Republic of Yemen

Updated
Stakeholder Engagement Plan (SEP)
for
Yemen Emergency Human Capital Project - Parent Project (P176570)
-Additional Financing (YEHCP-AF1) (P178655) and
Second Additional Financing (EHCP-AF2) (P181317)

Prepared by
United Nations Children Fund (UNICEF)
United Nation Office for Projects Services (UNOPS)
World Health Organization (WHO)

Preliminary Draft May 30, 2021

First Update September 2021
Update for 1st Additional Financing April 30, 2022
Update for 2nd Additional Financing June, 2023

Contents
Page i
1 Introduction.................................................................................................................................................... 1
1.1 Introduction........................................................................................................................................... 1
1.2 Project Description and Risks.......................................................................................................... 1
1.2.1 Project Description............................................................................................................................................. 1
1.2.2 Risks.......................................................................................................................................................................... 2
1.3 Methodology........................................................................................................................................... 3
1.4 Lessons Learned................................................................................................................................... 5
2 Stakeholder Engagement Activities Conducted to Date..................................................................8
2.1 UNICEF...................................................................................................................................................... 8
Table (1): summary of the consultations conducted by UNICEF for the OF, AF1 and AF2...................8
2.2 UNOPS.................................................................................................................................................... 13
2.2.1 Updated consultations for the preparation of the parent project......................................14
2.2.2 Updated Consultations for the first Additional Financing..................................................16
Table (2): summary of the consultations conducted by UNOPS for AF1...................................................16
2.2.3 Updated Consultations for the second Additional Financing.............................................21
2.3 WHO........................................................................................................................................................ 21
Table (3): The main needs and concerns that were raised from the consultations conducted with
MoPHP-................................................................................................................................................................................... 21
Table (4): WHO updated consultations for the parent project preparation.............................................22
2.3.1 Consultations on YEHCP parent and priorities for Additional Financing..........................24
Table (5): Summary of the consultations led by WHO with MoPHP authorities at central level,
NGOs and civil society groups, health care workers and beneficiaries......................................................24
2.3.2 Consultations on YEHCP parent and priorities for Second Additional Financing.............26
Table (6): Summary of the consultations led by WHO with MoPHP authorities at central level,
NGOs and civil society groups, health care workers and beneficiaries......................................................27
3 Stakeholder Identification and Analysis............................................................................................ 35
3.1 Affected Parties.................................................................................................................................. 35
3.2 Other Interested Parties.................................................................................................................. 35
3.3 Vulnerable Groups............................................................................................................................. 36
Table (7): Tailored Stakeholder Engagement measures (Disadvantaged/Vulnerable Individuals
or Groups).............................................................................................................................................................................. 36
3.4 Summary of Project Stakeholder Engagement Needs...........................................................37
Table (8): Project Stakeholder Engagement Needs (Summary)....................................................................37
4 Stakeholder Engagement Program...................................................................................................... 39
4.1 Purpose and Timing of Stakeholder Engagement Program................................................39
4.2 Proposed Strategy for Information Disclosure........................................................................39
Table (9): Proposed Strategy for Information Disclosure................................................................................40
4.3 Proposed Strategy for Consultation............................................................................................ 42
Table (10): Proposed Strategy for Consultation...................................................................................................42
4.4 Proposed Strategy to Incorporate the Views of Vulnerable Groups.................................43
4.5 Timelines.............................................................................................................................................. 43
4.6 Review of Comments......................................................................................................................... 43
4.7 Future Phases of Project.................................................................................................................. 43
5 Resources and Responsibilities for Implementing Stakeholder Engagement Activities...44
5.1 Roles and Responsibilities.............................................................................................................. 44
▪ UNICEF.................................................................................................................................................................. 44
Table (11): Budget allocated for SEP implementation for parent project and Additional Financing
44

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 ▪ UNOPS................................................................................................................................................................... 44
Table (12): UNOPS SEP implementation estimated budget for the parent, AF1 and AF2..................45
▪ WHO....................................................................................................................................................................... 45
Table (13): WHO SEP implementation estimated budget for the parent, AF1 and AF2.....................45
6 Grievance Mechanism............................................................................................................................... 46
6.1 Overview............................................................................................................................................... 46
6.2 Principles.............................................................................................................................................. 46
6.3 UNICEF................................................................................................................................................... 47
6.4 UNOPS.................................................................................................................................................... 49
6.5 WHO........................................................................................................................................................ 52
7 Monitoring and Reporting....................................................................................................................... 54
7.1 UNICEF................................................................................................................................................... 54
7.1.1 Involvement of stakeholders in monitoring activities......................................................................54
7.1.2 During implementation................................................................................................................................. 54
7.2 UNOPS.................................................................................................................................................... 54
7.2.1 Involvement of Stakeholders in Monitoring Activities......................................................................54
7.2.2 Reporting back to Stakeholders................................................................................................................. 55
7.3 WHO........................................................................................................................................................ 55
7.3.1 Involvement of stakeholders in monitoring activities [if applicable].............................55
7.3.2 Reporting back to stakeholder groups..............................................................................................56
8 Annex 1. First update of WHO Consultation with Stakeholders for the parent project and
additional financing........................................................................................................................................... 57
9 Annex 2. Second update of WHO Consultation with Stakeholders for the parent project
and additional financing.................................................................................................................................. 60
10 Annex 3: First Update on UNOPS Stakeholder Engagement and consultation......................70
11 Annex 4: Second Update on UNOPS Stakeholder Engagement and consultation.................82
12 Annex 5: UNOPS Grievance Complaint, and Suggestion Form....................................................85

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Acronyms

AF Additional Financing

CERC Contingency Emergency Response Components

CPHLs Central Public Health Laboratories

CHWs Community Health Workers

CHNVs Community Health and Nutrition Volunteers

CMWs Community Midwifes

CoC Code of Conduct

COVID-19 Coronavirus Disease 2019
DHO District Health Office
EHNP Emergency Health and Nutrition Project
ESF Environmental and Social Framework
ESMF Environmental and Social Management Framework
ESS Environmental and Social Standards

FGD Focus Group Discussion

GBV Gender-Based Violence

GARWSP General Authority for Rural Water Supply Project

GHO Governorate Health Office
GM Grievance Mechanism
GRS Grievance Redress service
HSE Health, Safety, Environment
IDA International Development Association
IDP Internally Displaced Person
INGO International Non-Governmental Organization
KII Key Informant Interview
LMIS Logistics Management Information system
LMP Labour Management Procedures
M&E Monitoring and Evaluation

MIS Management Information System

MSP Minimum Service Package

MOPHP Ministry of Public Health and Population
MOPIC Ministry of Planning and International Cooperation

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MOWE Ministry of Water and Environment

NBTCs National Blood Transfusion Centers

NCD Non-communicable disease

NGO Local Non-Governmental Organization
NWRA National Water Resources Authority
OF Original Financing
PAD Project Appraisal Document
PCA Partnership Cooperation Agreement
PDO Project Development Objective
PMU Project Management Unit
PPE Personal protective equipment
PWP Public Work Project

SCAMCHA National Authority for the Management and Coordination of

Humanitarian Affairs
SEP Stakeholder Engagement Plan
SEA/SH Sexual Exploitation and Abuse/Sexual Harassment
TPM Third Party Monitoring
UN United Nations
UNICEF The United Nations Children's Fund
UWS-PMU Urban Water and Sanitation Project Management Unit
UNOPS United Nations Office for Project Services
WASH Water and Sanitation Hygiene
WBG World Bank Group
WHO World Health Organization
WSS Water and Sanitation Services

WSSLCs Water Supply and Sanitation Local Corporations

YEHCP Yemen Emergency Human Capital Project
YIUSEP II Yemen Integrated Urban Services Emergency Project -
second phase
YSC Yemen Service Centre

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1 Introduction
1.1 Introduction
This Stakeholder Engagement Plan (SEP) that was prepared jointly by the United Nations Children’s
Fund (UNICEF), the United Nations Office for Projects Services (UNOPS), and the World Health
Organization (WHO) for the Yemen Emergency Human Capital Project (YEHCP) (the parent project;
P176570 and AF1 P178655) is updated for the Second Additional Financing (AF2 P181317) in
accordance with the World Bank Environmental and Social Standard on Stakeholder Engagement and
Information Disclosure (ESS10). Unless specified, the term (project) hereinafter is referring to both
YEHCP parent and AF 1 and AF 2.
The updated SEP will be applied upon effectiveness of the AF2 for both parent and AF1 projects and it
defines a program for stakeholder engagement, including public information disclosure and
consultation, throughout the entire project cycle, outlines the ways in which the project team will
communicate with stakeholders, and includes a mechanism by which people can raise concerns,
provide feedback, or make complaints about the project and any activities related to it.
The involvement of the local population is essential to the success of the project in order to ensure
smooth collaboration between project staff and local communities and to minimize and mitigate
environmental and social risks related to the proposed project activities. The stakeholder engagement
plan is key to communicating the information of project services and scope to all stakeholders and
reaching out to disadvantaged and vulnerable groups. Also, in the context of infectious diseases, broad,
culturally appropriate, and adapted awareness raising activities are particularly important to properly
sensitize the communities to the risks related to infectious diseases.
1.2 Project Description and Risks
1.2.1 Project Description
The YEHCP parent, AF1 and AF2 are World Bank-funded projects that aim to contribute to efforts by
the international community to maintain, expand and enhance health and nutrition services in line
with Yemen’s Minimum Service Package (MSP) and respond to health and nutrition crises and
contribute to the provision of safe water and improving the water and sanitation system (WSS)
capacity. As per the YEHCP parent and AF 1, AF 2 target the whole country, with some interventions
focused on specific governorates or districts as per the priorities and needs, which will be identified
during project implementation. The AF2 will expand to include new health facilities that were not
covered under the first additional financing, but the components will be the same.
As per the YEHCP parent project and AF 1, AF 2 components are:
● Component 1. Improving Access to Healthcare, Nutrition, and Public Health Services: 1.1:
Improving Access to the Minimum Service Package (MSP) at Primary Health Care Level
(implemented by UNICEF); 1.2: Improving Access to Essential Preventive and Curative Nutrition
Services (implemented by UNICEF); 1.3: Improving Access to the MSP at Secondary and Tertiary
Healthcare Levels (implemented by WHO); 1.4: Sustaining the National Health System
Preparedness and Public Health Programs (implemented by WHO).
● Component 2. Improving Access to Water Supply and Sanitation (WSS) and Strengthening

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 Local Systems: 2.1: Restoring Access and Improving Quality to WSS Services in Selected Urban
and Rural Areas (implemented by UNOPS); 2.2: Emergency Support for WASH Interventions in
Response to COVID-19 Pandemic and Flash floods (implemented by UNOPS); 2.3: Enhanced
Capacity Building of Water and Sanitation Institutions at the Local Level (implemented by UNOPS).
● Component 3: Project Support, Management, Evaluation and Administration, (implemented
by UNICEF, WHO, and UNOPS): This component will support administration and monitoring and
evaluation (M&E) activities to ensure smooth and satisfactory project implementation. The
component will finance: (i) general management support for WHO, UNICEF and UNOPS; (ii) hiring
of Third-Party Monitoring (TPM) agents, with terms of reference satisfactory to the World Bank,
that will complement the existing TPM arrangements for the implementing agencies; and (iii)
technical assistance.
● Component 4: Contingent Emergency Response. (Implemented by UNICEF, WHO, and
UNOPS)
The zero-dollar CERC is in place to provide expedited response in case of emergency. There is a
probability that an epidemic or outbreak of public health importance or other emergencies may occur
during the life of the project, causing major adverse economic and/or social impacts. If this component
is triggered, an Emergency Response Operational Manual will be prepared jointly and agreed upon
with the World Bank to be used and the ESMF and Results Framework will be updated to reflect the
newly added activities.
1.2.2 Risks
The environmental and social risks and impacts of this project are rated ‘Substantial’ given the nature
and scale of the proposed rehabilitation works of water and sanitation systems, provision of health
care services to local communities, and sustainable operation of health and nutrition facilities under
Components 1 and 2. Environmental and social risks and impacts which are expected under this
project may include: medical waste generation due to health care institution operation; and noise,
dust, solid waste generation, as well as workers safety including occupational health and safety due to
the civil work for water, sanitation, and hygiene (WASH) service rehabilitation. The environmental and
social risks and impacts are expected to be site-specific, reversible, and of low magnitude that can be
mitigated following appropriate measures. To mitigate potential environmental and social risks and
impacts, a Medical Waste Management Plan (MWMP), which also covers Infection Prevention and
Control (IPC) measures, has been prepared and will be implemented to manage the risk of the
generated medical waste and to limit the spread of infections during the implementation of project
activities. In addition, site-specific Environmental and Social Management Plans (ESMPs) will be
prepared during project implementation to mitigate the environmental and social risks associated
with the rehabilitation activities and civil works and contractual documents will include
environmental, social, health and safety clauses for contractors.
As per YEHCP parent and AF 1, AF 2 is expected to have localised impacts to the community that could
be caused by civil works during implementation. These impacts could include effects on health and
safety of the workers and the local communities, traffic blockage, disturbance to pedestrians and
access to homes and daily livelihood activities, and others like infrastructure and services disturbance
such as electricity and telecommunications.
As per YEHCP parent and AF 1, interventions under AF 2, may carry substantial social risks related to

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exclusion from project benefits, risks of sexual exploitation and abuse and/or sexual harassment
(SEA/SH). Possible factors of exclusion could be due to gender, vulnerability, social and economic
status. Discrimination against vulnerable groups could be experienced during services provision at the
health care facilities and other project services. Female nurses could be subject to or could face
SEA/sexual harassment issues; female visitors could be vulnerable to sexual abuse/harassment in
return for the services provision; labour influx causing conflict between nonlocal workers and local
communities could result in discrimination in employment and access to services; child employment
could be practiced in the project activities.
Learning from the experience gained during COVID-19, additional risks could be attributed to
communicable diseases’ infection and their spread during consultations and other project activities if
no sensitive measures are applied. The project will follow Infection Prevention and Control
Recommendations.
As per the YEHCP parent and AF 1, the AF 2 will address these risks and will incorporate the required
environmental and social considerations and interventions into its project component design.
Inclusion, meaningful participation, and gender considerations will be mainstreamed in the project
design, implementation, and monitoring. It will require contractors to apply the project Code of
Conduct (CoC), or their own as long as it is reviewed and determined to comply with the
Environmental and Social Framework (ESF) and national laws and legislation. The agencies will apply
the Gender-Based Violence (GBV) Sexual Exploitation and Abuse/Sexual Harassment (SEA/SH) Action
Plans, fight against child labour and other type of violations of children’s right, and procedures
developed in the predecessor project Emergency Health and Nutrition Project (EHNP) to mitigate
related risks during the project activities; a stakeholder engagement plan has been prepared to
address stakeholder risks and promote stakeholder engagement under the YEHCP parent and AF 1 and
2 ; Labour Management Procedures (LMP) have been developed to address labour risks among the
project workers. In addition, UNOPS has prepared a Resettlement Framework (RF) to provide general
guidelines for resettlement issues and compensation procedures, in case of activities that require
resettlement of local communities. Site-specific Resettlement Plans will be prepared for activities that
may involve temporary restriction on land use or access which can have adverse impacts on
communities and persons.
Beyond the risks associated with implementing the project, there are also risks inherent in the
implementation of this stakeholder engagement plan (SEP). Difficulties in accessing project areas due
to conflict and insecurity or to denial of permission by local authorities, could all inhibit access to
communities and populations affected by the project. As detailed throughout this document, remote
means of consultation will be deployed, but may not reach the same level of engagement as could be
achieved through widespread in-person engagement. Further, tensions between communities and
IDPs could hamper the stakeholder engagement. In case this happens, the implementing agencies will
work towards engaging equitably with both IDPs and host communities to ensure all perspectives and
impacts are considered.
1.3 Methodology
The involvement of stakeholders throughout the Project’s lifecycle is essential to its success. Key
stakeholders must not only be informed, but also consulted and provided with the means to contribute
to the Project sustainability and raise complaints or provide feedback. The SEP will also help increase

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buy-in of the Project by its stakeholders, ensure a smooth collaboration between Project staff and
targeted stakeholders, and address environmental and social risks related to Project activities. In those
cases where face-to-face consultations may be restricted because of local authorities’ resistance in
authorizing the activity, remote or alternative means will be employed.
In accordance with best practice approaches, the implementing agencies will apply the following
principles to their stakeholder engagement activities:
● Openness. Public consultations throughout Project preparation and implementation Project
lifecycle will be carried out in an open manner, free of external manipulation, interference,
coercion or intimidation. Venues will be easily reachable, and not require long commutes,
entrance fees, or preliminary access authorization. Consultation details are available within the
subsequent sections in which face to face meetings, workshops and virtual meetings were
conducted.
● Cultural appropriateness. The activities, format, timing and venue will respect local customs
and norms.
● Conflict sensitivity. Considering the complex context of Yemen and referring to the
humanitarian principles of neutrality and impartiality.
● Informed participation and feedback. Information will be provided and widely distributed to all
stakeholders in an appropriate format and provide opportunities to stakeholders to share
feedback and will analyse and address stakeholder comments and concerns.
● Inclusivity. Consultations will engage all segments of the local society, including disabled
persons, the elderly, and other vulnerable groups. If necessary, the implementing agencies will
provide logistical assistance to enable participants with limited physical abilities and those
with insufficient financial or limited transportation means to attend public meetings organized
by the Project.
● Gender sensitivity. Consultations will be organized to ensure that both females and males have
equal access to them. As necessary, the implementing agencies will organize separate meetings
and focus group discussions for males and females, engage facilitators of the same gender as
the participants, and provide additional support to facilitate access of facilitators.
In addition, the implementing agencies will ensure that consultations are meaningful. As indicated in
ESS10, meaningful consultations are a two-way process that:
● Begins early in the project planning process to gather initial views on the project proposal and
inform project design;
● Encourages stakeholder feedback, particularly as a way of informing project design and
engagement by stakeholders in the identification and mitigation of environmental and social risks
and impacts;
● Continues on an ongoing basis, as risks and impacts arise;
● Is based on the prior disclosure and dissemination of relevant, transparent, objective, meaningful
and easily accessible information in a timeframe that enables meaningful consultations with
stakeholders in a culturally appropriate format, in relevant local language(s) and is
understandable to stakeholders;
● Considers and responds to feedback;
● Supports active and inclusive engagement with project-affected parties;

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● Is free of external manipulation, interference, coercion, discrimination, and intimidation;
● Is documented and disclosed.
1.4 Lessons Learned
Among the many lessons that the implementing agencies (UNICEF, WHO, and UNOPS) have learned
and adopted is the importance of effective engagement and coordination throughout the
implementation process with relevant stakeholders while mitigating the following main issues and
challenges that currently persist in Yemen which have been faced during the implementation of the
YEHCP parent project and of AF 1:
● Movement restrictions due to current conflict in the country as well as COVID-19 constraints
have required the implementing agencies to adapt their engagement approaches to use virtual
communication tools, provide health and safety measures where gatherings are unavoidable,
and rely more heavily on smaller localized field teams based in decentralized areas.
● Cultural barriers surrounding gender and GBV issues in Yemen society have been addressed by
consulting with local experts and designing communication materials using Arabic first (rather
than developing in English and then translating) and ensuring to use locally acceptable
language and terminology to communicate about these issues. The partners have also
developed training for project staff and contracted workers, as well as civil servants, to raise
awareness about these issues, for which there are plans to provide refreshers and expand roll-
out under the GBV Action Plan. Ultimately, however, it may not be possible to implement GBV
mitigation measures to the same extent in the Yemeni context in the immediate term as is
possible in other contexts.
● Delays in obtaining official permissions to access and carry out public consultations and
community engagements have resulted in the implementing agencies adjusting work plans and
adding time into expected project implementation timelines to more realistically plan for these
delays from the beginning. In addition, the implementing agencies have increased their
engagement and advocacy with relevant authorities to reduce the time and requirements for
securing approvals.
● Timely communication and relationship-building with project partners and local authorities
can improve the timeliness and effectiveness of project implementation. When the
implementing agencies’ counterparts have a better understanding of the project conditions,
requirements, challenges, and intentions, implementation is facilitated much more quickly and
easily. This is strongly incorporated into the planning for the YEHCP and both its AF, and this
stakeholder engagement plan.
● Kick-off meetings with contractors must be better structured and organized to cover all
relevant aspects of sub-projects, such as risk assessment, health and safety, the objective of the
project Grievance Mechanism (GM), the role of third part monitors (TPM), protection against
sexual exploitation and abuse (PSEA), sexual harassment (SH) and other forms of Gender
Based Violence (GBV), gender considerations, procurement and logistics, and implementation
plans.

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 ● GM contact details must be shared with relevant stakeholders (i.e., workers and beneficiaries)
during TPM field visits, implementing agencies’ staff inspection visits, and during the capacity
building sessions on PSEA/SH/GBV, and health and safety for contractors and workers, and
throughout the stakeholder engagement process.
● Stakeholders’ engagement has been a key for successful project delivery if it includes:
o Context-sensitive public communication plan that is devised and rolled out with the start of
sub-project implementation and throughout Project duration.
o Stakeholders’ engagement in the identification, prioritization, and monitoring of investment
projects, including consultations with local councils/communities and key stakeholders at
grass root levels.
o The establishment of beneficiary committees with equal male and female representation,
including stakeholders and local communities.
Some of the lessons learned from the implementation of the SEP for the parent project include:
● Authorities have imposed more control over project implementation so the need to engage
them early enough to avoid implementation delays is important.
● The need for regular dialogues/engagements on the project to help clarify what is possible
within the project scope to align stakeholder priorities and manage expectations.
● Early engagements with sub-national structures such as GHOs and DHOs remains critical to
mitigate against potential delays in implementation.
● The provided support is not sufficient to address the increasing demand for healthcare
services in the supported facilities.
● Healthcare facilities management have expressed interest in being more engaged in the TPM
activities, tools and reports.
● Governorate Health Offices (GHO) participation is recommended in the planning and
implementation of related project activities.
● Addressing underlying root causes is crucial to results sustainability (i.e. water non-technical
loss).
● Reinforcing decentralized approaches to identify and address local specific needs and to
further enhance the institutional capacity of local service providers and institutions.
● Diverse WASH response needs not limited to conflict-affected populations and public health
challenges but also to the urban populations due to economic turndown including lack of /
price hike of fuel.
● Enhancing the institutional capacity of local service providers and institutions is a key to using
a risk-based approach with important advances in areas such as labor, climate change
mitigation, and adaptation, community health and safety, and stakeholder engagement
expanding the role of public participation and grievance mechanisms.
● Stakeholders and implementing partners appreciated and reaffirmed their understanding of
the ESF objectives. However, they also expressed hesitation and concerns regarding the
complexity and sensitivity of these instruments, particularly the requirements for GBV/PSEA
awareness-raising stipulated in the SEA/SH Prevention and Response Action Plan. legal,
regulatory and institutional framework
World Bank Environmental and Social Standard on Stakeholder Engagement and Information

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Disclosure (ESS10) will be applied during the project lifetime. Where there is a gap between local
regulations and the World Bank requirements, the implemented agencies shall follow the World Bank
ESF requirements. This applies to the parent project as well as the AF.
Relevant Yemeni regulations on the stakeholder engagement requirements include:
● Article 35 of the Yemeni Constitution declares that Environment protection is the responsibility of
the state and the community and that it is a duty for every citizen. Community and Local Non-
Governmental Organization (NGO) participation are considered an essential part of consultation
while planning proposed projects, and is a continuous process before, during and after project
implementation (Environmental protection agency and Environmental impact assessment
Guideline). Furthermore, NGOs and individuals can directly sue any person or entity who causes
harm to the environment and natural resources or participate in its deterioration and pollution
(environmental protection law Article 4, para 4 and Article 82).
● Environmental and social impact assessment should include a reference list and a non-technical
summary for public use and disclosure in a form and language understandable to general public
(Environmental protection agency and Environmental impact assessment Guideline).
● Article 51 of the Constitution allows for recourse to the courts. The Public Eminent Domain Law
and the Local Administration Law provide for the right of grievance before the Estimation
Committee/courts. To address grievances, project affected people can first seek satisfaction
through local customary practices for resolving conflict. They can then initiate legal proceedings in
accordance with provincial national law.
● Local Administration Law includes the requirements to:
o Assess the level of stakeholder interest and support for the project and enable stakeholders’
views to be considered in project design and environmental and social performance.
o Promote and provide means for effective and inclusive engagement with project affected
parties throughout the project life cycle on issues that could potentially affect them.

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2 Stakeholder Engagement Activities Conducted to Date
During the first phase of the parent project and preparation for first additional financing, a range of
consultations have been performed by the three implementing agencies with stakeholders of diverse
ages, sexes, locations and levels of interest and influence in the project. The participants in the
consultation are from mixed sexes and ages including the official authorities, project workers, NGOs,
and beneficiaries and with the IDPs Coordination meetings between the three implementing agencies
and the World Bank have also continued.
The SEP will be continually updated with more details as they are available. This document now
reflects the results of these additional consultations carried out by UNICEF, UNOPS and WHO for the
second additional financing as implementers of the project’s respective components.
2.1 UNICEF
Table 1 below provides details of the consultations conducted by UNICEF for the parent project, first
additional (AF1) financing and second additional financing (AF2).

Table (1): summary of the consultations conducted by UNICEF for the OF, AF1 and AF2

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PLACE AND TYPE OF
ENGAGEMENT DATE PARTICIPANTS KEY CONCERNS AND OUTPUTS

Consultations on the Throughout EHNP Ministry of Water and Topics discussed:

Emergency Health implementation Environment, at central and local - Need to focus more on the associated impact of the socio-
levels (Health offices at the economic aspects, pollution, health and safety including
and Nutrition Project
Governorate and district level, occupational health resulting from the proposed water
used to inform the health facilities managers, Water and sanitation interventions and suggest best practice to
YEHCP Supply and Sanitation Local mitigate them;
Corporations and other institution - Importance of managing COVID-19 risks on construction
including the National Water sites to keep workers and engineers safe all the time;
Resources Authority (NWRA) and - Need to assess, prevent and manage the Environmental
General Authority for Rural Water and Social risk/impacts;
Supply Projects (GARWSP)), and - Focus on speeding up the rehabilitation of the water
households and communities network in general and the supplies, which will solve the
affected by EHNP activities biggest problem that threatens the displaced and
residents if the use of wards to deliver water is dispensed
with;
- Focus on awareness-raising and community mobilization
through different media to enhance awareness among
people and use awareness-raising methods such as
flashes and short videos;
- Pre-preparation and awareness of the community about
the use of the complaints’ mechanism;
- Construction of incinerators for improved medical waste
management.
First update of YEHCP August and MoPHP Aden and Sana’a Presentation of the updated SEP and of the other ESS
Stakeholder September 2021 instruments prepared for the project.
Consultations
Topics discussed:
- Delays in the continuity between EHNP and YEHCP;
- Support to additional health facilities or introduction to
new activities or payment of per diem to additional health
workers not possible with current funding, but resource
mobilization continues;
- Concerns around the use of third-party contractors for
implementation;
- Clarification of the criteria used for the selection of the
supported health facilities;

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PLACE AND TYPE OF
ENGAGEMENT DATE PARTICIPANTS KEY CONCERNS AND OUTPUTS

- Recommendation to form a Steering Committee between

MoPHP, UNICEF, and WHO.
Meeting to review February 2022 MoPHP Topics discussed:
Yemen emergency - Involvement of MoPHP in the supply management and
Health & Nutrition distribution, but also in the ISM and other review
Project (EHNP) and meeting, and in the overall implementation and
introduce and consult evaluation of the project;
on Yemen Emergency - Establishment of technical coordination meetings.
Human Capital Project
(YEHCP) and Additional
Financing
Meeting on YEHCP Plan February 2022 MoPHP Topics discussed:
and Additional - Expansion of coverage to 200 additional health facilities
Financing in the North;
- Need of a general practitioner at HC level;
- Provision of Basic Emergency Obstetric and Newborn
Services in all health centers;
- Increase of the quantities and types of medicines to cater
for all requirements at PHC levels;
- Establishment of Project Coordination Unit at MOPHP;
- No protection services; Reduced support to community
health workers.
Meeting to discuss February 2022 MoPHP Topics discussed:
Environmental and - Incinerator construction;
Social Safeguards - Capacity building plan;
- PPE provision;
- Risk prevention and management.
Meeting on YEHCP Plan March 2022 Hodeida GHO and SCHAMCHA Topics discussed:
and Additional - Insufficient budgeted costs (fuel prices, HW payments,
Financing warehouse, and other operational costs);
- Need to increase quantities and types of medicines and to
focus on quality of care.
Meeting on YEHCP Plan March 2022 Hajjah GHO Topics discussed:
and Additional - Insufficient budgeted costs;
Financing - WB funding leaving no footprint on the group as opposed
to NGOs.

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PLACE AND TYPE OF
ENGAGEMENT DATE PARTICIPANTS KEY CONCERNS AND OUTPUTS

Meeting with health Health workers and community Topics discussed:

workers and beneficiaries - Appreciation of the provided support and improvement
community in service utilization;
beneficiaries at Al - Need to increase operational costs;
Qanawis HC in Hodeida - Beneficiaries’ access challenges – high transport costs;
women’s need to be accompanied to the delivery room.
Meeting with MOPHP June 2022 Directors and GHOs - Implementation update on EHCP AF1;
Central and GHOs - Development of standard list for health worker payments.
officials on EHCP AF
workplan
Meeting with MOPHP to August 2022 GHOs - List generation and review process;
discuss the health - Payment schedule;
worker standard list - Role of MOPHP and UNICEF in payment process.
and timelines
Consultations with September 2022 to MoPHP Topics discussed:
MoPHP in Sana’a and June 2023 - Agreement on the shortlisted HF where to implement the
Aden on the activity;
construction of the - Agreement on the incinerators’ design/model and BoQs.
incinerators
Consultation with the October 2022 to Health workers, visitors, 8 consultancy firms were contracted to conduct an
health workers, visitors, January 2023 communities, and other affected assessment in 248 health centers longlisted for the
communities, and other stakeholders construction of the incinerators. While performing the
affected stakeholders in technical site visit, the firms also consulted the affected
more than 248 health stakeholders, after being trained by UNICEF.
centers longlisted for Topics discussed:
the construction of the - Information on the proposed construction of the
incinerators, all over the incinerators;
country - Information on environmental and social risk prevention
and management;
- Concern about final dispose of medical waste and
appreciation of the proposed solution;
- Request for additional training for health personnel on
medical waste management;
- Information on the complaints and feedbacks mechanism.

Meeting with MOPHP November Saada and Al Jawf GHOs

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PLACE AND TYPE OF
ENGAGEMENT DATE PARTICIPANTS KEY CONCERNS AND OUTPUTS

on implementation
progress
Meeting with MOPHP to December 2022 MOPHP (Sanaa and Aden) Implementation progress of EHCP and enrolment of
discuss implementation additional health facilities under AF1
progress
Meeting with MOPHP to January 2023 Sana’a, Amanat Al- Discuss, the training plans for health workers under the
assess implementation Asemah,Dharma, Amran, project
progress Bayda,Marib - Update on payment progress and the need to adhere to
the standard list for payments;
- Facilitation for incinerator assessment.
Meeting with MOPHP March 2023 MOPHP Review of the Yemen Supply chain system
on supply system - Quantification process;
strengthening - Challenges in the health sector supply chain.

There are inefficiencies in the supply chain and there is a need

to develop a training plan for MOPHP on supply chain
strengthening, assess the Logistics Management Information
System( LMIS) capacity and provide recommendations
Meeting with MOPHP to April 2023 MOPHP - GHOs oversight on health facility functionality;
discuss TPM findings - Adherence to the IPC standards at PHC.
Findings by governorates shared for MOPHP action.
Meeting with MOPHP to May 2023 Hodeida, Hajja and Mahweet GHOs Supplies were in place, and health workers were waiting for
check on project inputs their per diem payments
during field visit - Health workers informed of the upcoming payments
schedule in the first week of June.

Consultation with June 2023 MoPHP Sanaa Topics discussed:

MoPHP on the AF 2 - Information on the AF 2 scope and timelines;
- MOPHP greatly appreciated the continuity of support and
proposed scale up on number of supported health
facilities and doctors;
- Requested for more details once discussion progresses.

Consultation with June 2023 MOPHP Aden Information on AF2 scope and timelines
MoPHP on the AF2 - Requested for more details once discussion progresses.

Page 12
Page 13
2.2 UNOPS
UNOPS has carried out a number of consultations with relevant stakeholders to identify priority WASH
needs of 27 preselected areas (11 urban cities and 16 peri-urban and rural areas) under YEHCP with
emphasis on the following:
- Supporting national emergency responses to COVID-19 pandemic and flood damages.
- Restoring public services and access to markets with focus on water supply and sanitation
services.
- Improving the institutional capacities of local implementing partners and local institutions.
- Ensuring job creation and economic activities for people who lost their works and business as a
result of the ongoing conflict, COVID-19, and the flash floods.
Multiple technical consultations and assessments were intensively carried out that aimed at
identifying and selecting “urgent” WASH priorities to be implemented on an emergency basis that need
to complement the planned interventions in the Yemen Integrated Urban Services Emergency Project -
second phase (YIUSEP II). As a result, UNOPS carried out the following main activities:
- Assessing the institutional needs of the urban Water and Sanitation Local Corporations (LCs) while
considering the needs of peri-urban and rural LCs.
- Re-assessing the institutional capacity of its Implementing Partners (PWP and UW-PMU) to
implement multiple WB funded projects (i.e., YIUSEP II and YEHCP) simultaneously.
- Identifying WASH priority needs of preselected urban, peri-urban, and rural areas.
- Preparing initial investment plans for the YEHCP WASH Component based on the approved
investment plan of YIUSEP II, which targets 11 urban areas out of 27 pre selected areas under
YEHCP.
Consultations and coordination with line ministries, local authorities, and other development partners
also took place to ensure local and national participatory planning in the identification and selection of
priority needs. Those consultations were carried out during field missions and official meetings,
virtual meetings, and by phone calls between April and May 2021.
UNOPS has carried out consultations with its Implementing Partners (PWP and UW-PMU) and selected
Yemeni civil society organisations to discuss and seek their inputs and feedback on the environmental
and social risk management instruments of YIUSEP II and YEHCP. During 28 and 29 April 2021,
consultations were carried out with selected Yemeni civil society organisations. These CSOs have
strong presence in most of urban cities and rural areas in Yemen and have recognized partnerships
with International NGOs and UN agencies such as King Salman Center and UAE Red Crescent and
UNDP, IOM, UNFPA, OCHA, and UN Women. Due to the current COVID-19 situation and the poor
internet connection in Yemen, those consultations were carried out by phone.
To prevent the transmission of COVID-19, the following measures were taken when face-to-face
consultation meetings were held:
● Provide a briefing on COVID-19 and the measures that were taken to make the consultation
event safe for participants.
● Wearing a mask that covers the nose and mouth and fits snugly against the sides of the face.
● Display dispensers of alcohol-based hand rub prominently around the venue.
● Arrange seats so that participants are at least one meter apart.
● Open windows and doors whenever possible to make sure the venue is well ventilated.

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 2.2.1 Updated consultations for the preparation of the parent project
UNOPS conducted several consultation meetings for the preparation of the parent project and project
kick-off and during the project disclosure, in addition to the consultations with the local communities
to confirm the selection criteria and sub-project list. Please refer to annex 3 for more details.
The consultations during the implementation at the subproject level. It is conducted along with the
preparation of the ESMP of each sub-project, which is usually shared with the WB team for review and
approval. The update will be done in sequence once we receive the WB team clearance.

1. On 1st June 2021, UNOPS conducted a consultation meeting with the Supreme Council for Management
and Coordination of Humanitarian Affairs (SCAMCHA) and the Ministry of Water and Environment
(MoWE) to inform and discuss:
a. the objective and scope of YEHCP, whose Component 2 (WASH component) is being
implemented by UNOPS and its local implementing partners,
b. the emergency water and sanitation needs of northern governorates,
c. YEHCP investment selection criteria in preselected/ targeted areas/sites, and
d. enhancing effective coordination between UNOPS, SCAMCHA, MoWE, and local WASH
partners.
2. On 22 June 2021, UNOPS conducted a consultation meeting with the Minister of MoWE in Aden and the
Urban Water and Sanitation Project Management Unit (UWS-PMU) management team in to inform and
discuss:
a. the objective and scope of YEHCP, whose Component 2 (WASH component) is being
implemented by UNOPS and its local implementing partners;
b. the emergency water and sanitation need across the country and the possibility of updating the
investment plan according to the new information and assessment;
c. YEHCP investment selection criteria in preselected/ targeted areas/sites;
d. enhancing effective coordination between UNOPS, MoWE, and local WASH partners;
e. enhancing and building capacity of Aden UWS-PMU, to fulfil the WB and UNOPS Health, Safety,
and Environment (HSE) new requirements; and
f. the emergency sanitation needs in Aden city.

3. In accordance with the SEP public information disclosure and consultation, UNOPS conducted 10
public stakeholder consultations workshops in Sana'a, Aden, Ibb, and Mukalla between 9 June and 11
November 2021 to ensure effective stakeholder participation relevant to targeted urban cities and
peri-urban and rural areas under the project. Various stakeholder representatives were invited and
926 participants; of whom 340 females (37%), attended the consultation workshops; including:
a. The MoWE Ministers, Vice Minister, and Deputy Ministers.
b. The MoHP Minister and Deputy Ministers;
c. Water and Sanitation Local Corporations (WSLCs) representatives;
d. The Urban Water PMU and its local teams;
e. The MoPIC Deputy Minister and General Directors of local offices;
f. The SCMCHA General Secretary, Deputies, and General Directors of local offices;
g. The MoE Vice Minister and Deputy Ministers
h. The MoLA Deputy Minister;

Page 15
 i. Governors and their Deputies;
j. Local council members and local district General Directors;
k. Representatives of local authority, civil society, and women’s associations;
l. Local IDPs and beneficiaries; and
m. Public Works Project (PWP) team and its local representatives.

4. UNOPS has also consulted its local implementing partners; namely, the Public Works Project (PWP)
and the Urban Water and Sanitation Project Management Unit (UWPMU) on the proposed investment
plan for YEHCP Component 2, the implementation arrangements, and the final draft of the UNOPS
Partnership Cooperation Agreement (PCA), which would be signed with both local partners in
September 2021.
All of these consultation meetings were attended by participants of both sexes and from a range of
relevant age groups.
Main Consultation Outcomes:
❖ The YEHCP proposed funding and interventions for WASH were not sufficient to meet the
local increasing priority needs (i.e., the WASH infrastructure of Sana’a Old City and Khanfer).
❖ Project-affected parties needed additional gender-sensitive engagements and consultations
to enhance their awareness of the project institutional arrangements, needs selection and
prioritisation and the importance of the project GM and its confidentiality.
❖ Stakeholders appreciated the prior disclosure and dissemination of relevant project information
and requested more consultations that support active and inclusive engagement with
project-affected parties.
❖ UNOPS implementing partners (PWP and UW-PMU) reaffirmed their understanding of the
ESF objectives and their plans to have adequate resources to implement them (for example by
recruiting a full-time Gender Officer). However, they also expressed concerns regarding: the
complexity of these instruments, particularly the requirements for GBV/PSEA awareness raising
stipulated in the SEA/SH Prevention and Response Action Plan, the Security management Plan
(SMP), and the Labour Management Procedures (LMP). The “long list” of requirements and the
“need to build implementing partners’ capacity” to comply with these requirements.
❖ The main outcomes of the CSOs’ consultations were:
➢ The CSOs have a good understanding and experience in adopting and implementing
safeguard plans and engagements.
➢ The CSOs’ capacity to comply and deliver environmental and social requirements, including
consultation, is subject to donors’ (or main partners’) enforced policies and guidelines,
and to the extent of capacity support provided by donors.
➢ They hoped that UNOPS could implement the project SEP as planned because the
increasingly challenging situation in Yemen (i.e., ground fighting, limited access, and the
pandemic) could hinder its smooth implementation.
➢ They recommended that UNOPS organise SEP consultations based on the WASH sector and
CSO specialisation, to ensure relevant productive discussion and feedback during SEP
consultations. UNOPS has taken this recommendation into consideration.
➢ All CSOs expressed their “huge interest” to participate in capacity training and
stakeholder consultations that mutually benefit them and local communities under YEHCP.
UNOPS indicated that it would notify these CSO (and others) regarding any upcoming ESF

Page 16
 training opportunities, as well as stakeholder consultations in the different target areas.
❖ Feedback forms were distributed to 926 participants for the parent project to capture the views
and suggestions from persons who may have refrained from expressing their views or
concerns in public. The main outcomes suggested that they were generally in favour of the
project with:
➢ 97.5% of the participants were satisfied with the participatory approach in the project and,
➢ 2.5% of the participants were not satisfied and recommended the inclusion of per diems to
enhance stakeholder participation and agreed to pay different transportation rates according
to the distance where people were coming from.
Key Agreed Actions:
❖ UNOPS to update the investment plan according to the received feedback and to finalise the
project procurement plan. For instance, the investment plans for Lahj and Aden governorates
were updated by: (a) replacing the supply of diesel Generators to Tuban and Saber with the
rehabilitation of Alhoutah sanitation network in Lahj and, (b) by replacing the metal clad with
vacuum circuit breaker (VCB), 11Kv, 1600A, needed at Bir Nasser water well field in Aden with the
supply and installation of solar systems for the same water wells field.
❖ Once the project is effective, UNOPS would ensure the distribution and the availability of the
Project information Booklet (the hard copy of the PAD and ESF) at the local offices of
implementing partners, local authorities, MoPIC and SCHMCHA in targeted areas.
❖ UNOPS will carry out additional follow-up consultations with the project-affected parties
including local CSOs to address received local feedback and comments. Additional consultations
will be planned to take place during the preparation of sub-projects specific ESMPs and through
upcoming consultation workshops.
❖ UNOPS and its implanting partners would keep stakeholders informed as the project develops,
including reporting on project environmental and social performance, and implementation of
the stakeholder engagement plan and grievance mechanism through information disclosure
through the UNOPS web site and public meetings.

2.2.2 Updated Consultations for the first Additional Financing

Despite the emergency situation and the current COVID-19 pandemic, with taking the measures
mentioned in (UNOPS 2.2) when face-to-face consultation meetings. UNOPS consulted with public
authorities between February and March 2022 as per the table 2 below. The consultations were
carried out during field missions and official meetings, virtual meetings, and phone calls. Please refer
to annex 4 for more details.
Table (2): summary of the consultations conducted by UNOPS for AF1
Date Category Organization Methodology of the
meetings held
02 February 2022 Central Authority Minister of Public Health and Face-to-face in general
Population- Sana’a meetings
27 March 2022 Central Authority Ministry of Water and Environment Face-to-face in general
Aden meetings
29 March 2022 United Nations National WASH cluster coordination Virtual meeting

Page 17
 team
29 March 2022 Central Authority Minister of Public Health and Face-to-face in general
Population- Aden meetings
31 March 2022 Local Authority with Local authorities of Abyan, Lahij Face-to-face in general
and Al-Dhale’e meetings
16 April 2022 Central Authority Ministry of Water and Environment Face-to-face in general
and Local Sana’a, UWS-PMU Sana’a, and SWSLC. meetings
Authority

1. On 02 February 2022, UNOPS conducted a consultation meeting with the Minister of Public Health
and Population and management of the Technical Cooperation and International Relations team at
MoPHP, Sana’a. UNOPS health interventions were discussed with the Ministry of health as well as the
new projects funded by the World Bank-IDA such as YEEAP- II and YEHCP.
Current interventions in health facilities were discussed as part of the exit strategy of the water
trucking. The Minister highlighted the need for more areas to be covered such as Health facilities,
wastewater disposal and requested its team to provide a preliminary list of the health care districts
and hospitals. UNOPS appreciated receipt of the list and clarified that the nominations will be
considered as a long list of potential interventions in case of materialisation of the additional financing
under YEHCP.
List participants in the meeting were:
 Minister of Public Health and Population-Ministry
 General Manager of Technical Cooperation and International Relations at Ministry of Public Health
and Population- Sana’a
 Programme Manager- Head of Office- UNOPS
 Programme Advisor-UNOPS
 YEHCP Deputy project manager-UNOPS
 YEEAP Project Manager- UNOPS

2. On 27 March 2022, UNOPS conducted a consultation meeting with the Minister of MoWE in Aden and
the Urban Water and Sanitation Project Management Unit (UWS-PMU) management team to inform
and discuss:
➢ The implementation progress of YEHCP, whose Component 2 (WASH component) is being
implemented by UNOPS and its local implementing partners and the scope of the newly additional
financing;
➢ YEHCP additional intervention (Fuel provision) selection criteria in preselected/ targeted
areas/sites;
The Increasing of fuel price and the emergency water and sanitation need for alternative energy
source across the country and the possibility of updating the investment plan according to the new
information and assessment to be part of the exit strategy of the fuel provision;
➢ Enhancing effective coordination between UNOPS, MoWE, and local WASH partners;
➢ The establishment of rural water implementation unit; and,
➢ enhancing and building capacity of Aden UWS-PMU, to fulfil the WB and UNOPS Health, Safety, and
Environment (HSE) new requirements.
List of participants in the meeting were:

Page 18
  Minister of Water and Environment Ministry Aden
 General Manager of UWS-PMU Aden
 YEAP Project Manager, UNOPS
 Programme Advisor, UNOPS
 Aden city UNOPS engineer, UNOPS
 Energy specialist, UNOPS

3. On 29 March 2022, UNOPS conducted a virtual consultation meeting with the UN national WASH
cluster coordination national team (with five participants) to discuss the scope and funding of YEHCP
in which UNOPS implement Component 2 of the project and to discuss the following points:
➢ WASH Cluster response gaps (extremely underfunded circumstances),
➢ The Additional fund for YEHCP-WASH component (water trucking for health facility and
provision of fuel to some of Water and sanitation local corporation,
➢ The huge need in water supply and sanitation services across the country.
➢ The importance of effective women participation in the project life cycle.
➢ UNOPS priority target areas to address acute WASH response needs in the country,
➢ Enhancing effective coordination and collaboration among the UN agencies and WASH
partners to avoid any potential duplication of efforts.

4. On 29 March 2022, UNOPS conducted a consultation meeting with the Minister of MoPHP in Aden
and his Deputy. The YEHCP social and environmental framework was further discussed in which
UNOPS would ensure the distribution of the hard copies of the ESF in Arabic for easy reference. UNOPS
additional Health interventions (Water trucking) was discussed with the Ministry of Health as well as
additional projects funded by the World Bank-IDA as part of the exit strategy of current water trucking
scheme. The Minister highlighted the need for more areas to be covered such as the wastewater
disposal of the central Hospitals and the need of water trucking activities.
List of participants in the meeting were:
 The Minister of Public Health and Population- Ministry Sana’a
 Deputy Minister for Health Care Sector at of Public Health and Population- Ministry
 Deputy Minister for Population Sector at of Public Health and Population- Ministry.
 Deputy Minister for Planning and Health Development Sector at of Public Health and Population-
Ministry
 Deputy Minister for Therapeutic Medicine Sector at Public Health and Population- Ministry
 Director General of the Minister's Office at Public Health and Population- Ministry
 General Manager of the Medical Services Department at Public Health and Population- Ministry
 General Manager of the Equipment Department of Public Health and Population- Ministry
 General manager of engineering department at Public Health and Population- Ministry
 YEAP Project Manager UNOPS
 Programme Advisor UNOPS
 Aden city UNOPS engineer UNOPS
 Energy specialist UNOPS
5. On 31 March 2022, UNOPS conducted a consultation meeting with Local authorities of Abyan, Lahij
and Al-Dhale'a (with 6 participants) to discuss YEHCP additional intervention (Fuel provision)
selection criteria in preselected/ targeted areas/sites. The Increasing fuel price and the emergency

Page 19
 water and sanitation need for alternative energy sources (solar systems) to operate the water and
sanitation facilities and the possibility of updating the investment plan according to the new
information and assessment to be part of the exit strategy of the fuel provision. Participants
highlighted the urgent need of sanitation services at these governorates.

6. On 16 April 2022, UNOPS conducted a consultation meeting with the Minister of MoWE in Sana’a,
Urban Water and Sanitation Project Management Unit (UWS-PMU) management team and Sana’a
water and sanitation management. to inform and discuss:
➢ The implementation progress of YEHCP, whose Component 2 (WASH component) is being
implemented by UNOPS and its local implementing partners and the scope of the newly additional
financing;
➢ YEHCP additional intervention (Fuel provision) selection criteria in preselected/ targeted
areas/sites;
➢ The Increasing of fuel price and the emergency water and sanitation need for alternative energy
source across the country and the possibility of updating the investment plan according to the new
information and assessment to be part of the exit strategy of the fuel provision;
➢ The Ministry requests UNOPS to not adopt the Fuel provision as its main activity unless UNOPS has
a clear exit strategy.
➢ List of participants in the meeting were:
 The Deputy Minister of Water and Environment Ministry
 General Manager of UWS-PMU Sana’a
 YEHCP Deputy project Manager UNOPS
 Programme Advisor UNOPS
 Manager Sana’a Water and sanitation local cooperation
 WASH officer at UWS-PMU Sana’a

7. On 16 April 2022, UNOPS conducted a consultation meeting with the Minister of MoWE in Sana’a,
Urban Water and Sanitation Project Management Unit (UWS-PMU) management team and Sana’a
water and sanitation management. to inform and discuss:
- The implementation progress of YEHCP, whose Component 2 (WASH component) is being
implemented by UNOPS and its local implementing partners and the scope of the newly additional
financing;
- YEHCP additional intervention (Fuel provision) selection criteria in preselected/ targeted
areas/sites;
- The Increasing of fuel price and the emergency water and sanitation need for alternative energy
source across the country and the possibility of updating the investment plan according to the new
information and assessment to be part of the exit strategy of the fuel provision;
- The Ministry requests UNOPS to not adopt the Fuel provision as its main activity unless UNOPS has
a clear exit strategy.
- List of participants in the meeting were:
 The Deputy Minister of Water and Environment Ministry
 General Manager of UWS-PMU Sana’a
 YEHCP Deputy project Manager UNOPS
 Programme Advisor UNOPS
 Manager Sana’a Water and sanitation local cooperation

Page 20
  WASH officer at UWS-PMU Sana’a

8. Between 26 to 30 June 2022, UNOPS conducted a mission to Aden to follow up with UNOPS IPs UWS-
PMU, MWE, and Aden WASLC.
On 12 August 2022, UNOPS conducted a consultation meeting with the Rural Water Projects
Authority in Sana’a. During the meeting, UNOPS discussed
YEHCP scope and the synergy between it and YEHCP AF as both of them target rural areas.
The nomination process of water wells
The SCMCHA request of 700 water wells to be shared with MOW to provide their feedback.

9. Between 17 - 19 August 2022, UNOPS conducted a mission to Saada, a Coordination meeting with the
governorate/local authorities to discuss the ongoing and planned sub-projects.
10. On 23 August 2022, UNOPS conducted a consultation meeting with the Local authorities of Taiz -
Alhouban, to discuss the progress of the implementation of the project activities in addition to
presenting the scope of the additional financing activities.
11. Between 27 August and 3 September 2022 UNOPS conducted a mission to Sana'a and held several
meetings with internal and external stakeholders to discuss the implementation progress and
challenges.
12. On 9 September 2022, UNOPS conducted a consultation meeting with the Minister of MoWE in Aden
and the Urban Water and Sanitation Project Management Unit (UWS-PMU) management to discuss
● The implementation progress of YEHCP and the scope of the additional financing.
● YEHCP additional intervention (Fuel provision) selection criteria in preselected/ targeted
areas/sites.
● The increasing fuel prices and the emergency water and sanitation need for alternative energy
sources across the country and the possibility of updating the investment plan according to the
new information and assessment to be part of the exit strategy of the fuel provision;
● Enhancing effective coordination between UNOPS, MoWE, and local WASH partners.
● The establishment of a rural water implementation unit.

13. 16-17 Jan 2023 Meeting with Aden governorate-PMU, MoWE Aden
Several meetings were held with UWS-PMU Aden during the visit of. The meetings aim to coordinate
with the local partner (6 technical team in addition to the PMU management and deputy minister) and
discuss technical issues related to the sub-projects including:
- Review / update the procurement plan with the UWS-PMU for 2023
- Verify the current situations on the sub-projects under YIUSEP II, AF and YEHCP.
- The capacity building needs assessment and preparation of the MIS and Manuals ToRs by
MetaMeta and the PMU feedback and comments on the initial reports delivered by MetaMeta
so far. During the meeting UNOPS Capacity building officer emphasised that all the reports of
MetaMeta will be accepted by UNOPS only after approval from the partner and ensure that it
addresses the real needs of the unit and fulfils the requirements and goals as specified in the
ToR. The officer also encouraged the PMU team for more cooperation with the consultants
through fast response to the submitted reports to speed up the process.
- The planned rehabilitation of the sewage pumping stations and network in the four districts
(Sira, Al-Mualla, Al-Tawahi, and Khormaksar) and connect it to the treatment basins in

Page 21
 ALArish. and the involvements and needed arrangements from different authorities before and
during the implementation process.
- The climate change aspects
2.2.3 Updated Consultations for the second Additional Financing
● On 14 June 2023, UNOPS conducted a virtual consultation meeting with the Minister of MoWE in
Sana'a and the Urban Water and Sanitation Project Management Unit (UWS-PMU) management
to discuss the implementation progress of YEHCP, and the scope of the second additional
financing.
● YEHCP additional intervention (Fuel provision) selection criteria in preselected/ targeted
areas/sites.
● The increasing fuel prices and the emergency water and sanitation need for alternative energy
sources across the country and the possibility of updating the investment plan according to the
new information and assessment to be part of the exit strategy of the fuel provision.
● Enhancing effective coordination between UNOPS, MoWE, and local WASH partners.
● On 18 June 2032, UNOPS conducted a virtual consultation meeting with the Minister of MoWE
in Aden and the Urban Water and Sanitation Project Management Unit (UWS-PMU)
management to discuss
● The implementation progress of YEHCP, and the scope of the second additional financing.
● YEHCP additional intervention (Fuel provision) selection criteria in preselected/ targeted
areas/sites.
● The increasing fuel prices and the emergency water and sanitation need for alternative energy
sources across the country and the possibility of updating the investment plan according to the
new information and assessment to be part of the exit strategy of the fuel provision.
● Enhancing effective coordination between UNOPS, MoWE, and local WASH partners.
2.3 WHO
The stakeholders’ consultations were based on the need to continue supporting the EHNP’s activities
during the Jan-June 2021. These consultations were conducted with MoPHP including the management
of supported Health Facilities. This was made through field visits, virtual meetings and phone calls.
The main needs and concerns that were raised are in the below tables 3 and 4 below.
Table (3): The main needs and concerns that were raised from the consultations conducted with MoPHP-
Place and type of
Date Participants Key concerns and outputs
engagement
National wide: Jan- Ministry of The General services and trauma care will be stopped by the
These June Public Health end of EHNP in December 2021 and there is still need for these
consolations were 2021 Population services. Including the following:
made through (MoPHP) Trauma cases receiving life support
field visits, virtual including the Centres providing emergency trauma management
management Facilities with a functioning operation theater (OT)
meeting and
of supported Facilities functioning 24/7
phone calls. Health Out-Patient Department (OPD) consultations
Facilities. Hospital admissions
Surgeries
The childcare will be stopped by the end of EHNP in December
2021 and there is still need for this service.

Page 22
 The Nutrition support will be stopped by the end of EHNP in
December 2021 and there is still need for this service.
The Communicable diseases support will be stopped by the
end of EHNP in December 2021 and there is still need for this
service.
The Reproductive, maternal and new-born health
(including BeMONC and CeMONC) support will be stopped by
the end of EHNP in December 2021 and there is still need for
these services.
The Non-communicable diseases (NCD) support will be
stopped by the end of EHNP in December 2021 and there is still
need for this service.
The Mental health support will be stopped by the end of EHNP
in December 2021 and there is still need for this service.
Environmental health including WASH in health facilities
support will be stopped by the end of EHNP in December 2021
and there is still need for this service.
The Specific services are needed at Central Public Health
Laboratories (CPHLs) and National Blood Transfusion
Centers (NBTCs) support will be stopped by the end of EHNP
in December 2021 and there is still need for this service.
The medicines, medical supplies, equipment, fuel, water,
oxygen, Water, Sanitation and Hygiene (WASH), and per-
diem support will be stopped by the end of EHNP in December
2021 and there is still need for this service.

Table (4): WHO updated consultations for the parent project preparation
Place and
type of Date Participants Key concerns and outputs
engagement
EHNP HFs/ May and Beneficiaries The key concerns are:
Interviews - June 2021 1- Some medicines and services are not for free at
beneficiaries’ some of the HFs.
satisfaction 2- Some HFs’ doctors are not available because there
survey. are no salaries.
3- Some of the health services need further
improvement
4- Beneficiaries’ awareness/massages sessions from
health workers need to be improved.
The project is going to discuss these findings of each area with
the health authorities in a more inclusive manner during the
next meetings to find suggestions to improve the provision of
health services and address these concerns.
Sana’a/ 1 Sept MoPHP WHO confirmed the upcoming inception of the Yemen
Meeting 2021 Emergency Human Capital Project (YEHCP), funded by the
World Bank. This project is the successor to the
Emergency Health and Nutrition Project (EHNP), and its
main objective is to assure continuity. Despites some
differences from the previous project (for example, UNOPS
will implement the WASH rehabilitation component of the
project, the YEHCP will closely resemble the EHNP

It was agreed that there will be a follow-up meeting where

more detailed information will be provided (breakdown of

Page 23
 activities, etc) on the 27th of September. The meeting will
cover:
⮚ Introduction and background of the project.
⮚ Project plan.
⮚ Health Interventions.
⮚ Nutrition Interventions.
⮚ Environmental and social safeguards
⮚ Any challenges, concerns, lessons learned and
suggestions.
Based on the outputs of these consultations, a plan for further
engagements might be required.
Sana’a/ 1 Sept MoPHP There might be a need to revise the intervention to best
Meeting 2021 meet the needs on the ground, and the below points have
been discussed

⮚ Under the YEHCP, there are $39 million for activities and
logistics for one year ($26 million for hospital support and
$13 million for public health programs.
⮚ While there is some flexibility to revise the interventions
to best meet the needs on the ground, it is essential to
remember that the funds are only sufficient to assure
continuity of the EHNP, so if new activities or
interventions are added, this will come at the expense of
existing activities. Because of limited costs opportunity
costs should also be considered and implementing
activities for which our dollars will stretch the furthest.

Further consultations during the upcoming meetings for any

suggested revision.
Sana’a/ 1 Sept MoPHP The difference between the two EHNP and YEHCP has been
Meeting 2021 explained and discussing that there are no activity’s gaps
between the two projects
⮚ Despites some differences from the previous project (for
example, UNOPS will implement the WASH rehabilitation
component of the project, the YEHCP will closely resemble
the EHNP.
Meeting/ 1 Sept MoPHP The importance of the Social and Environmental
Sana’a 2021 safeguards in the project has been discussed
⮚ The importance to appoint at least two focal points for this
(one for Social Safeguards and one for Environmental
Safeguards) within the Ministry to follow this component
of the project.
Health August Health WHO briefly introduced the project during the cluster’s
Cluster/ 2021 cluster, UN meeting
Virtual agencies and ⮚ The health cluster suggested engaging both WHO and
Meeting INGOs UNICEF to avoid duplication of activities with cluster
partners.
⮚ The Project is going to conduct a meeting with the Cluster
and its partners during September 2021 and will cover
the:
▪ Project introduction and backgrounds.
▪ H&N services.
▪ Number and Name of the HFs that will be targeted.
▪ E&S key aspect.
▪ Any raised concerns, lessons learned and suggestions

Page 24
 including their feedback and suggestions on reaching
out to disadvantaged and vulnerable groups.
▪ Furthermore, for these consultations to be more
meaningful, the project may need to develop a survey
to ensure the participation of all cluster' partners for
maximum engagement and for the data to be more
precise and reflect the real situation on the ground.
This might include engaging other relevant clusters.

Based on the outputs of these consultations, a plan for further

engagement might be required. including, engagement of other
humanitarian actors.
Disclosing the 31 May Public
preliminary 2021 ⮚ The link of the preliminary SEP is:
SEP/ social https://www.facebook.com/WHOYemen/posts/2973341402953448
media
Disclosing of the 14 Public
⮚ Link to the Project documents is:
project November
WHO EMRO | Yemen Emergency Human Capital Project | Information
environmental 2021
resources | Yemen site
and social
documents

2.3.1 Consultations on YEHCP parent and priorities for Additional Financing

Consultations led by WHO involved engagement with more than 1,000 different stakeholders of
diverse ages, sexes, interest and influence, such as MoPHP authorities at central level, YEHCP
supported facilities managers, Cluster partners including NGO and civil society groups, health care
workers and beneficiaries. The below consultations have been implemented by the project team in
which the YEHCP project details, risks, impacts and mitigation measures were introduced and
discussed in detail. To ensure meaningful consultations, documentation (e.g., power point slides), MSP
documentation etc., were all made available in Arabic and/or English depending on the preferences of
the audience. These consultations are summarized in the table 5 below. Details of the meetings,
participants and feedback are available in annex 1.
Table (5): Summary of the consultations led by WHO with MoPHP authorities at central level, NGOs and civil
society groups, health care workers and beneficiaries
WHO Meeting Date Location Participants Key findings
WHO with 8–9 December Amman 20 government officials YEHCP plan reviewed and
senior MoPHP 2021 30 WHO staff supported by authorities
authorities
WHO with 14–15 December Aden 20 government officials Environmental and social
MoPHP DGs 2021 5 WHO staff safeguards reviewed in detail
Health Cluster 4 and 12 January Virtual 70 representatives of YEHCP additional financing
2022 partner agencies components, MSP review,
7–8 February 2022 referrals, complementarity and
6 and 17 April the key environmental and social
2022 aspects introduced. More than 15
And updates in partners also provided written
monthly Cluster inputs to the MSP review process
meetings as part of YEHCP.

WHO with 22 December Sana’a and 5 government officials YEHCP plan reviewed, updated
MoPHP 2021, 14 February, virtual 3 WHO staff and importance of ongoing joint
17 March, 5 April planning emphasized
2022
WHO with 21 February 2022 Aden 6 government officials Key progress and priorities

Page 25
WHO Meeting Date Location Participants Key findings
MoPHP 4 WHO staff discussed e.g., quality of care,
health information, hospital
support etc.
WHO with MSF 14 February 2022 Sana’a 3 MSF staff, 1 WHO staff Focused on primary health care
(PHC) challenges in Yemen e.g.,
lack of access to NCD care, and
the need for close monitoring of
the proper utilization of supplies
and equipment in hospitals and
isolation centers.
WHO with 17 February 2022 Aden 8 UNICEF staff, Issues discussed include the
UNICEF 4 WHO staff various areas of support
including cholera, PHC, MSP,
DHIS2, EHCP, COVID-19, polio,
mental health. Agreed on the
importance of good partnership
together in these areas.
WHO with 20 February 2022 Aden 7 hospital staff Good practices in Al-Sadaka to be
Director of Al 3 WHO staff shared more widely, need for
Sadaka hospital increasing support, particularly
and isolation incentives
unit
WHO with 20–21 February Aden 5 hospital staff Appreciate of the support
Managers of the 2022 3 WHO staff provided by World Bank, need
Central Public for increasing support on
Health equipment, rehabilitation,
Laboratory capacity-building etc.
(CPHL) and Al
Jumhori hospital
WHO with 3 March 2022 Aden 30 health-care workers Request for more support from
Emergency EHCP, particularly incentives
operation center
training
WHO with MSP 21–22 March 2022 Sana’a 115 government Determined draft services to be
review 17–19 April 2022 Aden participants and staff included in updated MSP
workshop from WHO, UNICEF and
IOM
WHO ICU 22-30 March 2022 Aden 30 nurses and 30 doctors Importance of more capacity-
Training of working in the COVID-19 building for ICU staff and
trainers isolation units and incentives to counter private
healthcare facilities sector pull

WHO Quality-of- 27-31 March 2022 Aden 45 healthcare workers Importance of investing in
care training quality-of-care concepts,
principles and activities
WHO Water 3–20 April 2022 Aden and 550 maintenance workers Importance of ongoing
quality – Sana’a and engineers working in maintenance and incentives for
operation and EHCP-supported facilities, health workers
maintenance environmental health
training sessions department, national
authorities etc.
YEHCP 17–19 April 2022 Aden and 160 participants across Collectively considered project
management Sana’a Aden and Sana’a (EHCP- achievements, challenges, and
workshop supported facilities priorities, to review
managers, governorate environmental and social
health office manager and standards and responsibilities,
senior MoPHP officials) and hospital managers provided
training in assuring the
functionality of fuel monitoring
devices.

Page 26
 WHO Meeting Date Location Participants Key findings
Total participants 1139

2.3.2 Consultations on YEHCP parent and priorities for Second Additional Financing
Consultations led by WHO involved engagement with more than 500 different stakeholders of diverse
ages, sexes, interest and influence, such as MoPHP authorities at central level, YEHCP supported
facilities managers and health care workers and beneficiaries. The below consultations have been
implemented by the project team in which the YEHCP project details, risks, impacts and mitigation
measures were introduced and discussed in detail. To ensure meaningful consultations,
documentation (e.g., power point slides), MSP documentation etc., were all made available in Arabic
and/or English depending on the preferences of the audience. These consultations are summarized in
the table 6 below. Details of the meetings, participants and feedback are available in annex 2.

Page 27
Table (6): Summary of the consultations led by WHO with MoPHP authorities at central level, NGOs and civil society groups, health care workers and
beneficiaries
WHO Meeting Date Location Participants Key findings
WHO with MoPHP 12 May 2022 Aden Vice-Minister and Clinical Discussed EHCP implementation and additional financing, mainly the support
Services Coordinator of NCDs at PHC level and its relevant capacity building
WHO with Aden 12 May2022 Aden 5 Aden psychiatric hospital Discussed possible maintenance works that could be provided by WHO to the
psychiatric hospital management and staff hospital
WHO with Emergency 25 May2022 Aden 15 Emergency Operations Discussed the new EOC site proposed by MoPHP and its rehabilitation needs.
Operations Center (EOC) Center (EOC) management and
Coordinator staff
WHO with MoPHP 28 May2022 Sana’a 10 EIDEWS, FETP and RRTs Discussed improving data sharing mechanisms to showcase the good work
focal points in MoPHP done in surveillance and response in Yemen.
WHO with MoPHP 28 May2022 Sana’a Deputy Minister for MoPHP FETP unit had looked for funding since 2019 to conduct the course,
Communicable Diseases FETP and were appreciative of WHO’s support
Coordinator
WHO with NBTC 5 June2022 Sana’a 5 National Blood Transfusion They appreciated the support of the World Bank and WHO under all projects.
management and staff Center (NBTC) management
and staff
Site visits to: 1-3 August Al Hudaydah 3 hospital management senior Discussed with the hospital directors and management team the general
Az Zaydiyah Hospital, Al 2022 staff, 2 WHO staff situation of the hospital, their remarks on project activities as well as their
Hudaydah prioritized needs. Project visibility was promoted across all the facilities
1 August 2022

Bajil Hospital, Al
Hudaydah
2 August 2022
4 hospital management
senior staff, 2 WHO staff

Al Thawrah Hospital, Al
Hudaydah

EHCP initial briefing and 10 August Amman 1 MoPHP EHCP focal point, 2 Discussed different requests of the MOH and their point of views in a number
joint planning in Amman 2022 WHO staff of interventions implemented under the Project AF.

Update on EHCP WASH 11 August Sana`a 1 MoPHP EHCP focal point, 4 Discussed UNOPS WASH activities under EHCP and the need to look for
activities in Sana’a 2022 WHO, 1 UNICEF, 1 UNOPS opportunities to increase synergies across WASH and health and nutrition
11 August 2022, Virtual areas of work.

Aden 23 August Aden 5 MoPHP Hospital Care and The following topics were discussed. (1) progress so far and agree on Socotra

Page 28
WHO Meeting Date Location Participants Key findings
23 August 2022 2022 Management committee governorate plan, (2) The next step is to add 2 more modules (HR and
members and 5 trainers, and 2 financial management trainers and participants selection criteria), (3)
WHO staff Challenges, recommendations and way forward.
Aden 23, 24 and 29 Aden 1 MoPHP EHCP focal point and Discussed the EHCP AF plan, conducting BLS & ACLS trainings in all EHCP
August 2022 emergency director, 3 WHO hospitals, MoPHP requested support to establish training centers in Aden,
staff Marib and Mukalla, EHCP focal point also requested a regular progress review
meeting (across WHO projects) and the need to strengthen the referral
system.
Aden 25 August Aden 1 MoPHP quality director, EHCP Discussed establishing the national quality strategy, aligning it with Sana’a
2022 quality consultant, 5 WHO staff and conducting a quality situation analysis workshop, and to provide support
to the quality unit via the implementation of self-quality assessment, defining
the gaps and allocating resources to address those gaps.
Aden 25 August Aden 1 MoPHP information and Discussed proceeding with implementing the DHIS2 activities, the possibility
2022 research management director, of conducting information management workshops and the importance of
3 WHO staff creating a national health information strategy
Aden 26 August Aden 4 of Aden University – faculty of Discussed with senior faculty of the university the importance of increasing
2022 medicine senior management, 3 partnership between the University and MoPHP and WHO, and the possibility
WHO staff of integrating WHO training with university courses.
Proposed conducting BLS and ACLS in the faculty skill lab using WHO-
supported mannequins for 1000 to 2000 health workers from EHCP facilities.
The plan for the BLS and ACLS training was discussed and modified based on
the capacity and availability of halls and tools in the faculty.
Aden 26 August Aden 1 MoPHP quality director, IPC Discussed the importance of IPC practices in health facilities: (1) hand
2022 international consultant, 19 hygiene, (2) medical waste management, (3) sterilization, and (4) safe
participants from different injection practices
governorates, 7 WHO staff
Aden and Al Dhale'e 26 August Aden 31 health workers, 6 WHO staff Discussed the importance of having accurate data to direct support from
HeRAMS workshop 2022 donors and partners to the right place. Adding two modules to the platform
opening session will shed light on important information regarding health workers and
equipment available in the health facilities.
Aden 28 August Aden 5 MoPHP: HE the Minister of The Minister reiterated the importance of the World Bank partnership and
2022 public health, Deputy Minister improving coordination by conducting regular meetings. WHO updated the
Primary Health Care, general Minister on the remaining balance under EHCP/YCRP and discussed sharing
manager of the Minister's Office, project reports.
MoPHP Communication officer, Discussed ongoing activities such as information management and national
MoPHP Curative services and quality strategy.
director, 3 WHO staff The Minister also requested more support on points of entry, humanitarian-
development nexus, and more support for central staff – mainly the admin
and finance team and regular field visits by central staff to facilities
(supportive supervision/monitoring).
MoPHP requested more presence of WHO staff in Aden, such as an NCD
technical officer. TPM is an essential tool and MoPHP requested to be engaged

Page 29
WHO Meeting Date Location Participants Key findings
from the beginning, sharing CVs of TPM field officer, TPM should be MOPIC
registered and have an office in Aden
MoPHP, WHO, UNICEF, 7 September Virtual MoPHP, WHO, UNICEF, and WHO and UNICEF provided a progress update on EHCP activities and got
and World Bank, first 2022 World Bank feedback of the Ministry on the progress of the project and their demands.
technical coordination
meeting
The Medical Skills Lab at 28 September Aden Head of the Medical Skills Lab, 2 Discussed upcoming BLS training. The University asked for additional
Aden University 2022 WHO staff supplies (four televisions, video camera equipment, ventilators etc) in
addition to the 125 mannequins WHO purchased with other donors’ funds in
2021. The University did not permit to loan or rent the mannequins for use in
trainings outside the skills laboratory.
Aden 28 September Aden MoPHP EHCP focal point, 3 Discussed the importance of supplying fuel to facilities recently included by
MoPHP EHCP focal point, 2022 WHO staff MoPHP to receive support, and the importance of these facilities meeting
3 WHO staff minimum requirements to receive fuel e.g. environmental and social
framework accountability, fuel monitoring device installation and
functionality, TPM visits etc.
Amin Nasher Institute, 29 September Aden Management of the Institute, 3 Discussed reinvigorating collaboration with the institute, building on the
Aden 2022 WHO staff action plan developed with WHO EMRO in 2019. Key areas for partnership
include: training, curriculum enhancement, and long-term capacity-building.
Agreed that this can start with the BLS training in the coming weeks.
Al Shahead Ali Abdul 1 October Ibb 4 Hospital Manager, his deputy The hospital director was grateful for WHO’s assistance and requested an
Mogni Hospital, Ibb 2022 Governorate and staff, 4 WHO staff ELISA machine and resume paying staff incentives (using non-EHCP funds).

Yarim Hospital, Ibb 1 October Ibb 4 Hospital Manager, his deputy The hospital director was grateful for WHO's support in enabling the facility
2022 Governorate and staff, 4 WHO staff to provide health services to Yarim and four surrounding districts. The
hospital requested WHO to reinstate staff incentive payments (under other
funds), supply more equipment like incubators, and rehabilitate the TFC
Aden 2–4 October Aden Minister of Health and other Mid-term review meeting between WHO and MoPHP on all activities. Joint
Minister of Health and 2022 MoPHP members, several WHO planning on implementation of WHO’s World Bank projects was
other MoPHP members, staff acknowledged by the Minister, and he expressed his hope that World-Bank-
several WHO staff supported hospitals will become model hospitals for quality of care. The
Minister also again expressed the need for capacity-building of senior and
middle MoPHP managers. He also mentioned a draft law was presented to
Cabinet on a Health Fund, which will be similar to the Social Fund for
Development, with the aim of sustaining health sector funding. Priority
activities in key areas e.g. EOCs, outbreaks, trauma, NCDs, mental health,
health systems, maternal and child health, nutrition, health information etc
were outlined and agreed with MoPHP counterparts
Site visit to: 2 October Ibb 4 Ibb The hospital director developed a video to demonstrate WHO support and
Al Udayn Hospital, Ibb 2022 Governorate Hospital Manager, his deputy thanked WHO for the assistance in enabling the facility to provide health
and staff, 4 WHO staff services. The hospital requested an oxygen station, sterilization machine and
staff incentive payments (using non-EHCP funds).

Page 30
WHO Meeting Date Location Participants Key findings
Site visit to: 3 October Ibb 4 Hospital Manager, his deputy The hospital director was grateful for WHO's assistance and requested WHO
Baadan Hospital, Ibb 2022 governorate and staff, 4 WHO staff to resume incentive payments (using non-EHCP funds) and to keep up the
current support with additional equipment and medical supplies.
Site visit to: 3 October Ibb 4 Hospital Manager, his deputy The hospital director recognized WHO PMU and Ibb hub staff with awards
Al Thawra Hospital, Ibb 2022 Governorate and staff, 3 WHO staff and thanked WHO for its support, which allowed the hospital to provide
health services for those in need. He requested WHO to continue paying staff
incentives (using non-EHCP funds) and to supply more equipment, including
a solar panel, 30 beds, and replacement parts for dialysis machines
Site visit: 4 October Taiz 3 Hospital Manager, his deputy The hospital director was grateful for WHO’s assistance and requested that
Ali Abduljalil Hospital, 2022 Governorate and staff, 3 WHO staff WHO maintain the current support, reinstate staff incentive payments (using
Taizz non-EHCP funds), provide a generator and provide more NCD medications.

Site visit: 5 October Taiz Hospital Manager and staff, 3 The hospital director was grateful for WHO’s support. The hospital requested
Hamoud Abdullah Bani 2022 Governorate WHO staff WHO to continue the current support and resume incentive payments (using
Awn Hospital, Taizz, no-EHCP funds
Site visit: 5 October Lahj 5 hospital staff, Governorate Both the Manager and GHO were appointed in the past three months. The
Ibn Khaldoon Hospital, 2022 Governorate Health Officer (GHO), 2 WHO Manager has taken proactive steps to rehabilitate key areas of the hospital e.g.
Lahji staff emergency, CT-scan room etc, and has plans to rehabilitate further (painting,
fixing wear and tear etc). This is being done with local/fundraised funds. We
introduced the support provided by WHO and said it would be great for Ibn
Khaldoon to be a model hospital. We also agreed to share details of training
participants, so that the GHO and Manager can be aware and follow-up on
post-training application. We also emphasized the importance of
environmental and social standards. An eye care campaign was conducted
recently and while we were there a heart care campaign was ongoing with
visiting specialists from Aden
Site visit to: 6 October Ibb Centre staff, 2 WHO staff Discussed the bed capacity and requirement of diesel by the centre
Somara Emergency 2022 Governorate
Center, Ibb
Sana'a 16 January Sana`a 1 WHO staff Discussed the activities of FETP and the graduation ceremony of the 18th
Director of the Field 2023 MoPHP, WHO, UNICEF, and batch of Public Health Empowerment Program (PHEP) the last 4 batches were
Epidemiology Training World Bank, second technical supported by EHNP-EHCP.
Program (FETP16 coordination meeting WHO and UNICEF provided a progress update on EHCP activities and MoPHP
January 2023 colleagues provided many comments, suggestions and requests for future
activities including fuel supply, health information, vector-borne diseases and
other areas. MoPHP colleagues appreciated the support provided by
individual WHO staff members and requested their continued support.
Emergency Human 16 Jan 2023 Virtual 45 participants ,10 of them Emergency Human Capital Project (EHCP)
Capital Project (EHCP) meeting females as follows: Progress update meeting of WHO, UNICEF, WB and MOPHP with
Progress update meeting 13 MOPHP focal points, 3 representation of all technical units involved in implementation of EHCP
of WHO, UNICEF, WB UNICEF focal points, 18 WHO's project.
and MOPHP with focal points, 11 WB

Page 31
WHO Meeting Date Location Participants Key findings
representation of all
technical units involved
in implementation of
EHCP project
Phone calls with 12 18 Feb.-11 Sana`a E&S S officer with health facility E&S shared concerns in the TPM findings with hospital managers and follow
health facility managers April 2023 &Aden managers up with them for compliance with the environmental and social standards of
the project.
Site visit to: Dhamar 7 May 2023 Dhamar 3 WHO staff, hospital manager The hospital director was grateful of the continuous support of the WB
Dhamar General Governorate and hospital staff project and requested to continue the support. The hospital established a
Hospital separate unit for waste management and are doing continuous trainings of
quality. The hospital established a new building for outpatients and cardiac
disease departments. They requested equipment for this newly built
departments. Also, they requested supply of furniture, oxygen supply, more
fuel and TFC furniture.
Site visit to: 8 May 2023 Dhamar 3 WHO staff, hospital manager The hospital director thanked WHO for the support and requested WHO to
Dhamar Governorate and hospital staff maintain the current support. He informed that the patients receive SAM and
26 September Hospital NCD services for free in the hospital and looking for these items to continue to
in Utomah be supported cause of the dire need of beneficiaries. Due to space limitations
in the hospital and no enough space to separate the units. The hospital
requested support for construction works. In addition, they requested empty
cylinders, water, equipment, The staff hospital informed that they received
various trainings provided by the project including Basic Life Support
Training, Referral Training, pocket for children care, Medical Waste
Management Training, Nutrition Surveillance Sites, Severe Acute Management
Training, and District HIS
Site visit to: 9 May 2023 Dhamar 3 WHO staff,hospital manager The hospital director is newly appointed. During the visit the hospital staff
Dhamar Governorate and staff were given awareness on GRM system to communicate their suggestions. The
AlAhad Rural Hospital in hospital requested equipment and empty oxygen cylinders. 250 SAM cases
Wisab Alsafil are being treated in the TFC in the hospital monthly and NSS is operating.
Rehabilitation works of toilets, lab trenches and steel chairs done by WHO
were in good condition.
Site visit to: 10 May 2023 Dhamar 3 WHO staff, hospital manager The hospital covers Gabal Alsharq area, districts of Utumah, Raymah, external
Dhamar Governorate and staff Haimah, Dhawran, Manar. Patients are from marginalized. The hospital serves
10 May 2023 a crucial role in an area facing a number of epidemics and is often the only
Madinat Alsharq source of medical care for those in need. The hospital director has expressed
Hospital in Gabal his appreciation for the support which contributed to provision of healthcare
Alsharq district to the patients. While the hospital is doing important work in serving
marginalized patients, the shortages of essential equipment and supplies
were requested to be addressed
Site visit to: 14 May 2023 Amran Gov. 3 WHO staff, hospital manager The hospital manager has expressed his great appreciation for the support of
Amran and staff WHO and requested to continue it. He explained that the current hospital
Assudah Hospital building was opened in 2018, at time when there was no budget for fuel,

Page 32
WHO Meeting Date Location Participants Key findings
oxygen, water, trainings, equipment. The opening was made possible only
with the support of WHO, which provided 90% of the equipment in the
hospital. The CPR (cardiopulmonary resuscitation) equipment at the hospital
is fully supported by WHO. The hospital has about 480 staff, with the majority
of the staff in different departments being female. When asked about this, the
hospital manager explained that female staff are more dedicated, as their
movements are restricted to working hours and bus transportation. Their
productivity is high, so he requested that recruitment of females be
encouraged in internal procedures, especially in the departments of
paediatrics and internal medicine.
Site visit to: 15 May 2023 Amran 3 WHO staff, hospital manager The hospital manager has expressed his great appreciation for the support of
Amran Governorate and staff WHO and requested to continue it. He explained that the current hospital
Alshaheed Alsammad building was opened in 2018, at time when there was no budget for fuel,
Hospital (Previously oxygen, water, trainings, equipment. The opening was made possible only
named 22 May hospital) with the support of WHO, which provided 90% of the equipment in the
hospital. The CPR (cardiopulmonary resuscitation) equipment at the hospital
is fully supported by WHO. The hospital has about 480 staff, with the majority
of the staff in different departments being female. When asked about this, the
hospital manager explained that female staff are more dedicated, as their
movements are restricted to working hours and bus transportation. Their
productivity is high, so he requested that recruitment of females be
encouraged in internal procedures, especially in the departments of
paediatrics and internal medicine.
Site visit to: 16 May 2023 Amran 3 WHO staff, hospital manager The team met the DHO manager, Dr. Yahia Alzuhairi, RRT manager and key
Amran, Governorate and staff members in the hospital. The hospital provides services for delivery, lab,
Thula Hospital radiology unit (Ultrasound, Xray), vaccination, OTP supported by UNICEF), 1
female and 1 male doctors for outpatient.
Fuel is used to operate the generators of 70 KVA and 10 KVA used for the
whole hospital. No water is received after UNOPs took over. The hospital has
reduced the working hours after the fuel is reduced. WASH maintenance has
been done to the hospital with support of EHNP and are still of good status
Sana’a authorities, 13 June 2023 Sana`a 3 participants (1 Sana’a, 2 WHO shared updates that EHCP AF2 is in the pipeline for the same activities
virtual, discussion on WHO) and several members of funded under AF1. The authorities greatly appreciated the project and
EHCP progress, EHCP the health authorities team emphasized the need for fuel support to continue and expand, but they were
additional financing, listening in. also opened to shifting to solar alternatives and recognize the need for an exit
WHO country strategy from fuel.
cooperation strategy WHO reiterated the importance of social and environmental requirements as
development and others prerequisites for activities under EHCP and the authorities agreed to
collaborate on enhancing compliance.
WHO committed to share the EHCP AF2 proposed budget breakdown for any
inputs, along with the planned vs actual expenditures for the parent and AF1.
These were shared within two days of the meeting

Page 33
WHO Meeting Date Location Participants Key findings
Communication via 14 June 2023 Aden WHO Grant Manager and one Discussed on the planning process for the new Additional Financing 2 of the
email and phone call MOPHP official EHCP and next steps.
between EHCP AF2
Grant Manager and
Director of Emergency at
MOPHP-Aden
WHO Training on 17-19 June Sana`a 19 health workers from five WHO team informed the participants that WHO with partnership with World
paediatric critical and 2023 health facilities in four Bank will prepare a second additional financing for the Yemen Emergency
Intensive care governorates (five of them Human Capital Project. The purpose of this additional fund is to provide
females) essential health, nutrition, water, and sanitation services to the population of
Yemen. The final approval will be expected around mid-September 2023
Participants showed appreciation of the support provided by World Bank and
pointed out the importance of incentives for health workers, need for
increasing support on equipment and capacity-building
Adult learning TOT 20 June 2023 Aden 24 key participants (16 Within the workshop, WHO briefed the participants on the project and its
workshop to build the females) from (MoPHP, GHO, updates, main activities, requirements in the trainings and gender balance.
capacity of the national EHCP hospitals, Yemeni medical
HCM trainers, MoPHP council, and Aden Universities,2
Aden WHO staff)
Virtual meeting and 21 June 2023 Sana`a 20 participants (50% females) The participants were requested to provide their suggestions on the
phone calls (EHCP who attended training interventions that would like to see in the AF2 considering that it will
Environmental conducted on medical waste continue the same activities under the previous AF1.
safeguard officer and 20 management during March Main issues raised by the trainees include:
participants in the 2023 install waste treatment units where appropriate to ensure proper final
medical waste disposal of medical waste, provide necessary materials for waste
management training management, request to conduct refresher training programs on medical
conducted in March waste management for health workers from all units in the health facilities,
2023) develop and share educational videos and posters to promote proper waste
management practices, supply Personal Protective Equipment (PPEs) for
health workers to ensure their safety during waste handling, provide
incentives and recognition to waste management workers to encourage
adherence to proper waste management practices, implement proper
maintenance and regular inspections of waste treatment units to ensure their
efficient and safe operation and finally encourage the use of innovative
technologies and processes for the effective disposal and recycling of medical
waste.
WHO response included that: Continuity of the waste management should be
maintained by the health facility management as the health workers were
trained on the operation and maintenance during the handing over of the
waste treatment units to HFs.
Full adherence to the proper waste management and OHC is a requirement
for the continuity of the support.

Page 34
WHO Meeting Date Location Participants Key findings
Capacity building on proper waste management in health facilities including
blood banks of health workers will continue targeting waste management and
health workers.
Virtual meeting – phone 22 June 2023 Sana`a and 10 Directors from health and WHO briefed the Directors on different aspect of the Additional Financing 2.
calls with 10 Health Aden Mental facilities and CPHLs This includes, the purpose of the fund, the expected date of approval, which is
Facilities managers in supported by EHCP around mid-September 2023, the aim of this fund to avoid essential service
Sanaa and Aden delivery disruptions in Yemen.

Main issues raised by the directors of hospitals to be considered as needs in

the additional financing:
Develop and expansion of some sectors in the hospitals by providing medical
devices, equipment’s and furniture, support the hospitals by increasing the
quantity of fuel or by installing sustainable solutions.
The need for continuous support of medicines to the hospitals
Install waste treatment units where appropriate to ensure proper final
disposal of medical waste and build the capacity of health workers from all
sectors.
Provide the mental hospitals with equipment’s, medical devices, furniture,
and security systems.
Provide incentives and recognition to waste management workers to
encourage adherence to proper waste management practices.
WHO response:
WHO informed the directors of health facilities, CPHLs and mental hospitals
that the new additional financing will be the same activities implemented
under parent and AF1
Full adherence to the proper waste management and OHC is a requirement
for the continuity of the support.
Capacity building on the same activities implemented under parent and AF1
in health facilities including CPHLs will continue targeting the waste and
health workers.
Total 506
Participants

Page 35
3 Stakeholder Identification and Analysis
Project stakeholders include individuals, groups, communities, or other entities that are either affected
or likely to be affected by the Project (Project-affected parties), as well as individuals, groups,
communities, or other entities that have an interest in the Project (other interested parties).
3.1 Affected Parties
Affected Parties include local communities, health care receivers, health care institutions, local water
and sanitation institutions, and other parties that may be subject to direct impacts from Project
activities. They include the following groups or individuals:
● Health Care Institutions
● Local authorities
● Health services beneficiaries (receivers and providers), including IDPs, women, people living
with disabilities, and other vulnerable and disadvantaged groups
● Local Water and Sanitation Corporations
● Local branches of Yemen National Water Recourse Authority (NWRA)
● Communities in the vicinity of planned Project activities
● The local water and sanitation service subscribers, including IDPs, women, people living with
disabilities, and other vulnerable and disadvantaged groups
● Residents, business entities, and individual entrepreneurs in the area of the project that can
benefit from the employment, training and business opportunities
● Government of Yemen – government officials, permitting and regulatory agencies at the
national and local levels, including Ministry of Public Health and Population (MoPHP), Ministry
of Water and Environment (MoWE) and local offices and environmental protection authorities
and Ministry of Planning and International Cooperation (MoPIC)
● Local Authorities in the cities where the Project will intervene
● Community-based groups and non-governmental organizations (NGOs) that represent local
residents and other local interest groups, and act on their behalf
● Project workers
3.2 Other Interested Parties
Other interested parties may not experience direct impacts from the Project. However, they may
consider or perceive their interests as being affected by the Project, and thus may affect the Project’s
implementation. They include:
● The National Authority for the Management and Coordination of Humanitarian Affairs and
Disaster Recovery (now called SCHMCHA)
● Community members and decision-makers
● Residents of the other area local communities within the project area, who can benefit from
employment and training opportunities stemming from the Project
● Business owners and providers of services, goods and materials within the project area that
will be involved in the project’s wider supply chain or may be considered for the role of
project’s suppliers in the future
● Other humanitarian and development agencies and partners that are engaged in WASH, Health
and nutrition activities in target area

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3.3 Vulnerable Groups
Vulnerability may stem from a person’s origin, gender, age, health condition, economic deficiency and
financial insecurity, disadvantaged status in the community (e.g., marginalized groups and IDPs), or
dependence on other individuals. Identification of vulnerable groups has thus far been based on the
implementing agencies’ prior sectoral and project experiences and criteria. This will be further refined
as the consultations under YECHP AF 2 progress. Engagement with the vulnerable groups and
individuals will be carried out through a gender-sensitive stakeholder engagements to facilitate their
participation in Project-related decision making, to ensure that their understanding of and input into
the overall process are commensurate to those of the other stakeholders.
● Families living in remote locations
● Persons with disabilities
● The poor
● IDPs
● Marginalized groups
● Elderly people
● Women-headed households
● Children-headed households
● The unemployed
● Youth (Adolescents)
The implementing agencies will continue to seek the views of vulnerable and disadvantaged groups
during consultations and take these views into account during Project implementation. Information
sharing and consultation techniques will be tailored according to the nature and common types of
stakeholders, for example through visuals and sign language interpreters will be used for people with
hearing disabilities and illiterate persons, where applicable and feasible; and venues will be chosen to
be easily accessible to people with physical disabilities. In particular, the following tailored measures
will apply see table 7 below.

Table (7): Tailored Stakeholder Engagement measures (Disadvantaged/Vulnerable Individuals or Groups)

Stakeholder group Limitations to Engagement Measures/Resources to facilitate Engagement
Women and girls ● May feel uncomfortable ● Female facilitators conduct workshops /
sharing opinions or KIIs / FGDs and female data collectors
raising concerns in the conduct TPM / beneficiary interviews.
presence of men. ● Locations of public consultation are close to
● Childcare / family the homes of those whose engagement is
responsibilities, social and sought.
gender norms, need for ● Timings of consultations do not interfere with
spousal permission or household / family commitments /
Mahram may make it obligations.
difficult to participate in ● Hold small, gender-disaggregated meetings
events that are far from where female health workers / clients /
their health facilities / caregivers are more comfortable asking
homes or that are questions or raising concerns.
scheduled at certain ● Ensure dissemination of project information
times. through multiple channels including radio,

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 Stakeholder group Limitations to Engagement Measures/Resources to facilitate Engagement
social media, banners, word of mouth /
community and religious leaders, including
audio-visual materials for illiterate people.
● Call center that is functional six (06) days per
week.
Beneficiaries who live ● Challenges associated with ● Transportation costs provided to participants.
in remote areas transportation to ● Workshops / FGDs / Key Informant
engagement events / Interviews (KIIs) conducted in district hubs
Focus Group Discussions or health facilities when possible.
(FGDs) / face-to-face ● Engagement events conducted online.
meetings ● Call center that is functional six (06) days per
week.
Beneficiaries living ● Challenges related to ● Ensure facilities for consultations /
with disabilities accessibility of venues engagement events are accessible.
● Format of materials ● Materials are produced in an accessible
format for all audiences and using a variety of
audio-visual approaches (print, radio,
television, social media, word of mouth /
community and religious leaders, etc.).
● Call center that is functional six (06) days per
week.
IDPs, refugees and ● May feel unwelcome to ● Community and religious leaders usually have
other marginalized attend events (fear of a good understanding of the people living in
minorities (e.g., discrimination) their community and can be engaged to
Muhamasheen) ● May not be informed facilitate participation in stakeholder
about public events engagement activities.
because they do not ● Conduct targeted communications aimed at
access host community marginalized communities to inform them of
communication channels public consultations.
● Organize separate engagement events
specifically for marginalized communities to
ensure their particular needs are taken into
account
● Call center that is functional six (06) days per
week.

3.4 Summary of Project Stakeholder Engagement Needs

The following specific needs were identified based on prior experience of the implementing agencies
as shown in table 8 below
Table (8): Project Stakeholder Engagement Needs (Summary)

Stakeholder Specific Needs (accessibility, large

Consultation Methods
Group print, childcare, daytime meetings)
Health and water and ● Official letters ● Official correspondence and
sanitation institutions at ● Emails nontechnical documents or progress
district, governorate, and ● Nontechnical summary reports to be shared in Arabic
Ministry level documents (official language)
● Progress reports ● Meetings during standard working
● In person meetings hours
Local authorities at ● Official letters ● Official correspondence and

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 Stakeholder Specific Needs (accessibility, large
Consultation Methods
Group print, childcare, daytime meetings)
district, governorate ● Emails nontechnical documents or progress
level, who are engaged in ● Nontechnical summary reports to be shared in Arabic
the Health and WASH documents (official language)
services ● Progress reports ● Meetings during standard working
● In person meetings hours
Health care institution ● Official letters ● Communication to go through lines
managers ● Emails Ministry of reporting procedures
Local water and ● In-person meetings ● If possible direct communication
sanitation corporation ● Nontechnical summary ● Materials to be shared in Arabic
managers documents
● Flyers
National Water
● Posters
resources Authority
managers
Community leaders and ● In-person meetings ● All materials to be shared in Arabic
the communities living in ● Banners ● Printed material to be in large font
the targeted areas, ● Posters ● Information to be shared in formats
including beneficiaries ● Flyers accessible to non-literate and low-
and vulnerable groups ● Radios literate audiences
mentioned above as well ● GM ● Meetings during standard working
hours
● Time bound meetings to enable
stakeholders to meet
family/professional commitments
● Ensure confidentiality and protection
of personal information when
discussing potentially sensitive topics
Health and WASH actors ● Cluster working group in- ● All materials to be shared in both
working in the targeted person meetings Arabic and English
areas ● Email ● Printed material to be in large font
● Phone ● Meetings during standard working
● Flyers hours

Humanitarian and ● Cluster working group in- ● All materials to be shared in both
Development Actors, person meetings Arabic and English
including NGOs and CSOs ● Email ● Printed material to be in large font
● Phone ● Meetings during standard working
● Flyers hours

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4 Stakeholder Engagement Program
4.1 Purpose and Timing of Stakeholder Engagement Program
The implementing agencies will continue to apply the following approach to engage stakeholders:
● Identify and liaise with the relevant local actors including authorities and inform them about
the YEHCP AF 2 and its specific implemented components, thereby gaining acceptance and
support to ensure an enabling environment for project implementation within the selected
target sites.
● Strengthen links with the local actors by initiating and sustaining dialogue to receive their
support in gaining project acceptance and facilitation of access, communicating project goals
and rules within their communities or relevant audiences including the targeted beneficiaries
and any other stakeholders.
● Inform the relevant actors, including but not limited to beneficiaries and communities, about
the Project.
● Identify vulnerable groups of beneficiaries with physical impediments or socio-cultural
barriers that prevent them from benefiting from the Project, and support them with
differentiated measures, such as outreach home visits.
4.2 Proposed Strategy for Information Disclosure
During Project implementation, the implementing agencies will keep disclosing information on the
content of the project as well as related processes to targeted stakeholder audiences as described in
the table 9 below. Key dates for information disclosure are at the start of the project, at mid-term as
well as at the end of the lifespan of the project; in addition, each year there will be a joint mid-year
review organized between the three direct implementing agencies, Ministry of Public Health and
Population (MoPHP), Ministry of Water and Environment (MoWE) and relevant stakeholders. Such a
review will serve to take stock, discuss opportunities and challenges, and to take corrective actions
where needed. In areas where physical access is limited, alternative channels of information disclosure
will be applied, with the possibility to engage a third-party to support the information disclosure
process.
Formats of information disclosure are a combination of face-to-face meetings where applicable,
accompanied by information shared via the available media. Information disclosure formats will be
determined in discussion between the three implementing agencies and the relevant ministries,
following Project effectiveness.

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Table (9): Proposed Strategy for Information Disclosure
Timetable: % to be
Information to
Project Stage Methods Proposed Locations, Target Stakeholders Targete Responsibilities
be disclosed
Dates d
Project Overall Official Meetings and workshops at national, Within 3 Relevant Line Ministries, 100% UNICEF,
Start, Mid- YEHCPP governorate and district levels: Participative months of Governorate and District level UNOPS,
Term and Project: workshops where participants will be informed about effectivenes officials. WHO
at End of activities, the project scope, parameters and asked to support s of the AF 2 Local authority, Governorate and
Project timeline, the conduct of the project components and district level
Reviews targeting communication to relevant beneficiaries
Official Letter: Correspondence to request support SCAMCHA
and access to location sites
Community Meetings: In person and over the phone Beneficiaries, individuals and 100%
involving local actors, influencers and beneficiaries groups (including vulnerable
representing different communities groups) community leaders, NGOs
and CSOs
Community influencers and leaders: Collaboration Community leaders, and tbc
with community leaders in targeted locations to Community members, including
inform about project components and gain support of households and vulnerable groups
community members
Different social media platforms
Social Media (Facebook, WhatsApp): Visual/written can be leveraged to access various
and audio-visual content sent to a network of local stakeholder groups. Facebook may
actors, female only networks, and all stakeholders be more appropriate for
communities whereas WhatsApp
groups are effective in
communicating with governorate,
district, and facility / site-level staff
and community groups (such as
community volunteer networks)
Print outs including banners, cards, posters, Health facility managers, and staff, tbc
leaflets and WASH institution managers
and staff
Monthly Progress updates at WASH and Health Health, Nutrition, and WASH tbc
clusters Clusters,
Community members including
households and vulnerable
populations
Implemen Assessments Official Letters: Request for facilitation of access to Throughout Relevant Line Ministries 100% UNICEF,
tation , monitoring, project areas the lifespan UNOPS,
including of the SCAMCHA WHO
TPM, project
verification

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 Timetable: % to be
Information to
Project Stage Methods Proposed Locations, Target Stakeholders Targete Responsibilities
be disclosed
Dates d
Implemen E&S Posters, Flyers, Banners Throughout Communities in the project 100% UNICEF,
tation instruments the project targeted areas UNOPS,
(GM) whenever Health Care Workers (HCWs) WHO
the Community health services
instruments providers
are updated Project’s labour
Implemen Information Methods vary depending on the component and are Throughout Relevant line ministries, officials at tbc UNICEF,
tation on specific dependent on final approval of proposed project the lifespan Governorate and district levels, UNOPS,
project design and targeting strategy; they may include a of the community leaders and decision WHO
components, range of: Official Meetings, Official Letters, project makers, local authorities, health
incl. Print/Audio/Social Media, Focus Group Discussion care institution managers, Water
parameters (FGD), Key informant Interview (KIIs), etc. and Sanitation Local Corporations,
for each sub- Contractors, SCAMCHA,
project WASH, Health and Nutrition
Clusters.

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 4.3 Proposed Strategy for Consultation
The implementing agencies will use a range of channels to communicate with Project stakeholders.
The exact strategy for engagement, and details on the timing and location of public meetings, will be
determined based on the project implementation stages, and will be included in the updated SEP for
both the parent project and AF1 and AF2.
Table (10): Proposed Strategy for Consultation
Responsible
With Whom Channels of Engagement Venue Frequency Purpose
Agency
● Ministry of ● Official communications MoPHP WHO, Regularly ● Sharing of information,
Health and ● Progress reports UNICEF, reviews, clearance and seeking
population ● Meetings, virtual or in- UNOPS support
● Ministry of person
Water and ● Press conferences MoWE UNOPS
Environment ● Emails
● Ministry of MoPIC WHO,
planning and UNICEF,
international UNOPS
cooperation
● Local Authorities
● Governorate ● Official communications Governorat WHO, Regularly ● Coordination of Project
Health Offices ● Progress reports e Premises UNICEF, activities
● Water and ● In person or virtual for both UNOPS
Sanitation local meetings institutions
corporation ● Emails
● Districts Health ● Operational meetings District WHO, Regularly ● Implementation of Project
Office ● Trainings health UNICEF, activities
● Monitoring, progress offices UNOPS
reports premises
● Face-to-face meetings
● Emails
● Health, Nutrition, ● Cluster meetings Virtual WHO, Regularly ● Coordination or awareness
and WASH actors ● Flyers meetings UNICEF, raising to avoid duplications of
working in the ● Emails Meetings at UNOPS efforts among actors or cluster
targeted areas agency members
premises ● Consultations to have inputs
form technical specialists
● Humanitarian ● Cluster meetings Virtual WHO, Regularly ● Coordination or awareness
and ● Flyers meetings UNICEF, raising to avoid duplications of
Development ● Emails Meetings at UNOPS efforts among actors or cluster
actors working agency members
in the targeted premises ● Consultations to have inputs
areas (e.g., NGOs, form technical specialists
CSOs and others)
● Community ● Community meetings in Project WHO, Regularly ● Sharing information
leaders/member person or over the offices UNICEF, ● Increasing community support
s and decision- phone Community UNOPS for Project activities
makers ● Workshops premises
● WASH, Health,
and Nutrition
services
receivers in the

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 Responsible
With Whom Channels of Engagement Venue Frequency Purpose
Agency
targeted areas
● Vulnerable ● In person consultations Community WHO, Regularly ● To ensure their participation in
Groups and outreach campaigns premises UNICEF, consultations
● Households ● Social media, leaflets, UNOPS ● To increase awareness, provide
posters, brochures, and consultations and collect
hand-outs feedbacks
● GM hotlines ● To assess their needs and
priorities
● Prevention of sexual
exploitation and abuse

4.4 Proposed Strategy to Incorporate the Views of Vulnerable Groups

As indicated in Section 3.3 above, each implementing agency will ensure that disadvantaged and
vulnerable individuals, groups or communities are purposefully consulted and adequately
represented.
UNICEF, UNOPS and WHO will disclose information and receive feedback on the content of the project
as well as the related processes to targeted stakeholder audiences, including vulnerable groups.
Information disclosure could use combination of different channels as found suitable for each specific
project component and stakeholder. These can include face-to-face meetings where applicable, and
accompanied by information shared via, posters, brochures and leaflets as well as the social media.
The project partners will each maintain a grievance mechanism (GM) to allow beneficiaries to raise
any feedback on the project to the implementers. This will also provide a channel for vulnerable
groups to raise any concerns in a confidential manner and ensure they are addressed.
4.5 Timelines
Key dates for information disclosure are at the start of the parent or AF project, at mid-term as well as
at the end of the lifespan of the projects.

4.6 Review of Comments

Each implementing agency will consider the feedback gathered from the different platforms or
channels (e.g., official meetings, consultation workshops, assessments, TPM and Grievance
Mechanism) during Project planning and implementation. The implementing agencies will also share
with the concerned stakeholders the final decisions regarding program design, delivery of activities,
realignments on information sharing or GM channels following stakeholder feedback.
4.7 Future Phases of Project
The implementing agencies will report back to the concerned stakeholders at least once annually, and
more frequently during periods of high activity.

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5 Resources and Responsibilities for Implementing Stakeholder Engagement
Activities
5.1 Roles and Responsibilities
UNICEF, UNOPS and WHO will directly implement activities assigned to each in the Project Document,
as per their respective Financing Agreements. Each agency will define its own management structure
to implement the Project prior to appraisal, and reflect it in the updated SEP. This management
structure will oversee the Project activities that each agency implements. The ultimate responsibility
for implementation of the updated SEP rests with the respective Project Managers. The actual
implementation will be done by designated individuals within each of the implementing agencies as
indicated in Table 10 above.
UNICEF, UNOPS and WHO will continue holding monthly coordination meetings to discuss activities
specific to the project; additional coordination will also be ensured through agreed established
mechanisms. The three agencies will prepare and submit to the World Bank six-monthly progress
reports, which will contain updates on the SEP as relevant.
▪ UNICEF
UNICEF will continue to be responsible for carrying out stakeholder engagement activities for its
components of the project during the AF2 implementation, as detailed in Tables 9 and 10 above. The
stakeholder engagement activities will be documented as part of the Project-AF2 progress reporting
requirements, and as indicated in the updated Environmental and Social Commitment Plan (ESCP). An
indicative budget update to cover both the Additional Financing 1 and 2 and the parent YEHCP is
indicated in table 11 below, which will come from the allocated budget for both Additional Financing
and the parent project under Sub-Components 1.1 and 1.2.

Table (11): Budget allocated for SEP implementation for parent project and Additional Financing
Activity Cost $
Stakeholders’ consultation at all levels (national, governorate and
district levels $ 120,000.00
Information disclosure including translation, communication and
visibility dissemination and awareness of project activities including M $ 40,000.00
Contingency 10% $24,000
Total $184,000
▪ UNOPS
UNOPS ESSO Environmental and Social Safeguards Officer and the ESSOs in the Implementing Partners
(PWP and UWS-PMU) will ensure the implementation of the stakeholder engagement activities. The
stakeholder engagement budget will be part of the Project-AF2 Management Component in which:
- UNOPS is fully covering the cost of the ESSO and the Gender Mainstreaming Officers, as well as any
associated operational costs.
- The Implementing Partners are covering the cost of their respective ESSOs and Health and Safety
Officers as part of their respective Project Cooperative Agreement (PCA) with UNOPS. These ESSOs

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 might not work full time on YEHCP WASH activities, as each Implementing Partners is involved in
several projects.
- As of the parent project the cost of due diligence for specific sub-projects under the addition fund
(preparation of the screening form, consultations, GM, preparation of ESMPs, and monitoring) will
be included in the costs/budget for each sub-project. These costs are thus scalable to the level and
scope of the potential risks and impacts and might include the costs of consultants recruited by
UNOPS or an Implementing Partner to assist on specific tasks.
UNOPS and its Implementing Partners will be responsible for carrying out stakeholder engagement
activities during the implementation of the project-AF2. The stakeholder engagement activities will
continue to be documented through UNOPS’ reporting and documentation as part of the project
progress reporting requirements.
The estimated budget for the updated SEP during parent and AF1 and AF2 is as shown in table 12:
Table (12): UNOPS SEP implementation estimated budget for the parent, AF1 and AF2
Total Cost
Stakeholder Engagement Activities Remarks
(USD)
Stakeholder Engagement consultations activities 100,000$
Information disclosure including translation, communication 30,000 $
and visibility dissemination and awareness of project activities
including M
Contingency (15 %) 20000$
Total 150,000 $

▪ WHO
WHO continue to implement the stakeholder’s engagement activities during the project life cycle, and
this will be documented and reported during the project progress report.
The implementation of WHO stakeholder engagement activities and the frequency is clarified above in
the section stakeholder engagement program. The implementation estimated budget for the updated
SEP during parent and AF1 and AF2 is as shown in table 13:
Table (13): WHO SEP implementation estimated budget for the parent, AF1 and AF2
Total Cost
Stakeholder Engagement Activities Remarks
(USD)
Information disclosure; Communication and Visibility and 40,000 $
dissemination and awareness of project activities including
GM.
Stakeholder Engagement consultations activities 120,000 $
Contingency (10-15 %) 15,000 $
Total 175,000 $

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6 Grievance Mechanism
6.1 Overview
The three implementing agencies (UNICEF, UNOPS, WHO) have well-established independent
Grievance Mechanisms in place, that are based on common principles, have similar processes and
policies for receiving and handling complaints and feedback, as well as for data protection; and include
inter-agency referral mechanisms. They are designed to be accessible, collaborative, expeditious, and
effective in resolving concerns, and each incorporates multiple, relevant entry points/channels for
inputs to be submitted.
Each of these GMs is effectively integrated into the management functions of the implementing agency
and is sufficiently resourced to be able to absorb the anticipated additional caseload associated with
the YEHCP. The implementing agencies intend to extend them to all proposed Project locations in
which they operate.
Each implementing agency will brief target communities about the scope of the mechanisms, which
relies upon a confidential and toll-free hotline number, the safety of the complainant, the time of
response, the referral (cases outside of agencies’ mandates that need to be referred to local authorities
or other agencies) and appeal processes (in the event the complainant is dissatisfied with the
outcome).
Incidents related to the Project will be notified to the Bank within 24-48 after the learning of the
Significant Event, once confirmed, and provide an initial report within 10 days of that notification
indicating possible root causes and proposing possible corrective actions. Possible non-compliance
incidents will be reviewed, and corrective action implemented as per the environmental and social
standards and WB-EHS guidelines.
If a grievance is received by an agency that relates to another implementing agency, the details of the
complainant and the nature of the grievance will be forwarded to the concerned agency, with the
complainant’s permission. In addition, the agency that received the original grievance also gives the
contact details of the concerned organization to the complainant.
6.2 Principles
Each agency’s GM is designed to be accessible, collaborative, expeditious, and effective in resolving
concerns, and each incorporates multiple, relevant entry points/channels for inputs to be submitted.
Furthermore, the three implementing partners are committed to operate their respective GMs
according to the following shared principles:
● Protect stakeholder's rights: stakeholders have the rights to comment and complain, and
even raise their complaints to higher management if they are not satisfied with services or
receive insufficient solutions. They share their concern freely with the understanding that no
retribution will be exacted for their participation.
● Transparency and accountability: all complainants will be heard, taken seriously, and
treated fairly. The stakeholders will be aware of the expectation from the project and will
understand the GM procedures, its purpose, and have sufficient information on how to access
it.

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 ● Timely response/feedback mechanism: all complaints will be treated in not more than two-
three weeks since the date of its was received, if more time is required, the complainant will be
contacted and explained the reason why and let them know when a full reply can be expected.
● Neutrality and equity: all complaints will be treated with respect and equally, regardless of
the community groups and individuals, types, ages and gender.
● Accessibility: the GM will be clear, accessible to all segments of affected communities, living
within the vicinity of the project and sub-projects sites or location.
● Confidentiality: create an environment in which people are more likely to raise concerns,
complain, or stand in witness. Confidentiality assures that any information given is restricted
to a limited number of people and that it is not disseminated wider, therefore offering an
element of protection and security to the complainant.
6.3 UNICEF
UNICEF’s GM for the Project will continue to be used building on already established and functioning
systems successfully implemented under existing UNICEF-supported projects in Yemen. The GM will:
● Be responsive to beneficiaries, address and resolve their grievances;
● Serve as a channel to receive suggestions, and to increase community participation;
● Collect information to enhance management and improve implementation performance;
● Promote transparency and accountability on the modality and performance of the project;
● Deter fraud and corruption;
● Include referral pathways to refer Sexual Exploitation and Abuse (SEA) survivors to
appropriate support services;
● Mitigate environmental and social risks; and
● Build trust between citizens and Project management.
It includes two components:
1. Grievance collection, whereby complaints and inquiries from beneficiaries, community
members and project staff are received and logged into UNICEF’s Project Management
Information System (MIS)
2. Redressal, whereby the grievances are analysed and acted upon. The data of the complainant
is collected when filing the grievance.
A complete grievance management workflow has been defined in the EHNP (predecessor project to
the YEHCP) and implemented through the MIS, using tailored MIS modules developed for UNICEF.
Project specific grievance categories and types have been defined for each project component, and
protocols are in place for grievance collection and redressal.
The entire GM will operate under the direct control of UNICEF’s Yemen Service centre (YSC)SC in
collaboration with UNICEF’s Health and Nutrition sections. The entire grievance collection and
redressal process will be registered and recorded in the MIS and subjected to a comprehensive quality
assurance process to ensure the mechanism’s integrity and independence.
Standards of performance have been put in place and are regularly monitored by dedicated UNICEF
staff managing the grievance redressal teams. Strict beneficiary data protection measures are
observed. The data of the complainant is collected when filing the grievance; all complaints are treated
with confidentiality and the complainant information is not disclosed to those against whom the
complaint is filed.

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Affected persons or communities can file their grievances through a toll-free line (8004090) to the call
centre that UNICEF has established at its premises in Sana’a. The call centre can also be used by callers
to obtain information. These calls are recorded as inquiries and immediately responded to by the call
centre agents. The call centre is open six days a week and operates for a minimum of 10 hours a day.
The number of working hours is increased as required to respond to the demand, based on ongoing
monitoring of the number of calls. With 32 call centre agents (both males and females) and 30 active
lines, the call centre has capacity to receive over 3,000 calls a day. All agents involved in grievance
collection - both males and females - receive specific training and guidance materials on the project. All
grievance collection channels will be regularly publicised in all outreach and communication channels
that will be used for the project, and which can include social media, direct SMS to project
beneficiaries, and printed materials, among others.
Community members and service providers may make complaints on the following issues:
● Adverse social or environmental situation caused by the project;
● Access to project services, for example if an intended project beneficiary has not been reached
by the project;
● Deviation in implementation or use of project inputs – (if implementing partners deliver
services or pay to beneficiaries an amount less than the standard set by UNICEF for the
project);
● Complaints on SEA related issues with ensuring complete confidentiality to protect impacted
survivors due to culture norms in the country; and
● Any other concerns.
Once a grievance has been filed, the MIS sends automated messages to beneficiaries who submitted
grievances providing them with the grievance code to enable them to follow-up on the status of their
grievance. This allows beneficiaries' involvement and enhances the quality of the process.
All grievances recorded in the MIS are automatically categorized allowing for redressal. Broadly,
grievances are organised and acted upon as follows:
● Grievances of suspected fraud are subject to a first level of desk review to determine which
ones require immediate investigation by the third-party monitoring organization; and which
ones need a different type of redressal such as review of documentation, clarifications to the
beneficiary, etc.
● Grievances associated with the quality of services or mistreatment are referred to the
concerned contract manager/programme officer for follow up with the provider.
● Grievances related to beneficiary’s challenges in accessing the project’s benefits are handled
through analysis of the specific situation of each beneficiary and follow up communication with
the beneficiary to address the problem. Where relevant, the Ministry of Education may be
informed to act upon specific grievances.
The Project will handle SEA/SH grievances as outlined in the note Grievances Mechanisms for SEA/SH
in World Bank-financed Projects. The mandate of a SEA/SH GM is limited to: (i) referring, any survivor
who has filed a complaint to relevant services, (ii) determining whether the allegation falls within the
UN definition of SEA/SH, and (iii) noting whether the complainant alleges the grievance was
perpetrated by an individual associated with a World Bank project. A SEA/SH GM does not have any
investigative function. It has neither a mandate to establish criminal responsibility of any individual
(the prerogative of the national justice system), nor any role in recommending or imposing

Page 49
disciplinary measures under an employment contract (the latter being the purview of the employer).
All branches of the GM must be sensitive to handling SEA/SH complaints, including multiple reporting
channels, the option of reporting anonymously, a response and accountability protocol including
referral pathways to connect survivors with needed SEA services.
6.4 UNOPS
Grievance Mechanism (GM)
UNOPS has established and managed Grievance Mechanisms (GM) to enable beneficiaries to
communicate their concerns regarding the Project activities. More specifically, the GM details the
procedures that communities and individuals, who believe they are adversely affected by the Project
or a specific sub-project, can use to submit their complaints, as well as the procedures used by UNOPS
and its local partners to systematically register, track, investigate and promptly resolve complaints.
Responsibility of GM implementation
The UNOPS Project Manager has the overall responsibility to address project activity-related
complaints from project affected communities or individuals regarding any environmental or social
impacts due to sub-project activities. UNOPS has recruited a dedicated focal point in its Sana’a Office to
handle Project activity-related complaints. Each local partner (e.g., PWP and UW PMU) will designate a
GM focal point. However, UNOPS is responsible for its GM implementation.
Grievance Categories
The grievance categories are among but not limited to the following:
● Access to project benefits (e.g., no or insufficient jobs created for local communities)
● Disputes (e.g., matters raised by/related to beneficiaries and local services e.g., health centres,
schools and households);
● There could be conflicts between hosting community households and IDPs as an example.
GM Objectives
● To provide channel for beneficiaries, stakeholders to submit complaints on project
implementation, if any for improvement;
● To enhance level of beneficiaries’ satisfaction with the delivery of the project services and
maximize community’s benefit from the project activities;
● To serve as early warning system and capture any disputes that could expand into more
complex conflicts during the project implementation; and,
● To enhance project performance and improve delivery of services.
Access points and methods of communication
Different options of adequate, accessible, doable free of charge access channels and means by which
affected stakeholders, local communities and beneficiaries can convey their concerns/complaints
through:
 Compliant Boxes
 Hotline (Free Tool Numbers)
 Short Messages System SMS
 Mail Address, Email Address, Website and social media (i.e., Facebook and Twitter)
 Face- to face during field visits, regular monitoring etc.
GM Roles and Procedures

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UNOPS has recruited a dedicated focal point in its Sana’a Office to handle Project activity-related
complaints. Environmental and Social Safeguard Officer (ESSO) will exercise supervision of the
performance of the staff involved in the grievance redress and will practice study of complaints and
discussion of possible resolution decisions with the Project Manager.
Program Manager and related project staff and implementing partners will undertake thorough study
of complex complaints, discussion of proposed resolutions options and take decisions especially for
complex complaints.
Program Manager will exercise overall supervision of the implementation of the approved Grievance
Mechanism (GM) and secure arbitration in cases when some complainants are not satisfied with the
proposed resolution of the grievance cases and complaints.
Steps to GM
● Publicizing: stakeholder’s consultation, printed materials;
● Receiving and registering complaints: staff at local and central level who will be responsible for
receiving registering and tracking complaints;
● Acknowledging: The GM staff (team) acknowledge receipt of the complaint within 2-3 working
days, inform the complainant on the eligibility of his/her complaint;
● Anonymous complaints: To be studied as well;
● Reviewing and investigating: Collect, review and analyse related documents;
● Conducting interviews of the involved persons, officers and staff;
● Analysing the related national legislations & amp; regulations, World Bank Policies & amp;
Guidelines and UNOPS standards;
Summarizing facts and findings;
● Developing resolution options: on the basis of the collected evidence, the GM staff (team) will
draw conclusions and make recommendations for solutions and present it to the complainant. If
the solution is not accepted, a complaint will be presented to the Program Manager as a second
level to appeal who can make the resolution and/or can delegate an arbitrator to investigate the
complaint and propose recommendations for resolution.
● Implementing resolution: If the solution is accepted, then it will be implemented.
● Monitoring and closing: the complaint should be monitored for a reasonable period of time to
make sure that the complainant does not express additional concerns, and then the complaint case
could be closed.
● Reporting (recording): prepare concise summary reports of the complaints received, with the
resolutions taken and status of resolutions implementation, and filled in the database with detailed
records.
Procedures for Complaints
Registering Complaints
UNOPS is providing multiple access points to the UNOPS GM focal point for beneficiaries to voice their
concerns. These access points will be advertised at sub-project level, and include complaints’ box at
the UNOPS Office in Sana’a, mail, email, website, and telephone as per the following:
Hotline (Toll free) 8000-190
Email [email protected]
Website www.unops.org

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 Landlines 01-504914/915
Mobile/SMS 739 888 388
The GM contact information is posted in Arabic in every sub-project site to ensure all groups can easily
access contact information and relevant mechanisms to provide feedback.
Grievances can be brought up by affected people in case of: (i) non-fulfilment of contracts or
agreements; (ii) disputes related to destruction of assets or livelihoods; and (iii) disturbances caused
by construction activities, such as noise, vibration, dust or smell. Anonymous complaints are
admissible.
UNOPS local partners and project contractors will also keep a log of issues brought directly to their
attention verbally or in writing by Project affected communities or individuals and will relay these
concerns in writing to UNOPS on a next day basis. UNOPS will determine if these concerns rise to the
level of a complaint or not.
UNOPS is registering the complaint in a dedicated log by gender, age, and location, including a copy of
the complaint and supporting documents. A draft template for registering grievances is found in Annex 5.
UNOPS is recording and documenting complaints received in the sub-project file and the sub-project
progress reports, including the number and type of complaints and the results of their resolution.
Tracking, Investigating and Resolving Complaints
The GM log maintained by UNOPS is tracking the date the complaint was received, date responded to,
the type of response, and if the complaint was resolved to the satisfaction of the plaintiff.
The ESO will coordinate with the local partners, local field staff and local government officials to
ensure prompt follow up action in response to each complaint. More specifically, the GM focal point
will for named complaints:
a) Inform the plaintiff if the complaint is accepted or rejected within one week of receiving the
complaint; any technical input from Project engineers; if necessary, the response will require
input from Project engineers.
b) If the complaint is accepted, send the plaintiff an officially stamped review card indicating:
● plaintiff name or legal representative
● plaintiff address
● complaint title
● review date
● list of annexes submitted with the complaint
Work with engineers, local partners, and contractors to resolve the complaint within 28 days of its
submission. UNOPS include the log of complaints to the World Bank as part of project periodic
reporting to the World Bank. UNOPS procedure for unresolved complaints during YEHCP will be to
escalate their resolution to the corporate level, while also keeping the World Bank informed.
Grievance related to Sexual Misconduct:
Cases of SEA/SH can be reported through the Project GRM, the project GRM and SEA focal points will
ensure appropriate response by 1) providing a safe, non-judgmental and caring environment and
respect the confidentiality and wishes of the survivor; 2) provide reliable and comprehensive
information on the available services and support to survivors of GBV; 3) If the survivor agrees, obtain
informed consent and make referrals.
If such cases are reported through the Project GRM, the GRM Operator needs to report the case within
24 hours to the UNOPS Internal Audit and Investigation Group (IAIG) who will then inform the World
Bank within 48 hours. The GRM Operator will also inform the survivor about referral pathways and

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available GBV support services.
The project GM is trained to handle complaints related to sexual misconduct taking in consideration
the reporting principles (Confidently, security, Transparency and accessibility) as well the Survivor
Centred Approach by applying the UNOPS protocol on how to handle such cases. Grievances related to
sexual exploitation and abuse, as well as sexual harassment in connection with the project, will be
registered separately from the project GM log and held in a safe folder to ensure information
confidentiality.
6.5 WHO
The main objective of a Grievance Mechanism (GM) is to assist to resolve complaints and grievances in
a timely, effective, and efficient manner that satisfies all parties involved. Specifically, it provides a
transparent and credible process for fair, effective, and lasting outcomes. It also builds trust and
cooperation as an integral component of broader community consultation that facilitates corrective
actions. Specifically, the GM:
▪ Provides affected people with avenues for making a complaint or resolving any dispute that
may arise during the implementation of project.
▪ Ensures that appropriate and mutually acceptable redress actions are identified and
implemented to the satisfaction of complainants; and
▪ Avoids the need to resort to judicial proceedings.
The GM can be used to submit complaints, feedback, queries, suggestions, or compliments related to
the overall management and implementation of the project activities, including but not limited to:
Who can lodge
When
Grievances
When the project is not delivering its services and benefits in a fair, equitable
and in a timely manner.
When the ESMF, labour procedures and other safeguards instruments are not
All Stakeholders:
complied with.
- Affected Parties
Supported Health Facilities do not submit and treat cases.
- Other Interested
Patients are not treated in a respectful manner.
Parties
Corruption and Project fund mismanagement
- Vulnerable
Violation of the Code of conduct, GBV related issues and sexual harassment.
Groups
When there are any concerns about direct and indirect negative impacts from
the project intervention (i.e., negative environmental or social impacts)
Any other concerns.
Having an effective GM in place will also serve the objectives of reducing conflicts and risks such as
external interference, corruption, social exclusion or mismanagement; improving the quality of project
activities and results; and serving as important feedback and learning mechanism for project
management regarding the strengths and weaknesses of project procedures and implementation
processes.
In order for the Grievance system to be effective, from the stage of establishing the GM, it must be
accompanied by an awareness phase for the affected people, and the various stakeholders. The GM will
be accessible to a broad range of project stakeholders who are likely to be affected directly or
indirectly by the project. These will include beneficiaries, community members, project
implementers /contractors, civil society, media—all of whom will be encouraged to refer their
grievances and feedback to the GM.
All stakeholders can submit their comments or grievances anonymously and/or may request that their

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name be kept confidential.
Specific set of grievances will be treated separately because of their sensitiveness and additional
requirements on confidentiality: grievances related to Sexual Exploitation and Abuse, Sexual
Harassment related to the Project (SEA/SH) and grievances revolving around Labour and Working
Conditions of Project workers.

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Grievances Related to SEA/SH:
The Project will handle SEA/SH grievances as outlined in the note Grievances Mechanisms for SEA/SH
in World Bank-financed Projects. The mandate of a SEA/SH GM is limited to: (i) referring, any survivor
who has filed a complaint to relevant services, (ii) determining whether the allegation falls within the
WHO definition of SEA/SH, and (iii) noting whether the complainant alleges the grievance was
perpetrated by an individual associated with a World Bank project. A SEA/SH GM does not have any
investigative function. It has neither a mandate to establish criminal responsibility of any individual
(the prerogative of the national justice system), nor any role in recommending or imposing
disciplinary measures under an employment contract (the latter being the purview of the employer).
All branches of the GM must be sensitive to handling SEA/SH complaints, including multiple reporting
channels, the option of reporting anonymously, a response and accountability protocol including
referral pathways to connect survivors with needed SEA services.
Labour and Working Conditions Complaints
Besides the grievance mechanism for the overall project, each contractor should establish a separate
GM for their project workers. Workers will be able to lodge their complaints relating to their work
environment or conditions such as a lack of PPE, lack of proper procedures or unreasonable overtime,
etc. to the Worker’s GM. The contractors will have the primary responsibility for managing work-place
grievances for their own. The Project GM functions as the second tier for unresolved grievances and as
a mechanism to prevent retaliation.
Grievance Management
The GM’s functions will be based on the principles of transparency, accessibility, inclusiveness,
fairness and impartiality and responsiveness. The grievances will be handles by the following steps in
figure 1 below:
GM steps

Figure 1: Steps for grievance management handling during SEP implementation

The project established GM will provide multiple access points (telephone and email) so that
beneficiaries will know whom to contact with regard to their concerns.
The GM toll-free number of the joint call centre 8004090 which is managed by UNICEF will be used for
this project. If the complaint is still not resolved or the complainant is not satisfied, then s/he can re-
open the complaint. Also, the GM email is [email protected] & [email protected]
A complete grievance management workflow will be defined and implemented by WHO through the
MIS, using tailored MIS-GM modules developed for UNICEF. Project specific grievance categories and
types will be defined for each project component once the model is developed, and subsequently
protocols will be put in place for grievance collection and redressal. These will be included in the
updated SEP version.

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7 Monitoring and Reporting
The implementing agencies will monitor and evaluate their stakeholder engagement processes in two
distinct but related manners:
● Short-term monitoring while conducting the engagement activities, to allow for adjustments and
improvements
● A review of results following the completion of engagement activities, to evaluate their
effectiveness.
7.1 UNICEF
7.1.1 Involvement of stakeholders in monitoring activities
The project will rely on regular implementing agency reports, Third-Party Monitoring (TPM), Direct
Field Monitoring, Media Monitoring, and Remote Monitoring where applicable and verification
processes of Project implementation. At decentralized Governorate and District levels, will be included
in regular follow-up and monitoring to ensure that activities are carried out according to the objectives
and indicators defined in the project document.
UNICEF’s responsibilities include:
● Monitoring progress against planned activities, and indicating on the delays and challenges of
planned implementation,
● Determining and addressing the causes for the delay or non-implementation of activities in the
annual plan.
● Information sharing and reporting on implementation progress, delays and challenges in
implementation.
7.1.2 During implementation
UNICEF will continue conducting direct consultations with the stakeholders to obtain feedbacks on
their involvement and to collect their inputs during the activity’s execution. UNICEF will continue
using the TPM reports as evidence to report on how the project may impact differently male and
females and the vulnerable groups, through direct interviews or focus group discussions with them. In
addition, the GM platform will remain the main mechanism to receive the feedbacks and complaints
from projects affected persons. Finally, UNICEF will keep performing programmatic visits to follow up
on the project implementation. The information collected through the previously mentioned systems
will continue to be included in the progress reports.
7.2 UNOPS
7.2.1 Involvement of Stakeholders in Monitoring Activities
As part of its engagements and consultations, UNOPS will involve stakeholders in monitoring activities
by actively engaging key project stakeholders in reflecting and assessing the progress of their project
and achieving the expected results. For this purpose, UNOPS will follow the core principles of
Participatory Monitoring and Evaluation:
● Local people are active participants — not just sources of information.
● Stakeholders evaluate, outsiders facilitate.
● Focus on building stakeholder capacity for analysis and problem-solving.
● Process builds commitment to implementing any recommended corrective actions.

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7.2.2 Reporting back to Stakeholders
UNOPS and its local implanting partners (i.e., PWP and UW PMU) will keep stakeholders informed as
the project develops, including reporting on project environmental and social performance, and
implementation of the stakeholder engagement plan and grievance mechanism.
The present SEP will be periodically revised and updated as necessary in the course of parent project
and AF implementation, in order to ensure that the information presented herein is consistent and is
the most recent, and that the identified methods of engagement remain appropriate and effective in
relation to the parent project and AF context and specific phases of the development. Any major
changes related to the parent project and/or AF activities and to its schedule will be duly reflected in
the SEP.
The ESSO will prepare monthly summary reports on public grievances, enquiries and related incidents,
together with the status of implementation of associated corrective/preventative actions and transmit
these summary reports to UNOPS’ Project Manager. The monthly summaries will provide a mechanism
for assessing both the number and the nature of complaints and requests for information, along with
the Project’s ability to address those in a timely and effective manner.
UNOPS will publish a produce standalone annual report on project’s interaction with the stakeholders
during the year in which its ESSO will also monitor the following Key Performance Indicators (KPIs) on
a regular basis, including the following parameters:
● Number of public hearings, consultation meetings and other public discussions/forums
conducted within the year
● Frequency of public engagement activities
● Number of public grievances received within a reporting period the year, including the number
of those resolved within the prescribed timeline
● Number of press materials published/broadcasted in the local, regional, and national media]
● Should continue to be reported to UNOPS until it determines the issue is resolved satisfactorily.
7.3 WHO
7.3.1 Involvement of stakeholders in monitoring activities [if applicable]
Monitoring and evaluation of the stakeholder process is considered vital to ensure project is able to
respond to identified issues.
Adherence to the following characteristics/commitments/activities will assist in achieving successful
engagement:
● Sufficient resources to undertake the engagement.
● Inclusivity (inclusion of key groups) of interactions with stakeholders.
● Promotion of stakeholder involvement.
● Clearly defined approaches; and
● Transparency in all activities.
Monitoring of the stakeholder engagement process allows the efficacy of the process to be evaluated.
Specifically, by identifying key performance indicators that reflect the objectives of the SEP and the
specific actions and timings, it is possible to both monitor and evaluate the process undertaken.
The main monitoring responsibilities will be with the project, as the management of the GM, and
overall project related environmental and social monitoring and implementer of the current SEP. The
GM will be a distinct mechanism that will allow stakeholders, at the community level, to provide
feedback on project impacts and mitigation programs. The ESMF will lay out environmental and social

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risks mitigation measures, with a dedicated E&S monitoring and reporting plan.
A Third-Party Monitor (TPM) will be engaged by the project on a competitive basis to provide
independent operational review of project implementation, as well as verification of all project results.
The scope and methodology of the TPM will be agreed with the World Bank, and quarterly monitoring
reports will be shared.
7.3.2 Reporting back to stakeholder groups
The current SEP will be periodically revised and updated as necessary in the course of parent project
and AF implementation in order to ensure that the information presented herein is consistent and is
the most recent, and that the identified methods of engagement remain appropriate and effective in
relation to the project context and specific phases of the development. Any major changes to the
project related activities and to its schedule will be duly reflected in the updated SEP. [Regular]
summaries and internal reports on public grievances, enquiries and related incidents, together with
the status of implementation of associated corrective/preventative actions will be collated by
responsible staff and referred to the senior management of the project. The regular summaries will
provide a mechanism for assessing both the number and the nature of complaints and requests for
information, along with the Project’s ability to address those in a timely and effective manner.
Information on public engagement activities undertaken by the Project during the year may be
conveyed to the stakeholders in two possible ways:
● Publication of a standalone annual report on parent project and AF’s interaction with the
stakeholders.
● A number of Key Performance Indicators (KPIs) will also be monitored by the project on a
regular basis, including the following parameters:
o Number of public hearings, consultation meetings and other public discussions/forums
conducted within a reporting period (e.g., monthly, quarterly, or annually)
o Frequency of public engagement activities.
o Number of public grievances received within a reporting period (e.g., quarterly, or
annually) and Number of those resolved within the prescribed timeline.

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8 Annex 1. First update of WHO Consultation with Stakeholders for the parent project
and additional financing
A. Meeting, 1 September 2021 Ministry of Public Health and Population (MoPHP), Sana’a, Yemen
List of Meeting Participants
No Position WHO/MoPHP
1 Epidemiogist WHO
2 Project Management Officer WHO
3 PMU Safeguards Officer WHO
4 Health Systems Officer WHO
5 PMU Supply Chain Officer WHO
6 Grants Management Officer WHO
7 Project Manager WHO
8 Project Officer WHO
9 DG for TCIR MoPHP
10 PHC director MoPHP
Topics
1. WHO confirmed the upcoming inception of the Yemen Emergency Human Capital Project (Y-
EHCP), funded by the World Bank. This project is the successor to the Emergency Health and
Nutrition Project (EHNP), and its main objective is to assure continuity.
2. Despites some differences from the previous project (for example, UNOPS will implement the
WASH rehabilitation component of the project, the YEHCP will closely resemble the EHNP.
3. Under the EHCP, there are $39 million for activities and logistics for one year ($26 million for
hospital support and $13 million for public health programs. While there is some flexibility to
revise the interventions to best meet the needs on the ground, it is essential to remember that
the funds are only sufficient to assure continuity of the EHNP, so if new activities or
interventions are added, this will come at the expense of existing activities. Because of limited
costs opportunity costs should also be considered and implementing activities for which our
dollars will stretch the furthest.
4. Social and Environmental Safeguards are critical elements of the new project. It will be
important to appoint at least two focal points for this (one for Social Safeguards and one for
Environmental Safeguards) within the Ministry to follow this component of the project.
5. It was agreed that there will be a follow-up meeting where more detailed information will be
provided (breakdown of activities, etc) on the 27th of September.
B. MoPHP meeting with WHO senior management Amman 8–9 December 2021 on YEHCP and
priorities for additional financing
Meeting participants included H.E the minister of health and deputies as well as WHO senior
management of Yemen Country Office.
Main meeting outcomes were:
1. Scheduled activities with MoPHP and implementing agencies (WHO, UNICEF, World Bank) to take
forward the MSP review and costing,

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2. Proceed with WHO internal impact evaluation of the EHNP, with participation of MoPHP,
3. Schedule quarterly steering committee meetings with UNICEF, WHO and MoPHP,
4. Information sharing facilitated by WHO to MoPHP:
o TPM reports submitted to WHO and World Bank,
o Biannual progress reports submitted to World Bank,
o Environmental and social safeguards documents.
5. Technical teams of MoPHP and WHO to meet routinely on a monthly basis to work on joint
activities,
6. The need to expand the supported facilities and activities under YEHCP.
C. MoPHP meeting Aden 14-15 December 2021
Meeting participants included 16 officials (director generals) from MoPHP and 10 participants from
WHO. The main outcomes were:
1. The YEHCP components, background as well the environmental and social requirements
introduced and discussed with the participants,
2. The ministry officials raised the need for capacity building on medical waste management and
Infection Prevention and control of the health care workers. The team assured that trainings are
planned for the lifetime of the project covering health care workers and waste management
workers. A number of training sessions have been already started in March 2022,
3. WHO team pointed out the need for the Ministry to appoint a focal point for environmental and
social safeguards. The focal point has been appointed in January 2022 and is in regular contact
with WHO,
4. There is a need for continuous support of the hygiene materials for the health facilities as well as
the containers and plastic bags for the collection, internal transportation and disposal of health
care waste and the necessary PPEs for both health care workers and waste management workers.
This need is being met in collaboration with the ministry and WHO will support the needed
procurement.
D. MoPHP meeting Sana’a – 14 February 2022
Meeting with H.E the Minister and deputies with the YEHCP project manager and key members. Key
issues discussed were:
1. Dialysis as one of the ministry top priorities and their request to redistribute fuel amid a very
difficult situation of fuel shortages and limited resources,
2. Emphasis made on the need to focus on NCD prevention and early screening - developing the NCD
strategy, clinical protocol, referral pathway etc in order to limit the need for tertiary interventions,
3. Adjusting fuel distribution, fuel monitoring devices installation and functioning is a prerequisite,
4. Technical briefing on the MSP disease burden analysis.
E. MoPHP meeting Aden – 21 February 2022
Meeting with H.E the Minister and deputies with the YEHCP project manager and key members
including the environmental and social safeguards officer. Follow-up to the last meeting in Amman in
December 2021. Key topics included:
1. MSP review,
2. EHCP priorities,
3. YCRP implementation progress,

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4. Observations on the need to address and improve waste management at Al Jumhori governorate
hospital in Aden in order for the hospital to receive further World Bank support,
5. Setting-up a quarterly steering/monitoring meeting with MoPHP, WHO.
F. Visit to the YEHCP supported facilities in Aden 20–21 February 2022
Visit conducted by the project management team including the environmental and social safeguards
officer to the supported facilities in Aden in which the project supports, environmental and social
aspects where discussed. Facilities visited are Alsadka hospital and its COVID-19 isolation unit, Aden
CPHL and Aljumhouria governorate hospital. Main outcomes include:
1. Excellent director demonstrating impressive leadership of this 650-bed hospital in Alsadaka
hospital,
2. Distributing supplies and equipment in this context will be a good investment, discussion made on
the type of supported equipment and the improvement needed,
3. Good, visible support has been provided in terms of equipment and rehabilitation to the CPHL in
Aden. Investment is needed to improve the storage and cold room within the CPHL,
4. The need to evaluate the feasibility of installing waste treatment unit within the Aden CPHL
premises,
5. Issue of the accumulated waste in Aljumhoria hospital addressed with the facility manager in
which the overall condition shall be improved.
G. MSP Services and review workshop, Sana’a 21-22 March 2022
Workshop has been organized and led by the WHO YEHCP project team with participation of WHO and
UNICEF technical officers in addition to the MoPHP senior officials. The workshop aimed to improve
and expand the MSP services supported by the YEHCP and implemented within the primary and
secondary healthcare facilities. The participants in the workshop are 34 from MoPHP, 15 from WHO
and 10 from UNICEF. Key outcomes included developing a preliminary determination of the services to
be included under each domain of the MSP (Trauma care, NCD, child health, RH, Nutrition, Mental
health, Communicable diseases and Environmental health) based on the disease burden in Yemen
Occupational health and safety requirements, waste management, grievance mechanism and female
workers availability were proposed as essential components that need to be added within the updated
MSP services.
H. Water quality – operation and maintenance training sessions, Sana’a 3–5 April 2022
101 healthcare workers participated in this training, which was used as an opportunity to discuss
YEHCP project components, activities, supported facilities, and environmental and social aspects were
introduced by the project safeguards team. The main outcomes/concerns raised include:
1. Additional support is required in terms of equipment and training to the newly established
environmental health department of the MoPHP. This request was noted, along with the
limitations of available funding and the importance of ensuring value for money, cost-effective
activities are implemented.
2. Participants requested support related to the per diem or incentive to the workers in light of the
current economic situation in the country. It was explained that such intervention is not currently
included in the project support scope, but will be raised to the authorities and partners for their
awareness and consideration.

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3. Participants raised the importance of environmental health department within the MoPHP, which
will improve the overall condition within the society and healthcare facilities. The department was
established within the MoPHP in 2021 and WHO is providing support to build its capacities, with
funding from other donors.
I. Meeting with the supported facilities managers, GHO managers and MoPHP senior officials, Sana’a
16–18 April 2022
The meeting conducted and led by the WHO YEHCP team and the MoPHP focal points with the
attendance of 100 participants from MoPHP senior officials including the supported facilities
managers and GHO managers. The meeting aimed to detail the achievements of the former EHNP as
well as to provide updated information on the YEHCP components, supported activities and additional
financing plans. The YEHCP environmental and social requirements including the instruments were
clarified and detailed. Moreover, the fuel provision requirements were introduced including the
principles and functionality of the fuel monitoring devices.

9 Annex 2. Second update of WHO Consultation with Stakeholders for the parent project and
additional financing
A. Meeting with Vice-Minister and Clinical Services Coordinator, Aden 12 May 2022
During the meeting, it was discussed the EHCP implementation and additional financing 1, including
WHO initiating support for NCDs at PHC level. MoPHP emphasized focusing on capacity-building
(health workforce development) in line with the objectives of the EHCP. It was also discussed the
possibility of setting-up a coaching/mentoring programme between WHO staff and MoPHP staff.

B. Meeting with Aden psychiatric hospital management and staff, Aden 12 May2022
IRC has rehabilitated the women’s ward and children’s OPD – with a small investment. WHO can
support to do maintenance of the men’s ward in a similar manner, the patients need enrichment (e.g.,
walking path). Staff of psychologists nearing retirement could be engaged as trainers – clear need for
succession planning & they are willing to share their knowledge. After the visit, WHO did an
assessment of maintenance needs. ESMP was planned to be submitted to the Bank.

C. Meeting with Emergency Operations Center (EOC) management and staff in Aden, 25 May2022.
The MoPHP has proposed a new site for EOC which require a substantial rehabilitation. WHO was
supporting the EOC and was informed about this update and that WFP will start to do assessment of
the needs of the new site of the EOC.

D. Meeting with EIDEWS, FETP and RRTs focal points in MoPHP in Sanaa, 28 May2022.
The WHO team has met with EIDEWS, FETP and RRTs focal points in MoPHP. During the meeting, the
way of improving data sharing mechanisms was discussed to show case the good work done in
surveillance and response taking place in Yemen for the different epidemiological indicators. This is
important to show the success of the surveillance and how it has made impact in early preparedness
and response to epidemiology.

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E. Visit to hospital management senior staff of Az Zaydiyah Hospital, Bajil Hospital and Al Thawrah
Hospital, Al Hudaydah, 1-3 August 2022
Visit conducted to three supported health facilities under WB project (Az Zaydiyah Hospital, Bajil
Hospital and Al Thawrah Hospital). During the field visits, hospital managers were met in their health
facilities and a discussion took place with each one of them. They were asked to explain the current
situation of the hospital and the status of the support and if they have any challenges or needs. The
hospital managers were grateful of the support of WHO and requested the support to continue. They
were reminded of the importance to comply with the environmental and social standards of the
project. The hospitals expressed the appreciation for the WB and WHO support and their hope of more
support. More support for supplies, equipment, fuel was requested by the hospital manager.

F. Meeting with the MoPHP EHCP focal point, Amman, 10 August 2022:
Participants:
MoPHP: EHCP focal point, Emergency & Ambulance DG.
WHO: Project manager, Health & KM officer
Two WHO staff met with the MOPHP focal point. They heard from MOPHP focal point the MOH needs
related to the project activities. From the different requests for support, MoPHP EHCP focal point
requested to add additional hospitals for fuel support as soon as possible, to explore longer-term and
accredited/diploma trainings, to rehabilitate the EOC, to share TPMA reports with MoPHP, and include
MoPHP when reviewing them, and to meet in Aden soon to review the EHCP-AF plan together line-by-
line.
G. Meeting with EHCP MoPHP focal point and MoPHP Emergency Director, Aden 23, 24 and 29
August 2022
Participants:
MoPHP: EHCP focal point, Emergency & Ambulance DG.
WHO: Health & KM officer, EHCP technical officer – Aden & Quality and IPC officer
Went through the EHCP AF plan. Emergency Director said he will discuss with technical officers in
MoPHP and we can discuss on Monday, this plan was later adjusted though in discussion with HE the
Minister. The civil works and IT rehabilitation of the EOC was discussed during different meetings,
with understanding by the end of the week that – WFP had assessed IT needs for the EOC, not civil
work’s needs. World Bank funds cannot be used for civil works for central facilities. WHO doesn’t
currently have funding for civil works for the EOC and will look to mobilize for funds for this. Some IT
needs for EOCs can be supported within the budget of EHCP. Agreed also to conduct basic and
advanced life support training in collaboration with Aden University, using their skills lab
(mannequins). MoPHP would like support to establish three training centres in Aden, Mukalla and
Marib – this can be explored, bringing on board relevant partners and stakeholders e.g., universities.
Emergency Director also requested more clarity on procurement: what is procured, what is in the
pipeline, what is planned, what will not be procured? And requested that WHO do a regular review
meeting (mid-term/annual), like UNICEF, to review the progress of all projects led by WHO (not only
World Bank projects). Also discussed the need for progress on referrals. Emergency Director has
documents that were developed in 2013 that can be reviewed and improved and rolled out towards
strengthening understanding of when, why, where, and how to refer hot and cold cases between
different levels of care.

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H. Meeting with MoPHP Quality Director and EHCP quality strategy consultant, Aden 25 August 2022
Participants:
MoPHP: Quality and IPC DG.
WHO: Project manager, Health & KM officer, EHCP technical officer – Aden, Quality consultant &
Quality and IPC officer
The meeting was held between the EHCP project manager and other two Project Management staff in
which they discussed the development of the national quality strategy, which is progressing well.
Workshop has been planned to be held in this regard. The meeting also discussed the importance of
efforts to align the strategy development with activities in both Sanaa and Aden, towards having an
aligned national strategy. Requests were raised for printers, laptops, resources for quality focal points.
Project Manager asked instead to focus on the baseline assessment using the quality assessment tool –
currently done by 10 hospitals – to expand this to as many facilities as possible – perhaps using self-
assessment and a digitized version of the tool. And then, to look at the gaps based on the baseline
assessment to allocate resources to address those gaps.

I. Meeting with MoPHP information and Research Management Director, Aden 25 August 2022
Participants:
MoPHP: information management & research DG.
WHO: Project manager, Health & KM officer & EHCP technical officer – Aden
The meeting discussed the EMRO HIS assessment, and the importance of proceeding with
implementation of DHIS2 activities with available funding from the World Bank, starting with NCD and
mental health and continuing in parallel with other activities. Workshops were observed to be needed
to (1) define data officer job descriptions and SOPs at each level, (2) to update medical records and
indicators, and (3) increase capacities to translate data and information for decision-makers
(interpretation). National health information strategy should be developed, this may take time, good if
it can be a strategy for all of Yemen (Sanaa and Aden).

J. University, Dean of University, Aden 26 August2022

Participants:
Aden University: Medical college dean, Training lab supervisor & 2 of medical facility member
WHO: Project manager, Health & KM officer & EHCP technical officer – Aden
During the meeting it was discussed with senior faculty of the University on the importance of
increasing partnership between the University and MoPHP and WHO’s supportive role. Looking to
move away from ad hoc trainings and towards longer-term/linked trainings leading towards
accreditation/integration with university courses where possible. Also discussed the immediate
priority of the MoPHP to move forward with basic and advanced life support training for all doctors
and nurses in EHCP hospitals in the southern governorates (5000 total). WHO toured the skills labs
(mannequins) purchased by WHO with ISDB support. While there are too many mannequins for the
current available space, there are plans to expand to more rooms. Prof Ahmed Makki who heads up the
skills lab advised that there are 125 mannequins, including seven high tech ones (ICU/trauma).
Because of the limited space, the University agreed to support training of 1000 to 2000 health workers
over the coming month. They did not agree to mannequins being used in other locations /mannequins
not to be taken outside of the skills labs.

K. Meeting with IPC international consultant, Aden 26 August 2022

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Participants:
MoPHP: Quality and IPC DG., Quality and IPC focal points in health facilities
WHO: Project manager, IPC international consultant Health, KM officer, EHCP technical officer – Aden,
Quality consultant, Quality and IPC officer & IPC officer
Discussed the importance of IPC practices in health facilities: (1) hand hygiene, (2) medical waste
management, (3) sterilization, and (4) safe injection.

L. HeRAMS workshop opening session in Aden and Aldhalea , 26 August2022

Participants:
MoPHP: Information management & research DG., Aden GHO, 29 health workers in DHO and GHs
WHO: WHO WR, Project manager, Health & KM officer, EHCP technical officer – Aden, Information
management lead & Information management officer
Attended the opening session of the first workshop and gave some remarks. The training will continue
through to the end of September engaging 300 health facility focal points. Requested that the World
Bank logo be added to the workshop banners going forward & training participation certificate
template with World Bank logo to be shared with the Bank for clearance.

M. Meeting with His Excellency the Minister of Public Health and Population (MoPHP), 28 August
2022)
Participants:
MoPHP: H.E. the Minister of public health, Deputy Minister Primary Health Care, General manager of
the Minister's Office, Communication officer & Hospital and curative services DG
WHO: Project manager, Health & KM officer & EHCP technical officer – Aden
Also attended by the Deputy Minister of Primary Health Care, during the meeting minister reiterated
the importance of the World Bank partnership, that we should meet regularly, and that TPM and
progress reports should be shared. He requested an update on the remaining balance under YCRP, for
greater consideration of the priorities of the MoPHP, for more clarity on WHO procurement processes
and the pipeline of requests and the length of time / multi-year delays in fulfilling requests. He was
concerned only 6 isolation units were rehabilitated in the southern governorate’s vs 20 in the northern
governorates under YCRP. He appreciated the support on information management (EIDEWS,
HERAMS, DHIS2), requested more support on points of entry, humanitarian-development nexus
(HDN), and more support for central staff – particularly admin and finance staff and for regular field
visits by central staff to facilities (supportive supervision/monitoring).
Project manager replied appreciating the Minister’s leadership in organizing the work of the MoPHP
and defining strategies and frameworks e.g., MSP, mental health, nutrition and now we are working
together on a national health strategy and quality strategy. His nomination of Dr Mansour as our focal
point for EHCP is helping to overcome obstacles at health facility level and we will share all progress
reports and TPM reports with him. The remaining balance for YCRP is around 4 million and for EHCP
we have committed 25 million and expended 10. We are also looking together at how to build
capacities of central senior staff in project management. On procurement, we agreed that with supply
chain officer, the quality of items procured by WHO is greatly improving. I said I would look into the IU
issue and clarified later that other IUs were rehabilitated with non-World Bank funds. For points of
entry, we have the establishment of a cross-border collaboration committee coming up and hopefully
some subsequent trainings. For HDN, the TOR for a working group is with the Minister and he agreed

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to proceed on this. On field visits, we already do many field visits with World Bank funds – RRTs,
supervision/monitoring in each area, and need to look at how to do this most efficiently, including
developing digital checklists/assessment tools and decentralizing to the governorates. The Minister
also requested decentralization of more WHO staff to Aden. For the EHCP additional financing (AF)
plan, the Minister requested more time to review.

N. Virtual meeting with MoPHP, WHO, UNICEF, and World Bank, first technical coordination meeting,
7 September 2022:
WHO and UNICEF provided a progress update on EHCP activities and MoPHP colleagues provided
some comments, such as the need to strengthen health information, to share progress reports and
TPMA reports, and to have more frequent exchanges. WHO replied that progress reports and TPMA
reports are already shared and to make these more accessible, WHO created a google drive folder after
the meeting, containing all reports for MoPHP’s reference

O. Project managers visit to Aden University, Aden 28 September2022

Participants:
Aden University: Medical training lab supervisor & 2 of medical facility member
WHO: Project manager, EHCP technical officer – Aden

Met with the Head of the Medical Skills Lab (mannequins) at the University conducting basic life
support (BLS) training for 5000 doctors and nurses from hospitals in the southern governorates under
Human Capital Project (EHCP). The training was to go ahead asap, but during the meeting the
University asked for a long and equipment from WHO in order for them to conduct the training e.g.,
four televisions and video camera equipment, ventilators, monitors, PPE etc. WHO purchased the
mannequins for the University last year, some of the mannequins have not yet been used and there is
no sufficient space for all 125 mannequins to be used within the University at the same time. The
University refused to loan mannequins for use in trainings outside the skills lab (including refusing to
let them be used in the University auditorium).

P. Project manager meeting with MoPHP EHCP focal point, Aden 28 September2022
Participants:
MoPHP: EHCP focal point, Emergency & Ambulance DG.
WHO: Project manager, Health & KM officer and EHCP technical officer – Aden

Caught up with MoPHP EHCP focal point on EHCP and YCRP activities, including discussions with
Aden University. Also discussed the importance of supplying fuel to facilities recently included by
MoPHP to receive support, and the importance of these facilities meeting minimum requirements to
receive fuel e.g., environmental, and social safeguards accountability, fuel monitoring device
installation and functionality, TPM visits etc.

Q. Visit to Amin Nasher Institute, Aden 29 September2022

Participants:
Management of the Institute: The Dean and 7 of faculty members

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WHO: Project manager, Health & KM officer and EHCP technical officer – Aden

Amin Nasher Institute is a health training technical institute under the authority of the MoPHP. It was
established by Dr Nasher in 1967 and has branches in each of the southern governorates. It has
longstanding collaboration with WHO, although this collaboration seems to have subsided during the
humanitarian crisis. The Head of the Institute visited EMRO in 2019 and developed an action plan for
collaboration with WHO. This action plan has not been implemented due to COVID-19 disruptions. The
staff of the Institute expressed their willingness to work with WHO in collaboration on training,
curriculum enhancement and expressed their keenness to re-establish a long-term, capacity-building
partnership. Agreed that this can start with the BLS training in the coming weeks.

R. Visit to the YEHCP supported facilities in Ibb and Taiz, 01–06 October 2022
Visit conducted to seven supported health facilities under WB project (Yarim Hospital-Ibb, Ali
Abdulmughni Hospital-Ibb, Baadan Hospital-Ibb, Al-Uddayn Hospital-Ibb, ,Althawra Hospital-Ibb,
Abduljalil Hospital-Taiz, Hamound Abdullah Bani Awn Hospital-Taiz). During the field visits, hospital
managers were met in their health facilities and a friendly discussion took place with each one of them.
They have been requested to provide their thoughts, ideas, feedback about the support provided by
the WB projects. This includes fuel, FMD, water, oxygen, medical supplies, equipment, capacity
building, environmental and social safeguards. In addition, they were asked to explain the current
situation of the hospital and their HR capacity, utilization and needs of the hospitals. The main
outcomes/concerns raised include:
1. The hospitals expressed the appreciation for the WB and WHO support and their hope
of more support.
2. The support of the WB and WHO was clearly found to have been helped to save the
health system from collapse and to build resilience.
3. Compliance of Environmental and social standards were requested from the hospital
managers.
4. Among different requests for support, hospitals requested oxygen stations,
sterilization equipment and incentives for staff.
5. More support for supplies was requested.
S. Mid-term review meeting between WHO and MoPHP on all activities, on 2–4 October 2022
Joint planning on implementation of WHO’s World Bank projects was acknowledged by the Minister,
and he expressed his hope that WB-supported hospitals will become model hospitals for quality of
care. The Minister also again expressed the need for capacity-building of senior and middle MoPHP
managers. He also mentioned a draft law was presented to Cabinet on a Health Fund, which will be like
the Social Fund for Development, with the aim of sustaining health sector funding. Priority activities in
key areas e.g., EOCs, outbreaks, trauma, NCDs, mental health, health systems, maternal and child
health, nutrition, health information etc were outlined and agreed with MoPHP counterparts.

T. Visit to Ibn Khaldoon Hospital and Isolation Unit, Lahj, Aden 5 October2022
Met with the Hospital Manager and Governorate Health Officer (GHO) and key members of the hospital
team. Both the Manager and GHO were appointed in the past three months. The Manager has taken
proactive steps to rehabilitate key areas of the hospital e.g., emergency, CT-scan room etc, and has

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plans to rehabilitate further (painting, fixing wear and tear etc). This is being done with
local/fundraised funds. We introduced the support provided by WHO and said it would be great for
Ibn Khaldoon to be a model hospital. We also agreed to share details of training participants, so that
the GHO and Manager can be aware and follow-up on post-training application. We also emphasized
the importance of environmental and social standards. Notably the COVID-19 isolation unit is being
repurposed while the caseload is zero. An eye care campaign was conducted recently and while we
were there a heart care campaign was ongoing with visiting specialists from Aden.

U. Meeting with the Director of the Field Epidemiology Training Program (FETP) in Sanaa, 16 January
2023
The activities of FETP have been discussed along with the graduation ceremony of the 18th batch of
Public Health Empowerment Program (PHEP) the last 4 batches which was supported by EHNP-EHCP.
During the meeting, the WHO and UNICEF provided a progress update on EHCP activities and MoPHP
colleagues provided many comments, suggestions and requests for future activities including fuel
supply, health information, vector-borne diseases, and other areas. MoPHP colleagues appreciated the
support provided by individual WHO staff members and requested their continued support.

V. Phone calls with 12 health facility managers in different governorates, 18 Feb.-11 April 2023
E&S officer shared with health facilities TPM findings on the requirements of the project, including full
adherence by waste management workers to wear full set of PPEs during working hours. The facilities
need to demonstrate some accountability for adherence to basic environmental and social standards in
order to be part of EHCP – this is a project requirement. Health facility managers confirmed that they
will make the waste managing workers wear PPEs during operation hours

W. Visit to the YEHCP supported facilities in Dhamar and Amran 07–16 May 2023
Visit conducted by the project management team including the environmental and social safeguards
officer and project Support officer to the supported facilities in Dhamar (Dhamar General Hospital
Authority, 26 September Utmah Hospital, Alahad Rural in Wusab As Safil Hospital, Madinat Alsharq
Rural Hospital) and supported hospitals in Amran (As Sudah Rural Hospital, Thula Rural Hospital,
Amran General Hospital 22 May Hospital). The visit aimed to increase stakeholder engagement with
EHCP supported health facilities, identify the needs, the status of the WB support and build
cooperative relationship with the health facilities management. The WHO team met with management
of the health facilities and created a collaborative relationship with them within the project. They
heard from the hospital directors, and they addressed concerns of the health facilities to continue
operating the Incinerators and strengthen the environmental and social safeguards. The main
outcomes/concerns raised include:
1. Hospitals are grateful of the project support and requested to continue the support.
2. It is important to monitor the situation to address any issues that arise especially with the
reduction of fuel. Coordinate with UNOPS to prioritize assessing electricity and
implementing solar systems in supported hospitals.
3. There is no overlap between WB support and other donor and NGOS to the supported
hospitals.
4. Confirmed the support are delivered to the health facilities and identified gaps and
requests of the hospitals.

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5. Concerns of the hospitals on the continuity of the operation of the incinerators and
environmental and social safeguards are addressed. Only infectious wastes neds to be
incinerated.
6. Continue the support of drugs, medicines and equipment based on the individual hospital
needs.
7. Encourage supported hospitals to improve quality and look at the different quality
initiatives of trainings implemented by the hospitals.
8. Ensure the sustainability of TFC services.

X. Meeting, 13 June 2023 Ministry of Public Health and Population (MoPHP), Sana’a authorities,
virtual, discussion on EHCP progress, EHCP additional financing, WHO country cooperation
strategy development and others Sana’a, Yemen
List of meeting participants
N
Position WHO/MoPHP
o

1 Project Manager (YEHCP) WHO

2 Supply Chain Monitoring Officer WHO

3 Director of Technical Cooperation and International Relations MoPHP

Topics
WHO discussed the updates and general overview on the EHCP AF2 which approved by WB.
MoPHP request to give more attention on fuel provision and providing medical equipment such as
anaesthesia machines to health facilities under EHCP AF2.
3. WHO emphasize on the importance of Environmental and Social safeguards and donor
requirements in this important issue and to be applied in place.
4. MoPHP request to provide per-diems to health staff (doctors and specialists) under
EHCP to conduct field visits and quality care improvements in rural areas (piloting
suggested)
5. It was agreed that there will be a follow-up meeting where more detailed information
will be provided (breakdown of activities, etc.).

Y. Meeting with the supported facilities managers, GHO managers and MoPHP senior officials, Sana’a
14 June 2023
In parallel to the Hospital performance review Workshop, a meeting was held with (Deputy of
Therapeutic Medicine, the Director of International Cooperation, and several hospital mangers and
DHO directors to discuss their recommendations and requests on interventions that the Ministry and
hospitals need support with under EHCP AF 2. The meeting participants acknowledged the need of
such fund and resources to implement several interventions that would improve healthcare services
and strengthen the health system. These interventions include bringing specialists to rural hospitals to
provide specialized services to patients in rural areas, procuring and supplying essential medical
equipment, providing sustainable training programs for healthcare workers, building the capacity of

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midwives to improve maternal and child health outcomes, restoring fuel quantities to previous levels
to ensure hospitals have a sufficient supply of fuel, installing solar power systems in hospitals to
provide a reliable source of electricity, installing more incinerators in hospitals and labs where
appropriate to ensure safe final disposal of medical waste, expanding the availability of blood
transfusion banks and central public health laboratories to other governorates, and supporting
hospitals to set up their own laundries. The WHO team has clarified that the support under the
Additional Financing 2 will continue with the same support provided under the parent and additional
financing project so that the support will try to address those interventions that fall under the same
previous interventions.

Z. Communication via email and phone call between EHCP AF2 Grant Manager and Director of
Emergency at MOPHP-Aden, 14 June 2023
WHO shared updates that EHCP AF2 is in the pipeline for the same activities funded under AF1. The
ministry greatly appreciated the project. It was agreed to meet again after Eid Al-Adha holidays to
discuss the EHCP AF2 plan in detail as the minster has looked at the draft and has some comments that
need discussion with the project manager.
AA. Basics of Pediatric Critical and Intensive care training session, Sana`a, 17-19 June 2023
19 health workers participated in this training, which was used as an opportunity to discuss YEHCP
second additional project components, activities, supported facilities, and environmental and social
aspects were introduced by the project safeguards team.
WHO team informed the participants that WHO with partnership with World Bank will prepare a
second additional financing for the Yemen Emergency Human Capital Project. The propose of this
finance is to provide essential health, nutrition, water, and sanitation services to the population of
Yemen. The final approval will be expected around mid-September 2023 and it will continue till
September 2024.
Participants showed appreciation of the support provided by World Bank and pointed out the
importance of incentives for health workers, need for increasing support on equipment and capacity-
building,
BB. Adult learning TOT workshop to build the capacity of the national HCM trainers, MoPHP Aden, 20
June 2023
This training contains 24 key participants (16 females) from (MoPHP, GHO, EHCP hospitals, Yemeni
medical council, and Aden Universities,2 WHO staff). It is held in preparation to conduct Hospital Care
and Management training specifically the human resource and finance management module in
different southern governorates in Yemen. WHO team briefed the participants on: the E&S activities
and its importance for the donor, updates on the EHCP AF2 and its main activities supported under the
project; the EHCP supported health facilities (Hospitals, CPHL, TFC and NBC); the new approach for
conducting new trainings under WB project to prioritize the use of Public health HFs and halls if
available and increase the female participation in each training and target 50% from the total
participants.
CC. Virtual meetings, 10 Directors of Hospitals, Sana`a and Aden, 21 June 2023
In the virtual meeting held on 21 June 2023, WHO team briefed the directors of hospitals about the
World Bank's second additional financing for the Yemen Emergency Human Capital Project. The
purpose of this financing is to provide essential health, nutrition, water, and sanitation services to the
population of Yemen. The final approval for the financing is expected around mid-September 2023. It
was emphasized that this additional financing is crucial to avoid disruptions in essential service
delivery in Yemen.

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The directors of hospitals raised several issues related to the needs of maintenance, electricity, water
and sanitation, fuel, medicines, materials and equipment’s capacity buildings, waste management and
environmental safeguards to be considered in the second additional financing. The main concerns and
suggestions were as follows:
Fuel support and sustainable solutions: The reassessment of hospitals' need for diesel and the request
for increased support of fuel or the installation of sustainable solutions.
Continuous support for medicines: The need for ongoing support to hospitals in terms of providing
essential medicines.
Establishing necessary centres/units: The request for support in establishing necessary centres/units,
such as Therapeutic Feeding Centres (TFCs).
Waste treatment units and capacity building: The installation of waste treatment units in appropriate
locations to ensure proper final disposal of medical waste and the need to build the capacity of health
workers from all sectors.
Equipment and support for mental hospitals: The provision of equipment, medical devices, furniture,
and security systems to mental hospitals.
Incentives for waste management workers: The request for providing incentives and recognition to
waste management workers to encourage adherence to proper waste management practices.
In response to the raised issues, the WHO provided the following responses:
The new additional financing will support the same activities as implemented under the parent project
and the first additional financing.
Full adherence to proper waste management practices and Occupational Health and Safety (OHC)
guidelines is a requirement for the continuity of support.
Capacity building on the same activities implemented under the parent project and the first additional
financing in health facilities, including the Central Public Health Laboratories (CPHLs), will continue,
specifically targeting health and waste workers.

DD. Virtual meeting and phone calls with 20 participants who attended training on the medical waste
management during March 2023, Sana`a 21 June 2023

WHO EHCP team called 20 participants (10 females) to inform them about the additional financing for
the same activities currently covered for an additional 12 months. The participants appreciated the
additional financing and requested:
Refresher training is needed on the waste management, and it should target all health and waste
workers in the targeted health facilities.
The health workers are asking for incentive as they are not receiving any salaries.
Install more waste treatment units where applicable to improve the final disposal of waste.
Provide enough hygiene materials, waste management materials and PPEs for waste workers.
Supply Personal Protective Equipment (PPEs) for health workers to ensure their safety during waste
handling.
Provide incentives and recognition to waste management workers to encourage adherence to proper
waste management practices.
WHO response:
Who informed the trainees the new addition financing will be the same activities implemented under
parent and AF1.

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Sustainability of services provided i.e.; maintenance of the waste treatment unit should be done by the
health facility management as the health workers were trained during the handing over of the waste
treatment.
Full adherence to the proper waste management and OHC is a requirement for the continuity of the
support.
Capacity building on proper waste management in health facilities including blood banks of health
workers will continue targeting waste management and health workers.

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10 Annex 3: First Update on UNOPS Stakeholder Engagement and consultation
❖ Introduction
Ten public consultation workshops with stakeholders were held in different governorates (Sana’a, Ibb,
Aden, and Mukalla) between 9 June and 11 November 2021 to ensure effective stakeholder
participation relevant to targeted urban cities and peri-urban and rural areas under the project.
Various stakeholder representatives were invited and 926 participants; of whom 340 females (37%),
attended the consultation workshops; including:
- The MoWE Minister, Vice Minister, and Deputy Ministers;
- The MoHP Minister and Deputy Ministers;
- Water and Sanitation Local Corporations (WSLCs) representatives;
- The Urban Water PMU and its local teams;
- The MoPIC Deputy Minister and General Directors of local offices;
- The SCMCHA General Secretary, Deputies, and General Directors of local offices;
- The MoE Vice Minister and Deputy Ministers
- The MoLA Deputy Minister;
- Governors and their Deputies;
- Local council members and local district General Directors;
- Representatives of local authority, civil society, and women associations; and
- Local IDPs and beneficiaries.

Based on prior official permissions obtained from SMCHA in the North and MoPIC in the South and
advance meeting invitations, all consultation workshops were convened as planned in accordance with
the following meeting agenda:
- Opening remarks and general introduction to the YEHCP
- Introduction to the project Stakeholder Engagement Plan (SEP)
- Introduction to UNOPS procurement process and eSourcing
- Q&A session
- Coffee break
- Introduction to the Project Environmental and Social Commitment Plan (ESCP) & the
Environmental and Social Standards (ESS)
- Introduction to the Project Resettlement Framework (RF) / Environmental and Social
Management Framework (ESMF)/ Labor Management Procedures (LMP)
- Q&A session
- Lunch break
- Introduction to the Project SEA/SH Prevention and Response Action Plan / Grievance Mechanism
(GM)
- Q&A session
- The Project investment selection criteria and tentative investment plan / Q&A session
- Closing remarks
All consultation workshops were designed and held to encourage stakeholder feedback and to support
active and inclusive engagement with project-affected parties in a documented way free of external
interferences in which:
- Arabic language was used with more emphasis on verbal and visual methods.

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- Large public and easily accessible venues were used with a gender-sensitive setting with sufficient
security requirements.
- Transportation allowances were provided to participants from remote locations.
- Participants were maintained a proper social distance and given masks and hand sanitizers as
COVID-19 preventive measures.
- A number of UNOPS qualified female and male staff were presenting and facilitating the
consultation.
- Project information was disclosed distributed to all participants in a form of hardcopies (Booklets)
of the PAD, ESMF, RF, SEP, LMP, and GBV Prevention and Response Plan
- Leaflets containing the Project GM information were also distributed to all participants.
- Evaluation surveys were used during the sessions to get participants’ feedback, suggestions and
remarks attendance sheets as well, with attendees contact details, organization and title.

UNOPS was keen to ensure interactive participation during the consultation sessions; therefore,
participants were given enough time to raise their concerns. Below is a brief of some main points
highlighted.
❖ Schedule of the Consultation Workshop Meetings for the parent project

Number of
Date Session City Venue
Attendees
Wednesday – June 09, 2021 Session 1 Sana’a Bustan Hotel – Sana’a
220
Thursday – June 10, 2021 Session 2 Sana’a Bustan Hotel – Sana’a
Tuesday – June 15, 2021 Session 1 Aden Coral Hotel – Aden
199
Wednesday – June 16, 2021 Session 2 Aden Coral Hotel – Aden
Thursday – June 17, 2021 Session 1 Abyan Coral Hotel – Aden 89
Monday – June 21, 2021 Session 1 Lahj Coral Hotel – Aden 74
Wednesday – June 23, 2021 Session 1 Al Dale Coral Hotel – Aden 62
Thursday – June 24, 2021 Session 1 Taiz City Coral Hotel – Aden 52
Wednesday – August 11, 2021 Session 1 Ibb Grand Ibb Hotel – Ibb 90
Thursday – August 12, 2021 Session 1 Taiz Alhawban Grand Ibb Hotel – Ibb 70
Mukalla ,Sauon ,
Wednesday – November 10, 2021 Session 1 Ramada Hotel – Mukalla 70
Al-Shahir
Total 926

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1. Sana’a - June 9, 2021
List of UNOPS Team - Sana’a Meetings
Organizati
SN Title
on
1 UNOPS Head of office-Programme Manager
2 UNOPS Programme Advisor
3 UNOPS WASH Coordinator
4 UNOPS Gender Equality Officer
5 UNOPS Communication Officer
6 UNOPS Partnership analyst
7 UNOPS Logistics Officer
Municipality and Solid Waste
8 UNOPS
Management Specialist
9 UNOPS Renewable Energy Specialist
Environmental and Social Safeguard
10 UNOPS
Officer
Environmental and Social Safeguard
11 UNOPS
Officer
12 UNOPS City Engineer
13 UNOPS Procurement Associate
14 UNOPS Procurement Officer

- An immediate intervention is required for WASH transfer lines in Hamra Alib area.
- Khamar Hospital is in need of support, namely rehabilitation of hospital WASH services in general
and intensive care units (ICUs) & surgery / operating rooms in particular. Furthermore, there is a
need for provision of beds in ICUs and finding an alternative for hospital power generation, i.e.
connecting to the electricity network rather than using generators.
- Dialysis centers are in urgent need of energy and WASH support, especially with the shortage of
diesel.
- There was a request to consider other governorates such as Dhamar, Amran Taiz & Ibb in the
investment plan.
- Al Hodeidah is one the most governorates which require interventions due to the increasing needs.
- Can UNOPS share with the concerned/related local authorities the designs and technical
specifications of the equipment such as pumps and generators prior tendering?
- It was mentioned that community awareness about environment protection and any implemented
project is crucial.
- The workshop for equipment maintenance is 65% out of service and is in need of support.
- It was repeatedly requested to allocate a percentage (for instance 12%) of any project budget for
other services related to the project being implemented, so as to ensure project effectiveness and
sustainability.
- It was asked why not involve local councils at governorate levels. For instance, though the
publication of Damage Needs Assessment (DNA), local councils have not received the update for
two years. Accordingly, it was requested to involve the local councils and authorities in the
Damage Needs Assessment and the digital mapping

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- Capacity building for staff should be conducted along with project implementation.
- There was a request for the provision of solar systems for cold chain storage of vaccines.
- It was mentioned that there is not much coverage in Taiz and allocation is little.
2. Sana’a - June 10, 2021
- WASH infrastructure of Sana’a Old City is old and needs immediate intervention.
- There was a request for expansion of WASH Services in Al Saila area.
- Local authorities are important partners; do NGOs/Civil Societies have the chance to be partners
and implement projects?
- “For All Girls Association” has some projects to be implemented in WASH. How can it cooperate
with UNOPs for project execution (cooperation mechanism)?
- Is this consultation meeting aiming to ensure cooperation between NGOs/Civil Societies and
UNOPS or just between partners and UNOPS and involving NGOs for awareness about projects and
feedback?
- Is there a sustainability plan for projects being implemented?
- Is there a confidentiality and protection policy of callers when reaching UNOPS GM?
- Do NGOs, local authorities, and Civil Societies have the eligibility to apply for tenders?
- Do UNOPS oblige contractor's personnel to sign code of conducts?
- If a misconduct was done by the contractor or one of his personnel, what are the actions to be
taken?
- There are different vulnerable groups who do not have access to their service rights and are not
able to pass their complaints. What is UNOPS’ role to address this issue?
- There was a request to provide capacity building on GBV.
- Does UNOPS consider the needs for Special Needs Category in sub-projects implementation?
- How does UNOPS involve local communities and beneficiaries in project outcomes?
- How to determine the needs and assess them? Are there selection criteria?
3. Aden - June 15 & 16, 2021
List of UNOPS Team - Aden Meetings
SN Organization Title
1 UNOPS Programme Advisor
2 UNOPS WASH Coordinator
3 UNOPS Gender Equality Officer
4 UNOPS Partnership analyst
5 UNOPS Environmental and Social Safeguard Officer
6 UNOPS City Engineer
7 UNOPS Logistics Associate
8 UNOPS City Engineer

- There should be a transfer from the emergency phase into the development phase. Sustainability
for projects that would have tangible impact. Aden is in need for rehabilitation/reconstruction of
WASH infrastructure. There are no pure WASH intervention rather implemented projects are
WASH in integration with other sectors such as health.

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- There is a clear gap between the local councils and ministries. Sector institutions have to provide
their needs separately. There is an exploitation on water selling which should be prevented. Also,
capacity building is necessary for staff.
- Intervention of solar systems in school is not enough. There is a need for rehabilitation of schools
such as Al Aidaroos school in Sirah District.
- There is an urgent need for coordination between ministries and local authorities that needs to be
addressed so as to utilize the granted fund and avoid overlapping.
- There have been efforts to enhance gender mainstreaming and strengthen women’s roles in
project implementation.
- Could UNOPS provide contractors with the required training for applying for tenders and using e-
sourcing?
- Is it possible for a governmental entity to take part in the UNOPS procurement process such as in
the evaluation or designing phase?
- Why is any proposed project split into sub-projects distributed in several districts or even areas
and hence instead of implementing a big and an effective project, it is ended up with small, sub-
projects?
- Drainage of stormwater interventions should be considered.
- Thanking UNOPS for their interventions in the health sector in general and their intervention in
obstetric center intervention which embody success in project implementation. Al Sadaka Hospital
in Aden still has multi needs, e.g., WASH, dialysis centre support, operational costs, establishment
of dialysis centres for children, lack of water desalination in dialysis centre and many others. It was
requested from MWE to send a team to assess the situation and take an immediate action in
regards to WASH service as a priority.
- Planning Offices should do their functions and coordinate with the Ministry of Planning that in
return coordinate between the offices to ensure effectiveness of any implemented project.
- What are UNOPS HSE measures taken into action in field sites? Does UNOPS have monitoring and
evaluation mechanisms? What does UNOPS do about conflict of interest?
- What are the actions taken by UNOPS in case a contractor/beneficiary is exposed to violence?
- There was a request to have interventions to address houses damaged by floods and heavy rains in
Aden.
4. Abyan - June 17, 2021
- Abyan has huge needs and despite the conflict-affected damages experienced in the governorate
and its increasing population, the number of interventions is still very minimal.
- No interventions have been implemented in Lawder and there is a big need for urgent
interventions.
- Civil Society and Women Association not involved in the project.
- There was a request to include Khanfer district within the targeted areas for planned
interventions.
- It was requested to allocate a budget for Zinjubar and give a chance for young contractors to take
part in tendering.
- Why were there no interventions in Kood area?
- There is a sanitation project in Al Hamra area. This project has started and passed the first stage
but is still in need of support for completion of the other remaining stages.

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5. Lahj- June 18, 2021
- UNOPS is one of the few UN agencies that work in coordination with MoPIC for real project
implementation.
- There are four major needs for Lahj rehabilitation of Ibn Khaldoun, sanitation (particularly in Al
Houta).
- In Huta, there is an urging need for support of health facilities, rehabilitation of WASH services, and
many others.
- There is a need for rehabilitation of the Health Institutes in Lahj and conducting capacity building
of personnel.
- Unfortunately, there is no coordination with civil societies and no support given for them from
local authorities. Furthermore, civil societies are not having the chance to have their leading roles
in project implementation.
- Pollution of drinking water in Tuban district is an urgent issue that needs to be addressed.
Wastewater is being mixed with drinking water. Suction trucks are required for sucking
wastewater and sanitation channels.
- Al Muhsainah School in Huta has been subject to damages due to conflict and is in need for
reconstruction and WASH service.
- IDPs camps are in need of sanitation interventions.
- Al Huta is in urgent need of interventions and should be included in the investment plan.
- There is a need for provision of solar systems and WASH service to Al Zahra school as well as some
education and health centres.
- Mouqbel Hole was a part of a project that was not completed for a long time and now is a source
for disease outbreak as it is becoming a point for waste collection.
- There was a budget allocated by the govenernate to address the issue of the hole in Al Huta. Yet,
though the project was contracted, it was not implemented due to difficulty in accessing the
targeted area and project budget allocation was not sufficient. Would it be possible by UNOPs to
cooperate and support this project or any other project with supplementary funds?
- There are two holes (Tourizi & Aushel) in Wahida area where wastewater is collected, especially
during rain times.
- There are many holes in Al Huta despite the implementation of sanitation interventions before.
- There is no access to water in Kabelow area.
- Involvement and active participation of local authorities and communities are essential.
- UNOPS have to consider communication aspects to disclose information about the project, its
objectives and outcomes.
- Abas School is the only school in Al Mousaimeer district in Lahj governorate. This school is like
other schools (e.g., Al Ayman & Mohammed Dourah Schools) in need of solar systems due to
unavailability of electrical services and WASH service.
- In some sessions, the presence of local authorities was absent. Active participation and
involvement of these authorities would significantly contribute to the effectiveness of
implemented projects.
- Conducting training on GBV was requested to increase community awareness about this issue.
- It was highlighted that Al Dalea was part of Lahj governorate and since it has become a separate
governorate, it lacks all basic services. Neither government nor international

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 agencies/organizations have included this governorate within their targets. Therefore, Al Dalea
governorate is in urgent need of major emergency and development interventions.
6. Al Dalea - June 23, 2021
- UNOPS was thanked for their tangible contribution for the rehabilitation of six roads in Al Dalea
governorate.
- WASH services in Al Dalea are poor and it was requested to provide suction trucks and pumps as
part of addressing this issue.
- Needs in Al Dalea can be centralized on WASH services, WWTP, roads, dump sites, schools and
hospitals.
- Al Dalea has competent engineers who are seeking for employment and can be involved in the
projects being implemented by UNOPS in the governorate.
- A list of valid contactors to be available for ensuring involvement of only good contractors.
- Sustainability of projects is crucial. For instance, the Central Hospital in Al Dalea has been
rehabilitated three times by different agencies; yet, it is not being utilized as expected due to lack
of project sustainability during implementation.
- Cement concretes of manholes implemented as part of a WASH project in Al Dalea are now eroded
and need maintenance.
- There should be treatment for water wells in Khouber & Marfed villages as well as for Khalah,
Akmat Al Asoub, and Hajer areas. People are suffering health issues due to drinking from these
untreated wells as water has high percentages of fluoride and chlorine substances.
- Is UNOPS intervening with solar systems for power generation?
- How can Civil Societies cooperate with UNOPS?
7. Taiz - June 24, 2021
- Civil Societies in Taiz are not involved in project implementation.
- Taiz has huge needs, particularly in WASH aspects.
- Does UNOPS have a consultation plan for investment to be discussed with all parties?
- The three most priorities for interventions in Taiz are WASH, electricity and roads.
- It was suggested that civil societies and local communities could form monitoring groups to
scrutinize local authorities' contribution and implementation of required interventions.
- Who are UNOPS’ partners selected for project implementations?
- There are a number of competent engineers who are seeking employment opportunities. Involving
them in project implementation would be a good idea.
- UNOPS was thanked for taking gender considerations into account in project implementation.
- Education interventions in Taiz are very minimal and UNOPS has to consider this necessary sector
in its interventions.
- Support for WASH service is crucial. The selection of intervention types and areas targeted must be
identified by the authorities.
- UNOPS is one of the leading organizations in infrastructure works, interventions being
implemented in Al Thawara Hospital in Taiz in rehabilitation and provision of solar systems is
suggested to be more addressed and communicated.
- Civil Societies have essential roles in communities. Coordinating with Executive Offices in the
governorate to raise concerns and prioritizing interventions would significantly have their tangible
impact.

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- What is the role of the community in monitoring interventions?
- Cancer patients are in huge need for emergency support. Addressing interventions for this service
would help in reducing the suffering of these patients.
- It was repeatedly requested to include Taiz in the investment plan and allocate a higher budget to
meet the needs of the governorate.
- It was requested to support women and enhance their involvement and capacity building.

Participants List
8. Mukalla, Saioun & Al-Sherir - Nov 10, 2021
List of UNOPS Team - Mukalla Meetings

SN Organization Title
1 UNOPS Programme Advisor
2 UNOPS Water and Sanitation Coordinator
3 UNOPS Gender Equality Officer- Gender Mainstreaming
4 UNOPS Partnership Analyst
5 UNOPS Environmental and Social Safeguard Officer
6 UNOPS MSWM Specialist
7 UNOPS Procurement Officer
8 UNOPS Senior Program Assistant
9 UNOPS City Engineer

- Stakeholders’ participation before and during project implementation.

- UNOPS New Funding.
- Environmental and Social Safeguard instructions
- It was mentioned that the increase in IDPs number is affected the coverage of services such as
water and sanitation and solid waste management and roads.
- It was mentioned that there is not much intervention in Hadramout and allocation is little.
- Cancer patients are in huge need for emergency support. Addressing interventions for this service
would help in reducing the suffering of these patients.
- What are UNOPS HSE measures taken into action in field sites? Does UNOPS have monitoring and
evaluation mechanisms? What does UNOPS do about conflict of interest?
- What are the actions taken by UNOPS in case a contractor/beneficiary is exposed to violence?
- UNOPS was thanked for taking gender considerations into account in project implementation.
- Education interventions in Taiz are very minimal and UNOPS has to consider this necessary sector
in its interventions.
- Support for WASH service is crucial. The selection of intervention types and areas targeted must be
identified by the authorities.
- UNOPS is one of the leading organizations in infrastructure works, there is a need for the
rehabilitation of the school, health centers, and provision of solar systems is suggested to be more
addressed and communicated.
- What are UNOPS HSE measures taken into action in field sites? Does UNOPS have monitoring and
evaluation mechanisms? What does UNOPS do about conflict of interest?

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- It was mentioned that community awareness about environment protection and any implemented
project is crucial.
- Is there a sustainability plan for projects being implemented?
- It was mentioned that climate conditions and environmental protection should consider for any
implemented project, as it is crucial.
- Are there interventions in the economic aspect, such as building the capacities of farmers and
supporting farms?
- An acute shortage of energy needs support from organizations for it
- Capacity building for staff should be conducted along with project implementation in particular
the solid cleaning fund employee.

Participants List
Organization/ Title
General Director
Deputy Director General
Director of the Office of Planning and International Cooperation
Water Corporation Manager
Director of the Public Works Office
Director of the Health and Population Office
Head of the Engineering Department in the Local Administration
water management manager
sewage manager
Head of Projects Department at the Water Corporation
Engineer at public works office
Head of the Women's Department at the Water Corporation
Women's department at the local water institution
Women's department at the local water institution
Director-General of the Directorate
Works office manager
Director of the Industry and Trade Office
Director of Legal Affairs at the Diwan - Secretary of the Tender Committee
Director of the Education Office
Director of electricity in the Directorate
Hygiene fund manager
Director of the Water Corporation in the Directorate
bad finance manager
Administrative and Financial Director of the Diwan
Director of the Women's Department at the Diwan
Resource management manager
Director of Project Management at the Health Office - Seiyun
Deputy Director-General of Health for Rural Desert Directorates
Director-General of the Office of Public Works and Roads in the Valley and the Desert

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Organization/ Title
Director of the Roads Department at the Office of Public Works and Roads in the Valley and the
Desert
Engineer in the Roads Department at the Office of Public Works and Roads in the Valley and the
Desert
Roads and Bridges Maintenance Fund Engineer
Civil Society Organization Coordinator
Civil Society Organization Coordinator
Public Relations Department
Engineer
Consultant Engineer
public works project
Director of the Water Corporation - Mukalla
Water Corporation - Mukalla
Water Corporation - Mukalla
Water Corporation - Mukalla
public works project
public works project
Planning and international cooperation
Planning and international cooperation
Planning and international cooperation
Public works and roads
Public works and roads
Director General of the Office of the Ministry of Works
Hygiene and Improvement Fund - Mukalla
Water Corporation - Mukalla
Hygiene and Improvement Fund - Mukalla
Public Authority for Rural Water - Mukalla
Ministry of Public Works and Roads
Local Authority - Mukalla
Director General of Mukalla Directorate
Road Maintenance Fund - Mukalla
civil society organizations
Sawaed Watan Foundation for Development
Adalah Foundation
Laws of the National Committee
Education Office - Mukalla
Education Office - Mukalla
Civil Society Organizations Coordinator - Mukalla
My platform - Mukalla
Hope Foundation
Hope Foundation
THR

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 Organization/ Title
Yemeni Architects Association around the world
Media Sac Foundation
Electricity Corporation - Mukalla
Electricity Corporation - Mukalla
Silah Foundation

❖ Main Consultation Outcomes

❖ The YEHCP proposed funding and interventions for WASH were not sufficient to meet the local
increasing priority needs (i.e., the WASH infrastructure of Sana’a Old City and Khanfer).
❖ Project-affected parties needed additional gender-sensitive engagements and consultations to
enhance their awareness of the project institutional arrangements, needs selection and
prioritization and the importance of the project GM and its confidentiality.
❖ Stakeholders appreciated the prior disclosure and dissemination of relevant project information
and requested more consultations that support active and inclusive engagement with project-
affected parties. UNOPS implementing partners (PWP and UW-PMU) reaffirmed their
understanding of the ESF objectives and their plans to have adequate resources to implement them
(for example by recruiting a full-time Gender Officer). However, they also expressed concerns
regarding: the complexity of these instruments, particularly the requirements for GBV/PSEA
awareness raising stipulated in the SEA/SH Prevention and Response Action Plan, the Security
management Plan (SMP), and the Labor Management Procedures (LMP). The “long list” of
requirements and the “need to build implementing partners’ capacity” to comply with these
requirements.
❖ The main outcomes of the CSOs’ consultations were:
➢ The CSOs have a good understanding and experience in adopting and implementing safeguard
plans and engagements.
➢ The CSOs’ capacity to comply and deliver environmental and social requirements, including
consultation, is subject to donors’ (or main partners’) enforced policies and guidelines, and on
the extent of capacity support provided by donors.
➢ They hoped that UNOPS could implement the project SEP as planned because the increasingly
challenging situation in Yemen (i.e., ground fighting, limited access, and the pandemic) could
hinder its smooth implementation.
➢ They recommended that UNOPS organize SEP consultations based on the WASH sector and
CSO specialization, to ensure relevant productive discussion and feedback during SEP
consultations. UNOPS has taken this recommendation into consideration.
➢ All CSOs expressed their “huge interest” to participate in capacity training and stakeholder
consultations that mutually benefit them and local communities under YEHCP. UNOPS
indicated that it would notify these CSO (and others) regarding any upcoming ESF training
opportunities, as well as stakeholder consultations in the different target areas.
❖ Feedback forms were distributed to 926participants to capture the views and suggestions from
persons who may have refrained from expressing their views or concerns in public. The main
outcomes suggested that they were generally in favor of the project with:
➢ 97.5% of the participants were satisfied with the participatory approach in the project and,
➢ 2.5% of the participants were not satisfied and recommended the inclusion of per diems to

Page 83
 enhance stakeholder participation and was agreed to pay different transportation rates
according to the distance where people are coming from.

Key Agreed Actions

❖ UNOPS to update the investment plan according to the received feedback and to finalize the project
procurement plan. For instance, the investment plans for Lahj and Aden governorates were
updated by a) replacing the supply of diesel Generators to Tuban and Saber with the rehabilitation
of Alhoutah sanitation network in Lahj and b) by replacing the metal clad with vacuum circuit
breaker (VCB), 11Kv, 1600A, needed at Bir Nasser water well field in Aden with the supply and
installation of solar systems for the same water wells field.
❖ Once the project is effective, UNOPS would ensure the distribution and the availability of the
Project information Booklet (the hard copy of the PAD and ESF) at the local offices of implementing
partners, local authorities, MoPIC and SCHMCHA in targeted areas.
❖ UNOPS would carry out additional follow-up consultations with the project-affected parties
including local CSOs to address received local feedback and comments. Additional consultations
would be planned to take place during the preparation of subprojects-specific ESMPs and through
upcoming consultation workshops.
❖ UNOPS and its implanting partners would keep stakeholders informed as the project develops,
including reporting on project environmental and social performance, and implementation of the
stakeholder engagement plan and grievance mechanism through information disclosure through
the UNOPS web site and public meetings.

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11 Annex 4: Second Update on UNOPS Stakeholder Engagement and consultation
On 1 April 2022, UNOPS conducted a consultation meeting with the Ministry of Finance (MoF) in Aden.
UNOPS provided a brief on the previous project interventions to facilitate UNOPS operations in terms
of obtaining the required customs clearances. MoF and UNOPS agreed on a facilitation mechanism for
UNOPS operations in the southern governorates.
On 2 April 2022, UNOPS conducted a consultation meeting with The Saudi Development and
Reconstruction Program for Yemen (SDRPY in Aden). In the meeting, YEHCP interventions were
introduced and cooperation at various levels was discussed. The meeting concluded with a
coordination mechanism to coordinate UNOPS operations in the southern governorates with SDRPY
activities.

The Advisory Technical Committee Virtual Meeting was conducted on 2 April 2022 for information
sharing purposes and to bring IPs in one forum to present project achievement and updates and
discuss obstacles that might be faced during the project implementation. In addition, the Investment
plan for the project and the coordination between different sectors were discussed. Moreover, it was
agreed that UNOPS will recruit an independent capacity-building consultant to work with IPs to
support their capacity-building needs.

Between 26 to 30 June 2022, UNOPS conducted a mission to Aden to follow up with UNOPS IPs UWS-
PMU, MWE, and Aden WASLC.

On 12 August 2022, UNOPS conducted a consultation meeting with the Rural Water Projects Authority
in Sana’a. During the meeting, UNOPS discussed
YEHCP scope and the synergy between it and YEHCP AF as both of them target rural areas. .
● The nomination process of water wells
● The SCMCHA request of 700 water wells to be shared with MOW to provide their feedback.
Between 17 - 19 August 2022, UNOPS conducted a mission to Saada, a Coordination meeting with the
governorate/local authorities to discuss the ongoing and planned sub-projects.
On 23 August 2022, UNOPS conducted a consultation meeting with the Local authorities of Taiz -
Alhouban, to discuss the progress of the implementation of the project activities in addition to
presenting the scope of the additional financing activities.
Between 27 August and 3 September 2022 UNOPS conducted a mission to Sana'a and held several
meetings with internal and external stakeholders to discuss the implementation progress and
challenges.

On 9 September 2022, UNOPS conducted a consultation meeting with the Minister of MoWE in Aden
and the Urban Water and Sanitation Project Management Unit (UWS-PMU) management to discuss
● The implementation progress of YEHCP, and the scope of the additional financing.
● YEHCP additional intervention (Fuel provision) selection criteria in preselected/ targeted
areas/sites.
● The increasing fuel prices and the emergency water and sanitation need for alternative energy
sources across the country and the possibility of updating the investment plan according to the
new information and assessment to be part of the exit strategy of the fuel provision;

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● Enhancing effective coordination between UNOPS, MoWE, and local WASH partners.
● The establishment of a rural water implementation unit.

16-17 Jan 2023 Meeting with Aden governorate UWS-PMU Aden

- Several meetings were held with UWS-PMU Aden during the visit. The meetings aim to coordinate
with the local partner (technical team) and discuss technical issues related to the sub-projects
including:
● Review / update the procurement plan with the UWS-PMU for 2023
● Verify the current situations on the sub-projects under YIUSEP II,AF and YEHCP.
● The capacity building needs assessment and preparation of the MIS and Manuals ToRs by
MetaMeta and the PMU feedback and comments on the initial reports delivered by MetaMeta
so far. During the meeting UNOPS CB officer emphasised that all the reports of MetaMeta will
be accepted by UNOPS only after approval from the partner and ensure that it addresses the
real needs of the unit and fulfils the requirements and goals as specified in the ToR. The officer
also encouraged the PMU team for more cooperation with the consultants through fast
response to the submitted reports to speed up the process.

17 Jan 2023 Coordination meeting with Ministry of Water and Environment (MWE)
UNOPS team had a meeting with the minister of water and environment, during the meeting the team
discussed the ongoing and planned sub projects under YIUSEP II, AF and YEHCP. The main topics
discussed were:
● The planned rehabilitation of the sewage pumping stations and network in the four districts
(Sira, Al-Mualla, Al-Tawahi, and Khormaksar) and connect it to the treatment basins in
ALArish. and the involvements and needed arrangements from different authorities before and
during the implementation process.
● The ongoing Capacity building sub project, the CB needs assessment and delivery of the
assessment outcome training programs, MIS and manuals for UWS-PMU, and preparation of
the ToRs of technical assistance packages and OMS for the water and sanitation local
corporations.
● The situation of the ongoing Abdulqawi sub-project
● The climate change aspects

18 Jan 2023 Meeting with Aden governorate

- The meeting with the Deputy Governor of Aden Governorate, the Secretary General of the Local
Council, and with him the Undersecretary of the Governorate for the Development Sector, was
conducted, during the meeting Engineer (Deputy project manager of the Human Capital Project)
briefed them on the mechanism of implementing service projects within the interventions of
UNOPS.
- The Deputy Governor listened to a thorough explanation from the UNOPS team on completed and
ongoing projects that are part of the 2022 programme.
- A as well as the projects approved under the programme for the current year 2023, the most
prominent of which is the World Bank-funded project to restore the sewage network at a cost of $8
million. The goal is to repair the sewage network in four districts (Sira, Al-Mualla, Al-Tawahi, and
Khormaksar) and connect it to the ALArish treatment basins.

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- The meeting agreed on the importance of project implementation coordination with all parties
involved, particularly in infrastructure services such as works, water, electricity, communications,
and planning, particularly in the implementation of the sewage network project, to ensure its
success at the required level.
- The Deputy Governor of Aden, Secretary General of the Local Council, stressed on the importance
of projects and interventions by UNOPS, which resulted in contributing to the provision of basic
services, since after 2015.
- Emphasising the need for the commitment of international and donor organisations to deal with
the leadership of the local authority, represented by His Excellency the Minister of State, Governor
of the capital, Aden, and the Office of Planning and Coordination when implementing projects that
the leadership of the governorate deems a top priority that touches the needs of citizens, and to
prevent repetition of projects included in the investment program in the governorate .
- To this, Adnan Al-Kaf, the deputy governor of the governorate, indicated the importance of
informing the local authority leadership of all the donor organisations’ interventions and involving
them in supervising the implementation of projects so that they can overcome the difficulties and
work for their success according to what is planned.

On 14 June 2023, UNOPS conducted a virtual consultation meeting with the Minister of MoWE in
Sana'a and the Urban Water and Sanitation Project Management Unit (UWS-PMU) management to
discuss
● The implementation progress of YEHCP, and the scope of the second additional financing.
● YEHCP additional intervention (Fuel provision) selection criteria in preselected/ targeted
areas/sites.
● The increasing fuel prices and the emergency water and sanitation need for alternative energy
sources across the country and the possibility of updating the investment plan according to the
new information and assessment to be part of the exit strategy of the fuel provision.
● Enhancing effective coordination between UNOPS, MoWE, and local WASH partners.

On 18 June 2032, UNOPS conducted a virtual consultation meeting with the Minister of MoWE in
Aden and the Urban Water and Sanitation Project Management Unit (UWS-PMU) management to
discuss
● The implementation progress of YEHCP, and the scope of the second additional financing.
● YEHCP additional intervention (Fuel provision) selection criteria in preselected/ targeted
areas/sites.
● The increasing fuel prices and the emergency water and sanitation need for alternative energy
sources across the country and the possibility of updating the investment plan according to the
new information and assessment to be part of the exit strategy of the fuel provision.
● Enhancing effective coordination between UNOPS, MoWE, and local WASH partners.

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12 Annex 5: UNOPS Grievance Complaint, and Suggestion Form

‫استمارة توثيق ومتابعة شكاوى المستفيدين من المشروع‬

"Documenting and Monitoring Complaints Form of Beneficiaries"

:‫االسم الثالثي للمستفيد‬

Beneficiary Name

‫رقم الهاتف للمتابعة‬ :‫رقم البطاقة الشخصية‬

Tel No. for follow-up .ID No

:‫العنوان الدائم‬
Permanent Address

‫اسم النشاط المنفذ‬

)‫وحدة‬/‫(مركز‬
Name of activity under
implementation

:‫المحافظة‬ :‫المديرية‬ :‫القرية‬ :‫مكان تنفيذ النشاط‬

Governorate District Village Place of activity under
implementation

‫أخرى‬ ‫مالية‬ ‫فنية‬ ‫إدارية‬ ‫نوع الشكوى‬

Other Financial Technical Administrativ Complaint Type
e

:‫موضوع الشكوى‬

Complaint Subject

:‫الوضع الحالي‬
Current Situation

:‫أسباب المشكلة‬
Reason of the problem

:‫توقيع صاحب الشكوى‬ :‫التاريخ‬

Complainants’ Signature Date

Page 88
 ..:‫ الجهة التي يجب أن يقدم لها الشكوى‬-
UNOPS/Sana’a – Tel: 01 504914/915 - SMS:739888388 Email:
........................................................................................ [email protected]
:The entity which the complaint should be forwarded to
.......................................................................................................:‫الرأي في جدية الشكوى‬-
Opinion on the seriousness of the complaint
.........................................................................................................: ‫الجهة المحول لها الشكوى‬-
The complaint transferred to
...........................................................................................:‫ المدة الزمنية الالزمة للبت في الشكوى‬-
Time required for response
..................................................................................:‫مدى رضى المستفيد عن االستجابة لحل شكواه‬-
Satisfaction of beneficiary in responding to his/her complaint

: ‫اإلجراءات المتخذة‬
Action taken

:‫التاريخ‬ :‫ما ترتب عليها من نتائج‬

Date The results of the action taken

................................................ :‫اسم مستلم الشكوى ووظيفته‬

Name of person received the complaint and his/her position

.................................. : Date ‫التاريخ‬

Signature /‫توقيع الموظف المختص‬

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