Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698927028501.pdf (Saint Vincent and the Grenadines)
DRAFT Stakeholder Engagement Plan Caribbean Digital Transformation Program (P171528) March 31, 2020 0 Table of Contents Introduction .......................................................................................................................................... 0 Specific Objectives of the Stakeholder Engagement Plan .................................................................... 0 Project Description ................................................................................................................................ 0 Environmental and Social Risks ............................................................................................................. 2 Brief summary of Previous Stakeholder Engagement Activities ........................................................... 2 Stakeholder Identification and Analysis ................................................................................................ 3 6.1 Regional Organizations ................................................................................................................. 3 6.2 Government Ministries, Departments and Agencies.................................................................... 4 6.2.1 Commonwealth of Dominica ............................................................................................... 4 6.2.2 Grenada ................................................................................................................................ 5 6.2.3 Saint Lucia ............................................................................................................................. 5 6.2.4 St. Vincent and the Grenadines ........................................................................................... 6 6.3 Civil Society and Non-Governmental Organizations ..................................................................... 7 6.3.1 Commonwealth of Dominica ............................................................................................... 7 6.3.2 Grenada ................................................................................................................................ 7 6.3.3 Saint Lucia ............................................................................................................................. 8 6.3.4 Saint Vincent and the Grenadines ....................................................................................... 8 6.4 Users of Government E-Services ................................................................................................... 8 6.5 Other Interested Groups and Affected Parties ............................................................................. 9 6.6 Disadvantaged or Vulnerable Groups ........................................................................................... 9 6.6.1 The Kalinago of the Commonwealth of Dominica ............................................................ 10 6.6.2 Grenada .............................................................................................................................. 11 6.6.3 Saint Lucia ........................................................................................................................... 13 6.6.4 St. Vincent and the Grenadines ......................................................................................... 13 7 8 Summary of Stakeholder Engagement needs ..................................................................................... 14 Stakeholder Engagement Program ..................................................................................................... 14 0 8.1 Proposed Strategy for Information Disclosure ........................................................................... 14 8.2 Proposed Strategy for Consultation ............................................................................................ 15 8.3 Proposed Strategy to Incorporate the Views of Vulnerable Groups .......................................... 16 8.3.1 Consultation with the Kalinago of the Commonwealth of Dominica ............................... 17 8.4 Stakeholder Feedback ................................................................................................................. 18 8.5 Timelines ..................................................................................................................................... 18 8.6 Future Phases of the Project ....................................................................................................... 18 8.7 Implementing Stakeholder Engagement Activities ..................................................................... 18 8.7.1 Roles and Responsibilities .................................................................................................. 18 8.7.2 Budget ................................................................................................................................. 19 8.7.3 Contact details .................................................................................................................... 19 9 Grievance Redress Mechanism ........................................................................................................... 20 9.2 Objectives of the Grievance Redress Mechanism ...................................................................... 21 9.3 Grievance Redressal Process....................................................................................................... 21 9.3.1 First Level of Redress .......................................................................................................... 22 9.3.2 Second Level of Redress ..................................................................................................... 24 9.3.3 Third Level of Redress ........................................................................................................ 25 9.4 World Bank Grievance Redressal Service (GRS) .......................................................................... 25 9.5 Addressing Gender-Based Violence ............................................................................................ 25 9.6 Grievance Redress Mechanism Budget ...................................................................................... 26 9.7 Building Grievance Redress Mechanism Awareness .................................................................. 26 9.8 Monitoring and Reporting .......................................................................................................... 26 9.9 Periodic Review by Grievance Redress Committee .................................................................... 26 Annex 1- Grievance Information Form ....................................................................................................... 27 Annex 2- Grievance Acknowledgement Form (GAF) .................................................................................. 29 Annex 3- Grievance Redressal Registration Monitoring Sheet ................................................................... 30 Annex 4- Meeting Record Form .................................................................................................................. 31 CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 1 Annex 5- Disclosure/Release Form ............................................................................................................. 32 Annex 6 – Summary of stakeholder engagement needs ............................................................................ 33 CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 2 1 Introduction The purpose of this Stakeholder Engagement Plan (SEP) is to establish the timing and methods of engagement throughout the implementation of the Caribbean Digital Transformation Program.
The SEP supports the development of strong, constructive and responsible relationships with project stakeholders that are important to and integral for the successful management of the project’s environmental and social risks.

The Government of the Commonwealth of Dominica, the Government of Grenada, the Government of Saint Lucia, the Government of Saint Vincent and the Grenadines and the World Bank all value stakeholder engagement and stakeholder input at all stages of projects.
Stakeholder engagement and input is viewed as integral to regional and national development as well as an important tool for social inclusion and reducing inequalities in society.

The scope of this Stakeholder Engagement Plan seeks to be proportionate to the nature and scale of the project and its potential risks and impacts.

The SEP will be updated as necessary throughout the project’s life cycle.
2 Specific Objectives of the Stakeholder Engagement Plan The specific objectives of the stakeholder engagement plan are as follows: 1.

To build and maintain a constructive relationship with stakeholders; 2.
To assess the level of stakeholder interest and support for the project and to enable stakeholders’ 3. views to be taken into account throughout the project cycle; To promote and provide means for effective and inclusive engagement with stakeholders throughout the project life cycle on issues that could potentially affect them; and 4.
To ensure that appropriate project information on environmental and social risks and impacts is disclosed to stakeholders in a timely, understandable, accessible and appropriate manner and format.

3 Project Description The Project’s Development Objective is to increase access to digital services, technologies and skills by governments, businesses and individuals in the participating Eastern Caribbean countries.
The Project comprises three components that address key bottlenecks and harness opportunities to develop the Eastern Caribbean Digital Economy as a driver of growth, job creation and improved service delivery.

It follows a comprehensive, ecosystem-based approach, bringing together multiple arms of government and multiple economic and social sectors to build the core digital economy foundations simultaneously.
It is intended to build on the progress made by countries in improving government connectivity through the Caribbean Regional Communications Infrastructure Program (CARCIP).

The project will be implemented across four Eastern Caribbean countries - The Commonwealth of Dominica, Grenada, Saint Lucia and Saint Vincent and the Grenadines (SVG).
0 The project consists of four components which are described below: Component 1: Digital Enabling Environment This component will support the development of a positive enabling environment for the region’s digital economy that drives competition, investment and innovation while promoting trust and security of online transactions.
Specific activities in this component could include the following: • Subcomponent 1.1: Telecommunications: Legal and Regulatory Environment, Institutions and Capacity - This sub-component aims to support greater telecoms sector competition, investment, affordability and service quality across the region as well as enhancing resilience and emergency response capabilities for critical digital infrastructure and services.
• Subcomponent 1.2: Digital Financial Services (DFS): Legal and Regulatory Environment, Institutions and Capacity - This sub-component aims to spur greater innovation, investment and adoption of digital financial services across the region.

• Subcomponent 1.3: Cybersecurity, Data Protection and Privacy: Legal and Regulatory Environment, Institutions and Capacity - This sub-component aims to build trust in online transactions and strengthen the security of sensitive data and critical network infrastructure.
Component 2: Digital Government Infrastructure, Platforms and Services This component will support public sector modernization, resilience and delivery of digital public services to individuals and businesses.

Digitization of government services and operations is expected to help drive a wider digital transformation across the region.
Specific activities could include: • Subcomponent 2.1: Cross-Cutting Enablers of Digital Government Operations and Services - This subcomponent will support the development of key enablers of digital government services and operations, in line with regionally harmonized standards and frameworks.

These include protocols and standards for digital government, a payment platform, digital identification and authentication infrastructure.
• Subcomponent 2.2: Government Productivity Platforms and Citizen-Centric Digital Services - This sub-component supports development of priority government productivity platforms and citizen-centric digital public services.

Component 3: Digital Skills and Technology Adoption This component aims to better equip individuals and businesses across the region for the jobs and economy of the future and to spur innovation in traditional sectors of the economies.
Specific activities in this component could include: • Subcomponent 3.1: Workforce-Ready Digital Skills - This sub-component aims to identify the digital skills (technical and soft skills) in demand regionally and globally and to create a clear pathway of support from training to job placement in digitally enabled professions.
• Subcomponent 3.2: Technology Adoption - This sub-component seeks to increase adoption of digital platforms and technologies by businesses across the region and support creation and expansion of digitally enabled businesses.
Component 4: Project Implementation Support This component will support national and regional level Project Implementation Units (PIUs) with CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 1 management and implementation of the project and associated activities.
The project can support capacity building initiatives, as well as PIU staffing through hiring of expert consultants for key areas such as project management, technical advisory and implementation support, procurement, financial management, environment and social safeguards, monitoring and evaluation and strategic communications.

It will also support capacity development of participating regional institutions and regional knowledge sharing events and forums.
4 Environmental and Social Risks The environmental risk classification for the project in Moderate under the World Bank’s Environmental and Social Framework (ESF) since most of the project activities will involve small-scale works for the deployment of fiber optic and for the rehabilitation of existing infrastructure located in both urban and rural areas across Dominica, Grenada, Saint Lucia, and Saint Vincent and the Grenadines.
Some of the anticipated potential impacts may include: (i) soil removal and vegetation clerance for the construction of the new data center; (ii) generation of solid waste from residual construction materials; (iii) management and disposal of e-waste waste as a result of the decommission of old equipment; (iv) nuisance related to dust generation, vibration and noise during construction activities; and (v) occupational health and safety hazards for the workforce.
The impacts are expceted to be be site-specific, short-term and reversible.

The exact scale of the works will be determined during preparation, and the risk rating may be updated proportionately with the level of risk if deemed necessary as preparation advances.
The Social risk of the project is expected to be moderate because the project will be implemented in a context where social exclusion patterns exist, and where processes of community consultation and grassroots participation seems to be weak as well as the capacity for the management of the World Bank’s Environmental and Social Framework.
Inequitable distribution of project benefits is a risk, whose effect would produce a disproportionate impact on the most vulnerable and disadvantage: The poor, women, young girls, youth at risks, disables, the Kalinago indigenous territory of Dominica, among others.

Project’s activities may also require physical or economic displacement (in a small number of cases, if any) that would lead to loss of income sources or other means of livelihood or both.
5 Brief summary of Previous Stakeholder Engagement Activities The overall project concept, objective, and design was agreed upon at a 2-day workshop hosted by the World Bank in Washington DC in April 2019.

The workshop was attended by ministerial-level representatives from the participating Eastern Caribbean countries and the relevant regional institutions.
Following the workshop, the World Bank team conducted remote consultations with relevant stakeholders from government and regional insitutions via videoconference, and undertook three missions for project preparation – two to the participating countries, and one reverse mission in Washington DC.

During project preparation, consultations were held with a wide range of public and private sector stakeholders.
Stakeholders were identified based on priority areas for project support agreed with government, and an iterative consultation process was followed throughout the project preparation cycle.
Key stakeholders consulted include ministries and public sector agencies involved in project activities (as implementors or beneficiaries), educational insitutions, civil society organizations (including those with regional presence in Barbados), private sector firms in telecommunications, IT, IT enabler services, CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 2 tourism and other priority sectors, as well as aspiring entrepreneurs in each country.
Specific consultations were held to identify gender issues in the region, aprticularly with regards to aprticipation of women in the digital sector and ICT related jobs, which was identified as a key gap.

These consultations informed the prioritization of potential activities for project support, and the design of the agreed project activities.

Highlights of the various discussions held were recorded in the aide memoires prepared after each mission.
Implementing ministry in each country (Dominica, consultations expected by March 20, 2020) held consultation meetings on environmental and social issues in early March 2020.

Invitations to the consultation meetings were extended to ministries and public agencies involved in project activities (as implementors, beneficiaries, or providers of input), civil society, academia, and other representative groups, in line with the stakeholders identified in the Stakeholder Engagement Plan (SEP).
Virtual attendance to the meetings was also made available; this especially considering current COVID-19 situation where social gatherings is recommended to be limited.

Representatives from the line ministries presented the project outline, overview of World Bank Group’s Environmental and Social Framework, the project’s environmental and social risks, applicable WBG ESF standards, and mitigating measures proposed.
Meeting attendees resonated the limited environmental impact of project activities, as well as lack of disruption and noise due to the nature of project activities.

The concerns expressed pertained primarily with social inclusion, and the risk of excluding vulnerable groups.

Youth at risk, was raised as a particularly vulnerable group at the consultation meeting in St. Lucia, that can benefit from the project.
This is on account of the fact that the project aims to equip beneficiaries with digital skills and promote greater innovation in the economy.

The SEP identifies youth at risk as a vulnerable group, and will be considered specifically during outreach and communication on project activities.
6 Stakeholder Identification and Analysis The main stakeholders are as follows: 6.1 Regional Organizations • Eastern Caribbean Central Bank (ECCB) The ECCB is the Monetary Authority for the following islands in the Eastern Caribbean- Anguilla, Antigua and Barbuda, Commonwealth of Dominica, Grenada, Montserrat, St Kitts and Nevis, Saint Lucia, and St Vincent and the Grenadines.

The organization was established in 1983 as the replacement for the Eastern Caribbean Currency Authority (ECCA).
The ECCB is responsible for maintaining the stability of the Eastern Caribbean currency and the integrity of the banking system.

ECCB will also host the regional project implementation unit (PIU) that will implement activities financed by the regional IDA grant.

• Organisation of Eastern Caribbean States (OECS) The OECS is an international, inter-governmental organization dedicated to regional integration within the Eastern Caribbean States.
The strategic objectives of the OECS include regional integration, resilience, social equity, foreign policies and a high performing organization.

The OECS was established in 1981 with the signing of the Treaty of Basseterre by seven Eastern Caribbean nations.

The treaty was revised in 2010 to further promote a common approach among these nations with respect to policies and legislation across various sectors.
• Eastern Caribbean Telecommunications Authority (ECTEL) CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 3 ECTEL was established in 2000 through a treaty signed by five Eastern Caribbean States- Commonwealth of Dominica, Grenada, Saint Kitts and Nevis, Saint Lucia and Saint Vincent and the Grenadines.

ECTEL is the regulatory body for telecommunications in its member states.
The authority consists of three components- i) Council of Ministers ii) Regional Directorate and iii) National Telecommunications Regulatory Commission in each of its member states.
• Caribbean Community Implementation Agency for Crime and Security (CARICOM IMPACS) CARICOM IMPACS was established by the Twenty Seventh Meeting of the Conference of Heads of Government in July 2006, in Bird Rock, St Kitts and Nevis, as the implementation arm of a new Regional Architecture to manage CARICOM’s action agenda on crime and security.

Cybersecurity also falls under the agency’s mandate at the CARICOM level.
Resultantly, the agency will serve as the regional coordinating body for the project’s activities on cybersecurity.

• Caribbean Telecommunications Union (CTU) Member States of the Caribbean Community established the Caribbean Telecommunications Union (CTU) by treaty on 28th April 1989, to promote greater cooperation and coordination among Caribbean states in telecommunications.
The key objectives of CTU are to: (i) facilitate the coordination of the planning, programming and development of intra-regional and international communications networks to meet the immediate and future telecommunications needs of the Region; (ii) assist the development of the national components of regional and international telecommunications networks; and (iii) promote the general awareness of the telecommunications needs of the Caribbean Region and its potential for promoting the socio-economic development of the Region.
CTU is also leading the CARICOM-wide Single ICT Space initiative and will serve as an advisor to the project’s regional steering committee.

This will enable greater coordination between project activities in the Eastern Caribbean region and those taking place at the CARICOM level.

Government Ministries, Departments and Agencies 6.2 Government ministries, departments and agencies are integral to the overall success of the project throughout the project cycle.
They are critical to the establishment of the physical, technical, legal and regulatory framework of the project amongst other things.

There will also be intra and inter ministry, department and agency collaboration for project implementation.

It is also expected that all government entities will benefit from the project.
The key government ministries, departments and agencies from each project country are outlined below: 6.2.1 Commonwealth of Dominica • Ministry of Public Works and the Digital Economy (MOPDE) The Ministry of Public Works and the Digital Economy is the arm of the Government responsible for the national infrastructure namely, road network management, coastal management, irrigation and drainage.

The State-owned Public Works Corporation (PWC) is directed by a board appointed by the Minister.
• The Ministry of Information, Science, Telecommunications and Technology The Ministry is mandated to contribute to the dynamic synergy that feeds directly into the Growth and Social Protection Strategy of the Government of the Commonwealth of Dominica, of which priority policy areas include sustainable economic development, stimulation of the telecommunications sector and public sector reform.
• Physical Planning Department Coordinates development planning and land use approval of projects, including permits.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 4 • Ministry of Environment, Rural Modernization and Kalinago Affairs The Ministry of Environment, Rural Modernization and Kalinago Affairs is responsible for, among areas, managing, monitoring and protecting the natural resources, enhancing climate resilience, monitoring climate conditions and coordinates disaster management programs across Dominica.
• Project Coordination Unit, Disaster Vulnerability Reduction Project (DVRP) The main objective of the project is to reduce vulnerability to natural hazards and climate change impacts in Dominica through investments in resilient infrastructure and improved hazard data collection and monitoring systems.

• Ministry of Finance, Economic Affairs, Investment and Planning This Ministry is central to the development strategy of the Government.
The Dominica which we envisage is one where all citizens share in and enjoy the benefits of development.

It is a vision where all have access to basic goods and services including adequate food, shelter, clothing, education, health, employment.

The Ministry is also responsible for the orderly and progressive development of land and for the grant of permissions to develop land and for other powers of control over the use of land.
6.2.2 Grenada • Ministry of Infrastructure Development, Public Utilities, Energy, Transport and Implementation This is the project’s implementing agency.

It is the Ministry that is responsible for protecting and enhancing Grenada’s infrastructure.
Under this mandate, the Ministry manages the maintenance of the country’s roads, bridges and government buildings, ensures compliance with building codes, develops plans for the orderly development of the country and implements cabinet’s policies and directives, amongst other things.
• Ministry of Ministry of Finance, Planning, Economic Development and Physical Development The Ministry of Finance, Planning, Economic Development and Physical Development is responsible for the implementation of fiscal and economic policies as well as the facilitation of social and environmental policies in co-operation with other agencies, thereby providing and enabling sustainable growth.
This Ministry will support project implementation through key fiduciary activities performed by the Accountant General’s Department (AGD) and the Central Procurement Unit (CPU).

• Ministry of Legal Affairs The Ministry of Legal Affairs is responsible for providing quality and timely legal advice and representation to government ministries and departments thereby ensuring good and effective governance.
The Ministry is mandated to ensure that all actions taken by the government and its ministries and departments are within the laws of the land and in conformity with Grenada’s international obligations.
6.2.3 Saint Lucia • Ministry of Finance, Economic Growth, Job Creation, External Affairs and Public Service The Ministry of Finance is responsible co-ordination of development planning; mobilization of public resources; and ensuring effective accountability for the use of such resources for the benefit of all stakeholders for the delivery of services.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 5 The National Council for Productivity and Competitiveness was established to foster competitiveness, productivity and innovation in Saint Lucia.

The Council is mandated to create an enabling environment to enhance innovation, productivity and competitiveness, and foster sustainable economic growth in Saint Lucia.

This strategically aligns with the project to reduce time away from work to secure services.
The Department of Customs and Excise as well as the Inland Revenue Department are responsible for the collection of funds for duties and taxes for imports and income, property and corporate taxes respectively.

The Department of Public Service leads the charge of services to the general public as well as the government employees.

Public Services will be the home of Project Implementing Unit and will play a key role in project governance.
• The Ministry of Education, Innovation, Gender Relations and Sustainable Development The Ministry is mandated to contribute to educate, nurture and train the population.

Additionally, Departments of Sustainable Development to safeguard the environment, Research and Innovation promoting new and existing entrepreneurial initiatives and improving current manufacturing and artistic sector and reform of the education sector.
The Department of Public Sector Modernization covers the portfolios of Information and Communications Technology (ICT), E-Government and Telecommunications are also assigned to this Ministry.
The DPSM was established to provide leadership, Coordination and integration to the implementation and monitoring of several key aspects of the modernisation agenda; that is, information and communications technology, e-Government, telecommunications, ICT legal and regulatory frameworks, information and knowledge management and process analysis and re-engineering.
Better public service delivery through the improved management of data, information and communications, Better management of critical resources in the public sector, and Increased levels of connectivity and use of ICT.

This will build on the successes to facilitate online services to locals and foreign Saint Lucians.
• Ministry of Social Equity, Empowerment and Community Development With a mandate of total inclusion and non-discrimination to represent the interests of all works of life; the poor, disadvantaged, dis and differently abled as well as differing sexual orientation all have a voice to shape their future.
6.2.4 St. Vincent and the Grenadines • Ministry of Finance, Economic Planning, Sustainable Development and Information Technology Leads the process of re-engineering economic growth, promoting sustainable development and improving the quality of life of all Vincentians.
• Ministry of Housing, Informal Human Settlements, Land and Surveys and Physical Planning Strives to facilitate national sustainable development through the implementation of an integrated approach to physical planning, land surveying, land management, housing development and the improvement of informal communities.

• Ministry of Legal Affairs Provides a legal mechanism that will ensure the smooth and efficient running of the Legal system in Saint Vincent and the Grenadines.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 6 • Registry Provides a solid framework which facilitates the effective administration and dispensation of justice by the Supreme Court and to ensure the proper registration, preservation and retrieval of records for the use of the people of Saint Vincent and the Grenadines.

6.3 Civil Society and Non-Governmental Organizations Within the OECS civil society groups consist of a wide variety of organizations.
These include private sector entities of varying sizes, chambers of commerce, non-governmental organizations (NGOs), universities technical schools and other groups.

Since the project is aimed at enhancing the digital capacity and increasing employability across the participating countries, these organizations/ entities should be included in the consultation process as the project as significant implications for them.
The specific civil society and NGO groups/ organizations that will be included in stakeholder consultation for each country are listed below: 6.3.1 Commonwealth of Dominica Civil Society and Non-Governmental Organizations Dominica’s civil society consists of several organizations, enterprises and entities.
Among civil society bodies are the private sector which consists of businesses and enterprises, small and medium sized businesses, Non-Governmental Organizations (NGOs), Community Based Organizations (CBOs), Commodity Representative Bodies such as the Dominica Association of Industry & Commerce (DAIC), Women NGOs and representative groups, legal fraternities and societies, and others.
These organizations are relevant in component one as they should be consulted on the rehabilitation and upgrading of the equipment and infrastructure at training centers.

The main civil society actors are as follows: Dominica Association of Industry and Commerce, Dominica Hotel and Tourism Association, Women’s Bureau, Association of People with Disabilities, Bar Association, Dominica Manufacturers Association, Dominica Business Trust, and the Builders and Construction Association of Dominica.
Universities and Other Institutes of Higher Education In Dominica, there are several universities and centers of higher learning that can be included in the consultation process.

These include The University of the West Indies (UWI) Open Campus, Business Training Centre, All Saints University, Dominica State College and the Lead Institute.

6.3.2 Grenada Civil Society and Non-Governmental Organizations Grenadian civil society consist of a number of organizations, enterprises and entities.
Among civil society bodies are the private sector which consists of micro, small and medium sized businesses and enterprises, Non-Governmental Organizations (NGOs), Community Based Organizations (CBOs), Commodity Representative Bodies such as the Grenada Cooperative Nutmeg Association and the Grenada Cocoa Association, Labour Organizations, Women NGOs and representative groups, legal fraternities and societies, and others.
These organizations are relevant as they will form the representatives of, and end users of the digital technologies produced and should be consulted in the design of the digital infrastructure.
Some of the main civil society actors are as follows: Grenada Chamber of Commerce, Grenada National Organization of Women, Grenada Bar Association, Grenada Human Rights Associations, Grenada AIDS organization, Agency for Rural Transformation (ART) Grenada, Grenada Red Cross Society, CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 7 Inter-Agency Group of Development Organizations (IAGDO), Grenada Coalition of Service Industries, Dynamic Youth of Grenada, Caribbean Youth Environment Network, Grenada Chapter.
Universities and Other Institutes of Higher Education There are several educational institutes and centers of learning in Grenada.

These will be important as end users of digital technologies as well as assisting in the change strategies, systems and processes targeted towards citizens.

The main educational institute actors are the T.A.

Marryshow Community College, the St Georges University and the University of the West Indies (UWI) Open Campus.
6.3.3 Saint Lucia Civil Society and Non-Governmental Organizations Saint Lucia’s civil society consists of a number of organizations, enterprises and entities.
Among civil society bodies are the private sector which consists of businesses and enterprises, small and medium sized businesses, Non-Governmental Organizations (NGOs), Community Based Organizations (CBOs), Commodity Representative Bodies such as the Saint Lucia Chamber of Commerce, Industry and Agriculture, Women NGOs and representative groups, legal fraternities and societies, and others.
These organizations are relevant in component one (1) as they should be consulted on the rehabilitation and upgrading of the equipment and infrastructure.

The main civil society actors are as follows: Saint Lucia Chamber of Commerce, Industry and Agriculture; Saint Lucia Hotel and Tourism Association, Saint Lucia Blind Welfare Association; National Council of and for Persons with Disabilities; Saint Lucia Bar Association; Saint Lucia Manufacturers Association, Saint Lucia Small Business Association.
Universities and Other Institutes of Higher Education In Saint Lucia, there are two main centers of higher learning that will be included in the consultation process.

These include The University of the West Indies (UWI) Open Campus and the Sir Arthur Lewis Community College.

Additionally, the Sir Vaughn Arthur Lewis Institute of Research and Innovation is also to be consulted due to their mandate.
6.3.4 Saint Vincent and the Grenadines Civil Society and Non-Governmental Organizations Civil society in St Vincent and the Grenadines which would be consulted consists of a number of organizations, enterprises and entities.
Among civil society bodies are the private sector which consists of businesses and enterprises, small and medium sized businesses, Non-Governmental Organizations (NGOs), Community Based Organizations (CBOs), Commodity Representative Bodies such as the St Vincent and the Grenadines Chamber of Industry & Commerce and representative groups, legal fraternities and societies, and others.
Universities and Other Institutes of Higher Education There are several educational institutes and centers of learning in St Vincent and the Grenadines that can be included in the consultation process.

These include the St Vincent and the Grenadines Community College and the University of the West Indies (UWI) Open Campus.

6.4 Users of Government E-Services The users of Government E-Services would potentially be the entire population of the four participating countries.
However, the specific segment of the population that will use the services directly include CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 8 business owners, government employees, parents, tourists, students, persons from the OECS who travel and taxpayers amongst others.

6.5 Other Interested Groups and Affected Parties Generally, the project has the potential to have an impact on all aspects of society in the participating nations.
Therefore, other interest groups and interested parties may include churches, providers of non- digital modes of communication and other development projects which are either being implemented or in planning stage for implementation.
6.6 Disadvantaged or Vulnerable Groups Within the OECS there are several identifiable disadvantaged or vulnerable groups who, because of their prevailing characteristics and the countries’ historical pattern of exclusion, face the risk of also being excluded from the benefits of this project if not adequately engaged.

These include the poor, women, young girls, at risk youth, the disabled and the LGBTI community.
In order to ensure that the project does not further exacerbate the existing inclusion patterns, careful attention will be paid to addressing both inclusion and exclusion errors which are present within the current access to digital services.
Specifically, the project will include programs such as coding bootcamps and business incubation and acceleration support explicitly targeting female students and entrepreneurs, with the aim to create a wider pool of digitally savvy women in the workforce and grow the number of female-led digital enterprises.
As relevant, the project will also disaggregate results indicators by gender to create appropriate targets and measure progress, and will will incorporate a citizen-oriented design and include a beneficiary feedback indicator in its result framework.

Other factors which may impede full participation are tabled below along with possible mitigation measures.
Factors Language Time Vulnerable population is the person If hearing impaired or impaired vision They may more prepare arrangements need time to to make Transportation Everyone Mitigation measures.
Provide someone to translate the information to persons with different abilities (for example the information can be provided in Braille or an expert in sign language can be made available Investigate in the community what is the usual time of the day and the day- that most members of the community are available; If persons not available Flyers or brochures with the relevant information are made available to be distributed about the project scope If persons are not available because they are caregiver depend on the nature of the persons who needs assistance (for example a child) a separate space can be made at the location to care for children during the 3 hours For some consultation monetary allocation is given to participant to secure their attendance CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 9 Meal Everyone Location Everyone If a number of persons are from a particular vicinity a single transport can be contracted Depends on the time of the consultation refreshment can be offered Conduct separate consultation throughout the country light 6.6.1 The Kalinago of the Commonwealth of Dominica The Kalinago community of Dominica is a country-specific disadvantaged and vulnerable indigenous group.
The most recent Country Poverty Assessment Survey (Caribbean Development Bank, 2008), reports that one out of every two persons in the Kalinago Territory is poor.

The vulnerability of the Kalinagos resides in that because of their particular circumstances, they may be excluded from participating in conversations and significant consultation processes about development solution, and thus not benefiting in an appropriate way, from projects benefits.
According to the 2011 population census, approximately 2145 Kalinagos live on a collectively owned territory of 3700 acres encompassing eight hamlets (Sineku, Gaulette River, Mahaut River, St. Cyr, Salybia, Crayfish River, Battaca and Touna Concorde) along the north-eastern coast of Dominica.

Given its size and population, the Kalinago Territory has the highest population density when compared to Dominica’s other parishes.
Consequently, there is a high degree of land degradation as a result of the clearing of land for settlements, agricultural use and social infrastructure (trails, roads, schools etc.)

The area was the last to be connected to the electricity grid in Dominica.

Additionally, this community, along with Roseau Central, has a heavy reliance on social services as it has the highest number of institutions and organizations providing services, resources and support to it residents.
has the highest number of institutions and organizations providing services, resources and support to its residents, thereby making it have a heavy reliance on social services.

The issue of land ownership or lack thereof, (the Kalinago Council has ownership of lands in the Territory) poses serious concerns for individual socio-economic advancement.

This significantly limits their access to credit at local banks since they do not possess the required collateral i.e.
Certificate of Titles as per the laws governing the Territory.

Whereas it is necessary to ensure the lands allocated to the Territory remains unchanged, it prohibits individual economic advancement based on requirements from the banking community.

Unemployment in the Kalinago Territory is estimated to be high, particularly among the youth.
Decline in the agricultural sector coupled with delayed realization of strong and sustained growth in the tourism sector nationally continue to negatively impact employment in the Kalinago Territory.

Further, sixty-nine percent (69%) of homes in the Territory suffered damage during the passage of Hurricane Maria in 2017.
To mitigate, the Ministry of Kalinago Affairs has designed two Financial Interventions funded by the Government to provide temporary, short-term, financial assistance to the Kalinago people affected by Hurricane Maria.

The specific focus of the intervention is on the rehabilitation of homes and support for people in the Kalinago craft industry.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 10 6.6.2 Grenada With 48 per cent of all poor households headed by single women, Grenada has the highest percentage of female-headed households recorded in the OECS.

Forty-four per cent of urban households headed by women are found in the poorest quintiles compared to only 18 per cent for men1.
One in every two Grenadian children lives in poverty, with 39.3 per cent of the poor found in the 0–14 years of age group (compared to 29.4 per cent of the non-poor).

Although the average household size at the national level is two in the highest quintile and three in the middle, for the poorest quintile it is five.

The CPA found that only 48 per cent of the poorest households had indoor sanitation or water closets and 85 per cent had electricity.
A study published in 2010 by the Institute of Development Studies (IDS) revisits ideas about the distribution of poverty, asserting that over 60 per cent of the world’s poor are to be found in middle- and high-income countries such as Grenada and other Eastern Caribbean States.

Although fewer people in Grenada are living in extreme poverty in 2008 than previous years, nearly 15 per cent of all households are considered vulnerable.
The 2008 CPA reported a total employed labour force of 47,581 with 49 per cent men and 51 per cent women, but the unemployment rate was estimated at 24.9 per cent with nearly double the number of women (31.8 per cent) unemployed than men (17.9 per cent).

It is widely acknowledged that women and youth experience higher unemployment than national figures suggest.
Many of the employed live in households whose income or consumption levels fall below the poverty level threshold, and they therefore spend considerable time looking for better-paying jobs.

Research has observed that people in this group, categorized as the ‘working poor’, are generally clustered in the 25–44 age group, work in the informal sector and are more or less economically depressed, disenfranchised and marginalized.
In 2010, it was reported that 21.2 per cent of all workers fell into the category of the working poor, with more women than men.

Young people between the ages of 15 and 25 experience the highest unemployment rates in Grenada and the Caribbean in general.

A CDB study released in 2015 identifies an acute unemployment problem for youth (18–24), who make up a quarter of the region’s population.
It shows a rate of 25 per cent among youth compared to 8 per cent among adults, with unemployment among young females (30 per cent) considerably higher than young males (20 per cent).

The 2008 CPA revealed that a total of 14.6 per cent of Grenadians were deemed vulnerable.

High unemployment and underemployment rates among women carry significant implications for the 48 per cent of the country’s poor households headed by women2.
With fewer women employed, higher unemployment rates among women than men, the boom in the male-dominated construction industry and the traditional gender-based barriers facing women, single female-headed households face significant disadvantages.

With 42.2 per cent of Grenada’s children living in poor households headed by women (compared to 34.8 per cent among male-headed poor households), unemployment of women has a profound effect on children.
These households are also characterized by low levels of education (26.6 per cent of heads of poor households attended only primary school and 61.7 per cent received secondary Situational 1 https://www.unicef.org/easterncaribbean/ECA_GRENADA_SitAn_Web.pdf.

2 Grenada, Children Analysis of in Situational Analysis of Children in Grenada, UNICEF UNICEF 2017.

Retrieved from: 2017.

Retrieved from: https://www.unicef.org/easterncaribbean/ECA_GRENADA_SitAn_Web.pdf.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 11 education3), low school attendance rates among the children living in the household, children fathered by multiple men, inadequate adult guidance and support for children and limited access to basic health care.

Typically, these poor households headed by single women support prime conditions for inter-generational poverty to take hold, promoting a ‘learned helplessness’.
Poverty promotes casual or dysfunctional relationships as single women pursue men who can bring monetary contributions to the household, evolving into ‘revolving door hook-ups’ and transactional sex.

With a change in partners, the chances of pregnancy increase, adding to the already overwhelming responsibilities of the growing household.

Children in these households are seriously affected by these conditions in different ways depending on their age group and sex4.
Dysfunctional mating patterns and early pregnancies may lead to the girl child repeating the cycle of poverty that traps the single mother heading the household.

The boy child can also get caught in this poverty trap by dropping out of school to bring more income into the household and potentially falling into gang activity and the drug trade.

There may also be other far-reaching and negative consequences on children’s growth, development, survival, protection and capacity to express themselves.
5Individuals aged 0-5 years display signs of physical and emotional neglect, abuse and malnutrition making them vulnerable, which are then mastered by harmful behavioural patterns, slow cognitive development with a poor socialization process.

Individuals aged 5-7 coming from homes that are deep in poverty misses out on connectedness to family and community, making them vulnerable members of the general population.
This in turn develops poor socialization processes and stigmatization that can have long term effects on their self-esteem.

However, as the age range increases within these households, the vulnerabilities differ based on needs.

Poor health and nutrition results in poor school attendance usually leads to a high rate of school dropouts.
The adolescent age group of poverty ridden communities presents the greatest threats of vulnerabilities such as girls at risk of sexual violence, abuse as well as boys at risk to drop out of school w/ out certificate.

Both at risk to engaging in harmful and risky behaviours leading to instances of out-of-school and out-of-work.

Risk of life-long negative effect: no second chance, no higher-level education due to absence of diversion programme.
These vulnerabilities are manifested in instances of – Teen pregnancy, Unemployment, Marginalization, Non-participation, Substance abuse, Crime, Early parenting, Recidivism and Economic vulnerability, all present in poverty-stricken areas such as St. Andrews.

Additionally, migrant families from these areas also face various vulnerabilities.
These include, but are not limited to: Low social status associated with situation of parent in country (low paid, low skills, language barrier), Parental absence, Lack of legal status/appropriate documentation to access social services, Separation from extended family and culture and Language barrier6.

3 Government of Grenada, 2014.

4 Situational Analysis of Children in Grenada, UNICEF 2017.

Retrieved from: https://www.unicef.org/easterncaribbean/ECA_GRENADA_SitAn_Web.pdf.
5 Information for this paragraph was extracted from Situational Analysis of Children in Grenada, UNICEF 2017.

Retrieved from: https://www.unicef.org/easterncaribbean/ECA_GRENADA_SitAn_Web.pdf.

6 Information for this paragraph was extracted from Situational Analysis of Children in Grenada, UNICEF 2017.

Retrieved from: https://www.unicef.org/easterncaribbean/ECA_GRENADA_SitAn_Web.pdf.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 12 6.6.3 Saint Lucia Within Saint Lucia, there are several identifiable disadvantaged or vulnerable groups who, because of their prevailing characteristics and the countries’ historical pattern of exclusion, face the risk of being omitted from the benefits of this project if not adequately engaged.

These include the poor, women, young girls, at risk youth, persons with different abilities and the LGBTIQ community.
Their lack of or limited access to computers, smart phones and the required connectivity places the group at a widespread disadvantage as the emphasis would be on meeting basic needs.

These vulnerable groups would consequently be reliant on physically visiting and manually requesting the required government services; this will definitely be time consuming, effort and financial draining on already indigents.
Participation in the consultations will facilitate them to be more efficiently access the services in a user-friendly manner that would of concern to them.

In order to ensure that the project does not further exacerbate the existing inclusion patterns, careful attention will be paid to addressing both inclusion and exclusion errors which are present within the current access to digital services.
Specifically, the project will include programs such as coding bootcamps and business incubation and acceleration support explicitly targeting female students and entrepreneurs, with the aim to create a wider pool of digitally savvy women in the workforce and grow the number of female-led digital enterprises.
As relevant, the project will also disaggregate results indicators by gender to create appropriate targets and measure progress, and will will incorporate a citizen-oriented design and include a beneficiary feedback indicator in its result framework.
In formulating the objectives and activities of this project, stakeholders including publicsector agencies, private sector, non governmeental organsations and commmunity services organizations and representatives of these groupings have as recently as January 2020 have contributed to the process.

Their contributions improve the access to and utilitity of the electronic government services to save time, effort and resources.
6.6.4 St. Vincent and the Grenadines According to the Saint Vincent and the Grenadines Country Poverty Assessment (SVGCPA) of 2008, persons are deemed vulnerable if they are at risk of falling into poverty should any adverse economic shock or natural disaster occur.

Vulnerability was estimated to be EC$6,904 per annum or EC$18.91 per day.

According to this measure 48.2 percent of the individuals were in this category.
(General population, female headed household, pregnant (school drop-out) teenagers; unemployed youth; single parent household; persons with disability).

There is a general lack of data and empirical studies on vulnerable groups and their needs, beyond the poverty assessment referenced above.

There are no norms, societal practices or legal barriers that impede any Vincentian from participating in a consultation, decision making, or sharing of project benefits.
The factors which may impede full participation are those like, language, time, possibility to travel to attend consultations, location, whose mitigation measures are reflected in the table under section 6.6.

CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 13 7 Summary of Stakeholder Engagement needs Annex 6 summarizes the needs of the different stakeholder groups to be engaged throughout the project cycle.
These needs will be revisited and finalized upon establishment and staffing of the national level PIUs.

Overall, a combination of face-to-face, online, and telephonic mediums will be used to engage with the various stakeholder groups impacted by the project.

8 Stakeholder Engagement Program The project will adopt a multi-stakeholder engagement process which will be completed using two approaches throughout the project life-cycle- information disclosure and public consultation.
8.1 Proposed Strategy for Information Disclosure A variety of methods will be utilized to disclose information to project stakeholders.

Disclosed information will allow stakeholders to understand the risks and impacts of the project, and potential opportunities.
They will also provide stakeholders with access to information, (a) The purpose, nature and scale of the project; (b) The duration of proposed project activities; (c) Potential risks and impacts of the project on local communities, and the proposals for mitigating these; (d) The proposed stakeholder engagement process highlighting the ways in which stakeholders can participate; (e) The time and venue of any proposed public consultation meetings, and the process by which meetings will be notified, summarized, and reported; and (f ) The process and means by which grievances can be raised and will be addressed.
The information will be disclosed in a variety of ways including on relevant government websites (on the website of the ministries of the participant countries, that will be implementing the project, including the website of the ECCB), and local offices, in a manner that is accessible and culturally appropriate, taking into account any specific needs of groups that may be differentially or disproportionately affected by the project or groups of the population with specific information needs (such as, disability, literacy, gender, mobility, differences in language or accessibility) (Table 8.1).
Timetable: Locations /dates March 30, 2020 Target Stakeholders Percentage reached Responsibilities All TBD Table 8.1: Information disclosure strategy Information to be disclosed Method proposed Project stage Governments and ECCB websites Public Meetings Environmental Social and Commitment Plan, Environmental Social and Assessment SEP with GRM Governments and ECCB websites Public Meetings Social Media Community Bulletin Board LMP with GRM Governments ECCB and websites March 30, 2020 All March 30, 2020 All TBD TBD n o i t a r a p e r P ECCB and Country Ministries ECCB and Country Ministries ECCB and Country Ministries CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 14 Timetable: Locations /dates March 30, 2020 Target Stakeholders Percentage reached Responsibilities All TBD ECCB and Country Ministries ECCB and Country Ministries ECCB and country Ministries March 30, 2020 All TBD TBT All 70% Project stage Information to be disclosed Method proposed IPPF, with GRM.
Same as the GRM under the SEP but including a representation of the Kalinago territory.

RPF with GRM.
Same as the GRM under the SEP Environmental and Social Commitment Plan (ESMP) Grievance Redress Mechanism (GRM) RAP with GRM Project activities completed and benefits Governments and ECCB websites and Meetings in Kalinago communities Governments and ECCB websites Public Meetings Community Billboards Government Websites, Radio programs, and local TV spots Public Meetings Social Media Community Billboards Government Websites, Radio news, Social media n o i t a t n e m e p m l I n o i t a r e p O l a On completion of project activities All TBD ECCB and country Ministries 8.2 Proposed Strategy for Consultation Each of the identified stakeholder groups will be consulted on about various aspects of the project throughout the project life cycle.
Methods of consultation will vary depending on the target audience and may include public meetings other and participatory methods.

Table 8.2 outlines the proposed consultation strategy.
Table 8.2: Consultation strategy Project stage n o i t a r a p e r P ESS SEP, GRMs, Purpose engagement activity Consult instruments: ESMF, LMP, IPPF, RPF Identify regional priorities key of Method used Public consultations and availability on the website Meeting 4 Timetable: Location and dates In all countries during month February With countries, May,2019 the of all Target Stakeholders Responsibilitie s All and ECCB country Ministries Government sectors.
ECCB, and ECTEL OECS CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 15 Method used Forum, workshop and meetings Timetable: Location and dates In all countries/ TBD Target Stakeholders Responsibilitie s ECCB countries and Government, private sector, social and sectors Public consultations and workshops All In all countries/ TBD / every six to months evaluate and get feedback.
and ECCB country Ministries Where necessary TBD/ / Potential PAPs affected in areas ECCB country Ministries and In all countries/ TBD All and ECCB country Ministries and Census Socio- Economic Survey In-situ public assembles, meetings, and face face to visit.
visit, Project stage of Purpose engagement activity Development of core the foundations of the region’s digital economy Promoting greater access vulnerable of groups to digital connectivity Involuntary resettlement- RAP, GRM ESS Monitoring of the implementatio n of instruments, Citizen Engagement and Approach, GRM Gender n o i t a t n e m e p m l I Considering current COVID-19 situation, the following methods will also be considered for future consultations: 1.
Make a short video (that can be transmitted by WhatsApp) the video should present the objectives of the project and the main risks and benefits.

2.

Share the link from where the documents are available on the Client website.

3.

Distribute a feedback form on participants' opinions on the main risks and benefits - from the perspective of the stakeholders.

[Copy of the Transcript of the short video can be shared] 4.
Conduct feedback collection directly over the phone - especially for people who do not have Internet access.

5.

Prepare the summary of the comments received and actions taken to address the comments.

8.3 Proposed Strategy to Incorporate the Views of Vulnerable Groups While some vulnerable groups have been proposed in the SEP, any additional groups will be identified throughout the consultation process.

The project will include methods to remove obstacles to their participation e.g.
having consultations in areas that are easily accessible to them and ensuring that they can access the project benefits.

CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 16 8.3.1 Consultation with the Kalinago of the Commonwealth of Dominica In adhering to the Carib Reserve Act which gives sole management of the Territory to the Kalinago Council, the Project Steering Committee must consult with the Kalinago Council at every point during implementation.
To facilitate the process, a member from the Council should be represented on the Project Steering Committee.

Additionally, three (3) days prior notice must be issued to the Kalinago Council in order to participate in meetings and site visits throughout the Project Cycle.

The prior notice should be addressed to the Kalinago Chief, preferably in written form (either post or email) during the course of the project.
Table 8.3 details specific consultation timing and methods that will be utilized with the Kalinago community.
It is also included in the project’s Indigenous Peoples Planning Framework Table 8.3: Consultation with Kalinago community of Dominica Timetable: Locations/ Dates to Prior commenceme nt of project activities at Community Centre Prior to commenceme nt of project civil works, retrofitting and rehabilitation activities On completion of project activities stakeholders Stakeholder Manager Kalinago Community Project Manager Environmental Safeguards Social Communication Specialist Safeguards Kalinago Community Environmental Safeguards Social Communication Specialist Safeguards Kalinago Community, Project Manager Communication Specialist Project Stage Topic Design Project Objective, activities ESIA, ESMP, IPPF, RAF, LMP, SEP, GRM works, Civil Retrofitting and Rehabilitation ESMP, LMP, IPPF, SEP, RAP Commissioning Project activities and completed benefits Engagement Approach Discussion with community leaders, Public meeting, Brochure or Flyer, Press Releases Public Meeting(s), nontechnical reports made available to the public on Public Meeting(s), Radio news, Project leaflet posted community bulletin board distributed, Press Releases, Social Media, Government Websites and CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 17 8.4 Stakeholder Feedback Feedback from stakeholders will be solicited at every stage of the project life cycle.
For public meetings, workshops, focus groups, comments will be recorded through detailed meeting minutes.

The Social Safeguards Specialist at each PIU will be responsible for receiving and recording any queries, concerns or complaints against the project.

Comments and decisions made on comments will be collated and reported back to stakeholders once the final decision on the course of action related to the comments has been made.
Records will also be maintained on the methods used to inform stakeholders on dates and/or locations where they can gather project information and provide feedback.

In addition, stakeholders will be allowed to file complaints against the project through the Grievance Redress Mechanism detailed in Section 7 of the SEP. All records relating to this mechanism including, grievance forms, grievance log, notes, interviews, meeting minutes, release forms etc.

will be also be stored.


8.5 Timelines Table 8.4 outlines the timeline for project phases and key decisions.

Table 8.4: Project timelines Project Stage Design Construction Closure/Commissioning Timeline/Date Q2 2020 Q4 2020 Q3-Q4 2026 8.6 Future Phases of the Project As the project progresses, stakeholders, including the general public will continuing be informed about its milestones.
This information includes disclosure on the project’s environmental and social performance, the implementation of the stakeholder engagement plan and the status of the grievance redress mechanism.

These reports will be completed on at least an annual basis, but may increase in frequency during periods of increased activity etc.

construction phases, when the public will experience more impacts or when project phases are changing.
During periods of increased activity, reports may be provided on a quarterly basis.
Implementing Stakeholder Engagement Activities 8.7 8.7.1 Roles and Responsibilities Implementation and monitoring of the Environmental and Social Management Framework (ESMF) and all other Environmental and Social Standards (ESS) instruments will be the responsibility of each implementing agency, that is ECCB for regional project activities, and the line ministry responsible for ICT in each country for national level project activities.

.
.

For this, both the regional and national level project implementation units (PIUs), will engage an Environmental and Social Specialist who will support this function, and within three (3) months of the Effective Date of the Project.

Table 8.5 provides details on the roles and responsibilities for the Stakeholder Engagement Plan.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 18 Table 8.5: SEP roles and responsibilities Role/Position Title Project Manager Environmental & Social Specialist/s Environmental & Social Specialist/s Responsibilities • Manage and implement the Stakeholder Engagement Plan (SEP) • Dissemination of project information • Interface with stakeholders and respond to comments or questions about the project or consultation process.
• Provide contact information if stakeholders have questions or comments about the project or consultation process.

• Document any stakeholders.

interactions with external • Maintain database, records for SEP • Coordinating public meetings, workshops, focus groups etc.

• Makes sure the SEP is being adhered to and followed correctly.

• Raise awareness of the SEP among project implementation unit, employees contracted firms and relevant external stakeholders.
8.7.2 Budget The budget for the implementation of the SEP will be Funded as part of overall Project management cost.

Table 8.6 presents an indicative budget for the implementation of the Stakeholder Engagement Plan.
Table 8.6: Budget for SEP implementation # Concept Dominica Grenada St. Lucia SVG ECCB Total 11,000.00 11,000.00 11,000.00 11,000.00 11,000.00 55,000.00 USD of Environmental and Social Specialist Time Staff trips (10 Consultation activities per year per country) Information Production Dissemination Total and 8.7.3 Contact details Prior to project implementation, the following contact persons may be reached by stakeholders with any questions, concerns, recommendations etc.
regarding the project at the level of each implementing entity – See table 6.7.

Upon staffing of all PIUs, the contact information will be updated to that of the Environmental and Social Specialist in each PIU.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 19 Table 8.7: Project contact personnel Contact Dominica Grenada St. Lucia SVG ECCB Name Jermaine Jean- Pierre Rhonda Jones (Ms.) Marlon Narcisse (Mr.) Marcelle Edwards- John (Mrs.) Title Director of ICT Unit Permanent Secretary for Public Administration Director of Public Service Modernization, Ministry of Public Service, Information, and Broadcasting Deputy Director of Planning (Ag), Ministry of Finance, Economic Planning, Sustainable Development, and Information Technology Imran Williams (Mr.) Project Officer, Projects and Technical Assistance Unit (GIO) Telephone (767) 266 3524 473) 440-2255 (758) 468-2285 (784) 457-1746 869) 465 2537 Email address jeanpierrej@domi nica.gov.dm pmsec@gov.gd marlon.narcisse @govt.lc medwards- john@svgcpd.com Imran.Williams@ecc b-centralbank.org Physical Address 1st Floor, Government Headquarters, Kennedy Avenue, Roseau, Dominica Ministerial Complex, 6th Floor, Botanical Gardens, St. George's, Grenada 2nd Floor, Greaham Louisy Building, Waterfront, Castries, St. Lucia 1st Floor, Financial Complex, Kingstown, St. Vincent and the Grenadines Bird Rock, Basseterre, St. Kitts and Nevis 9 Grievance Redress Mechanism .
In order to ensure the implementation of the Project in a timely manner and effectively address any anticipated and unanticipated risks that would be encountered during implementation, including the CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 20 development of the necessary actions of mitigation and avoidance, a Grievance Redressal Mechanism (GRM) was developed.

The GRM will enable the Project Authorities to address any grievances against the Project.
It must be noted that this GRM covers grievances that relate to the impacts that the project may have on people and will also be applicable when implementing the Resettlement Policy Framework (RPF) and/or the Resettlement Action Plans (RAP), as well as for the implementation of the Indigenous Peoples Planning Framework (IPPF.)

In the case of the IPPF, this GRM will integrate in the Grievance Committee (GRC) a Representative from the Kalinago Territory -named by their organization.
Grievances that relate to project workers will be handled by a separate mechanism which is included as part of the project’s Labour Management Procedures (LMP).

9.2 Objectives of the Grievance Redress Mechanism The objectives of the Grievance Redress Mechanism are as follows: 1.

Ensure that the World Bank Environmental and Social Standards are adhered to in all subprojects and activities; 2.

Address any negative environmental and social impacts of all sub-projects and activities; 3.
Resolve all grievances emanating from the project activities in a timely manner; 4.

Establish relationships of trust between project staff and stakeholders; 5.

Create transparency among stakeholders including affected persons through an established communication system; 6.

Bolster the relationship trust amongst the project staff and the affected parties.
9.3 Grievance Redressal Process The key stages involved in the project’s grievance redressal process are summarized in Figure 9.1 and described in the sections that follow.

CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 21 Level One 1.

Receive grievance 2.

Acknowledge grievance 3.

Register/Log 4.

Screen 5.

Investigate 6.


Resolution Level Two Grievance Redress Committee (GRC) Level Three Local Courts Figure 9.1: Project GRM process 9.3.1 First Level of Redress Receive Grievance All complaints should be received by the Project Manager of each implementing PIU.

This includes the project contact personnel in each of the participating countries.
Through the consultation process in each participating country, stakeholders will be formed of various avenues through which the mechanism can be accessed.

Complaints can be made in person, writing, verbally over the phone, by fax, emails or any other media.
The point of receipt of complaints is listed below: Contact Dominica Grenada St. Lucia SVG ECCB Name Jermaine Jean-Pierre Rhonda Jones (Ms.) Marlon Narcisse (Mr.) Title Director of ICT Unit Director of Public Service Modernization, Ministry of Public Service, Permanent Secretary for Public Administra tion Imran Williams (Mr.) Project Officer, Projects and Technical Assistance Unit (GIO) Mr Recardo Frederick (Mr) Director of Economic Planning , Ministry of Finance, Economic Planning, CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 22 Contact Dominica Grenada St. Lucia SVG ECCB Information, and Broadcasting Sustainable Development , and Information Technology Telepho ne (767) 266 3524 473) 440- 2255 (758) 468-2285 (784) 457- 1746 869) 465 2537 Email address jeanpierrej@dominic a.gov.dm Physical Address 1st Floor, Government Headquarters, Kennedy Avenue, Roseau, Dominica Imran.Williams @eccb- centralbank.org Bird Rock, Basseterre, St. Kitts and Nevis marlon.narcisse@ govt.lc 2nd Floor, Greaham Louisy Building, Waterfront, Castries, St. Lucia rfrederick@s vgcpd.com 1st Floor, Financial Complex, Kingstown, St. Vincent and the Grenadines pmsec@go v.gd Ministerial Complex, 6th Floor, Botanical Gardens, St. George's, Grenada All grievances received by the established points of contact within the individual nations should be forwarded to the Project Manager within 24 hours of receipt.
Modes of Receiving Grievances Complaints can be made in person, writing, verbally over the phone, by fax, emails or any other media.

The person receiving the complaint will try to obtain relevant information regarding the grievance and the complainant and will immediately inform the Project Manager (PM) at each PIU in the format – Grievance Information Form (GIF) as given in Annex 1.
Acknowledge Grievance All grievances will be acknowledged by telephone or in writing by the PM using the Grievance Acknowledgment Form (Annex2) within 48 hours of receipt and the complainant informed of the approximate timeline for addressing the complaint, if it can’t be addressed immediately.

The PM will work with the Country Ministries or contractors to ensure the speedy resolution of the grievance.

If the complaint cannot be resolved at this level it is taken to the next level.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 23 Register/Log Grievance After receiving and recording the grievance on the GIF, it will be registered in the Grievance Redressal Registration and Monitoring Sheet (GRRMS) (Annex 3).

Screen The concerned PM reviews the complaint and assign a grievance owner.
The complaint will be forwarded to the grievance owner who will be responsible investigating the claim and liaising with both the aggrieved party and project staff in order to come to a mutually acceptable resolution.

The grievant owner will be given a specific timeline for resolving the claim.

Meetings with grievant/complainant will be held, if necessary, in an attempt to resolve the matter.

Investigate The grievance owner will investigate the complaint.
This investigation will include, but is not limited to, meetings with the grievant/complainant, site visits, meetings/interviews with project staff and collection of relevant documentation and other forms of evidence.

For meetings, the deliberations and decision will be recorded on the Meeting Record Form included as Annex 4.

Community representatives or representatives of the complainant will be allowed to sit in on these meetings.
Resolution The resolution at the first tier should normally be completed within 15 working days of receipt of grievance and notified to the concerned party through the Disclosure Form (Annex 5).

If the grievance is not be resolved within this period, it can be referred to the next level of the Grievance Redressal system.

However, once it is determined that progress is being made towards a resolution, the grievance will be retained at this first level.
The complainant will be informed of this decision and an estimated time for the resolution of the matter will be given either verbally or in writing.

If the issue cannot be resolved within 25 working days, it will be transferred to the next level.

Once a resolution has been agreed and accepted, the complainant’s acceptance will be obtained on the Disclosure Form included as Annex 5.

If the proposed resolution is not accepted the grievance will be escalated to level 2.
NB The complainant may request that the issue be transferred to the next level if he or she does not feel that the grievance is being adequately addressed by the PM.

9.3.2 Second Level of Redress A Grievance Redressal Committee (GRC) will be formed in each implementing entity, that will consist of members of their respective Project Steering Committees (Regional project Steering Committee, in the case of ECCB), civic leaders and relevant representatives.
The GRC will be called into place when a first- tier resolution is not found, but it could also meet on a quarterly basis to evaluate the performance of the project level GRM.

From this perspective it is a standing body.

This committee will be chaired by the representative of the implementing line ministry/agency in the corresponding Project Steering Committee.

The permanent secretaries of the participant ministries will assign their respective representative to the GRC.
The way in which the representative of the civil society will be defined is still TBD, but line ministry or the PIU can invite active NGOs to nominate a representative.

Terms of Reference for GRC: The functions of the GRC are as follows are to: CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 24 1.

Provide relief and support to the affected persons in a timely manner; 2.

Prioritize grievances and resolve them at the earliest reasonable time; 3.
Provide information to PIUs on serious cases at the earliest plausible time; 4.

Coordinate the process of the Affected Persons getting proper and timely information on the solution worked out for his/her grievance; 5.

Study the normally occurring grievances and advise the PM as to their scale and scope.

The PM will coordinate the convening of the meetings of the GRC.

He / She is also responsible for briefing the GRC on the deliberations of the first level of Redressal and on the views of both parties.
(Complainant and the Project).

The GRC will hold the necessary meetings with the affected party / complainant and the concerned officers and attempt to find a solution acceptable at all levels.

GRC will record the minutes of the meeting in the format using the same format detailed in Annex 4.

The decisions of the GRC will be communicated to the complainant formally and if she/he accepts the resolutions, the complainant’s acceptance will be obtained on the disclosure format as in Annex 5.
If the complainant does not accept the solution offered by the GRC, then the complaint is passed on to the next level / or the complainant can activate the next level.

It is expected that the complaint will be resolved at this level within 35 working days of receipt of the original complaint.

However, if both parties agree that meaningful progress is being made to resolve the matter may be retained at this level for a maximum of 60 working days.
9.3.3 Third Level of Redress If the affected party / complainant does not agree with the resolution at the 2nd level, or there is a time delay of more than 60 working days in resolving the issue, the complainant can opt to consider taking it to the third level.

This level involves the complainant taking legal recourse within the local courts.
9.4 World Bank Grievance Redressal Service (GRS) The complainant has the option of approaching the World Bank, if they find the established GRM cannot resolve the issue.

It must be noted that this GRS should ideally only be accessed once the project’s grievance mechanism has first been utilized without an acceptable resolution.
World Bank Procedures requires the complainant to express their grievances in writing to World Bank office in Washington DC by completing the bank’s GRS complaint form which can be found at the following URL link: http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress- service#5 .

Completed forms will be accepted by email, fax, letter, and by hand delivery to the GRS at the World Bank Headquarters in Washington or World Bank Country Offices.
Email: Fax: By letter: grievances@worldbank.org +1-202-614-7313 The World Bank Grievance Redress Service (GRS) MSN MC 10-1018 NW, Washington, DC 20433, USA CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 25 9.5 Addressing Gender-Based Violence The GRM will specify an individual who will be responsible for dealing with any gender-based violence (GBV) issues, should they arise.

A list of GBV service providers will be kept available by the project.
The GRM should assist GBV survivors by referring them to GBV Services Provider(s) for support immediately after receiving a complaint directly from a survivor.

If a GBV related incident occurs, it will be reported through the GRM, as appropriate and keeping the survivor information confidential.
Specifically, the GRM will only record the following information related to the GBV complaint: • The nature of the complaint (what the complainant says in her/his own words without direct questioning); If, to the best of their knowledge, the perpetrator was associated with the project; and, If possible, the age and sex of the survivor.

• • Any cases of GBV brought through the GRM will be documented but remain closed/sealed to maintain the confidentiality of the survivor.
Here, the GRM will primarily serve to: • Refer complainants to the GBV Services Provider; and • Record the resolution of the complaint The GRM will also immediately notify both the Implementing Agency and the World Bank of any GBV complaints WITH THE CONSENT OF THE SURVIVOR.
9.6 Grievance Redress Mechanism Budget Item Meetings of GRC (100 meetings @ USD1000) Information Production and Dissemination (500 collateral materials @ USD100) 50,000.00 Cost (US$) 100,000.00 9.7 Building Grievance Redress Mechanism Awareness The ESS will initially brief all staff of the project office, the Project Steering Committee (PSC), the sub- projects including consultants and contractors, and the staff of the individual country Ministries on the Grievance Redressal Mechanism of the Project and explain to them the procedures and formats to be used including the reporting procedures.
The ESS will brief the all project stakeholders on the Grievance Redressal Mechanism of the Project and explain the procedures and formats to be used including the reporting procedures.

Awareness campaigns would be conducted targeting project stakeholders to inform them on the availability of the mechanism; various mediums will be used- as detailed in previous sections of the SEP.
The GRM will also be published on the ECCB website, responsible Ministries in each participating country’s website and the project website or Facebook page if there is one.

A project site board will be erected on the sites of sub-projects indicating the existence of the mechanism and a phone number, email and address for further information.

The GRM will be translated into local and colloquial expressions if determined to be needed.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 26 9.8 Monitoring and Reporting The Environmental Safeguards Specialist and/or Social Specialist/s will prepare the Monthly and Quarterly Reports on the Grievance Redress issues of the project.
9.9 Periodic Review by Grievance Redress Committee The Grievance Redressal Committee may review the nature of grievances that have been represented and if grievances are repeated, recommend suitable changes in implementation procedures and forward these to the PSC for implementation.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 27 Annex 1- Grievance Information Form Date/Time received: Date: (dd-mm-yyyy) Time: □ am □ pm Name of Grievant: Company (if applicable) Contact Information: Phone: Email address: Address: □ You can use my name, but do not use it in public.

□ You can use my name when talking about this concern in public.

□ You cannot use my name at all.

□ You can use my company name, but do not use it in public.
□ You can use my company name when talking about this concern in public.

□ You company name at all cannot use my Details of grievance: (Who, what, when, where) (Kindly indicate the preferred method of communication) □ One-time incident/complaint □ Happened more than once (indicate how many times): ___________ □ Ongoing (a currently existing problem) 28 How would you like to see issue resolved?

List here: Attachments to the grievance/complaint: (e.g.

pictures, reports etc.)
_____________________________________ Grievant/Complainant Signature (if applicable) ______________________________ Date (dd-mm-yyyy) _____________________________________ ______________________________ Signature- Project personnel (to confirm receipt only) Date (dd-mm-yyyy) For PIU use only: Grievance No: ____________________ Grievance Category: □ Problems during material transport □ Smell □ Blocked road access □ Problem with project staff □ Dust □ Noise □ Other (specify): ___________________ Grievance Owner/ Department: ________________________________________ CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 29 Annex 2- Grievance Acknowledgement Form (GAF) The project acknowledges receipt of your complaint and will contact you within 10working days.
Date of grievance/complaint: (dd/mm/yyyy) Name of Grievant/Complainant: Complainant’s Address and Contact Information: Summary of Grievance/Complaint: (Who, what, when, where) Name of Project Staff Acknowledging Grievance: Signature: Date: (dd/mm/yyyy) 30 Annex 3- Grievance Redressal Registration Monitoring Sheet Name of Grievant/Complainant Date Received Grievance Description Name of Grievant Owner Requires Further Intervention Action(s) to be taken by PIU Resolution Accepted or Not Accepted and Date of Acceptance/Non- acceptance No.
1.

2.

3.

4.

31 Annex 4- Meeting Record Form Date of the Meeting: …………………………………….

Grievance No: ………………………………….

Venue of meeting: ……………………………………………………………………………………………………….

Details of Participants: Complainant Project/Government/ECCB Summary of Grievance……………………………………………………………………………………………………………………….
…………………………………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………………………………… Meeting Notes: ………………………………………………………………………………………………………………………………….

…………………………………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………………………………… Decisions taken in the meeting / Recommendations of GRC…………………………………………………………….
…………………………………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………………………………… Issue Resolved / Unresolved: ………………………………………………... Signature of Chairperson of the meeting: ……………………………………………………………………… Name of Chairperson: ………………………………………………… Date (DD/MM/YYYY): ……………………………….
32 Annex 5- Disclosure/Release Form Result of Grievance Redressal Grievance No: Name of Grievant/Complainant: Date of Complaint: Summary of Complaint: Summary of Resolution: Resolved at: Date of grievance resolution (DD/MM/YYYY): □ First Level □ Second Level □ Third Level Signature of Complainant in acceptance of the suggested grievance resolution: …………………………………………………………………………………… Name: ……………………………………………………………………… ID number: ………………………………………………….

Type of ID: ………………………………………………………………….


Date (DD/MM/YYYY): ………………………………………………………… Signature of Social Development Specialist and Project Coordinator: 1.……………………………………………………………………….

2……………………………………………………………………… 1.Name:………………………………………………………….

Place:…………………………………………………………..

Date:(dd –mm – yyyy): ……………………………………….. 2.Name:………………………………………………………….

Place:…………………………………………………………..


Date:(dd –mm – yyyy): ……………………………………… 33 Annex 6 – Summary of stakeholder engagement needs Information in the Table is missing the Commonwealth of Dominica and Saint Vincent and the Grenadines.

The missing information will be updated after the PIU is established and staffed, and t the plans for the other countries have been re-assessed.
Country Dominica Stakeholder Group Government ministries CSOs including: chamber of commerce, universities, technical schools, Students Users of government e-services Key Characteristics Preferred Specific needs How many?

notification means Email and phone How many?

Email and phone Radio and TV Radio and TV % of population?

What sectors and how many?

Taxpayers Parents registering births Persons registering deaths The poor Women Young girls, Youth at risks The disabled access Unemployed?
Low literacy levels Lack of technology %???

Single mothers Primary childcare providers %,???

%???

High poverty levels Involved in crime?

Low literacy levels %, How many???

How many?

LGBT How many?
Grenada The Kalinago indigenous people 16 30 Government ministries including: of CSOs chamber commerce, universities, technical schools, Radio and TV Community Meeting Social Media to Large print Non-technical language Uses of pictures and diagrams Focus group/ Community meeting Social Media Childcare Separate meeting Late meetings-after work afternoon/evening Focus group/ meeting Social Media Large print Non-technical language Uses of pictures and diagrams Person to person invitation or through family Person to person Social Media In situ visit and invitation.
Interviews/Focus Groups/Inter- and Intra- Ministerial Mechanisms Key Informant Interviews, Focus Groups, Meetings with Representative Bodies and Networks Privacy and discretion Day time meetings Use traditional accepted methods of engagement as detailed in IPPF Non-technical information reports and CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 34 Country Stakeholder Group Students Users of government e-services The poor Women, .
Young girls, Youth at risk Key Characteristics Preferred Specific needs notification means Radio and TV Social Media, Targeted Awareness Campaigns Debate, Art and other competitions Child friendly materials and use of cartoons etc.

in public messaging.

Radio and TV Social Media Radio and TV Community meetings/ community Theater Social Media Information in non-technical language.
Large print Non-technical language Uses of pictures and diagrams Transportation Meetings in communities Focus group/ Community meeting?
Social Media Childcare Meetings in communities Assistance to get to meetings Social Media Focus group/ meeting Social Media Large print Non-technical language Uses of pictures and diagrams 28,660 students 9,851 pupils in secondary schools (48.5 per cent girls)7 9.2 percent of the population, but 39.4 percent of the poor; Large numbers of youths not in Education, Employment or Training (NEET) youths.
All citizens and firms 24 percent unemployment (2019) 37.7 per cent of the population were poor (below poverty level)8 ` Andrew and St. David account for 57 percent of the poor.

48 per cent of all poor households headed by single women.

Lack of access to technology %???

Female population: 53,164 Matrifocality: Forty-five per cent of Grenadian households are headed by women 48 per cent of all poor households headed by single women %???
21.4 percent of the population, but 27.0 percent of the country’s poor.one of the highest rates of children charged per capita (about 225 per 100,000).

Boys are 5.8 times more likely to be charged with offences 7 Demographics: Situational Analysis of Children https://www.unicef.org/easterncaribbean/ECA_GRENADA_SitAn_Web.pdf in Grenada, UNICEF 2017.

Retrieved from: 8 Country Poverty Assessment Grenada, Carriacou and Petite Martinique, 2007/2008.
CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 35 Country Stakeholder Group Key Characteristics Preferred Specific needs notification means than girls (e.g., 700 boys compared to 120 girls in 2014).

The top three juvenile offences are stealing, using obscene language and causing harm.

9 15062 persons/14 percent of the population10 The disabled, LGBT How many?
St. Lucia Government ministries including: of CSOs chamber commerce, universities, technical schools, Students Users of government e-services The poor 12 19 42% of population Vital Statistics Education Health Trade E-Commerce Tax Reporting Poverty Rate 24.2% Unemployment rate20.2% Low literacy levels Lack of technology access to person through to or Person invitation family, Disability Person to person???
Social Media Email and phone Privacy and discretion Information sharing Access to e-services Email, social media and phone Meetings Access to e-services Business Licenses Business Certificates Academic Certificates Radio and TV Social Media Radio and TV Social Media Radio and TV Community Meeting Text messages Social Media Information sharing Access to e-services Birth & Academic Certificates Access to e-services Customs Payments Educational Certificates Social Services Civil Registry - certificates Tax filings Business Licenses Large print Non-technical language Uses of pictures and diagrams Community Bill Boards Civil Certificates Academic Certificates Transportation Child care Separate meeting Late meetings-after work Academic certificates Vital Statistics Large print afternoon/evening Women, .
Young girls, Unemployed 22% Single mothers Primary providers Unemployment 22.1% childcare group/ Focus Community meeting Text Messages Social Media Social Media Text messages Youth at risk Unemployment rate 36.3% Focus group/ meeting 9 Demographics: Situational Analysis of Children https://www.unicef.org/easterncaribbean/ECA_GRENADA_SitAn_Web.pdf in Grenada, UNICEF 2017.
Retrieved from: 10 Ibid CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 36 Country Stakeholder Group Key Characteristics Preferred Specific needs High poverty levels Involved in crime?
Low literacy levels notification means Social Media Non-technical language Uses of pictures and diagrams The disabled 15% Person invitation family to or person through Currently no specific data on this demographic group is available HQ in St. Lucia Person to person Social Media Email and phone HQ in St. Lucia Email and phone Privacy and discretion Vital Statistics Child / Special Care Transportation Privacy and discretion Vital Statistics Cover allowance costs.

transportation and Cover allowance costs.


transportation and HQ in St. Kitts and Nevis, with satellite locations in all participant countries Email and phone Cover allowance costs.
transportation and Email and phone Privacy and discretion ECCB LGBTIQ Organization of Eastern Caribbean States (OECS,) Eastern Caribbean Telecommunications Authority (ECTEL), Governor of the Eastern Caribbean Central Bank (ECCB) Regional example organizations CSO LGBT CARIBBEAN DIGITAL TRANSFORMATION PROGRAM (P171528) STAKHOLDER ENGAGEMENT PLAN 37