STAKEHOLDER ENGAGEMENT PLAN FOR DEVELOPING AND MONITORING THE IMPLEMENTATION OF THE ACTION PLAN FOR THE NATIONAL PLAN FOR THE DEVELOPMENT OF SOCIAL SERVICES FOR THE PERIOD 2025-2027 STAKEHOLDER ENGAGEMENT PLAN FOR DEVELOPING AND MONITORING THE IMPLEMENTATION OF THE ACTION PLAN FOR THE NATIONAL PLAN FOR THE DEVELOPMENT OF SOCIAL SERVICES FOR THE PERIOD 2025-2027 April 2024 DISCLAIMER This document was produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union. This report is a product of the International Bank for Reconstruction and Development / The World Bank. The findings, interpretation and conclusions expressed in this paper do not necessarily reflect the views of the Executive Directors of the World Bank, the European Commission, or the Government. The World Bank does not guarantee the accuracy of the data included in this work. 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This report has been delivered in April 2024, under the EC Contract No. REFORM/IM2022/004 under TF073805, signed between the European Commission and the International Bank for Reconstruction and Development. It corresponds to Output 2.2. for the Technical Assistance on Support to Improve Poverty Diagnostic and Monitoring of Social Policies in Croatia under the above-mentioned agreement. CONTENT Acknowledgements I List of abbreviations II 1. Introduction 1 2. Overview of Previous Stakeholder Engagement Activities 2 3. Stakeholder Identification and Analysis 3 4. Stakeholder Engagement Strategy 4 5. Timeline of Stakeholder Engagement Activities 6 6. Collecting Responses and Preparing Consultation Reports 7 7. Allocation of Resources and Responsibilities 8 8. Monitoring the Effectiveness of Stakeholder Engagement Activities 10 ACKNOWLEDGEMENTS This report was prepared by the World Bank (WB) in close cooperation with the Croatian Ministry of Labor, Pension System, Family, and Social Policy (MLPSFSP) and the European Commission’s Directorate General for Structural Reform Support (DG REFORM). The report is delivered under Croatia: Support to Improve Poverty Diagnostic and Social Policies Monitoring task financed by the European Union via the Technical Support Instrument. The World Bank team preparing this report consists of Nga Thi Viet Nguyen (Task Team Leader, WB), Ana Šimundža (Operations Officer, WB), Martina Vojković (Consultant, WB), and Igor Vidačak (Consultant, WB). Administrative support was provided by Bogdanka Krtinić (Program Assistant, WB), while Marcello Arrigo edited the report and Petra Slobodnjak delivered the graphic design. The team benefited from a rich series of comments from Milena Koren (Project Team Leader for Components 1 and 2 on behalf of the MLPSFSP) and Rima Joujou Deljkić (DG REFORM). The team is grateful for valuable insights from Katica Lažeta, Nikola Vinski, Sandra Batlak, Monika Begović, Nada Plavšić Mijatović, Branka Zečević, Željka Grbac and Gordana Kučan Šarfi (all from MLPSFSP). The team is thankful for verbal feedbacks from participants of the workshops held on March 20, 2024, and April 15, 2024, in Zagreb. The team worked under the guidance of Marina Wes (WB Country Director for Bulgaria, Croatia, Poland, and Romania), Jehan Arulpragasam (WB Country Manager for Croatia), and Ambar Narayan (WB Poverty and Equity Practice Manager). I LIST OF ABBREVIATIONS AP Action Plan CSO Civil society organization EU European Union KPI Key Performance Indicator MLPSFSP Ministry of Labor, Pension System, Family, and Social Policy NDS National Development Strategy until 2030 NGO Non-Governmental Organization NP National Plan WG Working Group II 1. INTRODUCTION BACKGROUND The National Plan for the Development of Social Services for 2021 – 2027,1 and the related Action Plan for the period 2021 – 2024,2 were adopted by the Government of the Republic of Croatia on 10 December 2021 (Official Journal 136/2021).3 Following up on them, a new Action Plan for the period 2025-2027 continues to pursue the following goals: 1) Increasing the availability of social services, 2) introducing new social services (social innovations), 3) Improving the manage- ment of social services, 4) Strengthening the capacity of social service providers. The implementation of the National Plan depends on complex interactions between multiple stakeholders. These range from the Ministry of Labor, Pension System, Family, and Social Policy (MLPSFSP) to local and regional government units, service providers (both public and from the non- profit sector), and oversight bodies covering various types of social services. PURPOSE This Stakeholder Engagement Plan sets out a comprehensive approach for engaging stake- holders throughout the development, implementation, and monitoring of the new Action Plan 2025-2027. By seeking the participation of government agencies, NGOs, service providers, and ben- eficiaries, the Engagement Plan aims to foster innovative solutions, ensure broad support for the Action Plan’s objectives, and adapt to the changing needs of the community. METHODOLOGY AND STRUCTURE This Plan adopts a structured methodology for stakeholder engagement, emphasizing transpar- ency, inclusivity, and continuous dialogue. It details strategies for stakeholder identification and analysis, engagement activities, resource allocation, and evaluation methods to ensure that the Action Plan’s objectives are achieved effectively. 1 The National Plan is available here. 2 The Action Plan is available here. 3 The Government’s decision on the adoption of the National Plan is available at: https://narodne-novine.nn.hr/clanci/ sluzbeni/full/2021_12_136_2240.html 1 2. OVERVIEW OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES The assessment of previous stakeholder engagement activities related to the National Plan for the Development of Social Services revealed areas for improvement, particularly around inclusiveness and transparency. Notably, the Working Group’s composition was mainly limited to government agencies and other public bodies; civil society and NGOs directly involved in social service delivery were not sufficiently represented. The public consultations on the draft National Plan and the draft Action Plan took place between 4 October and 19 October 2021, and the consul- tation reports were published on 19 November 2021.4 Although the consultations were conducted in line with the applicable legal framework, stakeholders highlighted a need for longer timeframes and greater transparency in the deliberation process. Key recommendations for deeper and more meaningful engagement focus on: • Enhanced Planning and Diversification: Improve the planning and expand the variety of stake- holder engagement activities, integrating a wider range of civil society actors and NGOs. • Transparent Working Group Operations: Enhance the transparency of the Working Group’s activi- ties, by disclosing the criteria for the selection of its members and publishing minutes of its meetings. • Proactive Dissemination and Engagement: Proactively disseminate calls for participation and engage with stakeholders not previously involved in the drafting process, particularly among NGOs and service beneficiaries. 4 The report on the results of public consultations on the draft National Plan is available at: https://esavjetovanja.gov. hr/ECon/EconReport?entityId=18809, while the report on the consultations on the draft Action Plan is available at: https://esavjetovanja.gov.hr/ECon/EconReport?entityId=18805 2 3. STAKEHOLDER IDENTIFICATION AND ANALYSIS The Action Plan’s success relies on the effective coordination and engagement of a diverse set of stakeholders. They are categorized below, based on their level of interest in and influence over the Action Plan’s outcomes: • Primary Stakeholders (High Interest and Influence): They include the MLPSFSP and other min- istries involved in the delivery of social services, along with service providers (including both natural persons and legal persons from the public and nonprofit sectors), and local and regional government units responsible for implementing specific measures of the Action Plan. • Secondary Stakeholders (High Interest, Low Influence): They comprise NGOs working in social service delivery, volunteering organizations, and advocacy groups dedicated to the welfare of service beneficiaries. • Secondary Stakeholders (Low Interest, High Influence): They encompass national develop- ment agencies, academic institutions, and media outlets that, while not directly involved, can play an important role in supporting and raising awareness of the objectives of the Action Plan. • Other Stakeholders (Low Interest and Influence): They include the general public and local businesses, whose awareness and support can foster an environment conducive to the develop- ment of social services. Table 1: Mapping of AP stakeholders based level of interest and influence HIGH SECONDARY STAKEHOLDERS PRIMARY (KEY) STAKEHOLDERS (high influence, low interest) (High influence, high interest) Faculty of Law - Social Work Study Center- Ministry of Labor, Pension System, Family and University of Zagreb Social Policy National Council for the Development of Ministry of Regional Development and Funds of Volunteering the EU National Council for Social Policies City of Zagreb, City Office for Social Protection and Development Persons with Disabilities LEVEL OF POWER / INFLUENCE Media outlets specialized in social issues Croatian Association of Counties Croatian Institute for Social Work and its regional offices Stakeholders with low influence and SECONDARY STAKEHOLDERS low interest (low influence, high interest) General public Social services providers Local businesses and other employers Foster families Educational institutions (beyond Family center those included among secondary Licensed education providers stakeholders) Licensed supervisors Volunteering organizations (both public bodies and NGOs) People’s Ombudsman Office Croatian Employers’ Association LOW LOW LEVEL OF INTEREST HIGH 3 4. STAKEHOLDER ENGAGEMENT STRATEGY This section outlines targeted approaches for engaging distinct stakeholder groups, based on their level of interest and influence. The proposed approaches emphasize a collaborative and inclusive mind- set, aiming to ensure that the Action Plan meets its objectives as well as evolving societal needs. ENGAGING PRIMARY STAKEHOLDERS Primary stakeholders are essential to the successful formulation, execution, and oversight of the Action Plan. Strategies to engage them include: • Working Group Participation: Ensure that primary stakeholders are actively involved in the Working Group, so that the Action Plan can draw directly on their expertise and insight. Define clear roles, and rely on structured meetings, inclusive decision-making, thematic workshops, doc- ument collaboration tools, and feedback mechanisms for comprehensive input. • Strategic Involvement in Advisory Bodies: Facilitate the participation of primary stakehold- ers in advisory bodies and joint task forces, to align the Action Plan with national priorities and devise a coordinated response to challenges in the development of social services. • Resource and Capacity Building: Roll out training and resource allocation sessions, to equip pri- mary stakeholders with tools and knowledge to implement the Action Plan effectively. ENGAGING SECONDARY STAKEHOLDERS Secondary stakeholders can provide essential support and insights to the Action Plan. Their engagement will be achieved through: • E-Consultations and Surveys: Encourage broad participation in e-consultations and conduct surveys to collect diverse perspectives, ensuring that engagement platforms are accessible to stakeholders directly affected by changes in social services policy. • Workshops and Public Meetings: Organize focused workshops and regional public meetings to facilitate in-depth discussions and gather feedback, expanding the reach of stakeholder engagement. • Public Calls for Participation: Issue public calls inviting secondary stakeholders to participate in the Working Group, to ensure input from a highly representative cross-section of interests and expertise. INFORMING OTHER STAKEHOLDERS Certain stakeholders, such as the general public and local businesses, may support the Action Plan’s objectives despite having limited direct interest and influence. Enabling them to contribute entails: • Awareness-Raising Activities: Plan informational campaigns and updates to keep stakeholders informed on the Action Plan’s goals, progress, and opportunities for engagement, fostering a sup- portive environment for its implementation. 4 STAKEHOLDER ENGAGEMENT PLAN 4. STAKEHOLDER ENGAGEMENT STRATEGY Table 2: Overview of Stakeholder Engagement Levels and Methods Stakeholder Group Level of Involvement Engagement Methods Primary Stakeholders (Ministries, Local Partnership, Dialogue Working Group, Advisory Bodies, Policy Governments, Service Providers) Workshops, Resource Allocation Sessions Secondary Stakeholders (CSOs, Dialogue, Consultation E-Consultations, Surveys, Public Meetings, Educational Institutions, People’s Workshops Ombudsman Office) Other Stakeholders (Public, Businesses, Information Informational Campaigns, Updates, Media) Awareness Activities 5 5. TIMELINE OF STAKEHOLDER ENGAGEMENT ACTIVITIES The development and implementation of the Action Plan 2025-2027 require a strategically phased approach to stakeholder engagement. The timeline below outlines the key stages of such engagement, aiming to incorporate diverse insights and foster successful outcomes. PHASE I: INITIAL PLANNING AND RESOURCE ALLOCATION • Integrate the Action Plan into the Ministry’s Annual Plan of Public Consultations, securing essen- tial human and financial resources. This foundational phase sets the stage for structured and well-supported stakeholder engagement activities. PHASE II: COLLABORATIVE DRAFTING AND PRELIMINARY CONSULTATIONS • Launch a public call to form the Working Group, aiming for a mix of representatives of govern- ment bodies, civil society, service providers, and affected communities. Begin early engagement through targeted consultations and surveys, to understand specific needs related to social ser- vice development. PHASE III: BROAD STAKEHOLDER ENGAGEMENT ON THE DRAFT ACTION PLAN • Extend the reach of the engagement via online consultations, workshops, and regional sessions, inviting extensive feedback on the draft Action Plan. Conclude this phase with advisory body dis- cussions, finalizing the Action Plan for governmental adoption, and disseminating the adopted version to stakeholders. PHASE IV: IMPLEMENTATION MONITORING AND FEEDBACK • The Working Group will remain active to monitoring the Action Plan’s execution, supported by periodic evaluations and stakeholder discussions on implementation. An online platform for transparent monitoring and reporting will be developed, engaging stakeholders in a continuous feedback loop. Table 3: Timeline of stakeholder engagement activities Activity Description Timeframe Inclusion in Ministry’s Secure resources within the Ministry’s annual planning process for Q3 2024 Annual Plan stakeholder engagement. Launch Call for Working Form a diverse Working Group through a public call. Q3 2024 Group Preliminary Stakeholder Initiate early consultations and surveys to gather insights on social Q3-Q4 2024 Consultations service needs. Open Online Expand stakeholder engagement through digital platforms for broad Q4 2024 Consultations feedback collection. Regional Sessions and Facilitate in-depth thematic discussions in various regions for Q4 2024 Workshops targeted feedback. Draft Action Plan Review and finalize the draft with advisory bodies before Q1 2025 Review and Finalization government adoption. Implementation Oversee the Action Plan’s implementation with ongoing evaluations 2025-2027 Monitoring and stakeholder feedback. Thematic Stakeholder Maintain dialogue on specific measures, to ensure that they address As needed Discussions the targeted needs effectively. 2025-2027 6 6. COLLECTING RESPONSES AND PREPARING CONSULTATION REPORTS The collection of responses and subsequent preparation of consultation reports are crucial to the inclusivity and effectiveness of the engagement strategy. These phases should help capture the nuanced views and suggestions of stakeholders, from service providers to beneficiaries. Each step, as outlined below, aims to foster an environment in which contributions from all parties coalesce into a comprehensive and impactful Action Plan. Table 4: Engagement Activities, Collection Methods, and Report Preparation Engagement Activity Collection Method Report Preparation Preliminary Online surveys and e-consultations Synthesize responses to underscore critical Consultation to gather initial insights on social areas for social services enhancement, along services needs and challenges. with other key findings and participation metrics. Working Group Documented discussions capturing Compile detailed summaries of discussions, Discussions deliberations, decisions, and reflecting the varied expertise shaping the contributions from external experts. Action Plan. Open Online Feedback collected via e-consultation Analyze and categorize gathered comments, Consultations platforms, focusing on structured ensuring the report accurately depicts submissions for actionable insights. stakeholder concerns and constructive suggestions. Regional Consultative Facilitated discussions and written Compile minutes from discussions, key Sessions submissions, ensuring accessibility observations, and diverse viewpoints, and broad representation. supplemented by attendance data. PREPARING THE FINAL CONSULTATION REPORT A collaborative effort by the Working Group, Ministry staff, and external consultants will ensure the final report’s depth and breadth. The report will include: • Introduction: Outline the consultation’s goals, methods, and timeline, emphasizing the focus on enhancing social services. • Methodology Summary: Detail the methods and platforms used for collecting stakeholder inputs. • Analysis of Inputs: Offer a thematic analysis of feedback from all consultation channels, high- lighting areas of consensus, innovative suggestions, and differences in perspective. • Working Group Insights: Share reflections from the Working Group on how stakeholder feed- back informed the Action Plan’s revisions, or the rationale for not incorporating certain feedback. • Stakeholder Feedback Summary: Present a comprehensive overview of the feedback received and its integration into the finalized Action Plan, to illustrate the plan’s responsiveness and stake- holder-centric development. • Conclusion and Next Steps: Conclude with acknowledgments of stakeholder participation and outline subsequent phases in the Action Plan’s implementation and monitoring, reiterating the commitment to ongoing stakeholder engagement. 7 7. ALLOCATION OF RESOURCES AND RESPONSIBILITIES The implementation of the Stakeholder Engagement Plan relies on a careful allocation of resources and responsibilities. This foundation is critical for the effective execution of planned activ- ities and the achievement of the Action Plan’s goals. Below is an overview of the human, financial, and technical resources required, and the relevant allocation of responsibilities within the MLPSFSP. HUMAN RESOURCES • Dedicated Staff Member(s): Assign one or more full-time members of the Ministry’s staff to lead stakeholder engagement activities. Employees of the Service for the Prevention of Poverty and Social Exclusion, Humanitarian Aid and Volunteering in the Social Policy Development Sector of the Ministry will be in charge of coordinating work among employees, managing communication channels and conducting consultations during the creation and monitoring of the implementa- tion of the Action Plan. • Working Group Members: Establish the Working Group through a public call, ensuring it comprises a diverse mix of Ministry officials, experts in social services, representatives of civil society organiza- tions that deliver social services, and members of communities affected by social services issues. • Technical Support Team: Secure support from the IT department for the setup and maintenance of e-consultation platforms and an online monitoring system, ensuring that such are platforms are accessible and user-friendly. FINANCIAL RESOURCES • Consultation and Engagement Activities: Define a budget for online consultations, regional sessions, workshops, and thematic discussions, including costs related to venues, and accommo- dations and travel allowances for stakeholders. • Technical Infrastructure: Designate funds for the development or improvement of e-consulta- tion platforms and online monitoring tools, focusing on user-friendly and accessible features. • Promotional Materials: Invest in the creation and dissemination of promotional materials through a variety of channels, to boost participation in and awareness of the consultation process. TECHNICAL TOOLS • E-Consultation and Monitoring Platforms: Enhance or develop e-consultation platforms and a dedi- cated online platform for monitoring and feedback, ensuring straightforward access for stakeholders. • Communication Tools: Deploy a range of communication tools, such as email, social media, and the Ministry’s website, to effectively reach and engage a broad audience. RESPONSIBILITIES • Overall Coordination: The dedicated staff members will oversee the coordination of stakeholder engagement activities, working closely with the Working Group, technical support staff, and external partners for smooth and efficient implementation of planned activities. 8 STAKEHOLDER ENGAGEMENT PLAN 7. ALLOCATION OF RESOURCES AND RESPONSIBILITIES • Oversight by Working Group: The Working Group will be responsible for developing content, providing insight during consultations, reviewing feedback, and contributing to reports, while reflecting a broad spectrum of perspectives. • Technical and Logistical Support: The technical support team and administrative staff will ensure the efficient running of consultation activities, from technological arrangements to event logistics. Table 5: Activities and Required Resources Activity Resources Required Preliminary Consultation (Call for Online platform access, dedicated staff for analysis, promotional Evidence) communication tools Launch and Establishment of Recruitment processes, facilitation resources, meeting platforms (physical Working Group or virtual) Open Online Consultations E-consultation platform, technical support for accessibility, promotional materials Regional Consultative Sessions Venues, travel allowances, recording equipment, accessibility requirements, facilitation resources, external interpretation as needed Advisory Body Discussions Meeting spaces, documentation tools, facilitation resources, recording equipment Thematic Stakeholder Discussions Specialized facilitators, venues, online platforms for wider reach, accessibility requirements for disabled persons Online Platform for Monitoring Development/maintenance of monitoring platforms, IT support, accessibility testing 9 8. MONITORING THE EFFECTIVENESS OF STAKEHOLDER ENGAGEMENT ACTIVITIES A well-defined monitoring framework is essential to the success of the Stakeholder Engagement Plan. The components of such a framework include key performance indicators (KPIs), feedback mechanisms, regular reviews, and detailed reporting to comprehensively evaluate the effectiveness of engagement initiatives. KEY PERFORMANCE INDICATORS (KPIs) Carefully selected KPIs are vital for measuring the progress of stakeholder engagement activ- ities, as well as their quality and alignment with the Action Plan’s broader goals. The following table lists a sample of relevant KPIs, along with their success indicators and sources of verification. Table 6: Sample KPIs, success indicators, and sources of verification Sample KPI Success Indicator Sources of Verification Engagement Reach and Enhanced rates of engagement across Registration data, analytics from online Intensity all activities. platforms Stakeholder Inclusive representation of Participant lists, feedback from Representation stakeholders, spanning government engagement sessions Spectrum bodies, NGOs, service providers, and service beneficiaries. Feedback Integration The number of stakeholder comments Consultation summaries, document Level that are integrated into the Action revisions Plan (distinguishing between technical and substantial comments, as well as identical comments that are part of campaigns). Stakeholder Satisfaction High satisfaction levels among Satisfaction surveys, feedback forms Index participants. Quality of Stakeholder Substantial and actionable feedback Feedback content analysis, thematic Contributions from stakeholders. categorization Public Awareness and Noticeable shift in public awareness Pre- and post-engagement surveys, Perception Change and perceptions of needs and media analysis challenges around social services. Collaboration and Formation of new partnerships and Records of collaborative projects, Partnership Formation collaborative projects. stakeholder testimonials Engagement Process Adherence to the engagement Project schedules, stakeholder feedback Timeliness timeline. Ongoing Stakeholder Sustained engagement activities after Records of follow-up activities, ongoing Engagement initial consultations. engagement metrics FEEDBACK MECHANISMS • Surveys: Conduct surveys after engagement activities, to capture stakeholders’ experiences and their perceptions of the engagement’s impact. • Open Forums: Establish open forums on engagement platforms for stakeholders to share feed- back and continue discussions. 10 STAKEHOLDER ENGAGEMENT PLAN 8. MONITORING THE EFFECTIVENESS OF STAKEHOLDER ENGAGEMENT ACTIVITIES REGULAR REVIEWS • Periodic Evaluations: Perform assessments within the Working Group and with Ministry staff, to gauge progress against KPIs and assess stakeholder feedback. • Strategic Oversight: Incorporate stakeholder engagement reviews into advisory body meetings. REPORTING • Comprehensive Reporting: Produce and share reports summarizing stakeholder activities, sat- isfaction levels, and the impact of feedback on the Action Plan. • Strategy Refinement: Use such reports to refine the engagement strategy and enhance the effectiveness of future activities. EXTENDED RESPONSIBILITIES OF THE WORKING GROUP AND PARTICIPATORY MONITORING The Working Group’s role will extend to monitoring the implementation of engagement activities. Advisory bodies will provide insights to enhance engagement quality, and post-discussion surveys will identify areas for improvement in subsequent consultations. Finally, a dedicated online platform will support participatory monitoring by stakeholders, ensuring transparent and inclusive tracking of the Action Plan’s progress. 11 Croatia Country Office Radnička cesta 80/IX +385 1 2357 222 www.worldbank.org/croatia