REPUBLIC OF TAJIKISTAN STAKEHOLDER ENGAGEMENT PLAN (SEP) ADDITIONAL FINANCING - SOCIO-ECONOMIC RESILIENCE STRENGTHENING PROJECT MARCH, 2025 1 CONTENTS LIST OF ABBREVIATIONS & ACRONYMS ..................................................................................... 4 GLOSSARY ............................................................................................................................................ 6 1. INTRODUCTION....................................................................................................................... 8 2. PROJECT DESCRIPTION ........................................................................................................ 9/ 3. PURPOSE AND OBJECTIVES OF SEP ................................................................................. 11 4. SCOPE AND STRUCTURE OF THE SEP.............................................................................. 12 5. REGULATORY POLICY AND FRAMEWORK................................................................... 12/ 5.1. Tajikistan National Disclosure Regulations ................................................................ …,,,, .12 5.2. World Bank Environmental and Social Standard for Stakeholder Engagement ................. 13 6. KEY GAPS BETWEEN NATIONAL LEGISLATION AND WORLD BANK ESS10 ........ 14/ 7. STAKEHOLDERS IDENTIFICATION AND ANALYSI ...................................................... 16 7.1. Methodology ........................................................................................................................ 16 7.2. Affected Parties ................................................................................................................... 17 7.3. Disadvantaged / vulnerable individuals or groups............................................................... 19 7.4. Stakeholder Analysis ........................................................................................................... 20 8.BRIEF SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES........... 30 8.1. Key stakeholder meetings and consultations during the project preparation ...................... 30 8.2. Stakeholder Engagement Methods to be used ..................................................................... 31 8.3. Information disclosure ......................................................................................................... 32 8.4. Community Meetings for SEP preparation ......................................................................... 33 8.5. Lessons learned in engaging communities / stakeholders from previous projects .............. 33 8.6. Summary of project stakeholder needs and methods, tools and techniques for SEP. ......... 35 9. RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING SEP .............................. 37 9.1. Implementation Arrangements and Resources .................................................................... 37 9.2. Roles and Responsibilities ................................................................................................... 37 10. GRIEVANCE REDRESS MECHANISM ............................................................................ 39 10.1. Description of Project Grievance Mechanism .............................................................. 39 10.2. Handling of sensitive grievances .................................................................................. 42 10.3. GRM Responsibilities ................................................................................................... 42 10.4. Tajikistan National Grievance System .......................................................................... 43 2 10.5. World Bank Grievance Redress System ....................................................................... 43 11. MONITORING AND REPORTING OF THE SEP ............................................................. 44 11.1. Involvement of Stakeholders in Monitoring Activities ................................................. 45 11.2. Reporting Back to Stakeholder Groups ......................................................................... 46 ANNEXES ............................................................................................................................................ 47 Annex 1 Letter to Chaiman of the Faizobod district……………………………………………………………………………….…..Error! Bookmark not defined.8 Annex 2 Protocol Public Consultation Meeting of the Faizobod district ……………………………………………………489 Annex 2.1 Translated Protocol Public Consultation Meeting of the Faizobod district …………………………5152 Annex 3 List of the participant Public Consultation Meeting of the Faizobod district …………………………545 Annex 4 Distribution of office supplies for Faizobod district …………………………………………………………….………566 Annex 5. Photos Public Consultation Meeting of the Faizobod district ……………………………………………………Error! Bookmark not defined.0 Annex 6 Letter to Chaiman of the Roghun c …………………………………………………………….…………….………….5861 Annex 7 Protocol №2 Public Consultation Meeting of the Rogun ct ……………………………………………………5862 Annex 8 List of the participant Public Consultation Meeting of the Rogun c ………………………………………….67.65 Annex 9 Distribution of office supplies for Roghun c ………………………………………………………………………………6968 Annex 10. Photos Public Consultation Meeting of the Rogun c …………………………………………….……………. 58 Annex 11 Letter to Chaiman of the Nurobod district …………………………………………………………………………… 77 Annex 12 Protocol Public Consultation Meeting of the Nurobod district ………………………………………… 78 Annex 13 Photos Public Consultation Meeting of the Faizobod district ……………………………….……..…………80 Annex 14 Letter to Chaiman of the c. TurzunzodaError! Bookmark not defined. …………………………………………………………………….….…….……81 Annex 15 Protocol Public Consultation Meeting of the c.Turzunzoda 48……………………………………………………82 Annex 16 List of the participant Public Consultation Meeting of the c. Turzunzoda …………………….…………… 86 Annex 17 Distribution of office supplies for c. Turzunzoda …………………………………………………..….….….………88 3 Annex 18. Photos Public Consultation Meeting of the c. Turzunzoda …………………………….…………….………… 91 Annex 14 Letter to Chaiman of the Dangara district ………………………………………………………………………………92 Annex 15 Protocol Public Consultation Meeting of the Dangara district ……………………….…………………………4893 Annex 16 List of the participant Public Consultation Meeting of the Dangara distric ……….…….………………100 Annex 4 Distribution of office supplies for Dangara district ……………………………………………………………………105 Annex 5. Photos Public Consultation Meeting of the Dangara district …………………….… …………………………101 Error! Bookmark not define d. 4 LIST OF ABBREVIATIONS & ACRONYMS CEP - Committee for Environmental Protection CDD - Community-Driven Development DEP - Department on Environmental Protection EE - Ecological Expertise EHS - Environmental, Health and Safety issues ESIA - Environmental & Social Impact Assessment ESA - Environmental and Social Assessment ESMP - Environmental and Social Management Plan ESMF - Environmental and Social Management Framework ESF - Environmental and Social Framework ESS - Environmental and Social Standard GBAO - Gorno-Badakhshan Automonous Oblast FP - Focal Point FPs - Facilitating Partners FY - Fiscal Year GOT - Government of Tajikistan GFP - Grievance Focal Point GRM - Grievance Redress Mechanism ICT - Information and communication technologies IDA - International Development Association / World Bank IP - Implementation Partner IR - Involuntary Resettlement JPC - Jamoat Project Commission LMP - Labor Management Procedures M&E - Monitoring and Evaluation MIS - Management information system MoF - Ministry of Finance of Tajikistan MSDSP - Mountain Societies Development Support Program NEET - Not employed, not in education or training youth NGO - Non-Governmental Organization NSIFT - National Social Investment Fund of Tajikistan OP - Operational Policies (World Bank) O&M - Operations & Maintenance PAP - Project Affected Person PCR - Physical Cultural Resources PDO - Project Development Objective PMU - Project Management Unit PIU - Project Implementation Unit PFI - Participating Financial Institution RMR - Risk Mitigation Regime RPF - Resettlement Policy Framework RAP - Resettlement Action Plan RSP - Resilience Strengthening Program 5 REDP - Rural Energy Development Project SA - Social Assessment SEE - State Ecological Expertise SERSP - Socio-Economic Resilience Strengthening Project SEP - Stakeholder Engagement Plan PSC - Project Supervision Consultants TA - Technical Assistance TOR - Terms of Reference VPC - Village Project Committee WB - World Bank UNICEF - United Nations Children Fund UPSHIFT - UNICEF-funded youth social innovation and social entrepreneurship program DFZ - Directorate Flood Zone PMG - Project Management Group HPP - Hydropower Plant (HPP) 6 GLOSSARY Consultation: The process of gathering information or advice from stakeholders and considering these views when making project decisions and/or setting targets and defining strategies. Dialogue: An exchange of views and opinions to explore different perspectives, needs and alternatives, with a view to fostering mutual understanding, trust and cooperation on a strategy or initiative. Community Based Organizations (CBOs): Organizations that are established by communities and comprise community members. Examples of CBOs include farming cooperatives. Corporate Responsibility (CR): A concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders. Community social investments: Contributions (monetary, staff time or gifts in kind) that are made to stakeholders, and bring benefits to these stakeholders over and above an operation’s core activities. The beneficiaries of these contributions can range from local to national and international stakeholders. These investments are generally aimed at addressing needs within a target community. The scope of these activities could range from donations to charities that link with business needs and strategies, for example capacity building and skills development amongst local residents for employment purposes, and local procurement. Engagement: A process in which a company builds and maintains constructive and sustainable relationships with stakeholders impacted over the life of a project. This is part of a broader “stakeholder engagement” strategy, which also encompasses governments, civil society, employees, suppliers, and others with an interest in the project. Environmental and Social Impact Assessment (ESIA): An assessment comprising various social and environmental studies which aim to identify project impacts and design appropriate mitigation measures to manage negative impacts, and to enhance positive project impacts. Feasibility/Pre-Construction phase: The phase of a project which includes the Environmental and Social Impact Assessment, and financial and engineering feasibility studies. Jamoat: Refers to the local self-governing body at the sub-district level, administering several villages and functioning based on the Law of the Republic of Tajikistan “On Self-Government Bodies in Towns and Villages” (1994, amended 2009 and 2017). Jamoat Project Commission: The self-governing Jamoats at the subdistrict level will establish Jamoat Project Commissions to implement the subprojects located in the territory administered by the Jamoat. Implementation Partners: Represent local organizations (like Centers for Additional Education or youth and women spaces) to be recruited to deliver youth inclusive services services during the project implementation period. Livelihoods: The financial and/or subsistence activities undertaken by households to meet their daily needs. Typically rural households undertake multiple livelihood strategies that include subsistence farming and informal trading. Local communities: Refers to groups of people living in close proximity to a project that could potentially be impacted by a project. (“Stakeholders,” in contrast, refers to the broader group of people and organizations with an interest in the project.) Non-Government Organizations (NGOs)/Facilitating Partners: Private organizations, often 7 not-for-profit, that facilitate community development, local capacity building, advocacy, and environmental protection. Partnerships: In the context of engagement, partnerships are defined as collaboration between people and organisations to achieve a common goal and often share resources and competencies, risks and benefits. Pre-Feasibility phase: The phase of a project which includes a Screening Study to identify social and environmental fatal flaws, and a Scoping Study to identify and assess the social and environmental issues of a proposed project and evaluate project design alternatives prior to proceeding to project feasibility. Project: Refers to Social and Economic Resilience Strengthening Project, which is a part of the World Bank Resilience Strengthening Program in Tajikistan. Project Area: A geographical area within which direct and indirect impacts attributable to a project can be expected. Typically a Project Area is (i) unique to a project (ii) larger than the actual footprint of a project; and encompasses socio-economic issues and impacts, as well as issues and impacts associated with other disciplines (e.g. environment, health and safety). Defining the Project Area is used to determine a project’s area of influence and responsibilities. It also provides guidance on the area within which impacts need to be monitored, and managed, and it also assists with defining project stakeholders that should be engaged during an ESIA process. Stakeholder: Refers to individuals or groups who: (a) are affected or likely to be affected by the project (project-affected parties); and (b) may have an interest in the project (other interested parties).Stakeholders are defined as people or entities that are affected or may have an interest in the Project. Stakeholder engagement: It is a continuous process used by the project to engage relevant stakeholders for a clear purpose to achieve accepted outcomes. It includes a range of activities and interactions over the life of the project such as stakeholder identification and analysis, information disclosure, stakeholder consultation, negotiations and partnerships, grievance management, stakeholder involvement in project monitoring, reporting to stakeholders and management functions. Stakeholder Engagement Plan: A plan which assists managers with effectively engaging with stakeholders throughout the life of the project and specifying activities that will be implemented to manage or enhance engagement. Village Project Committee: A committee to be established in target villages to mobilize communities, support community capacity building, and lead the selection and implementation of subproject activities at the community level. 8 1. INTRODUCTION The Socio-Economic Resilience Strengthening Project (SERSP) is one of three operations financed by the International Development Association (IDA) Risk Mitigation Regime (RMR) to support Tajikistan’s Resilience Strengthening Program, which aims to address risks associated with fragility, conflict, and violence.2 Parent project SERSP was approved on June 20, 2019, and after a delay in ratification, became effective on July 8, 2020. The project is implemented by the National Social Investment Fund of Tajikistan (NSIFT) with an IDA grant of US$37 million. The AF will address priority Government development objectives and complement the Rogun HPP. It will support Government objectives for energy efficiency, the role of public institutions in economic development, alleviation of social and gender imbalances, and adaptation to climate change. It will address World Bank objectives related the transformational Rogun project and objectives to enhance people’s knowledge and skills, address regressive gender norms, promote livelihood opportunities for women in rural settings, enhance public sector transparency and accountability, and ensure affordable, climate resilient energy. The AF will complement Rogun HPP livelihood and landscape restoration activities, and create a more supportive local, national and global enabling environment for construction and operation of Rogun by strengthening risk management via built-in stakeholder engagement and feedback mechanisms that enhance community participation, inclusion of women and youth, and local ownership. It will strengthen the Rogun benefit sharing mechanism by expanding relatively limited resources that will be available in the early years of the Rogun Hydropower Benefit Sharing Fund. Finally, it will help to establish a platform for other financiers to support, via co-financing or other means, Rogun benefit-sharing and place-based, community-led infrastructure and livelihoods. Proposed additional financing involves both modification of existing project activities and scale-up of activities to enhance development impact. The project is in its last year of implementation, with US$31.4 million (88%) disbursed and remaining funds US$6.3 million committed to be implemented by August 29, 2025, based on current disbursement schedule. The Ministry of Finance (MoF) submitted a request to the World Bank in August 2024 for an Additional Financing (AF) to expand SERSP social infrastructure and livelihood opportunities. The proposed AF will both adjust SERSP’s place-based, community-driven investment and livelihoods approach based on lessons learned and scale up its activities to cover additional districts and jamoats in the Rogun affected area and in other disadvantaged rural areas. This will extend and expand the Government’s successful experience with CDD, as SERSP (and the CASA1000 Community Support project also implemented by NSIFT) have demonstrated significant results at the community level. It will complement Rogun livelihood restoration and can provide initial Rogun benefit sharing. 2The other two operations financed by the IDA 18 RMR are the Rural Economy Development Project (P168326), which supports the creation of economic opportunities for vulnerable groups, and the Rural Electrification Project (P170132), which supports demand-based social services and on-and off-grid electricity supply and energy investments for previously unconnected communities in the Afghanistan–Tajikistan border areas of the Gorno-Badakhshan Autonomous Region (GBAO) and Khatlon. 9 2. PROJECT DESCRIPTION The Socio-Economic Resilience Strengthening Project (SERSP) is one of three operations financed by the International Development Association (IDA) 18 Risk Mitigation Regime (RMR) to support Tajikistan’s Resilience Strengthening Program, which aims to address risks associated with fragility, conflict, and violence.3 SERSP was approved on June 20, 2019, and after a delay in ratification, became effective on July 8, 2020. The project is implemented by the National Social Investment Fund of Tajikistan (NSIFT) with an IDA grant of US$37 million. Proposed additional financing involves both modification of existing project activities and scale-up of activities to enhance development impact. The project is in its last year of implementation, with US$31.4 million (88%) disbursed and remaining funds US$6.3 million committed to be implemented by August 29, 2025, based on current disbursement schedule. The Ministry of Finance (MoF) submitted a request to the World Bank in August 2024 for an Additional Financing (AF) to expand SERSP social infrastructure and livelihood opportunities. The AF will adjust SERSP coverage to include Rogun-affected jamoats (70% of AF community investments) as well as disadvantaged communities (the remaining 30%) in other parts of the country (using criteria such as population, poverty, remoteness, natural resources and landscape degradation and vulnerability to impacts of climate change), in agreement with Government. In the Rogun-affected area, the AF will cover jamoats in the five districts and cities (Faizobad, Nurobad, and Danghara districts, Rogun and Tursunzoda cities) that include resettlement villages under the second Rogun HPP Resettlement Action Plan (RAP2) – 6 jamoats with 16 resettlement villages and an additional 27 jamoats across the five districts. Outside of the Rogun affected area, two additional districts will be selected using criteria such as population, poverty/income level, remoteness, vulnerability to impacts of climate change. These criteria, which will be weighted, will provide a transparent mechanism to select disadvantaged districts with significant needs, but not exclusively the poorest or most remote. The selection criteria for disadvantaged districts, including weighting scores for each criterion is under discussion and will be agreed and endorsed by relevant government agencies prior to negotiations. The coverage, criteria and allocations, and the revised components are designed to provide a modular structure that can readily be scaled up. This will enable AF activities to be extended to additional jamoats and districts when additional funding becomes available from external partners. The AF will utilize the existing SERSP components, with refinements to incorporate lessons learned, the revised geographic coverage and alignment with Rogun benefit-sharing. Proposed changes include increased focus in Component 1 on incorporating CDD practices in local government planning and investment processes; enhanced livelihood activities in Component 2 with a focus on women and youth; an increased focus on climate resilience in mobilization, investments and livelihood activities. 3The other two operations financed by the IDA 18 RMR are the Rural Economy Development Project (P168326), which supports the creation of economic opportunities for vulnerable groups, and the Rural Electrification Project (P170132), which supports demand-based social services and on-and off-grid electricity supply and energy investments for previously unconnected communities in the Afghanistan–Tajikistan border areas of the Gorno-Badakhshan Autonomous Region (GBAO) and Khatlon. 10 Changes in the project components are described below in Table 1: TABLE 1: PROJECT COMPONENTS AND SUB-COMPONENTS Component 1: Inclusive Local Development Initiatives Subcomponent 1a: Subgrants for Local Development Initiatives (no change, expansion of coverage) Subcomponent 1b: Community and Youth Mobilization, Social Accountability, Local Governance Capacity (no change, expansion of coverage) Subcomponent 1c: Refurbishment of Youth Facilities (will not be continued) Component 2: Youth and Women Inclusive Livelihoods (activities restructured) Subcomponent 2a: Support for individual and group livelihoods (refinement of former subcomponent 2b) Subcomponent 2b: Support to micro and small businesses (new activity) Subcomponent 2C: Support to skill building (only if additional funding is mobilized) Component 3: Project management, M&E and benefit sharing support (expansion of coverage) Component 1: Inclusive Local Development Initiatives (US$17.5 million IDA). The AF will provide subgrants to Rogun-affected and other jamoats to finance local-level, climate-resilient, socio-economic infrastructure that addresses priorities identified through a participatory village needs assessment and decision-making process. It will strengthen the capacity of jamoat administrations and community-level institutions, including mahalla committees, to engage with citizens and deliver services efficiently, fairly, and in a way that responds to the needs of citizens, including youth and women. This component will finance public goods, civil works, community mobilization and capacity building support for community member Component 2: Youth and women inclusive livelihoods (US$5.0 million IDA). This component is revised to reflect good practices and lessons from Tajikistan based on consultations with development partners, other livelihood support programs, and World Bank sectoral teams. The activities are also designed to complement the Government of Tajikistan’s livelihood restoration support for Rogun-affected communities. Component 2 adjustments include: (i) current SERSP subcomponent 2A that provided youth training will be dropped; (ii) a new subcomponent 2A to provide at least 7,000 community members, particularly women, youth and Rogun affected communities with entrepreneurship and business development trainings, following by business grants to 1,250 beneficiaries along with coaching and mentoring for 12 months; (iii) a new subcomponent 2B will support 100 existing micro and small enterprises business partners with business acceleration trainings, and provide around 50 of them with grants. If financing becomes available, an additional subcomponent 2C to support technical skill development for high demand sectors can be added. Component 3. Project Management, Monitoring & Evaluation and Rogun benefit sharing support. This component will be expanded to cover new target areas. In addition to supporting overall project management, it will support NSIFT’s alignment with the benefit-sharing mechanism (BSM) to be adopted by the government, if the CDD is adopted as a channel. Benefit sharing is intended to ensure that local communities, including those affected by the Rogun Hydropower Project (HPP), equitably 11 benefit from the project’s outcomes. The project will support this through: (i) technical Support to facilitate NSIFT alignment and integration with the BSM (under component 3); (ii) awareness raising and outreach to inform communities about the Rogun HPP, benefit-sharing approach, and how SERSP AF resources help to kick off this process (component 1a); (iii) Jamoat capacity strengthening to manage the future benefit-sharing program (BSP) via training on governance, financial management, and community engagement (component 1b). 3. PURPOSE AND OBJECTIVES OF SEP As per the Environmental and Social Standard ESS 10 - Stakeholders Engagement and Information Disclosure – the implementing agencies should provide stakeholders with timely, relevant, understandable and accessible information, and consult with them in a culturally appropriate manner, which is free of manipulation, interference, coercion, discrimination and intimidation. The overall objective of this SEP is to define a program for stakeholder engagement, including public information disclosure and consultation, throughout the entire project cycle. The SEP outlines the ways in which the project team will communicate with stakeholders and includes a mechanism by which people can raise concerns, provide feedback, or make complaints about project and any activities related to the project. The involvement of the local population is essential to the success of the project in order to ensure smooth collaboration between project staff and local communities and to minimize and mitigate environmental and social risks related to the proposed project activities. In the context of infectious diseases, broad, culturally appropriate, and adapted awareness raising activities are particularly important to properly sensitize the communities to the risks related to infectious diseases and vaccination. The scope and level of detail of the SEP commensurate with nature and scale, potential risks, and impacts of the project and the level of concern in the project area. Stakeholder engagement refers to a process of: • Sharing information and knowledge in a meaningful manner. • Seeking to understand and respond to the concerns of individuals potentially impacted or affected by an activity in a transparent, inclusive and timely process; and • Building relationships based on trust. The specific objectives of the SEP are to: • Identify and assess the stakeholder groups and their profiles, interests, issues/impacts and concerns relevant to the Project (stakeholder mapping). • Inform project design and/or mitigation measures, including alternatives. • Identify specific initiatives (e.g.,community meetings, focus-group discussions, face-to-face meetings, posters in public facilities) to allow meaningful engagement with the different stakeholder groups in a manner that is transparent and accessible and using culturally appropriate communication methods with a specific focus on vulnerable groups. • Allow a relationship to be built with the various stakeholders of the Project based on mutual respect and trust. • Facilitate adequate and timely dissemination of information on technical, economic, environmental and social risks and impacts to the stakeholder groups in a timely, understandable, accessible and culturally appropriate manner and format. 12 • Establish systems for prior disclosure/dissemination of information and consultation, including seeking inputs from affected persons, incorporation of inputs, as applicable, and providing feedback to affected persons/groups on whether and how the input has been incorporated. • Establish a mechanism for feedback and dispute resolution (through a Grievance Redress Mechanism) and • Establish a procedure for registering and tracking grievances of the activities undertaken through reporting and monitoring of the GRM. The purpose of Grievance Redress Mechanism GRM is to provide a forum for internal and external stakeholders to voice their concerns, queries and issues with and provide suggestions on the Project (be that openly or anonymously). Such a mechanism should provide the stakeholders with a responsible Project personnel or channel through which their queries can be communicated with the assurance of timely responses to each query. The specific objectives of the GRM are to: • Allow stakeholders the opportunity to raise comments/concerns. • Manage and monitor the handling of comments responses and grievances (via fair and timely investigation), and • Ensure that comments, responses, and grievances are handled in a fair, accessible and transparent manner, in line with the applicable reference framework (with acceptance in genuine cases from both parties). 4. SCOPE AND STRUCTURE OF THE SEP Scope of the SEP shall be as outlined in the World Bank’s ESS10. The engagement will be planned as an integral part of the project’s environmental and social assessment and project design and implementation. This document has 11 chapters. The first chapter serves as an Introduction. It provides a brief about the project and the context in which the SEP is being prepared. Chapter 2 and 3 describe of Project description and objectives. Chapter 4 describes scope and structures. Chapter 5 and 6 list the regulatory frameworkin Tajikistan which provides a legitimacy for SEP. Stakeholder Identification, Mapping and Analysis is elaborated in the chapter 7. A summary of the consultations held so far is presented in Chapter 8. Resources and Responsibilities are presented in Chapter 9. Grievance Redress Mechanism (GRM) follows in Chapter 10. Monitoring, documentation and reporting are presented last, in Chapter 11. 5. REGULATORY POLICY AND FRAMEWORK 5.1. Tajikistan National Disclosure Regulations Law of the Republic of Tajikistan "On Freedom of Information" relies on Article 25 of the Constitution, which states that state bodies, public associations and officials are obliged to provide everyone with the opportunity to receive and familiarize themselves with documents relating to his/her rights and interests, except in cases stipulated by law. The law applies to relations related to access to information contained in official documents and is not classified as restricted information in the interests of ensuring national security in accordance with the legislation on state secrets and other regulatory legal acts regulating relations in the field of protecting state secrets. Law of the Republic of Tajikistan on appeals of individuals and legal entities (2016) contains legal provisions on established information channels through which citizens can submit grievances and 13 inquiries. Article 14 of the Law establishes the terms for the consideration of grievances: 15 days from the date of receipt, which do not require additional study and research, and 30 days for applications that require additional study. These legal provisions will be considered in the project grievance redress mechanism. Law on Local Government Bodies (2004) provides the chairman of the district or city administration with powers in the field of natural resources management, construction and reconstruction of environmental facilities, supervision of local structures in the field of waste management, sanitary and epidemiological supervision, health care and social protection of the population within the boundaries of the administrative-territorial unit. Public gatherings are allowed only upon prior notification and concurrence of the local authority (District Hukumat). Article 13 of the Law "On Environmental Protection" proclaims the citizen's right to environmental information, as well as to participate in the development, adoption and implementation of decisions related to environmental impact. The latter is ensured by public discussion of projects of environmentally important decisions and by conducting public environmental assessments. Representative bodies of state power are obliged to address the comments and suggestions of citizens. Civil Code determines the procedure for exercising property rights and other property rights, rights to the results of intellectual activity, regulates contractual and other obligations, as well as other property and related obligations of personal non-property relations based on equality, independence of will and property independence of their participants. Family, labor relations, relations on the use of natural resources and environmental protection are regulated by civil law, unless otherwise provided by the laws on family, labor, land and other special legislation. 5.2. World Bank Environmental and Social Standard for Stakeholder Engagement The World Bank’s Environmental and Social Framework (ESF) came into effect on October 1, 2018. The ESF includes Environmental and Social Standard (ESS) 10, “Stakeholder Engagement and Information Disclosure”, which recognizes “the importance of open and transparent engagement between the Borrower and project stakeholders as an essential element of good international practice”. ESS10 emphasizes that effective stakeholder engagement can significantly improve the environmental and social sustainability of projects, enhance project acceptance, and make a significant contribution to successful project design and implementation. ESS10 applies to all projects supported by the Bank through Investment Project Financing if preparation starts after the ESF became effective. The Borrower will engage with stakeholders as an integral part of the project’s environmental and social assessment and project design and implementation. According to the World Bank’s ESF (June 2018), the requirements set out by ESS10 are the following: • Borrowers will engage with stakeholders throughout the project life cycle, commencing such engagement as early as possible in the project development process and in a timeframe that enables meaningful consultations with stakeholders on project design. The nature, scope and frequency of stakeholder engagement will be proportionate to the nature and scale of the project and its potential risks and impacts. • Borrowers will engage in meaningful consultations with all stakeholders. Borrowers will provide stakeholders with timely, relevant, understandable and accessible information, and consult with them in a culturally appropriate manner, which is free of manipulation, interference, coercion, discrimination and intimidation. • The process of stakeholder engagement will involve the following, as set out in further detail in the ESS: (i) stakeholder identification and analysis; (ii) planning how the engagement with 14 stakeholders will take place; (iii) disclosure of information; (iv) consultation with stakeholders; (v) addressing and responding to grievances; and (vi) reporting to stakeholders. • The Borrower will maintain and disclose as part of the environmental and social assessment, a documented record of stakeholder engagement, including a description of the stakeholders consulted, a summary of the feedback received and a brief explanation of how the feedback was considered, or the reasons why it was not. A Stakeholder Engagement Plan proportionate to the nature and scale of the project and its potential risks and impacts need to be developed by the Borrower. It has to be disclosed as early as possible, and before project appraisal. And the Borrower needs to seek the views of stakeholders on the SEP, including the identification of stakeholders and the proposals for future engagement. If significant changes are made to the SEP, the Borrower has to disclose the updated SEP (World Bank, 2017: 99). According to ESS10, the Borrower should also propose and implement a grievance mechanism to receive and facilitate the resolution of concerns and grievances of project-affected parties related to the environmental and social performance of the project in a timely manner (World Bank, 2017: 100). For more details on the WB Environmental and Social Standards, please follow the below links:www.worldbank.org/en/projects-operations/environmental-and-social-framework/brief/environ mental-and-social-standards. 6. KEY GAPS BETWEEN NATIONAL LEGISLATION AND WORLD BANK ESS10 Summary of World Bank ESS10 Requirements and Key Gaps with Legal Requirements of the Republic of Tajikistan is provided in the table 2 below: Table 2: Key Gaps between National and WB ESS10 requirements Principles to be ESS10 and Key requirements/gaps in WB requirement details followed by the Topic national legal framework Project Stakeholder ▪ Identify Project affected ▪ Tajikistan National The principles of ESS10 analysis and stakeholders, including legislation does not mandate must be followed, and a SEP planning vulnerable groups4 a detailed and continuous should be prepared, ▪ Develop and implement a engagement process across including stakeholder Stakeholder Engagement Plan the entire project lifecycle. mapping, analysis, and an Public consultations are engagement plan. The SEP required mainly during must be regularly updated project approval stages (as throughout the project part of EIA), and follow-up lifecycle to ensure engagement is limited. continued relevance and ▪ ESS10 requires more inclusivity. proactive and structured engagement, including the development of an SEP, which is generally absent in national legislation. 4Vulnerable stakeholders are defined as those who may be differently or disproportionately affected by the Project due to pre-existing disadvantaged status, or whose situation may mean that they are hard to reach, and/or require differentiated measures in consultation and disclosure activities to allow their effective participation. 15 Principles to be ESS10 and Key requirements/gaps in WB requirement details followed by the Topic national legal framework Project Disclosure of Provide stakeholders with ▪ National laws, particularly The principles of ESS10 information access to information on: under the EIA framework, must be adhered to, ensuring ▪ Purpose, nature and scale of require the disclosure of that stakeholders are the Project environmental information provided with timely ▪ Duration of proposed Project to the public. However, the information regarding the activities timeliness and accessibility project, including any ▪ Any risks, potential impacts of such information, associated risks, potential and mitigation measures especially for vulnerable impacts, and mitigation ▪ Proposed stakeholder stakeholders, are not always measures. engagement process guaranteed. ▪ Grievance Mechanism ▪ Information disclosure is often limited to the early stages of a project. Consultation Consultation will be in line ▪ Tajikistan legislation does Consultations must align with the degree of potential not mandate a detailed and with the potential project project impacts and will: continuous engagement impacts and follow ESS10 ▪ Begin early and continue process across the entire requirements, including throughout the Project project lifecycle. early initiation, continuous lifecycle ▪ Public consultations are engagement, prior ▪ Be based on prior disclosure required mainly during information disclosure, and dissemination of project approval stages (as focus on directly affected information part of EIA), and follow-up parties, independence from ▪ Focus on those directly engagement is limited. external influence, affected meaningful participation, ▪ Be free of outside interference and proper documentation. and external manipulation ▪ Enable meaningful participation ▪ Be documented External Implement and maintain a No such requirement in The principles of ESS10 communications procedure for external local legislation. must be followed communications that: implementing and ▪ Registers communication maintaining a procedure for ▪ Screens and assesses issues external communications. raised ▪ Track and documents responses ▪ Adjust the management program Grievance Establish a Grievance ▪ Tajikistan legislation does The principles of ESS10 Mechanism Mechanism to receive and not always ensure the must be followed, including facilitate resolution of existence of a formal and the establishment of a GRM Affected Communities’ well-communicated accessible to all concerns and grievances grievance mechanism for all stakeholders. about the Project. stakeholders involved in a The Grievance Mechanism project. should: ▪ ESS10’s requirement for an ▪ Resolve concerns promptly established GRM from the ▪ Use a transparent and beginning, with an emphasis 16 Principles to be ESS10 and Key requirements/gaps in WB requirement details followed by the Topic national legal framework Project culturally appropriate on continuous accessibility consultative process and transparency, goes beyond what is required under TJK law. Ongoing ▪ Provide periodic progress ▪ Tajikistan legislation does Following ESS10 principles reporting to updates, specifically with not require the same level of periodic progress updates, affected regard to issues or grievances structured monitoring and communication of communities communities have raised. accountability for management program ▪ Communicate any updates of stakeholder engagement as changes, and community the management program. ESS10. reporting must be provided ▪ Report to the community with ▪ Continuous monitoring and regularly, with a frequency frequency that is adaptation of engagement that addresses community proportionate to the concerns strategies, as required by concerns, but no less than of affected communities but ESS10, are generally absent. once per year. not less than annually. 7. STAKEHOLDERS IDENTIFICATION AND ANALYSIS 7.1. Methodology Project stakeholders are defined as individuals, groups or other entities who: • are impacted or likely to be impacted directly or indirectly, positively or adversely, by the Project (also known as ‘affected parties’); and • may have an interest in the Project (other interested parties’). They include individuals or groups whose interests may be affected by the Project and who have the potential to influence the Project outcomes in any way. The identification of stakeholders in relation to the Project was carried out based on the following criteria: • Influence: the social group is able to significantly influence the process of Project implementation; • Impact: the implementation of the Project may significantly affect a certain social group (stakeholders); • Partnership: there are opportunities for building partnerships between the Company and the given social group; and • Interest: a social group or individuals not necessarily directly affected by the Project may (or may not) show interest in it. Stakeholder engagement requires the identification of stakeholders considering the above criteria and the definition of appropriate methods for engagement with them. For the purposes of effective, tailored and inclusive engagement, stakeholders of the project can be divided into the following three core categories: • Project-affected parties – persons, groups and other entities within the Project Area of Influence that are directly influenced (actually or potentially) by the project and/or have been identified as most susceptible to change associated with the project, and who need to be closely engaged in 17 identifying impacts and their significance, as well as in decision-making on mitigation and management measures. • Other interested parties – individuals/groups/entities that may not experience direct impacts from the Project but who consider or perceive their interests as being affected by the project and/or who could affect the project and the process of its implementation in some way; and • Vulnerable groups – persons who may be disproportionately impacted or further disadvantaged by the project(s) as compared with any other groups due to their vulnerable status3, and that may require special engagement efforts to ensure their equal representation in the consultation and decision-making process associated with the project. In order to develop an effective SEP, it is important to understand how stakeholders are related to the Project and their needs and expectations for engagement and consultation. This information can then be used to tailor engagement to each type of stakeholder. As part of this, it is important to identify stakeholders who may find it more difficult to participate and those who may be differentially or disproportionately affected by the Project because of their marginalized or vulnerable status. Stakeholder mapping will consider: • Who is affected by the Project and how; • Whether the stakeholder supports, is neutral towards or is opposed to the Project; • Each stakeholder’s key interests and concerns in relation to the Project; • How different stakeholders can influence the project and what risks or opportunities this presents to the Project. Different issues are likely to concern different stakeholders, and so stakeholders have been grouped based on their potential connections to the Project. Understanding the connections of a stakeholder group to the project helps identify the key objectives for and best approaches to engagement for differing groups and individuals. Deciding on which mechanism to use is dependent on the level of feedback required, as well as on the ease with which participants can be involved in the engagement activity. Face-to-face meetings and common meetings may be more appropriate for directly affected stakeholders where a two-way information flow is required to understand opinions and concerns. Press releases might be more appropriate for the general public (not directly impacted) where the engagement is more about information dissemination as opposed to seeking opinions and concerns. 7.2. Affected Parties Affected parties and beneficiaries of the project, as well as other parties that may be directly affected by the Project. Each stakeholder / group is rated for the relative importance- starting from rating from 1 to 5 stars. Five being high and is to be accorded full scale attention. This helps in assigning importance for further analysis. The Universal mapping and the relative importance are presented below: Table 3: Universal Stakeholder Mapping # Level – AdministrativeSpace Stakeholders Significance ***** 1. International level WB ***** 2. National / Country Level Government of the Republic of the Tajikistan ***** 18 Ministry of Finance of the RT ***** Ministry of Energy and Water Resources of the RT ***** Ministry of Economic Development and Trade of the RT ***** Ministry of Labor, Migration and Employment of the ***** population of the RT Ministry of Education and Science of the Republic of ***** Tajikistan State Committee on Environmental Protection( ***** State Investment Committee ***** Committee for Emergency Situations and Civil Defense ***** State Agency for Statistics of RT ***** NSIFT ***** Rogun HPP **** Rogun PMG *** DFZ ** Consumer Union ** National media (newspapers, television) ** Social Media ** State Statistical Agency ** 3. Region Level Regional governments (khukumats, including line **** departments, youth, women, land management, economic, state environmental department) NSIFT representation at the regional level **** Line Departments ** Contractors *** NGO Facilitating Partners ***** Other NGOs/CBOs ** Media *** Rogun HPP *** Rogun PMG *** DFZ ** 4. District level District governments (khukumats, including line ***** departments, youth, women, land management, economic, state environmental department) NSIFT representation at the district level ***** NGOs/CSOs (not involved directly in project) ***** Local NGOs, subcontract to regional NGO Facilitating **** Partners Local media ** Contractors **** Water and energy utilities ** Transport enterprises * Goods, construction material suppliers * Local service providers ** 5. Sub District Jamoat Project Commissions ***** Jamoat Councils *** 19 Youth organizations active in the sub-district ***** 6. Village Climate ambassadors Village Project Commissions ***** Youth monitors ***** Religious leaders * Labourers ** Traders * Marketers * 7. Mahalla Men/Women ***** Children *** Youth (15-30) ***** NEET Youth ***** Returned migrants ***** HHs dependent on remittances *** FHHs ***** Mahalla leaders and councils **** Community activists **** Labourers *** Elderly people ** Disabled youth *** 7.3. Disadvantaged / vulnerable individuals or groups It is particularly important to understand whether project impacts may disproportionately fall on disadvantaged or vulnerable individuals or groups, who often do not have a voice to express their concerns or understand the impacts of a project and to ensure that awareness raising and stakeholder engagement with disadvantaged or vulnerable individuals or groups are adapted to take into account such groups or individuals particular sensitivities, concerns and cultural sensitivities and to ensure a full understanding of project activities and benefits. The vulnerability may stem from person’s origin, gender, age, health condition, economic deficiency and financial insecurity, disadvantaged status in the community (e.g., minorities or fringe groups), dependence on other individuals or natural resources, etc. Engagement with the vulnerable groups and individuals often requires the application of specific measures and assistance aimed at the facilitation of their participation in the project-related decision making so that their awareness of and input to the overall process are commensurate to those of the other stakeholders. Within the Project, the vulnerable or disadvantaged groups include and are not limited to the following: • Retired and elderly people; • Persons with disabilities; • Women-headed households and single mothers with underage children; • Extended low-income families; • Unemployed; Description of the methods of engagement that will be undertaken by the project is provided in the following sections. 20 7.4. Stakeholder Analysis Identified stakeholders, the nature of their interest in the project and their level of interest in and influence over the project summarized below. The list of project activities and locations involved has not yet been finalized, and some stakeholders will therefore be identified at a later stage. The Project Management Unit (PMU) will be responsible for updating this table as needed, incorporating new stakeholders, defining their roles, and assessing the project’s influence and impact on these stakeholders. 21 Table 4: Description of role of stakeholders in the socio-economic resilience strengthening AF project National Level 1. Group/ 2. Current Status 3. Concerns and issues raised 4. Expectations from the 5. Significance 6. Enabling Conditions Subgroup project of Risks required Ministry of State budget deficit, MoF has problems with accountability and To fill the gap in state budget moderate Disclosure of draft Finance financial management governance, insufficient number of analysts through foreign grant budgetary documents and shortages and visibility specialists; investments into rehabilitation of analysis of final docs on If any resettlement issues, state budget funds local infrastructure, financial performance are to be allocated to cover RAP Energy project separation from implementation. SERSP Ministry of playing a critical role in Limited energy access in rural areas. Improvement in energy Medium Strong government support Energy and policy-making, regulation, Dependence on hydropower, making the generation and distribution. and policy alignment. Water and infrastructure country vulnerable to seasonal fluctuations. Strengthened water resource Secure and sustainable Resources of development. Aging infrastructure and the need for management and infrastructure. financial investment. the Republic of Responsible for modernization of energy and water systems. Integration of modern technology Stakeholder collaboration Tajikistan hydropower, water Water management challenges, especially in and sustainable practices. (government, private sector, distribution, and energy the context of regional cooperation and Economic and social benefits, and international security in the country. transboundary water agreements. including job creation and energy organizations). Engages with international Financial constraints and the need for security. Capacity building and donors, private investors, sustainable funding sources. Compliance with environmental workforce training for and regional organizations and international standards. project sustainability. for project funding and Environmental and social collaboration impact assessments to mitigate potential risks. NSIFT Has experience in CDD Quality of service delivery, insufficient to improve institutional capacity substantial Project will include capacity projects, but no experience number of competent staff to manage in supervising NGO FPs, to gain building activities of NSIFT in youth inclusion largescale projects and subprojects in the experience in managing large staff in ESSs programs implementation fields, lack of knowledge about ESSs, hiring scale youth projects implementation, TOTs on additional competent staff to manage the Youth Inclusion project at sub-district level Methodology WB RMR Program funding is Most cross-national indicators of fragility and The Risk and Resilience Overall risk Additional competent local available to support to conflict place Tajikistan in a category of Assessment (RRA) diagnosis for rating is high. If staff with sufficient proactively target fragility, elevated risk Tajikistan clusters risks into four the Client background and experience conflict and violence risks broad categories: (i) crosscutting cannot comply is hired; services of reliable and reinforce sources of political and governance with the WB and competent NGO resilience challenges; (ii) socio-economic requirements, Facilitating partners in 2 22 exclusion of youth and women; the funding will regions are procured; the (iii) regional and cross-border be withdrawn. anticorruption measures are challenges; and (iv) economic to introduced in the project risks including high dependence design to avoid fraud on remittances from economic migrants’ high unemployment and the predominance of lowquality jobs in the informal sector. The Project will address each of these risks except for the fourth (economic risks) and will focus its interventions in GBAO and Khatlon. Ministry of Source of information on Lack of investments for implementation of To improve local infrastructure Low Cooperation at the regional Economic regional and district development plans, infrastructure subprojects, and local level Development development plans low percentage of development plans and Trade implementation, necessity to consult with local development plans during subproject prioritization State Overloaded with diverse SIC supported the WB on youth To attract other IFIs funding to Moderate, Establish a national Investment tasks starting from entrepreneurship promotion under the WB expand the project coverage and supports the interagency steering Committee attraction and coordination executed project “Voices of Youth”. impacts; project committee to make informed (SIC) of investments with IFIs To create a success model of strategic planning and up to state property youth resilience program that investments within the management could be replicated to other project districts through attraction of other IFIs Ministry of Poor physical conditions of Their major concerns are related to To have rehabilitated facilities Substantial, as A Communication Plan and Education and Centers for Additional accountability and sustainability of youth with new youth programs number of Sustainability Action Plan Science Education (CAE), which spaces to be rehabilitated, who will manage enabling them to expand coverage facilities is will be in place to plan and will be a focus and finance further activities and diversify services for youth high, project implement youth programs of interventions under funding on transparent and Component 2 resources are costeffective basis not sufficient to invest in all CAE spaces Rogun PMG Rogun HPP is one of the Ensuring sufficient funding for project Increased electricity production Medium Continued investment from largest and most strategic completion. for domestic consumption and international financial hydropower projects in Managing the construction of the tallest dam export. institutions and private 23 Tajikistan, aiming to in the world, requiring advanced expertise. Boosting Tajikistan’s economy investors. enhance energy security Addressing concerns about displacement, through energy sales and job Collaboration with global and economic biodiversity, and downstream water flow. creation. engineering firms for safe development. Downstream countries (Uzbekistan and Modernizing the energy sector and efficient construction. The PMG oversees project others) may raise concerns over water usage. and improving grid reliability. Strong political implementation, ensuring Ensuring the long-term sustainability and Strengthening Tajikistan’s commitment and regulatory it aligns with technical, maintenance of the hydropower plant. position as a key energy supplier support. financial, and regulatory in Central Asia. Diplomatic engagement requirements. Utilizing renewable hydropower with neighboring countries Significant construction to reduce reliance on fossil fuels. to ensure water-sharing progress has been made, agreements. with some units already Implementing measures to operational and others minimize displacement and under development. environmental impact Engages with international contractors, financial institutions, and regulatory bodies. Directorate of Oversees the management Ensuring fair compensation, housing, and Adequate housing, infrastructure, Medium: Ensuring timely financial the Rogun HPP of areas impacted by the livelihoods for displaced communities. and employment opportunities for resources for resettlement Flood Zone Rogun dam reservoir. Need for proper facilities such as schools, displaced residents. programs. Manages the resettlement hospitals, and roads in resettlement areas. Implementation of sustainable Strong policy backing and and compensation of Effects on local biodiversity, water quality, measures to minimize ecological engagement with affected affected communities. and ecosystem balance. disruption. communities. Works on infrastructure Securing sufficient funding for resettlement Improved living standards and Clear and equitable development in relocated and rehabilitation programs. economic opportunities in compensation mechanisms areas, including housing, Addressing grievances from affected relocated communities. for displaced residents. roads, and social services. populations and ensuring transparency in Continuous communication with Investment in new Coordinates environmental compensation processes. affected communities and local settlements to provide mitigation efforts to authorities. quality living conditions. minimize the impact of Measures to minimize flooding. ecological damage and promote sustainability. Rogun Rogun HPP is a critical High construction costs require continued Increased electricity production to Medium Securing long-term Hydropower infrastructure project funding from international financial end Tajikistan’s winter power investment from Plant aimed at making Tajikistan institutions and investors. shortages. international banks, donors, energy self-sufficient and a The dam’s height and complex geology pose Revenue from energy exports to and private investors. major electricity exporter technical risks. countries like Afghanistan and Strong political backing and in Central Asia. Flooding of large areas, biodiversity loss, and Pakistan. regulatory frameworks to The dam, when completed, potential effects on downstream water flow. : Expansion of the national power ensure smooth 24 will be the tallest in the Relocation of thousands of people from the grid and transmission capacity. implementation. world (335 meters) and flood zone, requiring resettlement programs. Employment opportunities during Collaboration with have a total installed Downstream countries (such as Uzbekistan) and after construction. international engineering capacity of 3,600\ have raised concerns about water availability Strengthening Tajikistan’s role as firms to mitigate risks and Some units are already and its impact on agriculture. a key energy supplier in Central ensure safety. operational, while others \Ensuring reliable buyers for electricity Asia. Effective resettlement are still under exports once the plant is fully operational programs, biodiversity development. protection, and sustainable Financing comes from water management. state funds, bonds, and Diplomatic engagement international investments with neighboring countries Managed by various to ensure fair water-sharing stakeholders, including. agreements and long-term stability Region Level 1. Group/ 2. Current Status 3. Concerns and issues raised 4. Expectations from the 5. Significance 6. Enabling Conditions Subgroup project of Risks required Governor’s Responsible for oversight Huge number of deteriorated youth and To include as much as possible High,as Informed decision making office of activities implemented cultural spaces, scare state budget funds to subprojects for funding in their expectation are process was applied to select within the province rehabilitate infrastructure facilities within provinces, to meet the community high, but the target districts. To Khatlon Province, limited youth spaces in infrastructure needs project funding implement justified GBAO resources are selection approach by using not sufficient to prorated-based formula to meet all those identify subproject grant expectations areas for villages NSIFT Understaffed regional Majority of project works under both To improve institutional capacity Substantial Project will include capacity regional offices offices at the moment, no components will be outsourced, regional staff in monitoring NGO FPs, to gain building activities of NSIFT knowledge of WB ESS and will require strong M&E skills to ensure experience in implementing large regional staff in ESSs policies, no experience in quality of services to be provided by NGO scale projects implementation, implementation of FPs, require often travels to the sites, necessity M&E and GRM handling youth-oriented programs, to open an office in GBAO and reporting require capacity building and strong supervision from NSIFT/WB 25 Line Follow national legislation WB ESS requirements will be time and labor to have as much as possible Moderate The project will build the Departments and regulations, not consuming exercise for the line departments infrastructure facilities local capacity in supervision familiar with WB standards rehabilitated in their particular and implementation of CDD and procedures sector subprojects in compliance with WB ESS requirements Departments of Oversees the management Ensuring fair compensation, housing, and Adequate housing, infrastructure, Medium: Ensuring timely financial the Directorate of areas impacted by the livelihoods for displaced communities. and employment opportunities for resources for resettlement of the Rogun Rogun dam reservoir. Need for proper facilities such as schools, displaced residents. programs. HPP Flood Manages the resettlement hospitals, and roads in resettlement areas. Implementation of sustainable Strong policy backing and Zone and compensation of Effects on local biodiversity, water quality, and measures to minimize ecological engagement with affected affected communities. ecosystem balance. disruption. communities. Works on infrastructure Securing sufficient funding for resettlement Improved living standards and Clear and equitable development in relocated and rehabilitation programs. economic opportunities in compensation mechanisms areas, including housing, Addressing grievances from affected relocated communities. for displaced residents. roads, and social services. populations and ensuring transparency in Continuous communication with Investment in new Coordinates environmental compensation processes. affected communities and local settlements to provide mitigation efforts to authorities. quality living conditions. minimize the impact of Measures to minimize flooding. ecological damage and promote sustainability. Departments of Rogun HPP is a critical High construction costs require continued Increased electricity production to Medium Securing long-term the Rogun infrastructure project aimed funding from international financial end Tajikistan’s winter power investment from Hydropower at making Tajikistan energy institutions and investors. shortages. international banks, donors, Plant self-sufficient and a major The dam’s height and complex geology pose Revenue from energy exports to and private investors. electricity exporter in technical risks. countries like Afghanistan and Strong political backing and Central Asia. Flooding of large areas, biodiversity loss, and Pakistan. regulatory frameworks to The dam, when completed, potential effects on downstream water flow. : Expansion of the national power ensure smooth will be the tallest in the Relocation of thousands of people from the grid and transmission capacity. implementation. world (335 meters) and flood zone, requiring resettlement programs. Employment opportunities during Collaboration with have a total installed Downstream countries (such as Uzbekistan) and after construction. international engineering capacity of 3,600\ have raised concerns about water availability Strengthening Tajikistan’s role as firms to mitigate risks and Some units are already and its impact on agriculture. a key energy supplier in Central ensure safety. operational, while others \Ensuring reliable buyers for electricity exports Asia. Effective resettlement are still under development. once the plant is fully operational programs, biodiversity Financing comes from state protection, and sustainable funds, bonds, and water management. international investments Diplomatic engagement with Managed by various neighboring countries to stakeholders, including. ensure fair water-sharing agreements and long-term 26 stability Water and Currently have problems Utilities cannot cover their operational costs To have a number of water or Substantial, as CDD approach will be used energy utilities with fee collection rates, dues to water leakages and energy losses, poor energy infrastructure facilities their to justify selection of poor public awareness on quality of services, low level of service rehabilitated under Component expectations are subprojects and to meet increased or delivery 1A subprojects high, and project community needs upcoming raise of resources are tariffs limited NGO Sufficient experience in Transparency in procurement of FPs; To have sufficient funds to be able Moderate Transparent competitive Facilitating coordination, reporting, Anti-corruption measures are to be in place at to manage implementation of the selection of FPs and Partners management of large the project level; project activities; To have well anticorruption measure are projects at the regional Limited knowledge on WB ESS requirement defined written instructions and well described and followed level and policies program reporting templates to in accordance with the comply with the Employer and Project Procurement Donor requirements Strategy. POM will be developed and shared with FPs to provide with written guidelines. Media (print Limited resources to Journalists engagement in the project activities To contribute to media coverage Low Communication and and broadcast) produce quality prints-outs will require reimbursement of their travel costs of the project achievements and to Outreach Plan of the Project and programs, surviving and honorarium arrange for wider outreach on vital will be developed and due to commercial orders issues, journalists and media sufficient budget resources and ads, state orders are enterprises will be able to make will be allocated for its waived some earnings through implementation participation in implementation of project-related information campaigns District Level 1. Group/ 2. Current Status 3. Concerns and issues raised 4. Expectations from the project 5. Significance 6. Enabling Conditions Subgroup of Risks required 27 District Follow national legislation Local governments have governance and to have as much as possible Moderate The project will build the governments and local regulations, not accountability problems, WB ESS infrastructure facilities local capacity in supervision (khukumats, familiar with WB requirements will be time and labor rehabilitated in their particular and implementation of CDD including line standards and procedures, consuming exercise for the line departments district, more investments in subprojects in compliance departments, no idea of the new project youth development with WB ESS youth, women, design and implementation requirements, kick-off land arrangements workshop will be held in management, each district to inform the economic, line departments about the state project investment environmental procedures and players, department) their roles and responsibilities Local media Limited resources to Journalists engagement in the project activities To contribute to media coverage Low Communication and (print and produce quality prints-outs will require reimbursement of their travel costs of the project achievements and to Outreach Plan of the Project broadcast) and programs, surviving and honorarium arrange for wider outreach on will be developed and due to commercial orders vital issues, journalists and media sufficient budget resources and ads, state orders are enterprises will be able to make will be allocated for its waived some earnings through implementation participation in implementation of project-related information campaigns Contractors, Limited number of reliable Their major concern is to be excluded by the They are interested in Moderate Tender bidding NGOs/CBOs at and responsible project activities, to have sufficient participation and offering quality announcements will be the district contractors, due to competency meet the NSIFT/FP technical and and affordable services to the widely disseminated level financial crisis many of reporting requirements project at the local level through diverse information them closed, NGOs are channels (newspapers, donor-driven and mostly websites, info boards at the rely on donor funding khukumats) Sub-district and community level 1. Group/ 2. Current Status 3. Concerns and issues raised 4. Expectations from the project 5. Significance 6. Enabling Conditions Subgroup of Risks required 28 Jamoat and There are no JPC Jamoat’s major concern is that besides their to gain experience, to enhance Low The project will build the Jamoat Project established yet, jamoats daily work too much voluntary workload will capacity and funding to local capacity in monitoring Commissions have insufficient financial be on their shoulders implement CDD projects and implementation of CDD (JPC) resources, they even have subprojects in compliance no own budget to arrange with WB ESS for full coverage of their requirements, kick-off operational costs workshop will be held in each jamoat to guide on the project investment procedures, their roles and responsibilities Village and There are no VPCs transparent and informed decision on village to gain experience, to participate Low The project will build the Village Project established yet, villages selection procedures in implementation, to monitor local capacity in monitoring Committee report to jamoats, have no contractors, to assist with social and implementation of CDD official authority right to avoid or minimize adverse ES impact screening of social impacts subprojects in compliance now during constructions with WB ESS requirements Mahalla They are active and very Due to a huge number of responsibilities to contribute to community Low Community monitoring and Councils functional, mutlitask assigned by jamoats and khukumats, they are mobilization activities within the social audits will be implementers, have very overloaded, they are not paid, but have project, to gain experience implemented by Mahalla sufficient experience in waived benefits for utility costs and access to councils and activists community outreach and social benefits mobilization, they are the closest unit to community members Project A large cohort of Increased radicalization recruitment, no other to participate in communitybased low The community members Affected disadvantaged and inactive options to engage in in-come generating decision-making, to have access will be engaged in CDD People - men and women with activities to basic rural infrastructure. implementation, and will Men / Women limited socio-economic have access to local capacity opportunities disconnected building trainings and grants from from the state structures PAP -Youth Presence of a large cohort No youth space offering free of charge soft to participate in personal low Youth spaces will be youth with lack of critical skills development development trainings, have rehabilitated and equipped thinking skills access to modern IT equipment to enable easy access to package of training for youth 29 PAP - NEET Limited economic No skills, insufficient knowledge, the only to have equal access to package of moderate The project will work to Youth opportunities to continue option to go for labour migration soft skills development trainings avoid exclusion of NEET education entrepreneurship trainings through diverse range of communication outreach activities and mobile training groups in remote areas PAP - An increasing number of No employment, no start-up capital to have access to entrepreneurship moderate The number of in-kind Returned Tajik migrants who have trainings and in-kind grants to grants is limited, the project Migrants been deported and/or are start up small businesses will help them to develop banned from (re-)entering business plans to be eligible Russia, without livelihood to the Employment Agency options and, frequently, no-interest credits with difficulty in repaying debts PAP - FHHs Find themselves left alone No –self confidence, no profession, no to participate in the local capacity moderate The number of in-kind and impoverished, entirely competency to apply for jobs building workshops, to have grants is limited, and the dependent on help from access to grants project mostly covers the family, relatives and young women up to the age friends 30. The project will help them to develop business plans to be eligible to the Employment Agency no- interest credits 30 8.1 BRIEF SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES Since December 2024, the World Bank, NSIFT and participating government organizations have been actively collaborating with subordinate organizations and departments related to the project. NSIFT has been working on identifying and preparing a list of priority activities to be included in the project, ensuring that these align with overall goals. The list of priority activities has been carefully reviewed and adjusted through discussions to ensure relevance to project objectives and budget constraints. This ongoing process allows each activity to contribute effectively to the project's overarching goals, ensuring efficient use of resources. 8.1 Key stakeholder meetings and consultations during the project preparation Details about the meetings and consultations are as presented below: Table 5: Stakeholder Consultations Place Date Partic/ Men Women Activities Dushanbe 10.01.2025 NSIFT staff, SERSP and SERSP AF Preparation Mission. Subcomponent 1A: AF CSP 6 7 Subgrants for Local Development Initiatives Dushanbe 10.01.2025 NSIFT staff, SERSP and Project implementation arrangements/steering CSP committees/connection to Roghun team 8 7 • New approach for communications • Project management arrangement Dushanbe 13.01.2025 NSIFT staff, SERSP and SERSP AF: Meeting on ESF_TBC SERSP AF coverage - CSP 8 7 updated table required today Dushanbe 16/01/2025 NSIFT staff, SERSP and SERSP AF Climate activities & climate actions_ CSP, WB 8 7 Dushanbe 17.11.2025 NSIFT staff, SERSP and Collaboration with USAID/Market Driven Rural Development CSP, USAID 8 7 Project Dushanbe January 20, WB SERSP, NSIFT and 9 11 SERSP - AF 2025 PMG on Rogun HPP, DFZ Dushanbe January 21, USAID MDRD Project and 8 7 Collaboration with USAID/Market Driven Rural Development 2025 21, Dushanbe January WBG teams. griculture Team, NSIFT and 8 7 Project - AF SERSP Dushanbe 2025 January 22, World Bank WBG, Agriculture Team, SERSP – AF Climate Action 2025 NSIFT and World Bank 8 7 Dushanbe January 22, SERSP mission WBG, ILO, team NSIFT and SERSP – AF Climate Action 2025 World Bank SERSP mission team Dushanbe January 27, SERSP AF: Mtg with Mr. Implementation AF - SERSP 2025 Yusuf Kh. Majidi, MoF 8 7 FDM Dushanbe 12 January 12 January 2025 Statistical • Committee on Environmental Protection of the PRT 2 1 2025 Agency under the President -District development plans in place 8 7 of Tajikistan, • -Role of MEDT in project implementation • -Members of the Steering Committee Dushanbe 18 January • Representation of local Support for collection of relevant data and availability of state 2025 hukumats 8 7 and regional statistical reports (online) Dushanbe 17 January Agency on Statistics under Support for collection of relevant data and availability of state 2025 the President of Tajikistan 8 7 and regional statistical reports 31 Dushanbe 21 January Representation of Local - Support for collection of relevant data and availability of state 2025 Hukumats 8 7 and regional statistical reports Dushanbe 1 February Representation of Local Representation of Local Hukumats 1 0 - Support for collection 2025 Hukumats 8 7 of relevant data and availability of state and regional statistical reports (online) Dushanbe 27 Committee on Support in development of environmental documentsв February2025 Environmental Protection 8 7 Dushanbe 24 February WB representatives Support in development of environmental documents 2025 Reyimov Mamanbek 8 7 Dushanbe 3 March 2025 NSIFT staff, including Discussion of documents regarding PCESU BFs regional NSIFT staff, SERSP and CSP Dushanbe Khatlon 8 7 GBAO, Sughd and DRS 8.2 Stakeholder Engagement Methods to be used Participatory engagement methods - Community Driven Development The full “subgrant implementation cycle” consists of the following participatory community driven development activities: Step 1: Outreach and orientation; Step 2: Participatory village needs assessment and subproject prioritization; Step 3: Subproject development; Step 4: Participatory implementation, procurement, and subproject management; Step 5: Participatory Monitoring; and Step 6: Participatory O&M. Under Project component 1 Inclusive Local Development Initiatives, trained facilitators will conduct outreach and orientation meetings to ensure vulnerable populations incl. young men and women, can engage meaningfully in the project. During Project implementation, communities will carry out participatory needs assessments and engage in participatory decision-making processes to prepare subprojects that are prioritized and relevant. Facilitating partners (contracted by NSIFT) will facilitate and support the communities, incl. Jamoat and mahalla committees, in the process. The project will train youth to conduct social audits and report back to the target communities on the year’s progress on subproject implementation, the breakdown of expenditures, and any financial and technical audit findings. These events will provide a public forum for communities and their representatives to present problems and express any grievances or other issues they may have with the project. Under component 2, Youth Inclusion and Livelihoods, the project will convene dialogue with youth and other stakeholders throughout its duration, put in place a feedback mechanism for beneficiaries and others to submit complaints, suggestions, or requests for information, and develop innovative approaches to reflect on project activities with beneficiary groups. Indicators will be included in the results framework to measure the perceptions of the effectiveness of these engagement processes and project investments. The core of the participatory engagement work at the local level forms an integral part of the Stakeholder Engagement Plan. Mass/social media communication A social media expert (from NSIFT’s Public Relations Department or an external consultant) will be engaged on the Project for 6 months/year in order to post information on the dedicated project and NSIFT Facebook page, and to communicate with the local population via social media campaigns or tools like WhatsApp throughout the project’s lifecycle. Social media channels will be used as much as possible to disseminate information as rates of social media use (especially Facebook) appear to be high across users of different ageand background in project affected communities. 32 Communication materials Written information will be disclosed to the public via a variety of communication materials including brochures, flyers, posters, etc. A public relations kit will be designed specifically and distributed both in print and online form. NSIFT will also update its website regularly (at least on a quarterly basis) with key project updates and reports on the project’s environmental and social performance both in English and Tajik. The website will also provide information about the grievance mechanism for the project (see next sub-section). Grievance redress mechanism In compliance with the World Bank’s ESS10 requirement, a specific grievance mechanism will be set-up for theproject. Dedicated communication materials (GRM pamphlets, posters) will be created to help local residents familiarize themselves with the grievance redress channels and procedures. A GRM guidebook/manual will also be developed and suggestion boxes installed in each affected municipality and village. In order to capture and track grievances received under the project, a dedicated GRM Management Information System/database is planned. GRM committees at the municipal level will benefit from training on how to receive, respond to, address and close grievances in line with best international practices. Internal GRM training will also take place for NSIFT and contractor staff. The NSIFT’s website will include clear information on how feedback, questions, comments, concerns and grievances can be submitted by any stakeholder and will include the possibility to submit grievances electronically. It will also provide information on the way the GRM committee works, both in terms of process and deadlines. Information Desks Information Desks in each district will provide local residents with information on stakeholder engagement activities, construction updates, contact details of the FPs etc. FPs in turn will set up these information desks, either in their offices or other easily accessible places where they can meet and share information about the project with PAPs and other stakeholders. Brochures and fliers on various project related social and environmental issues will be made available at these information desks. Citizen/PAP perception survey A perception survey examining citizen’s experience and feedback about the project will be carried out twice during the project’s lifecycle: once around the mid-implementation phase, and once towards the end of the project’s implementation. Trainings, workshops Finally, trainings on a variety of social and environmental issues will be provided to NSIFT and contractor staff and possibly relevant government or non-government service providers. Issues covered will include a sensitization to gender-based violence risks. 8.3 Information disclosure The current website (www.nsift.tj ) is being used to disclose project documents, including those on environmental and social performance in both Tajik and English. NSIFT will create a webpage on the Project on its existing website. All future project related environmental and social monitoring reports, listed in the above sections will be disclosed on this webpage. Project updates (including news on construction activities and relevant environmental and social data) will also be posted on the homepage of NSIFT’s website. An easy-to- understand guide to the terminology used in the environmental and social reports or documents will also be provided on the website. All information brochures/fliers will be posted on the website. Details about theProject Grievance Resolution Mechanism will be posted on the website. An electronic grievance submission form will also be made available on NSIFT’s website. Contact details of the Community Liaison Team and headquarters and all Community Liaison Officers at the Municipality level will also be made available on the website. NSIFT will update and maintain 33 the website regularly (at least once a quarterly basis). 8.4 Community Meetings for SEP preparation The table below summarizes the location, date and attendance of these community meetings (disaggregated by gender), as well as the key issues that were raised as part of the discussions (see also the attendance sheet included in Annex 2). It should be noted that NSIFT plans to hold public consultations on from 17-31 of March, 2025. After the public consultation, information will be added to this table 6. Stakeholdergroup/sub- Numberof Number of Including Date of Level Key issues raised group meetings participants women conducting District Faizobod, NSIFT district 1 5 1 18.03.2025 public consultations and World Bank and SEP District Faizobod, NSIFT jamoat 1 30 4 18.03.2025 public consultations and World Bank and SEP District Rogun, NSIFT and district 1 8 3 18.03.2025 public consultations World Bank and SEP District Rogun, NSIFT and jamoat 1 20 6 18.03.2025 public consultations World Bank and SEP District Rogun, NSIFT and village 1 32 4 18.03.2025 public consultations World Bank and SEP District Nurobod, NSIFT district 1 6 2 01.04.2025 public consultations and SEP District Nurobod, NSIFT jamoat 1 17 3 01.04.2025 public consultations and SEP District Tursunzoda NSIFT district 1 5 3 02.04.2025 public consultations and SEP District Tursunzoda NSIFT jamoat 1 43 13 02.04.2025 public consultations and SEP District Dangara, NSIFT district 1 5 1 03.04.2025 public consultations and SEP District Dangara, NSIFT jamoat 1 36 7 03.04.2025 public consultations and SEP District Dangara, NSIFT district 1 32 12 03.04.2025 public consultations and SEP 8.5 Lessons learned in engaging communities / stakeholders from previous projects Grant distribution – transparent distribution of project benefits. The design builds on the World Bank’s extensive experience with CDD projects. This includes, for instance, evidence that it is essential to establish fair and transparent methods for allocating resources with effective communication early in the community mobilization. FCV/high-risk contexts – tailoring the CDD design. Because of their ability to deliver services and infrastructure, engage communities and local institutions, and operate even in remote or conflict-affected environments, CDD approaches are increasingly being used in conflict-affected and fragile development contexts. A 2015 IE evaluation found that CDD was the most frequently used 34 operational approach by the Bank in FCV situations.51 The design of the SERSP and selection of GBAO and Khatlon is informed by the Tajikistan RRA, which identified the need for local development platforms in high-risk regions. While CDD does not by itself solve or prevent conflict, it can help address some of the key underlying factors of conflict risks, including: (i) delivering services cost effectively, including in remote and insecure areas; (ii) facilitating community acceptance of the subgrant distribution; and (iii) creating meaningful opportunities for community involvement in service delivery. 62 The SERSP has been designed to reflect lessons in managing risk through CDD, e.g. reinforcing the capacity and resilience of Jamoats and Mahallas, engaging youth in community-based activities, innovative social accountability mechanisms, investments in lagging regions and high-risk border areas, and incremental assessment, dialogue, and capacity building activities in border areas. Joint capacity building and division of roles between local government units and community organizations. Lessons from CDD operations also points toward the need for communities to engage at the same time as building capacity for participatory approaches in the context of local governance. The incorporates this experience and specifically includes capacity building of local institutions to foster civic participation and voice, improve local management of investments, and increase accountability. Recent analyses and evaluations of CDD operations underscore the risk of creating parallel community structures through CDD at the expense of building sustainable local governance capacity,73 and the importance of integrating CDD as part of broader governance and public service delivery reforms.84 In high-risk or FCV settings, experience points to the need for a hybrid of community and local government institutions, with adequate capacity building and empowerment to deliver effective and sustainable CDD interventions.95 The design for this CSP has taken into account the nascence of administrative and fiscal decentralization in Tajikistan, and the limited capacities, but also the promising potential of Jamoat councils and Mahalla committees to address local development challenges and service delivery issues. They will work hand in hand. Component 3 activities underscore the importance of mobilization and capacity building for JPCs, Mahalla committees, and community members, as well as social accountability mechanisms to enhance transparency and accountability, and build trust. Ensuring capacity in the field – effective facilitation that empowers community actors. Lessons from decades of CDD project implementation point towards the importance of skilled facilitators supporting communities, building their capacity to perform prescribed roles, and ensuring inclusion of those groups that are normally marginalized from public affairs. Moreover, lessons indicate that the process of training and managing community facilitators, and the intensity of their support to communities, are critical ingredients in effective performance of facilitators. Throughout preparation, the project has explored potential avenues for engaging stakeholders with track records in working with communities. The project will ensure there are sufficient facilitators with the time to support processes that empower communities and are inclusive of all, including women and other vulnerable groups, and that these facilitators are well trained and provided with sufficient technical and management support. Specific activities that bring youth to the forefront of these processes will ensure they are centrally positioned and not marginalized. 5 World Bank, Engagement in Situations of Fragility, Conflict and Violence, Independent Evaluation Group, 2015. 6 World Bank, Guidance Note: Operationalizing the Pathways to Peace Study in Community Driven Development Operations, October2018. 7 International Initiative for Impact Evaluation, Community-driven development: Does it build social cohesion or infrastructure? A mixed-method evidence synthesis” Working Paper 30, World Bank, 2018. 8 Wong, Susan and Guggenheim, Scott, “Community Driven Development: Myths and Reality” World Bank Policy Research Working Paper 8435, GSURR, May 2018. 9 de Regt, Jacomina; Majumdar, Shruti; Singh, Janmejay, 2013, Designing community-driven development operations in fragile and conflict-affected situations: lessons from a stocktaking (English), Washington DC, World Bank Group. 35 Reducing the vulnerability of young men and women to marginal violence risks requires a combination of soft skills and livelihoods support. Analytical work undertaken by the World Bank on the drivers of radicalization among Tajik’s youth identified the following contributing factors: (i) the presence of a large cohort of young men with limited socio-economic opportunities and a lack of critical thinking skills; and (ii) an increasing number of Tajik migrants who have been deported and/or are banned from (re-)entering Russia, leaving them without livelihood options and, frequently, with difficulty in repaying debts10.6 Efforts to address these risks would need to both provide soft skills training and livelihoods support. 8.6 Summary of project stakeholder needs and methods, tools and techniques for SEP. In order to meet best practice approaches, the project will apply the following principles for stakeholder engagement: • Openness and life-cycle approach: public consultations for the project(s) will be arranged during the whole life cycle, carried out in an open manner, free of external manipulation, interference, coercion or intimidation; • Informed participation and feedback: information will be provided to and widely distributed among all stakeholders in an appropriate format; opportunities are provided for communicating stakeholders’ feedback, for analyzing and addressing comments and concerns; • Inclusiveness and sensitivity: stakeholder identification is undertaken to support better communications and build effective relationships. The participation process for the projects is inclusive. All stakeholders at all times encouraged to be involved in the consultation process. Equal access to information is provided to all stakeholders. Sensitivity to stakeholders’ needs is the key principle underlying the selection of engagement methods. Special attention is given to vulnerable groups, including women, youth, elderly persons with disabilities, displaced persons, those with underlying health issues, and other disadvantaged groups. Table 7: SEP Summary Table Planned disclosure Stakeholders Timeline and Responsi and Stakeholder Key messages Proposed methods group Frequency bilities Engagement Project Preparation Phase Government - Project design and Project impacts and • Face to face Estimated until organizations implementation benefits; meetings the end of April (Participating arrangements; Approval of final • Online meetings 2025 Ministries and - Disclosure and project design, sub-ordinate consultation draft: layouts, included • E-mail NSIFT correspondence Several meetings, agencies and ESMF, NTS, SEP, volume of as per need committees, RFP, LMP, and construction works including Environmental and and bidding process territorial social action details. Construction branches) and operational plan (ESAP) mitigation measures Project districts - Disclosure and Project information • Public meetings Engage prior to NISFT consultation Project impacts and • Focus group project approval benefits, specific to meetings and before start Collection of the immediate area; • Information Boards of the project Stakeholder’s main Construction and • Presentations activities concerns and operational during public 10 36 recommendation to mitigation measures meetings At least one include to the final • Distribution of round of project documents GRM procedure project brochures meetings with and leaflets each Stakeholder • Announcements on category Central and Regional TV Channels Social media (project website, FB page, Telegram channel) Project Implementation Phase (Including Construction Activities) To all project - Provide update on - Get the views and • Face to face Quarterly NSIFT stakeholders Project status; opinions on potential meetings Progress Reports Project impacts; • Online meetings As per need GRM awareness • E-mail sessions correspondence • Periodical Project Reports Government - Provide update on Construction and • Public Meetings Quarterly NSIFT organizations Project status; operational • Update of As per need (Participating - Setting up Project mitigation measures; Information Boards Ministries and Information Boards at GRM awareness • Project brochures sub-ordinate construction sites and sessions and leaflets agencies and update; committees, - Meeting with including Community Leaders territorial - Announcement on job branches) opportunities for locals - Meetings to respond to urgent concerns or claims Project districts Socio-economic and Support offered by • Public meetings Quarterly PMU asset surveys project; • Update of As per need - Compensation Regular updates of Information Boards Vulnerable entitlements key information • HH survey Groups and - RAP consultations GRM awareness • Distribution of displaced (before the construction sessions project brochures households works start in the area if and leaflets any); - Announcement on job opportunities for locals NGO’s and - Provide update on Operational • Press meetings Quarterly PMU conservation Project status; mitigation measures; • Social Media (FB As per need organizations - Announcement on page) opportunities for • Update of cooperation Information Boards • E-mails and Online messaging Operation Phase Operation - GM response Operational • E-mails, phone As per need Operation Agencies meetings mitigation measures calls Organizati Work related issues • Face to face ons meetings 37 9 RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING SEP 9.1 Implementation Arrangements and Resources The NSIFT will serve as project implementation unit, with primary responsibility for coordinating and overseeing the project's implementation. NSIFT will be responsible for the overall implementation and coordination of the project SEP. Tasks would include: • Ensure that SEP is updated on a regular basis, as when appropriate; • Planning, implementing and conducting day-to-day ongoing management of stakeholder engagement, including grievances; • On-going maintenance of records of formal and informal stakeholder engagement activities; • Organization, logistical arrangements and attendance at stakeholder meetings; • Preparation of information for dissemination to stakeholders in accessible formats; • Ensure that the Grievance Mechanism is implemented. NSIFT will be responsible for stakeholder engagement throughout the life of the Project and mobilize (i) a Project specific area on the NSIFT website; (ii) an electronic grievance database; (iii) a stakeholder engagement register; (iv) printed documents (manuals, brochures, posters, etc.) that will be used, based on the needs of the SEP. (ii) 9.2 Roles and Responsibilities A core Community Liaison Team (CLT)comprised of NSIFT staff from the Community Project Department, the Technical Supervision Department and the Public Relations Department will take responsibility for and lead all aspects of the stakeholder engagement. The CLT will consist of at least 3 members at the national level and NSIFT PIU staff and 3 NGO Facilitating partners, a total of 9 people with sufficient communication and public relations skills to coordinate and implement various activities envisaged in the SEP. The Community Liaison Team will need to closely coordinate with other key stakeholders – other national and local government departments/agencies, NSIFT departments and regional branches, the contractor along with sub-contractors, affected municipalities and PAPs. The roles and responsibilities of these actors/stakeholders are summarized in the Table below. Within NSIFT Social Development Specialist will be hired and who will be responsible for facilitating effective communication between the project team and stakeholders, ensuring that stakeholders are regularly informed about project progress, challenges, and updates. This includes organizing meetings, consultations, and workshops to gather stakeholder feedback and foster collaboration and maintain a detailed log of all engagement activities, consultations, and responses to stakeholder concerns 38 Table 8: Responsibilities of key actors/stakeholders in SEP Implementation Actor/Stakeholder Responsibilities NSIFT Planning and implementation of the SEP; Leading stakeholder engagement activities; Management and resolution of grievances; Coordination/supervision of contractors on SEP activities; 2 Monitoring of and reporting on environmental and socialperformance to GoT and the World Bank Implementation Support (ii) Supervision/monitoring of Contractor; Organizations (iii) Management of engagement activities during the constructionphase Contractors/sub-contractors Inform NSIFT of any issues related to their engagement with stakeholders; Transmit and resolve complaints caused by the construction activities in close collaboration with and as directed by NSIFT by participating in the local Grievance Resolution Committee; Prepare, disclose and implement various plans (e.g. C-ESMP, Labor Management Plan, etc.); Inform local communities of any environmental monitoring e.g. noise, vibration, water quality monitoring; Announce important construction activities (such as road closures and available alternatives); National GovernmentDepartments Monitor Project compliance with Tajik legislation; Participate in the implementation of some activities in theESMP/RPF and SEP; Participate in the implementation of the Land Acquisition process; Make available and engage with the public on the Scoping andEIA Reports. Districts Transfer all complaints to the NSIFT GRM Focal Point; Participate in the local Grievance Resolution Committee (see Section X. Grievance Mechanism); 9 ake available the disclosed ESF documents; Project affected people Invited to engage and ask questions about the Project at Project Meetings and through discussions with Community Liaison Officers where it is of interest or of relevance to them; 10 Lodge their grievances using the Grievance Resolution Mechanism defined in the SEP (Section X. Grievance Mechanism); Help the Project to define mitigation measures; Other Project developers Engage with NSIFT regarding project design; Share ESMF information and documentation with NSIFT to enable the assessment of cumulative impacts The proposed estimated budget for SEP implementation is presented in the Table 9 below. Table 9. Stakeholder Engagement Budget Plan (2025-2029) (this information will be change0 Unit Cost, Total cost Stakeholder Engagement Activities Q-ty Years USD (USD) Training on GRM for Contractors and awareness 7 1,000 7 7,000 sessions Communication materials (leaflets, posters, PR kits - 1,000 5 5,000 including design) Information Desk (NSIFT-1, regional 7 project areas and 10 500 1 5,000 39 two NSIFT branches) GRM and communication online platform 1 5000 1 5000 Total 22,000 10 GRIEVANCE REDRESS MECHANISM A Grievance Redress Mechanism (GRM) is a set of arrangements that enable local communities, employees, out-growers, and other affected stakeholders to raise grievances with the investor and seek redress when they perceive a negative impact arising from the investor’s activities. It is a key way to mitigate, manage, and resolve potential or realized negative impacts, as well as fulfill obligations under international human rights law and contribute to positive relations with communities and employees. The main objective of a GRM is to assist in resolving complaints and grievances in a timely, effective and efficient manner that satisfies all parties involved. Specifically, it provides a transparent and credible process for fair, effective and lasting outcomes. It also builds trust and cooperation as an integral component of broader community consultation that facilitates corrective actions. Specifically, the GRM: • Provides affected people and other stakeholders with avenues for providing feedback or making a complaint or resolving any dispute that may arise during the course of the implementation of projects; • Ensure that appropriate and mutually acceptable redress actions are identified and implemented to the satisfaction of complainants; and • Avoids the need to resort to judicial proceedings. GRM is a system that allows not only grievances, but also queries, suggestions, positive feedback, and concerns of project-affected parties related to the environmental and social performance of a project to be submitted and responded to in a timely manner. 10.1 Description of Project Grievance Mechanism The establishment of a grievance mechanism involves the setting-up of a grievance registry and informing all the stakeholders on the existence of the mechanism (for example, during induction training, through notifications on notice boards or similar communication channels). An effective mechanism should be independent and objective. The mechanism should include informing the stakeholders of the steps that will be undertaken upon receiving the grievance and having clear deadlines. It is necessary to consider the deadline prescribed under law on labor, in order to achieve compliance with national legislation. The grievance mechanism will include: • A procedure to receive grievances such as comment/complaint form, suggestion boxes, email, a telephone hotline; • Stipulated timeframes to respond to grievances; • Register to record and track the timely resolution of grievances; • Responsible department to receive, record and track resolution of grievances. The grievance mechanism will be described during participatory meetings, announced through the project website, published in local newspapers and at the information boards installed at the project 40 sites and distributed through project information leaflets and brochures. The mechanism will be based on the following principles: • The process will be transparent and allow affected people to express their concerns and file grievances. • There will be no discrimination against those who express grievances, and any grievances will be treated confidentially. • Anonymous grievances will be treated equally as other grievances, whose origin is known. • Management will treat grievances seriously and take timely and appropriate action in response. Information about the existence of the grievance mechanism will be readily available to all project affected persons through notice boards, the presence of “suggestion/complaint boxes”, and other means as needed. The grievance mechanism should not interfere with access to other judicial or administrative legal remedies that could be accessible in compliance with the law or through existing arbitration proceedings or replace grievance mechanisms that are envisaged under collective agreements. The overall process for the GM will be comprised of six steps, as described below. Step 1: Uptake. Project stakeholders will be able to provide feedback and report complaints through several channels: contacting PMU by mail, telephone, email, social media, SMS and messengers. Available grievance channels are provided in the below table 10. Table 10. Project GRM Channels GRM Channels Contact Details Name of the Responsible Person BFM Specialist (To be hired by PMU when the project starts) Postal Address (for mail) Address: 734013, Republic of Tajikistan, Dushanbe city, Behzod street 25, fourth floor of the building of the State Institution "Tojikfilm" Phone Number (fax) (+992) 37 221-87-53, (+992) 37 221-68-44, (+992) 37 221-31-08 Website info@nsift.tj E-mail info@sersp.tj Step 2: Sorting and processing. Complaints and feedback will be compiled by the Social Development Specialist at PMU and recorded in a register. They are expected to discuss/ deliberate with the complainant and arrive at a resolution, within 14 days of receipt. The log will be kept electronically (on an Excel table). The form of the log is given in the Table 11. Table 11. Sample Log for recording grievances on Excel table ID number Date of Name and Gender Brief Responsible Progress on Date of Notes of complaint receiving of contact (F/M) description person solving the closing the complaint details of of complaint complaint complaint applicant 1 2 3 41 Step 3: Acknowledgement and follow-up. Within seven days of the date a complaint is submitted, the responsible person/ agency will communicate with the complainant and provide information on the likely course of action and the anticipated timeframe for resolution of the complaint. If complaints are not resolved within 14 days, the person responsible will provide an update about the status of the complaint/question to the complainant and again provide an estimate of how long it will take to resolve the issue. Step 4: Verification, investigation and action. This step involves gathering information about the grievance to determine the facts surrounding the issue and verifying the complaint’s validity, and then developing a proposed resolution, which could include changes of decisions concerning eligibility for mitigation, assistance, changes in the program itself, other actions, or no actions. Depending on the nature of the complaint, the process can include site visits, document reviews, a meeting with the complainant (if known and willing to engage), and meetings with others (both those associated with the project and outside) who may have knowledge or can otherwise help resolve the issue. It is expected that many or more grievances will be resolved at this stage. All activities taken during this and the other steps will be fully documented, and any resolution logged in the register. Step 5: Monitoring and evaluation. Monitoring refers to the process of tracking grievances and assessing the progress that has been toward resolution. The PMU will be responsible for consolidating, monitoring, and reporting on complaints, enquiries and other feedback that have been received, resolved, or pending. This will be accomplished by maintaining the grievance register and records of all steps taken to resolve grievances or otherwise respond to feedback and questions. Step 6: Providing Feedback. This step involves informing those to submit complaints, feedback, and questions about how issues were resolved, or providing answers to questions. Whenever possible, complainants should be informed of the proposed resolution in person (communicating by telephone or other means). If the complainant is not satisfied with the resolution, he or she can approach the national system described above Section 7.4. He or she will also be informed of the World Bank’s grievance mechanism, as described below Section 7.5. The PMU will report to National One Health Coordination Centre on grievances resolved since the previous report and on grievances that remain unresolved, with an explanation as to steps to be taken to resolve grievances that have not been resolved within 14 days. Data on grievances and/or original grievance logs will be made available to World Bank missions on request, and summaries of grievances and resolutions will be included in periodic reports to the World Bank. 10.2 Handling of sensitive grievances Considering the standards regarding the prevention of sexual exploitation and abuse/sexual harassment (SEA/SH), which, in accordance with the requirements of the World Bank, must be observed in all projects financed by the World Bank, these standards will be observed, and responsibilities take action to raise awareness on the prevention and suppression of SEA/SH. At all stages of the project implementation, all project staff and contractors will be informed about the understanding of the principles of control and prevention of risks of SEA/SH. All contractors will be required in the contract to commit against the use of child and forced labor, introduce mitigation measures against SEA/SH, and PMUs staff in charge of contractor supervision will monitor and report the absence of forced labor and cases of SEA/SH. All personal data and complaints received by the GM will be treated in a confidential manner, unless the complainant consents to the disclosure of their personal information. 42 10.3 GRM Responsibilities The PMU has the main responsibility for the implementation of the GRM. The GRM Team within the PMU consists of the Environmental Safeguard Specialist, Social Development Specialist and the Project Coordinator, and related day-to-day tasks rest specifically with the Social Development Specialist. At the Contractor’s side the Grievance Mechanism implementation team shall be comprised of the HSE Managers from Contractor, who will be also acting as community liaison officer (CLO) as per need. Clear lines of responsibility and accountability will be established within the implementation team. Main responsibilities on GRM are presented in table 12 below. It is important that all members of the team are adequately trained in stakeholder engagement. It is important that the CLO be a local person, who is fluent in Tajik and familiar with the local customs. Table 12. Responsibilities for managing grievances Entity Responsibilities for managing grievances NSIFT ❖ Main responsibility for the implementation of the GRM; ❖ Ensure GRM is integrated into the overall project management process. ❖ Coordination between all project participants and management of the complaints process; ❖ Management and resolution of grievances; ❖ Management of Project Information Centre; ❖ Analysis of complaint statistics and preparation of reports. Develop recommendations to improve GRM performance. ❖ Monitor the effectiveness of the grievance process and make alterations to improve its effectiveness where required. ROGUN Analysis of complaint statistics and preparation of reports. Develop recommendations to improve GRM performance. DFZ, Monitor the effectiveness of the grievance process and make alterations to improve its effectiveness where required. ROGUN PMG Analysis of complaint statistics and preparation of reports. Develop recommendations to improve GRM performance. Contractor ❖ Implementation and compliance with internal and external GRM procedures at construction sites, including cases of GBV/SEA/SH; ❖ Regular reporting of complaints received, and actions taken; ❖ Nominate a dedicated Community Liaison Officer (CLO) for the handling and reporting of grievances; ❖ Ensure that the CLO has the necessary resources and personnel required to meet the commitments of the GRM. Support the resolution of grievances by conducting investigation of serious grievances and proposing appropriate resolutions to those grievances; ❖ To receive and register all incoming grievances into the Grievance Registration Book (grievance logbook and central grievance excel-sheet). ❖ To analyze grievances in order to understand the nature of grievances and an appropriate way to deal with them; ❖ To categorize all incoming grievances; ❖ To refer the analyzed grievances to the related committees/entities for resolution, and complainants, if they wish to come forward, should be able to explain; ❖ To follow up on the grievances with the responsible committees/entities to speed up the process and reach the result (timeline based;) ❖ To hold periodic Grievance Redressal Committee meetings, as required ❖ To feed the result back to the complainant; ❖ To check the complaints box and address the incoming complaints. Contractor’s ❖ Raise awareness of the GM and distribute copies of the GM leaflet and forms. Community ❖ Ensure that grievances raised are used to improve the Project’s environmental and social performance Liaison Officer in the future, so that similar grievances to not re-occur over time. (CLO) ❖ Provide practical assistance to people seeking to raise a grievance, so that they are able to complete a Grievance Form. ❖ Send information to the Company E&S Manager, copies of completed Grievance Forms so that the 43 Entity Responsibilities for managing grievances Grievance Register can be updated. ❖ Support the investigation and resolution of grievances in close coordination with other concerned parties, including the person/group raising the concern. World Bank ❖ Ensure compliance with international standards and requirements for social and environmental management. ❖ Conducting audits and inspections. 10.4 Tajikistan National Grievance System According to the Law on Appeals of Individuals and Legal Entities (from July 23, 2016) contains legal provisions on established information channels for citizens to file their complaints, requests and grievances. Article 14 of the Law sets the timeframes for handling grievances, which is 15 days from the date of receipt that do not require additional study and research, and 30 days for the appeals that need additional study. Additionally, citizens can apply to regional and district municipal authorities and territorial branches of participating state ministries and committees. Each of the participating state organizations has its own publicly available channels for submitting appeals and grievance: • Ministry of Agriculture – https://moa.tj/contacts.html • Ministry of Health and Social Protection of TJK – https://moh.tj/en/appeals-from-citizens/ • Committee for Food Security - https://cfs.tj/call • Committee for Environmental Protection – http://tajnature.tj/en/ 10.5 World Bank Grievance Redress System Communities and individuals who believe that they are adversely affected by a project supported by the World Bank may also make complaints directly to the Bank through the Bank’s Grievance Redress Service (GRS) (http://projects-beta.worldbank.org/en/projects-operations/products-and-services/grievance-redress-se rvice). A complaint may be submitted in English, Tajik or Russian, although additional processing time will be needed for complaints that are not in English. A complaint can be submitted to the Bank GRS through the following channels: • By email: grievances@worldbank.org • By fax: +1.202.614.7313 • By mail: The World Bank, Grievance Redress Service, MSN MC10-1018, 1818 H Street, Northwest, Washington, DC 20433, USA. • To the World Bank office in Tajikistan, Address: 48 Ayni Street, Business Center "Sozidanie", 3rd floor, Dushanbe, Tajikistan, Phone: +992 48 701-5800, E-mail: tajikistan@worldbank.org. The complaint must clearly state the adverse impact(s) allegedly caused or likely to be caused by the Bank-supported project. This should be supported by available documentation and correspondence to the extent possible. The complainant may also indicate the desired outcome of the complaint. Finally, the complaint should identify the complainant(s) or assigned representative/s and provide contact details. Complaints submitted via the GRS are promptly reviewed to allow quick attention to project-related concerns. In addition, project-affected communities and individuals may submit complaints to the World Bank’s independent Inspection Panel, which will then determine whether harm occurred, or could occur, as a 44 result of the World Bank’s non-compliance with its policies and procedures. Complaints may be submitted to the Inspection Panel at any time after concerns have been brought directly to the World Bank’s attention, and after Bank Management has been given an opportunity to respond. For information on how to submit complaints to the World Bank Inspection Panel, please visit www.inspectionpanel.org. 11 MONITORING AND REPORTING OF THE SEP Component 3 of the Project will support monitoring and evaluation (M&E) activities to track, document, and communicate the progress and results of the project, including monitoring of the Stakeholder Engagement Plan. An M&E team within NSIFT will be responsible for overall compilation of progress and results. This component will also finance an MIS, which NSIFT will establish and utilize for project monitoring, automatic generation of project reports, project transparency (subproject information will be publicized on maps), and citizen feedback. While community monitoring will be supported under subcomponent 1b, the NSIFT M&E team will monitor the quality of the community mobilization and other inclusion, voice and agency activities with communities as measured through community scorecards, which will be discussed and verified along with financial records and project implementation records in social audit meetings. Feedback and grievances received through the beneficiary feedback mechanism will also be included in the semiannual reporting. NSIFT’s M&E team will collate and analyze these outcome assessments and perception-based results, enter them into the MIS, and include them in semiannual reports. Community scorecard activities will provide an opportunity for quick and simple feedback on project implementation (project processes and outcomes). The village project committee and jamoat project commission will independently facilitate the scorecard process, with support from the cadre of youth selected for monitoring and oversight roles. The annual scorecard will be conducted, and results collated prior to the community check meeting to promote feedback and discussion at the meeting and to identify any areas to improve during the following cycle. The scorecard will provide results (included in the results framework) that will be used to monitor project outcomes. All results will be disaggregated to identify any gender bias, and corrective actions will be included in the gender action plan. The SEP is a ‘live document’ and requires yearly regular reviews keeping in mind attributes such as the stakeholders, the engagement process for each stakeholder and the reporting time for each. The SEP will be periodically revised and updated when needed in order to ensure that the information presented herein is consistent and is the most recent, and that the identified methods of engagement remain appropriate and effective in relation to the project context and specific phases of development. Any major changes to the project-related activities and to its schedule will be duly reflected in the SEP. It will be important to monitor and report on the on-going stakeholder engagement efforts to ensure that the desired outcomes are being achieved, and to maintain a comprehensive record of engagement activities and issues raised. This will be done through this SEP, where the following will be recorded through this plan: • Updates to the stakeholder database • Recording of all consultations held • Updates to the GRM log. The list of stakeholder groups to be consulted on an on-gong basis will be continually revised and updated as additional stakeholders are identified and will include, but not be limited to the following: 45 • Regulatory authorities • National, State and local government • Local community leaders (chiefs and leaders of groups etc.) • Community groups representatives. Minutes of all engagement activities will be uploaded onto the stakeholder database so that they can be referred to by the project team for consideration if needed. The database will be interrogated on a regular basis by the social consulting team to identify any trends in grievances and corrective actions that are required. The PMU will be responsible for: • Analyzing the qualitative data on the number, substance and status of complaints and uploading them into the project databases established by PMU; • Monitoring outstanding issues and proposing measures to resolve them; • Preparing semiannual reports on GRM to be shared with the WB. Biannual reports to be submitted to the WB shall include section related to GRM which provides updated information on the following: • Status of GM implementation (procedures, training, public awareness campaigns, budgeting etc.); • Qualitative data on number of grievances received (applications, suggestions, complaints, requests, positive feedback), highlighting number of resolved grievances; • Quantitative data on the type of grievances and responses, issues provided and grievances that remain unresolved; • Level of satisfaction by the measures (response) taken; Any correction measures taken. 11.1 Involvement of Stakeholders in Monitoring Activities The Project provides several opportunities for stakeholders, especially Project Affected Parties, to monitor certain aspects of Project performance and provide feedback. PMU at the level of each affected community will allow affected persons to submit grievances and other types of feedback. Furthermore, frequent and regular community meetings and interactions with the PMU staff will allow affected parties and other local stakeholders to be heard and engaged. 11.2 Reporting Back to Stakeholder Groups The PMU through the Social consultant will report back to affected communities and individuals and other stakeholder groups, primarily through public meetings in project affected settlements (if any). Minutes of meetings will be shared during subsequent public meetings. Feedback received through the GRM will be responded to in writing and verbally, to the extent possible. SMS and phone calls will be used to respond to stakeholders whose telephone numbers are available. For regular reporting, NSIFT will produce reports at regular interval (Quarterly/Annual) through specific communication as mentioned in the SEP. Reports such as Environmental Monitoring Report, E&S report will be reviewed and reported to various stakeholders. A sample Stakeholder Engagement Activities Log format for recording the SEP engagement is provided in Error! Reference source not found.. The format for recording minutes of meetings on stakeholder engagement undertaken by various Project staff can be found in 46 PUBLIC CONSULTAION IN FAIZOBOD DISTRICT . The modes of reporting shall be as outlined in table 13 below: Table 13: Outline Reports to Stakeholders Report Stakeholder Frequency Update and Disclose SEP World Bank Semiannual Annual GRM Report World Bank Semiannual 47 ANNEXES PUBLIC CONSULTAION IN FAIZOBOD DISTRICT Annex 1 Letter to Chairman of the Faizobod district 48 Annex 2 Protocol Public Consultation Meeting of the Faizobod district 49 50 51 ANNEX 2.1 Translated Protocol Public Consultation Meeting of the Faizobod district PROTOCOL No. 1 Regarding the seminar-consultation on the discussion of the Environmental and Social Management Framework (ESMF), Stakeholder Engagement Plan (SEP), Resettlement Policy Framework (RPF), and Labor Management Procedures (LMP) in Fayzobod District Date: March 18, 2025 Location: Reception Hall of the Chairman of Fayzobod District, Government Building of Fayzobod District Purpose: To familiarize the community and stakeholders with the environmental and social safety measures and the resettlement policy under the Socio-Economic Resilience Strengthening Project – Additional Financing. PARTICIPANTS: World Bank Representative: • Reyimov Mamanbek Representatives NSIFT: • Hakimova S.A. – Chief Community Development Specialist • Ghulomshoeva N.Q. – Chief Social Safeguards Specialist • Abduqodirov F. – Chief Monitoring and Evaluation Specialist • Ismatov B. – Chief Specialist for Livelihood Support for Youth Fayzobod District Representatives: • Deputy Chairman of the district • Representatives of the District Administration • Heads of communities, villages, and neighborhoods • Representatives of environmental protection, health and social welfare, education, architecture and construction, district engineering services, housing and utilities, architecture, power networks, water, and sanitation departments • Heads of active public organizations • Local population of the villages AGENDA: • Presentation of the Socio-Economic Resilience Strengthening Project – Additional Financing • Presentation on social consultation, environmental protection impact, and climate change within the project • Q&A session on the project implementation and environmental documents 52 The NSIFT representatives organized the seminar-consultation on the project’s implementation, environmental protection, climate change effects, mitigation of ecological risks, and adaptation strategies in Fayzobod district on March 18, 2025, in line with World Bank requirements. The session started with a meeting between the NSIFT representatives, the World Bank representative, and the Chairman of Fayzobod District, Mr. Karimzoda Mansur Taghoy. Team leader Hakimova S.A. briefed the Chairman on the purpose and content of the community consultation and the project implementation. The Chairman welcomed the guests, ensured the availability of all necessary conditions for the consultation, and wished success to the visitors and the local population. The community consultation session then commenced with the participation of the district’s population. The Deputy Chairman of Fayzobod, Saidzoda Shodi Nurali, opened the session, introduced the working group, and explained the purpose of the event. He then gave the floor to Hakimova S.A., Chief Community Development Specialist, for the project presentation. Hakimova S.A. delivered a detailed presentation covering the project’s objectives, components, sub-components, coverage, sub-grants, mobilization strategies, community-driven development approach, and the involvement of women and youth. She highlighted that the main social risk during implementation would be land acquisition, which would be compensated by the Government of the Republic of Tajikistan under the current legislation. Compensation may include the provision of equivalent land or other forms agreed upon with land users. Structures, crops, and other support—such as relocation allowances or reconstruction of assets and lost income—will also be compensated. Following her presentation, Hakimova S.A. thanked the participants and invited questions or suggestions. Questions Raised by the Community: • Can the project support private individuals or public organizations? • Will the project include new infrastructure construction? In the case of relocation or property compensation, will market prices be considered, or will government-set prices be used? All questions received satisfactory answers. Hakimova S.A. used slides and computer equipment to further explain the documents for better clarity. The moderator thanked Hakimova S.A. and then invited Ghulomshoeva N.Q., Chief Social Safeguards Specialist, to present on environmental and social safeguards. Ghulomshoeva N.Q. thanked the active participants and presented environmental and social protection measures, climate change, risk reduction, and adaptation strategies. She provided a presentation on social consultation, environmental protection impact, and climate change adaptation. She explained the Environmental and Social Management Framework (ESMF), proposed mitigation measures, and compensation mechanisms step by step using slides. She stressed the importance of documents such as: • Environmental and Social Management Framework (ESMF) • Stakeholder Engagement Plan (SEP) • Resettlement Policy Framework (RPF) • Labor Management Procedures (LMP) While presenting the Resettlement Policy Framework (RPF), she emphasized that resettlement is governed by specific principles, aligned with both the national legislation of Tajikistan and the World 53 Bank's guidelines. Major social risks include land acquisition or restricted access to communal and natural resources, leading to temporary loss of income sources such as fruit trees. Environmental risks during project implementation may involve air and water pollution, soil degradation, and adverse effects on vegetation, including tree cutting. Feedback from Participants: Participants acknowledged that construction activities may cause: • Loud noise from machinery and transportation of materials • Dust and debris • Demolition waste, e.g., from old windows or roofs, which may affect the health and safety of workers and residents The importance of mitigation measures to minimize such impacts was stressed. The discussion also covered environmental protection, resettlement policies, and related topics. Ghulomshoeva N.Q. completed her presentation and asked for further questions or suggestions. Additional Suggestions: • Sanitary-Epidemiological Department Head: Suggested integrating an ecological-sanitary aspect into the implementation phase, as environmental health is directly linked to sanitation. o Ghulomshoeva N.Q. appreciated the suggestion and promised to consider it. • Community Head: Highlighted two main issues: 0. Soil erosion – suggested measures to mitigate or eliminate this problem 1. Waste disposal – proposed establishing a dedicated landfill Ghulomshoeva N.Q. thanked him, acknowledged both timely suggestions, and assured follow-up during implementation. She added that climate ambassadors would be nominated from the local population to monitor climate issues, and national or international consultants would be involved if necessary. World Bank Representative’s Remarks: • Reyimov Mamanbek noted that funds would be allocated at the community level and that the community members themselves are the fund owners—not government authorities. • He urged the community to be active and united to use the funds properly and on time. Youth Livelihood Presentation: Next, Ismatov B., the specialist for youth livelihoods, presented: • Who can participate • When and where the project activities start • What types of training will be offered • How business plans will be prepared • Number of beneficiaries • Funding amounts allocated Conclusion and Group Photo: As a tradition, Ghulomshoeva N.Q. requested the participants to take a group photo for transparency and reporting purposes. All participants joined the photo session. Final Note: The community consultation in the beautiful Fayzobod district was held in an open and friendly environment. Participants positively evaluated the seminar-consultation results. Attachments: Photos and the list of participants Team Leader: Hakimova S. Compiled by: Ghulomshoeva N. 54 Annex 3 List of the participant Public Consultation Meeting of the Faizobod district 55 56 Annex 4 Distribution of office supplies for Faizobod district 57 58 Annex 5. Photos Public Consultation Meeting of the Faizobod district with the district chaiman Photos Public Consultation Meeting of the Faizobod district with the district chaiman Photos Public Consultation Meeting of the Faizobod district with community Photos Public Consultation Meeting of the Faizobod district with community 59 60 61 PUBLIC CONSULTAION IN ROGUN CITY Annex 6 Letter to Chaiman of the Roghun c Anne 62 Annex 7 Protocol №2 Public Consultation Meeting of the Rogun 63 64 65 66 67 Annex 8 List of the participant Public Consultation Meeting of the Rogun district 68 69 Annex 9 Distribution of office supplies for Roghun district 70 Annex 10. Photos Public Consultation Meeting of the Roghun district Photos Public Consultation Meeting of the Faizabad district with the district chairman Photos Public Consultation Meeting of the Roghun district level 71 72 73 Photos Public Consultation Meeting of the Faizabad district with the district chairman 74 75 76 PUBLIC CONSULTAION IN NUROBOD DISTRICT Annex 11 Letter to Chaiman of the Nurobod district 77 Annex 12 Protocol Public Consultation Meeting of the Nurobod 78 79 Annex 13 Photos Public Consultation Meeting of the Nurobod 80 PUBLIC CONSULTAION IN TURSUNZODA CITY Annex 14 Letter to Chaiman of the c. Turzunzoda 81 Annex 15 Protocol Public Consultation Meeting of the c.Turzunzoda 82 83 84 85 Annex 16 List of the participant Public Consultation Meeting of the c. Turzunzoda 86 87 Annex 17 Distribution of office supplies for c. Turzunzoda 88 Annex 18. Photos Public Consultation Meeting of the c. Turzunzoda Photos Public Consultation Meeting of the Tursunzoda district with the district chairman 89 Photos Public Consultation Meeting of the Tursunzoda district – community level 90 91 92 PUBLIC CONSULTAION IN DANGARA DISTRICT Annex 14 Letter to Chaiman of the Dangara district 93 Annex 15 Protocol Public Consultation Meeting of the Dangara district 94 95 96 97 98 99 Annex 16 List of the participant Public Consultation Meeting of the Dangara district 100 Annex 4 Distribution of office supplies for Dangara district 101 Annex 5. Photos Public Consultation Meeting of the Dangara district 102 Photos Public Consultation Meeting of the Jamoat Lohur Dangara district – community level 103 104 Dangara Jamoat Korez 105 106 107 108 109