office of activities, Efficient Efficient service Districts engagement of service delivery delivered Health stakeholders in offices the province/districts 33 ANNEX 3: ATTENDANCE LIST OF A ZOOM MEETING FOR THE TECHNICAL PLANNING TEAM FROM ZNPHI AND WB COUNTRY OFFICE-30TH APRIL 2020 NAME POSITION INSTITUTE EMAIL ADDRESS Dr Rosemary World Bank World Bank rsunkutu@worldbank.org Sunkutu John Bosco Senior Operations World Bank jmakumba@worldbank.org Makumba Officer Professor Director-ZNPHI ZNPHI vmukonka@gmail.com Mukonka Dr Nathan Head of Custer- ZNPHI nkapata@gmail.com Kapata EPR Dr Kunda Head of Custer- ZNPHI kundagk@yahoo.com Musonda Dr Muzala Head of Custer- ZNPHI mkapina100@gmail.com Kapina SDI Kanyanga Dr Nyambe Head of Custer- ZNPHI bsinyange@gmail.com Sinyange WD Mr Miyoba Head of Custer- ZNPHI miyobadindi@gmail.com Dindi M&E 34 ANNEX 4: MEETINGS TO REVIEW THE DRAFT PAD AMONG THE ZNPHI TECHNICAL TEAM 25-26 APRIL 2020 On 25 April, a meeting was held to draft the project appraisal document (PAD). The meeting was officially opened by Dr Nathan Kapata the Head of Cluster for Emergency Preparedness and Response at Zambia National Public Health Institute. He explained to the team that we need to ensure the document is completed as soon as possible and everyone’s contribution is key. The team reviewed the different sections of the PAD and it was agreed that the team would be divided in smaller groups to tackle different sections of the document and should make their submissions to Angela Gama before end of day. After the submissions from the groups, on 26th of April the team met to review the whole document. Dr Raymond was then tasked to align and finalise the document and submit draft zero to Dr Kapata for onward submission to World Bank. Attendance Sheets NAME POSITION INSTITUTE EMAIL ADDRESS 1. Paul Zulu Infectious ZNPHI drzulupm@gmail.com Disease Specialist 2. Angela Gama Epidemiologist ZNPHI angelabutale@gmil.com 3. Mpanga Kasonde Laboratory ZNPHI Mpanga.kasonde@gmail.com Scientist 4. Hannah Ngo Environmental ZNPHI mzyeceh@yahoo.com Officer 5. 0rbrie Chewe Epidemiologist ZNPHI orbriech@gmail.com 6. Nelia Langa Epidemiologist ZNPHI nmulambya2000@gmail.com 7. Albetina Ngomah Language ZNPHI Albetina.ngomah@gmail.com translator 8. Raymond Hamoonga Chief Editor ZNPHI raymondhamoonga1@gmail.com 9. Davie Simwaba Public Health ZNPHI simwaba74@gmail.com Specialist 10.Nathan Kapata Head EPR ZNPHI nkapata@gmail.com 11.Tommider Zulu Chief Auditor ZNPHI zulutommider@gmail.com 35 NAME POSITION INSTITUTE EMAIL ADDRESS 12.Sylvia Mwale Procurement ZNPHI sylviamwale18@gmail.com Officer 13.Otridah Kapona Laboratory ZNPHI otimy1@yahoo.com Scientist 14.Saukani Banda Accountant ZNPHI saukanibanda2017@gmail.com 15.Ernest kateule FETP ZNPHI ernestkateule@gmail.com Administrator 16.Nyambe Sinyange Head WD ZNPHI bsinyange@gmail.com 36 ANNEX 5: ATTENDACE LIST VIRTUAL MEETINGS TO PREPARE THE ESMF SEP AND LABOUR PROCEDURE During the preparation of the ESMP, SEP and LMP virtual meetings were held between world bank and ZNPHI. The following people took part in the meetings, NAME POSITION INSTITUTE EMAIL ADDRESS Joy Lubinda Communications World Bank jlubindachisompo@worldbank.org Chisompola and Outreach Specialist Njavwa Social World Bank nchilufya@worldbank.org Namposya Development Specialist Collins Chansa Senior Health World Bank cchansa@worldbank.org Economist Christopher Senior World Bank cingoe@worldbank.org Mark Ingoe Environmental Engineer SAEE 2 Hanna Mzyece Environmental ZNPHI mzyeceh@yahoo.com Ngo Health Officer Angela Gama Epidemiologist ZNPHI angelabutale@gmail.com Albetina Language ZNPHI Albetina.ngomah@gmail.com Ngomah translator Namundi Information ZNPHI stephaniesiwale@gmail Siwale Nshimbi Management Officer 37 ANNEX 6: ESMF STAKEHOLDER CONSULTATIONS Stakeholders from Ministry of Health, Local Government, ZEMA were also consulted throughout the preparation of the documents. The MoH/ZNPHI also used social media to ensure ongoing dialogue with stakeholders. The following stakeholders were consulted; NAME INSTITUTION DESIGNATION Mr Martin Mutema Department of Immigration Asst Chief Immigration Officer Mr Kabuku Mashaukwa Radiation Protection Director Protection Services Authority Mr Lee Chileshe Ministry of National Asst Director - Social Sectors Unit Development and Planning Mr Thomson Mwewa Ministry of Finance Acting Principal Planner Mrs Ilitongo Saasa Medical Stores Limited Director Logistics Sondashi Mr. Danny Malambo Ministry of Defence Public Health Officer Mrs. Cheleka Kaziya Health Promotion Ass. Director - EH Mulenga Environment and Social Determinant Dr. Aaron Shibemba Clinical Care and National Coordinator - Lab Diagnostics (Laboratory Services Services) Ms. Mwiche Sekeleti Manager Planning -LWSC Manager Planning Mr. Edwin Peteli Ministry of Water Principal Planner Development Environment and Sanitation Mr Shadreck Mwale Ministry of Agriculture Principal Agricultural Officer Mr. Lusajo Ambukege Disaster Management and Senior Disaster Mapping Risk Mitigation Unit (DMMU) Officer Mrs. Hilary Chibiya Food Drug Laboratory Deputy Director/ Chief Analytical Chemist Mr Christopher Zambia Environmental Principle Inspector Kanema Management Agency (ZEMA) Dr Nyambe Zambia National Public Head-Capacity Building Health Institute Dr Kapina Zambia National Public Head Surveillance & Disease Health Institute Intelligence Cluster 38 NAME INSTITUTION DESIGNATION Dr Kunda Musonda Zambia National Public Head Laboratory Systems and Health Institute Networks cluster Dr Raymond Zambia National Public Managing Editor Hamoonga Health Institute Dr Kapata Zambia National Public Head-Epidemic Preparedness and Health Institute Response Ms Chibbonta Ministry of Justice Dr Gregory Mululuma Ministry of Fisheries and Principal Veterinary Officer Livestock Mr. Hartman K. Ministry of Local Senior Solid Waste Management Ngwale Government Officer 39