Stakeholder Engagement Framework (SEF) for Indonesian Mass Transit Program Support Project (IMTPSP) Prepared by Ministry of Transport December 2021 The Republic of Indonesia CONTENT OUTLINE Content Outline 2 List of Figures 3 List of Tables 3 List of Acronyms 4 Executive Summary 6 1. Introduction 8 1.1. Project Description 8 1.2. Potential Results and Impacts 10 2. Brief Summary of Previous Stakeholder Engagement Activities 11 3. Stakeholder Identification 18 4. Stakeholder Engagement Program 21 4.1. Purpose and timing of stakeholder engagement program 21 4.2. Methods for Stakeholder Engagement 23 4.3. Strategies to Incorporate the Views of Vulnerable Groups 26 4.4. Engagement Activities to Support Objectives of Component 1 27 5. Grievance Mechanism 31 5.1. WB Requirements for Grievance Redress 31 5.2. Potential Project – Related Grievances Identified 33 5.3. National Level Grievance Redress Mechanism 33 5.4. Site/Sub-National Level GRM 35 6. SEF Roles and RESponsibilities 37 6.1. Institutional arrangement for stakeholder engagement implementation 38 6.2. Capacity Building 41 6.3. Financing 41 7. Monitoring and Reporting 44 8. Annexes 46 8.1. Public consultation notes 46 2 8.2. Outline for Stakeholder Engagement Plan for (future) subprojects 46 8.3. Example grievance form. 48 LIST OF FIGURES Figure 1. Institutional Arrangement for GRM implementation ...............................................37 Figure 2. Relationships between Project actors and stakeholders .........................................38 Figure 3. Institutional Arrangement for Stakeholder Engagement implementation ..............40 LIST OF TABLES Table 1: Summary of consultations undertaken to date .........................................................12 Table 2. Vulnerable groups (may be overlapped with PAPs) ..................................................20 Table 3: Techniques for Conveying Information to the Public and other Stakeholders .........24 Table 4. Engagement activities for Component 1 ...................................................................28 Table 5: GRM related Requirements in ESS .............................................................................31 Table 6: The Existing GRM at Provincial and City Government Level of the Greater Bandung and Medan Area ......................................................................................................................35 Table 7: Roles and Responsibilities for SEF Implementation ...................................................39 Table 8: Checklist for SEF Monitoring and Evaluation .............................................................44 3 LIST OF ACRONYMS AFD French Development Agency AMDAL Analisis Mengenai Dampak Lingkungan (Environmental Impact Assessment — the whole EIA document) ANDAL Analisis Dampak Lingkungan (Environmental Impact Analysis) Andalalin Analisis Dampak Lalu Lintas (Traffic Impact Assessment) Angkot Angkutan Kota (means ‘municipal transportation’ — usually in the form of minivans operated by private companies as common Indonesian public) Bappeda Badan Perencanaan Pembangunan Daerah (Regional Development Planning Agency) BAPPENAS Badan Perencanaan Pembangunan Nasional (National Development Planning Agency/ Ministry of National Development Planning) BAU Business as Usual Bemo Minivans operated by private companies as common Indonesian public transportation modes BPS Indonesian Central Bureau of Statistics CBD Central Business District CO2 Carbon dioxide DAMRI Indonesian state-owned public transit bus company DEMU Diesel Electric Multiple Unit Dishub Dinas Perhubungan (Transportation Agency); could be at provincial/ city/ regency level DKI Daerah Khusus Ibukota (Special Capital Region) DLH Dinas Lingkungan Hidup (Environmental Agency) E&S Environment and Social EHSG Environmental, Health, and Safety Guidelines ESCP Environmental and Social Commitment Plan ESIA Environmental and Social Impact Assessment ESMF Environmental and Social Management Framework ESMP Environmental and Social Management Plan ESRS Environmental and Social Review Summary ESS Environmental and Social Standards FGD Focus Group Discussions FI Financial Intermediaries FPIC Free, prior, and informed consent GESI Gender and social inclusion GHG Greenhouse gas GOI Government of Indonesia GRM Grievance Redress Mechanism IMTPSP Indonesian Mass Transit Program Support Project IPF Investment Project Financing ITB Institut Teknologi Bandung (Bandung Institute of Technology) KLHK Ministry of Environment and Forestry KND National commission of disability LKPP National Public Procurement Agency 4 LRT Light Rail Transit MoT Ministry of Transportation NAAQS National Ambient Air Quality Standards NGO Non-Governmental Organizations NPMU National Project Management Unit OHS Occupational Health and Safety PAP Project affected party PCN Project Concept Note PIU Project Implementation Unit PMU Project Management Unit PPE Personal Protective Equipment PPP Public-Private Partnership PT INTI PT Industri Telekomunikasi Indonesia (Indonesian Communication Company) PT KAI PT Kereta Api Indonesia (Indonesian Railway Company) PU Dinas Pekerjaan Umum (Public Works Agency) PWD Persons with disabiities RKL-RPL Environmental Management Plan (RKL), Environmental Monitoring Plan (RPL) RPJMD Regional Mid-Term Development Plan (5-year plan) RPJMN National Mid-Term Development Plan (5-year plan) RPJPD Regional Long-term development plan (20-year plan) RPJPN National Long-term development plan (20-year plan) Sekda Sekretariat Daerah (Regional Secretariat — the third highest-ranking official after the head and the deputy of at Province/ City/ Regency) SEP Stakeholder Engagement Plan SPP Declaration Letter of Environmental Management and Monitoring TMB Trans Metro Bandung (City of Bandung Bus Rapid Transit) ToR Terms of Reference UKL-UPL Environmental Management and Monitoring Efforts (for business/ activities that do not require AMDAL/ EIA) WB World Bank 5 EXECUTIVE SUMMARY The Government of Indonesia (GOI), through the Ministry of Transport (MoT), with support of the World Bank (WB), is creating the Indonesian Mass Transit Program Support Project (IMTPSP) to increase financial, technical, and institutional capacities of subnational government (SNGs) to plan, implement and manage public transport. This project is in line with the Medium-Term National Development Plan (RPJMN) for 2020-2024, which has targeted mass transit development in 6 metropolitan areas, namely Jakarta, Surabaya, Medan, Bandung, Makassar, and Semarang. All projects supported by WB financing are subject to the policies on environmental and social risk management; this Stakeholder Engagement Framework has been prepared to anticipate, prepare for and guide the involvement of stakeholders in project planning, implementation and in particular in relation to communication about the management of environmental and social impacts and risks associated with the IMTPSP. A Stakeholder Engagement Framework (SEF) is developed to the MoT, via the ‘Acceleration Team for Urban Transport Implementation’ at the national level, to guide how the Project, including the City Administrations at the local level, will engage stakeholders. This SEF sets out the key policy references guiding the analysis, assessment, and management of impacts arising from the project, a preliminary analysis of sub-project impacts, and processes and tools for the development of more detailed SEPs after Project approval. IMTPSP is designed to assist selected cities in planning and implementation of safe, green, resilient, and integrated mass transit on high priority corridors with the following expected measurable results: • Establishment of an institutional structure to manage IMTPSP at the national level; • Resource materials, technical supports, and capacity building available for cities participating in the program; • Establishment of institutional structure in each of the selected cities to plan and manage public transport; • Operational climate-resilient and integrated mass transit systems in the selected cities; and • Positive benefits for the inhabitants that live and/ or work in the area. The influence of the new public transport system in terms of travel time savings, reduced vehicle operating costs, reduced air pollution and GHG emissions, and improved user satisfaction with public transport services. The IMTPSP comprises two main components: 1. Institutional development and project management (comprising technical assistance at the national level); and 6 2. Supporting the implementation of safe, resilient, green, and integrated mass transit in selected cities (comprising bus and train/ rail infrastructure and systems development projects at the sub-national level). Stakeholders were initially identified through a Rapid Environmental and Social Assessment which was carried out in early 2019 as part of project preparation to assess potential impacts and identify corresponding mitigation measures. The analyses from the rapid assessment reports have informed this SEF, as well as the ESMF and the accompanying Process Framework, and ESIA-related documents for both Bandung and Medan (sub-projects). Overall, the environmental and social risks of IMTPSP are deemed substantial on account of the magnitude of works in urban settings, which will create temporary disturbance during the construction stage and have some enduring social and environmental impacts throughout the operation of the infrastructure and transport systems developed particularly the BRT. As the Stakeholder Engagement Framework provides an overview of the key steps to be taken to engage stakeholders in the project development, further details for specific stakeholders of each sub-project will developed as Stakeholder Engagement Plans, in line with the Environment and Social Commitment Plan between WB and GOI as part of this Project Loan Agreement. The SEF proposes that the existing national and sub-national grievance mechanisms of Lapor! And Medan and Bandung – specific ones are utilized, adapted for the Project purposes. In addition, a specific GRM for each level is outlined, along with the roles and responsibilities within the Project structure. 7 1. INTRODUCTION The Stakeholder Engagement Framework (SEF) will be used by the Indonesian Ministry of Transport, participating subnational governments, and selected contractors/ third parties for the the Indonesian Mass Transit Program Support Project (IMTPSP) throughout the project cycle. This SEF will be applied to all project components, including the Technical Assistance activities and their potential downstream activities and impacts. All contractors selected to carry out technical assistance under Component 1 will have to oblige and implement the information disclosure, consultation, and GRM plans as laid out in this stakeholder engagement framework. This project will be financed by the International Bank for Reconstruction and Development (IBRD)/ World Bank (WB), Government of Indonesia (GOI), and Government of France (AFD). The Stakeholder Engagement Framework provides an overview of the key steps to be taken to engage stakeholders in the project development, as part of a Stakeholder Engagement Program. It responds to the WB Environmental and Social Framework (ESF) for management of impacts, specifically to the Environmental and Social Standard (ESS 10) - Stakeholder Engagement and Information Disclosure. Further details for specific stakeholders of the confirmed sub-projects namely BRT in Bandung and Medan have been developed as Stakeholder Engagement Plans. The SEF sets out the Project background, context and design; it describes the impacts and issues that stakeholders must be aware of; it identifies general stakeholder groups and details consultations already undertaken and concerns raised, and explains how these have been addressed to date. The SEF also provides methods and timing for planned future engagement program, along with roles and responsibilities, and resources for these activities. 1.1. Project Description GOI has recognized the importance of having reliable mass transportation systems as the key to achieving sustainable development and better life quality for its people. The Medium-Term National Development Plan (RPJMN) for 2020-2024 has targeted mass transit development in 6 metropolitan areas, namely Jakarta, Surabaya, Medan, Bandung, Makassar, and Semarang. Given limited fiscal and human resource capacities of most Sub-National Governments (SNGs) and sub-optimal institutional framework for urban transport, the establishment of a national Support Projecting mass transit development is considered necessary to meet the increasing demand for urban mobility in Indonesia. The Central Government has created IMTPSP to increase the financial, technical, and institutional capacities of SNGs to plan, implement, and manage public transport. The Project Development Objective (PDO) is to support the roll-out of IMTPSP and implementation of safe, green, resilient, and integrated mass transit on high priority corridors in selected cities. The project has two main components as described below. 8 Component 1: Institutional Development, Capacity Building and Technical Assistance. This component will provide support to MoT and sub-national governments to roll out IMTP in BBMA and Mebidang and fine-tune and operationalize the national program based on the experience with the implementation of the demonstration mass transit projects. This component will include the following three sub-components: a. Sub-component 1A: Technical assistance to implement and manage IMTP. This sub- component will provide support to MoT to structure and operationalize IMTP, including (i) IMTP design, management and monitoring and evaluation (M&E); (ii) revising and developing policies and a regulatory framework to ensure IMTP sustainability; (iii) assistance for mass transit projects preparation in other Indonesian metropolitan areas in accordance with 2020-24 RPJMN priorities; (iv) developing guidelines, manuals, and other technical materials to facilitate IMTP implementation; (v) implementing training programs to address any capability gaps identified, which could include, among others, workshops, exposure visits and peer-to-peer knowledge exchange activities; (vi) hire a Program Management Consultant for coordinating and overseeing the multiple activities relating to the smooth implementation of this sub- component. b. Sub-component 1B: Institutional development at national and sub-national levels. This sub-component will include: (i) reviewing the existing institutional capability at national and sub-national level to plan, implement and operationalize the demonstration BRTs in BBMA and Mebidang and subsequent mass transit projects under IMTP; (ii) estimating the institutional and capacity development needs at national and sub-national level (including organizational structures, necessary skillsets, staffing and training plans) and assistance with operationalization of the institutions, including to carry out regulatory and administrative reviews and amendments that may be required; and (iii) designing and implementing training programs to address any capability gaps identified, which could include, among others, workshops, exposure visits and peer-to-peer knowledge exchange activities. c. Sub-component 1C: Project management and technical assistance for demonstration BRTs in BBMA and Mebidang. This sub-component will include providing support to MoT and the sub-national governments to (i) review, develop and finalize the preliminary and detailed engineering designs (DEDs) and other technical studies1 for both BRTs infrastructure, facilities, equipment (e.g. Intelligent Transport Systems (ITS) and rolling stock) ensuring resilience against natural hazards, including flooding events; (ii) implement both BRTs (including Construction Supervision Consultants); (iii) hire Project Management Consultant (s) for coordinating and overseeing the multiple 1 These studies could include, among others, (a) demand estimates; (b) service and operations plans; (c) safeguards documents; (d) traffic and demand management strategies and plans; (e) modal integration and accessibility improvement plans; (f) angkot reorganization plans; and (g) transaction advisory. 9 activities relating to the smooth implementation and operationalization of the two demonstration projects; and (iv) conduct road safety audits on BRT corridors during project implementation. Component 2: Demonstration Mass Transit Systems in Selected Urban Areas. This component will support the implementation of safe, resilient, green and integrated mass transit projects in selected Indonesian cities. This component will include the following two sub-components: a. Sub-component 2A: BRT in BBMA. This sub-component will support the development of a bus improvement project to enhance connectivity between the west and east urban corridors of BBMA. It will have an approximate length of 22 km running through the central area of BBMA with a small portion of the system connecting the central area with the Tegallega Park area in the South. The system will include 19 km of segregated bus lanes, 3 km of mixed traffic lanes, and 32 stations. b. Sub-component 2B: BRT Line in Mebidang. This sub-component will support the development of a BRT corridor with a dedicated right of way (with an approximate length of 21 km, with 2 terminals and 31 stations, with 8 stations in one direction streets) between Pinang Baris in the west and Amplas Bus Terminals in the southeast of Mebidang. The BRT service proposes to connect to adjoining agglomerations of Sunggal/Binjai City in the west and Tanjung Morawa/Lubuk Pakam in the east. 1.2. Potential Results and Impacts The project is expected to have the following expected measurable results: • Establishment of an institutional structure to manage IMTP at the national level; • Resource materials, technical supports, and capacity building available for cities participating in the program; • Establishment of institutional structure in each of the selected cities to plan and manage public transport; • Operational climate-resilient and integrated mass transit systems in the selected cities; and • Positive benefits for the inhabitants that live and/ or work in the area of influence of the new public transport system in terms of travel time savings, reduced vehicle operating costs, reduced air pollution and GHG emissions, and improved user satisfaction with public transport services. Measurable benefits from the project specifically include: • Travel time savings for mass transit passenger and other corridor users; • Vehicle operating cost reduction due to reduced congestion; • Reductions in GHG emissions and air pollution; • Increased accessibility to formal jobs/ centers of economic activity or urban amenities. 10 The overall impact will be that the Project Beneficiaries, namely the inhabitants of the cities that live and/ or work in the area of influence of the new mass transit systems, benefit in terms of their ability to use a safer, greener, more resilient and integrated systems. There will also be pedestrians and cyclists that will benefit from the improved facilities for non- motorized transport and public space upgrading that may be integrated with the public transport improvements. As the most users of public transport and non-motorized modes tend to be lower-income, this project is expected to benefit people in the bottom 40% economic groups of city populations. 2. BRIEF SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES The SEF document was developed with several limiting factors due to the COVID-19 pandemic, which restricted travel and face-to-face meetings with the relevant stakeholders. To address these limitations, most of the material used derives from literature studies as there are many mass transport related WB projects in other countries. Further, it is planned to have some stakeholder consultation at National and in each of the two sub-project cities. These measures will help to overcome the limitations of the SEF, with the necessary additional detail to be included in the Project SEPs for cities with sub-Projects. Indonesia urban transport is one of sector that has been receiving the World Bank support. The support related to IMTP is started in 2017 covering amongst others urban transport diagnostic, IMTP design, Bandung Basin Metropolitan Area Urban Mobility Plan, national urban mobility guidelines, GESI, and capacity building on transport planning and financing. Other supports related to IMPT are studies on E-mobility adoption for Indonesian cities and Resilient urban mobility for Indonesian cities. The IMTP design is the basis of mass transit program in RPJMN 2020-2024 and the drafting of presidential regulation on IMTP. IMTPSP supports GOI to implement the IMTP. A summary of engagement activities undertaken as part of the Project development process from diagnostic phase in 2017 to present is provided in Table 1 below. 11 Table 1: Summary of consultations undertaken to date Project Engagement activities Topics Who participated Date Note area Urban transport diagnostic- Urban Along 2017 Analytical and study report was National stakeholders: study transport disseminated to Bappenas, MoT National Development Planning Agency, Ministry of (DG Land Transport), and city of Transport (MoT) through Directorate General of Land Bandung (Cekungan and Medingan Transport, areas) Subnational stakeholders: North Sumatera Provincial Transport Agency, West Java Provincial transport Agency The World Bank technical support for Urban mass National stakeholders: development of Indonesia transit design Mass Transit Project grand The National Development Planning Agency and the design Ministry of Transport, and Technical assistance for development of national urban mobility guidelines Subnational stakeholders: the subnational government of West Java and transport agency of Bandung metropolitan areas. The World Bank 12 Project Engagement activities Topics Who participated Date Note area Technical assistance for e-mobility Ongoing Study is anticipated to be National stakeholders: development of studies on e- study for cities completed by mid-2022 mobility adoption for resilient The National Development Planning Agency, Ministry of cities Transport through DG Land Transport, the Transport Agency of West Java, Transport Agency of Bandung city, West Bandung district, Sumedang district, and Cimahi district. The World Bank Environmental and Social Institutional October Data was used to develop ESMF and National stakeholders: Management discussion DGLT arrangement 2021 SEP Medan metropolitan and North Sumatera and and GRM Ministry of Transport through DG Land Transport, Medan Metropolitan Govt – Subnational governments: institutional arrangement for E&S implementation, key the Transport agency of North Sumatera, transport agency concerns for E&S, and of Medan city, and transport agency of Deli Serdang district. grievance redress mechanisms at subnational level The World Bank Greater Regular meetings where held Socialization National stakeholders: Bandung between the local consultant of what Region team and Dishub environmental Ministry of Transport through DL Land Transport, and social Subnational stakeholders: instruments needed (or the West Java provincial development planning agency, the have been West Java transport agency, and City of Bandung transport prepared by agency, West Bandung district transport agency, Cimahi city district transport agency, and Sumedang district transport government); agency. world bank social and 13 Project Engagement activities Topics Who participated Date Note area environmental framework Monthly virtual meeting with Urban March The transport agency of West Java province and transport provincial transport agency Mobility plan 2020 – Jan agency of Bandung city, transport agency of Cimahi, for Bandung 2021 transport Agency of West Bandung district, and transport Metropolitan agency of Sumedang district Area the local development planning agency of Bandung city joined the meeting several times in November-December 2020 and January 2021. Finalization of Urban Mobility October Urban Mobility plan report the transport agency of West Java province; development Plan draft 2020 planning agency of West Java province; and transport agency of Bandung city, transport agency of Cimahi, transport Agency of West Bandung district, and transport agency of Sumedang district. The World Bank Discussion of Feasibility Study FS for BRT Jan 2021 Feasibility Study report The transport agency of West Java province and transport Bandung agency of Bandung city, transport agency of Cimahi, transport Agency of West Bandung district, and transport agency of Sumedang district Gender and Social Inclusion GESI Report March If there is any data on how many Transport agency of West Java and transport agency of assessment in regards to the 2021 participants disaggregated by Bandung city. Sustainable Urban Mobility gender Plan at provincial level in Bandung (GESI) The World Bank 14 Project Engagement activities Topics Who participated Date Note area Greater Project concept socialization 18th of March National stakeholders: Medan 2021 Region Ministry of Transport (DG Land Transport) and The National Planning Agency Subnational stakeholders: the North Sumatera provincial development planning agency, the North Sumatera transport agency, and City of Medan transport agency, Deli Serdang district transport agency, The World Bank Regular meetings between The Medan 2016 Initial Feasibility Study report National stakeholders: Dishub Medan, Govt of Medan Metropolitan city and PT SMI – feasibility BRT system FS Ministry of Transport through DL Land Transport, PT Sarana study prep by PT SMI was Mandiri Infrastructure (Ministry of Finance). completed in February 2019 by PT.SMI Subnational stakeholders: the North Sumatera provincial development planning agency, the North Sumatera transport agency, and City of Medan transport agency, Deli Serdang district transport agency, Regular meetings between The Medan Feb 2019 Feasibility study report The City Government of Medan, The Transport Agency of Dishub Medan, Govt of Medan Metropolitan Medan, and PT SMI (Ministry of Finance) city and PT SMI BRT system FS was completed in 15 Project Engagement activities Topics Who participated Date Note area February 2019 by PT.SMI AMDAL study Environmental 2018 AMDAL report – gaps identified and The Government City of Medan, The Transport Agency of assessment needs to be filled Medan, and the Environmental Agency of Medan city. study regular virtual meeting with Urban Ongoing National stakeholders: provincial transport agency Mobility plan for Medan Ministry of Transport through DL Land Transport, World Metropolitan Bank Area Subnational stakeholders: , the North Sumatera transport agency. Along April to October 2021, the City of Medan transport agency, Deli Sedang district transport agency participated in the meeting Project concept socialization Concept of 18th of MoT and subnational governments Pilot Bus Rapid March Transit 2021 project, as The World Bank part of Indonesia Mass Transit Support Project Gender and Social Inclusion GESI Report April 2021 If there is any data on how many Transport agency of North Sumatera and transport agency assessment in regards to the for Medan city participants disaggregated by of Medan city Sustainable Urban Mobility gender 16 Project Engagement activities Topics Who participated Date Note area Plan at provincial level in The World Bank Bandung (GESI) Public consultation for the Project design Participants are from: December Concerns and inputs from project design and ESMF at subnational 9, 2021 participants/ key stakeholders at Transport Agency of Deli Serdang district, Public Work level and subnational level were used to agency of Medan city, Medan Development Planning ESMF refine preliminary social Agency (Bappeda), Communication and Information (please find the report on the assessment, ESMF, and SEPs at city Agency of Medan city (Kominfo), Public transport Annex) levels (i.e. for planning follow up operators of Medan city and North Sumatera (DPC and DPU ORGANDA), technical units of bus depots (BPTD Terminal Pinang Baris/ BTPD II North Sumatera), head of subdistrict of West Medan, angkot drivers, cultural heritage individual expert, and GESI individual expert. Public consultation for the Project design Participants are from: 13 Concerns and inputs from project design and ESMF draft at subnational December participants/ key stakeholders at Transport Agency of Cimahi district, Development level and 2021 subnational level were used to Planning Agency of Cimahi (Bappeda), Public ESMF refine preliminary social Transport Regional Governing Body (Balai Transporasi (please find the report on the assessment, ESMF, and SEPs at city Publik Daerah/BTPD Wilayah IX of West Java), Annex) levels (i.e. for planning follow up Development Planning of Bandung City, Environmental Agency of Bandung City (DLH), West consultation on specific topic as per Bandung Transport Agency, Public Transport each groups’ concern/ aspiration). Operators of West Java and Bandung (ORGANDA DPC and DPP), the Land Transport Operator (a state- owned company, DAMRI), the Indonesian Railway Operator (a state-owned company, PT KAI), taxi driver, angkot drivers, Global Future Cities Program (GFCP). 17 3. STAKEHOLDER IDENTIFICATION Timely and systematic stakeholder participation at all levels is a key instrument for ensuring project success. It involves the relevant governmental agencies at all administrative levels, including the Subdistrict (Kecamatan) and neighbourhood (RT/RW) level government and communities in the early stages of planning the project activities. Moreover, appropriate approaches for impacted parties, such as residents and business owners most disturbed during construction activities, needs to be in place. This section of SEF outlines the categories and types of stakeholders involved with the Project, as well as the Proje ct’s stakeholder mapping, consultation and disclosure activities and guidelines. General stakeholder mapping has been carried out as part of Project planning, impact scoping and to fulfill E&S requirements, with more specific detail to be provided in the subsequent Stakeholder Engagement Plans. Overall Project stakeholder categories are shown below: 3.1 Government agencies No Governments 1 National level Key ministries and agencies, including MoT, BAPPENAS, PU and KLHK (Kementerian dan MoT Land Transportation Regional 2 Lembaga/ K/L) 2 Provincial level All relevant key government agencies in respective provinces: Provincial Working Group/ Satuan Kerja (Satker) Bappeda Province of West Java and Province of North Sumatera Provincial government- Secretary (Sekretaris Daerah/ Sekda at provincial level) Provincial Transport agency (Dinas Perhubungan/ Dishub at provincial level) Public Works agency (Pekerjaan Umum/ PU) Environmental agency (Dinas Lingkungan Hidup) The Policy Department (POLDA) in respective province 3 City level Key agencies will be part of the Satuan Kerja (Satker) at provincial level. The Satker will be the PIU for Component 2. For overall coordination – Bappeda, Sekda and Dishub of participating cities For land acquisition related issue – Road office, Dinas Pertanahan ATR/BPN For communication with public in coordination with Dinas Kominfo For technical in field in coordination with the Police Office and Satpol PP (and to avoid unnecessary physical contacts with PAPs) Dishub of Bandung Barat district, Cimahi district, Sumedang district Bappeda of Bandung Barat district, Cimahi district, Sumedang district Dishub of Deli Serdang district and Binjai city Bappeda of Deli Serdang district and city of Binjai 3.2 Project Affected Parties/Peoples (PAPs) No. Broad category Sub-category relevant in this Project 1.a PAPs – potentially to Landowners & people who rent the land in relocation affected areas; be relocated and/or 18 No. Broad category Sub-category relevant in this Project made some Formal land users such as Office buildings and night market vendors (formal); or adjustments due to informal land users: street vendors. BRT construction or operation 1.b PAPs – potentially Informal settlers with family member person with disability have to be relocated Informal settlers with elderly family member and categorised as Informal settlers with women as the head of household (or single-headed vulnerable groups household) (double marginalised) 2. PAPs – potential loss Public transport operators, which are divided into: or reduction of • Vehicle owners (renting one’s assets to others, income from renting cash) income such as • Drivers and also the vehicle owners public transport • Drivers (and not owning vehicle) operators such • Temporary drivers (supir tembak) angkot drivers, metromini drivers, While all groups are PAPs, ones in red are the most likely to be also vulnerable due etc that affected by to their socioeconomic conditions and lack of assets’ ownership. the output of the project (new route of mass transit) or during construction phase 3 Road users The Project will take place in main roads of metropolitan areas, and thus road users will be affected during construction (increase in traffic jam) or have to share-the lane during BRT operation which may increase travel-time. 3.3 Vulnerable groups Disadvantaged or vulnerable refers to those who may be more likely to be adversely affected by the project impacts and/ or more limited than others in their ability to take advantage of a project’s benefits. Such an individual/ group is also more likely to be excluded from/ unable to participate fully in the mainstream consultation process and as such may require specific measures and/ or assistance to do so (see ESMF for more details). Identification of the vulnerable stakeholders takes into account considerations of age, including the elderly and minors, and including circumstances such as disability. The objective in consulting vulnerable groups is to ensure impacts are adequately understood and adjustments to project design and mitigation measures are made. As identified in red-lighter on sub section above, several PAPs may be also categorised as vulnerable due to: • their earnings were drawn from existing economic activities that will be affected by the Project (both during construction and/or operation). • Lack of productive assets ownerships, such as vehicles or land • Relatively come from low-income households compared to the rest of other stakeholders, and often engaged in multiple precarious economic activities 19 • Lack of participation capacity and/or opportunity in decision making due to social norms, social status, or assets ownerships. For instance, consultation may be conducted with ORGANDA, which usually are association for public transport owners not drivers, and thus drivers and temporary drivers may be left out in consultation proves. This will be addressed in the following section and in detail in subnational- SEPs. Table 2. Vulnerable groups (may be overlapped with PAPs) Vulnerable groups 1. people with people with disabilities, disability, elderly, Elderly pregnant women, school children/ Pregnant women young people School children, children and young people (under 18 years old) In public transport context in urban settings in Indonesia, these groups are generally considered as vulnerable, despite on different levels (for instance people with multiple disabilities are relatively more vulnerable than a healthy-pregnant woman), due to several reasons, including potential risk of harassment on and around public transport (station) and financial and physical limitations which affect the way they are able to/ limited in using public transport for mobility. 2 PAPs who are also Landowners & people who rent the land in relocation affected areas; vulnerable in socio- Public transport drivers who did not own vehicles or the temporary drivers economic terms Informal settlers and/ or street sellers 20 3.4 Other Interested Parties There may be broader stakeholders who are interested in the project because of its location, its proximity to natural or other resources, or because of the sector or parties involved in the project. These may be local government officials, community leaders, and civil society organizations, particularly those who work in or with the affected communities. While these groups may not be directly affected by the project, they may have a role in the project preparation (for example, government permitting) or be in a community affected by the project and have a broader concern than their individual household. Moreover, civil society and nongovernmental organizations may have in-depth knowledge about the environmental and social characteristics of the project area and the nearby populations, and can help play a role in identifying risks, potential impacts, and opportunities for the project to consider and address in the assessment process. Other interested parties include: • Academia. • Commuters and/ or future commuters (who are not frequently using public transport, but interested to try on when BRT starts operating) • Public transport/ green city/ urban development practitioners • Social welfare/ Poverty and people with disabilities-rights based NGOs • Religious Organizations/social semi-formal organization or NGOs • Transport companies; and • Media. 4. STAKEHOLDER ENGAGEMENT PROGRAM 4.1. Purpose and timing of stakeholder engagement program The key principles for Stakeholder Engagement include: • Clear, accurate and timely communication: the Project should provide information that is clear, accurate, relevant and timely, recognizing the different communication needs and preferences of various stakeholders and that effective communication involves listening and talking; • Accessibility and Inclusivity: The Project will seek out stakeholders potentially affected by, or interested in, the activities, processes, or decisions of MoT or participating subnational governments and provide them with whatever information they need to participate in an appropriate and meaningful way; particularly for people with special needs/ people with disabilities. 21 • Transparency: management should clearly identify and explain the engagement process, stakeholders’ role in the engagement process, and communicate how their input was considered and how it informed the decision or Project; and • Measurability: evaluating engagement activities will assist in identifying effective stakeholder engagement methods and improve the quality of stakeholder engagement over time. • Sensitivity and oriented towards public health safety: as Covid-19 cases are still being a concern of public health in Indonesia (and across the globe), all stakeholders engagement activities will have to follow the Covid-19 health/ social gathering’ procedures and to adjust the plan as appropriate, while meeting the engagement objectives. • Confidentiality: Whenever complainant requests for a confidential-reporting, after verifying the complaint (whenever possible), GR officer/social specialist/local facilitator/OHS officer should remove any identities attached to the complainant and to ensure that there is no information that can lead to identification of the complainant. The M&E process will ensure that confidentiality is respected and maintained throughout the project cycle. In practical terms, this means that Project personnel involved in stakeholder relationships, for formal and informal consultations will endeavor to: • Provide clear, factual and accurate information in a transparent manner on an on- going basis to community stakeholders through free, prior and informed consultation; • Listen and learning about local and social culture and wisdom; • Provide opportunities for community stakeholders to raise issues, make suggestions and voice their concerns and expectations with regard to the Project; • Engage with people with disability, (pregnant) women, men, elderly, youth and vulnerable community members, indigenous people, as well as those in positions of authority and power; to ensure that communication modalities are appropriate for each target group, and to consider extra measures to reach people with disabilities. • Provide stakeholders with feedback on how their contributions have been considered in the development of relevant assessments and plans. Community and stakeholders’ involvement in preparation of ESIA (AMDAL) will be included during approval of RKL-RPL documents through consultation with ESIA (AMDAL) Technical Team. Input and suggestions from the related stakeholders will be used in improve the project documents with specific mention to be included to show where stakeholder input has been taken on; 22 • Build capacity among community stakeholders to interpret the information provided to them; • Treat all community stakeholders with respect, and ensuring that all Project personnel and contractors in contact with community stakeholders do the same; • Respond to issues and requests for permission; and • Build constructive relationships with identified influential community stakeholders through appropriate levels of contact. 4.2. Methods for Stakeholder Engagement Engagement, consultation and disclosure are ongoing processes throughout the Project life cycle. As stated in the ESF guidelines, the Project team will develop a stakeholder engagement program/plan to guide and structure its analysis of, and interactions with, all categories of stakeholder for the Project duration. The objective of the SEP is to illustrate strategies and implementation efforts to engage relevant, influential stakeholders in all the Project activity processes. Communication during Project development and execution involves seeking and imparting information, and reaching agreements through dialogue. A variety of methods of communication should be used to reach the majority of stakeholders and to provide easy access to information as well as effective response processes. IMTPSP teams at national and city level (PIUs) should select the communication methods that are most appropriate for each stakeholder group, and have a clear rationale for their choices. The draft plans should be disclosed to the public and should include a statement welcoming comments on the proposed engagement plan and suggestions for improvement. The program should anticipate the means to consult with project-affected stakeholders if there are significant changes to the project resulting in additional risks and impacts. Following such consultations, an updated ESMF and / or SEPs will be disclosed. Error! Reference source not found. below summarizes some of the most commonly used t echniques for conveying information to the public and their respective advantages and disadvantages. The safeguards specialist in the PIU may use any of these techniques in developing future consultation and engagement activities as part of the Stakeholder Engagement Plan. 23 Table 3: Techniques for Conveying Information to the Public and other Stakeholders Technique Key points Advantages Disadvantages Appropriate for topics: Printed • Information bulletins, brochures, reports: Text • Direct; • Demands specialized Design phase and Construction phase materials should be simple and non-technical and relevant to skills and resources; • Can impart detailed • Road/ traffic disruptions; the reader; and and information; • construction grand plan (project timeline); • Provide clear instructions on how to obtain more • Not effective for • Cost-effective; and information. illiterate stakeholders. • detailed information on construction • Yields a permanent timeline (particularly to be put on record of locations where wet markets nearby/ or communication. busy roads Displays Can serve both to inform and to collect comments. • May reach previously • Costs of preparation and and Should be located where the target audience gathers unknown parties; and staffing; and exhibits or passes regularly. • Minimal demands the • Insufficient without public. supporting techniques. Print media • Newspapers, press releases, and press conferences • Offers both national and • Loss of control of can all disseminate a large amount and wide variety local coverage; presentation; of information; and • Can reach most literate • Media relationships are • Identify newspapers likely to be interested in the adults; and demanding; and Project and to reach the target audience. • Can provide detailed • Excludes illiterates and information. the poor. Electronic • Radio, internet, social media, and video: Determine • May be considered Disadvantages those Construction phase Media the coverage (social media, internet, or radio), the authoritative; without cell phones/ • BRT plan as part of city Mobility plan types of viewer; the perceived objectivity, and the internet access. • Many people have (‘city- and province- pride and type of broadcast offered; and access to radio and cell readiness for urban growth) • Determine how to disseminate the social media phones; and • This can be linked with other hashtag/ web address etc. to the audience. • Social media can be agencies, such as tourism agency or inexpensive. trade/ investments agency. 24 Technique Key points Advantages Disadvantages Appropriate for topics: Advertising • Useful for announcing public meetings or other • Retain control of May cause suspicion. activities; and presentation. • Effectiveness depends on good preparation and targeting. Formal Targeted briefing: can be arranged by Project sponsor • Useful for groups with May raise unrealistic Throughout the project cycle (particularly for information or by request, for a particular community group, NGO specific concerns; and expectations. public transports operators, street sellers/ etc. business owners that will be affected sessions • Allow detailed discussion negatively by the Project) of specific issues. • Public transport operators Informal Open House, site visits, and field offices: a selected • Provide detailed • Attendance is difficult to • Land acquisition information audience can obtain first-hand information or interact information; predict, resulting in with project staff. Visits should be supported with limited consensus- • (wet/ night) Market activities and/ or sessions • Useful for comparing more detailed written material or additional briefings building value; spatial disruptions (for instance, if the alternatives; or consultations. night market have to reduce their • May demand • Immediate and direct; opening time due to construction/ considerable planning; operation of BRT, or not allowed to • Useful when the project • Field offices can be costly use space that used to be part of the is complex; market) to operate; and • Local concerns are • • Only reach a small group Women and peoples with disability communicated to staff; (for technical design of the bus of people. and station/ terminal and particular • May help reach non- services to increase inclusivity of the resident stakeholders. service) Source: adjusted from the WB Environmental Assessment Sourcebook 25 4.3. Strategies to Incorporate the Views of Vulnerable Groups The Project’s Gender and Social Inclusion Assessment (2021) identified and recommended several actions that serve as aspects of a strategy minimise negative impacts on vulnerable groups. These are summarised below as guidance for the development of stakeholder engagement activities within the site/city level SEPs. Gender-Inclusive Stakeholder Consultations, Engagement, and Communication • Establish and follow GESI-responsive communications and engagement protocols • Conduct community consultations with women, men, PWDs, people with limited mobility, socioeconomically disadvantaged, and students • Consult with persons with disabilities (PWDs) to garner feedback that can inform alignment and access consideration to improve mobility • Ensure inclusive consultations inform infrastructure design for bus stops, bus and train stations, and rolling stock (e.g., comfort, accessibility, security, and information/wayfinding signs). Participation in inclusive consultations, at least: • 30% women’s participation • 20% elderly (male and female) • 10% people with disabilities (male and female) • Ensure inclusive consultations inform operational systems design (e.g., affordability, security, peak and off-peak scheduling, intermodal links, and use of public space for vendors). Participation in inclusive consultations, at least: • 30% women’s participation • 20% economically-disadvantaged (lowest wealth quintile) • 10% people with disabilities (male and female) • 10% vendors (male and female) • 10% students (male and female) • Be documented GESI consultation-approach will enable feedback from women, people from low-income households, people with disability, and elderly (and indigenous people when present). Feedback from this consultation will be incorporated throughout the project cycle, depending on the topic that is being discussed. For instance, if the topic is around technical bus station design (e.g., how to make it accessible, safe, and comfortable for pregnant women, people with disability, and elderly) then it would be conducted during the design phase to be incorporated in the construction phase. GESI-approach is incorporated to the overall engagement activities, as described in section below (please refer to Table 4. Engagement activities for Component 1) . 26 4.4. Engagement Activities to Support Objectives of Component 1 After knowing options for methods and understanding that incorporation of vulnerable groups’ views is crucial for the success of this Project, we will lay out engagement strategy for Component 1, which entails activities on institutional development, capacity building and technical assistance. Engagement strategy for Component 2, on the downstream impact of Component 1, physical investments for BRT development in Bandung Metropolitan and Medan metropolitan, will be detailed in Stakeholder Engagement Plan (SEPs) for respective cities (in separate documents). Below is proposed engagement strategy in each phase of project activities under Component 1. All engagement activities below are subject to Covid-19 situation, and to follow the health protocol set by the Government of Indonesia. This includes requirement to adjust the details/ technical plan as necessary, while ensuring to meet the objectives of the activity. 27 Table 4. Engagement activities for Component 1 Project Stage and Information Target Stakeholders Methods, Appropriate adjustments in Covid PIC Disclosure pandemic (virtual meeting, phone calls, etc.) Preparation stage: Public consultations during project preparation will focus on high-level consultations with national and local Directorate General of government counterparts, including North Sumatera government, West Java government, as well as city and district levels Land Transport (DGLT), governments of Medan Metropolitan and Bandung Metropolitan. Consultation will focus on project design, institutional Ministry of Transport arrangements, and E&S approaches/instruments applicable to the project. Internal discussions (consultations) with key government stakeholders on institutional arrangement for E&S implementation, potential land acquisition, and Grievance Redress Mechanism was conducted three times during this preparation stage. The three meetings were conducted throughout the third and fourth week of October 2021 through virtual meetings with government of North Sumatera (Bappeda and Dishub), government of West Java (Bappeda and Dishub), governments of Bandung city, Cimahi, BAPPENAS and DGLT West Bandung, and Sumedang, and governments of Medan, Deli Sedang and Binjai. led the large meeting One large meeting with all key internal stakeholders across scales (national and subnational) was conducted virtually on the with all key internal second week of October. This meeting discussed technical aspects, while acknowledging the potential issue of land acquisition stakeholders. and environmental permitting issue (ESIA/ extended LARAP). These identified issues then were discussed on separate meeting (as described on the above paragraph). Project design • DGLT • Formal meetings both bilateral and multilateral. • DGLT in coordination ESMF, SEF, SEPs for city-levels, • Exchange of emails, and WhatsApp’s and calls with Project Preliminary ESIA for city level, and • DGLT and Bappenas • Workshop Streeting Committee ESCP • Line ministries and agencies (national and subnational) • Potential Project Affected Parties • Informal interviews during field visit to Bandung and Medan • PAPs – vulnerable groups • Informal interviews during field visit to Bandung • (women, informal workers from and Medan low-income households/ parking attendants, street sellers, etc) Project implementation Component 1– institutional development, capacity building and technical assistance 28 Project Stage and Information Target Stakeholders Methods, Appropriate adjustments in Covid PIC Disclosure pandemic (virtual meeting, phone calls, etc.) C.1.A • Line ministries and agencies at • Formal meetings • DGLT Project management and technical national and subnational • Exchange of official letters, emails, WhatsApp and assistance for demonstration BRTs calls in Greater Bandung and Greater • Filed visit Medan: review, develop and • Private sector (contractors and/or • Formal meetings • DGLT with close finalize DED and other technical consultants) • Exchange of emails, WhatsApp and calls coordination with studies; hire construction PIUs supervision and project • Project Affected Parties (PAPs) • Formal and informal meetings/ forum (espc. In management consultant developing and finalizing ESIA/ AMDAL) • Interviews and/or socio-economic surveys GRM implementation is integral for • Field visit/ direct engagement in the field all engagement activities • GRM implementation for PAPs • PAPs – vulnerable groups • Separate meeting/ forum (women/ elderly engaged in • Interviews and/or socio-economic surveys informal workers from low- • Field visit/ direct engagement in the field income households/ street sellers • GRM implementation for PAPs who are negatively affected by the Project construction and operation) • Vulnerable groups (commuters or • Separate meetings/ forums (focused-group future public transport users), discussions) such as pregnant women, • Workshops women, elderly, people with • Electronic/telephone survey disability, school children • NGOs/ CSOs • Formal and informal meetings/ forum (espc. In developing and finalizing ESIA/ AMDAL) C.1.B • Line ministries and agencies (at • Formal and informal meetings • DGLT Institutional development at national and subnational levels) • Workshops 29 Project Stage and Information Target Stakeholders Methods, Appropriate adjustments in Covid PIC Disclosure pandemic (virtual meeting, phone calls, etc.) national and subnational levels: • Private sector (contractors and/or • Formal meetings review the existing institutional consultants) – in regards of their • Workshops capacity and develop and involvement in TAs for the Project implement trainings, staffing, and • Development partners • Formal and informal meetings other technical assistance to fill the skillsets/ institutional capacity gaps GRM implementation is integral for all engagement activities C.1.C • Line ministries and agencies (at • Formal meetings • DGLT in close Technical assistance to implement national and subnational levels) • Workshops coordination with and manage IMTP: develop and • Exchange of official letters, emails, WhatsApp, Project Streeting implement IMTP design, and calls Committee management, M&E system, revised • Other relevant government • Formal meetings and promote policies/ regulatory agencies that is not directly framework to support involved in the Project but have sustainability of IMTP, develop influence over urban mass transit manuals/ technical guidelines to • Development stakeholders • Sponsoring public events/third parties or • DGLT facilitate IMTP implementation • NGOs/ CSOs government-led events such as seminars and/or • Media talk shows on urban mass rapid transit involving GRM implementation is integral for • General public development partners and NGOs/CSOs all engagement activities (As part of institutional capacity development and public campaign, for instance, the topic can be on ‘gender sensitive/ inclusive urban mass transit for better peoples mobility’ and so on) Component 2 is detailed in Stakeholder Engagement Plan (SEP) for respective participating cities (please refer to SEPs for each participating city). 30 5. GRIEVANCE MECHANISM This Project will provide a grievance mechanism, process, or procedure to receive and facilitate resolution of concerns and grievances of project-affected parties arising in connection with the project, especially vulnerable groups (i.e., women, peoples with disabilities, pregnant women, elderly, and school students) at the site level must be able to voice their concerns regarding the environmental and social performance of the project. Project-affected parties will have access, as appropriate, to project grievance mechanisms, local grievance mechanisms and the national judicial system if needed. This Project agreed to leverage the existing governments’ GRM system both at national and subnational levels. Capacity development (including technical assistance and trainings) will be undertaken by the Project to enable an inclusive and effective GRM. 5.1. WB Requirements for Grievance Redress A GRM is required for the entire project duration, where project-affected parties can raise their concerns related to the environmental and social performance of the project. This is beyond the government requirement of the ESIA process, which only asks for stakeholder engagement during the AMDAL review stage. Based on the WB’s ESF, some requirements related to GRM are summarized in Table 5 below. Table 5: GRM related Requirements in ESS ESS GRM Requirements ESS2 Labor • Provide for all direct workers and contracted workers to raise workplace concerns; workers and Working will be informed of GRM at the time of recruitment and the measures put in place to Conditions protect them against any reprisal for its use; • Proportionate to the nature and scale and the potential risks and impacts of the project; existing grievance mechanisms may be supplemented as needed with project-specific arrangements; • Not impede access to other judicial or administrative remedies that might be available under the law or through existing arbitration procedures, or substitute for grievance mechanisms provided through collective agreements; • Clearly identify the terms and conditions on which community labor will be engaged, incl. amount and method of payment (if applicable) and times of work. The Borrower will assess the potential risks and impacts of the activities to be conducted by community workers and, at a minimum, apply the relevant requirements of the general EHSGs and industry- specific EHSGs; and • The project will not restrict project workers from developing alternative mechanisms to express their grievances and protect their rights regarding working conditions and terms of employment. The Borrower should not seek to influence or control these alternative mechanisms. The Borrower will not discriminate or retaliate against project workers who participate, or seek to participate, in such workers’ organizations and collective bargaining or alternative mechanisms. 31 ESS GRM Requirements ESS5 Land • Ensure that a GRM for the project is in place, as early as possible in project development Acquisition, to address specific concerns about compensation, relocation, or livelihood restoration Restrictions measures raised by displaced persons (or others) in a timely fashion. Where possible, such on Land Use, GRM will utilize existing formal or informal grievance mechanisms suitable for project and purposes, supplemented as needed with project-specific arrangements designed to Involuntary resolve disputes in an impartial manner; Resettlement • Not resort to forced evictions of affected persons. “Forced eviction” is defined as the permanent or temporary removal against the will of individuals, families/ communities from the homes/ land which they occupy without the provision of, and access to, appropriate forms of legal and other protection, including all applicable procedures and principles in this ESS; • GRM in the resettlement plan: describes affordable and accessible procedures for third- party settlement of disputes arising from displacement or resettlement; such GRM should take into account the availability of judicial recourse and community and traditional dispute settlement mechanisms; • GRM in the resettlement framework; and • GRM in the process framework: should describe the process 
for resolving disputes relating to resource
use restrictions that may arise between or among affected communities, and grievances that may arise from members of communities who are dissatisfied with the eligibility criteria, community planning measures, or actual implementation. ESS7 • Ensure that the GRM is culturally appropriate and accessible to affected IP and takes into Indigenous account the availability of judicial recourse and customary dispute settlement mechanisms Peoples (IP) among IP. ESS10 • Respond to concerns and grievances of project-affected parties related to the Stakeholder environmental and social performance of the project in a timely manner; Engagement • Proportionate to the potential risks and impacts of the project and will be accessible and and inclusive. Where feasible and suitable for the project, the GRM will utilize existing formal Information or informal grievance mechanisms, supplemented as needed with project-specific Disclosure in arrangements; the preparation • Address concerns promptly and effectively,
in a transparent manner that is culturally of SEF for appropriate and readily accessible to all project-affected parties, at no cost and without this project retribution. The mechanism, process or procedure will not prevent access to judicial or administrative remedies. The Borrower will inform the project-affected parties about the grievance process in the course of its community engagement activities, and will make publicly available a record documenting the responses to all grievances received; 
 • Handling of grievances will be done in a culturally appropriate manner and be discreet, objective, sensitive and responsive to the needs and concerns of the project-affected parties. The mechanism will also allow for anonymous complaints to be raised and addressed. 
 • May include different ways in which users can submit their grievances, which may include submissions in person, by phone, text message, mail, e-mail or via a web site; a log where grievances are registered in writing and maintained as a database; 
publicly advertised procedures, setting out the length of time users can expect to wait for acknowledgement, response and resolution of their grievances; 
transparency about the grievance procedure, governing structure and decision makers; and an appeals process (including the national judiciary) to which unsatisfied grievances may be referred when resolution of 32 ESS GRM Requirements grievance has not been achieved; and • May provide mediation as an option where users are not satisfied with the proposed resolution. 5.2. Potential Project – Related Grievances Identified Related to IMTPSP, some possible grievances2 or concerns that were identified from the Rapid E&S Assessment in Bandung and Medan, are categorized into: a. Livelihoods related, such as the threat of loss/ less of economic activities due to project implementation (becak–angkot drivers, traditional market/ informal sellers, business/ property owners, etc.) b. Land acquisition concerns including potential Tenurial conflict due to trail-track area/ street widening and curvy roads straightened; c. Labor and working conditions, such as accidents with laborers might occur due to handling of heavy machinery, utility services and working at height in an urban setting; d. Health and safety issues of the public caused by noise, air pollution, traffic, and floods during construction and operation of the transport projects; e. Cultural heritage disturbances; and f. Grievance related to the project, such as dissatisfaction with public consultation, disputes on fund management. Complaints regarding the effects of project activities will be addressed with reference to standard operating procedures which will be drafted during project inception. A two-tier system for handling of project-level grievances is established, with site/ sub-national level (City/ Regency, Province) and national level responses, outlined in the sections below. 5.3. National Level Grievance Redress Mechanism Grievance handling at the national level will be done by PMU. At the national level, an existing GRM portal called Lapor! is utilized for the grievance handling mechanism. Lapor!3 (literally means ‘report’) is managed by the Ministry of Administrative Reform and Bureaucracy Reform (Ministry of PANRB). Through this platform, citizens can convey their complaints (to any government programs/ policy/ activities), anonymously, or in discreet (will not be published) as they wish. The grievances will be verified and forward to the related 2 Further assessments are needed to complete this identification. 3 https://www.lapor.go.id/ 33 government institutions in three days, then will be followed up by the institutions in 5 days. The complaints may send their feedback in ten days. Besides through LAPOR! website, Lapor! can also be accessed through SMS 1708, Twitter @lapor1708, and Android/ IOS apps. Other than LAPOR!, grievances to PMU/ Project at national level can be received via/ captured by existing mechanism, such as: • Visit to office : DG Land Transport MoT Jl. Merdeka Barat No. 8 Jakarta Pusat 10110 Gedung Karsa Lt. 3); • Call/ phone: +62 (21) 3456919, 3811308 Ext. 1102, 1350 | Fax: (021) 3857085 • Email : humas_hubdat@go.id or • Social media: Instagram and twitter @ditjen_hubdat. GRM Mechanism for PMU at National Level Basically, the stages of national GRM comprise: Grievance Documentation and Administration • Every complaint must be documented and filed in the Project Grievance Log (Database), maintained under the national Program Manager by the Project safeguard specialist. The Safeguard Specialist will filter grievances and follow the handling procedures outlined below, resolution steps through to resolution which is also to be recorded in the database. At this stage, a registration number will be assigned to each filed complaint. Complaint status progress can be monitored with the registration number. The process must be transparent, and the complainants must be informed about it; and • For appeals, all supplementary documents, processes, and final recommendations must be submitted by PIU to PMU. Grievance Handling • PIU can consult government authorities or other stakeholders to get input in handling the grievance. If required, site investigation can be conducted to get further data and information about the filed complaint. The handling process must be done within 60 days since the complaints are received. • Results of the handling and recommendations will be informed to the complainants. If a complaint is solved, a report/record is filed in the database, and collated through regular monitoring. The results of grievance handling are final, and all processes must be documented well to be used as lessons learned. 34 5.4. Site/Sub-National Level GRM The current available GRMs of for the greater Bandung and Medan areas are summarized in Table 6. Detailed arrangement of the GRM in each of the cities are provided in the Bandung and Medan SEP and will be finalized and operationalized during implementation. Table 6: The Existing GRM at Provincial and City Government Level of the Greater Bandung and Medan Area Level Available GRM West Official website of the Provincial Government . The website put the link to Lapor!, a national-wide Java GRM platform. ‘Contact Us’ is provided to inform the public how to reach them (via address, email, Province phone, fax of the Communication and Information Agency/ Dinas Kominfo, completed with a location map). Moreover, short cut icons for their social media, namely Facebook, Twitter, Instagram, Google+, and YouTube also available on the website 4. Official website of the Provincial Dishub. The website put the link to Lapor!, a national-wide GRM platform. ‘Contact Us’ is provided to inform the public how to reach them (via address, email, phone, fax, completed with a location map). Moreover, short cut icons for their social media, namely Twitter, Instagram, and Youtube also available on the website 5. Dishub also provides the procedures and steps for getting information, and also how to send objections to the refusal of public information requests6. City of Official website of the City Government. The website put the link to Lapor! and their twitter for Bandung receiving the citizens’ grievances7. North Lapor! page for the North Sumatra Province for receiving the grievances in the provinces8. Sumatra Official website of the Provincial Government . The website9 provides the provincial government Province office address and phone number. Official website of the Provincial Dishub. The website10 provides ‘contact us’ form. Medan Official website of the City Government. The website11 put the link to Lapor!. City Official website of the City Dishub. The website12 provides ‘contact us’ form and Dishub’s office address and phone number. GRM Steps at the Site/City Level Site level grievance redress would be handled by the respective PIUs at sub-national level. One of the roles expected for the PIU is to become mediator in settling grievance or disputes, 4 https://jabarprov.go.id/ - popup 5 http://www.dishub.jabarprov.go.id/ 6 http://dishub.jabarprov.go.id/content/view/589.html 7 https://bandung.go.id/ 8 https://www.lapor.go.id/instansi/pemerintah-provinsi-sumatera-utara 9 https://www.sumutprov.go.id/ 10 https://dishub.sumutprov.go.id/ 11 https://pemkomedan.go.id/ 12 https://dishub.pemkomedan.go.id/ 35 so that all issues encountered on site can be resolved immediately. In other words, settlement of issues is not delayed for too long, which can make them more complex and widen the scope. In general, the stages of GRM must involve the following: Grievance Report • Those who file complaints can be members of the community, people, a group of people, or institutions; • Complainants are those who have interest based on legal object entity of the complainants that can be proven with valid permit documents; • The complainants complete Grievance Form (see Annex 2) that contains information about complainant’s identity and description of the grievance; • The complainants must list their identity, address, phone number that can be contacted to clarify their identity and communication, as well as correspondences regarding the handling of the complaints. Anonymous complaints may be registered through the same mechanism, however follow up responses will be determined on a case by case basis; and • Grievance can be filed directly to the PIU or by completing grievance form available at Dishub office or on the project website/ communication portal. Grievance Documentation and Administration • Every complaint must be documented and filed in the database. At this stage, a registration number will be assigned to each filed complaint. The PIU will issue complaint receipt for each complainant; and • The complaint’s progress status can be monitored with the registration number. The process must be transparent, and the complainants must be well informed about it. Grievance Material Verification and Validation • Complaints will go through preliminary verification to determine whether complainants are eligible to file complaint and it is done through verification of complainant’s identity and other required documents; and • Further verification is conducted to determine if the material can be handled by PIU. If not, the decision and reasons must be submitted in writing to the complainants. Verification and validation must be conducted immediately, not more than 14 days after complaints are received. Grievance Handling • PIU can consult the provincial stakeholder to get inputs in handling grievance. If required, site investigation can be conducted to get further data and information about the filed complaint. The handling process must be done within 60 days since the complaints are received; and 36 • All process must be documented well. Results of the handling and recommendations will be reported to the complainants. If a complaint is solved, a report/ record is filed in the database, and collated through regular monitoring. However, if a complaint has not been solved, further handling will be done by national level PMU. Institutional Arrangement for GRM implementation is as follows. Figure 1. Institutional Arrangement for GRM implementation Level Coordination and Reporting Project Steering Commitee Project National/ MoT Committee Project Social Specialist GRM National Coordinator (DGLT) Complaints from stakeholders at national level PIU Satker (Provincial and city/district level agencies) Transport agency to respond or to assign it to other relevant agencies/or escalate to Satker Konsultan supervise/ tenaga ahli sosial & lingkungan/ facilitator/ GRM officer (receive, verify, and respond whenever possible) Via LAPOR! Or other channels Complaints from communities, including but not limited to public transport operators, sellers in night market, micro businesses owners, broader public 6. SEF ROLES AND RESPONSIBILITIES The general responsibility implementing this SEF and related safeguard instruments lies with the Project Manager and the joint Executing Agency with DGs Land and Railways Transport of MoT (Central Project Management Unit below). It will be responsible for the day-to-day organization and supervision of implementation of the measures recommended in this SEF at the national level, and for overseeing the implementation of the different mitigation measures prescribed in this Framework for the site/regional Project teams. 37 The Program Managers of the regional Project Implementation units will be responsible for the day-to-day implementation of the measures recommended in this SEF and the yet to be developed SEPs. While the selected contractors would be responsible to conduct engagement activities as per the contract-agreement, the Program manager at PMU should oversee and monitor the implementation. These requirements are built into the ESMP and bidding documents and reflected in the contract with the contractors/ third parties. Program manager at PIUs will ensure that the regional team closely coordinates all Project activities with local stakeholders, and holds bi-annual consultations to inform the government and community of ongoing Project activities, seeking men and women’s views, and respond to questions or grievances. Stakeholder engagement must be closely coordinated by the PMU with the other government agency leaders and elected officials. The Mayor and other officials in each city will have an interest in ensuring that stakeholder engagement is effective and that timing of activities is coordinated, considering other events at the city level. The below provides an overview of the relationships between Project actors and stakeholders. Figure 2. Relationships between Project actors and stakeholders 6.1. Institutional arrangement for stakeholder engagement implementation The regional Project Managers will regularly report on the implementation of the SEF to the national Project Manager. The reports will be according to the Log-frame and Project M&E indicators identified in the Project Agreement. Error! Reference source not found. below s ummarizes the SEF responsibilities of each of the Project stakeholders. 38 Table 7: Roles and Responsibilities for SEF Implementation Entity SEF Responsibilities Project Manager Overall supervision and oversight of the SEF implementation. Central Project Management Unit National Project • Oversight of policy and technical aspects of SEF; Manager with • Ensuring safeguard documents are aligned with national regulations and legislation; technical inputs from • Ensuring qualified and experienced personnel are available in the Project Areas; the Safeguards • Development of relevant reporting templates and mechanisms for E&S Standards Specialist/ compliance (for example Consultation Register and Grievance Log); Consultant • Coordinating with relevant regional PIUs regarding the planning and implementation of the E&S assessment cycle in relation to the Project implementation schedule; • Provisioning the necessary technical assistance to facilitate the implementation, management, and monitoring of E&S standards; • Reviewing and approving screening reports, baseline socio-economic data, and site-specific ESMPs and SEPs; and • Developing, planning, and implementing trainings on SEF application, safeguard instruments, and environmental awareness. Regional Project • Ensuring that potential land tenure issues and competing claims are identified through Managers, which is review of existing grievances and GRM implementation during the pre-inception phase; part of the Satker/ • Ensuring, in close collaboration with the National, Project Manager that E&S screening is PIU (Provincial level) carried out for each sub-Project/activity prior to implementation; • Closely coordinating with the National Project Manager for review and approval of screening decisions and recommendations; • Ensuring, in close collaboration with the National Project Manager, the timely preparation of SEP, stakeholder register/ data collection, depending on the screening outcome; • Closely coordinating with the National Project Manager and Environmental Agencies to obtain any necessary clearances and environmental permits (e.g. ESIA/ AMDAL); • Ensuring that relevant SEP provisions are included in the design and in tender documents and in contractor/supplier agreements; • Ensuring SEP compliance during planning, construction, and operation; • Preparing and submitting regular E&S Monitoring and Progress Reports to the National Project Manager; • Closely coordinating with the National Project Manager to plan and deliver trainings and workshops on the Project’s E&S standard requirements and procedures to staff and contractors; • Developing a GRM in close collaboration with the National Project Manager, as well as ensuring that grievances are addressed at the appropriate level; • Raising awareness and disseminating and disclosing information on the GRM and the associated procedures at the Regional level; and • Ensuring adequate public consultation during E&S screening, SEP development, and encouraging community participation during sub-Project planning, management, and monitoring in close collaboration with the National Project Manager. Selected contractors • Ensuring that all engagement activities (communication and outreach, consultation, and GRM) that have been agreed on the working agreement will be undertaken. • These requirements will be included in the ESMP and bidding documents, and reflected on the contract agreement. • Provide information and facilitate the M&E specialist on M&E activities • Develop engagement activities report on a midterm basis, as part of E&S management activities report 39 Entity SEF Responsibilities • Closely coordinate with PMU/PIUs on the GRM implementation, particularly for any complaints that cannot be resolved by contractors (I.e. beyond their space of influence or authority) • Ensuring GRM is in place, be recorded. Institutional arrangement for Stakeholder Engagement, which is part of environmental and social management activities, is as follows: Figure 3. Institutional Arrangement for Stakeholder Engagement implementation Project Steering Committee Central PMU – DGLT National level MoT Key actor for implementing and PIU – Satker at Provincial overseeing subnational SEP, and Subnational level level comprises relevant reporting to NPMU agencies from provincial, city and districts levels Other agencies at city level/ Third Party/ Local facilitator/ and Contractors (working in the field) Key Note: PIU at provincial level, henceforth called ‘Satuan Kerja/ Satker’ consist of all relevant agencies at provincial, city and district levels. This should be legalised through Surat Keputusan Gubernur, which is substantiated by the Memorandum of Understanding (MoU)/ Nota Perjanjian between DGLT and subnational governments 40 (provincial and city/ district level agencies). The head of PIU ought to be joint-Bappeda-Sekda and Dishub government Province of West Java (to be confirmed once all settled). 6.2. Capacity Building Proper stakeholder engagement requires particular capacities in the team members, and an awareness of the knowledge and skills, including gaps, of the other stakeholders involved in the Project. All key personnel and the contractors should be trained in the contents and requirements of the SEF and SEPs, to ensure that approaches to stakeholder engagement are consistent. An initial capacity building assessment process identified that the Project team needs to improve and strengthen the environmental and social (E&S) standard awareness, government (national/ sub-national), relevant stakeholders, civil society, and internal team members, particularly at sub-project level. E&S experts will be hired to provide on the job support for the PIUs, including to support the consistent implementation of the SEF and SEP requirements. In addition, a specific training program will be developed, to be conducted a regular basis, which may support the Project personnel in being well informed on matters that could be raised by public or affected persons. The training for the Project teams comprises technical themes and specialized E&S topics, as detailed in the Project’s ESMF. 6.3. Financing As part of environmental and social management, stakeholder engagement activities will be financed under Component 1 and Component 2, while others will be covered by Contractors’ budget. Component 1 entails technical assistance activities, which may be resulted in downstream activities i.e. on ground activities in the subnational levels. In this case, engagement budget will be embedded to subprojects under Component 2 and thus discussed in SEP at city level. The selected contractors, who will be hired/selected during implementation of Component 2, will be required to implement some of the engagement activities, as part of their roles and responsibilities. For instance, when contractors are selected to develop Detailed Engineering Designs for bus depot, engagement activities/ consultations and GRM will be attached to that subproject budget and they would be required to conduct such consultations with relevant stakeholders. Details requirements of engagement activities would be stated in TOR and on contract-agreement with contractors. 41 The budget estimation for engagement activities is as follow: Expenditure Items Est. Amount Source of funding Recruitment of environmental and social specialists, IDR 6 billion Component 1 including community engagement specialist, throughout the (Approximation IDR 1.2 project implementation. billion per year) Public consultations, with all key stakeholders, at IDR 1.5 billion the provincial and city levels, including sequence of consultations with public transport operators organisations (ORGANDA), angkot drivers, and other PAPs Component 2 (Consultations may be delivered in hybrid mode due to the uncertainty of public health condition induced by Covid-19 Omicron variant). Annually to report progress, and update concerns/ feedback for the ongoing project operation. Stakeholder engagement with vulnerable groups (in IDR 1 billion separate sessions) throughout the project cycle, such as with people with disabilities, the elderly, pregnant women, and schoolchildren. Community facilitators (two persons) IDR 960 million (Approximation IDR 480 milli Community facilitators will be needed during prepration of on for 1 year) construction and by the last year of projec implementation, to lead consultation with angkot drivers, street vendors, or market vendors that will be affected by the construction and the BRT operation when it is ready. Component 2 Capacity building on community engagement for sub- IDR 1 billion national governments (may be delivered in hybrid mode due to the uncertainty of public health condition induced by Covid-19 Omicron variant) Stakeholder engagement and community awareness IDR 150 million materials and campaign at subnational levels Advertisement of the BRT project, via radio and local IDR 2 billion newspaper, several times (for instance, at the beginning, in the middle and at the end to promote the BRT) for the full cycle of the project GRM operationalization/ development of modules or IDR 650 million SOP and trainings and initial implementation (including hiring additional professional GRM trainers for assisting social specialist) GRM operationalization: Grievance Log/ database (IT IDR 750 million based service) throughout the project cycle Recruitment for Gender specialist for Sexual Exploitation IDR 600 million and Abuse (SEA); city-level mitigation measures and Component 1 response/referral mechanisms Monitoring and Evaluation, and Reporting consultants IDR 1.5 billion (periodically as per engagement plan) Sexual Exploitation and Abuse (SEA) complaints’ response TBD mechanism. Engagement activities for building awareness of the public IDR 500 million (through sponsoring or conducting seminar or workshop on inclusive urban mobility and/or public transport topics) Consultations that will be conducted by contractors as part TBD Contractors’ budget of component 2 subproject activities (i.e. DEDs 42 development, LARAP development/refinement, GRM implementation within their working site) Total BUDGET ESTIMATION IDR 16.6 billion 43 7. MONITORING AND REPORTING SEF monitoring will follow the wider Project M&E Plan which has developed a mechanism, tools and timeframe (frequency) for monitoring and evaluation plan of the Project implementation. The Project ESMF provides the wider outline of this monitoring, and for SEF objective of framing the monitoring of stakeholder engagement, the most relevant activities involving external stakeholders, are outlined by components below. Key items are highlighted in bold. Table 8: Checklist for SEF Monitoring and Evaluation Working Areas of Component 1 Aspect for M&E Frequency Technical Capacity is built for the development of Stakeholder engagement capacities are Semi- plans for integrated urban development, included in training for PMU and PIUs. annually mobility plans, transit orientated development, corridor, and mode selection studies. Relevant assessments and studies to E&S trainings for PIUs to make them aware of Semi- develop a pipeline of cities for subsequent the relevant E&S considerations in prioritizing annually implementation following RPJMN in the pipeline, including stakeholder priorities. engagement. ESMF and SEPs have been established. Institutional • PMU/ Technical Secretariat manages Each PIU has appointed an environmental and Semi- the implementation of the first phase social expert to the team. annually of the national program; The PIUs also include environmental agency • Establishment of sub-national PIUs in representatives. each of the first phase cities to E&S trainings conducted for the national and manage the planning, procurement regional PIUs. (including PPP and Transaction Advisory services) and PIUs conduct trainings for constructor implementation of Mass Transit companies on greening and OHS and clean and Systems in each city; and green housekeeping practices. • Sub-national institutional structures Grievance mechanisms at national and for for the Mass Transit Systems in each each sub-project has been developed. city are established to continue with Mass Rapid transport operation, maintenance and possible future expansion of the network. Component 2: Subprojects of Rapid Transport Systems Working areas of component 2 Monitoring and 44 Working Areas of Component 1 Aspect for M&E Frequency Reporting frequency Inception/ Planning/ Design Stage Environmental permits on relevant ESMF and sub-project ESMPs and SEPs have Semi- activities been developed. annually ESIAs and permits have been issued. Additional analysis: Relevant reports are available to the PIUs, Semi- including consultation records and adaptation annually 1. In depth assessment of affected to design, addressing stakeholder input. livelihoods of route expansion 2. Baseline analysis of GHG emissions existing in the sub-region before the Mass rapid transport interventions. 3. Design of the Mass rapid transport systems consider disabled people and security for women. Stakeholder engagement, especially Records of Workshop / meetings. Semi- affected communities: consultations annually Voluntary land acquisition agreements. regarding the SEF and the specific concerns (land acquisition, business Grievance mechanisms at sub-regional levels disturbance, and loss of livelihood) were are established and made publicly known . conducted, specifically including minority groups (women, disabled people or IPs) Operation of Rapid transport systems Feedback from local stakeholders who are Records of stakeholder meetings. affected on the environmental and social negative impacts. Grievance Handling Records of grievances and incidents. Semi- annually Monitoring of Mass rapid transport usage Survey results demonstrating impacts and Semi- with special attention to disabled people perceptions of different stakeholder annually and pregnant women categories. Monitoring of how request for Process-tracing for confidential complaints: Semi- confidential-reporting was implemented; review if confidential request was captured, annually is there any gaps or challenges to maintain whether verification is possible, and whether confidentiality (and to recommend confidentially was mainated until the approach/SOPs refinement whenever complaint was resolved (if confidentially can’t possible). be maintained, to identify what are the challenges) Monitoring of GHG emissions of the sub- Monthly Measurements and disclosure Semi- projects. (evidence) of M&E results. annually 45 8. ANNEXES 8.1. Public consultation notes Please see in SEPs at city level 8.2. Outline for Stakeholder Engagement Plan for (future) subprojects The following outlines the general content for the SEPs to be developed for the sites/sub- projects at city level. The SEPs will be developed by the PMU and PIU’s, combining government and specialist input to ensure the necessary stakeholders and appropriate processes are included. The principal difference between this SEF and the subsequent SEPs is in the details of each site/city and sub-project’s local stakeholders, the engagement methods or approaches tailored to them, and the break-down of activities planned by stage of the activity implementation- pre-construction, construction and operations stage. This detailed level of planning is to be implemented by the PIUs in each city, such that the SEP is an operational level document against which stakeholder engagement will be monitored. 1. INTRODUCTION 1.1. Overview and Objective 1.2. Project Description 1.3. Regulations and requirements 2. AN OVERVIEW OF STAKEHOLDER ENGAGEMENT 2.1. What is Stakeholder Engagement and Principles for Effective Stakeholder Engagement 2.2 Stakeholder Engagement Considerations 2.3. Stakeholder Identification 2.4. Stakeholder identification and consultation methods 2.5. Stakeholders identified 2.5.1.Stakeholder Categories / Communities 2.5.2.Non-community stakeholders 2.6. Stakeholder Engagement Objectives and Principles 2.6.1. Policy objectives 2.6.2.Operational objectives 2.6.3.Key principles 3. STAKEHOLDER ENGAGEMENT: PROJECT LIFE-CYCLE 46 Stakeholder Engagement activities 4. SEP RESOURCES AND RESPONSIBILITIES 5. 1 Roles and responsibilities Aside of roles of each government agency, to include roles and responsibilities of contractors that will be implementing the result from Technical Assistance (Component 1) to be a physical investment at subnational levels. 5.2 Institutional arrangement 5.3 Financing 5. GRIEVANCE MECHANISM 6.1 Definitions and Grievance Procedure 6.2. Grievance Redress Process 6.3. Community Level Grievance Redress Mechanism 6.4. Project Level Grievance Redress Mechanism 6.5. Judiciary Level Grievance Redress Mechanism 6. MONITORING AND REPORTING 47 8.3. Example grievance form. The sample form below can be adapted to Bahasa Indonesia or local languages where the project located, e.g. Sundanese for the project in Bandung, or Batak for the project in Medan. Below is the example of the English language form and the adaption to Bahasa Indonesia. COMPLAINT FORM Registration Number (will be filled by the grievance’s staff) Date of Complaint Reporter’s Name (not required, may be left blank) Cellular Phone Number Email Identity Number Request for Confidentiality  Yes  No Complaint Description Annex 48 FORMULIR PENGADUAN/ KELUHAN Nomor Registrasi Keluhan (akan diisi oleh petugas) Tanggal Pelaporan Keluhan Nama Pelapor (tidak harus diisi, dapat dikosongkan) Nomor Telpon/ HP Email/ Alamat Surat-Menyurat Nomor Identitas Permintaan untuk  Ya  Tidak Merahasiakan Laporan Deskripsi Keluhan (dapat dilengkapi dengan tanggal dan lokasi kejadian) Lampiran (data pendukung, dapat berupa dokumen, foto, dll.) 49