Quarterly Report Year Three, Quarter One – October 1, 2020 – December 31, 2020

TUNISIA RESILIENCE AND COMMUNITY EMPOWERMENT ACTIVITY Quarterly Report Year Three, Quarter One – October 1, 2020 – December 31, 2020

Submission Date: January 30, 2021

Agreement Number: 72066418CA00001

Activity Start Date and End Date: SEPTEMBER 1, 2018 to AUGUST 31, 2023

AOR Name: Hind Houas

Submitted by: FHI360 Tanit Business Center, Ave de la Fleurs de Lys, Lac 2 1053 Tunis, Tunisia Tel: (+216) 58 52 56 20

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

July 2008 1

Table of Contents Acronyms and Abbreviations ...... 3

Project Overview ...... 4

Ma3an’s Purpose ...... 4 OBJECTIVE 1: Youth are equipped with skills and engaged in civic actions with local actors to address their communities’ needs...... 5

Big picture analysis ...... 5

Results analysis ...... 8

Challenges and Mitigations ...... 13 OBJECTIVE 2: Enhanced capabilities to prevent and counter violent extremism...... 25

Big picture analysis ...... 25

Results analysis ...... 26 OBJECTIVE 3: Tunisian communities have sustained mechanisms and processes for collaborative action...... 27

Big picture analysis ...... 27

Monitoring, Evaluation, and Learning (MEL) ...... 28

Ma3an Learning Agenda ...... 30

Comparison of Actual Expenditures with Budget Estimates ...... 32

Annexes ...... 33

Annex A: Cohort 2 Youth Mentors Activities 33

Annex B: YMs Activities Data Findings and Analysis 33

Annex C: Youth Mentor TOT-Data Analysis 33

Annex D: PYD and Community Insight Resources Trainings-Data Analysis 33

Annex E: CE Expert ToRs 33

Annex F: CSO partner Expression of Interest 33

Annex G: Summary of Grants Delivered 33

Annex H: Capacity Building Strategy 33

Annex I: Capacity Assessment 2021 33

Annex J: Community Walkabout 33

Annex K: Performance Indicator Tracking Table 33

Annex L: Diagnosis of CSR Practices 33

Acronyms and Abbreviations AMELP Annual Monitoring Evaluation, Learning, Plan AO Agreement Officer AOR Agreement Officer’s Representative CB Capacity Building CE Civic Engagement CLA Collaborating, Learning, and Adapting CNLCT Commission Nationale de la Lutte Contre le Terrorisme CONECT Confédération des Entreprises Citoyennes de Tunisie CRA Community Resilience Activities CRC Community Resilience Committee CSA Community Support Activity CSAP Collaborative Stakeholders Action Planning CSL Community Service Learning CSO Civil Society Organization CSR Corporate Social Responsibility CT Counter Terrorism CYM Community Youth Mapping EMMP Environmental Management and Monitoring Plan GOT Government of Tunisia IACE L'Institut Arabe des Chefs d'Entreprises IREX International Research and Exchange Board IYDA Integrated Youth Development Activity L2D Learn to Discern LP Local Partner MEL Monitoring, Evaluation and Learning P/CVE Preventing and Countering Violent Extremism PIS Professional Insight Day PPD Public Private Dialogue PPI Partner Process Interviews PYD Positive Youth Development RFA Request for Applications SFCG Search for Common Ground SNA Social Network Analysis SOLVE Solutions to Violent Extremism ToC Theory of Change ToT Training of Trainers USAID United States Agency for International Development USG US Government VE Violent Extremism VEO Violent Extremism Organization VScan Vulnerability Scan WAMERO West Africa and Middle East Regional Office WSR Whole System in the Room YCS Youth Community Service

Project Overview

Ma3an’s Purpose

The Tunisia Resilience and Community Empowerment Activity, known as Ma3an (“Together” in Arabic), is a USAID-funded program that seeks to increase the capacity of communities to withstand political, social, or economic stresses and shocks, including violent extremism1 through:

Enhancing Knowledge, Attitudes, and Skills: For both state and non-state actors to implement “whole-of-community” participatory approaches to: 1) understand the violent extremism (VE) context and dynamics; 2) engage, partner, and plan locally-owned preventing and countering violent extremism (P/CVE) solutions; and 3) implement and sustain those solutions. Institutions and Systems: Establishing and/or strengthening mechanisms and partnerships capable of supporting those P/CVE solutions.

Ma3an’s goal is achieved through three inter-related and overlapping objectives:

Objective 1 (proposed Y3): Youth are equipped with skills and engaged in civic actions with local actors to address their communities’ needs. Objective 2 (changed and approved in Y2): Tunisian capabilities to prevent and counter violent extremism are enhanced. Objective 3 (proposed Y3): Tunisian communities have sustained mechanisms and processes for collaborative action.

To achieve these objectives, Ma3an supports 33 of Tunisia’s most vulnerable communities (see Figure 1) to generate sustainable resources in areas that are vulnerable to instability and VE. Ma3an provides these communities, including youth, civil society, the Government of Tunisia (GoT), including the National Counterterrorism Commission (CNLCT), and private sector stakeholders, with the tools and resources necessary to operationalize sustainable development.

1 From discussions with USAID, FHI 360 expects a formal award modification in the next reporting period which will replace this goal with a new one.

Figure 2: Ma3an Results Framework (revised in Y3)

OBJECTIVE 1: Youth are equipped with skills and engaged in civic actions with local actors to address their communities’ needs.

Big picture analysis

In Q1, Ma3an equipped youth with skills and encouraged civic action to address community needs. Specific efforts to provide such capacity building and civic engagement included: (1) support to Youth Mentor activities in developing skills to address community needs and mitigate VE risk factors; (2) the development of a Youth Community Service (YCS) curriculum to address VE risk factors and support the identification, planning, and implementation of solutions to those risks; (3) rehabilitation and support to Civic Youth Hubs to serve as dedicated spaces for youth to find solutions to their community problems and foster coordination, networking, collaboration, and the sharing expertise; (4) technical assistance to the Ministry of Education in revising its National Civic Education manuals; and (5) the formalization and implementation of Community Resilience Committees (CRCs) in Phase 2 communities as mechanisms for collaboration between community stakeholders. These efforts are detailed below.

Ma3an implemented Youth Mentor activities in Q1 to develop the skills of vulnerable youth in addressing community needs, thus mitigating risk factors that could lead to violent extremism. This included the following activities: Cultivating empathy, communication, and public speaking skills, thus providing voice to marginalized youth and increasing social bonds through storytelling training. Developing critical thinking and information engagement skills, including empowering youth in PVE, by identifying misinformation through Learn to Discern (L2D) training. Increasing youth exposure to professionals and career possibilities and developing their leadership and self-efficacy skills through Professional Insight Days (PIS) trainings; and Fostering a culture of peer support, strengthening community networks, and providing access to positive role models through one-on-one mentoring. Ma3an also adapted the FHI 360-developed Community Service Learning curriculum this quarter to suit the program’s objectives. Following an orientation with FHI 360’s Home Office, Ma3an staff adapted the curriculum to better suit the Tunisian context and renamed it the Youth Community Service (YCS) curriculum. Ma3an also identified specific knowledge and technical gaps which will be addressed by a Civic Engagement expert who was recruited to start next quarter. The Ma3an Youth Community Service (YCS) curriculum equips youth with the necessary skills to address community needs. The curriculum combines learning activities with service activities to benefit both youth and their community. Through the YCS curriculum, youth beneficiaries will gain knowledge and skills through a cycle of action and reflection: they apply what they are learning to community problems and, at the same time, reflect upon their experience to learn from their service activity. Through this process, they will achieve both real gains for the community and important skills for themselves. The YCS curriculum will be implemented in Q3 for youth to identify community-specific issues, plan and design solutions to address them by engaging in civic actions in collaboration with relevant stakeholders in the community. These challenges will often relate to VE drivers, or other risk factors of vulnerability (for example, recruitment efforts, hate speech, and perceptions of marginalization, exclusion, or stigmatization). Accordingly, youth beneficiaries will be equipped with the knowledge, skills, and tools required to address community-specific concerns. It can also contribute to Ma3an’s P/CVE objectives by supporting youth to: Address VE drivers related to dissatisfaction with, and disconnect from, the political system. The curriculum does so by building relationships with local authorities and representatives from state institutions through the “stakeholder engagement” modules and activities.

Address youth desires for a sense of purpose, belonging, and empowerment. YCS fosters feelings of inclusion, including through its ‘Community and Contributions’ module, where youth learn how diversity and inclusion are important in civic participation values and can be a source of resilience to VE. Ma3an is planning on launching civic youth hubs to be hosted in existing youth structures, which will host the YCS curriculum implementation along with an activity portfolio to provide youth with complementary skills to those acquired during the YCS implementation. The civic youth hubs will play a significant role in providing youth with an enabling environment, spreading and promoting the Civic Engagement values, and giving youth the opportunity to become change makers in their communities. To anchor the Ma3an-supported civics activities in the field and ensure their sustainability, Ma3an developed a scope of work for a local CSO partner to implement delivery of the YCS curriculum and engage key community stakeholders to empower them to play a greater role in improving their communities and increasing community resilience to VE. Additionally, the CSO partner will support Ma3an in designing and implementing a portfolio of activities to be hosted in the civic youth hubs, providing youth with the necessary resources and skills to become changemakers in their communities. In coordination with FHI 360 Home Office, Ma3an developed and finalized a request for Expressions of Interest (found in Annex F) issued on January 06th 2021 and an RFA to identify the local partner to be issued in early February 2021. In December 2020, Ma3an received USAID approval to provide the Ministry of Education with technical assistance in reviewing, updating, and adapting the national civic education manuals to the needs of young students. In addition, Ma3an will build partnerships with the Ministry of Education to facilitate the development of the National Civic Education Strategy. These Objective 1 activities are expected to commence in Q2. This quarter, Ma3an continued to support the formalization of CRCs in Phase 2 communities so that they could sustain the locally-led process to address youth and community needs at the community level. Ma3an supported the CRCs to engage communities, and specifically vulnerable youth, in finalizing the design and planning for the Community Resilience Activities (CRAs) in each community. This included regular consultations with local stakeholders to clarify their roles in providing support during the development and implementation of the CRAs. Ma3an will continue to engage CRCs in the coming quarter through continuous support to CRC members in planning local interventions around the CRAs, communication around these initiatives, and reinforcing collaboration with community actors. Finally, Ma3an continued to manage the Ma3an Facebook community group this quarter, which provides youth a platform to connect with one another and to learn about opportunities to further engage in their communities. In recent months, local NGOs have begun using the Facebook group to share calls for applications for various youth programs. In total, 41 opportunities were shared during the reporting period, higher than in previous quarters. In October, a Youth Mentor, Firas Boushaki, called upon members to post pictures and videos about their regions, with the goal of motivating youth to value their communities and understand 7

their local contexts. LINK. This spontaneous action motivated 13 youth to post about their regions. Example of the posts are here. These posts received a total of 68 comments and 302 likes.

Results analysis

Result 1.1: Community members, particularly vulnerable groups, demonstrate an enhanced level of engagement, trust, and agency. Implement Community Support Activities (CSAs) Ma3an implemented the following CSAs over the past quarter: Community of Fernana: Youth Center: On 24 October 2020, Ma3an hosted an opening ceremony for the CSA in Fernana, Jendouba, a refurbished multipurpose space and an after-class activities room in the local youth center. These rehabilitated safe spaces allow local youth to explore their talents and engage in sports and artistic activities ranging from theater to martial arts and gymnastics. Community of Ghardimaou: Public Library: On 24 October 2020, Ma3an hosted an opening ceremony for the CSA in Ghardimaou, Jendouba, a refurbished cultural space in the local public library. The space was co-designed with vulnerable youth to create a safe environment for cultural activities, such as music and theater. Its purpose is to provide these youth with activities to keep them away from risks, such as crime and radicalization. Community of Rouhia: Youth Complex: On 23 October 2020, Ma3an hosted an opening ceremony for the CSA in Rouhia, Siliana, a refurbished basketball field and playground in the local youth center. The marginalized and stigmatized at-risk youth in Rouhia chose sports as their positive youth development activity to empower youth and help them to build their leadership skills. Community of Nadhour: Youth Center: On 21 October 2020, Ma3an hosted an opening ceremony for the CSA in Nadhour, Zaghouan, a rehabilitated amphitheater in the local youth center. The amphitheater offers at-risk youth a safe space to be creative and engage in artistic performances, such as music and film screenings. Community of Saouaf: Youth Center: On 21 October 2020, Ma3an hosted an opening ceremony for the CSA in Saouaf, Zaghouan, a rehabilitated youth center for at-risk youth to engage in sports and cultural activities. Community of Hrairia: Youth Center: On 20 October 2020, Ma3an hosted an opening ceremony for the CSA in Hrairia, Tunis, a refurbished multipurpose space and equipment in a local youth center. This space will provide at-risk youth a safe space to congregate and participate in events, such as film projections, drama performances, arts, sports, and robotics. Artistic productions will be produced by youth and presented to the public in the multipurpose room.

Community of Sidi Abdelhamid: Youth Center: On 22 October 2020, Ma3an hosted an opening ceremony for the CSA in Sidi Abdelhamid, Sousse, which included three refurbished spaces in a local youth center for sports, IT, civic engagement exchange, and activity clubs. The refurbished spaces will provide at-risk youth with safe spaces to engage with their community, as well as to learn self-discipline, build self-esteem, and improve interpersonal relationships. Community of Sousse Erriadh: Ezzouhour Park: On 22 October 2020, Ma3an hosted an opening ceremony for the CSA in Sousse Erriadh, Sousse, a rehabilitated urban park. The park will provide a safe and drug-free space for at-risk youth to engage in sports and public art shows and foster a sense of community amongst the at-risk youth. Community of Laaroussa: Municipal Park: This CSA involved the rehabilitation and refurbishment of a municipal park to provide a safe space for at-risk youth to engage in leisure and entertainment activities such as sports and a playground. The park will foster a sense of community amongst at-risk youth. The implementation of this CSA was delayed due to a disagreement between members of the municipal council about the function, design, and the impact of the Ma3an intervention in the park of Laaroussa. Ma3an held a series of meetings with the municipal council, local CSOs and the CRC to discuss the community’s needs. An agreement was made to meet the community’s demands regarding the protection and sustainability of the park. These meetings and discussions strengthened community members involvement and ensured their total ownership of the project. A no cost extension was approved on September 25, 2020. The CSA is now complete, and an opening ceremony will be scheduled for the next quarter. (See Annex G: Summary of Grants Delivered). Following CSA workshops this quarter to hear from local community actors about the VE risk factors facing youth in the Governorates of Gafsa, Kasserine, Medenine, Tataouine, Ben-Arous, and Tunis, Ma3an submitted CSA descriptions to USAID on November 19, 2020 for approval. The CSA descriptions included how each proposed activity addressed VE drivers and dynamics in the community, how it would be feasible to implement, how it would respond to COVID-19 priorities and mitigate COVID-19 risk. On December 16, 2020, Ma3an received USAID pre- approval of the CSAs and a request for further information regarding the equity of resources among target communities and provision of more options for interventions in four of them. At the end of the reporting period, Ma3an conducted further fact-check visits and meetings with local stakeholders to address USAID concerns. Table 1: CSAs in Phase 3 Communities Submitted for USAID Approval

Community Activity Potential grantee Estimated Amount Tataouine Purchase of equipment for a recording studio, sound Cultural complex of $72,969 South system, dance club, photography and cinema club, Tataouine drawing club, theater club, music club, also mobile stage for outside cultural event with accessories Purchase of equipment for the associations of sport Youth center of $36,485 such as Aerobics and combat sports, audiovisual Tataouine South equipment. and will support the youth center with

the establishment of a small basketball field and equipment for the meeting room. Rehabilitation of an urban park into a health trail and Delegation of $36,485 purchase of street workout equipment. Tataouine South Rehabilitation and purchase of equipment for Municipality of $72,969 multidisciplinary municipal field. Tataouine South Tataouine Rehabilitating of the outdoor multidisciplinary sports Municipality of $ 109,454 North field and purchase of equipment for the female Tataouine North combat sports club in the sports complex. Purchase of sports equipment for the big Youth and Sports $ 58,376 multipurpose room (Fitness, Boxing, and Martial Complex Tataouine Arts), and refurbishment of an unequipped room to North turn it into a training and meeting room for CSOs. Bir Lahmar Rehabilitation and purchase of equipment for a Youth center Bir $ 109,454 multipurpose room for artistic and cultural activities Lahmar and refurbishment of the outdoor sports field. Creation of a community web radio and purchase of Cultural center Bir $ 47,430 equipment for the clubs of citizen journalism, audio- Lahmar visual, and podcasting embedded in the cultural center. Beni Purchase of equipment for outdoor cultural and Youth Center of Beni $ 54,727 Khedach artistic activities and aerobics club in addition to Khedach recording studio equipment. Refurbishing the multipurpose room and purchase Youth Center Ksar El $ 54,727 audio-visual, IT and combat sports club equipment. Jedid Providing equipment to the cultural center of Beni Cultural Center of $ 47,430 Khedach for different cultural and artistic activities. Beni Khadech Medenine Rehabilitation of an urban park in Ennour The Municipality of $109,454 North neighborhood to transform it into a multidisciplinary Medenine sports field. Rehabilitation the conference hall of the Medenine Commission of $58,375 Cultural Affairs Commission into a multipurpose Cultural Affairs room to hold public cultural events. Medenine Sidi Makhlouf Rehabilitation of an Entertainment & Sport park in Municipality of Sidi $ 72,970 Sidi Makhlouf. Makhlouf Rehabilitation of a multidisciplinary sports field at the Regional Commission $ 36,4845 Rural Youth Club in El Gosba. for Youth and Sports Ksar Rehabilitation and procurement of equipment for an Youth Center $ 102,157 amphitheater club, a media lab and an IT/e-sports club, as well as provide equipment for a multipurpose hall. Rehabilitation of the multidisciplinary field and Municipality of Ksar $ 54,727 purchase of the necessary equipment. Rehabilitation of the open theater and the football Municipality of Lela $ 62,024 playground in the municipal space “Dar Echaab” and purchase of the necessary equipment for sports and cultural activities. Gafsa South Rehabilitation of an abandoned municipal space into Municipality of Gafsa $ 91,212 multidisciplinary sports field and a youth gathering space and providing street workout equipment. Rehabilitation of an outdoor theater in Sahet Alhoria, Municipality of Gafsa $ 36,485 and purchase of theater equipment.

Mdilla Rehabilitation of a small multidisciplinary field, Municipality of Mdhilla $ 109,454 providing a health trail to be freedom and expression space. Rehabilitation of a multipurpose hall and football Mdhilla Youth center $ 40,133 playground and providing equipment for the music club in the Mdhilla Youth center. Rehabilitation of a football playground and purchase Municipality of Mdhilla $ 54,727 of sports equipment. Kasserine Rehabilitation of a multidisciplinary sports field and a Municipality of $ 91,212 North youth gathering space in the al Manar neighborhood Ennour (Ennour) Rehabilitation of a neighborhood playground into a Municipality of $ 51,079 football field in El-Karma. Ennour Thala Rehabilitation of the youth center’s multidisciplinary Thala youth center $ 83,915 sports playground for women and the multidisciplinary hall for sports and cultural activities Rehabilitation of Ain Thala park into small Municipality of Thala $ 54,727 playgrounds that provide safe and attractive spaces for families and youth. Feriana Rehabilitation of an open space for cultural Municipality of $ 47,430 performances and youth gathering activities Feriana Rehabilitation and providing equipment for Cultural center of $ 62,024 amphitheater and theater club in addition to Thalabet recording and cinema Studio to be embedded in the cultural center of Thalabet. Rehabilitation of a multidisciplinary sports field in Municipality of $ 51,079 Awled Abderrahim Neighborhood. Feriana Kasserine Providing necessary equipment for the youth center Youth center of $ 43,782 Ezzouhour for the creation of IT, robotics, E sports clubs and a Ezzouhour multidisciplinary sports hall Providing equipment for the municipal sports Municipality of $ 36,485 complex. Ezzouhour Hammam-Lif Establishing a Media Lab within the youth center by Youth center of $ 43,782 setting up a Radio and recording Studio and Hammam-Lif purchasing necessary equipment. Creation of a Skatepark in the community of Municipality of $ 65,673 Hammam Lif in “Houmet Saboun” Hammam-Lif Fouchana Rehabilitation and purchase of equipment for the Youth center of $ 54,727 youth center’s amphitheater. Fouchana Rehabilitation of sports complex of Fouchana Municipality of $ 76,618 Fouchana Mohamedia Rehabilitation of the amphitheater and purchase of cultural center of $ 54,727 cinema and music club equipment. Mohamedia Rehabilitation of a safe accessible fitness trail in Municipality of $ 91,212 Mohamedia Mohamedia

CSAs Approved by USAID The Kram West neighborhood in Tunis struggles with issues of socio-economic depravation, youth marginalization and VE. On March 6, 2020, two suicide bombers from Kram West detonated themselves at the entrance of the US embassy in Tunis, killing one Tunisian police officer and injuring five others. In response, in June 2020, USAID requested Ma3an to support P/CVE programming there. Ma3an held a series of community youth engagement and 11

participatory action planning consultations in Kram West in July 2020. The purpose of these consultations was to identify, prioritize, and select appropriate P/CVE interventions. The Kram- West community stakeholders proposed CSAs consisting of (1) rehabilitating a multidisciplinary sports field and street workout space; (2) equipping and refurbishing a multipurpose room and a media lab in a local youth center; and (3) supporting the establishment of two cinema, music, and arts clubs in a local cultural center and rehabilitating an outdoor performance space. The Kram- West CSAs received USAID grant and EMMP approval on December 11, 2020 and will begin implementation next quarter. Table 2: Grants for Kram CSAs

Kram-West Rehabilitation of a multidisciplinary sports The municipality of $ 84,073.902 field and a street workout space. Kram Equipping and refurbishing a multipurpose Youth center of $111,1452 room and a media lab to be embedded in Kram West the youth center. Supporting the establishment of a cinema Cultural center $100,2232 and music clubs and arts club hosted in the Hamouda Maali cultural center and Rehabilitation of an outdoor performance space.

Select new local partners that cover 16 new communities (i.e., Phase 3 communities) in Tunis, Ben Arous, Medenine, Gafsa, Tataouine, and Kasserine During Q1, all local partners received fully executed grant agreements and began preparations for their involvement with Ma3an. In October 2020, local partners from the governorates of Gafsa, Kasserine, Medenine, Tataouine, Ben Arous, and Tunis attended a three-hour online finance training organized by the Ma3an finance and grants team. The training focused on financial management and reporting during project implementation. In November 2020, local partners attended online kickoff meetings with Ma3an’s regional offices, and then received and signed their grant agreements. On November 17, 2020, partners attended a meeting with USAID to discuss their involvement and vision for the Ma3an program. In late November, local partners attended an online session in preparation for the CYM exercise to collect data on the community assets/infrastructure and services, the administrative, geographical and demographic characteristics and finally community dynamics & partnerships between community based CSOs, private and public sectors. In early December, partners attended online start up meetings where they were introduced to grant management and the Ma3an procurement process. In late December, the Ma3an communication team held online

2 Used exchange rate: $1 = TND 2.74088 01/19/21, (Source: https://www1.oanda.com/currency/converter/ Please note that: all “equipment” mentioned in the above tables costs under $5000.

sessions with local partners to introduce them to Ma3an’s communication techniques and how to utilize social media platforms to increase activity outreach and impact. Ma3an also launched community ownership workshop information sessions with local partners in Phase 3 communities this quarter. These sessions provided an opportunity to introduce partners to the workshops and their objectives (namely bringing together community stakeholders around the CSAs to engage and empower vulnerable youth). The workshops for Phase 3 communities will begin in February 2021. Table 3: Phase 3 selected CSOs

Governorate Community Selected CSO Gafsa Mdhilla Impact Foundation for Research and Development Ksar Association IRADA pour le Développement Gafsa South MASH’HED Kasserine Thala Association Thala Solidaire Feriana Association Revival Feriana Kasserine North Association Amal pour la solidarité, le développement et le savoir Tataouine Bir Lahmar Sawt Bir Lahmar Tataouine South Ilef Association Tataouine North Skills to Succeed Medenine Medenine North La Voix De l’Enfant Rural (AVER) Beni Khedache Association de Développement Ksar Jedid ADKJ Sidi Makhlouf Association de Développement et des études stratégiques Médenine (ADESM) Ben Arous Mohamedia Tunisian Youth Impact Hammam-Lif Fouchana ONTJ Tunis Kram-West El SPACE

Challenges and Mitigations To maintain safe working conditions in the era of COVID-19, Ma3an hosted the majority of meetings and training with local partners online. Ma3an was able to overcome the challenges of online communication by putting in extra time and effort to prepare for each meeting. This included developing meeting strategies that engaged the audience and increased their participation. Another challenge this quarter was that the selected local partner in Hamman-Lif, the Health and Psychology Association, cancelled their participation in the program in late November 2020. The association justified the decision by saying: 1) Ma3an did not align with the association’s vision and goals; 2) the partnership relationship did not work for them; and 3) Ma3an’s focus on P/CVE capacity concerned them. Ma3an has since identified a replacement partner in Hammam-Lif and

has begun negotiations. The required grant package for that last partner will be submitted to the USAID AOR next quarter. Engage and develop the capacity of local partners in Phase 2 and Phase 3 communities In response to the program’s shift in focus to enhance community P/CVE capacity (Objective 2), Ma3an’s capacity building strategy (Annex H) was revised to incorporate building the P/CVE knowledge and organizational skills of local partners. The new approach analyzes the weaknesses and strengths of the CSOs in addressing VE drivers and dynamics, reinforces their existing capacities, and encourages CSO-led and locally-owned P/CVE activities. It also engages CSOs through intensive capacity building to develop their required P/CVE skills and to build partnerships across different P/CVE community and national actors and to support GoT and CNLCT counterterrorism efforts through a bottom-up approach. Ma3an’s revised capacity assessment tool (Annex I) is used to help Ma3an’s local CSO partners to understand their P/CVE capacities and reflect on how to contribute to P/CVE through strategic recruitment, training, mobilization, and engagement with at-risk youth. To further strengthen local partner capacity, Ma3an also considered diversifying its support to local partners in future quarters. Going forward, additional technical support will be offered to local partners through organizational training modules on fundraising, financial and project management, advocacy, and proposal writing. These modules will strengthen partners’ theoretical knowledge and practical skills, thus helping them better engage at-risk youth in leading local P/CVE solutions.

Ma3an Hosts Online Capacity Building Information Session On 6 January 2021, Ma3an held an online capacity building information session with Phase 3 local partners. The session achieved three objectives: An introduction and explanation of the Ma3an capacity building approach; An introduction and explanation of the revised Ma3an capacity assessment tool; The official launch of capacity building activities with a common understanding of their objectives and processes. Following the session, participants reported an improved understanding of the capacity building approach and stated they appreciated how it combined both learning and practice. Some participants proposed to collaborate to address their similar priorities within the individual Improvement Plans. This illustrated local partners’ willingness to invest in the process and work collaboratively to address needs. Ma3an encouraged local partners to collaborate and share resources to build their capacities and ensure sustainability.

Al Amal Association Capacity Session in Kasserine

On 11 January 2021, Ma3an launched the first capacity assessment session with the Al Amal Association in Kasserine. The session aimed to assess the local partner’s programmatic and governance capacities and experience. The session included partner staff, which enriched discussions as they were knowledgeable about the organization’s programming and activities. Representatives from the association’s Board of Directors also engaged in the sessions. Partner staff reported that activities to build youth’s sense of belonging and trust to prevent VE are the highest priority for the association. The

“Mistrust, the lack of access to opportunities, and the shortage of technical skills and resources among local CSOs are key reasons behind youth engagement in violence, and as a board member, our association would like to build its own community based PVE strategy to help address this issue.”

association’s Amel Yahiaoui, Secretary General Secretary General explained: The session also discussed the widespread misconceptions about PVE and the lack of understanding about the concept, which can create sensitivities and raise concerns of local actors, including civil society: Assessment participants agreed that a fundraising strategy could help Al Amal work in a sustainable way, regardless of donor funding. The assessment helped committee members understand the importance of systemizing and standardizing

“I think that the misunderstanding of the PVE concept is due to the lack of openness or reservation regarding this topic and its impact on our community from 2011 onwards, and it is high-time to understand and most importantly define the concept and address in our own terms.”

a resourcing strategy and ensuring that members are engaged in fundraisingZainab from Naddari,diverse sources Communication at a local ,Officer regional, and national level.

The assessment’s output can be summed up in the following priorities, which Al Amal considers the most urgent areas for capacity development: 1) building youth sense of trust and belonging; 2) developing sound knowledge on

“We currently do not have a working fundraising strategy, and our association relies heavily on donor funds and its board’s extensive network to mobilize resources. In the long run, this might not ensure enough cash flow to ensure the sustainability of our projects, and I believe that it’s a shared responsibility between board and staff to ensure financial stability through an effective strategy of fund raising.”

Engage 840 youth in CYM

Responding to the program’s shift towards enhancing communities’ P/CVE capacity (Objective 2), Ma3an worked during this reporting period to revise the core tools and methodologies of the CYM process to be used in the Phase 3 communities. This included revisionsHamza Hizzi,to data Field collection Coordinator

tools to reorient them to VE push and pull factors and youth vulnerability. The CYM was also revised to focus on areas prone to VE and characterized by concentrations of at-risk youth. Modifications to the overall community resilience process were made to make it more flexible and to ensure greater ownership by local partners and youth beneficiaries. The revised CYM approach was communicated to local partners through both online and in-person meetings. During the CYM Training of Trainers (TOT) planned for next quarter, time will be allotted for local partners to provide suggestions and recommendations on the CYM process. Going forward, these modifications will result in youth beneficiaries in the CYM process being more aware of the dangers of VE and its impact on their communities. Youth Mappers will thus be more capable of bringing together community stakeholders and leading P/CVE initiatives in the future. Likewise, Youth Mappers will acquire needed analytical skills, critical thinking, and communication capacities to detect VE threats and drivers.

The technical team in Tunis delivered CYM trainings to regional program teams and introduced the CYM TOT. This provided the field team an opportunity to present feedback and recommended improvements. CYM trainings for local partners in phase 3 communities have been scheduled for the next quarter.

Ensure unique users of a Ma3an community Facebook group that will advertise youth resources and opportunities for community engagement. During Q1, the Chebeb Ma3an Facebook Group increased by 79 new members, making the total unique users 2,427. During the coming quarter we intend to reactivate a Paid online group promotion (Facebook ads) to increase the number of members, as well as promote the Chebeb Ma3an Facebook group during the coming events such as Clean eHoumteck, CYM preparation event and one to one call with our Phase 3 local partners.

Figure 3: Chebeb Ma3an Facebook members growth rate

Compared to the previous quarter, there was a slight decrease in the number of shared posts, as well as a decrease in reactions and comments, likely due to the decreased level of activities. Still, Q1 included 2 two key events:

In October 2020, Ma3an youth initiated an online campaign to share content promoting their communities.

In November 2020, Ma3an held a Youth Mentor activity in Laaroussa that generated content within the Facebook group.

Figure 4: Chebeb Ma3an Facebook posts/comments/reactions growth rate

Result: 1.2: Inclusive community groups are mobilized to develop tailored responses to specific community vulnerabilities, specifically drivers of extremism and instability Convene community stakeholders in Phase 3 communities to develop tailored responses to identified stresses and shocks. The CSAP workshops in the Phase 3 communities are planned for later in Year 3 but, to initiate the process of the Phase 3 local partners identifying and later convening community stakeholders, Ma3an introduced those partners to the Community Walkabout (CW) methodology. The local partners were presented this quarter with Community Walkabout guidelines including the type of information to be collected, giving the flexibility to local partners on how to present the information. (See Annex J Community Walkabout). The technical team held online sessions with local partners to present the methodology, which seeks to obtain field-based data to ensure partners fully understand the community where they are implementing Ma3an’s activities. Ma3an incorporated recommendations made by local partners for revisions to the methodology including those related to politics and VE. The team also drafted a guidance document to support the local partners in conducting the Community Walkabouts. These final methodology was then presented to the local partners. Following these introductory sessions, local partners in Medenine North, Beni Khadeche, Feriana, Sidi Makhlouf, Tataouine North and South, Bir Lahmar, Fouchena, Mhamdia and Kram-West submitted completed Community Walkabout documents. These documents all mentioned the inaccessibility of the youth services and sub-par infrastructure as primary communty concerns.

Through interactions with local partners, Ma3an concluded that the Phase 3 local partners now have an informed understanding of their communities which will allow them to effectively lead the community resilience process. This was confirmed by

their ability to fully conduct the necessary interviews, consultations, and meetings in their respective communities, which would be have been limited without local buy- in.

Results 1.3. Implementation of community-developed strategic plans to address community identified challenges and issues. Implement Community Resilience Activities to address challenges and issues in Phase 2 communities. The CRA approach seeks to encourage youth to engage in community-driven action and foster collaboration between different stakeholders, including local authorities. This approach has value for P/CVE, as it contributes to building relationships, competencies, and locally-owned mechanisms that strengthen a community’s capacity to respond to VE threats. During the design of CRAs, Ma3an outlined the role of community stakeholders, and specifically CRCs, as catalysts of community collaboration and drivers of positive youth dynamics. Table 4 outlines the CRAs that were greenlighted by USAID this quarter. In addition, Ma3an will be launching workshops with CRCs to better capture their insight, feedback, and potential support for the CRAs in the next quarter. This will improve community ownership of activities and reinforce the locally-led sustainability plan. Table 4: CRAs Greenlighted by USAID

Community Activity Potential grantee Estimated Amount3 Fernana Purchase of equipment for the “hiking and camping Fernana Youth $ 29,187.7 and biking Club” in the Fernana Youth Center. center Rouhia Rehabilitation of the municipal park and purchase The Municipality of $65,672.2 of related outdoor and sports equipment. Rouhia Purchase of equipment for the cinema and Rouhia Cultural $29,187.7 photography clubs within the Rouhia cultural Center center. Ghardimaou Purchase of equipment for the Hiking and Biking; Sports complex of $65,672.2 Wheelchair Basketball; Wheelchair Handball; Ghardimaou Sitting Volleyball; and Sitting Table Tennis. Laaroussa Purchase of equipment for the outdoor club (biking Youth center of $36,484.6 camping and hiking) and green eco activities club. Laaroussa Sousse Eriadh Refurbishment and purchase of equipment of the Youth Center of $ 43,781.5 sports room and IT and media clubs. Ezzouhour Support the association “ART WAY” to organize Association ART $ 18,242.3 an arts street festival and performances leveraging WAY their skills. Sidi Abdelhamid Refurbishment of the media lab space and purchase Youth Center of $ 36,484.6 of the related necessary equipment. Sidi Abdelhamid Supporting the Youth Mappers and Sidi Abdelhamid Youth Mappers and $ 18,242.3 CRC members with the creation of a community Sidi Abdelhamid cultural caravan in the community to engage CRC members marginalized and vulnerable youth in participatory street arts and theater performances. Nasrallah Refurbishment of the media lab space and purchase Youth center of $ 36,484.6 of the related necessary equipment. Nasrallah

3 Used Oanda rate: $1 = TND 2.74088 01/19/21, (Source: https://www1.oanda.com/currency/converter/ )

Supporting the Youth Mappers with the creation of The youth mappers $ 21,890.7 a cultural caravan to reach out to youth in high of Nasrallah schools who suffer from isolation and total lack of cultural and entertainment activities. Kairouan North Refurbishment and purchasing equipment and Youth Complex of $62,023.8 materials to establish a Media Lab, gaming and Kairouan North robotics club in the youth complex. Support the creation of a CSOs hub by procuring Youth think $ 72,969.1 the necessary equipment. association Sijoumi Refurbishment of the sports hall and purchasing of Sub-Municipality of $ 65,672.2 equipment for Karate and Boxing clubs Sijoumi Purchase of equipment and materials for the Tunisian Scouts - $ 18,242.3 Cinema, Theater, and Music clubs for the youth of Branch of Sijoumi Sijoumi. Hrairia Rehabilitation of the radio studio room and Youth center of $ 49,254.2 procurement of equipment for the Web Radio and Hrairia the Mobile Theater Clubs. Nadhour Rehabilitation of the youth center of Nadhour and Youth center of $ 51,078.4 purchase of equipment for the photography and Nadour cinema, theater and music clubs, and the creation of a web radio. Saouaf Supporting the implementation of the “Mastermind OTCS $ 25,539.2 generation” activities to reinforce youth effective participation in the decision making.

These CRAs seek to promote collaboration amongst diverse stakeholders, strengthen capacities for self-reliance, and encourage youth-led engagement in communities to deepen their sense of purpose and belonging. A portion of these CRAs would also support small-scale construction and space rehabilitation activities, including the refurbishment of youth centers, cultural centers, and parks. Following USAID pre-approval, Ma3an worked with identified grantees this quarter to finetune their approaches and collaborate with relevant community stakeholders. Ma3an received USAID final approval in December 2020 and began working on the grantee packages, including the respective EMMPs. Next quarter, Ma3an will award and support the implementation of 24— 36 phase 2 CRAs. The CRA approach is built on the idea of encouraging youth and community-driven action and fostering collaboration between different stakeholders, including local authorities. This approach has value for P/CVE, as it contributes to building relationships, competencies, and locally-owned mechanisms that strengthen a community’s capacity to respond to VE threats. Challenges and Mitigations Target communities have struggled with the pandemic, which has contributed to deteriorating economic and social conditions and a wave of violent social protests. Accordingly, Ma3an engaged grantees and local stakeholders this quarter to ensure the proposed CRAs were still a priority. In most cases, the CRAs remained a priority as youth are still in need of safe spaces, opportunities, and resources to support them during uncertain times. In fact, such activities are likely to be particularly important during the pandemic, as youth are expected to be increasingly exposed to

VE messages (due to an increase in idle time and presence online). However, in a few cases, communities indicated that the previously proposed CRAs were no longer a priority and requested them to be modified to address more urgent community needs. In response, Ma3an included this feedback in its revised CRA plan and relevant CRA proposals. Engage youth post-CSAP in community actions through local partner-led activities and Idea Sprints. Activities under this result will start in Y3 Q2. Sustainability Townhalls and Sustainability Plans Produced in Ma3an Target Communities. On 18 December 2020, Ma3an piloted the first townhall discussion with the Kairouan North CRC around CRAs, namely the Media Hub. The meeting supported Ma3an’s efforts to continuously engage community stakeholders in discussions around the design of local CRAs. Townhalls with the remaining phase 2 communities will be held in Q2 during the launch of CRA discussions. Result: 1.4. Enhanced community resources, services, and support Engage youth mentor network to provide marginalized youth with peer support. During Q1, 43 Youth Mentors gained necessary skills to engage with peers across 12 phase 2 communities through youth-led trainings and mentoring. This included conducting a second three-day TOT for eight Youth Mentors from Kairouan and Nasrallah who were unable, due to COVID-19, to join their peers during the training in August. To abide by COVID-19 precautions, the ToT was held in a large space with a reduced number of participants, all of whom wore face masks and practiced social distancing. (For ToT2 agenda and workbook, See Annex C). An assessment was conducted following the second TOT to measure the skills gained by all 43 Cohort 2 Youth Mentors who attended trainings in both August and October 2020. Participants reported positive experiences, stating they felt inspired and empowered by the TOTs. They reported improvement in the soft skills discussing during the TOTs, namely: active listening (13% improvement); practicing empathy (11% improvement); teamwork skills (33% improvement); learning (16% improvement); adaptability (26% improvement); resource management (19% improvement); and problem solving (26% improvement). Additionally, participant responses showed gains in understanding about their Youth Mentor roles and responsibilities (Annex C). Because the TOTs were shortened from four-days to three-days (to accommodate COVID-19 precautions), Ma3an also conducted two complementary virtual sessions to develop Youth Mentors’ networking and strategic planning skills and their approaches to inclusive training for vulnerable youth. (Annex D). Cohort 2 Youth Mentors completed all planned activities across phase 2 communities this quarter, engaging 494 youth (231 males, 261 females). This included engagement with 303 youth through 35 trainings (11 Storytelling, 18 L2D, and six PIS) and 191 youth through one-on-one mentoring sessions. Therefore, despite the challenges brought on by COVID-19, Ma3an 21

exceeded its targets for the quarter (which were 24 trainings and 129 mentoring sessions). (Annexes A & B). In total, 191 Ma3an One-on-One Mentoring sessions were held this quarter. These sessions provided youth with the opportunity to connect one-on-one with Youth Mentors for support in achieving professional or personal goals. This included 89 female youth and 78 male youth (78% were conducted in-person, 22% virtual). Nearly all mentees (98%) reported improvements in skills and opportunities as a result of the mentoring sessions, varying from CV building to digital design, with one mentee reporting the session was helpful for his efforts to obtain a business loan. When asked about their next steps after the session, most mentees reported they would use the action plans they established with their mentors and expressed interest in further mentoring sessions. Mentoring sessions support PVE efforts by promoting social cohesion and bonding between at- risk youth and positive peer role models. Youth Mentors reach diverse groups of community youth, thus reducing the effects of social disenfranchisement on vulnerable youth.

Youth Mentors also continued to conduct outreach to at-risk youth this quarter to meet the program’s P/CVE objective. Ma3an’s attendance tracking showed that 45% of participants across all 35 trainings classified themselves as “unemployed and looking for work”, and 20% as “school dropouts”, at-risk groups that are vulnerable to VE risk factors. Many youth participants returned for multiple trainings and asked to bring friends as well, thus suggesting Youth Mentor activities have gained credibility and support in phase 2 communities.

Youth Mentor activities applied PYD and GESI principles by obtaining gender balanced attendance and facilitating inclusion by providing internet access and technical support to ensure all youth could attend remote trainings, regardless of their technical or financial situation. These activities created safe spaces for youth to form bonds, practice positive norms, and gain access to services—important components of building trusting social networks. Trainings also provided opportunities to build skills to contribute to community activities, such as critical thinking, respect for diversity, and information literacy. As a result, at-risk youth are better equipped to resist VE and encourage their peers to be resilient.

Youth Mentors Lead Socially Inclusive Approaches to Encourage Engagement with Diverse At-Risk Youth

Youth Mentors applied inclusive approaches to engage diverse at-risk youth. Riadh communities, for example, utilized the results of a survey of local youth to select themes for the Storytelling sessions. Themes that emerged included individual failure and success, courage and critical choices, and building resilience during confinement. Youth Mentors chose examples of stories from their local community and shared the stories to improve engagement.

Ghardimaou Youth Mentors shared a promotional video they developed to encourage participation in their L2D trainings. The video included sign language translation to reach hearing- impaired youth. This initiative to include youth with disabilities came from Elyes and Asma, two Youth Mentors and primary school teachers with experience working with students with disabilities.

“Because we all have the right to learn and explore new things and because we want to reach out to as many youths as possible, we decided to translate our video into sign language to let them know [i.e., youth with disabilities] that we did not forget them. They can join us and raise their voice.” Asma Stiti, Youth Mentor from Ghardimou

These initiatives demonstrate Youth Mentors’ agency and creativity in developing inclusive tools to engage at-risk youth in addressing drivers of violent extremism.

Three months into their mandate, Hrairia Youth Mentors noticed that online promotion was insufficient to reach at-risk youth. To engage more vulnerable youth, Youth Mentors therefore augmented their outreach methods to include

online and offline (through the distribution of flyers at youth centers and schools) efforts. They also launched a Facebook page to introduce themselves and explain their role in the community. Provide engagement opportunities for youth that capitalize on technology and innovation. Through six PIS trainings this quarter, at-risk youth developed professional communication, strategic planning, and networking skills. Of the youth that participated in these trainings, 71% reported improvement in their awareness of professional opportunities, and 84% reported gaining confidence in obtaining professional opportunities or improved professional standing. For example, PIS training participants in Riadh and Sidi Abdelhamid communities expressed willingness to engage in civic actions and contribute to addressing their community needs. Furthermore, 18 L2D trainings were conducted in Q1to build skills related to digesting news and information. This work sought to increase resilience to misinformation. By developing critical thinking skills, youth became adept at identifying the difference between propaganda and factual information, which can help build resilience to violent extremist organization (VEO) online tactics that utilize misinformation and hate speech to recruit vulnerable youth. Among participants, 64% reported having better control over their social media consumption. Youth also reported improvements in their fact-checking skills to identify mis/disinformation (an average of 22% 23

improvement), as well improvement in their media and information analysis skills to detect media content that could cause harm; an average of 26% improvement. (For the full Data Findings and Analysis report for this quarter, please see Annex B).

Youth with Disabilities in Nasrallah Develop their Media Literacy Skills in Partnership with Amel Organization

This quarter, Youth Mentors sought to implement more L2D trainings that engaged youth with disabilities (many of whom were previously unable to attend due to the limited technological support and services in most of phase 2 communities). In cooperation with the Amel Organization, a nonprofit that supports people with disabilities, Nasrallah Youth Mentors worked with a sign language translator to facilitate the training. Then, on 22 December 2020, Youth Mentors implemented an in-person L2D training at a local youth center, gathering 13 participants (four males, nine females), 10 of whom had physical and sensory disabilities. Safety and health measures were taken to ensure that participants and Youth Mentors could work and learn in a safe environment. During the training, participants developed media literacy and fact checking skills to protect them from dangerous content and mis/disinformation, a recruitment tactic often used by VEOs. In response to the question, “I can protect myself from fallacies and dangerous content”, participants reported a 70.5% improvement after the training.

Developing Networking and Strategic Planning Skills through Online Sessions

A lack of a supportive network is a push factor for VE. To mitigate this, on 24-26 November 2020, Ma3an implemented online “Community Insights and Resources” sessions for Youth Mentors to develop their networking and strategic planning skills. During these sessions, Youth Mentors connected with Ma3an staff and partners to share insights, resources, and opportunities. The sessions included training on strategic planning tools to help Youth Mentors identify at-risk youth and stakeholders who could benefit from their trainings. A training assessment showed a 25% improvement in Youth Mentors’ strategic planning skills and a 22% increase in their networking skills.

Mobilize youth and other community actors to foster a culture of civic engagement in Tunisia. The YCS curriculum, which was revised over the past quarter, will help foster a culture of civic engagement in Tunisia. The curriculum uses a community engagement pedagogy that combines learning and service activities to benefit both the learner and the community. Ma3an has therefore adopted it to foster civic responsibility in target communities and provide opportunities for youth to engage directly in their communities and to meet their needs. The development of YCS involved adapting the curriculum to the Tunisian context. Specific revisions to help foster a culture of civic engagement in Tunisia include:

Ma3an added a session on civic participation in Tunisia, which depicts relevant milestones in Tunisian history. Ma3an integrated the Idea Sprint methodology into the curriculum, which addresses the previous gaps in the “community service and action” module. To further support the curriculum’s usefulness in fostering a culture of civic engagement, Ma3an is in the process of recruiting a Community Engagement expert to support the curriculum’s adaptation and the implementation of civic engagement activities. (See Annex E: CE expert ToRs).

OBJECTIVE 2: Enhanced capabilities to prevent and counter violent extremism.

Big picture analysis

During the reporting period, Ma3an continued to identify ways to harness social media as an effective P/CVE tool. As part of this work, Ma3an conducted seven focus group discussions (FGDs) online with youth in seven target communities to finalize qualitative data collection for the Tunisia VE and Hate Speech Lexicon. The data collection enabled Ma3an to identify the main online practices and themes around which VE and hate speech proliferate in Tunisia. In Q2, the Lexicon will be used to train young social media influencers in six target phase 3 communities on countering hate speech and VE narratives on social media platforms.

Ma3an also conducted a landscape analysis focused on community policing this quarter. Its purpose was to identify lessons and recommendations that could inform Objective 2 programming in Y3 and Y4. While focused mainly on data from Tunisia – both across Ma3an’s target communities and at the national level – the analysis will also draw on case studies about community-police engagement and community policing practices in other countries. Ma3an will use this analysis to identify lessons, recommendations, and programming entry points to increase P/CVE capacities in Kram-West and Sousse-Erriadh by mitigating tensions and building trust between youth and police forces.

Finally, Ma3an established the foundation for sustainable collaboration with the CNLCT on P/CVE-related activities. As a result, the CNLCT’s senior board expressed willingness to engage in capacity building activities for the commission’s local representatives. The purpose of these activities will be to improve their P/CVE capabilities at the local level. Ma3an also began developing a toolkit for P/CVE actors in Tunisia, which will include an Arabic version of the CVE Reference Guide for Local Organizations, an online toolkit produced by FHI 360 with USAID funding that provides P/CVE information, guidance, and practical worksheets for local organizations.

Results analysis

Result: 2.1: Develop context-informed and locally led solutions to VE

Engage youth in innovative solutions to reduce perceptions of community stigmatization. Clean e-7oumtek (clean your electronic neighborhood) is three-day workshop to improve the online representation of Tunisian neighborhoods or cities. The activity provides digital tools to youth to address misrepresentation and stigmatization, and thus to counter and prevent violent extremism by providing alternative narratives. During the quarter, Ma3an prepared to implement Clean e-7oumtek with youth from the Kram Community. One modification will be introduced in Kram – a “slam” workshop. The call for applications for Kram was launched and we received 70 applications : 27 female and 33 male The event is expected to be held mid-February 2021.

Result: 2.2. Promote alternative narratives to VE

Develop a VE and hate speech lexicon inclusive of alternative messaging to counter VE During the reporting period, Ma3an finalized qualitative data collection for the Tunisia VE and Hate Speech Lexicon. As such, Ma3an conducted 7 online-focus groups with youth in seven Ma3an communities. The data collection enabled the Ma3an team to identify the main online practices and societal themes around which VE and Hate Speech is proliferating on social media in Tunisia. In early February 2021, Ma3an will finalize the lexicon study and share it with USAID and the CNLCT for feedback. In Q2, the lexicon will be used to train young social media influencers in six target Phase 3 communities on countering hate speech and VE narratives on social media platforms. After their training, these young influencers will be able to develop and disseminate messages that counter VE messaging and hate through social media. Result 2.3: Strengthen CVE actors’ capacity Enhance capability of the CT Commission’s local representatives. In Q1, Ma3an established the foundation for sustainable collaboration with the CNLCT, the program’s primary GoT counterpart in implementing P/CVE activities. As a result, the CNLCT’s senior board expressed willingness to undertake capacity building activities for the commissions’ local representatives to improve their P/CVE capabilities at the local level. In Q2, Ma3an will present its draft methodology for the capacity-building process and discuss it thoroughly with the CNLCT’s senior board to build a common approach for this activity and agree on the next steps. Promote networking, exchange, and learning among state and nonstate P/CVE actors In Q1, Ma3an started to develop a toolkit for P/CVE actors in Tunisia which will include an Arabic version of the CVE Reference Guide for Local Organizations, an online toolkit produced by FHI 360 with USAID funding that provides P/CVE information, guidance, and practical worksheets for local organizations. In Q2, Ma3an will work in partnership with the CNLCT to identify and engage non-state P/CVE actors in networking, exchange and learning activities, 26

including virtual “Exchange and Learning Talks.” Ma3an will also consult with the CNLCT and with identified actors to determine whether a more formalized community of practice is valuable and feasible and how Ma3an and its partners could best support it. Result 2.4: Foster trust and sustainable collaboration among police and state and non-state actors Conduct analysis to understand the landscape of community policing approaches and inform future programming in Tunisia

In Q1, Ma3an conducted a landscape analysis focused on community policing to identify lessons and recommendations that could inform programming under this objective in both Y3 and Y4. While focused mainly on data from Tunisia – both across Ma3an’s target communities and at the national level – the analysis will also draw on case studies about community-police engagement and community policing practices in other countries. Ma3an will use this analysis to identify lessons, recommendations, and programming entry points to further inform community-level activities with the goal to increase capacities to P/CVE in Kram-West and Sousse-Erriadh by mitigating tensions and building trust between youth and police forces in these communities. Ma3an will share the landscape analysis results with USAID and the CNLCT for feedback in February 2021. In Q2, Ma3an will launch an RFA that will lead to implementing community policing activities (Activity 2.4.2 and Activity 2.4.3) in Kram-West and Sousse- Erriadh.

OBJECTIVE 3: Tunisian communities have sustained mechanisms and processes for collaborative action.

Big picture analysis

Due to the economic ramifications of COVID-19, the private sector companies selected to receive technical assistance in developing Corporate Social Responsibility (CSR) policies reassessed their priorities this quarter. As a result, this made the work of Ma3an’s partner, CONECT, challenging. The contract with CONECT ended on 31 December 2020. As a result, all remaining activities under this objective were put on hold until further discussions with USAID. Following the selection of the private sector companies to be receiving CSR technical assistance, CONECT experts have been engaging the HR departments and other relevant staff from these companies in several discussions to better understand the company policies related to CSR and their level of engagement within the communities where they are operating. (see annex for more details). The companies with a finalized Diagnosis Report are outlined in the below table: Community Company Tunis/Hrairia Crown Maghreb Packaging

Sidi Bouzid Steiff Toys Zaghouan Dar Zaghouan Mannouba ASK Kairouan TOP Cuisine Jendouba SEBN

Monitoring, Evaluation, and Learning (MEL) In Q1, ME&L efforts focused on revising the Annual Monitoring, Evaluation, and Learning Plan (AMELP) to respond to new program objectives, including the revision of all performance indicators and measurement tools, an internal capacity assessment to improve the quality of ME&L delivery, improvements to the Ma3an data management system and dashboard, training for local partners on Ma3an M&EL systems and tools, and the ongoing adaptation of ME&L activities in coordination with the technical and program team. Note, in response to USAID/Tunisia's request to refocus programming on P/CVE (Objective 2), Ma3an spent much of Q1 revising the program’s Theory of Change, Activity Monitoring, Evaluation, and Learning Plan (AMELP), and corresponding performance indicators to more effectively measure progress towards objectives. As such, it is anticipated that the attached Performance Indicator Tracking Table (PITT) will be revised significantly, including the incorporation of new data collection tools, over the next quarter. Ma3an will engage the Mission in Q2 to discuss and seek approval for these proposed revisions. Revised ME&L Approach and Capacity In response to the program’s new focus on enhancing P/CVE capacities (Objective 2), as well as the Mission’s revision of the program goal to become “youth grievances addressed, identity reinforced, and radicalization prevented” (D&G Sub-Intermediate Result 2.2.2), the ME&L team devoted considerable time this quarter to ensuring that the program’s AMELP reflected the program’s new logic and approach. This involved a collaborative process with the team to revise Ma3an’s foundational documents, including its Theory of Change, performance indicators, corresponding data collection tools, and collaboration, learning, and adaptation (CLA) approach. These proposed revisions will be discussed with USAID for approval in Q2. Furthermore, the ME&L team conducted an internal capacity assessment this quarter, which sought to recommend improvements to the quality, reliability, and suitability of the program’s ME&L approach, practices, and systems. This analysis specifically focused on: ME&L Leadership and Program Management; Theoretical Framework Underpinning the ME&L Approach; Data Collection and Management; Reporting Processes; CLA and Knowledge Management; and ME&L Technical Capacity. Recommendations for further improving the program ME&L approach will be implementing in Q2.

Phase 3 Local Partner MEL Training Ma3an’s local partners are responsible for the implementation of the majority of program activities, which places them at the center of Ma3an’s evidence base. As a result, whether through participant data collection or activity reporting, local partners contribute to progress monitoring and the effective application of the Ma3an ME&L system. For these reasons, Ma3an ensures that local partners are equipped with sufficient understanding of ME&L processes and tools. This quarter, the ME&L team conducted five online trainings for phase 3 local partners. These trainings covered theoretical and practical aspects of the Ma3an ME&L system, and partners were introduced to Ma3an practices and tools used for data collection, analysis, and reporting. This included showing how to correctly fill in sign-in sheets and participants forms, as well as how to use the online activity and selection forms on the ME&L site. Partners were also exposed to learning activities, and shown how they could contribute to the learning agenda. Table 5: Phase 3 Local Partner MEL Training

Local Partner Date

Kasserine Association Amal pour la solidarité et le développement 12 December 2020 Association Revival Feriana 10am-11:30am Association Thala Solidaire Gafsa Association IRADA Pour Le Développement

Association Impact Foundation for Research and 12 December 2020 Development 2pm-3:30pm Association Mash'hed Medenine

La Voix De l’Enfant Rural (AVER)

"Association de Développement et des études 9 December 2020 stratégiques Médenine (ADESM) 10am-11:30am Association de Développement Ksar Jedid ADKJ

Tataouine

Sawt Bir Lahmar

Skills to Succeed 9 December 2020 2pm-3:30pm Ilef Association

Ben Arous & Tunis

ONTJ 10 December 2020

Tunisian Youth Impact 10am-11:30am

El Space Ma3an Learning Agenda Due to COVID-19 restrictions, revisions to Ma3an programming objectives, and the transition from phase 2 to phase 3 local partners, program implementation, and subsequently ME&L activities were delayed this quarter. Consequently, planned learning activities did not take place as the ME&L team focused on providing necessary support to the technical and program teams. For example, the regional ME&L Officers worked closely with RPMs on the development of community updates and CSA tracker tools for both phase 2 and phase 3 communities. Additionally, the Data Analyst worked closely with the technical team on the development of CYM data collection tools. Nonetheless, learning was still generated in Q1 regarding the importance of strategic collaboration and adaptation. Table 7: Learning Areas and Methods

Learning Area Learning Methods

Learning & Strategic Collaboration & Adapting

Do Ma3an’s structures and systems foster CLA? In the last quarter, Ma3an staff adapted programming to focus on P/CVE capacity building activities. This reinforced • Are we collaborating internally? Is there internal collaboration and participatory learning, as team synergy between program teams? Are we members exchanged knowledge and experience to capitalizing on our internal capacities? contribute to the new program objectives. However, the • Do our partners effectively collaborate? regional staff and local partners were not directly involved Are they inclusive in their approach? in the discussions. It would be beneficial to adopt a more inclusive approach in future strategic revisions. This will • Is the learning and adaptation help ensure better synergy between members of the intentional and strategic in practice? Ma3an team and local partners. • Does the organization culture support strategic adaption?

Success Story As phase 2 local partners concluded program engagement this quarter, the ME&L team engaged beneficiaries to understand their experiences. It was remarkable to witness community members sustain and reinforce the impact that Ma3an initiated.

Elyes Bouslami, previously a Youth Mapper and currently a youth mentor in Ghardimou, became one of the best moderators of the Café Talks initiatives by local partner debate. Elyes used his experience with Ma3an to continue involvement in his community and engaged other youth to take part in creating opportunities in Ghardimou.

Ma3an’s sustainable impact in communities is owed, in large part, to the local partners. Not only do they implement the interventions in communities, but they are also often able to expand their reach in their communities. For example, Friguia for Strategies, a previous partner in Ghardimou and a woman-led organization, has since added more projects committed to peace building and gender equity. The organization is now leading by example, putting principles like Do No Harm, GESI, and PYD at the center of their work in the community.

Local partners report that Ma3an’s presence in communities brought positive impacts. In Fernana, the space created by Ma3an in the community’s youth center has been used for numerous events and activities and continues to attract youth. These youth now have a place to interact with their peers and be part of the larger community.

Comparison of Actual Expenditures with Budget Estimates

Total expenses for FY21 Q1 are $1,468,685.28 as detailed below:

The breakdown of FY21 Q1 expenses is detailed below:

Annexes

Annex A: Cohort 2 Youth Mentors Activities Enclosed as a separate document with this report. Annex B: YMs Activities Data Findings and Analysis Enclosed as a separate document with this report. Annex C: Youth Mentor TOT-Data Analysis Enclosed as a separate document with this report. Annex D: PYD and Community Insight Resources Trainings-Data Analysis Enclosed as a separate document with this report Annex E: CE Expert ToRs Enclosed as a separate document with this report Annex F: CSO partner Expression of Interest Enclosed as a separate document with this report Annex G: Summary of Grants Delivered Enclosed as a separate document with this report Annex H: Capacity Building Strategy Enclosed as a separate document with this report Annex I: Capacity Assessment 2021 Enclosed as a separate document with this report Annex J: Community Walkabout Enclosed as a separate document with this report Annex K: Performance Indicator Tracking Table Enclosed as a separate document with this report Annex L: Diagnosis of CSR Practices Enclosed as a separate document with this report