July 2008 1 Tunisia Resilience and Community Empowerment Activity TRACE Quarterly Report First Quarter – OCTOBER 1 st to DECEMBER 31 st , 2018 Submission Date: February 4 th , 2019 Agreement Number: 72066418CA00001 Activity Start Date and End Date: SEPTEMBER 1 st , 2018 to AUGUST 31 st , 2023 AOR Name: Hind Houas Submitted by: Nadia Alami, Chief of Party FHI360 Tanit Business Center, Ave de la Fleurs de Lys, Lac 2 1053 Tunis, Tunisia Tel: (+216) 58 52 56 20 Email: [email protected]This document was produced for review by the United States Agency for International Development.
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July 2008 1
Tunisia Resilience and Community Empowerment Activity TRACE
Quarterly Report First Quarter – OCTOBER 1st to DECEMBER 31st, 2018
Submission Date: February 4th, 2019
Agreement Number: 72066418CA00001
Activity Start Date and End Date: SEPTEMBER 1st, 2018 to AUGUST 31st, 2023
AOR Name: Hind Houas
Submitted by: Nadia Alami, Chief of Party
FHI360
Tanit Business Center, Ave de la Fleurs de Lys, Lac 2 1053 Tunis, Tunisia
5. Implementation Status ...................................................................................... 3 Objective 1: Community resilience is strengthened............................................................................... 3 Objective 2: Community vulnerabilities are mitigated ......................................................................... 10 Objective 3: Capacity of Tunisian partners to sustain and replicate the model is strengthened11
Tunisia Resilience and Community Empowerment (TRACE), now known as Ma3an (Together in Arabic)
Activity Start Date and End Date: September 1st, 2018 – August 31st, 2023
Name of Prime Implementing Partner:
FHI360
Agreement Number:
72066418CA00001
Name of Subcontractors/Subawardees:
Search for Common Ground and IREX
Major Counterpart Organizations
/
Geographic Coverage
(cities and or countries)
Over the project implementation period (five years), Ma3an will cover 32 communities. In year one, 17 communities have been identified in 10 Governorates. They are:
Governorate Communities
Jendouba Fernana - Ghardimaou
Kairouan Kairouan North - Nasrallah
Siliana Rouhia – El Aroussa
Sousse Hay Erriadh - Sidi Abdelhamid
Tunis Hrairia - Sijoumi
Zaghouan Zaghouan Center - Nadhour
Sustainability activities will cover Sharekna communities in:
El Kef Kef city
Ariana Ettadhamen
Manouba Douar Hicher
Sidi Bouzid Sidi Bouzid center - Souk Jedid
Reporting Period: October 1st – December 31st, 2018
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ACRONYMS AND ABBREVIATIONS
AO Agreement Officer
AAR After Action Review
AOR Agreement Officer’s Representative
B4H
Battle for Humanity
CC Coordination Committee
CLA Collaborating, Learning, and Adapting
CRC Community Resilience Committee
COP Chief of Party
CSO Civil Society Organization
CYM Community Youth Mapping
DCOP Deputy Chief of Party
DH Douar Hicher
DM&E Design, Monitoring & Evaluation
CDF Community Development Fund
CSAP Collaborative Stakeholders Action Planning
CONECT Confédération des Entreprises Citoyennes de Tunisie
CYM Community Youth Mapping
GOT Government of Tunisia
IACE L'Institut Arabe des Chefs d'Entreprises
JSF Jeunesse Sans Frontières
L2D Learn to Discern
LOA Letter of Agreement
MEL Monitoring, Evaluation and Learning
MOE Ministry of Education
MOYS Ministry of Youth and Sports
PYD Positive Youth Development
RFA Request for applicants
STTA Short Term Technical Assistance
Search Search for Common Ground
SW Sustainability Workshop
TOR Terms of Reference
TRACE Tunisia Resilience and Community Empowerment
USAID U.S. Agency for International Development
VE Violent extremism
WSR Whole System in the Room
2. PROJECT DESCRIPTION/INTRODUCTION
The Tunisia Resilience and Community Empowerment Activity, known as Ma3an (Together in Arabic), is a five-year, $48,552,142 project funded by the United States Agency for International Development (USAID). The project’s implementation period is from September 1, 2018 until August 31, 2023. The goal for the project is to increase the capacity of communities to withstand political, social, and economic stresses and shocks. FHI 360 is the prime implementer for the project, with core sub-partners Search for Common Ground (Search) and IREX, and local partners Jeunesse Sans Frontières (JSF), Institut Arabe des Chefs d’Entreprises (IACE), and the Confederation des Entreprises Citoyennes de Tunisie (CONECT). Ma3an will spur over 30 of Tunisia’s most vulnerable communities to action and generate sustainable resources for development in areas that are vulnerable to instability and violent extremism (VE). With the goal of increasing the capacity of communities to withstand political, social, and economic stresses and shocks, Ma3an will provide communities, including youth, civil society, government, and private sector stakeholders, with the tools and resources needed to operationalize sustainable development. Together with USAID- Tunisia’s programs in accountability, decentralization, and youth entrepreneurship (TADAEEM and Mashrou3i), Ma3an will consolidate democratic progress while fostering social cohesion and self-reliance.
Ma3an is articulated around three objectives and its development hypothesis is designed to directly connect to USAID-Tunisia’s Country Development Cooperation Strategy (CDCS) Development Objective (DO) 2 and Intermediate Result (IR) 2.2, “Increased capacity of communities to withstand political, social, and economic stresses and shocks.”
Ma3an team believes that … IF community actors are engaged in and empowered with approaches and skills to collectively identify and collaborate to address community-specific vulnerabilities, THEN they will be better equipped to catalyze and harness public and private sector resources available to them and THAT will lead to their communities being more socially cohesive and resilient to political, social, and economic stresses1 and shocks.
3. SUMMARY OF RESULTS TO DATE
Ma3an startup phase was quick and efficient. Thanks to the FHI 360 presence in-country that paved the way for quick turnaround in all aspects of operations, logistics and finance. The Chief of Party (COP) arrived in Tunis a few days after the award signing along with the FHI 360 startup team comprised of Startup Lead, human resources partner, the Finance and Administrative Lead, and the Monitoring, Evaluation and Learning (MEL) Advisor. The first two months were focused on the hiring process that included the transition of Sharekna staff, identification of new office space, coordination with FHI 360’s lawyer in country to ensure all legal documents are updated. On the technical side, Ma3an, previously known as Tunisia Resilience and Community Empowerment (TRACE), held several coordination and discussion meetings with USAID, IREX, Search and local partners Connect, JSF and IACE, for introductions and to brainstorm on key technical components to ensure coordination and in preparation for the development of the workplan. In parallel, the Ma3an team and USAID held 36 meetings with Tunisian government officials and other international donors (EU, GIZ, World Bank, etc.) for introductions and coordination. Ma3an began the coordination of a Memorandum of Intent (MOI) with the Presidency of the Government to ensure cooperation and support as this will facilitate Ma3an to work and coordinate with more than one ministry on various project components. Ma3an visits with officials from the Ministry of Youth, Ministry of Education, and Ministry of Women also laid the ground for future cooperation. Several coordination and lessons sharing meetings with the Sharekna team were instrumental in capturing the full depth of Sharekna’s activities and results, which Ma3an will build upon and make sustainable. Ma3an’s administration and finance team, with support from the FHI 360 home office, focused on putting systems in place to ensure compliance and financial accountability. Given the size of the project, it was necessary that in-country operations and financial manuals be updated, and new staff be trained on FHI 360 systems ranging from grants to procurement of goods and services. This also included applying for and acquiring a tax-free exemption for the project, in an exceptionally short period of time. During the first three months, 65 percent of Ma3an staff was on board; working towards a target of 95 percent of staff hired including partners staff by the start of Q2. With the move to a new office in mid-December, Ma3an also swiftly developed and rolled out security systems that cover equipment, journey management, security assessments of office locations in Tunis and the regions and expat and local staff security briefs.
3.1 Activity Results
- Activity 1.1.1 - Developed methodology to produce youth center profiles.
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- Activity 1.1.3 - Request for applicants developed and released on FHI 360 Platform and Jamaity website in Tunisia. A communication campaign was conducted to advertise the conferences on the Ma3an Facebook page. Ma3an team organized bidders’ conferences in the6 Governorate.
- Activity 1.2.1 - Conducted research and development of Fact sheets for each of 10 Governorates of implementation of activities in Year 1. Conducted meetings in each of the governorates with officials and civil society to identify issues of concern and specific recommendations of municipalities or delegations most in need.
- Activity 1.3.2 - One sustainability workshop “Ma3an For Douar Hicher” was held in Hammamet December 21st-23rd 2018.
- Activity 1.4.2 - Held introductory meeting with Ministry of Education on November 26, 2018.
- Activity 1.4.2 - Developed in a methodology for desk review that will inform curriculum development.
- Activity 1.4.2 - Developed TORs for consultant who will develop civic engagement curriculum.
- Activity 1.4.3 - Began collecting in November-December preliminary data from MOE on the mission and organizational structure of Bureaux d’Accompagnement.
- Activity 1.4.4 - Started developing in October the design of the Battle for Humanity (B4H) game.
- Activity 2.1.1 - Developed draft TORs and desk review of Vulnerability Scan Methodology and shared them with relevant Search global STTA team at the end of December for first internal review.
4. ACTIVITY IMPLEMENTATION PROGRESS
4.1 Progress Narrative Administration and Finance Despite the understaffing of the operations and finance team during most of this reporting period, bi-weekly and monthly deliverables, such as workbook, Labor allocation, cash request, SMAC, Balance sheet reconciliation, and tax and social declarations, were delivered on time. As FHI 360 transitioned signatory power from Sharekna Manager to the Ma3an Chief of Party (COP), Ma3an SMT ensured vouchers, checks and transfers and invoices’ payments were made in timely fashion. Procuring laptops and printers largely dependent on availability in Tunisia but were mostly made on time.
Once the Security Coordinator was on board, he prepared an Emergency Action Plan and a security Action Plan as well as weekly Security briefings to all staff. The narrative section of the detailed security briefing will be analyzed by the MEL team to provide bi-annual context reports. The Operations manual is due for review early in Q2. HR division was able to pay the salaries on time thanks to the collaboration with an external accountant. Moreover, all the details of the quarterly salaries were prepared on time and the affiliations files were issued for the employees who didn’t have social security numbers. Grants Manual Starting October 2018, Ma3an’s Grants Manager developed, with the support of an experienced FHI 360’s senior technical advisor with years of experience developing grants manuals for FHI 360 programs across the globe. The Ma3an Grants manual includes detailed information on: grants mechanisms, roles and responsibilities, grants packages, grant monitoring, grant modifications, coordinating information on performance until close-out. The Ma3an Grants Manual submitted to USAID for review and approval on November 4th, 2018, is to facilitate understanding of grants processes by the Ma3an team and its grantees.
Community Selection In addition to Sharekna’s five communities in the Governorates of Ariana, Kef, Manouba and Sidi Bouzid, during this reporting period, Ma3an conducted a desk analysis to identify the communities of intervention for year 1. 12 communities in 6 additional governorates were chosen, namely: Jendouba, Kairouan, Siliana, Sousse, Tunis and Zaghouan. A fact sheet was developed for each Governorate (see Kairouan sample), which includes a short narrative to explain “why focus on the Governorate”, a list of potential local partners, presence of the TADAEEM and Mashrou3i projects, Youth Center support from GIZ, and youth vulnerability data based on proxy indicators. Communication assets The Monitoring, Evaluation and Learning team which spearheads Communications made progress in delivering essential communication assets to support start-up. These included: designing Ma3an Logo, a one-pager explaining Ma3an, set-up and launched a Facebook page that coincided with the bidders’ conferences. Given delays in hiring an experienced Communication Specialist, the Communication Strategy has been delayed and will be reported on in Q2.
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Search Over the period October-December 2018, Search started working on the Ma3an project based on Letters of Authorization (LOAs) between FHI 360 and Search, which allowed to charge costs while defining the details of their subaward agreement. In this period, Search focused on the recruitment of staff. In parallel, Search established a provisional management structure that led Search’s internal start-up of the project by leading recruitment and induction, developing Search’s Scope of Work (SOW) and internal coordination mechanisms, and designing its activities. In close collaboration with FHI 360 and Search’s wider team, the Year 1 workplan was developed and outputs and timeline for implementation established.
5. IMPLEMENTATION STATUS
Objective 1: Community resilience is strengthened
RESULT: 1.1 COMMUNITY MEMBERS, IN PARTICULAR MARGINALIZED GROUPS, DEMONSTRATE AN
ENHANCED LEVEL OF ENGAGEMENT, TRUST, AND AGENCY Activity 1.1.1: Implement quick-start activities with the Ministry of Youth and Sports (MOYS) Achievements:
• Discussions with the presidency of the government for the signature of an MOI, confirmed to happen in January 2019 to facilitate collaboration with the Ministry of Youth and Sports (MoYS).
• Discussions with MoYS on approaches and needs of Youth Centers and opportunities for linking Ma3an Quick Start activities to MoYS plans.
• Developed methodology to produce youth center profiles in new communities. Progress: To identify potential areas of engagement for quick-start activities under Ma3an in Year 1 target communities, Search developed in December in collaboration with the Ma3an team a methodology to produce youth center profiles. The methodology foresees the collection of both quantitative and qualitative data on youth centers in each Year 1 Ma3an community, including key contact information, number of youth engaged in the center’s activities, activities and clubs being implemented, equipment and facilities available, community and youth satisfaction with the centers’ offer, and other data. The youth center profiling exercise would begin in January 2019 once USAID approves the Year 1 target communities. Activity 1.1.2: Make Rapid Response Fund grants available Achievements: None to report
Progress: In agreement with USAID Ma3an will unlikely use the rapid response funds in Year 1; if the need arises, Ma3an will develop in collaboration with USAID an approach and criteria of use and mechanisms for fund disbursements (for e.g. grants, contract, procurement etc.).
Activity 1.1.3: Select up to 12 local partners to cover new communities in Jendouba, Kairouan, Siliana, Sousse, Tunis and Zaghouan Achievements:
• Request for applicants developed and released on FHI 360 Platform and Jamaity website in Tunisia.
• A communication campaign was conducted to advertise the conferences on the Ma3an Facebook page.
• Ma3an team organized bidders conferences in the6 governorates (more details available at the stakeholder participation and involvement section of this report).
Progress:
The Request for Applications (RFA) for CSO implementing partners was launched on December 10th, 2018 with a deadline for submission of January 3rd, 2019. In early January 2019, Ma3an reviewed the submitted applications for completeness and eligibility and followed up with applicants on unclear or missing information during the same period through a specially created e-email [email protected].
As part of the preparation phase, Ma3an created three selection committees organized around the three Regional Offices, each focusing on four communities in two Governorates. Committee members include: the Regional Program Manager, one technical team member and one grants team member chaired by a senior manager and a note taker. Each committee member read the eligible applications and individually scored each application on a central evaluation matrix that mirrored the evaluation criteria presented in the RFA (see box below) . Committees will sit and review eligible applications in early January 2019.
Eligibility Criteria ✓ Organization is legally
registered not-for-profit and is operational in Tunisia
✓ Organization is currently present in the selected governorate and/or can demonstrate its ability to operate and launch activities starting March 2019.
Activity 1.1.4. Engage 360 marginalized youth in CYM Achievements: None to report. Progress: Ma3an’s technical team attended sessions to understand and exchange lessons learned on CYM methodology with Sharekna staff. This has informed the implementing partners’ RFA process and improvements to the CYM manual. For example, VE questions were removed from the CYM questionnaires as the youth mappers under Sharekna reported that they were difficult to administer and created tensions as respondents did not feel comfortable answering them, and sometime even jeopardized the hard-earned trust that the Youth Mappers had established with respondents. Activity 1.1.5. Ensure 4,200 users become members of a Ma3an Community Facebook group that will advertise youth resources and opportunities for community engagement Achievements: None to report. Progress: Discussions were initiated with Sharekna staff to capture lessons learned of running Facebook Groups. These lessons learned are informing the design of a Ma3an Youth Facebook group, which will be a platform for all youth engaged through the gamut of Ma3an activities, conducted in all target communities (Youth Mappers, CYM respondents, Mentors, Mentees, Battle for Humanity players etc.)
Evaluation Criteria ✓ Experience and demonstrated ability to reach a diverse group of
youth and work directly with and/or engage youth to implement activities (25%);
✓ Established reputation as a neutral and credible partner among all groups of stakeholders (youth, government, private sector, and civil society) who will be engaged in this project and demonstrated capacity to cooperate with other local stakeholders, including other civil society groups (20%)
✓ Demonstrated ability and experience in program, financial and operational management to effectively coordinate activities; demonstrated linkages between how experience will support the management of Ma3an activities (20%);
✓ Quality of proposed personnel and effectiveness and efficiency of proposed management structure (15%);
✓ Experience and demonstrable track record in promoting gender equality and inclusion of diverse groups, including minorities and people with disabilities (10%);
✓ Proposed Cost represents the best value, and all costs included in it are allocable to this activity, reasonable and allowable under USAID rules and regulations and Previous experience in managing a budget of a similar size (10%).
RESULT: 1.2. INCLUSIVE COMMUNITY GROUPS ARE MOBILIZED TO DEVELOP TAILORED RESPONSES
TO SPECIFIC COMMUNITY VULNERABILITIES, SPECIFICALLY DRIVERS OF EXTREMISM AND INSTABILITY
Activity 1.2.1. Convene community-led groups for 12 communities to develop tailored responses to identified stresses. Achievements:
• Conducted research and development of Fact sheets for each of 10 Governorates of implementation of activities in Year 1.
• Conducted meetings in each of the governorates with officials and civil society to identify issues of concern and specific recommendations of municipalities or delegations most in need.
Progress: Ma3an is expecting confirmation on the 12 communities of Year 1, early in Quarter 2. In preparation Ma3an’s technical team attended sessions to understand and exchange lessons learned on the CSAP, with Sharekna staff.
RESULTS 1.3. IMPLEMENTATION OF COMMUNITY-DEVELOPED STRATEGIC PLANS TO ADDRESS
COMMUNITY IDENTIFIED CHALLENGES AND ISSUES Activity 1.3.2. Sustainability Workshops held, and Sustainability Plans produced in five Sharekna communities Achievements:
• One sustainability workshop “Ma3an For Douar Hicher” was held in Hammamet December 21st-23rd 2018.
The first sustainability workshop successfully achieved its main 5 objectives by collaboratively mobilizing and including participants from the private, the public sectors, local authority and civil society to build a common understanding of sustainability, identify the gaps impeding a sustainable implementation of youth led activities and suggested solutions that can help overcome these gaps. The workshop sessions were enriched by the interventions of guest speakers who shared their success stories and informed the remaining sessions which were planned to identify the extent to which the present stakeholders can collaborate and engage to sustain the local resilience activities, In fact, the ways of engagement identified came under 3 capacities; volunteer mobilization from local CSOs, consultancy and expertise sharing from the private sector, service provision and administrative coordination from the local authority and the public sector. In line with the common understanding, the sustainability chart was drafted, and it certified the commitment of the stakeholders to actively engage in community led development of Douar Hicher.
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To concretize the solutions, a 5 community members’ coordination committee was formed to lead on the selection of the CRC members whom in their turn will take the lead in producing and implementing the sustainability plan based on the outputs of the workshop and the needs of the community. In terms of structure, the CRC is to ensure the equal participation and empowerment of youth and women by building
their capacities and have their voices heard in the decision-making process and the flexibility to include any citizen who wants to assist the committee. Although the SW of Douar Hicher was a pilot to test the model, its design allowed room for improvement and to explore all possible practices to inform the SWs of the remaining Sharekna or Ma3an communities in the coming years.
Progress: The Sustainability plan of DH will be finalized in Q2 after the final selection of the CRC late January 2019.
RESULT: 1.4. ENHANCED COMMUNITY RESOURCES, SERVICES, AND SUPPORT Activity 1.4.1. Engage youth mentor network to provide marginalized youth with peer support in 5 Sharekna communities Achievements: None to report. Progress: Revision of Project Performance
• Due to a delay in the launch of operations caused by a delay in pre-award disbursement to
IREX, with the full sub-grant disbursement completed on November 30, 2018, IREX had to
revise the project implementation.
Staff Recruitment and Team Building
• In anticipation of the time it would take to hire with IREX receiving the funds to operate in mid-October, IREX leveraged partial time from five HQ and Tunis based staff members to launch activity design while working to hire the full-time team.
• Recruit and onboard the Ma3an Youth Leadership Advisor to manage the process of selecting, training and supporting Youth Leaders.
• Recruit to hire the Ma3an Program Officer for Economic Opportunities and the Youth Program Coordinator to support the implementation of Activity 1.4.1. and related sub-components under Activity 1.4.4.
• Within one month of receipt of the full subaward and by the end of the reporting quarter, IREX had made offers to two of three candidates and was waiting only for references for a candidate for the third role. The candidate for the senior role of Youth Leadership Advisor accepted the position before the end of the first quarter, to join at the start of the second quarter.
DH Coordination Committee
Daysem Belkhiria: Public sector Meriem Ghouili: Local authority Tarek Bahrouni: Private sector Abd Jalil Mostghanmi: Civil society Mohamed Ali Mnasria: Civil society
Design and Implementation of Components Design and develop application materials to recruit the first 10 Youth Leaders for the five Sharekna communities of Douar Hicher (Manouba), Ettadhamen (Ariana), Souk Jedid (Sidi Bouzid), Sidi Bouzid Center (Sidi Bouzid), Kef (Kef)
• Design the selection process and supporting materials including selection criteria and rubric for the assessment and selection of Youth Leaders.
• Design the announcement materials for the Youth Leader recruitment process including the weblinks to be shared on the Ma3an Facebook page and with IREX’s networks of trained youth, to recruit a wide audience of qualified Tunisian youth including youth from U.S. exchange program alumni networks, Sharekna community youth mapper groups, and more as potential Youth Leaders.
• Begin design of template materials, determine training approaches, identify curriculum
adaptation needs and curate materials needed as preparation to develop the Training for
Trainers (TOT) materials for Youth Leaders in Q2 including:
o The storytelling training materials to develop the capability of Youth Leaders to
implement storytelling events that provide a space for youth to share their stories
and create connections with each other.
o The Youth Essential Skills Training to develop the soft skills and mentorship training
resources to equip them with the approaches and tools to be capable and strong
mentors.
o Learn to Discern “L2D” Training materials to develop the capability of Youth Leaders
to conduct trainings for marginalized youth on media consumption and literacy.
o Guidance to Youth Leaders about Monitoring, Evaluation and Learning and their
planning and reporting expectations
• Create the preliminary overarching theory of change for the Monitoring, Evaluation and
Learning approach of Activity 1.4.1. and the related subcomponents under Activity 1.4.4.
Activity 1.4.2. Engage teachers and school administrators to provide meaningful opportunities for youth
Achievements:
• Held introductory meeting with Ministry of Education on November 26, 2018.
• Developed in December methodology for desk review that will inform curriculum development.
• Developed in December TORs for consultant who will develop civic engagement curriculum.
Progress: On November 26, 2018, the Ma3an senior management, the School-based Youth Engagement Advisor and USAID representatives met with the Ministry of Education (MOE)’s official in charge of external engagement with international NGOs to present the TRACE/Ma3an program and its educational component. During this meeting, the MOE official expressed the ministry’s interest and welcomed the initiative as it holds common objectives in terms of strengthening the civic engagement curriculum currently in use in the Tunisian educational system. On top of the positive feedback received, the official asked how the MOE can contribute
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to the implementation of the educational component of the TRACE/Ma3an program. In December 2018, the Search team developed the methodology for a desk review that will be conducted by the Search DM&E team and the Ma3an school engagement team starting in January. This desk review will allow to collect data from different reliable sources on civic education in Tunisia and other countries. It will provide an analytical overview of interventions and programs implemented in Tunisia and other countries in the field of civic education within the formal and non-formal sectors and the various stakeholders working in this area. Additionally, it will help to identify opportunities and challenges to civic education/engagement programming based on the Tunisian MOE’s experience in this regard. The desk review will start in January with the appointment by the Presidency of the Tunisian Government of a representative from the MOE, who will be the key point of contact for organizing interviews with senior officials from the MOE and the relevant stakeholders. In December, Search developed also the TORs for the hiring of a consultant who will lead the civic engagement curriculum development and training. The TORs were shared with and approved by the Ma3an senior management by the end of the quarter. In early January, they would be translated in French and Arabic and published on different platforms. Activity 1.4.3. Build the capacity of service providers to provide greater support for youth Achievements:
• Began collecting in November-December preliminary data from MOE on the mission and organizational structure of Bureaux d’Accompagnement.
Progress: As part of its SOW, Search will build the capacity of the Bureaux d’Accompagnement, a recently established service provider that aims to provide greater support for at-risk youth. These newly integrated administrative bodies are under the supervision of the MOE and operate at a regional level. In Year 1, Search will develop a guide for Bureaux staff based on the Positive Youth Development (PYD) approach that will support staff in their engagement with at-risk youth. Search will then train Bureaux staff on the use of the guide. In this reporting period, the Ma3an School-Based Youth Engagement Advisor began collecting preliminary data about the mission and organizational structure of these regional bodies. As information about this new body is still scarce, meetings with the key MOE official responsible for the Bureaux d’Accompagnement will be organized to fully understand this service provider and identify the proper course of action accordingly. In the meantime, the MOE confirmed that the Bureaux d’Accompagnement are currently already operational only in primary schools as they represent a pilot approach. Activity 1.4.4. Provide engagement opportunities for youth that capitalize on technology and innovation Achievements:
• Started developing in October the design of the Battle for Humanity (B4H) game.
Progress: In this reporting period and specifically as part of the work conducted for the development of the Year 1 workplan, Search started developing in more detail the design of the
Battle for Humanity (B4H) game, which aims to engage Tunisian youth in real-world peacebuilding and civic engagement action as well as create a broad network of engaged youth across the Ma3an communities. Based on Search’s global experience and lessons learned with the implementation of the beta-version of the B4H smartphone app, the project team decided, in consultation with the Search global STTA expert who supports this component, to focus on a youth-led format based on social media which are popular in Tunisia (such as Facebook, Instagram and YouTube) to ensure wider reach and resonance among young Tunisians. During this process, the cross-cutting nature of the B4H activity was also highlighted; B4H has a strong potential of leveraging and connecting with all Ma3an activities, from the Community Youth Mapping, youth mentorship activities, and other media-related activities under Objective 1 to the Corporate Social Responsibility initiatives under Objective 3. The adaptation of the B4H concept into the proposed format will occur through a market research survey and creative workshops with youth that will take place in the next quarter.
IREX began efforts to identify curriculum adaptation needs for the Learn to Discern "L2D" media
and information curriculum to be contextualized in advance of training of trainers (please see
Activity 1.4.1 above). Initial outreach to Young Tunisian Coders Academy “YTCA” to discuss
anticipated onboarding activities for Q2.
Objective 2: Community vulnerabilities are mitigated
RESULT: 2.1. COMMUNITIES SPECIFIC VULNERABILITIES ARE IDENTIFIED AND REDUCED Activity 2.1.1. Support for initiatives to advance community-led strategies seeking to address vulnerabilities in Sharekna Communities Achievements:
• Developed draft TORs and desk review of Vulnerability Scan Methodology and shared them with relevant Search global STTA team for internal review.
Progress: During the period October-December 2018, the Vulnerability Scan Advisor started the process of adapting Search’s Conflict Scan methodology into a Vulnerability Scan methodology for the Ma3an program. Over the reporting period, the Vulnerability Scan Advisor and the Search DM&E Coordinator worked tightly to ensure that the adapted methodology corresponds to the specific objectives and data needs of Ma3an and is aligned with the Common Ground Approach of social research. The adaptation process resulted in a draft inception document detailing the TORs of the Scan and a desk review, which were shared at the end of December for review with two specialists of Search’s global Institutional Learning Team who are supporting the design of the Vulnerability Scan. The draft TORs describe the purpose of the Scan, its specific objectives, key issues to be tackled, data collection methods, sampling procedures, dissemination terms, and an outline of roles and responsibilities. Overall, it was emphasized that the Scan is an activity that aims at creating a
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picture of the drivers, dimensions, and effects of vulnerabilities in target communities, with the active participation of their members to create and implement mitigation measures.
The draft desk review includes two sections. The first section reviewed past studies and available data on social, economic, and political vulnerabilities experienced by most Tunisian communities in the post-revolution period with an assessment of the current trends and dynamics shaping the context of the intervention. The second section elaborated a precise definition of vulnerability after sketching the history and semantics of the concept to construct a primary framework for community-vulnerability profiling.
Objective 3: Capacity of Tunisian partners to sustain and replicate the model is strengthened
RESULT 3.1: ENHANCED KNOWLEDGE AND SKILLS OF PUBLIC AND PRIVATE SECTOR ACTORS TO
SUPPORT LOCAL RESILIENCE ACTIVITIES Activity 3.1.1: Mapping of the private sector companies with CSRs and community initiatives in Ma3an governorates
Achievements: None to report
Progress: CONECT is responsible for producing map of private sector and corporate social responsibility (CSR) initiatives occurring in 10 Ma3an target governorates. CONECT will both develop the standard mapping methodology and produce a summary of CSR efforts and other private sector initiatives that respond to community needs, foster volunteerism, sponsor community improvement efforts, provide internships, training or mentoring for youth, etc.in the 10 Ma3an governorates (Manouba, Ariana, Tunis, Kef, Sidi Bouzid, Siliana, Kairouan, Jendouba, Sousse and Zaghouan) including the 17 Ma3an communities 5 Sharekna (Douar Hicher, Ettadhamen, El Kef, Sidi Bouzid, and Souk Jedid) and 12 new Ma3an communities. The mapping report will include information related to: overall company profile, location, existing CSR initiatives and relevant activities, target beneficiaries, and perception of activities by local communities.
Activity 3.1.2. Host public-private dialogues in Sharekna and new Ma3an communities
Achievements: None to report Progress: IACE is responsible for hosting the public-private dialogues. These dialogues will address key community issues and provide a platform to engage and build the capacity of public, private sector, and civil society actors. The dialogues will be held in four Sharekna communities -Douer Hicher, Cité Ettadhamen, El Kef, and Sidi Bouzid – and three additional communities. In addition, IACE will hold three action planning/strategy sessions that bring together key stakeholders and the IACE and Ma3an teams to develop the plans for the dialogues; each session will include stakeholders from 2-3 communities. Also, IACE will consult the Chambre Nationaledes Femmes Chefs d’Entreprise (UTICA Women’s Committee), CJD
(private sector-affiliated youth leaders), Women’s Enterprise for Sustainability (WES) centers, and others.
RESULT 3.2. MOBILIZATION OF PUBLIC AND PRIVATE SECTOR RESOURCES FOR THE ESTABLISHMENT
OF COMMUNITY RESILIENCE COMMITTEES AND, WHERE APPLICABLE, LOCAL DEVELOPMENT FUNDS
Activity 3.2.1. Formalization of Community Resilience Committees (as established under Objective 1) Achievements: After the SW Ma3an for Douar Hicher, a meeting was held with the coordination committee to finalize the selection of the CRC. Also, the foundations of the sustainability plan have been laid by providing a template that would facilitate the identification of the very first actions of the plan. In addition, the technical team presented other support documents that will inform the draft of the sustainability plan like the stakeholders mapping template and the trainings template where CRC members will identify trainings necessary for capacity building. Progress: By the 31st of January, the CRC of Douar Hicher will be established following the meeting the technical team had with the coordination committee in the 22nd January, and the needs assessment report drafted. Activity 3.2.2. Design, develop, and pilot local development fund model in one Sharekna community Achievements: None to report. Progress: Since Ma3an Project will support citizen-driven “horizontal philanthropy” and increased community ownership of resiliency activities in at least one community in Tunisia through the implementation of a local development fund model, the technical team is in the process of setting the milestones of the CDF pilot model. Firstly, the literature review, the methodology, and the relevance of the CDF to the project to best fit the actual context of Tunisian communities are being identified. Secondly, in line with first phase of the process, the team is developing the scope of work of the consultant who will be in charge of adapting the CDF, the development of the training materials and the delivery of the TOT to Ma3an team, the CRC and the local expert from the selected community and the report of the training with the major takeaways.
RESULT 3.3.: INCREASED NUMBER OF SOCIAL CORPORATE RESPONSIBILITY (CSR) POLICIES AND
INITIATIVES DEVELOPED WITH COMMUNITY CONSULTATION Activity 3.3.1 Support IACE advocacy initiatives
Achievements: None to report. Progress: IACE will develop a strategy and implement a campaign to build awareness and support for Tunisia’s CSR law to increase awareness and understanding of the law and its
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implementation particularly among private sector actors, local authorities, and relevant civil society stakeholders in the 17 communities that Ma3an will engage in Year 1. Activity 3.3.2. Provide technical assistance to seven local enterprises in 5Sharekna communities and 2 Ma3an to develop and implement CSR strategies
Achievements: None to report Progress: In new Ma3an communities, CONECT will coordinate with Ma3an partner IACE on the selection of local companies to ensure that eligible companies participating in the Ma3an public-private dialogues implemented by IACE are considered CSR technical assistance. CONECT experts will provide technical support to the selected companies and work with them to develop CSR strategies.
RESULT 3.4.: INCREASED NUMBER OF VOLUNTEER HOURS DEDICATED TO SUPPORTING COMMUNITY
RESILIENCE INITIATIVES
Activity 3.4.1. Design and implement media campaigns to promote volunteerism and increase volunteer hours Achievements: This activity is planned to start in Q3. Its design will commence in Q2, as part of the Ma3an Communication Strategy and after discussions with IREX and Search, once their activities are outlined.
Progress: N/A
RESULTS 3.5.: POLICIES AND STRATEGIC PLANS DEVELOPED OR ADJUSTED TO SUPPORT
COMMUNITY RESILIENCE AND YOUTH DEVELOPMENT Activity 3.5.1. Host local youth conferences for five Sharekna communities
Achievements: None to report. Progress: As part of the process to develop the Year 1 workplan over the period October-December, Search further developed the concept of the Youth Policy Talks, which will take place in the five Sharekna communities in Year 1 between June-July 2019. These policy talks will provide youth with an opportunity for engagement with local decision-makers and will serve as a starting point for continued engagement around local issues affecting youth. Depending on vulnerabilities highlighted by the vulnerability scans, they may focus on either policy issues affecting youth and the private sector (e.g., education reform for employment readiness) or service delivery related to youth needs (e.g., resources for youth centers or support for at-risk youth). The talks will involve youth representatives, hard-to-reach youth, CSO representatives, local authorities, and other community stakeholders.
5.1 Implementation Challenges Ma3an and its partners encountered the following challenges during this reporting period:
1. Recruitment and staffing - Identifying suitable candidates for some of the Ma3an positions has proven significantly challenging. This has been the case in particular for positions like the Gender Equality and Social Inclusion (GESI) Advisor and Regional ME&L Officers, for which applicants either did not have even the minimum required skills and experience, were currently employed on other USAID projects or on detached positions from the government, or had salary expectations that exceeded significantly what we could offer (based on existing salary scales, the budget allocated, or maximum possible increase based on salary history). To address this challenge, Search and FHI 360 ensured wider spreading of the job postings through their networks and also agreed on either revising salary scales for some positions to be able to make higher offers or recruit more junior/less experienced profiles while allocating more time and resources for capacity building. 2. Leadership and coordination - Search’s coordination capacity in the first half of the quarter was affected by transitions at higher managerial levels within its Tunisia team, including the move of the DCOP from Search to FHI 360, which resulted in delays to the start-up process. This challenge was mitigated by bringing in support from Search’s MENA Regional Support Team in October and November to play a lead coordination role and by revising Level of Efforts of in-country senior staff and MENA staff to ensure greater involvement and leadership in the Search-related components of the Ma3an program. As a long-term solution, the new position of the Search-Ma3an Team Leader was created and included in the budget, and the recruitment process was initiated at the end of December. 4. Development of the Vulnerability Scan methodology - During the development of the Vulnerability Scan methodology, the Search-Ma3an team working on this component encountered some challenges related to the focus on violent extremism. Initially, the scan was conceived as a mapping of vulnerability factors and drivers of violent extremism in target communities. However, based on USAID’s request to avoid any focus on the phenomenon due to the risk of stigmatizing target communities, significant changes had to be introduced on the design of the scan. It was decided to broaden the scope of the scan to focus on vulnerabilities to social, economic, and political risks at large.
5.2 PMP Update
The development of the performance management plan will start in Quarter 2.
Despite delays in recruitment during the first quarter, the MEL Advisor focused on 1) creating a strong team, 2) the development of governorate and community profiles to identify communities of intervention, and 3) the soft testing of Learning tools such as the Ma3an 365.
MEL-Communications Team:
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• Monitoring & evaluation (M&E) Specialist who will be primarily responsible for the implementation of output monitoring activities and supporting the three Regional M&E Officers.
• Research and Learning (R&L) Specialist who will be responsible for implementing the CLA agenda and ensuring that Vulnerability Scans and other research feed into programming.
• A Technical Writer and Editor who will be responsible for producing internal and external communication products ranging from MEL Newsletter to quarterly reports.
• A Communication Specialist who will be responsible with the design of a coherent communication strategy that will help both engage participants and share the story of Ma3an through a variety of tools.
The development of the workplan and the efforts to clarify project activities and synergies among them, has helped raise awareness among the larger Ma3an team on the approach and systems we will need to put in place to measure, understand, learn and adapt Ma3an implementation to the dynamic context of Tunisia. We have also used this start-up phase to soft test some tools we will use for our learning agenda for example the Ma3an 365 daily newsletter.
Quarter 2 will start with a MEL Co-design workshop 15,16 and 17 January 2019 which will bring together all Ma3an staff and partners for a week of alignment, reflection and brainstorm. The outputs of the workshop will feed into the development of data capture and management system and outcome monitoring and evaluation. This will be done the first two weeks of February 2019 with the support of FHI 360 Technical experts in Quantitative data capture and analysis and Qualitative.
6. INTEGRATION OF CROSSCUTTING ISSUES AND USAID FORWARD PRIORITIES
6.1 Gender Equality and Female Empowerment
As we await the recruitment of the GESI Advisor, we are ensuring we aim for a 50-50 gender ratio amongst participants to workshops and in the selection processes of for e.g. Youth Leaders, to ensure female role models for youth in Ma3an communities. We are also ensuring that activities are designed and will be implemented with underlying
principles of Gender Equality and Social Inclusion. As we develop the Vulnerability Scan
methodology, we will look at markers of gender exclusion to inform both programming.
The ToTs which will be held in Q2 and Q3 for implementing partners, Youth mappers or Youth
Leaders will include guidance on using GESI (Gender Equity and Social Inclusion) approaches.
Whether they organize activities in the community and in their engagement with community
youth, they will be asked to pay attention to identifying safe spaces and accessible timings for
activities to accommodate participation by female youth and other youth with barriers to
inclusion.
6.2 Sustainability Mechanisms
Sustaining Sharekna Community Resilience Process The sustainability mechanisms which include the sustainability workshop, the CBD and the sustainability action plans might face challenges that can be posited by the socio-economic and political construct of each community especially those which have been frequently exposed to shocks. This would have an impact on the choice of the application of the local development fund which falls under the CBD and that is aimed at developing the capacities of certain key community systems to provide better services vital for sustainable development. Based on the lessons learned during the implementation of the first sustainability workshop, we are adapting and revising our workshop activities to specifically tackle the challenges the local community face to sustain local resilience activities by making it more youth centered so that all concerns are raised, and that all community systems are generating solutions to overcome these concerns. Also, to respond to the sustainability needs and the specific characteristics of each community, the sustainability workshop model is being adapted before and after each workshop to better meet these needs. The pre-workshop sessions for example before the sustainability workshop, are designed to effectively integrate the key stakeholders and active youth in the process of understanding the importance of sustainability to their communities and then to give them space to lead certain activities of the workshop.
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The CBD is also being developed to find the best practices that address these needs in terms of strategies of fund-raising that would help the community led activities to be financially autonomous and sustainable. the CBD model will try to pool the available community resources and to make a better use of them when implementing the sustainability action plans. In terms of progress, the research and the literature review of the local community development funds and the scope of work of the international CBD consultant and the national expert have been drafted and will start based on the agreement date to develop the training materials of the CBD that will be delivered to the CRC during the next quarter. The initial input in terms of challenges, solutions and ways of engagement will inform the sustainability action plans, like for Douar Hicher the input generated during the sustainability workshop will be used by the CRC with the support of the technical team in drafting and Implementing the sustainability plans. The action plans will differ from a community to another based on the input of the stakeholders during the workshop and the engagement of the CRC in developing these plans.
Youth Leaders IREX will train Youth Leaders at two points in time: an initial TOT, after their selection, and mid-way through their commitment at a Refresher TOT. The Initial TOT will focus on ensuring that the Youth Leaders will be equipped to implement their expected activities in their target communities and serve as youth mentors for peers. During the Refresher TOT, IREX will support Youth Leaders to gain skills and resources to train other youth on the principles of coaching and mentorship so that they can further share their knowledge with youth in the communities. Youth Leaders will also be encouraged to work more closely with stakeholders of youth serving institutions during the second half of their commitment, so that those institutions can take on and propagate these activities after the communities have completed their Ma3an engagement. Battle for Humanity To ensure greater sustainability and youth's ownership of the Battle for Humanity component, Search has re-thought slightly the concept of this activity and will create a platform that is social media-based and will be developed in close collaboration and consultation with youth from the target communities. Search foresees that this simpler format will ensure wider dissemination among Tunisian youth and facilitate the identification of youth champions who will take the lead on the management of the platform after the piloting phase. Vulnerability Scans To ensure the sustainability of the Vulnerability Scan activity, local researchers from the target communities will be trained in the next quarter on the Vulnerability Scan methodology and tools and will actively participate in the data collection process.
6.3 Environmental Compliance
Activities affected by environmental compliance such as building rehabilitation fall under CRAs. These will not start before early Year 2.
6.4 Policy and Governance Support
Ma3an senior management, in close coordination with the USAID AOR, are very much attuned to local policies and governance structures. Continuous coordination and collaboration were structured to ensure that Ma3an follows and respects local policies and adheres to local protocols.
6.5 Local Capacity Development
Capacity of local CSOs
Ma3an’s technical team with support from FHI 360’s is preparing to deliver the TOT training on Community Youth Mapping (CYM) and Community Stakeholder Action Planning (CSAP), so they can cascade the knowledge to CSO partners in preparation of their activities (in Q3). These TOTs for local partners to build their capacity in organizing and mobilizing youth to map the aspirations and needs of their communities and peers. Then to build and empower the local community NGOs to lead the CSAP we will deliver a TOT to help them mobilize and organize the stakeholders who will select, advocate and implement the community projects they deem important for local development. Formalization of the Community Resilience Committees (CRC)
A needs assessment template for the CRCs formalized after every sustainability workshop has been drafted and will allow Ma3an team know which trainings are needed to support the CRC. First, these CRCs will be empowered and have their capacities built through the technical assistance Ma3an is offering. After, there will be a technical follow- up from Ma3an and local experts who will guide and support the CRC in the development and application of the sustainability action plans. This will be reported on in Quarter 2. Youth Leaders The 10 Youth Leaders will be trained to build the capacity of a broad range of youth in the target communities. Through the L2D trainings, target youth will learn to more critically consume media and information. Through the storytelling events, target youth will learn more about each other and build their empathy and understanding, critical skills for collaboration and team work in the community and professionally. Through the Professional Insight events and one-on-one mentoring, target youth will improve their understanding and expectation of economic opportunities in their community, as well as expand their professional network. In addition, the 10 Youth Leaders will work with the Ma3an team and partners in the target communities to identify partners, safe spaces, and audiences for their activities. Through close collaboration, relevant local stakeholders - such as Youth Centers – may incorporate into their future activities the storytelling, professional mentorship and/or L2D activities implemented by the Youth Leaders. The Young Tunisian Coders Academy will bring to young people in the target communities coding skills that can be applied in future academic and professional work, but also delivering the
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trainings using methodology that builds the soft skills of young people, such as team work and collaboration.
6.6 Public Private Partnership (PPP)
Leveraging Public-Private engagement and dialogue To support IACE efforts in hosting the public-private dialogues in Ma3an communities, during the meetings that took place between October to December 2018, FHI 360 team committed to working with IACE to expand the contents of their traditional dialogues to include community resilience and vulnerability topics and stakeholders. In Support of the preparation of the dialogues, Ma3an and IACE teams will hold three action planning/strategy sessions that bring together key stakeholders and will jointly develop the plans for the dialogues. Furthermore, to ensure inclusive stakeholder participation in the dialogues, especially of women and youth, IACE will consult the Chambre Nationale des Femmes Chefs d’Entreprise (UTICA Women’s Committee), CJD (private sector-affiliated youth leaders), Women’s Enterprise for Sustainability (WES) centers, and others. It was also agreed with IACE, that as part of its consultation and engagement with UTICA and CJD, IACE and Ma3an team will facilitate a workshop for the two organizations to discuss the dialogues and the process for ensuring inclusive participation and to sensitize them on the importance of CSRs. While the original projected SOW of the private sector partner CONECT, was to conduct the mapping in the different Sharekna and first year Ma3an communities, after more in-depth discussions between Ma3an and CONECT teams during the period of October to December 2018, the final SOW was expanded to covering the 10 Ma3an governorates in order to ensure that the mapping will reach enterprises that are implementing SCRs strategies and that can be motivated to launch local community initiatives and work with public and civil society partners, where Ma3an is operating and there is no private sector presence. Youth Leaders The Professional Insight days that will be organized by Youth Leaders will engage the local private and public companies/organizations through site visits where youth will meet and learn from professionals at these companies/organizations and to create links and relationships between youth in the communities and professionals who can inspire them to aspire for a brighter future for themselves. IREX will support Youth Leaders in making connections to local companies/organizations, as well as working with relevant Ma3an team members and partners in the target communities for further opportunities for public and private stakeholder engagement.
7. STAKEHOLDER PARTICIPATION AND INVOLVEMENT
Courtesy meeting in selected Governorates
In addition to the coordination meetings with the Office of the Presidency of the Government, Ma3an initiated visits to the 12 local governorates that were selected to be part of year 1 interventions. Ma3an Senior Management and the USAID AOR visited with 6 Governors in: Zaghouan, Sousse, Kairouan, Siliana and Jendouba, and with the Maire of Tunis. The aim of these visits was to introduce Ma3an and gauge which areas in the Governorates were deemed in need to Ma3an activities.
• Zaghouan: the governor invited local authority officials including the mayor of Zaghouan
city, the first delegate, the delegate of Zaghouan as well as 6 regional directors (youth
affairs and sport, development, education, social affairs, health, and equipment), as well
as representatives of the General Union of Tunisian Workers-UGTT. The participants
proposed intervention ideas at the level of infrastructure, transport, health, education
and training as well as the youth sector, highlighted as a priority. The governor and the
different participants welcomed the Ma3an project and expressed their interest and buy-
in. The governor and most participants proposed the following communities: Saouaf,
Nadhour, Bir Mcherga and Zaghouan City. The governor designated Ms Amal Slimane, the
delegate of Zaghouan, as point of contact.
• In Sousse: the governor invited the Regional Commissioners for Education, youth and
sports and Development. Most of the participants proposed the following communities:
Cité Riadh, Sidi Abdelhamid, Jawhra and the kindergarten in Sousse-EST. The topics that
they see as critical important in their community include the creation of socio-educational
clubs in schools and high schools and Sport competitions.
• Kairouan: the Ma3an team met with the Regional Commissioner for Education who
stepped in for the Governor along with the Regional Commissioner for Youth and Sports.
They suggested working in the following communities: delegation of the Alaa, Nasrallah,
Elhajeb, Kairouan city. Creation of computer clubs with computer equipment in
educational institutions their only proposition for the activities they need.
• Siliana: Nidhal Hadejii, the Certified State Center met with Ma3an Senior management.
He proposed two communities: Rouhia and El Arroussa, stating that these delegations
were characterized by the weakness of private investment, as very few companies are in
these delegations. Most of the projects developed are small jobs that employ few people,
produce small quantities and have problems in the marketing of their products. Youths
are deprived of their workplaces, so they spend the whole time in the coffee shop.
• Jendouba: The governor shared that the youth who will be involved in this program must
be empowered and therefore we need to find ways to engage the youth centers all along
the project. He also suggested that we engage the youth in the civil society and the at-
risk youth in same activities. The governor appointed the Governorate General Secretary
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to the focal point of Ma3an Project. Finally, the Governor proposed that Ma3an activities
take place in Guardimaou, Fernana, Balta Bou Aouane and Northern Jendouba.
Furthermore, Ma3an also conducted roundtable discussions with youth and civil society from within these governorates to hear their issues and understand their priorities within their communities.
• Zaghouan: The meeting began with a presentation tour of the people in the room who
represent associations and civil society activists in Zaghouan which are Ligue Tunisienne
de défense de Droit de l’Homme, JCI- Zaghouan, Association Sport pour Tous-Zaghouan,
Union des agriculteurs. The issues raised by the participants, are not different from those
of the meeting with the Governor, but with more specification, the problems and
proposals of the working theme in Zaghouan are Youth, Health, Transport and Education.
In terms of suggested intervention communities, many participants proposed by order
Zaghouan city, Ezriba, Saouaf, Fahes, Nadhour and Bir Mcherga.
• Sousse: The participants from the National Union of women, Tounes Benssaha,
Organization of education and family and Ahebaa Al Atfal suggest that the work should
be in the following communities: Cité Elghodran, Cité Edhalam, Cité Hamam Maarouf. The
topics proposed are about the importance of the participatory approach and
psychological support for children.
• Kairouan: Citoyen pour l’avenir, Vision, Awfia Kairouan and We love Kairwan. The
different participants proposed intervention ideas about raising funds for them also the
capacity to respond to calls for tender. Participants proposed the following communities:
Kairouan City, Bouhajla, Echbika and Elmanchiya.
• Siliana: AFDP Rouhia, Association la voix des jeunes Karib, Invoation Theatre Guafour and
Ambassadeurs Maktaris… The top five priority areas for action (agreed by all participants).
o Setting up youth centers with Equipment and Materials in Bargou, El Krib,
Gaafour, Rouhia,
o Setting up House Culture in Ga3four, Alternative tourism accommodation center
in El Krib,
o Early drop-out in Bargou, El Krib, Gaafour, Rouhia and
o Cinéma/Culture and Art in El Krib, Bargou, Gaafour, Rouhia.
• Jendouba : Association Femmes pour la citoyenneté et le développement, Atid, Femme
rurale de Jendouba, Friguia pour les stratégies and the Tunisian Youth Council. They raised
the phenomenon of early drop out of the study, unemployment, prevention of violent
extremism. The Communities mentioned by all participants are Oued Meliz, Fernana,
Ghardimaou and Balta-Bou Aouane.
Finally, Ma3an team and the AOR made 23 individual meetings with international donors and office calls to relevant ministries including Ministry of Education and Ministry of Youth and Sports.
Bidders’ Conferences As part of the request for applications from CSOs, Ma3an planned and hosted six bidders’ conferences in each of its new target governorates. Local CSOs in Kairouan were represented by youth, the associations were active in different fields (culture, development, youth, elections ...) and demonstrated the ambition to improve their communities in different areas. In both Jendouba and Siliana, the associations insisted on the fact that they are looking to see a CSO from the region implementing the program and not a well-established CSO from Tunis who would come and implement in their communities. The Ma3an team responded by saying that the goal of holding the bidders’ conference in Jendouba and Siliana is to meet organizations from the region because they are the ones who know their communities best and, should they be eligible, they will be considered for the grant.
In Zaghouan, the number of participants was relatively low (13 attendees) representing eight CSOs, some of which were based in homes, confirming the fact that civil society is quite weak in Zaghouan compared to other governorates. That said, Ma3an team was surprised by their keenness to know about the program, asking thoughtful questions related to the implementation of the Ma3an program and how they can benefit from the
funding. The last conference took place in downtown Tunis it attracted a larger number of attendees representing 37 from different CSOs. Indeed, in Tunis civil society is more vibrant as they have better access to funding which has increased their capacities greatly since the Tunisian revolution. Laying the foundation for Public-Private sector engagement The inclusion and the participation of different stakeholders in the activities like the sustainability workshop fall under the aims of Ma3an as to foster positive change practices in the local community development; however, the process of fostering such practices amongst different stakeholders posits so many exigencies. Firstly, in terms of capacities and resources certain stakeholders like regional NGOs, and public institutions lack a lot of structural and technical capacity that most often block their full engagement in situations where their role of providing practical immediate interventions are needed like in the action plans of sustainability. Secondly, the culture of coming all together to resolve a issue or initiate a profit generating activity for the local community is usually interrupted by the sectorial and even personal vested interests, and
0
5
10
15
20
Kairouan Sousse Jendouba Siliana Zaghouan Tunis
Bidders ConferencesCSO attendence by Governorate
Agenda
• Introduction to Ma3an
• Ma3an model: CYM, CSAP, LRAs
• Sharing experience “Sharekna”
• How Ma3an results will be measured
• RFA timeline and milestones
• RFA Application package content
• Q&A session
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this has been observed in the previous sustainability workshop of Douar Hicher. Our approach to deal with these challenges is adapted to integrate and guarantee the effective participation of influential individuals from different sectors to learn but at the same time share responsibilities and take the lead in other sustainability mechanisms as part of the CRC, which is a committee made of 8 to 15 representative from the different stakeholders of the local community who will benefit from technical assistance and come together thanks to the support of Ma3an in the design and the implementation of the action plans of sustainability.
8. MANAGEMENT AND ADMINISTRATIVE ISSUES
During the startup period, FHI 360 Operations and Finance team focused on putting together systems that would be up to scale with the size of the project. Standardized manuals were developed for ops and finance, security, grants and procurement. New systems were developed to coordinate travel and communication. The largest component of the startup was securing a new office space and equipping it in a quick manner to allow for the Ma3an team to start operating immediately. Some challenges were encountered in identifying the first office space that we worked very hard to get; luckily shortly thereafter, we identified an even more appropriate office space in Lac 2 neighborhood that would house Ma3an and all other FHI 360 projects in Tunisia. Some delays were encountered partners sub awards due to the back and forth on budgets; FHI 360 provided incremental funding for both Search and IREX until the subawards were agreed on; JSF subaward was finalized and discussions began with IACE and Connect for their respective awards.
9. LESSON LEARNED
Even though Ma3an start up is considered successful for a project of this size, we did encounter several challenges that we will use as lessons learned moving forward. Some of these challenges include starting a project with staff that is still working on a former project which is ending. With Ma3an starting one month earlier than expected, and Sharekna’s close scheduled for March 2019 meant that these staff had to split their time between both projects. This created management challenges on both projects and resulted in some confusion and frustration felt by the staff moving into Ma3an. We mitigated this challenge by assigning specific schedules, coordinating with Sharekna’s management, and requesting and receiving additional support in the field by FHI 360 home office staff. Another challenge was with finalizing the subawards for partners named in our proposal. While the final budgets, staffing, and scopes of work for the partners were being finalized, we provided international partners with letters of authorization and incremental funding so that they could begin to incur costs while the subawards were finalized. We also grappled with the challenge of coordinating and planning with Search and IREX, especially where their activities were integrated with FHI 360-led activities. To address this, we established systematic and frequent check-ins to ensure we were on the same page and operating in a cohesive and coordinated manner. Our partner Search encountered significant challenges with recruiting and hiring new staff for Ma3an and the resulting delays did affect the quick start up of
technical activities managed by Ma3an staff employed by Search. FHI 360 met at various times with Search staff in Washington, DC and Tunis to support them in addressing start-up challenges.
10. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS
The following activities from the Year 1 Work Plan are planned for Q2 1st January- 31 March 2019:
Objective 1: Community resilience is strengthened Result: 1.1 Community members, in particular marginalized groups, demonstrate an enhanced level of engagement, trust, and agency 1.1.1. Implement quick-start activities with the Ministry of Youth and Sports (MOYS)
• Community selection approved by USAID
• Agreement with Presidency of the GoT and USAID
• Cooperation Agreement with Youth Centers
• Search will produce youth center profiles that will provide an overview of youth centers’ capacity and infrastructural needs.
• Proposals of activities developed by youth centers and ma3an team in selected communities
• Agreement from USAID on activities & grants
• In-kind grants awarded to Youth centers receiving support Implement quick start activities
• Activities implemented
1.1.2. Make Rapid Response Fund grants available • Rapid Response Fund process agreed upon with USAID (including Rapid Response Committee formed)
1.1.3. Select up to 12 local partners to cover new communities in Tunis, Jendouba, Kairouan, Siliana, Zaghouan, and Sousse
• Meeting of sub-award selection committee
• Up to 12 new partners selected
• Sub-awards issued to new local partners
• 2-day Launch Workshops (3 two-day workshops)
1.1.4. Engage 360 marginalized youth in CYM • 3 CYM TOTs held for 12 new local partners
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• Informal meetings between local partner staff and potential youth mappers
1.1.5. Ensure 4,200 users become members of Ma3an Community Facebook groups that will advertise youth resources and opportunities for community engagement
• Ma3an Facebook groups communication and information sourcing process designed
Result: 1.2. Inclusive community groups are mobilized to develop tailored responses to specific community vulnerabilities, specifically drivers of extremism and instability 1.2.1. Convene community-led groups in 12 communities to develop tailored responses to identified stresses.
• N/A
Results 1.3. Implementation of community-developed strategic plans to address community identified challenges and issues 1.3.2. Sustainability Workshops held, and Sustainability Plans produced in five Sharekna communities
• Sustainability Plans developed for Douar Hicher
• Sustainability Workshops held in two Sharekna communities
Result: 1.4. Enhanced community resources, services, and support
1.4.1. Engage youth mentor network to provide marginalized youth with peer support in 5 Sharekna communities (IREX)
• Announcing the Youth Leader application,
interviewing and selecting candidates for their
selection.
• Notifying Youth Leaders and planning for their
participation in the Training of Trainers;
including making their travel arrangements
and organizing the training logistics.
• Preparing and contextualizing training
materials for the Youth Leaders Training of
Trainers focused on:
o Mentoring and Youth Essential “soft”
Skills
o Guidance for conducting storytelling
events
o Learn to Discern media consumption
training
o Expectations of Youth Leaders for
implementing and reporting on
activities
1.4.2. Engage teachers and school administrators to provide meaningful opportunities for youth (Search)
• Hire a consultant for the civic engagement curriculum development (January)
• Conduct community-level FDGs consultations with school teachers, administrators, parents to inform curriculum development (February)
• Develop outline of civic engagement of curriculum (March)
1.4.3. Build the capacity of service providers to provide greater support for youth (Search)
• Hire a consultant to develop a PYD and at-risk youth engagement guide for the use of the Bureauxd’Accompagnement (February)
• Baseline assessment of Bureaux d’Accompagnement to inform guide development (March)
1.4.4. Provide engagement opportunities for youth that capitalize on technology and innovation
• Learn to Discern "L2D" media and information
curriculum contextualized in advance of
training of trainers – See activity 1.4.4. above.
• Onboarding of Young Tunisian Coders
Academy "YTCA" to begin; focusing on the
YTCA sub-grant, including workplan and
opportunities for expansion into Ma3an
communities.
• Conduct market research surveys for adaptation of B4H (Search - February)
• Hold two three-day B4H creative workshops (Search - March)
Objective 2: Community vulnerabilities are mitigated
Result: 2.1. Communities specific vulnerabilities are identified and reduced
2.1.1. Support for initiatives to advance community-led strategies seeking to address vulnerabilities in Sharekna Communities (Search)
• Finalize the TORs and desk review documents of the Vulnerability Scan methodology (January)
• Develop the research tools of the Vulnerability Scan (survey questionnaires and focus groups guidelines) (February)
• Trainings on Vulnerability Scan Methodology (February-March)
• Launch the first round of data collection in two Sharekna communities (Douar-Hicher and Ettadhamen) (March)
Objective 3: Capacity of Tunisian partners to sustain and replicate the model is strengthened Result 3.1: Enhanced knowledge and skills of public and private sector actors to support local resilience activities 3.1.1: Mapping of the private sector companies with CSRs and community initiatives in Ma3an governorates (CONECT)
• Provide CSR mapping methodology and community initiatives led by private sector by March.
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• Start the Mapping of CSRs and private sector initiatives in the 10 governorates in March
3.1.2. Host public-private dialogues in Sharekna and new Ma3an communities (IACE)
• Expand and develop a methodology for public-private dialogues model beginning of February.
Result 3.2. Mobilization of public and private sector resources for the establishment of Community Resilience Committees and, where applicable, local development funds 3.2.1. Formalization of Community Resilience Committees (as established under Objective 1)
• In El Kef, CRC will immediately be formalized in the last day of the Sustainability workshop February the 23rd. By the 15th of March the needs assessment report will be finalized. Sustainability plan submission is planned for the end of March.
3.2.2. Design, develop, and pilot local development fund model in one Sharekna community
• CBD Literature review and development of consultant scope of work
• Hiring of team of CBD International and national experts
• Training in CBD
Result 3.3.: Increased number of social corporate responsibility (CSR) policies and initiatives developed with community consultation 3.3.1 Support IACE advocacy initiatives (IACE) • Development of a strategy for the advocacy
campaign to build awareness of Tunisia’s CSR law and to encourage private sector adoption of CSR initiatives by end of March.
3.3.2. Provide technical assistance to seven local enterprises in 5 Sharekna communities and 2 Ma3an to develop and implement CSR strategies (CONECT)
• Development of a Menu of technical support options and develop a CSR strategy Complete draft by end of March.
Result 3.4.: Increased number of volunteer hours dedicated to supporting community resilience initiatives
3.4.1. Design and implement media campaigns to promote volunteerism and increase volunteer hours
• The Communication Specialist will conevene a brainstorming session to take stock of lessons learned from Sharekna (on youth engagement) and identify media campaign options and content (including synergies with other campaigns, such as the launch of Battle for Humanity).
• Initiate the development of the volunteer media campaign
Results 3.5.: Policies and strategic plans developed or adjusted to support community resilience and youth development
3.5.1. Host local youth conferences for five Sharekna communities (Search)
• Develop concept for Youth Policy Talks and start organizing activity, which will begin in Q3 of FY2019 (March)
CROSS-RESULT ACTIVITIES
ACTIVITIES THAT CUT ACROSS OBJECTIVES
• PYD Training (Mar) • Coordinate Ma3an Youth Interventions (align approaches, processes, target communities (Feb) • Provide Ma3an staff Do No Harm (DNH)/ conflict sensitivity trainings (Search) (Feb) • Ma3an Launch event (March) • CBD Training and support (Feb) • Vulnerability Scan Training (Mar) • MEL Co-design Workshop (Jan) • MEL Plan design: Data Capture and Dedoose Training (Feb)
ANNEX A: MA3an COMMUNICATION ASSETS LOGO BRANDING COLORS
ANNEX B: Community GPS information Ma3an is still awaiting confirmation for these communities. Below a table and map showing proposed communities along with GPS information. Implementing CSO partners have not yet been identified. Quarterly report 2 will complete this section with information on schools, Youth Centers, Cultural centers, Local authorities, CONECT, IACE chapters as well as implementing partners.
Governorate Community
Jendouba Fernana (36° 38' 59.99" N, 8° 41' 59.99" E)
Ghardimaou (36° 27' 1" N, 8° 26' 23" E)
Kairouan Kairouan North (35° 40' 41.16" N, 10° 05' 46.79" E)
Nasrallah TBC in Q2
Siliana Rouhia (35° 38' 59.99" N, 9° 02' 60.00" E)
El Aroussa (36° 22' 59.99" N, 9° 26' 59.99" E)
Sousse Hay Erriadh TBC in Q2
Sidi Abdelhamid TBC in Q2
Tunis Hrairia TBC in Q2
Sijoumi (36°47'2.18" N 10°09'22.82" E)
Zaghouan Zaghouan Center (36°21'42.73" N 10°11'43.33" E)
Nadhour (36°06'42.66" N 9°59'45.96" E)
Sustainability activities will cover Sharekna communities in:
