Tunisia Resilience and Community Empowerment Activity TRACE Quarterly Report Second Quarter – JANUARY 1st to MARCH 31st, 2019

Submission Date: April 30th, 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 Tel: (+216) 58 52 56 20 Email: [email protected]

This document was produced for review by the United States Agency for International Development.

July 2008 1

Contents

1. Project Overview Summary ...... 1 1.1 Acronyms and Abbreviations ...... 2 1.2 Project Description/Introduction ...... 3 1.3 Summary of Results to Date ...... 5 1.4 Progress Narrative ...... 6 2. Implementation Status ...... 8 Objective 1: Community resilience is strengthened...... 8 Objective 2: Community vulnerabilities are mitigated ...... 17 Objective 3: Capacity of Tunisian partners to sustain and replicate the model is strengthened18 2.1 Implementation Challenges ...... 21 2.2 Performance Management Plan ...... 22 2.3 Monitoring, Evaluation and Learning Plan ...... 23 2.4 Communication Plan ...... 26 3. Integration of Corss-cutting Issues and USAID Forward Priorities ..... 26 3.1 Gender Equality and Female Empowerment ...... 26 3.2 Sustainability Mechanisms ...... 27 3.3 Environmental Compliance ...... 28 3.4 Policy and Governance Support ...... 28 3.5 Local Capacity Development ...... 29 3.6 Public Private Partnership (PPP) ...... 31 4. Lessons Learned ...... 32 5. Planned Activities for Next Quarter Including Upcoming Events ...... 33 6. Annexes ...... 36 Annex A: MEL Co-design workshop PowerPoint presentation ...... 36 Annex B: Ma3an revised Organizational chart ...... 36 Annex C: Youth Center Profiles ...... 36 Annex D: Local partner selection criteria ...... 36 Annex E: Community Resilience Process description ...... 36 Annex F: PYD Training description ...... 36 Annex G: Youth and Education Programs in Tunisia Mapping ...... 36 Annex H: Kef SW report ...... 36 Annex I: Poster calling for Youth Leaders’ applications poster ...... 36 Annex J: VScans data collectors training agenda ...... 36 Annex K: VScans Methodology training agenda ...... 36

1. PROJECT OVERVIEW SUMMARY

Tunisia Resilience and Community Empowerment (TRACE), now known Program Name: as Ma3an (“Together” in Arabic)

st st Activity Start Date and End September 1 , 2018 – August 31 , 2023 Date: Name of Prime FHI 360 Implementing Partner:

Agreement Number: 72066418CA00001

Name of Search for Common Ground, IREX Subcontractors/Subawardees: Major Counterpart Presidency of the Government of Tunisia (MOI signed) and Ministry of Organizations Education. Over the project implementation period (five years), Ma3an will cover 30 communities. We have developed an interactive map of the 17 communities of implementation in Year 1 which includes available infrastructure as well as available data from the Tunisian National Observatory of Youth. Below is the list of the 17 Year 1 communities, by governorate.

Governorate Communities Jendouba Fernana - Ghardimaou Kairouan Kairouan North - Nasrallah Geographic Coverage Siliana Rouhia – El Aroussa (cities and or countries) Sousse Hay Erriadh - Sidi Abdelhamid Tunis Hrairia - Sijoumi Zaghouan Saouef - Nadhour Sustainability activities will cover Sharekna communities in: El Kef Kef city Ariana Ettadhamen Manouba Douar Hicher Sidi Bouzid Sidi Bouzid center - Souk Jedid st st, Reporting Period: January 1 – March 31 2019

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1.1 Acronyms and Abbreviations

AO Agreement Officer AAR After Action Review AFDP Association Fidélité pour le Développement et la Promotion Rouhia ANF Association Namaa Fernana AOR Agreement Officer’s Representative ATCD Association Thabboura for Culture and Development B4H Battle for Humanity

CBD Community Based Development CC Coordination Committee CDCS Country Development Cooperation Strategy CDF Community Development Fund CJD Centre des Jeunes Dirigeants CLA Collaborating, Learning, and Adapting CRC Community Resilience Committee CSAP Collaborative Stakeholders Action Planning CONECT Confédération des Entreprises Citoyennes de Tunisie 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 DNH Do No Harm DO Development Objective FGD Focus Group Discussions FS Friguia for Strategies GESI Gender Equality and Social Inclusion GIZ Deutsche Gesellschaft fur Internationale Zusammenarbeit GOT Government of Tunisia HR Human Resources IACE L'Institut Arabe des Chefs d'Entreprises IDH Institut du Developpement Humain IIDEBATE International Institute of Debate IRI International Republican Institute IR Intermediate Result ISET Institut Superieur de Etudes Technologiques JCI Juen Chambre Internationale JSF Jeunesse Sans Frontières KII Key Informant Interviews L2D Learn to Discern LOA Letter of Agreement LDF Local Development Fund

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MEL Monitoring, Evaluation and Learning MEPI Middle East Partnership Initiative MOE Ministry of Education MOU Memorandums of Understanding MOYS Ministry of Youth and Sports NDI National Democratic Institute NGO Non-Governmental Organizations OIT Organization International du Travail OTCS Tunisian Organization for Social Cohesion PIRS Performance Indicators Reference Sheet PYD Positive Youth Development RFA Request for Applications RMELOs Regional monitoring, evaluation and learning officers (RMELOs) R&L Research and Learning STTA Short Term Technical Assistance Search Search for Common Ground SW Sustainability Workshop TOR Terms of Reference TOT Training of Trainers TRACE Tunisia Resilience and Community Empowerment UGC User Generated Content UNDP United Nations Development Program USIP United States Institute of Peace USAID U.S. Agency for International Development UTICA Union Tunisienne de l'Industrie, du Commerce et de l'Artisanat VE Violent Extremism WSR Whole System in the Room YES Youth Essential Skills

1.2 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).

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Ma3an will spur more than 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 (i.e., TADAEEM and Mashrou3i), Ma3an will consolidate democratic progress while fostering social cohesion Figure 1 Ma3an Project Elements and self-reliance.

Ma3an team believes that: Ma3an is designed to respond to USAID-Tunisia’s Country IF community actors are engaged Development Cooperation Strategy (CDCS) Development in and empowered with approaches and skills to collectively Objective 2 (DO) and Intermediate Result 2.2 (IR), “Increased identify and collaborate to address capacity of communities to withstand political, social, and community-specific vulnerabilities, economic stresses and shocks.” The project’s three objectives THEN they will be better include: 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.

Figure 2 Ma3an Theory of Change Figure 3 Ma3an's 3 target objectives

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1.3 Summary of Results to Date

Activity results to date include:

- Activity 1.1.1 – Implement quick- start activities with the Ministry of Youth and Sports (MOYS). Over the course of February 6 to March 6, 2019, Ma3an brought community members together to discuss immediate needs. Members recommended priority spaces for refurbishment. Ma3an is currently finalizing grant packages to support this refurbishment. - Activity 1.1.3 – Select up to 12 local partners to cover new communities in Tunis, Jendouba, Kairouan, Silana, Zaghouan, and Sousse. Ma3an has selected and approved 11 local implementation partners and finalized grant subaward packages. - Activity 1.1.4 – Engage 360 marginalized youth in Community Youth Mapping (CYM). Over the course of March 1 to April 7, 2019, Ma3an hosted internal Positive Youth Development (PYD), Gender Equality and Social Inclusion (GESI) trainings for staff, and a CYM trainers of trainers (ToT) for the Ma3an community resilience (CR) technical team. Ma3an reviewed, adapted, and translated into Arabic relevant CYM and PYD materials and tools for local partners. - Activity 1.1.5 – Ensure 4200 youth become members of Ma3an community Facebook groups that will advertise youth resources and opportunities for community engagement. Ma3an developed a project social media strategy and a database of youth programs and opportunity resources available in Tunisia. - Activity 1.3.1 – Sustainability Workshops and Sustainability Plans produced in five Sharekna communities. The El Kef Sustainability Workshop was held on March 22 – 24. - Activity 1.4.1 – Engage youth mentor network to provide marginalized youth with peer support in five Sharekna communities. Ma3an launched applications for the first cohort of Youth Leaders (YL) and selected 15 finalists. Ma3an also developed YL and Training of Trainers (ToT) modules. - Activity 1.4.2 – Engage teachers and school administrators to provide meaningful opportunities for youth. On March 7, 2019, Ma3an’s first official meeting with the Ministry of Education (MOE) took place. Discussion centered around methods for engaging with schools and an MOE point of contact was designated for Ma3an. A steering committee was established. On March 18, 2019, Ma3an hired a consultant for the development of a “civic engagement” curriculum for middle and high schools.

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- Activity 1.4.3 – Build the capacity of service providers to provide greater support for youth. On March 27, 2019, Ma3an held the first technical meeting with the MOE to define details of engagement. Terms of reference were drafted to hire a consultant that would take the lead on deliverables under the Bureaux d’Accompagnement.

- Activity 2.1.1 – Support for initiatives to advance community-led strategies seeking to address vulnerabilities in Sharekna Communities. Ma3an finalized and approved TORs and Desk Review documents for the Vulnerability Scan methodology. Ma3an developed the Vulnerability Scan (VS) data collection tool, and provided trainings to enumerators before the first two rounds of data collection took place on March 22 to April 2, 2019.

- Activity 3.2.1 – Transform and formalize Sharekna Advisory Committees into CRCs. Ma3an facilitated two Sustainability Workshops during Q2. CRCs were established at these workshops, and they consisted of representatives from all stakeholder groups. Ma3an created Facebook groups for CRC communication.

- Activity 3.2.2 – Design, develop, and pilot local development fund model in one Sharekna community. Ma3an conducted a literature review on local development fund models and developed a scope of work for a local Community Based Development (CBD) expert. Ma3an hired a Tunisian CBD expert who will research and advise in the next quarter on the local development fund options available within the Tunisian legal framework.

1.4 Progress Narrative

Agreement with Government of Tunisia Ma3an signed a Memorandum of Implementation with the Government of Tunisia on January 10, 2019, with the presence of the USAID Mission Director. Ma3an invited the Presidency of the Government and all relevant GOT Ministries to a presentation of the initiation of the project on January 23, 2019. Subsequently, weekly coordination meetings with the office of the President of the government for quick-start activities, and field visits were conducted on February 5 to March 6, 2019. Twelve communities were identified as Year 1 beneficiaries. During the field visits to the selected communities, Ma3an held round table discussions and focus groups with youth, local government officials, and other stakeholders to identify needs for quick-start activities.

Grantee Selection On December 11, 2018, Ma3an launched a Request for Applications (RFA) that was open to the organizations in the governorates of Kairouan, Sousse, Jendouba, Siliana, Zaghouan, and Tunis. Ma3an held conferences for bidders in each of the six governates between December 12th and 16th to present the project and explain the application process and

6 the eligibility and evaluation criteria. Of the 60 applications that were submitted by the January 3rd deadline, 36 candidates were determined eligible. After final review from selection committees, 11 partners were selected and submitted to USAID for approval on February 28th. The 11 grants were approved by USAID on March 22nd and Ma3an then finalized the 11 grants subaward packages for signing.

Quick Start Activities Ma3an will provide one quick-start activity for each of the twelve Year 1 communities. Activity proposals were approved by USAID on March 19, 2019. The specific activities were selected based on field visits and round table discussions. Quick-start activities will be formed based on the following criteria: a) Will this activity provide a visible contribution to the community? b) Will immediate youth needs be addressed? and c) Can the project be accomplished within a two- to three-month period?

Monitoring, Evaluation, and Learning (MEL) Plan During this reporting period, the MEL team launched a participatory process for designing the MEL plan for Year 1 (to be submitted in Q3). Given the complexity of Ma3an (e.g., the gamut of activities, the geographic spread, the number of partners involved and the disparate capacity levels), Ma3an MEL staff chose a participatory design and adaptive implementation process. The underlying principle for the MEL Plan development process was to infuse evaluative thinking in programming and to use the discussions to engage program staff and consortium partners in reflection on Ma3an activities. The milestone events of the MEL Plan design sessions included:

• A 2 ½ day co-design workshop: The main objective of the workshop that took place from January 15 to 17, 2019 was to lay the foundation for the development of the MEL plan and to establish a common understanding of Ma3an teams and activities; clarify project logic, information needs, and responsibilities; and infuse evaluative thinking by reflecting on WHAT we do, HOW we do it and the RESULTS we want to achieve. (see Annex A, MEL Co-design workshop PowerPoint presentation) • A 10-day data capture and data analysis training: From February 4-15, two specialists from FHI 360’s Research and Evaluation team provided a series of technical capacity trainings for Ma3an MEL staff. Outputs from the training included the development of a data management system for maintaining project outputs and increased qualitative analysis skills and a deeper understanding of how to use Dedoose (qualitative data analysis), PowerBi (Data visualization), and Open Data Kit (data collection) software. Administration and Finance During the second quarter of the project, the Ma3an Operations and Finance team continued to develop systems that would be up to scale with the size of the project. Ma3an developed standardized manuals for operations, finance, security, human resources (HR), and procurement. Ma3an also developed new systems to coordinate travel and communication.

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HR: Ma3an recruited for 13 positions during the reporting period. All these positions have now been filled with quality candidates. During this period, all staff transitioning to Ma3an from the Sharekna project became full time on Ma3an. Following a review of the organizational chart (see Annex B, new Organizational chart in which new positions are highlighted in yellow). Ma3an assessed the need for support in communications and determined that the best course of action would be to hire a consulting agency while they recruit additional capacity. Their services will be provided during Q3.

Below is a table showing the positions hired during the Q2 of 2019:

Table 1 Ma3an positions hired in Q2 Position Subaward Finance and Compliance Officer Technical Writer Admin Associate Executive Assistant IT Officer Communication Specialist Environmental Specialist Surge and Rapid Response Grants Officer Program Technical Officer Regional Program and Grants Officer Leadership Advisor Economic Opportunities Officer Youth Program Coordinator Program Coordinator

2. 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: • Community selection approved by USAID • Agreement with Presidency of the GOT and USAID signed in January 10, 2019

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• Youth center profiles report submitted on February 13, 2019 (see Annex C, Youth Center Profiles). • Multiple Field visits made in selected communities by program and grants teams • Proposals of activities finalized and approved by USAID and GOT • The amount of funds available for Quick Start activities was increased from $85,000 to $500,000.00. Table 2 Identified Quick Start Activities Community Field of intervention Action planned 1. Laaroussa Public space Rehabilitation of a green space and provision of outdoor gym and playground equipment

2. Rouhia Youth center Rehabilitation of an outdoor basketball field

3. Sijoumi Public library Creation of a public park and installation of leisure equipment 4. Nadhour Youth center Indoor refurbishment and indoor amphitheater rehabilitation 5. Saouaf Youth center Rehabilitation of an outdoor and indoor and provide equipment 6. Hrairia Youth center Equipment and indoor refurbishment for a youth center

7. Nasrallah Youth center Rehabilitation of an outdoor sport field at the youth center 8. Kairouan North Youth center Rehabilitation of an outdoor sport field at the youth center 9. Sousse Sidi-Abdelhamid Youth center Youth center refurbishment and provision of IT and dance and music equipment 10. Sousse Riadh Public space Creation of a youth and entertainment park 11. Fernana Youth center Provision of IT, music, and sound equipment. and refurbishment of the omni sports hall with provision of mirror, gymnasium mats, and gym equipment 12. Ghardimaou Public library Rehabilitation of outdoor amphitheater equipment

Progress: Currently, the team is working to convert the needs and the intervention plans into grant proposals and budgets.

Activity 1.1.2: Make Rapid Response Fund grants available

Achievements: None to report.

Progress: In agreement with USAID, Ma3an is unlikely to use Rapid Response funds in Year 1. If a 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.).

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Activity 1.1.3: Select up to 12 local partners to cover new communities in Jendouba, Kairouan, Siliana, Sousse, Tunis, and Zaghouan

Achievements: • 60 application submitted by January 3rd • 36 applications determined eligible • 11 partners selected by selection committees and pre-award assessments conducted with each selected organization • Partner grants submitted to the USAID AOR for approval on February 28th and approved by the AOR on March 22nd • 11 grant subawards packages finalized approved by FHI 360 Contracting Officer

The approved local partner grantees are listed below, by the governorate and community that they will be implementing activities within (see Annex D, Local partner selection criteria and Annex E, Community Resilience Process description).

Table 3 Names of Local Partners Governorate Partner name Tunis • Community of Sijoumi and Hrairia: Institut du developpement Humain (IDH)

Zaghouan • Community of Zaghouen center: Tunisian Organization for Social Cohesion (OTCS)

• Community of Nadhour: International Institute of Debate (IIDEBATE)

Sousse • Community of Hay Erriiadh: We Love Sousse

• Community of Sidi-Abdelhamid: Association DIDON

Kairouan • Community of Nasrallah: We Love Kairouan

• Community of Kairouan North: Youth Think

Siliana • Community of Rouhia: Association Fidélité pour le Développement et la Promotion Rouhia (AFDP)

• Community of Laaroussa: Association Thabboura for Culture and Development (ATCD)

Jendouba • Community of Fernana: Association Namaa Fernana (ANF)

• Community of Ghardimaou: Friguia for Strategies (FS)

Progress: Activity complete.

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Activity 1.1.4. Engage 360 marginalized youth in Community Youth Mapping (CYM)

Achievements: • Conducted a two-day training on Positive Youth Development (PYD) by Ma3an PYD expert to the Ma3an team (see Annex F, PYD Training training) • Developed a half-day PYD and GESI session to be delivered during the CYM TOT training by the Ma3an technical team • Conducted a four-day CYM TOT for Ma3an Community Resilience (CR) technical team by CYM expert Frantz Seide on March 12-15th • DC- and Tunisia-based teams reviewed and adapted the CYM framework, data collection tools, and training materials • Finalized the translation into Arabic of all training material, questionnaires, handouts, and documents to be used during the CYM TOT training and delivered to local partners • Following USAID’s approval of local partners, determined the dates of the CYM TOT training for April 8-10, 2019 for local partners in Sousse, Zaghouan, and Kairouan, and April 11-13, 2019 for the local partners of Tunis, Siliana, and Jendouba.

Progress: Following the PYD training, the Ma3an technical team began developing an adapting content to be delivered to the local partners during the CYM TOT. In coordination with the technical team based in DC, changes to the CYM framework from Sharekna were made based on Ma3an’s needs and lessons learned from Sharekna. Changes include adding an outreach and selection plan template for partners to develop, new data collection tools (e.g., prescreening questionnaires and a notetaking form for the Focus Group Discussions [FGD] and including in the Youth Mapper Training role play scenarios of the different situations that could be encountered by the Youth Mappers during the implementation.

Unlike the pilot project “Sharekna”, the Youth Mappers will be presenting the results of the CYM using a PowerPoint template. In close coordination with the MEL team a new data entry platform “ODK” will be used for Youth Mappers to enter the data collected during the mapping for analysis. In addition, Ma3an’s three Regional Researchers will support the Youth Mappers through the data entry and analysis phase, including facilitating the process of analyzing the qualitative data from the open-ended questions and FGDs.

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: • Chebeb Ma3an Facebook group created • Social media strategy developed

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• A database of Youth programs and opportunity resources in Tunisia created to source information relevant to youth. • Internal messaging group initiated for Ma3an staff

Progress:

Currently, the Communications Specialist is working to build content and increase membership of the Chebeb Ma3an (Ma3an Youth) Facebook group. The group is a platform for all youth engaged in Ma3an activities (i.e., Youth Mappers, CYM respondents, Youth Leaders, Mentees, Ma3an Challenge players, etc.). Its purpose is to provide curated resources and information related to youth opportunities.

The Ma3an Communications Specialist and the Stakeholder Engagement Partnership Officers assessed existing youth resources and platforms (See Annex G – Youth and Education Programs in Tunisia Mapping) to ensure a plan for linking resources to the Chebeb Ma3an Facebook group.

For example, the Ma3an communication team will ensure the Facebook group is linked to existing platforms/networks by relaying information to and from youth platforms and networks (e.g., National Youth Observatory, EU, GIZ and UN).

Chebeb Ma3an will be officially launched during the Youth Leaders (YLs) TOTs in April 2019. The Communication Specialist will introduce the YLs to the group’s main features and showcase its use and expectations. The YLs will be tasked with populating it and inviting youth in the community to join. Similarly, Ma3an will invite all Youth Mappers (YMs), once recruited in Q3, to join and share their experiences through engaging posts. Ma3an will also invite youth involved in the Sustainability Workshops, who were involved in the Sharekna pilot (as Youth Mappers or involved in the Local Resilience Activities), to join. Figure 4 Description of Chebeb Ma3an Three types of content will be used, including:

• Owned Content: Owned content refers to the content that is unique and proper to the group (e.g., storytelling content, alternative narrative, user generated content, etc.). Youth will have the ownership of this platform and Ma3an will invite youth to freely share content that they judge relevant. For example, while youth are undertaking surveys with public institutions, community youth, or content during workshops (such as TOT Youth Leaders or Training of Community Youth Mappers) and share on platforms.

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• Shared Content: Shared content is what we display on our channels and platforms. It is social-media oriented. For example, in our case, after listing all “youth and education” existing programs, we can share on Chebeb Ma3an, initiatives, opportunities and general information that target Ma3an’s main audience. • Earned Content: The Earned Media refers to the content picked by third-party groups, such as articles in newspapers, a high ranking on search engine sites, and relevant organic reach on social media. For example, this could be articles regarding activities undertaken by youth in their communities or audio podcasts in local regional radio stations relaying youth initiatives.

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.

Achievement: Nothing to Report Progress: • Ma3an is finalizing the CSAP TOT dates for the technical team and local Partners. The tentative dates are June 10 -21, 2019. • The Sustainability Workshops of Sharekna communities in Douar Hicher and El Kef laid the ground work for Ma3an to construct a more comprehensive picture of Ma3an CSAP implementation. This was made possible by exploring the challenges faced during these workshops and compiling lessons learned to build upon. To ensure the community-led groups in the 12 targeted communities are efficiently responding to the identified vulnerabilities and stresses, Ma3an will ensure representation of all sectors and full gender parity and inclusion of all marginalized groups in the CSAPs.

RESULTS 1.3. IMPLEMENTATION OF COMMUNITY-DEVELOPED STRATEGIC PLANS TO ADDRESS COMMUNITY IDENTIFIED CHALLENGES AND ISSUES

Activity 1.3.1 Sustainability Workshops held, and Sustainability Plans produced in five Sharekna communities

Achievements: • Ma3an held a Sustainability Workshop (SW) for El Kef in Hammamet from March 22-24, 2019. The workshop engaged 65 participants from five main sectors from

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the local community, the public, the private sector, local authorities, youth mappers, and CSOs. (See Annex H, Kef SW report).

El Kef CRC Members • During the Sustainability Workshop of El Kef, the Chaima Lamouchi: Youth formalization of the Community Resilience Committee Raed Ammar: Youth (CRC) took place. The box to the left lists the names of Rachida Ghariani: Local Authority the 13 CRC members. The CRC is tasked with Marwen Manaai: Local Authority Takwa Aifia: Private Sector developing the sustainability plan for El Kef. Marwen Cherni: Private Sector Latifa Brini: Public Sector Progress: During the end of the quarter, the Ma3an team Hassen Chebbi: Public Sector prepared for the Sidi Bouzid Sustainability Workshop Hanedi Jebali: CSO scheduled for April 5-7, 2019. Ma3an is identified the Moez Taamalia: CSO Sonia Tabai: CSO most relevant success stories to be shared at the Bechir Hmila: CSO workshop. Examples of success stories include the story Sabi El Kefi: CSO of Riadh Bouallegi, co-founder of the first breakdance association in Tunisia known as “Founoun”. Mr. Figure 5 Community Resilience Bouallegi’s success stems from his strong determination Committee Members to spread peace and prevent youth from being involved in harmful affairs and deviant behaviors by teaching them breakdance and encouraging them to take the lead to teach and positively influence peers. A second story is of Gaith Daly, co-founder of “Octus”, which is an online application that facilitates the exchange of services among individuals and associations in the local community. The initiative was identified as being a way to encourage and boost community collaboration. A third example is the story of a school director, El Nawi Amari from Souk Jedid, who worked to make the library created under Sharekna in his school a success. Mr. El Nawi has succeeded to ensure the sustainability of the library through his engagement with the community and the public institutions in Sidi Bouzid.

Preparations are also underway for the Cite Ettadhamen Sustainability Workshop. A first meeting was held on March 26, 2019 with the four Sharekna grantees in Cite Ettadhamen, Sport et loisir, Centre de Formation et de Promotion du Travail Indépendant d'Ettadhamen, youth mappers, and the association Rawefed, to discuss community challenges and introduce the Ma3an’s sustainability component and the critical role community members should play during and after the workshop.

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: • 15 finalists selected and notified for the first cohort of Youth Leaders • Materials for Youth Leaders initial Training of Trainers developed, including: o Contextualization of the Learn to Discern (L2D) media literacy curriculum to the Tunisian youth context

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o Development of the storytelling guidance for the Youth Leaders to implement storytelling events in communities o Adaptation of Youth Essential Skills (YES) and Gender Equality and Social Inclusion (GESI) training modules and exercises o Development of expectations of Youth Leaders for implementing and reporting on activities

Progress: In January, 2019, Ma3an launched the request for applications for the first cohort of Youth Leaders (see Annex I, Poster calling for Youth Leaders’ applications poster). The opportunity was advertised among alumni of United States Government (USG) programming, as well as among alumni of Sharekna activities and other youth-focused programs implemented by Ma3an partners.

The deadline to submit applications for the Youth Leaders volunteer role was February 15, 2019. Ma3an received a total of 122 applications, demonstrating a strong interest of Tunisian youth to contribute to their communities. Applicants were asked to indicate within which of the five communities they were applying to work. Below is the breakdown of interest: • Hay Ettadhamen – 27 percent of applications • Douar Hicher – 22 percent of applications • El Kef – 24 percent of applications • Sidi Bouzid Center – 18 percent of applications • Souk Jedid /Sidi Bouzid– Eight percent of applications

In addition, 57 percent of the applications were from female candidates, 11 percent were USG program alumni, and eight percent were received from past Community Youth Mappers (CYM) of USAID’s Sharekna pilot project.

To select the youth leaders for each of the five sustainability communities, Ma3an interviewed 35 candidates, approximately seven interviewed candidates per community. More than 50 percent of the candidates invited to interviews were female. The team made a conscious effort to engage female candidates from Kef and Sidi Bouzid for interviews to further ensure female representation in those communities.

Youth Leader applicants were required to display vision, character, and perseverance to make impact. They were also required to showcase both essential “soft” skills and technical skills, including: adaptability and learner mindset; empathy; experience organizing events; and resourcefulness, or the ability to bring in connections and networks that would benefit the experience of youth.

During March 25-29, 2019, technical advisors from IREX’s DC office conducted training with the IREX team on the materials for the Youth Leaders TOT. The training prepared the IREX team to facilitate all training sessions in the local language at the Youth Leaders TOTs held in April.

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During this quarter, the Youth Program Coordinator and Economic Opportunities Officer roles were filled, and the Youth Leadership Advisor, Economic Opportunities Officer, and Youth Program Coordinator were hired.

Activity 1.4.2. Engage teachers and school administrators to provide meaningful opportunities for youth

Achievements: • First official meeting with the Ministry of Education held on March 7 to present the proposed three areas of cooperation related to the engagement with schools • Point of contact for Ministry of Education identified • Ministry of Education Ma3an steering committee established • Consultant for the development of the civic engagement curriculum for middle and high schools hired on March 18

Progress: The MOE gave the green light to the Ma3an education team to start working with a combined steering committee. Membership will be composed of MOE technical officials from different departments who would accompany the Ma3an team throughout the full project cycle. The committee will address the following: 1) the development and roll-out of an extra-curricular civic engagement curriculum in middle and high schools, 2) the provision of support to the Student Citizen Councils, and 3) the strengthening of the capacity of the Bureaux d’Accompagnement.

Per meetings with MOE, the civic engagement curriculum consultant will prepare to roll out content and activities as a part of an extra-curricular club. The club will be established within educational institutions and facilitated by a teacher, who will receive appropriate training. The three phases of implementation will include: 1) the participatory development of the curriculum, 2) the training of teachers on the use of the curriculum, and 3) the pilot testing phase to be completed before September 2019. Date of curriculum implementation is still to be determined. To further define details of curriculum development, in particular of data collection, a workshop with the MOE technical team was scheduled for early April.

In February and March, the Ma3an education team and the Search Design, Monitoring, and Evaluation team conducted a desk review of curricula relating to civic and peace education developed in Tunisia and other countries. This review was also supplemented by data collected through key informant interviews (KIIs) with MOE officials and representatives of international organizations (such as UNICEF and IDEA). The desk review will be finalized in Q3 and provided to the consultant to inform the civic engagement curriculum.

Activity 1.4.3. Build the capacity of service providers to provide greater support for youth

Achievements: • First technical meeting with MOE officials to define details of engagement with and support to Bureaux d’Accompagnement held on March 27.

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• Terms of Reference for consultant leading the development of the deliverables under the Bureaux component drafted in close collaboration with MOE technical team

Progress: After several meetings with the MOE technical team it was agreed that the MOE advisors on the information & orientation, MOE psychologists and the MOE principals will be trained to improve students’ behavior and eradicate violence at school. Ma3an is developing the following strategy to make this happen: 1) the development of tools for the detection of at-risk behaviors among students and a dedicated training program; and 2) the participatory development of a guide on Positive Youth Development (PYD) for the use of both Bureaux staff and school administrators, a dedicated training program, and a specific monitoring and evaluation strategy.

Activity 1.4.4. Provide engagement opportunities for youth that capitalize on technology and innovation

Achievements: • None to report for Q2

Progress: Search worked to adapt the concept of its global Battle for Humanity smartphone game into “Ma3an Challenge” (working name), a social media-based game that aims to engage Tunisian youth in real-world peacebuilding and civic engagement action. The Ma3an Challenge concept note will be finalized in April and will detail the approach and the different elements of the game (including scoring and recognition mechanism).

The Ma3an team also began developing the concept note for the alternative narrative workshops for youth that will take place in Q3, leaning towards a format that will enable in one event to both: 1) train youth on definition and key elements characterizing alternative narratives to violence, and 2) provide the space for youth to start developing media content that promotes alternative narratives to violence.

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: • Finalized the TORs and Desk Review documents of the Vulnerability Scan methodology • Received non-research determination from FHI 360’s Institutional Review Board, with approval to collect and analyze data for program purposes only

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• Developed the survey questionnaire form and FGD and key informant interviews (KII) guidelines for the Vulnerability Scans • Conducted a three-day training from March 20 to 21, 2019 on the Vulnerability Scan Methodology and one day of data collection tools testing in the field (see Annexes J & K for, respectively, VScan data collectors training agenda and Vscans Methodology training agenda) • Launched the first round of data collection in two Sharekna communities (i.e., Douar Hicher and Hay Ettadhamen) • Tested tools in an FGD with 13 youth (7 females, 6 males) between 18-35 years- old at Douar Hicher’s youth center

Progress: Continuous efforts are underway to collect data with VScans and conduct focus groups and interviews with support from the regional offices in Kef and Sidi Bouzid. Remaining rounds of data collection for Sharekna communities will take place in April 2019.

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 and existing CSR initiatives in Ma3an governorates

Achievements: None to report.

Progress: Negotiations for the signature of the agreement with UTICA, CONECT, and IACE are ongoing; therefore, this activity has been postponed to Q3.

Activity 3.1.2. Host public-private dialogues in Sharekna and new Ma3an communities

Achievements: None to report.

Progress: Negotiations for finalizing agreement with IACE are ongoing; therefore, the activity has been postponed to Q3.

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)

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Achievements: • CRC membership finalized during El Kef and Douar Hicher Sustainability Workshops. CRC members represented all stakeholder groups and were gender balanced and socially inclusive. • A meeting was held in the regional offices and was attended by the CBD office, stakeholder partnership engagement advisor and the CRC members to further elaborate on roles of the CRCs and draft guidelines for future activities • The main coordinators between the CRCs and Ma3an team were identified • A Facebook group was created for CRC members in Kef to share information and announcements with one another Progress: In this quarter, Ma3an technical and regional teams prepared a plan for facilitating the first meetings of the CRC to discuss processes, needs, roles and responsibilities of members. The structuring and the overall managerial aspects through which they will be working will continue to be the priority topics of their discussions of the CRC members.

Activity 3.2.2. Design, develop, and pilot local development fund model in one Sharekna community

Achievements: • Literature review for the local development fund completed • Scope of Work for the local Community-Based Development (CBD) expert developed • Local CBD expert identified and onboarded

Progress

The DC-based Ma3an technical team conducted a local development fund literature review based on existing literature and findings related to various fund models implemented throughout the world. The review introduces three priority models for consideration: 1) a village fund model that will pool resources from previous and potential beneficiaries to fund community initiatives, 2) community foundations, which are often local/ grassroots grantmaking organizations, and 3) a crowd-sourcing and co-investing model that first pools local resources and then leverages these to enlist government, private sector, or individual donors in the local development process. These models will be further explored by the local CBD expert and M3an team in terms of how Tunisia regulations may impact their implementation, and how they can be adapted for different communities in Tunisia.

The CBD local expert and the technical team are now working to identify the framework of the Ma3an Local Development Fund (LDF) model by first identifying the applicable legal frameworks through which the CRC will implement the fund model. Based on the literature review, Ma3an is also conducting research to identify the forms of developmental funding models, structures, and mechanisms previously implemented in

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Tunisia. The research results will inform the overall components of the local development models.

The CBD Subject Matter Expert will work on putting components drawn from the analysis of the local Sharekna consultant into the structure of the local development fund as well as provide technical support to the CRC on how to implement the funds.

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: The negotiations for the signature of the agreement with IACE is ongoing; therefore, the activity has been postponed to Q3.

Activity 3.3.2. Provide technical assistance to seven local enterprises in 5 Sharekna communities and 2 Ma3an to develop and implement CSR strategies

Achievements: None to report.

Progress: The negotiations for the signature of the agreement with CONECT is ongoing; therefore, the activity has been postponed to Q3.

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 due to start by the end of Q3.

Progress: Currently, the Ma3an communications team is working on classifications and approaches to encourage online and offline volunteerism.

Ma3an plans to promote volunteerism through a series of thematic social media campaigns , inspirational storytelling videos with partner JSF, calls to collaborative action through the events of the Ma3an Challenge game, or by using international days to anchor and reinforce volunteer action. These include for example: • International Day of Sport for Development & Peace (April) • Youth Skills Day & Day of Friendship (July) • Youth Day (August) • Peace Day (September) • Teacher Day (October)

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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: Although this activity will begin in Q3, over this reporting period Ma3an worked to develop the concept for the Youth Policy Talks, considering particular elements of complementary Ma3an activities being held in the five target Sharekna communities. The concept note for the Youth Policy Talks will be finalized in April 2019.

2.1 Implementation Challenges

Ma3an and its partners encountered the following implementation challenges during this reporting period:

• Recruitment and staffing – o While most Ma3an staff began work in January, some positions were unable to be fielded, including the Gender Equality and Social Inclusion (GESI) Advisor, the Regional ME&L Officers, and the Search Team Leader. Some of these positions were filled as late as March and, as a result, impacted the team’s ability to perform at highest capacity. To fill positions with qualified candidates, Ma3an began to cast a wider net in its search and also agreed on either revising salary scales for some positions to be able to make higher offers or recruiting more junior/less experienced candidates while allocating more time and resources for capacity building. In the case of the Team Leader for Search, a member of the Search MENA Regional Support Team was assigned to the position ad interim until a suitable candidate was identified at the end of March 2019. o The transition of Sharekna staff to the Ma3an project also posed difficulties. Due to project overlap, FHI 360 staff shared time between Sharekna and Ma3an, with all staff becoming full-time on Ma3an by March when Sharekna ended. Negotiating percentage of time spent on each project was difficult for managers of both projects and resulted in programmatic delays. With support from FHI DC office we were able to address this challenge as much as possible until the staff joined Ma3an full time. • Development of Youth Center Profiles report –The Youth Center Profiles report had to be produced within a short timeframe that did not allow for extensive follow- up with Youth Center directors to confirm data. Unfortunately, Youth Center directors often either did not understand the purpose of the visits (perceiving them negatively as an audit of their equipment and activities) and refused to share detailed information or did not have updated registers with the data requested. This impacted the depth and quality of the data collected.

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• Delays in implementation of Ma3an education component – The launch of the Ma3an education component suffered delays due to the need to ensure the buy-in of the MOE. Ma3an needed to follow several cumbersome steps of administrative protocol, including the signature of the MoU with the GoT and the official initiation of contact with the MOE through the Ma3an COP and GoT. This resulted in an approximately two-month delay of the workplan timeline for activities related to schools and Bureaux d’Accompagnement. • Upcoming election period -- With the approaching elections in October-November 2019, the Ma3an team noticed that the local community and local authorities have been suspicious of the involvement of the Presidency of the Government in the project. In some instances, Ma3an’s work was seen as potential political party promotion before elections. To mitigate this Ma3an is making neutrality a priority when selecting and training Youth Mappers. However, since locally elected officials will be a part of CRCs, political affiliated members will be actively participating in field activities. To ensure balance, Ma3an will endeavor to involve representatives from all political affiliations. Ma3an will also moderate all social media platforms to ensure that all posts with political content be removed. • Sampling strategy for Vulnerability Scan survey – The Ma3an team encountered challenges in retrieving the most recent statistics from the Tunisian National Institute of Statistics (INS) for developing a representative sampling for the Vulnerability Scan surveys. Several attempts to retrieve these statistics were made at different levels, including through all official channels available and through personal networks. However, none of these attempts were successful and the INS never responded to these requests. To mitigate this challenge, the Search DM&E Coordinator and the Vulnerability Scan Advisor used the data of the last census (2014) available on the official website of the INS to calculate the sampling quotas. Although this available data did not allow cross quotas but instead showed quotas per variable, the team was still able to ensure the representativeness of each category in each community. • Differences in operational procedures between Ma3an implementing partners – Given the integrated nature of the Ma3an team composition, a few challenges emerged in relation to the differences among the operational procedures of implementing partners. This translated into implementing partners having to attempt to harmonize operational procedures and senior management teams coordinating regularly to ensure changes to procedures would be reflected in each partner’s procedures.

2.2 Performance Management Plan

No data available at this time, as performance indicators will be presented to USAID in the MEL Plan due to USAID on April 25, 2019. Awaiting approval in Q3.

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2.3 Monitoring, Evaluation and Learning Plan

Monitoring and Evaluation System and Tools

During this quarter, the MEL team focused on designing and implementing Ma3an's monitoring and evaluation system. The key achievements for this quarter include:

1. M&E Team In coordination with Ma3an’s partner, Search for Common Ground, recruitment of three-Regional Monitoring, Evaluation and Learning officers (RMELOs) for Kef, Sidi Bouzid, and Tunis regional offices was finalized. To facilitate the introduction of the new recruits and to clarify process and internal communication, Ma3an developed a clear protocol in coordination with Search’s M&E Specialist. 2. M&E system To be sure that the monitoring system meets the reality of the program and articulates its different components, the MEL team adopted a participatory approach. They did this by facilitating several brainstorming sessions with the program, technical, and grants team. This brought in different perspectives, deepened the understanding of the project components, and established links between these components. Described below are the separate components of the Participatory Monitoring Design: • The Co-design workshops. The MEL Design Workshop took place in the Ma3an office, with the participation of all Ma3an staff. The workshop’s three objectives included: 1) establish a common understanding of Ma3an: teams, activities, and interconnections; 2) clarify data needs, systems, tools, and roles/responsibilities; and 3) infuse “evaluative thinking” and information sharing to help Ma3an learn and adapt.

• Monitoring output planning session. On February 6, a participatory session took place in the Ma3an office. The MEL team activity leaders and senior management presented output indicators, identified information needs, and documented tools, activities, outputs, roles and responsibilities for data collection, and storage and validation.

• Tools Design session. On the February 7, 2019, an “Information Needs and Tools” session was held to help staff better engage with documentation processes. Ma3an team members were given the opportunity to make content suggestions for the MEL dashboard.

• Ma3an Success Clinic. On February 14, 2019, the “Ma3an Success Clinic” took place in the Ma3an office with the participation of the MEL

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team, technical team, activity leaders, and senior management. The main objective of this clinic was to establish a common language for discussing different programs and helping teams to focus on results and to reflect on how all work done contributes to the theory of change statement. Using the five-why technique, the team identified root causes, desired effects of activity implementation, and individual-level theories of change for each set of activities.

• MEL Team retreat. During a two-day retreat, the MEL team had a mini retreat to compile all sessions outcomes and continued the discussion to finalize output and outcome indicators and data collection tools.

3. M&E Tools The MEL team strives to use information technology (IT) to allow the tracking and reporting of real-time activities. During this quarter, a continuous conversation took place to develop an adequate system to collect data using ODK Collect (an open-source Android application that replaces paper forms used in survey-based data gathering) and to register all Ma3an beneficiaries.

The MEL team developed and began using the ODK Participant registration form. This Participant Registration form will be the main data collection tool to monitor Ma3an outputs pertaining to the number of beneficiaries reached. This form will include information such as number of participants, gender, age, and type of activity (e.g., meeting, youth training, location and specifies of target group).

Partners, RMELOs, Ma3an staff, and Youth Leaders are now equipped with tablets and will use ODK Collect to register all attendees to Ma3an events. The MEL team has trained the RMELOs, program staff, and partners on the use of ODK to ensure data collection standards are met, as well as that expected standards for data entry are reached.

4. M&E On-the-Job Training An intensive on job training took place from February 4-15, 2019 in the Ma3an office to train the MEL team. Training components included: • How to create an ODK form; • How to export data from Dedoose to .csv format, and extract data from ODK Aggregate using ODK Briefcase; • How to manage data files and corresponding attachments on SharePoint; and • How to import datasets into Power BI.

5. CLA, MEL Co-Design Workshop and Internal Communication

During this quarter, CLA efforts supported the organization and facilitation of three main activities: 1) Co-design workshop (see cross-cutting section for a

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description); 2) Let’s Talk Ma3an (see learning section for a description); and 3) After Action Reviews (AARs). An AAR session was organized at the Ma3an office to discuss the first Sustainability Workshop for Douar Hicher, which took place in Hammamet from December 21-23, 2018.

6. Internal Learning Given the complexity of Ma3an’s organizational structure and partnerships with Search, IREX, and more than 30 Tunisian organizations over the life of the project, uniform conventions for internal communication and knowledge management are vital. During the startup phase, the MEL team was intentional in testing several internal learning tools and approaches to see what works for staff. These tools are designed and implemented to offer virtual and physical space for reflection and learning. They include:

• Ma3an 365. Ma3an365 is a one-pager to keep staff abreast of information that will enhance their work. Information shared to date has summarized public studies, evidence from other youth and community engagement projects, and invited staff to reflect on emerging evidence from Ma3an M&E. This internal learning tool was given its name because it was originally conceived as a daily publication throughout the 365 days of the year. However, in practice, it proved difficult to find daily content that would be valuable to staff and proved to be information overload for staff who also needing to focus on their work. As a result, the MEL-Com team decided to keep its label while reducing its frequency of publication from daily to weekly. Seven Ma3an 365s have been produced thus far. Table 4 Ma3an 365s 2018-2019 12 Oct 2019 Are We Targeting the Right Youth? 6 Nov 2019 Has la Presse Heard about Ma3an? 2 Nov 2019 How are We Contributing to Tunisia’s Journey to Self-Reliance? 22 Jan 2019 What’s the Vulnerability Scan? 20 Feb 2019 How We Will Articulate Ma3an? Yet to be shared Can Ma3an Offer an Alternative to El-Harka? with colleagues Ma3an Challenge – Battle for Humanity

• Let’s Talk Ma3an: The aim of this tool is to create safe spaces for the Ma3an team to gather and brainstorm, exchange ideas, and innovate. Originally, it was labelled Lunch & Learn to echo brown bag lunches that are very common in the US. However, the lunch aspect proved to be cumbersome and time-consuming. It has therefore been re-labelled as Let’sTalkMa3an. Two Let’s Talk Ma3an events have been organized thus far with the aim of increasing the team’s understanding of two key activities within the workplan, namely the vulnerability scans and Battle 4 Humanity, relabeled as Ma3an challenge.

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Table 5 Ma3an Lunch & Learns 9 Jan 2019 What’s the Vulnerability Scan?

7 Feb 2019 Ma3an Challenge – Battle for Humanity

2.4 Communication Plan

Communication is critical to the implementation of Ma3an. A Communications Specialist was hired this reporting period to design a communications strategy that harnesses new technologies to inform, engage, and increase reach. The Communication and Visibility Plan establishes how Ma3an’s objective will be accomplished.

The Ma3an program’s resilience strategy, and its conceptual focus on stresses and shocks, and how the program supports people in managing these pressures, creates space for a different conversation with public institutions, civil society, and youth. This takes the agency and potential for growth of individual Tunisians seriously.

To that end, the Ma3an Communications and Visibility Plan will be implemented with a view to the wider operational circumstances of the program, and to enhancing the overall effectiveness of Ma3an delivery. Where possible (because there are constraints), the Plan will seek opportunities to build connections between youth/CSO’s and private / public Institutions.

Ma3an’s main digital platforms to achieve the communication strategy goals, remain: • The corporate Facebook page • Youth focused Chebeb Ma3an group • Youth focused Instagram page • YouTube channel • Twitter account

Content for these pages will come from Ma3an field activities and will be shared in the Tunisian dialect of Tounsi.

3. INTEGRATION OF CORSS-CUTTING ISSUES AND USAID FORWARD PRIORITIES

3.1 Gender Equality and Female Empowerment

The Ma3an Gender Equality and Social Inclusion (GESI) Advisor began working in early March. Since joining the project, the GESI Advisor held multiple meetings with the different Ma3an teams and the Ma3an senior management for general briefings on work streams and the project’s workplan and goals. Based on these meetings, she was able to develop an intermediate workplan to cover immediate priorities and ongoing activities.

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As part of this workplan, she delivered introductory sessions in March for Ma3an staff and local partners on fundamental GESI concepts and basic guidance on how to mainstream these concepts into Ma3an activities.

To ensure adequate support for the GESI Advisor during the key initial phases of her work, it was decided to secure GESI STTA from the FHI 360 headquarters. Two FHI 360 staff specialized in gender and social inclusion will travel to Tunis in Q3 to support the GESI Advisor in the development of the Ma3an GESI strategy. In the meantime, a GESI needs assessment of local partners and staff will be conducted to inform training sessions on GESI concepts and mainstreaming during different Q3 activities (e.g, CYM TOTs, Sustainability Workshops, Youth Leaders TOTs) and specific field visits to the target communities. A GESI toolkit and training materials will be developed and disseminated among staff and partners to support adherence and adoption of Ma3an GESI requirements.

3.2 Sustainability Mechanisms

Quick-start activities. Ma3an will provide one quick-start activity for each of the twelve Year 1 communities. The specific activities were chosen based on field visits and round table discussions. Quick-start activities will be based on the following criteria: 1) Will this activity provide a visible contribution to the community, 2) Will immediate youth needs be addressed, and 3) Can the project be accomplished within a two to three-month period.

Youth Leaders. During this quarter, Youth Leaders were recruited to serve in the five Sharekna communities undergoing the sustainability phase. Many selected Youth Leaders were previously engaged in Sharekna or other USG programming, and they are now bringing those skills and those they will learn in the TOTs to their role as peer mentors and to youth community engagement activities in their communities. Also, during the quarter, Ma3an developed guidance for Youth Leaders on leveraging Ma3an stakeholders in the community to build and sustain Ma3an youth engagement investments through community youth events. Ma3an developed materials during this quarter to build Youth Leader skills to contribute to their communities through Ma3an and after.

As part of the education component, MOE is working in close collaboration with Ma3an. A technical steering committee was formed to spearhead the development of design of the curriculum and to the develop institutionalizing process. This will create a sense of ownership at the Ministry level over the deliverable development and implementation process and contribute to the sustainability of the activities implemented.

A key element to ensure the sustainability of Vulnerability Scans is the training and utilization of local data collectors and the validation of the data collected with target communities. These elements will help build the credibility and relevance of the Community Vulnerability Profiles as well as the capacity of different community stakeholders to identify and address vulnerabilities.

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3.3 Environmental Compliance

Ma3an hired an environmental specialist on February 9th, 2019. She will be in charge of the preparation of the EMMP which template is already available and includes the planned grant activities, the proposed steps to mitigate, monitor and report on the identified environmental impacts.

Ma3an’s activities are covered in Tunisia’s Initial Environmental Examination (IEE) under USAID’s work that focuses on community resilience and will touch on prevention of violent extremism and radicalization in vulnerable communities (pages 4-5). Per the IEE, construction and/or rehabilitation of small-scale infrastructures falls under negative determination with conditions which requires an EMMP that is reviewed and approved by USAID.

3.4 Policy and Governance Support

MOI signing & relationship with Government Following the signing of the MOI with the Presidency of the Government, Ma3an has had weekly coordination meetings on all aspects of the program, especially as it relates to Year 1 communities.

Positive continued engagement with the Ministry of Education A positive dynamic of collaboration has emerged between the MOE and the Ma3an team, beginning since the first official meeting between Ma3an and the MOE. The Minister proposed to work collaboratively throughout the project with a steering committee of relevant technical MOE officials, providing a platform for constructive engagement that has since translated into regular technical meetings that push forward the implementation of the Ma3an education component.

Roundtables with communities and local authorities During the reporting period, 12 roundtables were organized by the Prime Ministry Office and facilitated by the Ma3an team.

Table 6 Roundtable discussions dates and locations Local Community Date

Laaroussa and Rouhia 5 February

Nadhour and Sawaf 14 February

Fernana and Ghardimaou 5 March

North Kairouan and Nasrallah 6 March

Hrairia and Sijoumi 26 March

Ezzouhour and Sidi Abdelhamid 28 March

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The team applied a participatory approach to create an open dialogue between youth and local officials and to assess local communities’ needs and design quick-start activities. The open dialogue provided greater clarity for the Ma3an team and key local stakeholders on local youths’ aspirations and contributed to initiating a trust-based dynamic between the two groups.

3.5 Local Capacity Development

Positive Youth Development Workshop. On March 1 and 4, 2019, FHI 360 Technical Advisor Maria Presley hosted a Positive Youth Development (PYD) training session for Ma3an staff. Day 1 of the session covered: 1) PYD domains, 2) an introduction to adolescent development, 3) an introduction to and analysis of adverse childhood experiences (ACEs), and 4) an introduction to PYD features and PYD application to Ma3an. Day 2 of the training covered: 1) an introduction to Search Institute’s development relationships research, 2) a review of Day 1 material, and 3) a mapping of Ma3an activities to the PYD Features Matrix.

Post-tests revealed strong continued interest in ACEs and Search Institute’s development relationships research. Oral reviews showed increased understanding of overall content and the ability to articulate concepts in full and partial forms. Results from the training include a partial mapping of Ma3an activities to PYD features and expanded Ma3an activity ideas that incorporate PYD concepts.

Do No Harm / Conflict Sensitivity training. On February 26, 2019, 31 members of the Ma3an team participated in a one-day training held at the Ma3an office in Tunis on Do No Harm (DNH) / Conflict Sensitivity principles. The training was delivered by a Specialist from Search’s Institutional Learning Team (ILT) and consisted in five modules connected with exercises. The modules trained participants on how to conduct context and program analysis, recognizing sources of tension (i.e. dividers) and maximizing sources of resilience (i.e. connectors), identifying patterns of impact and programmatic options.

A pre-post training evaluation conducted shows that 68.8 percent of the participants demonstrated an overall 56.3 percent increase in understanding of the topics discussed during the training. Most respondents also agreed that the training was useful. For future iterations of the training, it was recommended to use a case study that is more relevant to Ma3an’s context, to dedicate additional time to the sessions, and to hold the training in a separate location to ensure continued attendance for the whole duration of the sessions.

Training on Code of Conduct and Sexual Harassment. On February 15, Search held a one-day training for all its staff, including those based at the different Ma3an offices, on its recently updated Code of Conduct. The training was facilitated by Search’s Middle East and North Africa (MENA) Regional Human Resources Manager and focused on sexual harassment and Search’s recently strengthened reporting mechanisms.

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The MEL Co-design Workshop held between January15 and 17, aimed at laying the foundation for the development of the project’s MEL plan, establish a common understanding of Ma3an teams and activities, clarify project logic, information needs and responsibilities as well as infuse evaluative thinking while reflecting upon WHAT we do, HOW we do it and the RESULTS it achieves.

In an informal playful tone, the workshop was implemented through several interactive discussions and group activities that revolved around such issues as the pressing need to speak a common language in communicating our purpose (the WHY behind the activities we do) while framing our message differently when addressing different audiences and stakeholders. Ma3an’s objectives have been at the center of the workshop’s agenda throughout the 2 and half days as they underlie all project activities and all the different teams’ efforts, within a spirit of unity through diversity. The workshop highlighted the core value of shared learning as a good practice to be integrated in the team’s dynamic by means of the CLA approach. CLA stands for collaboration, Learning and Adaptation and was put into action through a speed consultancy activity whereby Sharekna and Ma3an as well as different sub-team learned from each other within a fertile and fun exchange. The three-days-workshop has triggered conversations about future capacity building efforts for the team and the need to keep the conversation going about the work plan and its overall results.

MEL Plan design: Data capture and Dedoose training From February 4-15, 2019, FHI 360’s Brian Dooley (Data Capture & Utilization Specialist) and Meriam Sassi (M&E Specialist) of the Research and Evaluation team provided a series of technical capacity trainings for the Ma3an central office MEL staff, implementing partners’ MEL staff, and regional MEL staff already hired received, and visioning workshops for the larger Ma3an program team.

The first week of the series included a focus on output monitoring and quantitative data capture and utilization, whereas the second week of training focused on outcome development and qualitative data analysis and visualization. Results from the training included the development of a selection process for Ma3an beneficiaries as well as selection criteria, a revised data management system for maintaining project outputs, and increased qualitative analysis skills and a deeper understanding of how to use the Dedoose, PowerBi, and Open Data Kit software, as evidenced by completion of mini-tests embedded in the training. The two weeks also allowed for all implementing partners to strengthen their understanding of their activities’ implicit assumptions and connection to the program theory of change, with follow up after the trip resulting in how to address these assumptions through strengthening of the results framework.

Common Ground Approach Training. Between March 15-17, 2019, the Search- Tunisia office held its Annual Strategic Retreat in Hammamet, which was attended by all its staff, including those working based at the different Ma3an offices. During the retreat, the staff had the opportunity to attend introductory modules of Search’s Common Ground Approach training, which helped them gain a better understanding of Search’s

30 conflict transformation methodology. In addition, during the retreat, staff made extensive use of Search’s Enduring Change package, a toolkit for project design and reflection that enabled them to reflect on Search’s current programming in Tunisia and its contribution to creating change in the country.

Formalization of the Community Resilience Committees (CRC). Ma3an selected members of the CRCs during the Sustainability Workshops based on their willingness and availability to engage and through a democratic process (consensus and elections between the members of each category of stakeholders). This allowed the CRC to be representative of all categories with an equal participation of men and women and engagement of youth. The selection of the right members for the CRCs represented the first step on the formalization process. Continuous follow-up by the technical and regional teams will ensure the CRC receives the support it needs in developing charts, rules of engagement, and next activities. This will also ensure CRCs can receive the needed training and support in the coming quarter based on their needs’ assessment.

Youth Leaders. During the quarter, training sessions for the eight-day Youth Leader Training of Trainers (TOT) was developed. These sessions build the capacity of the Youth Leaders to serve their communities as peer mentors and community organizers.

3.6 Public Private Partnership (PPP)

Nothing to report. Activities will begin in Q3.

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4. LESSONS LEARNED

• Reflection on the advantages of conducting joint community vs. standalone community activities The text box below presents the findings of a reflection on the challenges and advantages of conducting joint activities with two communities. Here the case of merging Sidi Bouzid and Souk Jedid communities during the community resilience process piloted under the Sharekna activity.

• Coordination between implementing partners In order to ensure smoother collaboration, Ma3an initiated regular weekly coordination meetings with consortium partners, which included providing open space in Ma3an offices available for partner meetings, consultants, and headquarter staff.

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• Pilot testing of the Vulnerability Scan tools. After the Vulnerability Scan Methodology training, a half-day pilot testing was conducted with a group of 13 youth from Douar Hicher. Initially, the Vulnerability Scan team had planned to split youth participants into two separate groups of males and females. This choice aimed to empower female participants’ voices against the potential negative impact of male discourses and to ensure that boys and girls would feel more comfortable in sharing issues that affected them. However, participants in the pilot FGD questioned this choice, considering it instead to ensure divides between genders. Facing reluctance from the participants’ side, the Vulnerability Scan team decided to alternate its sampling strategy to include both male and female participants in all FGDs planned in the six target communities, while keeping the option of having separate FGDs if preferred by participants. This episode proved the importance of testing and verifying preconceived methodological choices against the realities of the field, and the significance of including beneficiaries and participants’ voices in all stages of project activities, from planning to implementation.

5. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS

The following activities from the Year 1 Work Plan are planned for Q3 April 1 through June 31, 2019:

Table 7 Year 1 Work Plan Activities for Q3 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 • Proposals of activities developed by youth centers Youth and Sports (MOYS) 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 • N/A

1.1.3. Select up to 12 local partners to cover new • Activity completed. communities in Tunis, Jendouba, Kairouan, Siliana, Zaghouan, and Sousse 1.1.4. Engage 360 marginalized youth in CYM • 2 CYM TOTs will be conducted for the local partners. The first TOT is for Zaghouan, Kairouan and Sousse partners, from April 8-10, 2019 and the second TOT is for Jendouba, Siliana and Tunis partners, from April 11th to the 13th, 2019.

• Follow up with meetings/workshops between Ma3an team and Local partners to assist and support them during the process of the outreach

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and identification of the Youth Mappers planned for early May.

• Local partners will select 30 Youth mappers in each community.

• Youth mappers will be trained by the local partners.

• Youth mappers will start the data collection process.

1.1.5. Ensure 4,200 users become members of Ma3an • Launch Chebeb Ma3an Facebook Group Community Facebook groups that will advertise youth resources and opportunities for community engagement • Start sharing resources and engaging youth

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 • The technical team will receive a CSAP TOT and develop tailored responses to identified stresses. hold TOTs for the local partners on CSAP workshop facilitation during June 2019.

Results 1.3. Implementation of community-developed strategic plans to address community identified challenges and issues 1.3.1. Sustainability Workshops held, and Sustainability Plans • The Sustainability workshop of Sidi Bouzid and Souk produced in five Sharekna communities Jedid is planned for April 5-7, 2019.

• Sustainability workshop of Cite Ettadhamen is planned for April 26-28, 2019.

Result: 1.4. Enhanced community resources, services, and support

1.4.1. Engage youth mentor network to provide marginalized • Youth Leaders from the five Sharekna youth with peer support in 5 Sharekna communities communities will attend their Training of Trainers (TOT) workshops April 10-14, 2019, in Hammamet and April 24-28, 2019 in Tunis to learn about their Youth Leader role; implementing Storytelling events to build interpersonal empathy and community cohesion; Learn to Discern (L2D) information literacy; essential soft skills for mentoring peers; principles of Monitoring, Evaluation and Learning; and meeting and reporting on targets.

• Youth Leaders will begin implementing community engagement events for youth in the five Sharekna communities, including mentoring peers one-on- one and online via the Chabeb_Ma3an group on Facebook.

1.4.2. Engage teachers and school administrators to provide • Conduct community-level FGDs with school meaningful opportunities for youth teachers, administrators, parents, students and other key educators in nine governorates. • Develop civic engagement curriculum. • Develop curriculum training agenda and planning of training logistics.

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1.4.3. Build the capacity of service providers to provide • Hiring of consultant(s) for development of early greater support for youth detection tools and PYD guide development. • Conduct FGDs to inform the development of PYD and at-risk youth engagement guide for Bureaux d’Accompagnement. • Develop draft PYD guide and early detection tools. 1.4.4. Provide engagement opportunities for youth that • Training of Trainers workshops for Youth Leaders capitalize on technology and innovation in each of the five Sharekna communities (including L2D trainings, Storytelling, professional events, and one-on-one mentoring).

• Onboarding of the Young Tunisian Coders Academy (YTCA)

• Youth Leaders incorporate events into their workplans.

• Five coding event in Sharekna communities.

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 • Conduct vulnerability scans in six communities. strategies seeking to address vulnerabilities in Sharekna Communities 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 • Provide CSR mapping methodology and community community initiatives in Ma3an governorates (CONECT) initiatives led by private sector by May.

• Start the Mapping of CSRs and private sector initiatives in the ten governorates in May

3.1.2. Host public-private dialogues in Sharekna and new • Expand and develop a methodology for public- Ma3an communities (IACE) private dialogues model beginning of May.

• Start the first public private sector dialogue session in Sharekna Community

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 • Finalize the formalization of the CRCs of Sidi (as established under Objective 1) Bouzid, Souk Jedid, and Cite Ettadhamen

3.2.2. Design, develop, and pilot local development fund • Finalize the research on the local development model in one Sharekna community funds, structures, mechanisms previously implemented in Tunisia and adapt them to the context of the Sharekna communities.

• Conduct research on the legal framework through which the LDF can be adopted by the CRC of the Sharekna communities.

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• Develop a one pager on the needs, resources and readiness of the Sharekna communities to implement the fund model.

• Develop the scope of work of the international consultant based on the input generated from the work of the local expert.

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) • Develop 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 May

3.3.2. Provide technical assistance to seven local enterprises • Develop a Menu of technical support options and in 5 Sharekna communities and 2 Ma3an to develop and develop a CSR strategy Complete draft by end of implement CSR strategies (CONECT) June.

Result 3.4.: Increased number of volunteer hours dedicated to supporting community resilience initiatives

3.4.1. Design and implement media campaigns to promote • Design at least two campaigns volunteerism and increase volunteer hours

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 • Finalization of concept note for Youth Policy Talks communities that will be held in Q3.

6. ANNEXES

Annexes listed below are included in the zipped file accompanying this report.

Annex A: MEL Co-design workshop PowerPoint presentation Annex B: Ma3an revised Organizational chart Annex C: Youth Center Profiles Annex D: Local partner selection criteria Annex E: Community Resilience Process description Annex F: PYD Training description Annex G: Youth and Education Programs in Tunisia Mapping Annex H: Kef SW report Annex I: Poster calling for Youth Leaders’ applications poster Annex J: VScans data collectors training agenda Annex K: VScans Methodology training agenda

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