February 2025 Lebanon Emergency Assistance Project (P509428) Stakeholder Engagement Plan (SEP) Beirut DRAFT February 2025 1 Issue and Revision History Revision Date Remarks 0 20 February 2025 Draft Stakeholder Engagement Plan 2 Table of Contents 1. Introduction/Project Description ............................................................................................ 5 2. Objective/Description of SEP ................................................................................................. 10 3. Stakeholder identification and analysis per project component .......................................... 10 3.1 Methodology ....................................................................................................................... 10 3.2. Affected parties .............................................................................................................. 10 3.3. Other interested parties ................................................................................................. 11 3.4. Disadvantaged / vulnerable individuals or groups ......................................................... 13 4. Stakeholder Engagement Program ........................................................................................ 14 4.1. Summary of stakeholder engagement done during project preparation ...................... 14 4.2. Summary of project stakeholder needs and methods, tools and techniques for stakeholder engagement....................................................................................................... 14 4.3. Proposed strategy to incorporate the views of vulnerable groups ................................ 21 5. Resources and Responsibilities for implementing stakeholder engagement ....................... 22 5.1. Implementation Arrangements and Resources.............................................................. 22 6. Grievance Mechanism ........................................................................................................... 23 6.1. Description of Grievance Mechanism (GM) ................................................................... 24 7. Monitoring and Reporting ..................................................................................................... 27 7.1. Summary of how SEP will be monitored and reported upon (including indicators) ...... 27 7.2. Reporting back to stakeholder groups ........................................................................... 27 7.3 Citizen Engagement ......................................................................................................... 28 3 Abbreviations and Acronyms CDR Council for Development and Reconstruction CERC Contingency Emergency Response Component (CERC) CSO Civil Society Organization DAEM Lebanon Social Registry E&S Environmental and Social ESCP Environmental and Social Commitment Plan ESF Environmental and Social Framework ESIA Environmental and Social Impact Assessments ESMP Environmental and Social Management Plan ESSN Emergency Social Safety Net GBV Gender Based Violence GM Grievance Mechanism HRC Higher Relief Council LEAP Lebanon Emergency Assistance Project LMP Labor Management Procedures MoE Ministry of Environment MoF Ministry of Finance MoPWT Ministry of Public Works and Transport NGO Non-Governmental Organization OHS Occupational Health and Safety PIA Project Implementing Agency PMU Project Management Unit SEA/SH Sexual Exploitation and Abuse / Sexual Harassment SEP Stakeholder Engagement Plan SWM Solid Waste Management UOM Union of Municipalities 4 1. Introduction/Project Description According to provisional estimates of the World Bank’s Rapid Damage and Needs Assessment, covering impacts of the conflict between October 8, 2023, and December 20, 2024, total direct damages are approximately $10 billion, and reconstruction and recovery needs an estimated $18 billion. The damages and needs are concentrated in the housing sector with an estimated 269,000 housing units, around 16 percent of the total housing stock, sustaining damage. Damage to critical infrastructure and buildings that are critical to economic activity and the health and safety of communities exceeds $1.4 billion across transport, water, energy, education and health care and the collective recovery and reconstruction needs are estimated at over $2.4 billion. Rubble from damaged buildings and infrastructure is estimated to exceed 14 million m3 with rubble management costs to exceed $138 million. During the conflict almost one million people were displaced, with more than 100,000 people remaining displaced as of January 2025. Decaying, inadequate and climate vulnerable infrastructure, which was already a barrier to development and economic activity, has been damaged in the 2023-24 conflict. Already suffering severe shortages, per the utility’s preliminary estimates, electricity network infrastructure damage caused by the conflict amounts to US$100 million, primarily on the distribution network in the south, Beqaa and southern suburbs of Beirut. In addition, distributed solar PV systems, which provide most of electricity services to the population have also suffered $240 million in damages (with diesel generators for which damages have not been estimated). The 2023-24 conflict has led to further deterioration in the water, wastewater and SWM sector, with waste sorting activities through the informal sector disrupted and internal displacement of population resulted in an additional management cost in receiving districts. It is critical that the management of 2023-24 rubble does not increase open dumping and instead a circular economy approach must be adopted. The transport sector is characterized by poor connectivity, high costs and low resilience to climate disasters and the conflict has resulted in damage to around 930 km of international, primary, secondary and tertiary roads. Critical international border crossings with Syria were also severely damaged. The total 2023-24 damage to roads, tunnels and bridges is estimated at around US$200 million. Impacts to transport have disrupted people's mobility and access to critical services and employment, which are essential for sustaining livelihoods, and disruptions will slow reconstruction efforts. Municipal Services have deteriorated, due to limited own-source revenue, weakened and fragmented institutions, and dependence on central government transfers. During the conflict, many traditional municipal services stopped due to insufficient finance. Conflict impacted fire-fighting services, combined with heightened extreme weather, floods and wildfire as the climate vastly increases the conditions for catastrophic disaster events. The total cost of damage to municipal services is estimated at US$41 million. Overlapping crises threaten to reverse progress on key human development indicators. Routine immunization rates have declined significantly since the economic crisis, and the maternal mortality ratio, and the under-five mortality rate have increased. The 2023-24 conflict damaged 25 percent of hospitals and 14 percent of PHCCs, reducing service availability, and resulting in injuries and fatalities among healthcare workers. Service disruptions have increased waiting times, reduced care access, and exacerbated health inequities, and shelters for IDPs heightened public health risks. The 2023-24 conflict has also strained the Lebanese education sector further jeopardizing Lebanon’s human capital. During the conflict, authorities opened more than 1,000 shelters, 594 of which were public education institutions, serving the most vulnerable 5 populations. The Ministry of Education and Higher Education (MoEHE) has estimated that more than 500,000 students and 45,000 teachers were directly impacted. With the ceasefire, there is an urgency to decommission education institutions used as shelters to once again provide education. The 2023-24 conflict resulted in the destruction of 59 schools and partial damage of 299 schools, with repairs critical to restore education and avoid further learning losses that will negatively impact the Lebanese economy for decades to come. The housing sector has been repeatedly impacted by crises and now from the 2023-24 conflict. The PoB explosion adversely affected 351,000 Beirut residents with 87,000 housing units damaged, a quarter of which estimated to have been occupied by low-income groups. Demand for housing rentals far outstrips supply in some areas, with rental prices in Beirut increasing from US$300 to US$1,400 per month over 2024, with several months of rent often required in advance. Unless addressed, damage to the 16 percent of the national housing unit stock from the 2023-24 conflict may have a catastrophic impact on housing costs and conditions and will reduce opportunities for displaced people to return. Repairs will be particularly challenging for the 35 percent of the poor estimated to own their home. Overall, an estimated 269,000 housing units, around 16 percent of the total housing units, have been damaged in the conflict, with 138,000 units sustaining partial damage and 60,000 sustaining light damage. Light damage, up to 20 percent of the value of the unit, includes broken doors and windows, damage to roofs and plumbing/electrical services. Partial damage is defined as 20 to 40 percent of unit value, but no appreciable damage to the building’s structural integrity. The management of rubble from past conflicts failed to meet international standards concerning communities, NGOs/academics and the international community. This inadequate management of rubble is part of an overall insufficient SWM system. The six million tons of rubble from the 2006 conflict was disposed of in coastal areas or as part of the waste management infrastructure with reported negative ecosystem impacts. The volume of rubble material from the 2023-24 conflict is three times higher than in 2006 so it is critical to apply higher environmental management standards. Explosive Remnants of War (ERW) are anticipated in highly damaged areas and careful management is required to reduce fatalities and injuries in the rubble management process. The Ministry of Environment (MoE) has issued compulsory environmental guidance for site clearance, transport, sorting and recycling of rubble and disposal of unusable or hazardous materials. The MoE has also issued further guidance for contractors on environmental and social standards, including occupational health and safety (OHS), that must be followed. The Project Development Objective (PDO) is to enable sustainable recovery and restore lifeline services and critical infrastructure in conflict-affected areas of Lebanon. The Council for Development and Reconstruction (CDR) will be the project implementing agency for the proposed Project, working under the strategic guidance of the office of the Prime Minister, the implementation oversight of the Ministry of Public Works and Transport (MoPWT), and the guidance of the Ministry of Environment (MoE). LEAP includes the following proposed components and sub-components: Component 1. Immediate Response ($60 million, of which $30 million in initial financing is available): Safe and planned rubble management is critical to reduce environmental harm, 6 maximize recycling/reuse of rubble and to create the conditions for recovery and reconstruction. Rubble management requires investment across a value chain that starts with clearance of materials from the original sites, transportation of the rubble to temporary sites35 for sorting and recovery of materials to the fullest extent possible and then repurposing and rehabilitating old quarry sites through infilling, etc. There may be response measures needed to reduce further damage to cultural heritage, protect the public from severely damaged structures, to transition buildings used for hosting of refugees back to their original purpose and use, and to prepare critical strategies and plans. - Subcomponent 1a. Rubble use within the Circular Economy: This subcomponent can finance goods (equipment), works contracts and consultancy services related to: i) works and supervision consultancies for the advanced sorting of rubble and extraction of usable materials and crushing of rubble for aggregate and other purposes; ii) engaging with contractors and companies involved in reconstruction on the use of rubble materials; iii) final disposal of unusable rubble and hazardous waste in quarries based on rehabilitation plans of these sites that meet relevant standards. - Subcomponent 1b. Other Prioritized Response Measures: This subcomponent can finance consultancy services and works related to securing sites, assessments of damage to cultural heritage site and potential related temporary stabilization/protective works, works required to revert buildings used for refugee hosting back to their original purpose, and development of strategies/guidelines for prioritized sectors. Component 2. Rapid Recovery of Lifeline Services and Critical Infrastructure ($645 million, of which $195 million in initial financing is available): By this definition, lifeline services are fire and search and rescue; public administration; water supply; shelter/housing; health and medical services; education; energy; communications, transport and social services.40 These lifeline services have a strong sectoral interdependence, in that fixing one service in isolation may not result in societal recovery – for example, primary health care centers without reliable electricity services cannot safely store vaccines, housing without jobs and education will not result in economic activity improvements, and municipalities without functioning firefighting and solid waste services are at high risk of environmental damage and greater disaster impacts. Therefore, a multisectoral area-based approach to recovery built around people, neighborhoods, and potential for economic activity is critical. - Subcomponent 2a. Rapid Recovery of Critical Infrastructure and Lifeline Services in Priority Areas: This subcomponent will finance consultancy services, non-consultancy services, goods and works related to: i) temporary provision of services through alternative mechanisms (e.g. transportation of water supplies, deployment of standalone systems - solar/BESS, provision of mobile health clinics/classrooms, etc.); ii) repair of damaged energy network, water and communication systems and roads/bridges; iii) repair of buildings with minor to partial damage that provide education, health, social and municipal services, including replacement of damaged equipment; iv) replacement of damaged vehicles required for SWM, mobility and fire/rescue/ambulance services; and v) acquisition and installation of mobile/container buildings to temporarily replace severely damaged buildings. - Subcomponent 2b. Owner-Driven Housing repair: Given the limited financing available, support for homeowner driven repair under this Project will be targeted to the poorest homeowners. The operation of the housing repair program, financed by this Project, would be detailed in the Project Operations Manual (PoM). However, it is anticipated that the Lebanon Social Registry (DAEM) will be used for home-owner registration and 7 verification42, proof of damages and payment. A customized registration form would be developed and programmed on DAEM, and the population residing in conflict-impacted areas would be called to register online. Additional criteria would be introduced, and the new data may be cross checked against other databases with DAEM for initial verification. Even if homeowners have managed to repair the damage already, they are expected to remain eligible for support (subject to the government policy) given that meeting these repair costs may have reduced household spending on education, food, health, heating etc. A Project-financed TPMA will be required to verify the appropriate use of funds for repairs on a sample basis, in addition to the Government’s own verification process. A one-time retroactive financing payment may be considered to cover payments if these are made between formal issuance of the government policy and Project legal agreement signing. In its first phase, the homeowner repair program will target light damages, with the objective to maximize the total number of housing units repaired (for an estimated $18 million). Should additional financing be secured, the program can be extended in a second phase to homeowners with partial damage. Component 3. Sustainable and Robust Reconstruction of Critical Infrastructure and Lifeline Services ($270 million, of which $15 million in initial financing is available) - Subcomponent 3a. Building the pipeline of execution-ready reconstruction investments: This subcomponent will finance necessary consultancy services to enable the preparation of a pipeline of reconstruction investments that are ready for civil works contracting as soon as financing becomes available. These types of reconstruction investments may include inter alia large-scale urban transport infrastructure, water, and wastewater reconstruction, SWM sites, reconstruction of severely damaged public buildings etc. The component will also finance consultancy services to assess options to harness private capital and implementation capacity to contribute to the reconstruction of severely damaged housing units and apartments as well as the delivery and long-term operation of other assets and services supported by the Project. Investments in buildings under this Component will be designed to be seismic resistant,45 resilient to extreme heat, energy efficient and water efficient, universally accessible, located outside areas under flood risk and designed to meet the needs of a modern and growing Lebanese economy and society. - Subcomponent 3b. Infrastructure Reconstruction Works: This subcomponent will finance civil works and construction supervision services for high priority reconstruction activities, using the disaster and climate resistant designs and environment and social documents prepared Component 3a. In the initial $250 million IBRD financing, no allocation is currently made to this subcomponent 3a given that it may be a year before these works’ contracts are ready, and the financing can be immediately used under other components. It estimated that reconstruction works under this subcomponent for public infrastructure will rapidly reach $175 million. Component 4. Project Management ($25 million, of which $10 million in initial financing is available): This component will finance consulting and non-consulting services, goods, training, and operating costs for supporting the Project Management Unit (PMU) in management and implementation activities under the Project, including for, but not limited to, monitoring and evaluation, reporting, procurement, financial management, environmental and social management (and preparation of relevant documents), grievance redress mechanism, citizen engagement, and extensive communication and outreach. Such outreach may include, for example, awareness campaigns for beneficiaries including ensuring women and children are 8 aware of rehabilitated health center services and households are informed of the eligibility requirements for housing repair assistance. A variety of communications mechanisms should highlight planned activities, the implementation progress and completed efforts and beneficiaries. The component will also finance a Third-Party Monitoring Agency (TPMA) for the Project. The PMU would be based in the implementation agency at the Council for Development and Reconstruction (CDR) and with support directly to the MoPWT and MoE. The LEAP is being prepared under the World Bank’s Environment and Social Framework (ESF). The overall environmental and social risk rating is Substantial. The Project will apply ESS1, ESS2, ESS3, ESS4, ESS6, ESS8, and ESS10. The environmental risk rating is substantial. However, the project is expected to yield significant positive environmental impacts. It will effectively manage and dispose of rubble resulting from the war, support the rehabilitation and reconstruction of houses, and restore critical infrastructure in selected areas. Additionally, the project will contribute to the reduction of greenhouse gas (GHG) emissions through the reconstruction of energy and water-efficient buildings and the installation of solar photovoltaic (PV) systems. Furthermore, the emphasis on recycling rubble will reduce the demand for raw and construction materials. However, the Project is associated with several environmental risks, including: (i) Risk from explosive remnants of war (ERW) and health and safety of workers during rubble waste sorting (Components 1a) and during construction ( Components 1b, 2a and 3b), (ii) Traffic risks to the community during waste transportation (Components 1a), (iii) Risk of inadequate management of accumulated waste at temporary storage sites and disposal sites impacting soil and subsurface (Components 1a), (iv) Risk associated with civil works generating air emissions, dust, and noise during collection, transportation, sorting, and disposal of wastes and temporary disruptions and potential contamination of local environments (Components 1a, 1b) and during construction projects (Components 2a and 3b), (v) Risk of affecting flora and fauna in case of improper disposal in forests or in the sea (Components 1a and 1b). During activities related to Component 1b, which involve securing sites of structurally unsound buildings and assessing damage to cultural heritage sites, there is a risk of further collapse during securing operations. This poses safety risks to workers and communities and may result in the generation of additional debris . Additionally, there is a potential for accidental disturbance or further damage to cultural heritage during assessment and stabilization efforts. The environmental risks and impacts will be mitigated through site-specific instruments including Environmental and Social Impact Assessments (ESIAs), Environmental and Social Management Plans (ESMPs) and ESMPs Checklists that will comprise OHS, Traffic Management Plan, implementing the mitigation hierarchy, and through following best practices and engineering designs. Social risk rating is substantial. The Project is anticipated to have overall positive social impacts by supporting the most vulnerable people to undertake repairs to partially damaged housing, and restoring of critical infrastructure and lifeline services (fire and search and rescue services; government administration services; water supply, and shelter/housing; health and medical; energy; communications, transport) in prioritized areas affected by the conflict. The restoration of the critical infrastructure and lifeline services is critical for the functioning of communities, health and safety of residents and the return to economic activity in prioritized geospatial areas. However, the Project interventions are associated with social risks and impacts, including: (i) labor and working conditions, occupational health and safety (OHS) and community health and safety risks associated with rubble management (Component 1) and critical infrastructure 9 restoration (Component 2a and 3); (ii) social exclusion risks associated with infrastructure recovery (Component 2a) and owner-driven housing repair (Component 2b): people in conflict affected areas may perceive that their areas are not prioritized for recovery; and people who have been renting (renters) may perceive that they have been excluded from the project benefits); (iii) issues related to information disclosure, stakeholder engagement and functioning grievance mechanism: due to lack of trust in the government people may perceive that they are not adequately informed about project risks (rubble management and hazardous waste management) and project benefits (eligibility of affected house owners to access Project benefits); (iv) sexual harassment (SH) and sexual exploitation and abuse (SEA) risks associated with infrastructure recovery works and access to project benefits by affected house owners; (v) cultural heritage impacts – the project will support measures needed to reduce further damage to cultural heritage (Component 1c). The above social risks and impacts will be managed by measures included in the Project design and following instruments: Stakeholder Engagement Plan (SEP), including a robust grievance mechanism, and environmental and social mitigation measures included in the site-specific instruments to be prepared post-effectiveness including ESIAs, ESMPs, ESMPs Checklists, Labor Management Procedures, and SEA/SH response plan. 2. Objective/Description of SEP 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 CDR will communicate with stakeholders and includes a grievance mechanism (GM) by which people can raise concerns, provide feedback, or make complaints about the project and any activities related to the project. The SEP specifically emphasizes methods to engage groups considered most vulnerable and that are at risk of being left out of project benefits. 3. Stakeholder identification and analysis per project component 3.1 Methodology For the LEAP Project, various stakeholders have been identified and analyzed. These stakeholders include affected parties (as defined in section 3.2), other interested parties (as defined in section 3.3) and disadvantaged/vulnerable individuals or groups (as defined in section 3.4). 3.2. Affected parties Affected Parties includes those likely to be affected by the Project because of actual impacts or potential risks to their physical environment, health, security, cultural practices, well-being, or livelihoods. These stakeholders may include individuals or groups who are impacted or likely to be impacted directly or indirectly (actually or potentially), positively or adversely, by the Project and/or have been identified as most susceptible to change associated with the project, and who need to be closely engaged in identifying impacts and their significance, as well as in decision- making on mitigation and management measures. The values, perceptions, concerns of the stakeholders, their power to direct, support or adversely affect the Project activities and services, the possibility of being affected by these activities and services and the degree of this impact and the level of interest of the stakeholder in the Project 10 have been assessed at this stage. Table 1 below presents a preliminary identified list of affected parties based on the desktop study and the consultations. Table 1: A preliminary identified list of affected parties Stakeholders Main influence and interest in the Project People whose housing units have suffered partial damage, and who receive financing for Directly benefitting from the Project repairs through the social protection system, with 60,000 households expected to benefit All affected people living in the project’s priority geospatial areas who are provided with restored access to lifeline Directly benefitting from the Project services, including mobility, energy, water, health, and education. Municipalities in the conflict Directly benefitting from the Project affected areas located within the project perimeter and who Municipalities are involved directly/indirectly in management of were affected by the conflict rubble and in the housing rehabilitation process and suffered from damaged structure (Such as roads, health Successful implementation of the Project with visible and measurable facilities, education, energy and results water supply, etc.) Union of Municipalities in the Directly benefitting from the Project conflict affected areas located within the project perimeter Municipalities are involved directly/indirectly in management of and who were affected by the rubble and in the housing rehabilitation process conflict and suffered from damaged structure (Such as Successful implementation of the Project with visible and measurable roads, energy and water supply, results etc.) 3.3. Other interested parties Other Interested Parties refers to individuals, groups, or organizations with an interest in the Project, which may be because of the project location, its characteristics, its impacts, or matters related to public interest. For example, these parties may include regulators, government officials, the private sector, the scientific community, academics, unions, women’s organizations, other civil society organizations, and cultural groups. These stakeholders may not experience direct impacts from the project but consider or perceive their interests as being affected by the project and/or who could affect the project and the process of its implementation in some way. The values, perceptions, concerns of the stakeholders, their power to direct, support or adversely affect the Project activities and services, the possibility of being affected by these activities and 11 services and the degree of this impact and the level of interest of the stakeholder in the Project have been assessed at this stage. Table 2 below presents a preliminary identified list of other interested parties based on the desktop study and the consultations. Table 2: A preliminary identified list of other interested parties Stakeholders Main influence and interest in the Project Ministry of Justice, Ministry of Foreign Affairs, Ministry of Public Health, Ministry of Economy and Commerce, Ministry of Agriculture, Ministry of Telecommunications, Successful implementation of the Project Ministry of Labor, Ministry of Energy and Water, Ministry of Tourism, Ministry of Culture, Ministry of Displaced, Ministry of Social Affairs, Ministry of Industry Provision of support on reconstruction activities Order of Engineers and Architects, especially their offices in Saida and Nabatieh Successful implementation of the Project Syndicates, mainly Syndicate of Contractors, Syndicate of Laborers and staff and Syndicate Successful implementation of the Project of Rael State On-field implementation of various project activities, in addition to the provision of technical support and Local and private institutions and companies, hands-on experience throughout the project such as potential contractors, supervision engineering companies, auditing firms, in Moreover, the successful implementation of the addition to privately-owned quarries where Project overall benefits local industries supporting the rubble might be disposed construction sector (quarries, transportation, and cement) Humanitarian Organizations providing On-field implementation of various project activities, in support to IDP such as the International addition to the provision of technical support and Committee of the Red Cross (ICRC), hands-on experience throughout the project International Rescue Committee (IRC), Relief International, Médecins du Monde, etc. Successful implementation of the Project NGOs related to women’s right and domestic Successful implementation of the Project violence, such as KAFA and ABAAD NGOs related to environmental protection, such as Greenpeace, Lebanon Reforestation Successful implementation of the Project Initiative, Association For Forests, Development And Conservation – AFDC, etc. NGOs related to heritage protection, such as Successful implementation of the Project Nahnoo NGOs related to persons with disabilities, Successful implementation of the Project such as Mousawat NGOs related to mental health such as Successful implementation of the Project Embrace Recycling companies such as Ecoserve, Provision of knowledge, technical support and hands- VerdeTech, Terre Liban, Cedar Environmental, on experience throughout the project Arcenciel, etc. 12 Successful implementation of the Project Academic and research institutions, such as Provision of data, research and analysis for various American University of Beirut (AUB), AUB - project activities Nature Conservation Center, the Lebanese University, etc. Successful implementation of the Project Enable wide and regular dissemination of information National Media related to the Project to ensure its visibility, facilitate stakeholder engagement on the national level Successful implementation of the Project will indirectly benefit the residents of Lebanon as it will lead to the increased capacity of the authorities to Build Back Residents of Lebanon Better infrastructure with lower GHG and energy requirements, more water efficiency and less at risk from climate change and disasters Successful implementation of the Project will indirectly benefit the local economies from improved Local economies in project-supported areas connectivity, production and increased demand for local goods and services. 3.4. Disadvantaged / vulnerable individuals or groups Within the project, the vulnerable or disadvantaged groups include but are not limited to the following groups: • Poor people eligible for social assistance under the Lebanon Social Registry and Emergency Social Safety Net program. While they will directly benefit from the support under a homeowner driven repair of lightly or moderately damaged units, they may have challenges accessing information about Project benefits eligibility and criteria. The Project will develop clear and transparent communications strategy to provide information and grievance mechanism this project beneficiary group. • Home Renters: Home Renters resided in the conflict-affected houses and may not be eligible to receive Project benefits as home-owners can. They may perceive that they are excluded from Project benefits. Transparent communications strategy will provide information and grievance mechanism to this group. • Women play a key role in the community and at the household level. They may also take part and benefit from the reuse and recycling activities whether at the individual/family level, or within women groups. Women mostly suffer from lack of gender-balanced community engagement and might need further support given their increased responsibilities of childcare and the increased risk of safety and harassment. • Elderly and persons with disabilities who fall within the marginalized communities in Lebanon and often lack the financial means and transportation means to participate in consultation meetings and have easy to access to information. Use of language not tailored for these marginalized groups also hinders their access to information. • Internally displaced persons (IDPs) and refugees significantly suffered from the conflict which resulted in the displacement of around 1.3 million people who had to flee their homes and livelihoods. Such groups often face dangerous conditions and continue to face more risks even after fleeing for safety. While they will be one of the main beneficiary 13 groups of the project, IDPs and refugees may face challenges participating in the stakeholder engagement activities and accessing grievance mechanism due to the temporary nature of their residence. The ongoing hostilities in the southern Lebanon may prevent them from active participation in the consultations. The project will make targeted efforts to reach this group though humanitarian organizations. • Informal waste pickers in the solid waste sector comprised of individuals or groups of solid waste collectors who might be working in the Project- supported geographical areas and may be affected by the project activities. These groups can be collectors of rubble and such wastes from the conflict areas will be identified to address their concerns and find means for mutual benefits. 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. 4. Stakeholder Engagement Program 4.1. Summary of stakeholder engagement done during project preparation During January 2025, the Ministry of Environment, Ministry of Public Works and the World Bank carried out consultations with various stakeholders (including Union of Municipalities of the Southern Suburbs, academic institutions, civil society organizations and private sector) to discuss project design, eligible project beneficiaries, and measures to mitigate environmental and social risks. The stakeholders expressed overall support for the project. The main concerns raised were around safe rubble removal, disposal and management; adequate resources to manage rubble in an environmentally responsible manner; opportunities for recycling of rubble; and lessons learned from past experiences with rubble management. The stakeholders also expressed the importance of restoring life-line services and enabling people to return to their homes and restore livelihoods. 4.2. Summary of project stakeholder needs and methods, tools and techniques for stakeholder engagement. The Stakeholder Engagement Plan below outlines the engagement process, methods, including sequencing, topics of consultations and target stakeholders. The World Bank and the Borrower do not tolerate reprisals and retaliation against project stakeholders who share their views about Bank-financed projects. 14 February 2025 Table 3: SEP Summary Table Topic of consultation / Frequency/ Project stage Target stakeholders Method used Responsibilities message Timeline Potential methods include but are not limited to: - Present the project and - Focus Group Meetings/Discussions Project Affected receive feedback on project - Community consultations Parties (As activities. Preferably - One-on-one interviews PMU Preparation mentioned in section - Consult on key E&S risks and - Site visits one meeting stage 3.2) impacts, and measures to per district, if - Social media and communication address them including SEP feasible. platforms (e.g. WhatsApp, Telegram, etc.) - Provide information on GM Language: Mainly Arabic along with English Potential methods include but are not - Present the project and limited to: receive feedback on project - Focus Group Meetings/Discussions National Public Preferably activities - Formal meetings Institutions (As one meeting - Consult on key E&S risks and - Virtual discussions or surveys PMU mentioned in section per district, if impacts, and measures to - One-on-one interviews 3.3) feasible. address them including SEP - Site visits Preparation - Provide information on GM stage Language: Mainly Arabic along with English - Present the project and Potential methods include but are not Private Institutions receive feedback on project limited to: Preferably and Companies (As activities - Focus Group Meetings/Discussions one meeting PMU mentioned in section - Consult on key E&S risks and - Formal meetings per district, if 3.3) impacts, and measures to - Virtual discussions or surveys feasible. address them including SEP - One-on-one interviews 15 - Provide information on GM - Site visits Language: Arabic/English Potential methods include but are not limited to: - Focus Group Meetings/Discussions - Present the project and - Community consultations receive feedback on project NGOs working in - Formal meetings Preferably activities. different sectors (As - Virtual discussions or surveys one meeting - Consult on key E&S risks and PMU mentioned in section - One-on-one interviews per district, if impacts, and measures to 3.3) - Site visits feasible. address them including SEP - -Social media and communication - Provide information on GM platforms (e.g. WhatsApp, Telegram, etc.) Language: Arabic/English - Present the project and receive feedback on project Potential methods include but are not activities limited to: Vulnerable Groups Preferably - Consult on key E&S risks and - Focus Group Meetings/ Discussions of the project (As one meeting impacts, and measures to - Community consultations PMU mentioned in section per district, if address them including SEP - Surveys 3.4) feasible. - Consult on opportunities to benefit from the project Language: Arabic/English - Provide information on GM Project Affected - Inform on Project progress Potential methods include but are not - Consult on key E&S risks and limited to: Bi-annually Implementation Parties (As mentioned in section impacts, and measures to - Focus Group Meetings/Discussions PMU Preferably stage 3.2) address them including SEP, - Community consultations one meeting ESIA, ESMP - One-on-one interviews 16 - Site visits per district, if - Update on new risks, if any - Social media and communication feasible. - Update about GM and platforms (e.g. WhatsApp, Telegram, etc.) remind about reporting - Project website pathways Language: Mainly Arabic along with English Potential methods include but are not - Inform on Project progress limited to: - Consult on key E&S risks - Focus Group Meetings/ Discussions Bi-annually National Public and impacts, and measures to - Formal meetings Institutions (As address them including SEP, - Virtual discussions or surveys Preferably mentioned in section ESIA, ESMP PMU - One-on-one interviews one meeting 3.3) - Update on new E&S risks - Site visits per district, if and impacts, if any - Project website feasible. - Update about GM implementation Language: Mainly Arabic along with English Implementation Potential methods include but are not stage limited to: - Inform on Project progress - Focus Group Meetings/ Discussions - Consult on key E&S risks and - Formal meetings impacts, and measures to Bi-annually Private Institutions - Virtual discussions or surveys address them including SEP, Preferably and Companies (As - One-on-one interviews ESIA, ESMP PMU one meeting mentioned in section - Site visits - Update on new risks, if any per district, if 3.3) - Social media and communication - Update about GM and feasible. platforms (e.g. WhatsApp, Telegram, etc.) remind about reporting - Project website pathways Language: Arabic/English 17 Potential methods include but are not limited to: - Inform on Project progress - Focus Group Meetings/ Discussions - Consult on key E&S risks and - Formal meetings impacts, and measures to - Community consultations Bi-annually NGOs working in address them including SEP, - Virtual discussions or surveys Preferably different sectors (As ESIA, ESMP - One-on-one interviews PMU one meeting mentioned in section - Update on new risks, if any - Site visits per district, if 3.3) - Update about GM and - Social media and communication feasible. remind about reporting platforms (e.g. WhatsApp, Telegram, etc.) pathways - Project website Language: Arabic/English Potential methods include but are not - Inform on Project progress limited to: - Consult on key E&S risks and - Focus Group Meetings/ Discussions impacts, and measures to Bi-annually Vulnerable Groups - Community consultations address them including SEP, Preferably of the project (As - Surveys ESIA, ESMP PMU one meeting mentioned in section - Social media and communication - Update on new risks, if any per district, if 3.4) platforms (e.g. WhatsApp, Telegram, etc.) - Update about GM and feasible. - Project website remind about reporting pathways Language: Arabic/English Potential methods include but are not Project Affected limited to: Project Parties (As - Dissemination of project closure and - Focus Group Meetings/Discussions End of Project mentioned in section outcomes and results PMU dissemination - Community consultations 3.2) achieved event - Social media and communication platforms (e.g. WhatsApp, Telegram, etc.) 18 - Project website Preferably one meeting Language: Mainly Arabic along with English per district, if feasible. Potential methods include but are not limited to: - Focus Group Meetings National Public Project - Dissemination of project - Formal meetings Institutions (As closure and outcomes and results - Social media and communication PMU mentioned in section dissemination achieved platforms (e.g. WhatsApp, Telegram, etc.) 3.3) event - Project website Language: Mainly Arabic along with English Potential methods include but are not Project limited to: closure and - Focus Group Meetings Private Institutions dissemination End of Project - Dissemination of project - Formal meetings and Companies (As event outcomes and results - Social media and communication PMU mentioned in section Preferably achieved platforms (e.g. WhatsApp, Telegram, etc.) 3.3) one meeting - Project website per district, if feasible. Language: Arabic/English Potential methods include but are not Project limited to: NGOs working in closure and - Dissemination of project - Focus Group Meetings different sectors (As dissemination outcomes and results - Formal meetings PMU mentioned in section event achieved - Community consultations 3.3) Preferably - Social media and communication one meeting platforms (e.g. WhatsApp, Telegram, etc.) 19 - Project website per district, if feasible. Language: Arabic/English Potential methods include but are not Project limited to: closure and - Formal meetings Vulnerable Groups dissemination - Dissemination of project - Community consultations of the project (As event outcomes and results - Social media and communication PMU mentioned in section Preferably achieved platforms (e.g. WhatsApp, Telegram, etc.) 3.4) one meeting - Project website per district, if feasible. Language: Arabic/English 20 February 2025 4.3. Proposed strategy to incorporate the views of vulnerable groups The project will seek the views of vulnerable groups through the following specific methods of engagement in order allow full and enabling participation and access to information: • The project will encourage the engagement of poor people eligible for social assistance under the Lebanon Social Registry and Emergency Social Safety Net program. Although they will directly benefit from the support under a homeowner driven repair of lightly or moderately damaged units, their access to information about project benefits eligibility and criteria can be a challenge. As such, a clear and transparent communications strategy will be implemented in order to provide information and grievance mechanism this project beneficiary group. The provision of information should be in accessible formats in order to ensure that the information delivered is clearly understood by this vulnerable group. This group will most likely need to be contacted through direct means and meetings as they might not have access to internet. Local authorities and NGOs can provide support in engaging this group throughout the project. • The project will encourage the participation of Home Renters during consultations. A transparent communications strategy will be implemented in order to provide information and grievance mechanism to this group. As they may perceive that they are excluded from Project benefit, such a communication strategy, along with the use of simple language and accessible formats, is needed. Mainly municipalities can provide the support needed to identify home-renters and encourage their participation in consultations. • The project will particularly encourage broader participation and benefits for women. The consultations will engage women in discussions on the types of jobs in the solid waste management, recycling or related supporting sectors they could most benefit from. The project will ensure that community engagement teams are gender-balanced and promote women’s leadership within the design, online and in-person surveys and other engagement activities so that women in unpaid care work can participate. It is also important to consider provisions for transport and safety for any in-person community engagement activities. Gender-segregated consultations might be needed during the project implementation to allow for the free and enabling participation of women and girls, including groups of women and girls who are particularly vulnerable to exclusion and risks potentially associated with the project. Women as a vulnerable group will most likely need to be contacted through direct means and meetings as they might not have access to internet and could be illiterate. Thus, consultations with NGOs, women’s organizations and organizations advocating for survivors’ rights is crucial to support engagement of women throughout the project. • Elderly and people with existing medical conditions certainly have limited resources and capabilities which might hinder their engagement in consultation. To ensure their participation, it is important to identify their specific needs and the measures to be taken to care for them. Tailored messaged in an easy and understandable language allows such groups to have access to information about the project. These groups will most likely need to be contacted through direct means and meetings as they do not have access to internet and could be illiterate. This is where NGOs will play an important role in supporting engagement with these groups. 21 • Persons with disabilities often need support in order to be able to engage throughout the project. Depending on their needs, information in accessible formats, like braille, large print and multiple forms of communication, such as text captioning or signed videos, allow these groups to have access to information. These groups will most likely need to be contacted through direct means and meetings as they do not have access to internet and could be illiterate. This is where NGOs will play an important role in supporting engagement with these groups. • Internally displaced persons will definitely have limited resources which hinder their engagement in consultations. It is important to identify their specific needs and living conditions in order to be able to support them and encourage their participation in consultations. For example, most of them might lack access to social media and online platforms, hence invitations for consultations should take place either through brochures and leaflets or through NGOs working with displaced persons. In addition, they will, at most times, require transportation in order to attend consultations. Such mechanisms should be put in place in order to make information accessible to them and to ensure their engagement throughout the project. • Dedicated consultations with informal waste pickers in the solid waste sector (Collectors of rubble and such wastes from the conflict areas) should be carried out. These informal workers are comprised of individuals or groups of solid waste collectors who might be working in the intervention geographical areas and may be affected by the project activities. Such informal workers will be identified through close coordination with the local authorities in order to address their concerns and find means for mutual benefits. 5. Resources and Responsibilities for implementing stakeholder engagement 5.1. Implementation Arrangements and Resources The Borrower will be responsible for stakeholder engagement activities. The entity responsible for carrying out stakeholder engagement activities is CDR. The overall responsibility for SEP implementation lies with the PMU director. The project’s stakeholder engagement implementation arrangements and implementation are the responsibility of PMU in general, and the responsibility of the E&S Specialist in particular. The strategies to be adopted for stakeholder engagement targeting the general public and the vulnerable groups should be implemented throughout the project. Before the implementation of the project, the PMU, along with the E&S Specialist of the project shall review this SEP document and the strategy of engagement to update as needed. In addition, during implementation if any requirements for engagement strategies arise, the latter shall be updated within this SEP. The E&S specialist will be responsible for implementing the SEP and regularly checking for updates if needed. The stakeholder engagement activities will be documented through various forms, such as recordings or note-taking, depending on the most suitable method given the type of consultation activity held and the group of participants. Once identified, the budget estimate for the preparing and implementing SEP shall be stated in this SEP. The preliminary budget breakdown found in Annex 2 should also be updated if the budget needs to change during the preparation of the project. 22 6. Grievance Mechanism A Grievance Mechanism is a system that allows not only grievances, but also queries, suggestions, positive feedback, and concerns of project-affected parties related to the environmental and social performance of a project to be submitted and responded to in a timely manner. CDR operates on the basis of projects, and as such establishes GM for communities for each project that it implements. Thus, for this project, a focal point based at CDR will be appointed before the implementation of the project and will be responsible for developing the GM structure for communities to be implemented throughout the project. 23 February 2025 6.1. Description of Grievance Mechanism (GM) A GM process is described in the table below. Before project implementation, a structured and detailed GM will be developed by the PMU and below table is to be updated as needed. Table 4: Illustrative Table on the GM Steps Step Description of process Timeframe Responsibility Before the implementation of the project, the PMU based at CDR will be responsible for establishing an operational GM for stakeholders and communities. The GM shall also designate a grievance focal point and a Complaint Committee, and should present in detail the process of each step and activity GM included within the GM, in addition to the responsibilities of all the parties involved within the GM. Before project implementation PMU The GM structure shall be approved by the World Bank and implemented throughout the project. implementation structure The GM will be able to receive anonymous and any concerns or grievances regarding the conduct of security personnel, and these grievances will be monitored, documented (considering the need to protect confidentiality), and resolved through the Project’s grievance mechanism. Grievances can be submitted via different channels, such as: • Toll-free telephone hotline operated by a designated person • Short Message Service (SMS) • E-mail • Letter • In-person at a physical facility Throughout Local grievance Grievance uptake • Grievance or suggestion boxes located at identified locations project focal point • Social media implementation • Online form on the website The channels to be implemented under the project will be decided and stated within the project’s GM to be developed before the project implementation. The grievancee mechanism will be able to accept anonymous grievances Registration of Once information that a grievance has been received is channeled into CDR from whatever source, the Throughout complaints and Grievance Log (Annex 3) will be updated by the local grievance focal point and the person/entity raising Local grievance project acknowledgement the grievance will be contacted by the local grievance focal point to request additional information focal point implementation of receipt within 3 working days from receipt of the grievance if needed. 24 Step Description of process Timeframe Responsibility The grievance shall be assessed, and an Assessment Report prepared and issued by the assigned party/committee within 15 working days from registration of the grievance. The local grievance focal point is responsible for delegating the investigation to the Complaint Committee based on the type of grievance received. The Complaint Committee will review the investigation report and approve it prior to sharing with the person/entity raising the grievance. Throughout Assessment and Complaint If the grievance relates to a minor issue, then it is likely that the investigation can be completed in project investigation Committee advance of the 15 working days. The investigation shall Involve an examination of the circumstances of implementation the case, interviews with the parties involved and consultations with stakeholders. The report shall include details of the proposed steps to be taken to resolve the grievance based upon the facts. If such steps require disbursement of financial resources, the case shall be raised to the PMU Leader for review and appropriate action. The local grievance focal point will inform the person raising the grievance, within 20 working days from the date when the grievance was registered, of the outcome of the Investigation Report and the proposed steps to be taken to resolve the grievance. This shall be conducted through a physical meeting Complaint with all the people who are able to be present. If a physical meeting is not possible, the meeting can be Responding with a Throughout Committee held remotely via means that are accessible to the person raising the grievance. proposed project along with the If the person accepts the resolution steps, then these will be implemented within the agreed timeframe resolution implementation local grievance and the person raising the grievance will be requested to sign their acceptance of the proposed solution focal point so that it can be closed in the Grievance Log. As a target, all complaints should be closed within 30 working days from registration of the grievance. Feedback will be requested from the person to check how satisfied they are with the overall resolution of the grievance. The project will have other measures in place to handle sensitive and confidential complaints, Complaint Referral to GBV including those related to Sexual Exploitation and Abuse/Harassment (SEA/SH) in line with the World Throughout Committee service providers Bank ESF Good Practice Note on SEA/SH. A referral pathway will be developed before the project along with the if and as needed implementation of the project. All complaints related to GBV will include GBV service providers as implementation local grievance needed. focal point 25 Step Description of process Timeframe Responsibility Reporting on Gender Based Violence (GBV)/SEA/SH and cases of abuse will be highlighted and community members will be encouraged to report cases of violence they witness in or around the project sites and related public spaces. This would help to ensure that women and girls especially have a voice when they experience any kind of violence during project implementation. Where applicable, this can be done by raising awareness of safe and anonymous mechanisms that anyone can use to report GBV/SEA/SH, as well as awareness on the redress mechanisms offered through the program and other local institutions. The GM will provide an appeals process if the complainant is not satisfied with the proposed resolution of the complaint. If a person wishes to appeal then, local grievance focal point shall invite the services of an independent party (such as a non-governmental organization, civil society group or independent consultant) and ask them to provide one, or more, representatives to help mediate the case. At any time during the grievance resolution process, a complainant can seek independent legal advice or involve a court of law. Throughout Opportunity to Local grievance Vulnerable groups will be assisted to raise their grievances by the Beirut Bar Association, which can project appeal focal point appoint voluntary lawyers to investigate such claims. NGOs engaged in the project can also play a role implementation in defending legal rights of vulnerable groups. The local grievance focal point will ensure adequate follow-up of the appeal process to ensure the case is closed as promptly as practicably possible. Once all possible means to resolve the complaint have been proposed and if the complainant is still not satisfied, then they should be advised of their right to legal recourse. Once a resolution of the complaint has been agreed or a decision to close the file has been made, the final step will be the implementation of the settlement, the monitoring of the results and the conclusion of the complaint. Follow-up and Local grievance Where needed, the Local grievance focal point will prepare a ‘lessons learned’ document that outlines End of project conclusion focal point the steps taken to avoid similar grievances from re-occurring in the future. These shall then be disseminated across the Project and activities through toolbox talks, notice signs, meetings and other activities to work towards improving the Project’s environmental and social performance over time. 26 February 2025 7. Monitoring and Reporting 7.1. Summary of how SEP will be monitored and reported upon (including indicators) The SEP will be monitored based on both qualitative reporting (based on progress reports) and quantitative reporting linked to results indicators on stakeholder engagement and grievance performance. SEP reporting will include the following: (i) Progress reporting on the ESS10-Stakeholder Engagement commitments under the Environmental and Social Commitment Plan (ESCP) (ii) Cumulative qualitative reporting on the feedback received during SEP activities, in particular (a) issues that have been raised that can be addressed through changes in project scope and design, and reflected in the basic documentation such as the Project Appraisal Document, Environmental and Social Assessment, or SEA/SH Action Plan, if needed; (b) issues that have been raised and can be addressed during project implementation; (c) issues that have been raised that are beyond the scope of the project and are better addressed through alternative projects, programs or initiatives; and (d) issues that cannot be addressed by the project due to technical, jurisdictional or excessive cost-associated reasons. Minutes of meetings summarizing the views of the attendees can also be annexed to the monitoring reports. (iii) Quantitative reporting based on the indicators included in the SEP. An illustrative set of indicators for monitoring and reporting is included in Annex 4. (iv) Quantitative reporting on the implementation of the Grievance Mechanism based on the template below: Category of Number of Number of Total Number of Total Number grievances grievances grievances number of grievances number of of received in closed in grievances closed in open grievances the the received the grievances Open reporting stipulated since the stipulated more than period (eg. timeframe beginning timeframe 30 days Jan – June) in the of the since the reporting project beginning period of the project Total 7.2. Reporting back to stakeholder groups The SEP will be revised and updated as necessary during project implementation. 27 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 project managers. Stakeholders will be kept informed as the project develops, including reporting on project environmental and social performance and implementation of the SEP and GM. Specific measures to report back to the stakeholders differ based on the targeted stakeholders. Different mechanisms can include follow-up meetings after consultations, leaflets or brochures highlighting the main outcomes and results. A bi-yearly reporting back to the stakeholders can be a potential frequency, however the latter shall be finalized or updated by the PMU along with the E&S Specialist before project implementation. The frequency shall ensure that timely and regular updates are made available to different stakeholder groups throughout project implementation. If, during implementation, the need to update stakeholders more frequently arises, then the frequency of reporting shall be accommodated and updated within the SEP. Where applicable, the SEP will include differentiated measures to allow the effective participation of disadvantaged or vulnerable groups (such as an increased level of resources may be needed for communication with such differently affected groups). 7.3 Citizen Engagement Efficient and demonstratable Citizen Engagement (CE) is central to Project implementation. Given the communication and engagement limitations posed in post conflict settings, careful planning is needed to reduce the risk of exclusion of vulnerable groups, particularly in regarding the housing repair activities. To measure effectiveness in citizen feedback mechanisms established under the Project, indicators in the RF measure the percentage of registered grievances that are addressed. The SEP will ensure the participation of all stakeholders, to understand the needs of the affected populations, ensure transparency and coordination between government entities, the PMUs, and communities, and receive feedback and grievances. The Project will establish a grievance system, which enables the tracking of closing of the feedback loop with citizens, as well as existing communication channels of line ministries under the Project. Existing CE online platforms may be further improved during implementation considering best practice examples. It is crucial to establish channels that empower citizens to share their insights, raise questions, and engage in meaningful dialogue concerning the information provided. Such mechanisms could comprise of public hearings, working groups, or online forums. The SEP also sets out the nature and periodicity of stakeholder consultations, which will be used to measure and improve CE. As part of the post-crisis response, informing and receiving feedback from citizens in real time can provide insight into how the crisis is affecting women, refugees, persons with disabilities, the elderly, and other vulnerable populations, enabling real-time course correction. A communications strategy will be embedded as part of the consultative and accountability processes, including the GRM. It is also highly encouraged to implement a participatory approach that goes beyond simply gathering feedback by empowering project beneficiaries to engage actively in the design and 28 monitoring of project activities, especially in relation to component 2, “Lifeline Services and Critical Infrastructure Recovery.� For example, establishing a social accountability committee at the community level to be involved in the selection of priority areas can be significant beneficial. Simultaneously, keeping the public updated on project developments, fostering connections among relevant stakeholders, and providing a forum for discussion can enhance and maintain the diverse participatory approaches implemented throughout the project. By involving Lebanese citizens in such decision-making bodies, they can play a crucial role in shaping the planned activities of the project, such as the restoration of damaged energy networks, water systems, roads, and bridges, along with the homeowner repair program. 29 Annexes • Annex 1. Template to capture minutes/records of consultation meetings • Annex 2. Example of a SEP Budget Table • Annex 3. Grievance Log • Annex 4. Sample Table: Monitoring and Reporting on the SEP 30 February 2025 Annex 1: Template to Capture Consultation Minutes Stakeholder (Group or Summary of Response of Project Follow-up Individual) Feedback Implementation Team Action/Next Steps 31 February 2025 Annex 2: Example of a SEP Budget Table Times/ Budget categories Quantity Unit costs Total costs Remarks Years 1. Estimated Staff salaries* and related expenses 1a. E.g., Communications consultant 1b. E.g., Travel costs for staff 1c. E.g., Estimated salaries for Community Liaison Officers 2. Consultations/ Participatory Planning, Decision-Making Meetings 2a. E.g., Project launch meetings 2b. E.g., Organization of focus groups 3. Communication campaigns 3a. E.g., Posters, flyers 3b. E.g., Social media campaign 4. Trainings 4a. E.g., Training on social/environmental issues for PMU and contractor staff 4b. E.g., Training on Gender-Based Violence (GBV) for PMU and contractor staff 5. Beneficiary surveys 5a. E.g., Mid-project perception survey 5b. E.g., End-of-project perception survey 6. Grievance Mechanism 6a. E.g., Training of GM committees 6b. E.g., Suggestion boxes in villages 6c. E.g., GM communication materials 6d. E.g., Grievance investigations/site visits 6e. E.g., GM Information System (setting up or maintenance) 6f. Other GM Logistical Costs 7. Other expenses 7a. … 32 TOTAL STAKEHOLDER ENGAGEMENT BUDGET: *Note: Salary costs can be indicative Annex 3. Grievance Log Once information that a grievance has been received from whatever source, the Grievance Log shall immediately be populated by the PMU E&S Specialist. The Grievance Log shall include the following information: • A unique reference number of the complaint; • The date and time on which the complaint was lodged; • How the grievance was received (uptake channel); • Information about the complainant (name, gender, telephone number and preferred contact details, their place of residence and address); complainant has the right also to raise the grievance anonymously; • The use of the referral pathway, if any; • A brief description of the complaint to include details of the location, people involved so that a timeline of events can be created; • The category of the complaint; • Whether it is a major incident and requires reporting to World Bank within 48-hours; • Time and date in which the complaint was closed/resolved; • Whether the complainant chose to appeal. 33 Annex 4. Sample Table: Monitoring and Reporting on the SEP Key evaluation Specific Evaluation Data Collection Potential Indicators questions questions Methods GM. To what extent • Are project-affected • Usage of GM and/or feedback mechanisms Records from the have project- parties raising issues • Requests for information from relevant implementing agency affected parties and grievances? agencies. and other relevant been provided with • How • Use of suggestion boxes placed in the agencies accessible and quickly/effectively villages/project communities. inclusive means to are the grievances • Number of grievances raised by workers, raise issues and resolved? disaggregated by gender of workers and grievances? Has the worksite, resolved within a specified time implementing frame. agency responded • Number of Sexual Exploitation, and to and managed Abuse/Sexual Harassment (SEA/SH) cases such grievances? reported in the project areas, which were referred for health, social, legal and security support according to the referral process in place. (if applicable) • Number of grievances that have been (i) opened, (ii) opened for more than 30 days, (iii) resolved, (iv) closed, and (v) number of responses that satisfied the complainants, during the reporting period disaggregated by category of grievance, gender, age, and location of complainant. Stakeholder • Was there interest • Active participation of stakeholders in Stakeholder engagement impact and support for the activities Consultation on project design project? • Number of actions taken in a timely manner Attendance and • Were there any in response to feedback received during Sheets/Minutes implementation. adjustments made consultation sessions with project affected How have during project design parties. Evaluation forms engagement and implementation • Number of consultation meetings and public activities made a based on the discussions where the feedback and Structured surveys difference in feedback received? recommendation received is reflected in project design and • Was priority project design and implementation. Social implementation? information disclosed • Number of disaggregated engagement media/traditional to relevant parties sessions held, focused on at-risk groups in media entries on the throughout the the project. project results project cycle? 34 Implementation • Were the activities • Percentage of SEP activities implemented. Communication effectiveness. Were implemented as • Key barriers to participation identified with Strategy (Consultation stakeholder planned? Why or stakeholder representatives. Schedule) engagement why not? • Number of adjustments made in the activities effective in • Was the stakeholder stakeholder engagement approach to Periodic Focus Group implementation? engagement improve projects’ outreach, inclusion and Discussions approach inclusive of effectiveness. disaggregated Face-to-face meetings groups? Why or why and/or Focus Group not? discussions with Vulnerable Groups or their representatives 35