Ma3an Quarterly Report Year Three, Quarter Two – January 1, 2021 – March 31, 2021

Submission Date: April 30, 2021

Agreement Number: 72066418CA00001 Activity Start Date and End Date: SEPTEMBER 1, 2018 to AUGUST 31, 2023 AOR Name: Hind Houas

Submitted by: Patrick O’Mahony, 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 Acronyms and Abbreviations ...... 3 Executive Summary ...... 1 Project Overview ...... 2 Ma3an’s Purpose ...... 2 Context ...... 3 Year 3 Q2 Results ...... 4 OBJECTIVE 1: Youth are equipped with skills and engaged in civic actions with local actors to address their communities’ needs...... 4 OBJECTIVE 2: Tunisian capabilities to prevent and counter violent extremism are enhanced...... 23 Monitoring, Evaluation, and Learning (MEL) ...... 25 Comparison of Actual Expenditures with Budget Estimates ...... 28 Annexes ...... 28 Annex A: Youth Mentors Activities and Participants 1 ...... 29 Annex B: Youth Mentors Activities and Participants 2 ...... 29 Annex C: Youth Mentor ToT and Support ...... 29 Annex D: Youth Mentor Stories ...... 29 Annex K: Performance Indicator Tracking Table ...... Error! Bookmark not defined.

ACRONYMS AND ABBREVIATIONS

AAR After Action Review AMELP Annual Monitoring Evaluation, Learning, Plan AO Agreement Officer AOR Agreement Officer’s Representative CLA Collaborating, Learning, and Adapting CNLCT Commission Nationale de la Lutte Contre le Terrorisme CRA Community Resilience Activities CRC Community Resilience Committee CSA Community Support Activity CSAP Collaborative Stakeholders Action Planning CSO Civil Society Organization CYM Community Youth Mapping EMMP Environmental Management and Monitoring Plan GoT Government of Tunisia L2D Learn to Discern MEL Monitoring, Evaluation and Learning MoE Ministry of Education MoU Memorandum of Understanding MSC Most Significant Change NGO Nongovernmental Organization P/CVE Preventing and Countering Violent Extremism PIS Professional Insight Day PPI Partner Process Interviews PYD Positive Youth Development Q1 Quarter 1 Q2 Quarter 2 Q3 Quarter 3 SNA Social Network Analysis ToT Training of Trainers USAID United States Agency for International Development VE Violent Extremism YCS Youth Community Service Y1 Year 1 Y2 Year 2 Y3 Year 3

EXECUTIVE SUMMARY

Ma3an’s support and engagement of youth - were at the center of its efforts in the second quarter (Q2) of its third year (Y3), focusing on capacity building and civic engagement actions aimed at preventing and countering violent extremism (P/CVE), strengthening social cohesion, and building youth’s trust and sense of belonging to their communities. A highlight of these efforts -was the 60 rapid response activities that Ma3an implemented in 33 communities to respond to the January/February 2021 youth protests; these activities equipped youth and community actors to lead locally-driven solutions that address youth grievances specific to each community, identified by youth activists, civil society, and government authorities in these communities.

In Phase 3 communities, Ma3an initiated its partner capacity-building process to identify local partners’ needs and develop and launch tailored capacity development interventions to address them. In addition, Ma3an provided partners with a Training of Trainers (ToT) on community youth mapping (CYM) - the foundational step in Ma3an’s P/CVE community-based model – to equip the partners with necessary tools to meaningfully mobilize vulnerable youth in mapping P/CVE factors, and the needs, resources, and opportunities available for youth in their communities.

Moreover, Youth Mentors continued their activities to engage youth and build their capacity to address community needs and serve as role models for their peers. Youth Mentors have been particularly successful in reaching at-risk youth: 41.7 % of youth participating in Youth Mentor activities in Q2 identified themselves as unemployed and 33% identified as school drop-outs. Moreover, in response to the January & February youth protests, Youth Mentors strengthened partnerships and collaboration with local stakeholders in their communities by hosting their activities at local youth centers, coworking spaces, and civil society organizations’ (CSOs) offices and facilitating the use and access of community youth to these venues and facilities.

Ma3an also made important progress this quarter in preparations for its civic engagement component to raise awareness among Tunisian youth on the value of civic participation and engage them in community service. Ma3an received USAID approval to provide technical assistance to the Ministry of Education (MoE) to develop a roadmap and action plan to revise, update, and disseminate the National Civic Education curriculum to all primary and secondary schools and based on a series of discussions with the MoE has proposed a Memorandum of Understanding (MoU) detailing the support Ma3an will provide to support the MOE in achieving its goal.

Finally, during this quarter, Ma3an participated in several meetings, workshops, and study days with international donors, CSOs, and international nongovernmental organizations (NGOs) working on P/CVE at the local and national levels to further design its P/CVE activities and identify possible synergies. Ma3an held several discussions with the Commission Nationale de la Lutte Contre le Terrorisme (CNLCT) to support them in identifying their needs in terms of capacity development in P/CVE especially for its regional representatives, who will serve as focal points for CSOs and local actors when implementing Ma3an’s P/CVE activities. Ma3an also continued its work on P/CVE tools, including the Tunisia Violent Extremism (VE) and Hate Speech Lexicon and the Arabic version of the CVE Reference Guide for Local Organizations.

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In Q2, the Ma3an team worked closely with USAID to revise the Ma3an program description and budget. The program description now reflects Ma3an’s new goal, objectives and theory of change presented below as well as a budget that reflects a move away from direct implementation to Ma3an’s increasing reliance on Tunisian civil society partners to implement Ma3an activities. PROJECT OVERVIEW Ma3an’s Purpose

Ma3an (“Together” in Arabic), is a USAID-funded program that seeks to increase youth participation in civic and political life, address youth grievances, and prevent radicalizations in Tunisian communities vulnerable to violent extremism.

Ma3an’s Theory of Change

IF youth engage in civic actions to address their grievances and community needs, and IF Tunisians have the knowledge, skills, and practices to confront and address drivers and dynamics of violent extremism, THEN youth will have more of a role in Tunisian society, VE drivers and dynamics will be mitigated and radicalization prevented.

Ma3an’s goal is achieved through two inter-related objectives:

• Objective 1: Youth are equipped with skills and engaged in civic actions with local actors to address their communities’ needs. (Positive Youth Development) • Objective 2: Tunisian capabilities to prevent and counter violent extremism are enhanced. (Preventing/Countering Violent Extremism)

After conversations with and inputs from USAID and the project team, Ma3an’s goal, objectives and activities were revised in Q2 to better reflect the current needs and priorities in Tunisia and for USAID. Ma3an’s revised Program Description was approved by USAID, and the Cooperative Agreement was modified, effective March 12, 2021. As part of its update to its AMELP (discussed in the MEL Section), Ma3an has also proposed a revised Results Framework that is being reviewed by USAID. This quarterly report is organized according to the new Ma3an Program Description’s objectives and activities.

To achieve its objectives, Ma3an works on two levels: (1) at the community level in 33 communities chosen jointly by Ma3an, USAID, and the Government of Tunisia (GoT); and (2) at the national level.

At the community level, Ma3an uses a community-driven P/CVE model to inform both Positive Youth Development (PYD) and P/CVE interventions. This model establishes and supports sustainable interventions for ongoing collaboration between community actors that are inclusive, participatory, and solutions-focused. In each of the Ma3an target communities, Ma3an supports local partners to engage local youth and community stakeholders to (1) understand the local dynamics in their community, including through the youth-led CYM process and analyses of VE dynamics and drivers; (2) participate in a co-creation process to design community and youth-led

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interventions and VE solutions that address priorities defined by the community; and (3) Lead community-level interventions and solutions through grants to CSOs, youth groups, and/or provide in-kind assistance to local governments (e.g. renovations of government-run youth centers). Ma3an undertakes this process in 33 of Tunisia’s most vulnerable communities (see Figure 1) to generate sustainable resources in areas vulnerable to instability and VE. Ma3an provides these communities, including their youth, with the tools and resources necessary to operationalize sustainable development. At the national level, Ma3an works to: (1) engage in discussions and advocate for government policy reforms that benefit youth and social cohesion; (2) build/supplement the capacity of the CNLCT to coordinate, design, oversee, and publicize P/CVE work throughout the country; (3) coordinate community-based projects with the CNLCT; and (4) build the capacity of the CNLCT to design and implement nation-wide outreach and communication programs to reduce VE (e.g. nationwide alternative narrative campaigns, national level dialogues, social media campaigns).

Figure 1: Map of Ma3an implementation communities

Context

During this period, Tunisia continued to face health, social, political and economic challenges which have heightened risks of instability and VE in the country. In Q2, health conditions and the capacity of the healthcare infrastructure deteriorated as a result of the rise in both the number of COVID- 19 cases and deaths. Furthermore, the government faced challenges in its national vaccination strategy and rollout which contributed to low enrollment rates in the vaccination platform that could be tied to issues related to transparency and unclear communication that affected Tunisians’ understanding of and trust in the government’s process. With less than 10,000 vaccinations

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administered per day, current estimates indicate that it would take more than a year for half of the country to receive vaccines, which will cause further disruptions and difficulties in the Tunisian context and the everyday life of Tunisians broadly, and Ma3an’s activities specifically.

To manage the health crisis, the government put in place restrictions that put further strain on the economy and living conditions in Tunisia. With the rise of unemployment rates and the degradation of people’s purchasing power, social tensions rose and protests took place across the country starting in January. In several areas, nighttime protests turned violent, in which public and private property were significantly damaged. Protests escalated into confrontations between protesters and police during which the security forces’ violent response to protesters resulted in the death of a protestor, the detainment of more than 2,000 youth (many of whom are still in jail awaiting trials), and further fueled the frustration and lack of trust felt by youth. These developments further exacerbate the existing drivers and dynamics that heighten vulnerability to VE, including a disconnect between the youth and state actors, and undermines Ma3an’s ongoing investment in improving the relationship between authorities and youth.

Tunisia continued to experience political instability this past quarter. The tension between the President of the Republic and the Prime Minister is still central in the political landscape, especially with the removal of Ministers close to the President and his subsequent refusal to receive the Ministers appointed to replace them. The situation in the Parliament was also tense as parties and parliamentary blocs debated and disagreed over several bills. These political struggles negatively influence the socioeconomic situation and are far removed from the priorities and urgent needs of citizens who are increasingly frustrated and distrustful of the political system and actors within it. This instability has contributed to staff turnover and uncertainty in government entities and prevented continuous engagement and collaboration with Ma3an government counterparts, such as coordination between Ma3an and counterparts on the civic engagement activities and the P/CVE capacity building activities with the CNLCT.

Ma3an has taken careful measures to mitigate the impact of these challenges and to adapt operations and programs as needed. This has included: (1) regularly updating procedures and shifting from virtual to limited in-person activities as needed to respond to developments in the health situation and government measures; (2) working closely with youth, civil society, and local authorities to implement the rapid response activities following the protests in January and February; and (3) maintaining relationships and communication with GoT contacts and working closely with USAID to navigate the impact of political instability. YEAR 3 Q2 RESULTS

OBJECTIVE 1: Youth are equipped with skills and engaged in civic actions with local actors to address their communities’ needs. Big picture analysis In Q2, Ma3an worked closely with youth and Phase 3 local partners to build their capacity to lead civic actions that address the needs in their community. Highlights from this quarter are included below with further details described under each activity.

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Youth Mentors continued their activities – with trainings that reached more than 300 youth and mentoring sessions involving more than 200 youth - in Q2 to develop the skills of vulnerable youth in addressing community needs, thus mitigating risk factors that could lead to VE. Moreover, to capitalize on the lessons learned and further develop the Youth Mentors’ capacities to reach and engage more vulnerable youth, Ma3an organized a refresher ToT for Youth Mentors in socially distanced sessions between Mar 20-27 and a virtual session on Communication.

After observing the escalating frustration among youth and the tensions between them and authorities during the protests in January and February 2021, Ma3an quickly mobilized to support 60 interventions in the 33 Ma3an communities that were designed and implemented in close consultation with vulnerable youth, local authorities, and CSOs. These activities address immediate needs and mitigate sources of tension that could drive VE vulnerability. In addition, Ma3an continued its ongoing effort to provide youth with safe and supportive spaces and opportunities for collaboration with stakeholders through its Community Support Activities, such as the April 2021 inauguration of the newly rehabilitated Youth Center in Kram West.

Ma3an launched its capacity building process for its 16 Phase 3 local partners this quarter which aims to prepare them to design, implement, and sustain P/CVE community-based programs. Using the refined version of the capacity assessment tool which was finalized in quarter 1 (Q1), Ma3an facilitated capacity assessment sessions with partners to identify weaknesses, strengths, and needs and supported the partners to use these findings to develop capacity improvement plans that outline tailored capacity building interventions. Furthermore, Ma3an organized in February and March three CYM ToTs to build Phase 3 local partners’ capacity on PYD programming and equip them with the knowledge and tools to mobilize vulnerable youth through the CYM activity.

Activity Results Analysis

ACTIVITY 1.1: ENGAGE AND DEVELOP THE CAPACITY OF THE LOCAL CSO PARTNERS TO LEAD PROGRAMMING During Q1, all local partners received fully executed grant agreements except for the partner in Hammam Lif since the originally selected CSO decided to withdraw, indicating that their vision and priorities do not align with Ma3an’s P/CVE focus. Accordingly, Ma3an identified a new local partner to lead activities in Hammam Lif and the grant agreement with OTCS, a previous Ma3an partner on Phase 2 communities, was signed on March 26th. See Table 1 for a final list of the 16 Phase 3 partners. This quarter, all local partners completed the Community Walkabout exercise through which partners collected data on the community assets/infrastructure and services, the administrative, geographical and demographic characteristics, and community dynamics & partnerships between civil society, private and public sectors.

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Table 1: Phase 3 Selected Local Partners

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 OTCS Fouchana ONTJ Tunis Kram-West El SPACE

Between January to March 2021, Ma3an worked with Phase 3 partners to administer the P/CVE capacity assessment tool. Findings from the16 assessment sessions indicate that almost 95% of the local partners have some common areas of weaknesses. On the programmatic side, Ma3an local partners lack the technical knowledge and skills to design P/CVE activities or programs and do not have an online strategy to counter hate speech and VE discourse. In addition, the assessment scores showed that these CSOs do not have solid strategies or sequenced activities to foster collaboration between adults and vulnerable youth and build their sense of belonging and trust in the community. At the organizational development and governance level, almost all local partners have problems in resource mobilization and fundraising and lack knowledge in monitoring, evaluation, and learning. Discussions with the local partners indicate that the following factors could contribute to these weaknesses: (1) some of the partners are nascent organizations who started operations two-three years ago who are still developing their capacities in different areas and Ma3an presents a learning opportunity for them; (2) Some of the local partners’ mission statements, visions, and previous projects had not predominantly focused on P/CVE and accordingly their programmatic capacities in P/CVE are not well developed; and (3) when it comes to the lack of financial or technical resources, partners have not had the opportunity to build certain capacities since donors were focusing more on implementing the activities than on investing in CSOs' capacities.

On the other hand, the assessments highlighted partners’ existing vital strengths, especially in policymaking, facilitation, and youth capacity building. For instance, 10 out of 16 partners have written or been involved in drafting policy papers or recommendations in the last couple of years. All of the local partners stated that they had been engaged throughout at least the five past years in mediating and facilitating round tables and community dialogues between government officials and at-risk youth which enabled them to build trust with both young people and the authorities. The fact that many of Ma3an’s partners are embedded, and well-regarded, in the target communities, puts them in a strong position to implement Ma3an’s community-based model.

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As a result of the capacity assessment, and to ensure that Ma3an’s capacity-building approach is effective, Ma3an supported Phase 3 local partners to develop 16 capacity improvement plans which outline the trainings, resources, and actions they need to take to improve their capacities. In the next quarter, Ma3an will provide technical assistance to all local partners - including organizational development training modules on project and financial management, fund raising, advocacy, proposal writing, and P/CVE – which will enable local partners to successfully lead and sustain Ma3an’s P/CVE model. For more details, see Annex A. Capacity Building Analysis Report.

An Opportunity for Systemic and Sustainable Capacity Building

Phase 3 local partners were strongly engaged in the assessment process and their inputs provided insights on the reality and challenges facing Tunisian civil society organizations and the importance of capacity building support that enables them to build the foundation for effective and sustainable programs. Ma3an’s local partner in Tataouine sums up these discussions about CSOs’ capacities:

“Tunisian Civil Society has made tremendous progress and a remarkable contribution to ensuring the democratic transition, yet challenges in fundraising, in monitoring and evaluation and in creating sustainable programs and services for meaningful youth engagement will make the mission challenging, and I think Ma3an is an opportunity to capitalize on our experiences and develop our skills in a systematic way.”

Jouda Guesmi: Activity Manager, Skills To Succeed

Activity 1.2: Assess the environment In Q2, Ma3an initiated its training and coaching support to 16 Phase 3 local partners on the methodologies they will be leading in their communities, starting with organizing three CYM ToTs in February and March 2021. The CYM ToTs build the capacity of the partners on PYD programming and equip them with the knowledge and tools they need to mobilize vulnerable youth to map the factors, needs, resources, and opportunities available for youth and that could contribute to P/CVE in their communities. Based on Year 1 (Y1) lessons learned, the ToTs were designed to be informative, practical, and interactive. The Ma3an team walked the partners through the CYM process using field simulations, brainstorming sessions, working group tasks, and describing the CYM experiences from Phase 2 communities. The evaluation forms completed by participants at the end of each training day showed that the training provided clear guidance on both the theoretical and operational aspects of CYM and the different methods for effective youth engagement using a PYD approach. Ma3an also focused on ensuring the partners have a clear grasp of CYM’s contribution to P/CVE, particularly through the information on VE vulnerability collected through the questionnaires and the focus on outreach and selection of vulnerable individuals through the Youth Mapper recruitment process. For more details on CYM ToTs, see Annex B.

Following the ToTs, Ma3an local partners concentrated their efforts on planning the outreach and communications processes to introduce Ma3an to community stakeholders and to invite youth to apply to become Youth Mappers. In accordance with Ma3an’s selection criteria – which include guidance on gender equality, social inclusion, and involving at-risk youth – and with regular follow- up and support from Ma3an’s team, local partners are in the process of selecting the Youth

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Mappers. During the selection interviews, the local partners have all reported that the prospective Youth Mappers are highly energetic, talented, and eager to be engaged in community-based work, which will be key for the success of the CYM activities that will be launched in quarter 3 (Q3).

Ma3an Training of Phase 3 Local Partners in Community Youth Mapping

The CYM ToT equips the local partners' teams with the knowledge and skills they need to effectively engage youth in the CYM activity. To do so, the ToT provided: • A comprehensive overview of the CYM methodology, practices, and steps. • Specific guidance on how to train and coach the selected Youth Mappers to implement CYM. • Information and guidance on PYD and Gender Equality and Social Inclusion (GESI) principles. • Practical guidance on facilitation techniques and how they correlate with the CYM process. • A space for networking and partnerships among the local partners.

Feedback from the partner teams has been positive particularly on the practical aspect of the training and how well it integrates learning and recommendations from the local partners themselves.

''I appreciate mostly the fact that Ma3an staff took into consideration local partners' phase 2 recommendations. I see this a change in the training as a step forward from last year's lessons learned. I value and cherish this process which is based on a true partnership.'' Nour Houda Bayou, OTCS (Local partner in both Phase 2 and Phase 3 communities)

“In the beginning when you started the PYD slides and handouts I was lost and frustrated, but as soon as we started the practical real-life scenarios of the Kahoot exercise, everything started to make sense.” Issam Zorgui, ADESM

“Finally, we met all the other partners, and we are happy that we are having this training face to face not online as we suffered from the lack and misunderstanding of a lot of things during the online sessions and meetings, we had due to the technical problems.” Zeineb Naddari, Amal Association Kasserine

Activity 1.3: Implement community-driven support activities

Implement Community Support Activities (CSAs)

Through the CSAs, Ma3an supports targeted, tangible, and time-bound initiatives that respond to youth priorities and urgent community needs, reinforce trust between Ma3an and the local stakeholders and build a solid foundation for its continuing P/CVE efforts in each community. In Y3Q1, Ma3an conducted additional site visits and meetings with local stakeholders to address USAID’s request for further information on equitable resource allocation among target communities and provided more options for interventions in four communities. On December 16, 2020, Ma3an received USAID approval to move forward with 28 proposed CSAs for Phase 3 communities which allowed Ma3an to continue developing the grant packages, 15 were maintained after final fact-check visits by the team and consideration of feasibility especially due to the COVID- 19 situation, overlap with state projects, or land issues. 4 more CSAs were added in response to USAID concerns about equity reasons by March 2021. Ma3an submitted 15 Environmental Management and Monitoring Plans (EMMPs) for the CSAs for USAID approval on March 22 and

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24, 2021. Following the USAID grant and EMMP approval on December 11, 2020, Ma3an worked closely with the community stakeholders to implement an additional three CSAs in Kram West during Q2 and will inaugurate the refurbished spaces in Q3. See Table 2 for additional details on the Phase 3 CSAs.

Table 2: CSAs in Phase 3 Communities Approved by USAID Estimated Community Activity Grantee Amount (USD) Completed Rehabilitation of a multidisciplinary sports field The municipality of $84,073.90 and a street workout space. Kram Equipping and refurbishing a multipurpose room Youth center of $111,145 Kram-West and a media lab in the Youth Center. Kram West Establishing a cinema and music clubs and arts Cultural center club in the Cultural Center and Rehabilitation of $100,223 Hamouda Maali an outdoor performance space. In Progress Purchase of equipment for a recording studio, sound system, dance club, photography and Tataouine Tataouine Cultural cinema club, drawing club, theater club, music $112,455 South Complex club, and mobile stage for outside cultural event with accessories. Rehabilitating the outdoor multidisciplinary Tataouine Tataouine North sports field and purchase of equipment for the $112,069 North Municipality female combat sports club in the sports complex. Rehabilitation and equipping a multipurpose Bir Lahmar Youth Bir Lahmar room for artistic and cultural activities and $110,864 Center refurbishment of the outdoor sports field. Equipping outdoor space for cultural and artistic Beni Khedach Youth $62,689 activities, aerobics club, and recording studio. Center Beni Khedach Refurbishing the multipurpose room and Ksar El Jedid Youth purchase audio-visual, IT and combat sports club $54,727 Center equipment. Rehabilitation of an urban park in Ennour Medenine Medenine neighborhood to transform it into a $106,507 North Municipality multidisciplinary sports field. Rehabilitation of an Entertainment & Sport park Sidi Makhlouf $65,127 in Sidi Makhlouf. Municipality Sidi Makhlouf Regional Rehabilitation of a multidisciplinary sports field at Commission for $56,484 the Rural Youth Club in El Gosba. Youth and Sports Rehabilitation and procurement of equipment for an amphitheater club, a media lab and an IT/e- $102.904 Ksar Ksar Youth Center sports club, as well as provide equipment for a multi-purpose hall. Rehabilitation of an abandoned municipal space $91.879 Gafsa South Gafsa Municipality into multidisciplinary sports field and a youth

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gathering space and providing street workout equipment. Rehabilitation of a sports and artistic outdoor $110.254 MdHilla Mdhilla Municipality space Kasserine Rehabilitation of a multidisciplinary sports field North and a youth gathering space in the al Manar Ennour Municipality $91,212 (Ennour) neighborhood. Rehabilitation of the youth center’s multidisciplinary sports playground for women $84,529 Thala Thala Youth Center and the multidisciplinary hall for sports and cultural activities. Rehabilitation of an open space for cultural Feriana Municipality $47,430 performances and youth gathering activities. Rehabilitation and providing equipment for Feriana amphitheater and theater club in addition to Thalabet Cultural $47,777 recording and cinema Studio to be embedded in Center the center. Equipping the Youth Center to create IT, Kasserine Ezzouhour Youth robotics, E-sports clubs and a multidisciplinary $43,782 Ezzouhour Center sports hall Equipping a Media Lab within the youth center Hammam-Lif Youth $43,782 which includes a Radio and recording Studio. Center Hammam-Lif Creation of a Skatepark in the community of Hammam-Lif $ 65,673 Hammam Lif in “Houmet Saboun”. Municipality Rehabilitation and purchase of equipment for the Fouchana Youth $ 54,727 Youth Center’s amphitheater. Center Fouchana Fouchana Rehabilitation of sports complex of Fouchana $76,618 Municipality Rehabilitation of a safe accessible fitness trail in Mohamedia Mohamedia $91,212 Mohamedia. Municipality $1,928,143 Total

Kram West CSA: a model for community collaboration and ownership

Ma3an’s experience implementing the three Kram West CSA has provided valuable lessons on methods for effective community and youth engagement in CSA implementation. Ma3an created a CSA support committee with representatives of all involved parties who meet regularly to address any logistical challenges, elaborate a mobilization plan for youth, develop action plans for the use of the rehabilitated spaces, and communicate about their future impact in improving the living conditions of youth in the community. The CSA support committee is composed of the grantees, the Ma3an local CSO partner, representatives of local authorities, representatives of relevant institutions such as ministries of youth and sports, culture, and local CSOs. It contributes to constructive communication, positive relationships, and mutual trust and understanding among the youth benefitting from these facilities, representatives of CSOs and state institutions, and local authorities. Accordingly, Ma3an will replicate this model in its implementation of CSAs in the 15 other Ma3an Phase 3 communities.

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Implement Rapid Response Fund activities

As detailed in the Context section, January and February 2021 were marked by a series of youth- led social protests that at times escalated to violent riots and clashes between security forces and youth, leading to both public and private property damage in different regions across Tunisia. In response, Ma3an reacted swiftly to fund 60 activities that address community-specific youth grievances identified by youth activists, local civil society, and local government authorities. These quick-impact activities give youth a non-violent platform to express their views to policymakers and decisionmakers.

The rapid response activities are being implemented by Ma3an and its Phase 3 local CSO partners through two mechanisms: (1) 51 activities funded through the existing grants to local partners in 33 communities, and (2) nine activities funded through Ma3an’s Rapid Response Fund (see Table 3) for an estimated total cost of $218,000.

Ma3an developed the plan for the rapid response activities through consultations with and recommendations from community stakeholders and/or Ma3an’s regional teams who are on the ground and part of the target communities. Resulting activities were specific to the needs and developments within each community and included: • eight community clean up and improvement campaigns (particularly of areas damaged during the protests); • social media campaigns led by young social media influencers that provide disaffected youth with platforms to express their grievances in non-violent ways; • crisis communications support to affected local authorities to improve their conflict management skills and their communication with youth; • micro-procurements to fund equipment and programming for affected youth; and • digital content to enhance youth’s engagement in and belonging to their communities. These youth-led activities aimed to foster young Tunisians’ sense of citizenship and belonging by expanding opportunities for them to take constructive actions in their communities.

By the end of the reporting period, 22 rapid response activities were completed in 32 communities between February-March 2021, and another 38 rapid response activities are in progress. Implementation of the rapid response activities engaged 53 local CSOs and 1,256 youth.

Table 3. Summary of Activities under the Rapid Response Fund

Activity title Dates Reach and Engagement Kairouan North; February 27, 2021 26 youth Sidi Abdelhamid; February 28, 2021 30 youth Medenine North; March 14, 2021 250 youth Painting and cleaning Fouchana Ben Arous; March 6-7, 2021 30 youth campaigns including Ennour & Ezzouhour Kasserine; March 40 youth 2021 ,7-6 (حومتي المزيانة) Graffiti Ettadhamen Ariana; March 8, 2021 20 youth Ettadhamen Araiana; March 16, 2021 20 youth Fernana Jendouba; March 27, 2021 50 youth

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Media campaign February 9, 2021 in all Ma3an target Over 90K viewers communities )حومتي و فخور بيها( Capacity Building for local Ongoing; Expected outputs in April 4 Communities (التواصل وقت األزمات) officials Ongoing; Expected outputs in April 6 Communities (كالم الحومة) Vox Pops Group Song and video Ongoing; Expected outputs in April 7 Communities (غنايات الحومة) clip Douar Hicher Wrestling Estimated # of youth directly Started February15, 2021; Ongoing benefiting: 400 (دوار هيشر تترانا) Club Ettadhamen Sport et Estimated # of youth directly Started February15, 2021; Ongoing حي التضامن ) Loisir Clubs benefiting: 350 (يترانا Municipal cleaning ladies telling their stories and Interviews in progress; Expected 3 young volunteers will spreading positive outputs in April conduct the interviews (البلدية تحكي معاكم) messages Positive messaging campaign and distribution of campaign-branded Sidi Abdelhamid; March,7 2021 40 young volunteers masks, and material (حومتي و نخاف عليها)

Rapid response activities initiated effective partnerships between youth, local authorities and CSOs in the target communities

The close collaboration between youth, civil society, and local authorities to design and implement quick-impact interventions was essential for the success and impact of the rapid response activities; key highlights include:

As :(بيها فخور و حومتي) - ”My neighborhood and I am proud of it“ part of a national online campaign led by CSOs and youth, 55 billboards were put up since February 15 spreading positive messages that promote youth engagement in their communities and foster their sense of belonging and citizenship.

“The billboards are quite supportive in spreading a positive message and great as an initiative to help deescalate tensions in the community”. The Mayor of Gafsa

A Billboard put up in sidi Bouzid with the following message: “Instead of throwing stones, I’ll use them to build my lovely Sidi Bouzid” Youth-led community clean up and improvement initiatives: These activities provided an opportunity for youth to take direct and concrete action and reinforced the idea that this is their community and their contribution to it is essential.

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“This is our home not just a youth center, and we want to take better care of it from now on.” Campaign youth participant

A photo of youth participants who The Site after the cleaning Youth participants cleaning the led the cleaning campaign campaign site

Spaces for dialogue between youth and authorities: The activities contributed to creating a safe space for youth to interact with local authorities and freely express their needs and grievances. “We understand all the expressed concerns and complaints, we invite you to reach to us with recommendation on how we can serve you better and it is your right to have access to better services but we count on your collaboration and participation in this." The Vice Mayor of Ezzouhour

Community Ownership Workshops Throughout February and March 2021, Ma3an local partners organized 12 community ownership workshops in Phase 3 communities to delve deep into the Ma3an’s approach in tackling youth grievances and collaboratively develop ideas to expand outreach and effective engagement of vulnerable youth in the program activities. The workshops brought together youth with key decisionmakers in their community - such as mayors, governors, delegates, and local CSOs – and initiated a constructive dialogue around priority, and sometimes contested, issues and guided them to develop common objectives under the auspices of Ma3an programming to pave the way for future collaboration. The workshops also provided a space to brainstorm ideas to reinforce and improve collaboration between civil society groups and Government institutions around Ma3an programming and enhance reach and engagement of vulnerable youth in Ma3an target communities. The workshops resulted in 12 roadmaps that were collaboratively developed and provide specific recommendations for communication mechanisms and activities to engage vulnerable youth.

The workshops revealed a strong need for continued collaboration among the different community stakeholders, particularly around information exchange on youth issues and challenges. Therefore, Ma3an will work with our local partners to build sustainable dialogue spaces through facilitating similar exchanges and participatory planning activities. For this to happen, Ma3an will also use its ongoing capacity building efforts to reinforce the capacities of local partners in mediation and facilitation, as we observed during the workshops that these are areas where partner staff need additional skill-building and support.

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Community Ownership Workshops provide concrete recommendations for sustainable collaboration

By the end of the workshops, participants had agreed on roadmaps that outline specific recommendations that respond to the context and needs of their community.

Countering violent discourse through alternative messaging. Participants highlighted the importance of promoting online and offline messaging in collaboration with religious leaders. For example, in Mdhila- Gafsa, the stakeholders emphasized the importance of involving a trustworthy figure like the Imam in their community to help disseminate these messages in public spaces that are regularly frequented by youth (coffeeshops, barbershops, etc.).

Addressing trust issues. Lack of trust between youth and local institutions was a recurrent theme in most of the communities. Restoring this trust was of paramount importance as a building block for meaningful collaboration on Ma3an activities. The Governors of Tataouine and Kasserine emphasized the need to build trust with youth before moving forward with effective engagement. The Governor of Kasserine specifically proposed to engage youth through high school clubs to address the lack of trust.

Responding to youth’s expressed need for safe spaces. The mayor of Thala engaged the youth attendees in a discussion around unresolved issues and grievances pertaining to youth spaces and the absence of youth-focused leisure activities. The mayor emphasized the importance of addressing these needs to prevent VE among youth and indicated that “we can only do so by working together on short and midterm concrete plans, and by doing so, we are saving our country.”

Local community taskforces were established. Most of the workshops’ discussions revolved around establishing a community task force CSA support committee that will oversee the prioritization of the different interventions and collaborate to implement activities efficiently.

Award and Implement Community Resilience Activities

The Community Resilience Activities (CRAs) are the third component of Ma3an’s P/CVE model at the community level through which Ma3an provides grant funding for youth and stakeholders to lead solutions that address issues they have collaboratively identified and prioritized in the Collaborative Stakeholder Action Planning (CSAP) workshops. CRAs promote collaboration and strengthen capacities for self-reliance among diverse community stakeholders, while reinforcing youth capacities, engagement, and their sense of purpose and belonging to their community, all of which contribute to preventing VE. Drawing on information collected during the CRA development process on the key drivers, dynamics, and sources of vulnerability and resilience in Tunisia, CRAs address the disconnect between community stakeholders (including youth) and the state, serve to build the capacity of youth to use media tools to address issues of stigmatization and to provide positive alternative narratives, and provide youth with a sense of purpose and empowerment and with constructive avenues to address issues and grievances.

Of the 50 Phase 2 CRAs Ma3an proposed for funding, USAID approved 18 CRAs in Q1 (see Table 5) on December 16, 2020, after which the Ma3an team conducted further fact-checks of the sites and met with identified grantees to fine tune their proposals. Ma3an organized meetings in early February with the 10 Community Resilience Committees (CRCs) in Ma3an’s Phase 2 communities (see Table 4). The CRCs are community-led task forces consisting of the most engaged and

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influential actors who are seeking to reinforce and expand the positive collaborative dynamics initiated through Ma3an and the project’s impact more broadly. The CRC is formalized through Ma3an’s community-level interventions as its members are identified by the local partner and Ma3an and then engaged throughout the implementation of the CYM, CSAP workshops, and CRA implementation to inform the strategies and direction of program implementation in their respective communities. The members of the CRCs represent the different relevant sectors and institutions such as the local government, public sector, local civil society, and youth activists.

Table 4. CRC meetings for CRA grant development Date Communities Number of CRC members February 1 Saouef 8 February 1 Nadhour 5 February 2 Sousse Riadh & Sidi Abdlehamid 26 February 3 Nasrallah 10 February 3 Kairouan North 9 February 4 Rouhia 10 February 5 Ghardimaou 10 February 5 Fernana 8 February 6 Laaroussa 8

The CRC-led CRA grant development meetings were an opportunity to discuss with the CRC members their suggestions and recommendations for the CRAs based on the current context of the community and youth dynamics, and to discuss outreach and engagement methods for vulnerable youth. The CRCs will be collaborating with each CRA grantee to develop a youth mobilization and outreach plan to attract youth most vulnerable to VE and engage them in the implementation of the CRAs. The CRCs and the grantee will convene relevant actors on a regular basis to oversee the smooth implementation of the CRAs, troubleshoot issues as they arise, and develop ideas for how to drive and sustain community-led action around these local solutions.

Ma3an is currently finalizing the first batch of 12 CRA grant packages to submit for USAID approval and has already received USAID approval for 9 EMMPs for those grants involving renovations or small construction. Simultaneously, Ma3an is continuing grant development for an additional batch of 12 CRAs which will be submitted for approval in Q3. In the next quarter, Ma3an will award and support implementation of at least 24 Phase 2 CRAs following USAID approval. Table 5. CRAs Greenlighted by USAID Potential Estimated Community Activity grantee Amount Fernana Purchase of equipment for the “hiking and Fernana Youth $ 44,828 camping and biking Club.” center Rouhia Rehabilitation of the municipal park and purchase The Municipality $ 80,399 of related outdoor and sports equipment. of Rouhia Purchase of equipment for the cinema and Rouhia Cultural $ 29,187.7 photography clubs. Center Ghardimaou Purchase of equipment for the Hiking and Biking; Sports complex of $ 74,223 Wheelchair Basketball; Wheelchair Handball; Ghardimaou Sitting Volleyball; and Sitting Table Tennis.

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Laaroussa Purchase of equipment for the outdoor club Youth center of $ 45,374 (biking camping and hiking) and green eco Laaroussa activities club. Sousse Eriadh Refurbishment and purchase of equipment of the Youth Center of $ 90.782 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 WAY leveraging their skills. Sidi Refurbishment of the media lab space and Youth Center of $ 72.833 Abdelhamid purchase of the related necessary equipment. Sidi Abdelhamid Supporting the Youth Mappers and Sidi Youth Mappers $ 18,242.3 Abdelhamid CRC members with the creation of and Sidi a community cultural caravan in the community Abdelhamid CRC to engage marginalized and vulnerable youth in members participatory street arts and theater performances. Nasrallah Refurbishment of the media lab space and Youth center of $ 111,606 purchase of the related necessary equipment. Nasrallah Supporting the Youth Mappers with the creation The youth $ 21,890.7 of a cultural caravan to reach out to youth in high mappers of schools who suffer from isolation and total lack Nasrallah of cultural and entertainment activities. Kairouan Refurbishment and purchasing equipment and Youth Complex of $81,711 North 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 Sub-Municipality $ 65,672.2 of equipment for Karate and Boxing clubs of Sijoumi Purchase of equipment and materials for the Tunisian Scouts - $ 18,242.3 Cinema, Theater, and Music clubs for the youth Branch of Sijoumi of Sijoumi. Hrairia Rehabilitation of the radio studio room and Youth center of $ 49,254.2 procurement of equipment for the Web Radio Hrairia and the Mobile Theater Clubs. Nadhour Rehabilitation of the youth center of Nadhour Youth center of $ 51,078.4 and purchase of equipment for the photography Nadour and cinema, theater and music clubs, and the creation of a web radio. Saouaf Supporting the implementation of the OTCS $ 25,539.2 “Mastermind generation” activities to reinforce youth effective participation in decision-making. Total $972,074

Activity 1.4: Provide marginalized youth with peer support through Youth Mentors Youth Mentors are community youth who receive leadership and skills-building training and ongoing monitoring support from Ma3an to serve in a year-long volunteer role as peer trainers and

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mentors for other youth. The Youth Mentors’ activities help vulnerable youth improve their individual, social, and professional skills and their capacity to work together to address their community’s needs, including through skills building on critical thinking, public speaking, respect for diversity, and information literacy. As a result, vulnerable youth are better equipped to resist VE and to encourage their peers to be resilient. Below we include highlights from the Youth Mentors’ activities this quarter:

Skills-building trainings and mentoring sessions. In Phase 2 communities, Youth Mentors exceeded the planned activities (24 trainings and 129 mentoring sessions) planned for this quarter and completed 30 trainings - eight Storytelling, seven Learn to Discern (L2D), and 16 Professional Insight Days (PIS) trainings - that engaged 300 youth and completed one-on-one or small group mentoring sessions for a total of 201 youth. Please see Annexes C and D for more information on these activities and participants.

As the GoT eased COVID-19 restrictions, and in close coordination with Ma3an’s security team, Youth Mentors were able to hold some socially distanced, in-person trainings in their communities this quarter; 15 (48%) trainings were delivered in-person during this quarter and 16 (52%) virtually. As virtual trainings are more effective with smaller numbers of participants, the careful return to in-person activities boosted attendance numbers compared to the previous quarter (average attendance was 9.7 participants per training compared to 8 last quarter). Throughout their activities, Youth Mentors aimed for inclusion and gender parity, achieving a near balanced ratio of male to female representation in 31 trainings this quarter (51 % males and 49% females).

This quarter, 104 male youth and 97 female youth met with the Youth Mentors in peer mentoring sessions, including in newly introduced small group mentoring sessions. These sessions focus on professional or personal development, expanding beyond the skills developed through Storytelling, PIS and L2D trainings. 56% of mentoring sessions had professional development goals with topics ranging from Digital and Web design to CV building. 98% of mentees reported that they met their goals in the mentoring sessions. Mentoring sessions also allow Youth Mentors to engage in peer- to-peer learning with youth in their communities by sharing a variety of skills that they developed within and outside of their mandate with Ma3an. Mentoring sessions serve a vital role in P/CVE as they allow Youth Mentors to identify local vulnerable youth who need support beyond regular activities and provide sustained engagement and necessary interventions where and when needed.

During this quarter, three out of the initial 43 Youth Mentors of Cohort 2 ended their role early due to work and personal reasons. Ma3an had already recruited more than the minimum of three mentors serving in each community and therefore is still exceeding the expected number of 36 Youth Mentors for Cohort 2.

Networking and capacity building for Youth Mentors. As part of its continued support to Youth Mentors to enable them to play their role, Ma3an organized a Refresher TOT for Youth Mentors in two socially distanced rounds between Mar 20 and 27 and a virtual Communication session to complement the adapted in-person training.

Although the Refresher TOT dates were communicated early and agreed upon with the Youth Mentors, three out of 40 YMs were not able to attend the training due to work and family reasons.

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To respond to this challenge, Youth Mentors interns shared the workbook and training material with the Youth Mentors who missed the sessions and staff will conduct a follow-up meeting to ensure delivery and understanding of training material. Participants reported positive experiences, stating that the TOT boosted their desire to learn and refreshed their motivation to serve as inspirational changemakers in their communities. Covering topics from technical refreshers to conflict resolution, Youth Mentors honed their skills and tools to continue their mandate of change. The post-training survey showed improvements in Youth Mentors’ assessment of their skills and ability to organize trainings and events for other youth. Youth Mentors ranked (1) Communication strategy, (2) information-based decision-making skills, and (3) online and offline facilitation techniques as the top three skills they improved as a result of the Refresher TOT with an average improvement of over 23% in each of the mentioned skills.

As part of the ToT, 12 representatives of local institutions and networks, as well as Ma3an regional managers, engaged with Youth Mentors during the Community and Networks session, allowing Youth Mentors to further expand and sustain their network and collaboration with stakeholders and ground their activities in their communities. Youth Mentors reported a 19% increase in their ability to use different resources to boost their network as well as a 17% increase in their understanding of how to collaborate with different stakeholders to achieve mutual goals. This will in turn support Youth Mentors and civil society stakeholders to continue their work together towards the mutual benefit of their communities and ensure the sustainability of activities and civic engagement beyond Ma3an’s mandate.

Youth Mentors motivated to sustain their involvement in their community

“Our role in civil society is essential to the youth at risk. We have a high number of high school dropouts and increasing crime rates, which makes these youth our main focus. We launched an initiative, in collaboration with local partners, a training facility for youth at risk. This is just the first step; we will continue to replicate this in the entirety of Sidi Abdelhamid.” Marwa Amamou, Youth Mentor, Sidi Abdelhmid

“Even though I am saddened by the fact that our Ma3an journey will come to an end, I now know that we have a strong network to fall back on and we will continue to work as a team in order to ensure the sustainability of what we have created together. I have gained a strong sense of initiative that I will employ to achieve social change.” Dalenda Khlifi, Youth Mentor, Rouhia

Beyond the additional capacity building received, Youth Mentors also discussed and presented their own ideas to sustain their efforts in their communities. During a focus group discussion, Youth Mentors reflected on their journey with Ma3an, discussed their role in civil society and their relationship with its different stakeholders, and shared their plans moving forward when their mandate ends. Youth Mentors reported a 21% improvement in their understanding of their plans moving forward after their mandate with Ma3an ends.

Furthermore, Ma3an facilitated a complementary virtual Communication and Outreach training in February to build the Youth Mentors’ capacity to reach more vulnerable youth to meet the

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program’s P/CVE goal. Ma3an’s attendance tracking of Youth Mentor training showed broad appeal and success at bringing together diverse community youth: 41.7 % of participants across all 31 trainings classified themselves as “unemployed and looking for work” or “unstable employment”, and 33 % as “high school dropouts”, which are groups whose socioeconomic precariousness might increase their vulnerability VE.

Annex E provides additional information on the Refresher TOT agenda and workbook, the Post- Refresher TOT Assessment results, the Youth Mentors’ focus group session results, and the Refresher Communication and Outreach Training Results.

Youth Mentors mobilize to lead rapid response activities to respond to challenges in their communities

Fighting Misinformation As a result of the skills gained through their Ma3an role, Youth Mentors were able to lead, beyond their Youth Mentor mandate, a campaign to address misinformation over the course of three months to support youth in identifying misinformation and improving their media literacy skills. As part of the Rapid Response activities, Youth Mentors collaborated with “Boubli” an NGO and digital media outlet specializing in P/CVE to produce videos to improve youth’s critical thinking. The videos were disseminated on Facebook and YouTube respectively and combinedly received over 58 K views. The campaign was also supported by multiple influencers and content creators who have reached out to the Youth Mentors to contribute to the continuing initiative and to spread the message across Tunisia, including Lotfi Hamadi, a nationally known entrepreneur and social activist. Through this campaign, Youth Mentors showcased how youth can lead and serve as peer role models in their communities.

Public Awareness Campaign and Renovations of Local Public Institutions Go Hand-in-Hand in Ghardimaou In response to the protests in their communities, Youth Mentors launched a campaign on Facebook to combat the spread of fake news and violent messages. The campaign has received national attention and has been shared across influential social media accounts. Stakeholders such as INSAT Press, a student led media outlet, and IEEE Insat SB, a local sub office for an international NGO for engineers, supported the Youth Mentors by sharing out the information further to their own networks.

As part of the campaign, Youth Mentors in Ghardimaou hosted a Graffiti Art Event on March 14 to paint their local public library. The graffiti art displayed the slogan “The impossible is not Tunisian” and was painted in the open-air theater, which was recently renovated under Ma3an CSA activities. While the local artists were working on the painting, the Director shared with the Youth Mentors the decaying state of the library’s outer walls. The Youth Mentors quickly coordinated with other local youth so that by the end of the day, the outer walls were scraped, cleaned, and repainted and a beautiful graffiti art message was placed front and center of the Library’s theater. Noticing the positive reaction of local youth to the initiative, the Youth Mentors are now planning to expand the campaign over the coming weeks to renovate local schools that suffer from the same building decay.

Link: Ghardimaou Graphiti promotional video

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Local Ghardimaou Youth repainting the Youth Mentors celebrating the success of outside walls of the library their event

For more stories of initiatives led by the Youth Mentors, see Annex F.

Activity 1.5. Use social media platforms to promote positive youth engagement, local CSO partners, community support activities and youth volunteerism In Q2, Ma3an continued to engage the followers of its online platforms, namely the Chebeb Graph 1. Facebook reach, engagement, and followers Ma3an Facebook Group, where youth are proactively posting and interacting together around opportunities and ideas to improve conditions and attitudes in their communities. However, compared to the previous quarter (see Graphs 1 and 2), there was a decrease in the number of reach and posts, as well as a decrease in reactions and comments, likely due to the decreased level of activities. ThereGraph also 2. hasPeople been Reached a decrease in Q2 in the number of followers, likely related to the fact that Ma3an posted less when there were fewer activities happening.

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Nonetheless, Q2 included key events that generated Graph 3. Heightened Engagement engagement online: (1) the community cleanup events March-April 2021 implemented as part of the rapid response activities between February and March, and (2) the reopening of the newly rehabilitated Youth Center in Kram in April. Graph 3 shows the increase between March and April in the number of people reached as well as engagement and likes. Ma3an will be incorporating lessons learned in the next quarter to boost its online reach and interaction, including the need to post more regular content (even if fewer activities are happening on the ground) that will keep people engaged and interested, posting videos and promoting them through Facebook to enhance visibility and brand recognition (versus organic content which has lower reach, see Graph 4). Graph 4. Reach of organic versus paid content

Activity 1.6: Mobilize youth and other stakeholders to foster youth civic engagement and to advocate for reforms that benefit Tunisian youth In Q2, Ma3an continued its preparatory work to expand opportunities for youth civic engagement and action to address community needs: (1) developing a Youth Community Service (YCS) curriculum that build the knowledge, capacity, and willingness of youth to be civically engaged and take action to address issues and factors of vulnerability in their communities ; (2) setting up 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; and (3) providing technical assistance to the MoE to revise its National Civic Education manuals and introduce a YCS program in schools.

During this quarter, the Civic Engagement expert participated in four orientation sessions with FHI 360 home office and Ma3an civics team members which introduced him to Ma3an’s YCS methodology. Through these sessions, the expert was able to understand the logic of the YCS curriculum and its nine modules, started identifying gaps and opportunities for applying YCS in

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Ma3an communities, and defining the next steps for finalizing the curriculum and preparing for the ToT for the CSOs partners. The civic engagement expert shared a draft ToT agenda for Ma3an’s review and is continuing to work on deliverables and support material for the ToT.

In the next quarter, Ma3an will begin preparations for launching civic youth hubs in existing youth structures (selected in coordination with the CNLCT, the MoE, and the Ministry of Youth and Sports), which will host the YCS curriculum implementation along with an activity portfolio to provide youth with complementary skills.

To anchor the Ma3an-supported civics activities in the field and ensure their sustainability, Ma3an decided to select three regional CSO partners who will implement YCS activities in the center, north, and south regions of Tunisia in partnership with Ma3an local partners in the local communities. These partners will lead the delivery of the YCS curriculum and will design and implement 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. For that purpose, Ma3an, in coordination with FHI 360’s home office, developed and finalized in Q2 a Request for Expressions of Interest and a Request for Applications that will be launched in the next quarter to identify the regional civic engagement partners.

Moreover, this quarter Ma3an received USAID approval to provide the MoE with technical assistance to update the national civic education manuals and to roll them out to more than 2 million students in over 6,000 primary and secondary schools throughout Tunisia. In the next quarter, Ma3an will finalize an MoU with the MoE, detailing the support and expertise to be provided to achieve the Ministry of Education’s goal, including supporting an action plan for updating the civic education curriculum and providing the necessary technical assistance to carry out this plan and roll out the YCS curriculum in school citizenships clubs, and through an online platform.

OBJECTIVE 2: Tunisian capabilities to prevent and counter violent extremism are enhanced. Big picture analysis Ma3an has made progress in developing tools that can inform P/CVE interventions and build the capacity of local actors to prevent and counter VE. Ma3an has conducted seven focus groups and is in the process of facilitating the final discussion that will enable it to finalize the VE and hate speech lexicon and to prepare a training for partners and young social media influencers in Q3. Ma3an is also finalizing the Arabic translation of the CVE Reference Guide for Local Organizations, an online toolkit that will be disseminated among local partners and other P/CVE stakeholders.

After conducting several meetings with the CNLCT, Ma3an has finalized the main aspects and axes of the partnership that will be implemented. The CNLCT’s senior board expressed its willingness to engage in a full partnership focusing on: (1) capacity building activities for the commission’s local representatives, (2) support for the National P/CVE strategy finalization and implementation, and (3) assistance on the CNLCT communications strategy development and implementation.

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Activity Results Analysis Activity 2.1: Develop locally-led solutions to VE that are informed by community VE dynamics and drivers This activity will be launched in Q3. Activity 2.2: Engage youth in innovative solutions to reduce perceptions of community stigmatization Clean e-houmtek (clean your electronic neighborhood) is an activity that aims 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. Clean e-houmtek was planned to be implemented in Kram West this quarter and the call for applications was launched as a result of which 70 applicants (27 female and 33 male) were received. However, the activity was put on hold due to the health conditions. Ma3an now plans to launch this activity in Q3 and Q4 through a local partner that will implement in multiple communities. Activity 2.3: Build the capacity of the National Counter-terrorism Commission (CNLCT) After several fruitful meetings with the CNLCT, Ma3an has finalized the main aspects and axes of the partnership that will be implemented including capacity building activities for the commission’s local representatives. In Q3, Ma3an will present its methodology for the capacity-building process to the CNLCT and will recruit a CVE Expert who will work with Ma3an team to conduct the capacity assessment of local reps – with a questionnaire and follow-up calls/interviews with the CNLCT board members to build a common approach for the capacity building process.

This partnership will also include Ma3an support to the CNCLT at the strategic level. Accordingly, in Q3, Ma3an will support the finalization and implementation of the National P/CVE strategy and will provide support for developing the CNLCT communication strategy and implementing it – in collaboration with Axiom. Ma3an will also lead design meetings with CNLCT to identify and support implementing other relevant activities based on the finalized National Strategy.

This quarter, Ma3an translated the CVE Reference Guide for Local Organizations into Arabic, an online toolkit produced by FHI 360 with USAID funding that provides information and guidance on how to assess, design, implement, evaluate and learn in P/CVE projects, including practical worksheets and case studies. In the next quarter, the Reference Guide will be launched and disseminated through orientation sessions among local partners and other relevant stakeholders involved in P/CVE activities.

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Activity 2.4: Support national and regional P/CVE conferences and events with the CNLCT This activity may be launched in Q3 depending on conversations with the CNLCT.

Activity 2.5: Support the CNLCT in their strategic communications efforts by creating a VE and hate speech lexicon to inform alternative narratives that counter VE After conducting seven focus group discussions and coding the findings, Ma3an determined that it additional data collection was needed to complete the VE and hate speech lexicon. This quarter, the team developed revised guidelines and prepared to hold final FGDs in Q3 – one in Hamman Lif and another with select participants from previous focus groups in order to validate and enrich the findings of the collected data. The data collection enabled Ma3an to identify the main online practices and themes around which VE and hate speech proliferate in Tunisia. Activity 2.6: Foster trust and sustainable collaboration among police and state and non-state actors In Q2, Ma3an developed the “Key findings Brief” document that looked at data from Tunisia – both across Ma3an’s target communities and at the national level – in addition to experiences with increasing community-police engagement and community policing practices in other countries. As a result of this analysis, Ma3an will identify lessons, recommendations, and programming entry points that will inform community-level activities under this result in the remaining two years of implementation. MONITORING, EVALUATION, AND LEARNING (MEL) In Q2, MEL efforts focused on finalizing the Annual Monitoring, Evaluation, and Learning Plan (AMELP) to respond to the new program description and objectives. This included revising the program’s performance indicators and corresponding measurement tools to better document Ma3an’s progress towards outcomes. The newly designed Most Significant Change (MSC) evaluation and Community-Level P/CVE Capacity survey are two such examples of the revised measurement tools. During Q2, the MEL team also began implementing the recommendations from the Q1 internal MEL capacity assessment, which included a restructuring of the MEL team to better streamline efforts, and a revamped Collaboration, Learning, and Adaptation (CLA) approach. The MEL team also developed the program’s Management Information System (MIS) to facilitate efficient coordination and collaboration between Ma3an teams. The MIS will go live in Q3. Revised MEL Approach 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 increase youth participation in civic and political life, address youth grievances, and prevent radicalization in Tunisian communities vulnerable to violent extremism” (D&G Sub-Intermediate Result 2.2.2) – the MEL team revised the AMELP in Q2 to better reflect the program’s new logic and approach. This involved a collaborative process to revise Ma3an’s foundational documents, including its Theory of Change, Results Framework, performance indicators and corresponding measurement tools, and CLA approach. These proposed revisions will be discussed with USAID for approval in Q3.

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Revised MEL Team Structure In Q2, the MEL team was restructured to streamline and clarify its roles and responsibilities and more efficiently contribute to Ma3an objectives. It will now be composed of nine full-time staff, five based in Tunis and four in the regional offices (Sidi Bouzid, Kef, Kasserine, and Medenine). The below organogram depicts the new team structure, and recruitment is ongoing for the vacant positions.

Revised CLA Approach and Learning Agenda

In response to recommendations from the MEL internal capacity assessment, the MEL team also refined its CLA strategy in Q2 to focus on the most beneficial CLA activities to date, namely Partner Process Interviews (PPIs) where local partners provide insights into what is/is not working, After Action Reviews (AARs) of relevant implementation activities, Quarterly Pause and Reflect Sessions to facilitate program-wide learning, and study dissemination forums to discuss findings from the MSC evaluations, Community-Level P/CVE Capacity surveys, and Social Network Analyses (SNAs).

The foundation of the new CLA approach is a revised Learning Agenda that ensures Ma3an is both “doing things right” and “doing the right things”. To ensure the program’s Learning Agenda is contextually and strategically relevant, the MEL team systematically engaged stakeholders in Q2 to:

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identify the evidence sought; formulate questions; develop plans to answer evidence gaps; and communicate and disseminate findings. The revised learning questions are listed in Table 6 below.

Table 6. Ma3an Learning Questions

Reflection Learning Question Data Source Timeline venue Is Ma3an's community-driven model Indicator 6 (Ma3an- Indicator 6 Study effective in increasing P/CVE capacity supported state actors (Ad Hoc); Dissemination in target communities? demonstrating increased Indicator 7 Forums; Pause P/CVE capacity); Indicator 7 (Midline: and Reflect (Community-Level P/CVE Y3Q4, Sessions Capacity Survey). Endline: Y5Q3) Is Ma3an's community-driven model Indicator 4 (GESI strategies Quarterly Study promoting inclusive P/CVE solutions? developed and Dissemination mainstreamed by local Forums; Pause partners). and Reflect Sessions How effective is Ma3an in PPIs; AARs Quarterly Pause and strengthening local partner capacity Reflect Sessions to implement and sustain the community-driven P/CVE model? How effective is Ma3an's community- Indicator 8 (SNA) Phase 2 Study driven model in strengthening Communities Dissemination collaborative interactions amongst Midline and Forums; Pause stakeholders engaged in developing Endline and Reflect community-led solutions to mitigate Sessions VE drivers and dynamics? What were the most significant Indicator 1 (MSC Evaluation) Midline: Study changes that resulted from Ma3an Y3Q4, Dissemination community-driven model? Endline: Y5Q3 Forums; Pause - What are the program components and Reflect and external factors that made the Sessions most significant changes possible? To what extent does participation in Local partners’ pre- and Baseline: Study the PYD-informed YCS activities lead post-tests / Experimental Y3Q4; Dissemination to improvements in key youth skills design / follow-up surveys / Endline: Y4Q1 Forums; Pause and competencies that are linked to youth FGDs and Reflect decreased vulnerability to VE? Sessions - Which PYD features embedded into YCS design contribute to improvements in youth skills and competencies? - To what extent is youth civic engagement sustained after participation in the YCS activities?

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COMPARISON OF ACTUAL EXPENDITURES WITH BUDGET ESTIMATES

Total expenses for FY21 Q2 are $1,838,764.67 as detailed below:

The breakdown of FY21 Q2 expenses is detailed below:

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ANNEXES

Annex A: Capacity Building Analysis Report Enclosed as a separate document with this report

Annex B: Community Youth Mapping ToT Report Enclosed as a separate document with this report

Annex C: Youth Mentors Activities Enclosed as a separate document with this report.

Annex D: Cohort 2 Youth Mentors Activities Data Findings and Analysis Enclosed as a separate document with this report.

Annex E: Cohort 2 Youth Mentors Refresher TOT Data Analysis Enclosed as a separate document with this report.

Annex F: Cohort 2 Youth Mentors Activities Highlights Enclosed as a separate document with this report

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