USAID Community Engagement Project (USAID CEP) Quarterly Progress Report October 1, 2017 to December 31, 2017
* Submission Date: February 15, 2018
Cooperative Agreement Number: AID-278-A-13-00001 Contract/Agreement Period: April 9, 2013 – July 31, 2018 AOR Name: Erin Leonardson
Submitted by: Mohamed ElSharif, Program Manager Global Communities 8601 Georgia Avenue, Suite 300 Silver Spring, MD 20910-3440 USA Tel: +1.301.587.4700 Email: [email protected]
* USAID/Jordan approved USAID CEP’s request for extension on the submission date
This document was produced for review and approval by the United States Agency for International Development / Jordan (USAID/Jordan).
July 2008 1 TABLE OF CONTENTS
ACRONYMS AND ABBREVIATIONS ...... 3 1. ACTIVITY OVERVIEW ...... 4 a. Activity Details ...... 4 b. Executive Summary ...... 5 2. ACTIVITY IMPLEMENTATION ...... 7 a. Progress Narrative ...... 7 Highlights of USAID CEP’s Progress against AMEP Indicators ...... 7 IR 1: Effective community engagement mechanisms (CEMs) established ...... 8 Sub-IR 1.1: Community engagement with government strengthened ...... 9 USAID CEP’s Progress against key Sub-IR 1.1 AMEP Indicators ...... 9 1.1.1 Municipal/government projects designed with community and stakeholder engagement ...... 10 1.1.2 Design pilot projects to institutionalize community engagement on the municipal level 11 1.1.3 Integrating community engagement into the decentralization process ...... 13 1.1.4 Institutionalizing the “Towards a More Beautiful School Initiative” ...... 14 Sub-IR 1.2: Community participation enhanced ...... 15 USAID CEP’s Progress against key Sub-IR 1.2 AMEP Indicators ...... 15 1.2.1 CET projects alleviating community-identified stressors designed with community and stakeholder engagement ...... 16 1.2.3 Creating dialogue platforms around common themes ...... 19 IR 2: Community capacity to mobilize in response to threats to cohesion strengthened . 22 USAID CEP’s Progress against key IR 2 AMEP Indicators ...... 22 Sub-IR 2.1: CET capacity to identify threats to cohesion strengthened ...... 22 USAID CEP’s Progress against key Sub-IR 2.1 AMEP Indicators ...... 23 2.1.1 Compile a list of TTCs identified during Years 1-3 ...... 23 2.1.2 Compile community profiles ...... 24 Sub-IR 2.2: CET and stakeholder capacity for project planning and implementation developed ...... 24 USAID CEP’s Progress against key Sub-IR 2.2 AMEP Indicators ...... 24 2.2.1 Conduct work plan development workshop for new projects ...... 24 2.2.2 Design training package for MOI/LDD in support of the roll-out of community engagement within decentralization ...... 24 Sub-IR 2.3: CETs and stakeholders effectively utilize communication skills ...... 26 USAID CEP’s Progress against key Sub-IR 2.3 AMEP Indicators ...... 26 2.3.1 Support the implementation of project communications plans ...... 26 b. Cross-cutting: Syrians, Women, and Youth ...... 27 c. Implementation Challenges and Modifications Made ...... 29 d. Environment Considerations ...... 29 3. ASSESSMENTS / EVALUATIONS / LESSONS LEARNED ...... 29 a. List Major Assessments / Internal Evaluations and Lessons Learned ...... 29 b. Actions and Way Forward ...... 30 4. BRANDING COMMUNICATIONS AND DISSEMINATION ...... 30 a. Key Communication Activities - Specific Activities That Reflect Branding Awareness
Quarterly Report: USAID CEP P 1/168 October 1, 2017 – December 31, 2017 for USAID ...... 30 5. ANNEXES ...... 32 Annex 1: USAID CEP Partner Communities ...... 32 Annex 2: USAID CEP Indicator Tracking Table Y5 Q3 ...... 33 Annex 3: USAID CEP Grant pipeline Y5 Q3 ...... 52 Annex 4: Overview of USAID CEP Grants Closed in Year 5 Quarter 3 ...... 70 Annex 5: Municipal/Government Project Highlights ...... 72 Annex 6: Municipal Pilot Workshop Report ...... 76 Annex 7: CET Project Highlights ...... 100 Annex 8: In Kind Support of Host Entities ...... 106 Annex 9: Youth Stakeholder Dialogue Workshop ...... 126 Annex 10: Overview of Implementation Challenges and Adjustments Made ...... 144 Annex 11: USAID CEP All-Staff Workshop Report ...... 148 Annex 12: USAID CEP Revised Lessons Learned/Sustainability Template ...... 162 Annex 13: USAID CEP Media Report Y5 Q3 ...... 166
Quarterly Report: USAID CEP P 2/168 October 1, 2017 – December 31, 2017
ACRONYMS AND ABBREVIATIONS
AOR - Agreement Officer Representative CBO - Community Based Organization CCT - Community Consultation Team CE - Community Engagement CEM - Community Engagement Mechanism CEP - Community Engagement Project CET - Community Enhancement Team CMM - Conflict Management and Mitigation CSO - Civil Society Organization CWM - Community Wide Meeting DCS - Data Collection Sheet DOE - Directorate of Education DOH - Directorate of Health EDD - Environmental Due Diligence EMP - Environmental Management Plan GOJ - Government of Jordan HHPS - Household Perception Survey IEE - Initial Environmental Examination IR - Intermediate Results JRF - Jordan River Foundation LCDP - Long-term Community Development Plan LDD - Local Development Department (Ministry Level) LDU - Local Development Unit (Governorate Level) M&E - Monitoring and Evaluation MOE - Ministry of Education MOI - Ministry of Interior MOMA - Ministry of Municipal Affairs OCE - Office of Community Engagement PDT - Program Development Team PIRS - Performance Indicator Reference Sheet PWDs - Persons with Disabilities SES - Sustainable Engagement Specialist SIFG - Syrian Inclusion Focus Groups TTC - Threat to Cohesion USAID - United States Agency for International Development
Quarterly Report: USAID CEP P 3/168 October 1, 2017 – December 31, 2017
1. ACTIVITY OVERVIEW a. Activity Details
Goal. The USAID Community Engagement Project (USAID CEP) is a $50 million, five-year project implemented by Global Communities in partnership with the Jordan River Foundation (JRF). Implemented under Cooperative Agreement Number: AID-278-A-13-00001, the Project operates in 20 communities across the Governorates of Irbid, Mafraq, Tafileh, and Ma’an. This document provides an overview of USAID CEP’s achievements implemented in Quarter 3, Year 5 of the program, covering the period from October 1, 2017 to December 31, 2017.
General approach. The goal of USAID CEP is to leave behind stronger, more cohesive and resilient partner communities. USAID CEP will achieve this by working through and building the capacity of community enhancement teams (CETs) and select municipal and local government entities to establish community engagement mechanisms that will be sustained beyond the life of the project. Utilizing these mechanisms as dialogue platforms to assist communities in engaging with each other horizontally and connecting to their municipalities and local government entities vertically, USAID CEP will leave behind communities capable of:
Engaging in a continuous, conflict-sensitive, participatory process of community-driven identification and prioritization of stressors;
Developing immediate and long-term solutions by accessing available resources through collaboration and partnerships with relevant stakeholders (including informal leaders); and
Utilizing effective and transparent communication mechanisms in support of increased community cohesion.
Where we work. USAID CEP defines “community” as all segments of the population – public and private, formal and informal – living and working within an administrative area. Administrative areas may have overlap with municipal boundaries, or be representative of specific neighborhoods within a larger, greater municipality. In Year 1, USAID CEP mobilized nine communities, informally referred to within the program as “old communities”. In Year 2, USAID CEP added another 10 communities, referred to as “new communities”. In addition, at the end of Year 2, USAID CEP added a pilot community in Ma’an, covering Ma’an City. For a detailed list of USAID CEP’s communities, please see Annex 1: USAID CEP Partner Communities.
Our team. The USAID CEP team is comprised of Global Communities and JRF, with Global Communities serving as the prime. As such, Global Communities leads the development of the vision and design of the project, maintains overall management and oversight responsibilities for all activities, and, serves as the point of contact for USAID/Jordan. JRF provides technical staff and leads activities related to the development of sustainable community engagement and dialogue mechanisms. On an operational level, Global Communities and JRF apply a one-team approach, with a focus on project identity rather than individual organizational identities.
Quarterly Report: USAID CEP P 4/168 October 1, 2017 – December 31, 2017
b. Executive Summary
The USAID Community Engagement Project (USAID CEP) is a $50 million, five-year project implemented by Global Communities in partnership with the Jordan River Foundation (JRF). The Project operates in 20 communities across the Governorates of Irbid, Mafraq, Tafileh, and Ma’an. The goal of USAID CEP is to leave behind stronger, more cohesive and resilient partner communities. By the end of quarter 3, Year 5, USAID CEP spent $42,879,993 against the overall program ceiling, of which 39% was allocated to tangible results on the community level. These investments have resulted in the following:
A total of 327 avenues for positive youth engagement established, 62 in Qt 3, Year 5 A total of 162 community-led activities that address identified stressors or mitigate threats to cohesion completed, 5 in Qt 3, Year 5 12 community engagement processes formalized, 4 in Qt 3, Year 5 To date, USAID CEP has been able to document $7,345,150 in cost share, $496,907 during this reporting period, augmenting USAID/Jordan’s investment through USAID CEP grants by 41%
IR 1: Effective community engagement mechanisms (CEMs) established
Under IR 1, USAID CEP seeks to establish and formalize avenues for soliciting community input and feedback in order to increase engagement of community members who have previously been excluded from decision-making. To ensure community members are engaged, USAID CEP established a total of 63 avenues for community input and feedback. A total of 29 community engagement grants have been developed and successfully implemented in collaboration with community members, of which 5 were completed in Quarter 3, Year 5. Over the life of the project, USAID CEP engaged a total of 159,970 community members through community engagement activities, of which 37,451 were engaged in Quarter 3. In total, 91.3% of interviewed focus group participants (target 60%) stated following the completion of projects that community engagement mechanisms implemented under USAID CEP resulted in greater engagement of community members.
Sub-IR 1.1: Community engagement with government strengthened. The objective of Sub IR 1.1 is to help improve the quality of, and alleviate the pressure placed upon, municipal and governmental services by establishing sustainable community engagement avenues to ensure continued public/private dialogue beyond the life of the project. Over the life of the project, a total of 38 municipal/government projects, valued at $13,200,680, inclusive of $3,867,606 of cost share, were designed with community and stakeholder. At the time of the writing of this report, USAID CEP successfully completed 26 municipal/government projects, 3 of which were completed during this quarter. During the reporting period, 40 individual municipal/government representatives have been active within CETs, a total of 7,969 municipal and government officials have participated in USAID CEP activities (1,553 during this quarter).
To ensure sustainability, USAID CEP continued to support the Ministry of Interior/Local Development Department (MOI/LDD) and Ministry of Municipal Affairs’ (MOMA) decentralization efforts. In addition to MOI’s Procedures Manual for the Development of the Governorate Needs Guide approved in April 2017, USAID CEP’s MOMA Procedure Manual for Preparing the Municipal Development Plan was approved this quarter and disseminated to all municipalities. The practical application of the manuals will be tested in three municipalities under USAID CEP’s municipal pilot project in coordination with CITIES and IRI.
Quarterly Report: USAID CEP P 5/168 October 1, 2017 – December 31, 2017
Sub-IR 1.2: Community participation enhanced. The objective of Sub-IR: 1.2 is not only to help address community-identified stressors and threats to cohesion (TTCs), but also to provide communities with a stronger sense of collective competence to tackle more challenging issues through increased engagement and collaboration throughout the identification, prioritization, design, and implementation process. Over the life of the project, a total of 47 CET projects, valued at $6,380,316 inclusive of $1,270,161 of cost share, were designed with community and stakeholder engagement. To date, 29 CET projects have been successfully completed, of which 2 were completed this quarter. USAID CEP held a total of 55 events involving multiple communities over the life of the project, 9 of which this quarter. Over the life of the project, USAID CEP engaged a total of 159,970 community members through a variety of community engagement activities, with 37,451 engaged in this quarter alone. Dialogue mechanisms established under USAID CEP were further strengthened and expanded this quarter. Twelve of the last 20 CET projects required the establishment of new, or re-activation of existing, youth or women’s councils. The role of the councils is complementary to the role of the CETs, effectively expanding established platforms and providing women and youth with more opportunities for positive engagement. Through these activities, the dialogue platforms were expanded from 267 to 943 actively engaged and trained community members
IR 2: Community capacity to mobilize in response to threats to cohesion strengthened
Under IR 2 USAID CEP focuses on increasing the collective competence of partner communities to identify and address stressors and threats to cohesion in a conflict sensitive manner. To date, a total of 47 CET projects, valued at $6,380,316 inclusive of $1,270,161 of cost share, were designed with community and stakeholder engagement. To date, 29 CET projects have been successfully completed, of which 2 this quarter. USAID CEP held a total of 55 events involving multiple communities to date, 9 of which this quarter. A total of 159,970 community members were engaged to date through a variety of community engagement activities, with 37,451 engaged in this quarter alone.
Sub-IR 2.1: CET capacity to identify threats to cohesion strengthened. The objective of Sub-IR 2.1 is to strengthen the capacity of CETs and stakeholders to undertake their work in a conflict sensitive manner. All activities under the Sub-IR were completed under Year 4, with a total of 48 TTCs identified through CMM mapping conducted with CETs and community members. An additional 105 TTCs were addressed through Year 1-3 projects. A total of 139 groups in conflict mediation/resolution skills or consensus- building techniques, of which 81 were trained this quarter.
Sub-IR 2.2: CET and stakeholder capacity for project planning and implementation developed. The objective of Sub-IR 2.2 is to provide community members and relevant stakeholders with the knowledge to design effective activities, form partnerships, and engage the community in implementation. To date, 80% of training participants (82.4% this quarter) have demonstrated an increase in capacity as a result of KAP-identified trainings, exceeding the target of 65%. To date, USAID CEP documented 28 community- led activities organized without USAID CEP support.
Sub-IR 2.3: CETs and stakeholders effectively utilize communication skills. The goal of Sub-IR 2.3 is to improve the capacity of key stakeholders to utilize effective and transparent communication mechanisms in support of increased community engagement and cohesion. USAID CEP efforts resulted in 1,009 communication and outreach avenues, of which 371 were implemented during this quarter. A total of 651 articles (15 this quarter), interviews, and/or radio and TV programs were published covering USAID CEP activities to date. A total of 179,684 printed publications on USAID CEP were produced and disseminated across communities– 23,777 during this quarter.
Quarterly Report: USAID CEP P 6/168 October 1, 2017 – December 31, 2017
2. ACTIVITY IMPLEMENTATION a. Progress Narrative
The goal of USAID CEP is to leave behind stronger, more cohesive and resilient partner communities. USAID CEP will achieve this by working through and building the capacity of community enhancement teams (CETs) and partner municipal and local government entities to establish community engagement mechanisms that will be sustained Grants by Numbers beyond the life of the project. Utilizing these mechanisms as dialogue (Life of Project) platforms to assist communities in engaging with each other Total Number 159 horizontally and connecting to their municipalities and local Total Value $16,888,374 government entities vertically, USAID CEP will leave behind Completed and Successful: 119 communities capable of: 119 100% closed Unsuccessful: 11 Engaging in a continuous, conflict-sensitive, participatory 8 rapid start grants (Year 1) process of community-driven identification and prioritization of 3 round 2 grants (Year 3) stressors; Cancelled: 2 Under Implementation: 29 Developing immediate and long-term solutions by accessing 12 Muni / Gov available resources through collaboration and partnerships with 17 CET Grants Closed in Year 5, Q3: 5 relevant stakeholders (including informal leaders); and 2 CET 3 Muni/Gov Utilizing effective and transparent communication mechanisms . 5 in support of increased community cohesion. 3 1 By the end of Quarter 3, program Year 5, USAID CEP allocated $16,888,374 to the achievement of 0 tangible, community-level results through a total of 159 grants (for details, see text box). 0 % a On September 18, 2017 USAID CEP submitted a formal request for a 3.7 month unfunded extension to d accommodate for implementation delays documented in previous reports and which will extend the m implementation of Year 4 projects – in particular the last round of CET grants -- beyond December 31. The i extension is necessary to allow the project to complete all outstanding activities towards the achievement n i of USAID CEP goals with sufficient time for adequate close out. USAID CEP anticipates receiving the s approval for the extension in January 2018. In addition, over the course of this quarter, USAID CEP has t been working on a final revision of its AMEP. Several of the indicators required additional clarification and r a majority of the targets had to be increased to better reflect USAID CEP’s implementation experience. a t i v e Highlights of USAID CEP’s Progress against AMEP Indicators l y USAID CEP continues to make progress towards the achievement of its goals. During the reporting period, c USAID CEP’s overall allocated grant pool reached $16,888,374. By the end of quarter 3, Year 5, USAID l o CEP spent $42,879,993 against the overall program ceiling, of which $16,649,816 (39% of overall budget) s was allocated directly to tangible results on the community level. These investments, indicative of strategic e changes made to the overall program approach in Year 2, have resulted in the following progress against d key goal indicators: . 2 0 C B O g Quarterly Report: USAID CEP P 7/168 October 1, 2017 – December 31, 2017 r a n t s
Over the life of the project, USAID CEP established a total of 327 avenues for positive youth engagement, exceeding its LOP target by 162 (62 were established in Qt 3, Year 5 alone).
Over the life of the project, USAID CEP also completed a total of 162 community-led activities that address identified stressors or mitigate threats to cohesion, exceeding its LOP target by 42 (5 were achieved in Qt 3, Year 5).
Over the life of the project, USAID CEP formalized 12 community engagement processes (4 were formalized during Qt 3, Year 5).
As a result of USAID CEP’s overall efforts, a total of 159,970 community members were directly engaged in a variety of community engagement activities over the life of the project, exceeding the LOP target of 21,000 by 138,970. A total of 37,451 community members were engaged during this reporting period alone. As a demonstration of the strengthened dialogue between community members and their government representatives, 7,969 municipal and/or government officials participated in such activities to date, exceeding the LOP target of 1,587 by 6,382; of this number 1,553 are attributable to Qt 3, Year 5.
To date, USAID CEP has been able to document $7,345,150 in cost share, exceeding its LOP target of $5,460,000 by $1,885,150. $496,907 was documented during this reporting period. This means that USAID/Jordan’s investment through USAID CEP grants was augmented by 41%. However, more importantly, this result demonstrates the significant contribution USAID CEP’s 20 partner communities, as well as more than 30 municipal / government stakeholders, more than 50 CBO partners, and numerous individual contributors have made to the improvement of the lives of their own communities.
For details on USAID CEP's partner communities as well as its life of project and reporting period indicators, please see Annex 1: USAID CEP Partner Communities, and Annex 2: USAID CEP Indicator Tracking Table. IR 1: Effective community engagement mechanisms (CEMs) established
Under IR 1 – Effective community engagement mechanisms (CEMs) established, USAID CEP seeks to establish and formalize avenues for soliciting community input and feedback in order to increase engagement of community members who have previously been excluded from decision-making.
The Project will achieve this objective by increasing the capacity of CETs, municipalities/local governments, civil society organizations (CSOs), and other local stakeholders to create partnerships, find solutions, and mobilize resources to address identified community stressors and threats to cohesion (TTCs). The collective impact of USAID CEP’s interventions under this IR will result in stronger, more resilient communities that are aware of the benefits of community engagement and capable of contributing to the alleviation of identified challenges. While municipal/government entities will experience the benefits of community engagement, learn how to include community members in decision-making, and increase their responsiveness to community needs, the community will become better equipped to interact with the municipal/government entities in a constructive manner and more knowledgeable about the mechanisms they can use to do so.
Quarterly Report: USAID CEP P 8/168 October 1, 2017 – December 31, 2017
To ensure community members are engaged and involved in decision-making, USAID CEP has to date established a total of 63 avenues for community input and feedback. A total of 29 community engagement grants have been developed and successfully implemented in collaboration with community members over the life of the project, of which 5 were completed in Quarter 3, Year 5. Implementation of approved activities has generated a total of $7,345,150 in cost share to date, of which $496,907 this quarter alone. For an overview of the status of all grants, please see Annex 3: USAID CEP Grant Pipeline Y5 Q3. Over the life of the project, USAID CEP engaged a total of 159,970 community members through community engagement activities, of which 37,451 were engaged in Quarter 3. In total, over the life of the project, 91.3% of interviewed focus group participants (target 60%) following the completion of projects stated that community engagement mechanisms implemented under USAID CEP resulted in greater engagement of community members. For details on individual projects closed in Quarter 2, please see Annex 4: USAID CEP Closed Grants Y5 Q3. Sub-IR 1.1: Community engagement with government strengthened
The influx of Syrian refugees has placed an immense and obvious burden on already compromised Jordanian municipal and governmental services, contributing to increased tensions within host communities and decreased trust in municipal and government capacity to support their citizens. As the struggle over resources continues, the Government of Jordan (GOJ) is often criticized for opaque decision-making practices and lack of communication. In that communication vacuum, the trust gap between government and communities broadens as communities are forced to make up their own narratives – most of them negative and founded on perceptions rather than facts. This negative dynamic, heightened by the aftermath of the Arab Spring and with no end in sight for the Syrian refugee crisis, could have a potentially destabilizing impact on the Kingdom.
The objective of Sub IR 1.1 Community engagement with government strengthened is therefore not only to help improve the quality of, and alleviate the pressure placed upon, municipal and governmental services provided in partner communities, but also to establish sustainable community engagement avenues within municipal and government structures to ensure the public/private dialogue established under USAID CEP continues beyond the life of the project. By encouraging municipal/government entities to engage communities in continuous, community-driven identification and prioritization of stressors and design of solutions to address them, USAID CEP aims to demonstrate the value and benefits of community engagement and help bridge the existing trust gap. USAID CEP’s Progress against key Sub-IR 1.1 AMEP Indicators
Over the life of the project, a total of 38 municipal/government projects, valued at $13,200,680, inclusive of $3,867,606 of cost share, were designed with community and stakeholder engagement and approved for implementation by USAID/Jordan. At the time of the writing of this report, USAID CEP had successfully completed 26 municipal/government projects over its LOP, 3 of which were completed during this quarter. During the reporting period, 40 individual municipal/government representatives have been active within CETs, while over the life of the project a total of 7,969 municipal and government officials have participated in USAID CEP activities (1,553 during this reporting period).
Quarterly Report: USAID CEP P 9/168 October 1, 2017 – December 31, 2017
1.1.1 Municipal/government projects designed with community and stakeholder engagement
USAID CEP uses Community Engagement (CE) Grants as a tool to bring together community members and stakeholders to identify and analyze priority stressors and design projects that address them. While the projects themselves provide tangible benefits to members of these communities, the most valuable aspect of CE Grants is the participatory process they entail, which promotes cohesion by uniting and empowering diverse segments of the population.
Develop the last round of municipal/government grants. To ensure some level of equity amongst partner communities, this final round of municipal/government projects was limited to the ten new communities only, plus Ma’an, and had a budget ceiling of $100,000 per project for a total grant pool of $1,100,000. Building on the process established in Years 2 and 3, the last round of municipal/government grants include additional criteria to ensure formalization of feedback and response mechanisms between community members and the relevant government entities. By May 11, 2017, all municipal/government projects were approved by USAID and are under implementation, with the exceptions of portions of the Taybeh and Wasatyeh projects which were approved on July 30, 2017. Due to delays in the implementation timeline outlined in the Year 4 Annual Report, several of the municipal/government projects will extend past the initial timeline and into 2018.
Municipal / government project implementation highlights. During this quarter, USAID CEP implemented a total of 30 soft activities designed to engage community members and local stakeholders under on-going municipal/government projects. Table 1 below provides an overview of the activities for Year 5, Quarter 3, disaggregated by governorate and month.
Table 1: Year 5 Quarter 3 Soft Activities Implemented Under Municipal/Government Projects
Governorate October 2017 November 2017 December 2017 Total
Irbid 2 4 2 8
Mafraq 2 8 4 14
Tafileh 0 1 0 1
Ma’an 4 2 1 7
Total 8 15 7 30
During this reporting period, USAID CEP closed a total of 3 municipal/government projects. As of this reporting period, two Year 3 municipal/government projects in Tafileh remain open due to delayed cost- share contributions from project partners. We anticipate that all remaining Year 3 and Year 4 municipal/government projects will be completed during the next reporting period. Highlights from closed and on-going municipal/government projects can be found in Annex 5: Municipal/Government Project Highlights.
Quarterly Report: USAID CEP P 10/168 October 1, 2017 – December 31, 2017
1.1.2 Design pilot projects to institutionalize community engagement on the municipal level
The objective of the municipal pilot projects implemented in Ramtha, Mafraq, and Ma’an is to formalize the principles of community engagement utilized by USAID CEP within municipal structures and, based on lessons learned, provide recommendations to MOMA, MOI, and partner municipalities on how the results could be replicated outside of USAID CEP. The focus of the pilots is two-fold:
Responsiveness to citizens: Increasing the ability of citizens to provide feedback on municipal services; exploring low-cost technology to ensure transparency of complaint/ response mechanisms; establishing multiple channels for communication/feedback to ensure input and participation of disenfranchised segments of the population.
Strategic planning: USAID CEP will work with selected municipalities to identify ways in which the CET mechanism can be utilized by municipal – and, in the future, local – councils to increase citizen engagement in prioritization and decision-making. The pilots will explore how to standardize the frequency and maximize the efficiency of meetings; explore low-cost technology to increase participation; establish multiple channels to report-out to communities on decision-making and progress; ensure linkages with the decentralization law and governorate strategic planning process; and ensure participation/input of disenfranchised populations. After the completion of the decentralization procedure manuals for MOI and MOMA, USAID CEP revised this activity to focus on implementing a dry-run of the two procedure manuals.
Design three pilot projects to improve responsiveness to citizens by strengthening feedback mechanisms on municipal services. Following data collection and stakeholder consultations with the Municipalities of Ramtha, Mafraq, and Ma’an Municipality, USAID CEP developed a proposal designed to strengthen citizen feedback mechanisms on the quality municipal services. The proposal, approved on July 20 2017 included the following interventions:
Establish a Complaints Department within the Public Relations Department in each Municipality Procure supplies/equipment to enable the Complaints Departments to fulfill their responsibilities Design and implement communication and feedback mechanisms, including mobile application, written complaint/suggestion forms, and regular town hall meetings Promote the established communication and feedback mechanisms through launch ceremonies, radio shows, and electronic message boards Evaluate the perceived effectiveness of each feedback mechanism to identify lessons learned and incorporate into work planning and operations
As all three municipalities requested assistance in developing a mobile application to facilitate the receipt of citizen feedback, USAID CEP initiated the procurement process to select an app design contractor. In early October, the winning contractor, iSpectra, was selected. On October 31 and November 1, USAID CEP facilitated a two-day workshop with the partner municipalities and iSpectra to kick-off implementation. A total of 93 municipal staff attended the workshop, including all three mayors and 28 local and municipal council members, as well as representatives from MOI/LDD, MOMA, and CITIES.
During the first day of the workshop, USAID CEP presented an overview of the municipal pilots, the legal framework established by the new decentralization and municipalities laws, and roles and responsibilities of the municipal and local councils and their relationship to the governorate and executive councils.
Quarterly Report: USAID CEP P 11/168 October 1, 2017 – December 31, 2017
Through this exercise, the participants were made aware of their respective roles in service provision on the municipal level and prepared for their anticipated roles in development planning at the municipal and governorate levels. Next, the participants were asked to initiate discussions about the benefits of establishing a complaints department and the constraints and challenges such an effort could face. While the local and municipal council members attended the first day, mayors and relevant municipal staff stayed on for the second day of the workshop.
During the second day, iSpectra presented an overview of the upcoming work and general timelines. The municipalities then worked separately on mapping their work flows related to citizen complaints in order to inform iSpectra’s work. The exercise showed that all three municipalities operate in significantly different ways. In addition, since the Ma’an Municipality was inspired by the initial planning sessions with USAID CEP and had already established a complaints department several months prior to the workshop, their process mapping was significantly further along. The Ma’an team was also able to share interesting lessons learned which will inform the design of the application and the drafting of the complaints department procedure manual. For more details, please see Annex 6: Municipal Pilot Workshop Report.
After the workshop, USAID CEP and iSpectra presented the findings of the workshop and plan for upcoming activities to relevant CITIES staff to ensure continued coordination. A technical task force for the design of the mobile application was formed, comprised of the USAID CEP DCOP, USAID CEP Program Implementation Manager, CITIES Delivery Team Lead and a schedule of field visits with partner municipalities was firmed up in order to map resources and collect additional information on municipal services and internal municipal processes. Based on the findings of these field visits, iSpectra began designing a mobile application in mid-December, which will be rolled out in February 2018. In addition, USAID CEP continued working with the newly established complaints departments to draft a procedure manual for the department. USAID CEP anticipates that the Complaints Department Procedure Manual will be completed and disseminated to relevant staff during the upcoming reporting period.
Pilot community engagement mechanisms in planning in support of decentralization. Initially, the municipal pilot projects focused on ensuring that communities are engaged in municipal strategic planning processes. However, as the various procedures anticipated under the new decentralization and municipalities laws started taking shape, it made sense to redirect USAID CEP’s efforts under this activity to focus on supporting MOMA in the drafting of the Procedure Manual for Preparing the Municipal Development Plan and testing the flow of the MOI and MOMA procedures in the three pilot municipalities.
This shift was further justified when USAID CEP received a request from MOMA on May 18, 2017 to assist the Ministry in the drafting of their own procedure manual. Following two consultations workshops and numerous meetings with the MOMA team, USAID CEP delivered the first draft prior to the municipal elections and the final draft on September 13, 2017. During this reporting period, on December 21, MOMA approved the Procedure Manual for Preparing the Municipal Development Plan. The Ministry’s Planning and Coordination Committee issued an official letter to the Secretary General of MOMA, requesting the timely roll-out and dissemination of the document.
In parallel to the activities presented above, USAID CEP continued its coordination efforts with MOI, MOMA, and CITIES and initiated discussions about conducting the dry run of the two procedure manuals in all three pilot municipalities. In January, USAID CEP plans to establish a task force comprised of all relevant stakeholders to start the detailed planning process for the dry run. The dry run, scheduled for early February, 2018 will be followed by a lessons learned workshop, which will mark the end of this activity.
Quarterly Report: USAID CEP P 12/168 October 1, 2017 – December 31, 2017
The information gathered will be disseminate to the participants and used to fine-tune the procedures and inform CITIES’ municipal capacity building efforts.
1.1.3 Integrating community engagement into the decentralization process
USAID CEP initially aimed to facilitate the inclusion of at least 15% of the long-term community development plans (LCDPs) into government planning processes as an element of sustainability and the Project’s exit strategy. The legal framework offered few solutions for a stronger effort towards sustainability. However, following the approval of the new Decentralization Laws, the environment was ideal to explore options to achieve more. To that end, USAID CEP established a collaborative effort with the Ministry of Interior/Local Development Department (MOI/LDD) and agreed to provide support in the following areas:
Embed community participation in decision-making in the “Procedure Manual for the Development of Governorate Needs Guide” (Procedure Manual) and built the capacity of relevant staff to implement it
Strengthen the MOI/LDD’s relationship with media in support of its role in outreach and awareness raising
Develop an in-kind support package designed to support the successful implementation of the Procedure Manual
The completed Procedure Manual for Preparing the Governorate Development Plan represents one of Global Communities' most significant achievements under USAID CEP. Utilizing a consultative process that reached down to the community level and went all the way up to the national level, the Procedure Manual for Preparing the Governorate Develop Plan helped the MOI/LDD achieve approximately 75% of its objectives as defined by GOJ’s decentralization framework. USAID CEP experienced several delays along the way – most notably related to four changes at the Minister level within the span of approximately 1 year (from December 2015 to January 2017) and a change of MOI/LDD leadership during December 2016. In addition, the MOI/LDD role in outreach and awareness raising changed on November 13, 2017, directly impacting USAID CEP’s planned interventions related to media. It is important to note that the MOI's Procedure Manual for Preparing the Governorate Development Plan is the first manual related to decentralization produced to date and will feed into governorate strategic planning processes supported by CITIES. Progress against specific interventions implemented under this activity is provided below.
Assist in integrating community engagement mechanisms in the drafting of “Procedure Manual for Preparing the Governorate Development Plan”. As detailed in the previous reporting period, on July 18, 2017, the Minister of MOI published an official letter, indicating that the Ministerial Committee of Decentralization ratified the MOI’s Procedures Manual for Preparing the Governorate Development Plan. During this reporting period, USAID CEP worked on the final design for the manual and, following MOI’s approval, printed and handed over a total of 1,2000 copies of the manual to MOI in two rounds: 200 in November, 2017 and 1,000 in December, 2017. MOI distributed the manuals they received from USAID CEP to GLDDs, members of Governorate Councils, members of Executive Councils, and the heads of 99 Municipalities. At the end of the reporting period, the MOI requested an additional 200 copies of the manual, which will be printed next quarter during January 2018, marking the completion of this activity.
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Design USAID CEP assistance package to MoI/LDD for the roll-out of community engagement within decentralization. Under this intervention, USAID CEP developed a training and training for trainers (TOT) package to support the roll-out of the Procedures Manual for Preparing the Governorate Development Plan by establishing a pool of 17 MOI and MOMA trainers. Through USAID CEP’s efforts, a total of 138 MOI and MOMA staff in all governorates of the country, divided according to three regions: South, North and Central, were trained on the Procedures Manual for Preparing the Governorate Development Plan. For details on this intervention, please see section 2.2.2 Design training package for MOI/LDD in support of the roll-out of community engagement within decentralization.
Develop in-kind support package to help operationalize bylaws. The goal of this intervention is to provide the MOI/LDD and targeted GLDDs with equipment essential for the implementation of the Procedures Manual for Preparing the Governorate Development Plan. For that purpose, by the end of Year 4 the MOI- LDD and USAID CEP developed a self-assessment tool to identify essential personnel, equipment, and supply needs of the MOI/LDD and the GLDDs. USAID CEP assisted the MOI/LDD to implement the self- assessment to test the process and provide on-the-job training to the MOI/LDD on how to apply the tool. During Quarter 1 of Year 5, the MOI/LDD conducted self-assessments with the GLDDs in USAID CEP's governorates. USAID CEP used the finding of the self-assessment to draft a concept note for in-kind support to the GLDDs in Tafileh, Ma’an, Mafraq, Irbid and the LDD at MOI, which was submitted to USAID/Jordan on July 31, 2017 and approved on August 14. In addition, the MOI/GLDD then completed the self-assessment in all of the remaining governorates to help create a master list of needs.
USAID CEP was able to initiate the delivery of the requested equipment by September 2017. During this reporting period, all equipment but one was delivered. The remaining piece of equipment, a smartboard for the MOI/LDD, will be delivered in January, 2018. Additionally, the MOI/LDD requested minor rehabilitation of their meeting room. USAID CEP sent a formal modification request to USAID/Jordan, which was approved on October 11, 2017. The rehabilitation work was completed on November 6, 2017.
During the next reporting period, pending USAID approval of USAID CEP’s request for an unfunded extension, USAID CEP will work with the MOI/LDD to apply any available program cost savings towards in-kind support to prioritized governorate GLDDs.
1.1.4 Institutionalizing the “Towards a More Beautiful School Initiative”
Schools play an important role in community cohesion. In an environment where social interactions are limited to weddings and funerals, and other social interactions are hampered by a lack of culturally acceptable facilities in which both men and women can assemble, schools offer a vast potential to serve as community hubs. In addition, the education of children is of universal importance to different segments of the population. This common interest is at the core of the successes USAID CEP has witnessed in using the “Towards a More Beautiful School” initiative to mobilize community engagement around improving the learning environment in partner communities.
In Year 4, USAID CEP tried to build on this success by working with the Ministry of Education (MOE) Office of Community Engagement (OCE) to integrate the initiative into the MOE’s annual work plans and, through that, enable the MOE/OCE to support continued community engagement in their work with Directorates of Education (DOEs) and local schools. Planned activities including forming a joint task force with CETs, conducting site visits, and developing a detailed work plan for the integration of the initiative in DOE annual plans. Unfortunately, these activities had to be cancelled due shifting priorities and lack of
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further commitment from the MOE/OCE. In May 2017, USAID CEP transferred all documents related to the initiative to the MOE/OCE. As such, this activity is complete. Sub-IR 1.2: Community participation enhanced
The objective of Sub-IR: 1.2 Community participation enhanced is not only to help address community- identified stressors and TTCs, but also to provide communities with a stronger sense of collective competence to tackle more challenging issues and exert control over decision-making through increased engagement and collaboration throughout the identification, prioritization, design, and implementation process. Moving forward, under Sub-IR 1.2, USAID CEP will continue to move the focus away from service provision towards relationships, TTCs, and involvement of disenfranchised populations – in particular women, youth, persons with disabilities (PWDs), and Syrians. In addition, significant effort will be invested in identifying an appropriate sustainability strategy for CETs to ensure the continuation of the established community dialogue platforms. USAID CEP’s Progress against key Sub-IR 1.2 AMEP Indicators
Over the life of the project, a total of 47 CET projects, valued at $6,380,316, inclusive of $1,270,161 of cost share, were designed with community and stakeholder engagement and approved by USAID/Jordan. At the time of the writing of this report, 29 CET projects have been successfully completed, of which 2 were completed during this reporting period. USAID CEP held a total of 55 events involving multiple communities over the life of the project, 9 of which are attributable to Quarter 3, Year 5. Over the life of the project, USAID CEP has engaged a total of 159,970 community members through a variety of community engagement activities, with 37,451 engaged in this quarter alone. Table 2 below provides an overview and disaggregation of community members engaged over Years 4 and 5.
Table 2: Overview and disaggregation of community members engaged
Indicator Y4 Total Y5 Qt.1 Y5 Qt.2 Y5 Qt.3 Y5 YTD
Total number of community members engaged 69,228 24,204 15,523 37,451 77,178
# male 30,344 15,531 9,180 21,175 45,886
# female 37,683 8,666 6,343 16,276 31,285
Gender unspecified 1,201 7 0 0 7
Total number of youth engaged 45,133 17,360 10,763 30,405 58,528
# male youth 20,609 11,047 6,396 16,797 34,240
# female youth 24,524 6,313 4,367 13,608 24,288
Total number of Syrians engaged 2,434 1,856 699 4,856 7,411
# male 886 966 342 2,711 4,019
# female 1,548 890 357 2,145 3,392
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Total number of Syrian youth engaged 1,451 1,294 429 4,237 5,960
# male youth 618 751 262 2,382 3,395
# female youth 833 543 167 1,855 2,565
The table above demonstrates the progression of community participation in USAID CEP activities. USAID CEP has already engaged more community members in the first three quarters of Year 5 than the total mobilized in Year 4 (69,228 in Year 4 vs. 77,178 in Year 5).
The numbers also clearly demonstrate a significant uptick in the participation of females, youth, and Syrians. This is largely attributed to the last round of CET projects, which focused strongly on strengthening inter-community relationships in order to address identified TTCs. Furthermore, many of these projects focus on addressing threats to cohesion related to youth and women.
1.2.1 CET projects alleviating community-identified stressors designed with community and stakeholder engagement
Implementation highlights. The last round of 20 CET grants, valued at $30,000 each, is representative of the evolution of grass-roots relationships established under the auspices of USAID CEP. Building on the CET project criteria developed in Year 2 and incorporating the results of the CMM training developed in Year 3, USAID CEP revised the criteria for Year 4 CET projects to ensure a focus on threats to cohesion and strengthening community relationships necessary to address them. As such, the final round of CET projects incorporates primarily soft activities such as dialogues, cultural and social events, and awareness- raising.
USAID CEP was supposed to initiate the implementation of all 20 remaining CET projects during Year 4. However, at the request of USAID/Joran, the selection and design of CET grants was put on hold during the mid-term evaluation, causing delays in implementation. Instead of submitting the last round of CET grants to USAID by the end of February 2017, as anticipated according to the Year 4 Implementation Plan, USAID CEP submitted all CET grants to USAID CEP/Jordan for approval by the end of June 2017, and all CET projects were approved by July 16, 2017.
To accommodate implementation delays and still support a timely close-out, USAID CEP reduced the implementation timeline from nine to six months and reduced the cost-share requirement for the last round of CET projects. However, as anticipated, CET grant activities will extend beyond December 31 as 18 of the 20 last round CET grants are still under implementation; two last round CET grants were closed during this reporting period. Under all 20 last round CET grants this quarter, communities conducted 240 soft activities designed to engage community members in response mechanisms to identified threats to cohesion. Table 3 below provides an overview of the activities for Year 5, Quarter 3, disaggregated by governorate.
Table 3: Quarter 3, Year 5 Soft Activities Implemented Under CET Projects
Governorate October 2017 November 2017 December 2017 Total
Irbid 44 40 15 99
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Mafraq 23 60 12 95
Tafileh 28 5 10 43
Ma’an 3 0 0 3
Total 98 105 37 240
For implementation highlights of closed and on-going projects, please see Annex 7: CET Project Implementation Highlights.
Strengthening and expanding the dialogue mechanism. Of the 20 last round CET projects currently under implementation, 15 identified the relationships with and amongst youth, four identified the relationships with and amongst women, and one identified relationships between Jordanians and Syrians as key threats to cohesion in their respective communities. Twelve of the last 20 CET projects required the establishment of new, or re-activation of existing, youth or women’s councils in order to achieve their goals and objectives. The role of the councils is complementary to the role of the CETs, effectively expanding the established dialogue platforms and providing targeted segments of the population with more opportunities for positive engagement in society. Through these activities, the dialogue platforms established by the CETs were expanded from 267 to 943 actively engaged community members. Table 4 provides an overview of the distribution of councils and their members.
Table 4: Overview of new councils and council members
# of # of Community Council type M F Syrian Jordanian N/A councils members
Sarhan Youth 1 24 9 15 8 16 0
Um Aljmal Youth 5 56 33 23 2 54 0
Salheyeh wa Nayfeh Youth 9 90 54 36 28 62 0
Sabha Youth 8 78 44 34 6 72 0
Al Hassa Youth 1 25 15 10 0 1 24*
Taybeh Youth 1 25 16 9 0 4 21*
No’aimeh Youth 1 23 16 7 4 19 0
Hay Al Janoubi Women 1 21 0 21 5 15 1
Hosha Women 1 19 0 19 1 18 0
HTM Women 1 27 0 27 0 0 27*
Bseira Cultural (Youth) 1 24 15 9 0 6 18*
Ma’an City Youth 10 264 118 114 26 239 0
* There are no Syrians present in these communities. As such, those participants whose nationalities are not recorded are assumed to be Jordanian.
To empower the councils to successfully fulfill their roles, USAID CEP adapted CET training materials into a three-day training and trained council members in three different sessions (see text box for training
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sessions and modules). By the end of this training, USAID CEP Y4 CET Council Training Sessions aimed to provide the council members with a strong sense of how • Community Engagement Training to design, plan, launch and manage successful and engaging - Introduction to community engagement initiatives for their communities in order to address identified concepts; importance and tools/methods to engage community members in the design, threats to cohesion. Between August and October 2017, USAID planning and implementation of activities CEP facilitated a total of 20 three-day trainings for members of the youth and women’s councils established under Year 4 CMM CET • Communication and Outreach Skills - Highlight importance of communication skills projects, including a TOT in Ma’an. USAID CEP adapted the as elected council members, bridging gap three-day training into this TOT for the representatives of between stakeholders in process of project planning participating organizations that make up the Ma’an Coordination - Educate on the practical application of Council formed under the Year 4 Muni/Gov project in order to technology as a tool for communication ensure their ability to facilitate the training in each of their own • Designing and Implementing Initiatives organizations. In total, 319 council members participated in these - Help council members to design successful initiatives using new communication/outreach trainings, including 163 females, 270 youth, and 38 Syrians. Please skills see Annex 6 “Year 4 CMM CET Council Capacity Building - Begin to brainstorm responses to TTCs - Give the council a strong sense of how to Trainings” for a detailed list of these trainings and their training design, plan, launch and manage successful and statistics. engaging initiatives for community
Upon the completion of their training, the council members engaged the broader community in the identification and design of small initiatives designed to address identified threats to cohesion and/or community-identified stressors. As a result of the councils’ combined efforts, by mid-December a total of 59 initiatives were developed and evaluated. To evaluate the proposed initiatives, USAID CEP invited members of the youth/women’s councils to present their proposed initiatives and engage in a dialogue with the evaluation committee about their ideas. The evaluation committee provided feedback and then scored the initiatives based on pre-established criteria. The evaluation committees were made up of the USAID AOR, USAID CEP staff, and typically one or 2 CET members and project stakeholders. All 33 initiatives are scheduled for implementation and completion in the upcoming quarter.
1.2.2 Implement strategy to ensure sustainability of CETs
The objective of this activity is to find a formal body through which the CETs' role as community dialogue platforms can be sustained. Comprised of community volunteers, the CETs are informal bodies and represent civil society in the truest sense. However, in a country like Jordan where civil society is in its early, most nascent form, sustaining CETs as a dialogue platform for the community will require formalization. With JRF in the lead on all activities related to sustainability, in Year 4 USAID CEP worked closely with the CETs to discuss sustainability options through a series of workshops, then facilitated a transparent application and selection process to identify organizations to serve as CET hosts.
Finalize selection of host entities. As noted in previous reporting, the selection process of CET host entities took place during Quarter 4 of Year 4. At the conclusion of the selection process, eight CETs selected CBOs/NGOs as host entities, seven CETs selected Municipalities and three CETs selected Government Youth Centers to act as their host.1
1 Only 18 host entities are selected as the Jalama and Dabbet Nimmer CETs have chosen to merge during the sustainability process; as such the 19 CETs are in need of only 18 hosts.
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Conduct training needs assessment to determine assistance package. In Year 5, USAID CEP will provide a combination of in-kind and capacity building support for host entities in order to support the sustainability of the CET dialogue mechanisms. To determine specific needs, over the course of Quarter 1 Year 5 JRF worked with all CETs and selected host entities to complete the needs assessments. The assessment findings were used to design tailored training plans delivered through JRF, as well as to define customized $10,000 in-kind support packages to be procured by USAID.
By November 2017, JRF compiled the findings of the in-kind support packages. However, the majority of the packages came in over the $10,000 budget ceiling. During this reporting period, JRF conducted prioritization exercises with the CETs and host entities and finalized the list of items for procurement. USAID CEP submitted the concept note with the list of items to USAID/Jordan on December 13, 2017 and received approval to move forward on December 17, 2017. The procurement and delivery of the in-kind support packages will be completed during the upcoming quarter. Please see Annex 8: In-kind Support for Host Entities for details on the prioritized items.
Over the course of Quarter 1, Year 5, JRF worked with USAID CEP staff to review all training developed under USAID CEP to determine how to best adapt the training for host entity needs. The training list was then fine-tuned and augmented based on the results of the needs assessment. As a result, JRF designed a four-phased training program presented in Table 5. All 18 hosts and CETs received Phase I training modules by August 2017. All 18 hosts and CETS received Phase II training modules by October 2017. All 18 hosts and CETs received Phase III training modules by December 2017. For Phase IV training, planned to be completed during March 2018 JRF will utilize training material and expertise JRF developed working with the USAID CIS project.
Table 5: JRF Training modules and training objectives
Phase Training Objectives Phase I Orientation and Communications To highlight the importance of communication skills, bridging the gaps between stakeholders in the process of project planning and implementation Phase II ABC’s of Initiatives To solidify knowledge on the basics of volunteer work, how to design, plan and implement initiatives Conflict Management and Mitigation To enhance CET abilities to analyze and understand conflict in their Phase III communities and to engage in actions that can prevent, mitigate and resolve conflicts Strategic Planning To introduce concepts and stages of strategic planning in order to enable them to build strategic plans for their own local communities Phase IV Fundraising and Proposal Writing To enhance CET capacity to write project proposals, design executive project plans and implement techniques/methods to fundraise in order to design projects addressing identified challenges.
In October, 2017 USAID CEP completed a 6-day CMM TOT for 12 JRF trainers (5 male, 7 female) in preparation for the roll-out of the training to all selected host entities and as an element of USAID CEP’s exit strategy. The JRF trainers subsequently rolled out this module to all 18 host entities, training a total of 402 participants. Of the total, 203 were female and 199 male. In addition, 139 were CET members, while 263 represented host entities and other sectors.
1.2.3 Creating dialogue platforms around common themes
In Years 3 and 4, USAID CEP started focusing on networking between the CETs to help alleviate feelings of isolation and promote networking and learning from one another. Activities range from formal events to
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less formal peer exchanges between CETs and have a very positive impact on the members. Through these events, CET and community members have the opportunity to gain access to government representatives to voice their concerns and receive information relevant to their concerns, helping to address some of the center-to-periphery issues Jordan is facing. In addition, through peer-to-peer exchanges CETs across different communities are able to establish networks that expand beyond their communities. These networks allow them to share implementation experiences and lessons learned garnered when tackling the challenges their communities are experiencing.
In Year 5, USAID CEP will continue supporting activities that promote dialogue and interaction between its partner communities. Global Communities and JRF are planning two sets of events in Year 5 that will help bring key stakeholders together with community members around common themes to strengthen vertical, center-to-periphery linkages. In the Year 4 Implementation Plan, USAID CEP zeroed in on anti- drug efforts and integration of disenfranchised population as the topics. However, following the completion of the TTC mapping exercise and results gathered through the implementation of activities related to sustainability and decentralization, USAID CEP proposes that these events now focus on youth and continued sustainability of the dialogue mechanisms established by USAID CEP on the community level. The objective of these events will be to help bridge the center-to-periphery gap by bringing local and national stakeholders together to discuss matters of import to community members. Through these efforts, USAID CEP will ensure that community-level concerns are brought to the relevant stakeholders.
Youth. As per USAID CEP’s Year 5 Implementation Plan, the initial goal developed for the youth dialogues focused on USAID CEP lessons learned, its sustainability framework, and exit strategy. However, as USAID CEP embarked on preparation meetings in October, 2017 with the Ministry of Youth (MOY), USAID, and USAID’s Youth Power project, it became apparent that on-going MOY activities presented a unique window of opportunity for the project to tweak the design of the dialogues to more squarely align itself with Government of Jordan (GOJ) efforts to tackle the challenges youth are facing.
Most notably, these included the finalization of the National Youth Strategy and the development of 2018 work plans for Directorates of Youth (DOY) and Youth Centers (YC). The recently re-formed Ministry of Youth (MOY) was in the process of putting the final touches on the National Youth Strategy under the patronage of the Crown Prince of Jordan. Implemented and coordinated through the existing infrastructure of youth centers, the strategy relies heavily on partnerships with other relevant stakeholders and institutions.
Although the MOY included significant outreach efforts in the process of drafting the strategy, the MOY did not connect the pillars defined in the strategy to the annual work planning process. The MOY recognized this as a gap that would make the achievement of the higher-level strategic goals more difficult. In addition, like all government agencies, the MOY develops annual work plans that follows the calendar year. The process, initiated in the Fall of 2018, is scheduled for completion in December. The work plans are usually developed following an official request sent out to all DOYs through official channels. The request provides neither instructions on how to develop the work plan, nor sets expectations for youth or stakeholder participation in the process. With each DOY left to its own devices, the MOY recognized that it will potentially miss the opportunity to implement one of the key best practices in youth programming: the early engagement and involvement of youth in the design of activities.
In order to address the identified gaps, USAID CEP, JRF and MOY designed an agenda for the regional youth stakeholder dialogues to help gather information and feed into a national stakeholder dialogue. USAID CEP and JRF initiated the preparation for three regional youth dialogues in October, 2017, which included several coordination meetings with MOY representatives, informing and mobilizing key
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stakeholders, discussions with relevant Directorates of Youth to define criteria for youth participation, and conducting facilitator training for Minstry of Youth staff. In November 2017, USAID CEP and JRF facilitated three regional dialogues in Mafraq (November 5), Irbid (November 7), and Tafileh (November 9; the Tafileh session will include Ma’an), with a combined total of 533 participants (280 female; 253 male). These three workshops engaged youth and youth sector stakeholders with one another, providing the opportunity for youth to provide input on the activities they envision included in the DOY work plans structured around the pillars of the National Youth Strategy. For details on the findings of the regional dialogues, please see Annex 9: Youth Stakeholder Dialogue Workshops. As per agreement with all participants, the results of the dialogues will be shared with all participants during the next reporting period.
Following the regional dialogues, USAID CEP shared the draft results of the dialogues and initially planned with the MOY to implement the national dialogue. The national dialogue session was anticipated to take place on December 14, incorporating regional and national-level representation of selected stakeholders and community members, with USAID CEP acting as a co-facilitator. However, one week prior to the event, the Ministry of Youth cancelled the event, informing USAID CEP that they intended to implement the workshop on their own. USAID CEP is not aware of the outcomes and results achieved.
Sustainability of dialogue mechanisms. As per JRF's work plan, the planned sustainability regional dialogues are scheduled to take place in January 2018. However, substantive action is not expected on the regional dialogues until late in the next reporting period, after the completion of the decentralization dry- run described in Section 1.1.2.
Facilitate ad hoc peer-to-peer exchanges. Over the life of the project, USAID CEP has facilitated a total of 55 events involving multiple communities, including 9 this quarter. See Table 6 for details.
Table 6: Peer to peer exchanges in Year 5, Quarter 3
Event Gov. Comm. Purpose Hosha Women’s The goal of this intervention was to create channels of communication between focused Hosha organizations and the successful Women’s Union in Irbid to exchange organizations with Mafraq Hosha experiences. During the visit, the Women’s Union discussed lessons learned, and the Women’s best practices for planning, managing and implementing initiatives for women in Union in Irbid the community. The CET of Hosha visited the Salheyeh CET to exchange experiences and discuss lessons learned related to implementing activities held under the sunshades since Hosha CET to Mafraq Hosha the Salheyeh CET in Mafraq is working on a similar project. They shared their Salheyeh CET experience, including how to engage the local community in the project’s activities. HTM Women's The main purpose of this meeting was for the HTM Women’s Committee to ask Committee to questions and exchange ideas with the longer-standing and the more experienced Tafileh HTM Aqaba Women's women’s committee, the Aqaba and Barnees Women’s Committee, in order to Committee strengthen their skills as a new female representative body in HTM. Aqaba Women’s Committee to This time, Aqaba and Barnees Women’s Committee visited HTM to exchange Tafileh HTM HTM Women’s ideas and strengthen their skills as a female representative body Committee The goal of this visit was to exchange ideas between the two youth councils and Al Hassa Youth reflect on their experiences. It was conducted in the form of a presentation and a Committee to Tafileh Hassa dialogue session, which was facilitated by both CET’s and the responsible body Taybeh Youth for each group in their respective area (Taybeh Al Jadideh Municipality in Taybeh Council and JOHUD in Al Hassa). The Y4 CET projects in Hay Al Janoubi and Hosha, focus on engagement and Hosha Women’s Mafraq Hosha empowerment of women through the establishment of women’s councils. The goal Council to Hay Al of this visit was for each council to exchange ideas and experiences. It included a
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Janoubi Women’s presentation and a dialogue session facilitated by both CET’s and their hosts Council (Queen Zain al Sharaf Association in Janoubi and Al Hamra Sports Club).
IR 2: Community capacity to mobilize in response to threats to cohesion strengthened
Under IR 2 – Community capacity to mobilize in response to threats to cohesion strengthened, USAID CEP focuses on increasing the collective competence of partner communities to identify and address stressors and threats to cohesion in a conflict sensitive manner.
USAID CEP will achieve this by providing CETs and stakeholders with conflict management and mitigation training specifically tailored to Project needs, enabling communities to build on already conducted stressor analyses and dig deeper into underlying issues and community dynamics. Most notably, USAID CEP will focus on stronger inclusion of disenfranchised populations such as women, youth, Syrians, and PWDs. Relying on project design and implementation training provided through USAID CEP’s community engagement process, communities will gain experience and expertise related to mobilizing stakeholders, planning activities, and forming partnerships that will result in community-led initiatives implemented without USAID CEP funding. Through the effective use of communication mechanisms designed to inform and mobilize the community, USAID CEP will also help expand the CET’s role as a dialogue platform and engage a broader segment of the population. USAID CEP’s Progress against key IR 2 AMEP Indicators
Over the life of the project, USAID CEP has alleviated 101 threats to cohesion – 3 during this quarter, exceeding the LOP target of 84. A total of 34,593 community members participated in response mechanisms during this quarter, bringing the total over the life of project to 41,507, exceeding the LOP target of 1200 by 40,307. This indicator tracks community members who participate in activities to design and implement projects.
Demonstration of increased collective competence through community-led activities implemented without USAID CEP support. Over the life of project, USAID CEP has documented 28 community-led activities organized without USAID CEP support. Sub-IR 2.1: CET capacity to identify threats to cohesion strengthened
To ensure that USAID CEP’s stakeholders have the capacity to undertake their work in a conflict sensitive manner, identify TTCs, and respond to conflicts that arise in their communities, in Year 3 USAID CEP commissioned the creation of a CMM training curriculum tailored specifically to Project goals and the training needs assessment conducted with CET members. The training represents an integral part of USAID CEP’s shift in focus to build on the stressor analysis done in the past, facilitate the identification of TTCs in each community, and design solutions to mitigate them, which will feed into the design of the last round of CET projects. USAID CEP will compile the sum of all work done in partner communities into community profiles that will help inform decisions in the last year of implementation.
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USAID CEP’s Progress against key Sub-IR 2.1 AMEP Indicators
In Year 4, USAID CEP completed the TTC mapping exercise following the completion of CMM training, identifying a total of 48. The number falls significantly short of the 252 life of project target and will required re-evaluation, in consultation with USAID/Jordan, against on-going activities. These discussions took place during this reporting period, and revisions were included in a proposed revision to USAID CEP’s Annual Monitoring and Evaluation Plan, which was submitted to USAID on September 24, 2017. In addition, USAID CEP trained a total of 139 groups in conflict mediation/resolution skills or consensus- building techniques, of which 81 were trained this quarter.
2.1.1 Compile a list of TTCs identified during Years 1-3
USAID CEP has experienced several significant shifts in program direction over the course of implementation. One of the most significant changes was the switch from addressing stressors to focusing on threats to cohesion. However, although USAID CEP’s community engagement and grant design process focused on needs and stressors in Years 1-3, through the collaborative process of developing projects the communities also inadvertently identified a number of TTCs. While the identification of the stressors guided “what” will be implemented, the TTCs informed “how” an activity will be implemented. For example, in No’aimeh, the “what”, or stressor, was related to improving municipal services, but the “how”, or the TTC, included strengthening the relationship between the No’aimeh administrative office and the Greater Irbid Municipality to reduce tensions between the community and the municipality.
In Year 4, USAID CEP designed its revised results framework. The associated AMEP defines a threat to cohesion “as any challenge or obstacle that is creating tension sufficient to prevent the community from consensus building and constructive collaboration around solutions”. According to USAID CEP’s methodology – and implementation experience – threats to cohesion were further categorized as follows:
Administrative, such as lack of equal representation on the municipal council; poor communication between municipal governments and the communities they serve; poor communication between an administrative area and the greater municipality, and/or poor coordination between municipalities and directorates, or directorates and ministries on law regulations and services; corruption; etc.
Tribal, such as affiliations to tribal priorities that supersede larger community priorities; tension between state and tribal authority, (such as with issues of property rights); distrust based on tribal relations that prevents collaboration and interaction; misuse of tribal influence (wasta); intra-tribal tensions and competition over resources; etc.
Cultural, such as traditional gender roles that may prevent participation of women; traditional age- driven hierarchy that may prevent youth from fully engaging; perceptions of shame associated with people with disabilities (PWDs) that make it difficult to identify and engage PWDs in community activities; perceived differences between Syrian refugees and Jordanian host communities; misunderstandings caused by un-written social norms; etc.
External, such as an additional influx of refugees, regional conflicts, environmental issues, etc.
In Year 4, USAID CEP conducted an activity to analyze all Year 1-3 projects in order to capture all TTCs addressed throughout implementation in order to overcome the challenge of frequent programmatic shifts and allow Global Communities to more effectively represent the totality of its efforts with partner
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communities in a standardized manner. Through this analysis, USAID CEP compiled a list of 105 TTCs (46 administrative, 19 cultural, 6 tribal, and 34 external) addressed through Year 1-3 projects. As of the end of Program Year 4, this activity is complete.
2.1.2 Compile community profiles
USAID CEP’s community profiles include data on the cohesion strengths of each community collected over the life of the project. Community profiles include key demographics and tribal composition, administrative characteristics, stressors, threats to cohesion, and any relevant Syrian dynamics. USAID CEP finalized all community profiles on September 19, 2017. This activity is now complete.
Sub-IR 2.2: CET and stakeholder capacity for project planning and implementation developed
The objective of Sub-IR 2.2 – CETs and stakeholder capacity for project planning and implementation developed is to provide community members and relevant stakeholders with the knowledge to design effective activities, form partnerships, and conduct community engagement and outreach activities that engage the broader community in design and implementation. USAID CEP’s Progress against key Sub-IR 2.2 AMEP Indicators
Over the life of the project, 80% of USAID CEP training participants have demonstrated an increase in capacity as a result of KAP-identified trainings delivered to key stakeholders, exceeding the target of 65%. During this quarter, 82.4% of training participants demonstrated increased capacity. Over the life of project, USAID CEP has documented 28 community-led activities organized without USAID CEP support.
2.2.1 Conduct work plan development workshop for new projects
During this reporting period, USAID CEP conducted only one Community Engagement for Partners (CE) and work plan design session in Taybeh, Irbid. A total of 28 participants attended, with 40 % female participation. Participants included: 18 youth participants on the youth council established under Year 4 CMM CET project in the community (including 3 Syrian council members), 3 Jordanian community members, 2 municipality employees, and 5 CET members. All participants completed the pre and post Trainee Evaluation Forms (TEFs), with 50% of participants showing improvement in their level of knowledge, and an average increase calculated at 11%. Since all other communities and Year 4 projects have received the training and developed their respective work plans, this activity is now complete.
2.2.2 Design training package for MOI/LDD in support of the roll-out of community engagement within decentralization
In support of efforts described under activity 1.1.3 Integrating community engagement into the decentralization process, in Year 4 USAID CEP initiated the design of a technical assistance package specifically tailored to increase the ability and capacity of the MOI/LDD to implement the agreed-upon engagement mechanisms defined by the Procedures Manual for Preparing Governorate Development Plans. Upon completion of the Procedures Manual for Preparing Governorate Development Plans, in May 2017 (Year 5, Quarter 1), USAID CEP shifted its focus to designing a training and training of trainers (TOT) package to support the roll-out of the manual. In collaboration with the MOI/LDD and MOMA, USAID
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CEP designed a three-phase approach for this activity outlined below, with the end goal of training 165 MOI and MOMA staff. This quarter, USAID CEP completed this activity, training 138 participants. While a number of additional MOI and MOMA staff attended the sessions, USAID CEP only counted those who completed pre and post evaluations. In the sections below, we provide an overview of the three phases and training statistics for each phase.
Phase 1: Throughout May, 2017 USAID CEP conducted three “Applying the Procedures Manual for Preparing the Governorate Development Plan" training sessions for MOI and MOMA staff in the northern, central, and southern regions of the Kingdom. The session focused on the processes and tools defined by the MOI Procedures Manual. In total, 75 participants attended, with 30.5% female representation. Table 7 below provides an overview of the training statistics.
Table 7: Phase 1 training statistics
Governorate Total # Male Female MOMA MOI % of improvement % of participants improved
Amman 21 14 7 5 16 69.4% 95.0% Ma'an 17 14 3 6 11 98% 88% Irbid 21 13 8 6 15 82% 100% Total 59 41 18 17 42 83.1% 94.3%
Throughout June, 2017 USAID CEP worked on incorporating feedback received from the initial training sessions to design a TOT package in preparation for Phase 2.
Phase 2: Following the completion of Phase 1, MOI, MOMA, and USAID CEP reviewed the performance of all participants. Eighteen of the participants with the strongest understanding of the processes and best facilitation skills were selected for the core team of potential trainers. The core team received the TOT in early July, 2017 in preparation of the training sessions with GLDDs and MLDUs throughout the Kingdom. Table 8 below provides an overview of the training statistics.
Table 8: Phase 2 training statistics Governorate Total # Male Female MOMA MOI % of improvement % of participants improved All regions 18 10 8 3 15 77% 72%
Phase 3: In Phase 3, the newly minted trainers conducted another round of three training workshops for 61 participants for the remaining GLDD and MLDU staff during October and November, 2017. USAID CEP monitored their delivery and provided feedback and lessons learned to help improve their skills. Table 9 below provides an overview of the training statistics.
Table 9: Phase 3 training statistics Governorate Total # Male Female MOMA MOI % of improvement % of participants improved Aqaba 20 19 1 0 20 189% 85% Irbid 19 9 10 3 16 153% 95% Amman 22 14 8 5 17 135% 100% Total 61 42 19 8 53 159% 93%
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To ensure the sustainability of this effort – and since the MOI/LDD does not have a training department that could naturally take ownership of the training – USAID CEP handed over the completed training package to both MOI/LDD and CITIES on December 20, 2017 for continued utilization in on-going decentralization activities. This activity is now complete. Sub-IR 2.3: CETs and stakeholders effectively utilize communication skills
A key aspect of USAID CEP’s goal is improving the capacity of key stakeholders to utilize effective and transparent communication mechanisms in support of increased community engagement and cohesion. In Year 5, the Project continues its support to CETs, partner municipalities and other stakeholders with the tools and capacity to be able to effectively communicate their messages to targeted communities using several communication channels including traditional media and social media. The aim of all communication efforts range from changing community and individual’s behaviors to communicating project achievements and success stories. All communication materials are revised by the USAID CEP communication team, who worked closely with CETs, partners and project team to ensure proper messaging and accurate branding of USAID, Global Communities and partners. USAID CEP’s Progress against key Sub-IR 2.3 AMEP Indicators
Over the life of the project, USAID CEP efforts resulted in 1,009 communication and outreach avenues, of which 371 were implemented during this quarter. Since the start of USAID CEP, a total of 651 articles, interviews, and/or radio and TV programs were published covering USAID CEP activities. Of that number, 15 were published during this quarter. A total of 179,684 printed publications on USAID CEP were produced and disseminated across target communities over the course of implementation – 23,777 during this quarter.
2.3.1 Support the implementation of project communications plans
USAID CEP defines communications and outreach avenues as materials, activities, and/or events whose primary purpose is to support the achievement of the goals of community-led activities and/or promote community engagement. During the revision of USAID CEP’s approach in Year 2, Global Communities paid particular attention to a stronger integration of communication and outreach activities in implementation of Municipal/Government and CET projects. As a result, when the team started designing Year 3 projects, specific steps were added as starting implementation steps in every award:
Community engagement training for all key stakeholders
Formation of the stakeholder communications and outreach team for each award
Work planning workshop, which also included a particular focus on communications and outreach specifically tailored to support the successful implementation of each individual award
As these projects came to life, USAID CEP started witnessing the results of these strategic changes. Global Communities believes that the sum of these efforts has directly contributed to increases in baseline indicators noted in USAID CEP’s progress monitoring round as community members became increasingly
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aware of the direct connections between the community-led identification of priorities, partnerships between different entities, and responsiveness to community needs.
Support to CETs in the development of communications plans. During this reporting period, the USAID CEP communications team supported the CETs in the drafting of all remaining communications plans for the last round of CET projects. The team continued providing technical guidance to project partners throughout implementation, resulting in numerous communication and outreach avenues.
Communication avenues implemented. During this quarter, USAID CEP utilized a variety of communication mechanisms. Depending on the goals of individual activities, communication and outreach avenues included events and activities (sports events, school based activities, cooking competitions, awareness sessions, community wide meetings and open days), print materials communicating goals of the individual projects (posters, flyers, banners, certificates, roll ups, branded sport clothes, brochures, book marks, cups, shopping and school bags, photo frames), Facebook posts calling for community engagement and promoting project messages, and news releases in print, electronic media and other avenues. Table 10 below provides an overview of the different avenues used over the course of implementation during this quarter. For more details, please see Annex 9: Overview of Y5 Q3 Communications and Outreach Avenues.
Table 10: Types of Communication Avenues Used in Year 5, by Quarter
# Type of Communication Avenue Q1 Q2 Q3 Q4 Total to Date
Print Materials (i.e. brochures, posters, and 1 25 95 253 TBD 373 branded products/items)
2 Events and activities: 26 50 71 TBD 147
3 Traditional and Social Media 2 20 47 TBD 69
Total 589
b. Cross-cutting: Syrians, Women, and Youth
Women and youth participation in CETs. Of the total 267 CET/CCT members who actively participated in USAID CEP activities during this quarter, 118 were women (29 youth, 7 municipal and 5 government representatives). This comprises a total of 44% for the reporting period. Of the same overall number of participating CET members, 57 are youth (28 male, 29 female) comprising 21% for the reporting period.
The continued engagement through the CETs and capacity building provided through USAID CEP are impacting CET members and the community beyond them in a meaningful way. For example, Hamdah Akashat, a widow from Sarhan in Mafraq, said she became completely disengaged from her community after her husband’s death. However, after she was nominated to serve as a CET member in 2013, Akashat found the confidence to become an active member of her community and government. Now, Akashat sits as chairwoman of the Community Development Association in Northern Badia, an important local organization. She, like many other CET members, was able to take her experience and community engagement skills acquired through USAID CEP and apply them to different contexts. “Communication has become greater and stronger. Barriers of shame have disappeared to the extent that in the municipal
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elections this year, five women, including myself, competed for membership of the municipal council,” Akashat said.
Expanding platforms women and youth participation. To date, USAID CEP has designed eight projects to address stressors related to women specifically, and 25 designed to address stressors related to women and youth. Additionally, USAID CEP has opened up 327 avenues for positive youth engagement to date. As a result, 160 USG-supported community meetings and education events that expand dialogue on social equality (27 during this quarter) and 119 USG-supported activities designed to promote or strengthen civic participation of women (16 during this quarter) were implemented under USAID CEP over the life of the project. Because of USAID CEP’s interventions, 37,193 women and girls benefited from new or improved services – 4,437 during this quarter alone.
During this reporting period, USAID CEP established three women’s councils and 27 youth councils under the last round of CET projects in Sarhan, Um Aljmal, Salheyeh wa Nayfeh, Sabha, Al Hassa, Taybeh, No’aimeh, Hay Al Janoubi, Hosha, Bseira, and HTM. Additionally, USAID CEP supported the activation of 10 already existing youth councils in Ma’an. As a result, a total of 319 community members (163 female, 153 male) received the requisite training to enable their positive engagement in society and joined the ranks of CET members as active community members.
Syrian participation in CE activities. As detailed in previous reporting, over the course of implementation of this project, USAID CEP witnessed resistance to meaningful Syrian engagement in decision-making and planning phases of activities – despite repeated assurances from CET and community members that they see “no difference Strategies Applied by Field Office to between Jordanians and Syrians, and that there are no issues Increase Engagement of Syrians between the two groups”. A review of achievements under Collaborate with CETs to build on already individual projects in Years 3 and 4 tells a different story, established, successful relationships through however. It indicated that Jordanians feel that it is acceptable trusted CBOs and NGOs for Syrians to contribute to community activities and events, Utilize existing networks to reach out to Syrians but draw the line at letting Syrians participate in decision- making and allocation of resources. Work with stakeholders to develop targeted, community specific messaging In preparation for the last round of CET projects, USAID CEP Work with CETs to periodically map Syrian pushed the envelope on meaningful Syrian integration further. focal points and engage them in activities and In addition to conducting CMM training with all CET members distribution of information and implementing focus group discussions with Syrian refugees and then organizing joint CET and Syrian report outs Utilize social media, existing distribution points, WhatsApp groups, etc. to ensure Syrians of the findings, USAID CEP included informal participation receive information about how to participate targets for Syrians in evaluation discussions of project and engage in activities applications presented by the CETs. Finally, USAID CEP Incorporate transportation in project budgets to applied lessons learned compiled during a workshop with all facilitate participation program staff to implementation approaches (see textbox).
USAID CEP is already seeing the results of these efforts. For example, of 676 youth and women’s council members participating in councils formed or activated under the last round of CET projects, 79 (44 female, 35 male), or 12%, are Syrian. Moreover, Syrian community members are now not only actively engaging in the identification of issues and the design and implementation of project activities, but they are also
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coordinating closely with Jordanian community counter-parts and taking initiative to engage and collaborate with key stakeholders. As further demonstration of the change in attitude, Syrians were often selected to present projects at USAID CEP’s evaluation session in Amman.
As a cumulative result of these efforts, USAID CEP has seen a significant increase in Syrian participation numbers. Over the life of the project, a total of 159,970 community members participated in engagement activities. Of that total, 37,451 participated during this quarter’s activities. Approximately 13 % of this quarter's total, or 4,856 participants, were Syrian (2,711 male; 2,145 female; 2,382 male youth, 1,855 female youth). This is a significant increase in the percentage of Syrian participation, which historically fluctuated between 3-5%. According to Al-Ahmad, Syrian CET member in Hay Al Janoubi, USAID CEP’s greatest achievement is social integration: “As a Syrian community, we had started losing faith in associations through which all organizations coordinate to work with Syrians. However, your project interacted directly with the local community, thus achieving trust between community members and the project.” c. Implementation Challenges and Modifications Made
USAID CEP experienced several implementation challenges during the reporting period. In collaboration with USAID/Jordan, the Project was able to identify appropriate actions to mitigate these challenges. For details, please see Annex 10: Overview of Implementation Challenges and Adjustments Made. d. Environment Considerations
An Initial Environmental Examination (IEE) [No. 12-245] was approved under USAID CEP's original cooperative agreement, granting activities expected under the Project a "Negative Determination with Conditions" status. During this quarter, no Environmental Due Diligence (EDD) reports were completed as the environmental reports for all Year 4 Municipal / Government in-kind grants were completed during Year 4, and activities under the planned Year 4 CET in-kind subgrants were deemed to be categorically excluded from environmental reports due to their nature. As no construction or maintenance of any facilities are to be undertaken under the projects – or are even allowed for under the project approval criteria – all 20 Year 4 CET in-kind subgrants are categorically excluded from the need for an Environmental Impact Assessment (EIA) or EDD as education, technical assistance, or training programs. No further EIAs or EDDs are expected under USAID CEP as the only remaining project activities not yet approved by USAID Jordan likewise qualify as categorically excluded as education, technical assistance, or training programs.
3. ASSESSMENTS / EVALUATIONS / LESSONS LEARNED a. List Major Assessments / Internal Evaluations and Lessons Learned
USAID CEP All Staff Workshop, Lessons Learned Analysis. In Year 3, USAID CEP started adding Lessons Learned and Sustainability Workshops as standard close-out activities for individual Municipal/Government and CET projects. While lessons learned were applied throughout the implementation of the project, in October, 2017 USAID CEP organized an all staff workshop to review the collected lessons learned comprehensively to ensure they are applied to the last round projects in a timely manner. Lessons learned were compiled in a single document and break-out groups were facilitated for
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staff to analyze and discuss trends, identify and agree on key findings, and come to consensus on how to continue to improve management and implementation. Please see Annex 11: USAID CEP All Staff Workshop Report. b. Actions and Way Forward
Revise Lessons Learned Approach. Based on the discussion and findings from the All Staff Workshop held in October, 2017, USAID CEP identified the need to revise the “Lessons Learned and Sustainability Template,” to be applied to all remaining Year 4 Muni/Gov and last round CET projects. The purpose of the Lessons Learned and Sustainability Sessions are to assist the CET and project stakeholders in reviewing project implementation to discuss and document successes and challenges to inform future activities. In addition, this session assists all stakeholders to identify and detail opportunities for sustainability as well as define related actions and coordination avenues, roles and responsibility. As such, the template acts as both a guide for USAID CEP field staff, providing them with clarity on the kind of information that should be captured, but also as a kind of informal contract and recognition amongst project partners and stakeholders, bearing witness to commitments regarding sustainability of the project’s progress.
Following the workshop, USAID CEP revised the template and adapted the protocol for its application. This revision process included the following: adding a number of additional questions seeking a greater amount of detail regarding program implementation; adding tailored follow-up questions; and including tables to document sustainability plans. Furthermore, in the revised Template, stakeholders for Year 4 Muni/Gov projects are asked to fill out a table describing, for each feedback mechanism established and procurement/investment made: who is the responsible partner; how will the mechanisms be sustained; and what is the schedule/frequency of its maintenance. Partners/stakeholders under Year 4 CET projects are asked to emphasize the ways the project opened channels of communication and enhanced dialogue surrounding identified TTCs. Finally, USAID CEP adapted the protocol for these lessons learned sessions, requiring a member of Senior Management and/or their Program Impact Analysis (PIA) team be present at each session moving forward. On November 6, 2017, USAID CEP sent the revised Template and guidelines to USAID CEP Program Manager’s for their circulation to field staff. This template is currently being used for all remaining Year 4 Muni/Gov and CET project Lessons Learned and Sustainability Sessions. Please See Annex 12 “USAID CEP Year Revised Lessons Learned and Sustainability Template” for the final version of the revised tool.
4. BRANDING COMMUNICATIONS AND DISSEMINATION a. Key Communication Activities - Specific Activities That Reflect Branding Awareness for USAID
Articles and press releases published in newspapers and electronic media. As implementation ramped up and the strategic changes made to USAID CEP’s overall approach started taking effect, the Project’s ability to productively engage media entities also increased. To date, USAID CEP recorded a total of 651media publications, including 15 publications recorded during this quarter. For details, please see Annex 13: USAID CEP Y5 Q3 Media Report for details on media coverage of USAID CEP activities.
Printed publications disseminated to target audiences. USAID CEP has robust community-level outreach through implementation of multiple activities across four governorates and in twenty partner communities.
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Over the life of the project, USAID CEP distributed 179,684 printed publication and materials across targeted audiences. Tracked under Cross-Cutting Indicator 2 of the USAID CEP AMEP, the publications represent the cumulative number of all materials developed by USAID CEP for all activities. During this quarter, a total of 23,777 printed publications were disseminated across target audiences. All materials were branded with USAID and Global Communities logos. When appropriate, partner logos were included as well, as per the USAID CEP Marking and Branding Plan.
Active Facebook pages established by CETs and other stakeholders. USAID CEP made the strategic decision to not establish its own Facebook page or social media presence. Global Communities felt that such a step would create an overreliance on USAID CEP for communication, outreach, and promotion. Instead, USAID CEP supported CETs and stakeholders in creating their own identities. To date, a total of 14 Facebook pages for CETs and other stakeholders were either created or activated with USAID CEP’s assistance. All remained active this quarter, promoting various activities and sharing information.
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5. ANNEXES
Annex 1: USAID CEP Partner Communities
Community Municipality Governorate
Phase One Communities Hay Jalama New Ramtha Municipality
Dabbet Nimer New Ramtha Municipality Irbid
Yarmouk New Yarmouk Municipality
Hay Al-Hussein Mafraq Greater Municipality
Hay Al-Janoubi Mafraq Greater Municipality Mafraq
Al Sarhan Al Sarhan Municipality
Bseira Al Harth Bin Omair Municipality
Ein Al Beyda Tafileh Greater Municipality Tafileh
Al Hassa Al Hasa Municipality
Phase Two Communities
Mo’ath Bin Jabal Mo’ath Bin Jabal Municipality
Khalid Bin Waleed Khalid Bin Waleed Municipality
Al Wasatyeh Al Wasatyeh Municipality Irbid
No’aimeh Irbid Greater Municipality
Al Taybeh New Al Taybeh Municipality
Al Salheyeh Al Salheyeh W Nayefeh Municipality
Sabha Sabha W ElDafyaneh Municipality Mafraq Um Aljmal Um Al Jmal Municipality
Hosha New Hosha Municipality
Tein, Hid & Al Mansoura Tafileh Greater Municipality Tafileh
Ma’an Ma’an Ma’an Greater Municipality
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Annex 2: USAID CEP Indicator Tracking Table Y5 Q3 Reporting Period: Year 4
USAID CEP Indicators
Q1 Y4 Results Q2 Y4 Results Q3 Y4 Results Q4 Y4 Results Overall Q2 2016 Q3 2016 Q4 2016 Q1 2017 Overall Year to Reported INDICATOR Target Date Actual Actual % of % of % of % of Year 4 Target Actual Target Actual Target Actual Target Actual Target Target Target Target Year 4
USAID CEP Program Goal: Community cohesion and resilience strengthened GOAL INDICATORS 1. % change in community members’ 70.20% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line End Line N/A End Line perception score of social well-being 2. % change in community members’ 88.90% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line End Line N/A End Line perception score of safety 3. % change of community members’ satisfaction with the 58.70% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line End Line N/A End Line provision of municipality and government services 4. % change in community members’ perception score 57.50% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line End Line N/A End Line relating to community’s ability to deal with stressors (2.4.1.b) 5. % of community members who state their government/ local 52.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line End Line N/A End Line government responds to the input of communities 6.# of avenues for positive youth 68 4 2 23 39 25 68 engagement (2.4.1.a)
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USAID CEP Indicators
Q1 Y4 Results Q2 Y4 Results Q3 Y4 Results Q4 Y4 Results Overall Q2 2016 Q3 2016 Q4 2016 Q1 2017 Overall Year to Reported INDICATOR Target Date Actual Actual % of % of % of % of Year 4 Target Actual Target Actual Target Actual Target Actual Target Target Target Target Year 4
USAID CEP Program Goal: Community cohesion and resilience strengthened 7.# of community-led activities that address identified stressors or 38 5 10 6 17 43 38 mitigate threats to cohesion (2.4.b) 8.# of community engagement processes 2 0 2 0 0 3 2 formalized IR 1: : Effective community engagement mechanisms (CEMs) established IR 1: INDICATORS 1.1 # of avenues established for soliciting 46 15 10 18 3 24 46 community input and feedback 1.2 Total value of cost share collected through $4,344,190 $451,395 $104,939 $1,580,826 $2,207,030 $1,000,000 $4,344,190 community engagement activities 1.3 % of interviewed focus groups who state they believe CEMs 100.0% 50.0% 100.0% 100.0% 60.0% 95.0% resulted in increased engagement Sub-IR 1.1: Community engagement with government strengthened Sub-IR 1.1: INDICATORS 1.1.1 # municipal/government projects designed with 13 0 1 5 7 15 13 community and stakeholder engagement 1.1.2 # of municipal/government 40 40 40 40 40 48 40 representatives serving as CET members
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USAID CEP Indicators
Q1 Y4 Results Q2 Y4 Results Q3 Y4 Results Q4 Y4 Results Overall Q2 2016 Q3 2016 Q4 2016 Q1 2017 Overall Year to Reported INDICATOR Target Date Actual Actual % of % of % of % of Year 4 Target Actual Target Actual Target Actual Target Actual Target Target Target Target Year 4
USAID CEP Program Goal: Community cohesion and resilience strengthened 1.1.3 # of municipal/government officials and employees 2786 666 412 1040 668 668% 200 2786 participating in USAID CEP activities Sub-IR 1.2: Community participation enhanced Sub-IR 1.2: INDICATORS 1.2.1 Number of CET projects designed with community and 5 0 0 0 5 21 5 stakeholder engagement 1.2.2 # of community members engaged 69,228 11,306 6,546 35216 16160 4,000 69,228 through community engagement activities 1.2.3 # of events involving multiple 17 3 1 5 8 10 17 communities 1.2.4 Number of USG- supported community meetings and educational events that 81 0 9 67 5 20 81 expand social dialogue on gender equality (4.1.b ) 1.2.5 Number of women and girls benefitting from new or improved 16513 0 369 11392 4752 360 16513 USG-supported social services targeted at women and girls (4.3.a ) 1.2.6 Number of USG- supported activities designed to promote or 72 0 0 66 6 24 72 strengthen the civic participation of women Quarterly Report: USAID CEP P 35/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators
Q1 Y4 Results Q2 Y4 Results Q3 Y4 Results Q4 Y4 Results Overall Q2 2016 Q3 2016 Q4 2016 Q1 2017 Overall Year to Reported INDICATOR Target Date Actual Actual % of % of % of % of Year 4 Target Actual Target Actual Target Actual Target Actual Target Target Target Target Year 4
USAID CEP Program Goal: Community cohesion and resilience strengthened IR 2: Community capacity to mobilize in response to threats to cohesion strengthened IR2 :INDICATORS 2.1 # identified threats to community cohesion 29 0 1 6 22 39 29 alleviated 2.2 # of community members participating 448 38 182 60 168 600 448 in response mechanism Sub-IR 2.1: CET capacity to identify threats to cohesion strengthened Sub IR 2.2: INDICATORS 2.1.1 # of threats to community cohesion 48 0 23 24 1 150 48 identified through mapping 2.1.2 # of groups trained in conflict mediation/resolution skills or consensus- 58 7 36 15 0 60 58 building techniques with USG assistance ((DR 3.1-2) (F 2.3.1-6) Sub-IR 2.2: CETs and stakeholders capacity for project planning and implementation developed Sub IR 2.2: INDICATORS 2.2.1 % of trainees exhibiting an increase in capacity as a result of 76.9% 64.2% 81.2% 90.1% No Trainings 65.0% 76.9% KAP-identified trainings delivered to key stakeholders 2.2.2 # of community – led activities 9 0 3 1 5 5 9 implemented without USAID CEP support Sub-IR 2.3: CETs and stakeholders effectively utilize communication skills
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USAID CEP Indicators
Q1 Y4 Results Q2 Y4 Results Q3 Y4 Results Q4 Y4 Results Overall Q2 2016 Q3 2016 Q4 2016 Q1 2017 Overall Year to Reported INDICATOR Target Date Actual Actual % of % of % of % of Year 4 Target Actual Target Actual Target Actual Target Actual Target Target Target Target Year 4
USAID CEP Program Goal: Community cohesion and resilience strengthened 2.3.1 % of focus groups stating increased knowledge and 94.4% 100.0% 50.0% 100.0% 100.0% 50.0% 94.4% awareness about USAID CEP projects 2.3.2 # of outreach and communications 303 104 80 71 48 102 303 avenues Cross-Cutting: Increased awareness of USAID CEP and partner efforts and activities that address stressors Cross-Cutting: INDICATORS 1. # of articles and press releases published in 284 77 82 92 33 46 284 the newspapers and electronic media 2. # of printed publications on USAID CEP produced and 33,768 7,548 3603 17699 4,918 7200 33,768 disseminated across targeted audiences. 3. # of active Facebook pages established by 22 7 8 12 14 10 22 USAID CEP partners
4. # of MSC success 0 0 0 0 0 5 0 stories written
USAID CEP Outputs INDICATORS 1 # of direct beneficiaries of USAID 493,334 10,734 225,650 51,950 205,000 240,000 493,334 CEP activities.
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Reporting Period: Year 5
USAID CEP Indicators Q1 Y5 Results Q2 Y5 Results Q3 Y5 Results Q4 Y5 Results Overall Year to Overall Q2 2017 Q3 2017 Q4 2017 Q1 2018 Reported INDICATOR Date Target % of % of % of % of Actual Year Actual Target Actual Target Actual Target Actual Target Actual Year5 Target Target Target Target 5 USAID CEP Program Goal: Community cohesion and resilience strengthened GOAL INDICATORS 1. % change in community End members’ 70.20% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line N/A End Line Line perception score of social well-being 2. % change in community End members’ 88.90% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line N/A End Line Line perception score of safety 3. % change of community members’ satisfaction with End 58.70% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line N/A End Line the provision of Line municipality and government services 4. % change in community members’ perception score End 57.50% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line N/A End Line relating to Line community’s ability to deal with stressors (2.4.1.b) 5. % of community members who state their government/ local End 52.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line N/A End Line government Line responds to the input of communities Quarterly Report: USAID CEP P 38/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Q1 Y5 Results Q2 Y5 Results Q3 Y5 Results Q4 Y5 Results Overall Year to Overall Q2 2017 Q3 2017 Q4 2017 Q1 2018 Reported INDICATOR Date Target % of % of % of % of Actual Year Actual Target Actual Target Actual Target Actual Target Actual Year5 Target Target Target Target 5 USAID CEP Program Goal: Community cohesion and resilience strengthened 6.# of avenues for positive youth 141 44 35 62 22 141 engagement (2.4.1.a) 7.# of community- led activities that address identified 26 17 4 5 39 26 stressors or mitigate threats to cohesion (2.4.b) 8.# of community engagement 9 1 4 4 15 9 processes formalized IR 1: : Effective community engagement mechanisms (CEMs) established IR 1: INDICATORS 1.1 # of avenues established for soliciting 4 4 0 0 24 4 community input and feedback 1.2 Total value of cost share collected through $565,144 $4,506 $63,731 $496,907 $849,413 $565,144 community engagement activities 1.3 % of interviewed focus groups who state they believe CEMs 88.5% 92% 0% 80% 60.0% 88.5% resulted in increased engagement Sub-IR 1.1: Community engagement with government strengthened Sub-IR 1.1: INDICATORS
Quarterly Report: USAID CEP P 39/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Q1 Y5 Results Q2 Y5 Results Q3 Y5 Results Q4 Y5 Results Overall Year to Overall Q2 2017 Q3 2017 Q4 2017 Q1 2018 Reported INDICATOR Date Target % of % of % of % of Actual Year Actual Target Actual Target Actual Target Actual Target Actual Year5 Target Target Target Target 5 USAID CEP Program Goal: Community cohesion and resilience strengthened 1.1.1 # municipal/govern ment projects designed with 7 4 0 3 17 7 community and stakeholder engagement 1.1.2 # of municipal/govern ment 40 40 40 40 48 40 representatives serving as CET members 1.1.3 # of municipal/govern ment officials and employees 3823 1280 990 1553 200 3823 participating in USAID CEP activities Sub-IR 1.2: Community participation enhanced Sub-IR 1.2: INDICATORS 1.2.1 Number of CET projects designed with 17 13 2 2 20 17 community and stakeholder engagement 1.2.2 # of community members engaged through 77,178 24,204 15,523 37451 4,000 77,178 community engagement activities 1.2.3 # of events involving multiple 22 11 2 9 10 22 communities Quarterly Report: USAID CEP P 40/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Q1 Y5 Results Q2 Y5 Results Q3 Y5 Results Q4 Y5 Results Overall Year to Overall Q2 2017 Q3 2017 Q4 2017 Q1 2018 Reported INDICATOR Date Target % of % of % of % of Actual Year Actual Target Actual Target Actual Target Actual Target Actual Year5 Target Target Target Target 5 USAID CEP Program Goal: Community cohesion and resilience strengthened 1.2.4 Number of USG-supported community meetings and educational events 54 5 22 27 19 54 that expand social dialogue on gender equality (4.1.b ) 1.2.5 Number of women and girls benefitting from new or improved USG-supported 11180 4,365 2378 4437 342 11180 social services targeted at women and girls (4.3.a ) 1.2.6 Number of USG-supported activities designed to promote or 47 14 17 16 5 47 strengthen the civic participation of women IR 2: Community capacity to mobilize in response to threats to cohesion strengthened IR2 :INDICATORS 2.1 # identified threats to community 52 47 2 3 34 52 cohesion alleviated
2.2 # of 41059 360 6106 34593 600 41059 community members participating in Quarterly Report: USAID CEP P 41/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Q1 Y5 Results Q2 Y5 Results Q3 Y5 Results Q4 Y5 Results Overall Year to Overall Q2 2017 Q3 2017 Q4 2017 Q1 2018 Reported INDICATOR Date Target % of % of % of % of Actual Year Actual Target Actual Target Actual Target Actual Target Actual Year5 Target Target Target Target 5 USAID CEP Program Goal: Community cohesion and resilience strengthened response mechanism
Sub-IR 2.1: CET capacity to identify threats to cohesion strengthened Sub IR 2.2: INDICATORS 2.1.1 # of threats to community 0 0 0 0 102 0 cohesion identified through mapping 2.1.2 # of groups trained in conflict mediation/resoluti on skills or consensus-building 81 0 0 81 0 81 techniques with USG assistance ((DR 3.1-2) (F 2.3.1-6) Sub-IR 2.2: CETs and stakeholders capacity for project planning and implementation developed Sub IR 2.2: INDICATORS 2.2.1 % of trainees exhibiting an increase in capacity as a 80.9% 84.5% 79.5% 82.4% 65.0% 81% result of KAP- identified trainings delivered to key stakeholders 2.2.2 # of community – led activities 2 0 2 0 5 2 implemented without USAID CEP support Sub-IR 2.3: CETs and stakeholders effectively utilize communication skills
Quarterly Report: USAID CEP P 42/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Q1 Y5 Results Q2 Y5 Results Q3 Y5 Results Q4 Y5 Results Overall Year to Overall Q2 2017 Q3 2017 Q4 2017 Q1 2018 Reported INDICATOR Date Target % of % of % of % of Actual Year Actual Target Actual Target Actual Target Actual Target Actual Year5 Target Target Target Target 5 USAID CEP Program Goal: Community cohesion and resilience strengthened 2.3.1 % of focus groups stating increased knowledge and awareness about 84.6% 87% 0.0% 100.0% 50.0% 84.6% USAID CEP projects
2.3.2 # of outreach and 589 53 165 371 57 589 communications avenues Cross-Cutting: Increased awareness of USAID CEP and partner efforts and activities that address stressors Cross-Cutting: INDICATORS 1. # of articles and press releases published in the 79 35 29 15 40 79 newspapers and electronic media 2. # of printed publications on USAID CEP produced and 43,495 13,441 6,277 23777 7,200 43,495 disseminated across targeted audiences. 3. # of active Facebook pages established by 19 14 14 14 12 19 USAID CEP partners
23 0 0 23 7 23 4. # of MSC success stories written Quarterly Report: USAID CEP P 43/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Q1 Y5 Results Q2 Y5 Results Q3 Y5 Results Q4 Y5 Results Overall Year to Overall Q2 2017 Q3 2017 Q4 2017 Q1 2018 Reported INDICATOR Date Target % of % of % of % of Actual Year Actual Target Actual Target Actual Target Actual Target Actual Year5 Target Target Target Target 5 USAID CEP Program Goal: Community cohesion and resilience strengthened
USAID CEP Outputs INDICATORS 1 # of direct beneficiaries of 569,655 525,221 4,060 40,374 105,600 569,655 USAID CEP activities
Quarterly Report: USAID CEP P 44/168 October 1, 2017 – December 31, 2017
Reporting Period: Life of Project (Cumulative)
USAID CEP Indicators Project Total Results Y4 Results Y5 Results Achieved Baseline Y1 April ‘2013-‘2015 April ‘16-‘17 April ‘17-‘18 Overall Remaining Y2 Actual Y3 Actual Overall % of INDICATOR Actual Reported to Achieve Value Value Target overall Value % of % of % of Actual target Value Target Actual Target Actual Target Actual target Target Target Target
USAID CEP Program Goal: Community cohesion and resilience strengthened GOAL INDICATORS 1. % change in community members’ End 68.70% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line +4% End Line N/A N/A perception Line score of social well-being 2. % change in community members’ End 87.60% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line +1% End Line N/A N/A perception Line score of safety 3. % change of community members’ satisfaction with the End 51.10% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line +7.5% End Line N/A N/A provision of Line municipality and government services 4. % change in community members’ perception score relating to End 55.60% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line +7.5% End Line N/A N/A community’s Line ability to deal with stressors (2.4.1.b)
5. % of community members who End state their 49.4% N/A N/A N/A N/A N/A N/A N/A N/A N/A End Line End Line +7.5% End Line N/A N/A Line government/ local government
Quarterly Report: USAID CEP P 45/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Project Total Results Y4 Results Y5 Results Achieved Baseline Y1 April ‘2013-‘2015 April ‘16-‘17 April ‘17-‘18 Overall Remaining Y2 Actual Y3 Actual Overall % of INDICATOR Actual Reported to Achieve Value Value Target overall Value % of % of % of Actual target Value Target Actual Target Actual Target Actual target Target Target Target
USAID CEP Program Goal: Community cohesion and resilience strengthened responds to the input of communities
6.# of avenues for positive youth 0 N/A N/A 118 118 118 100% 25 68 272% 22 141 641% 165 327 198% -162 engagement (2.4.1.a) 7.# of community- led activities that address identified 0 21 19 58 38 98 258% 43 38 88% 39 26 67% 120 162 135% -42 stressors or mitigate threats to cohesion (2.4.b) 8.# of community engagement 0 N/A N/A 1 1 1 100% 3 2 67% 15 9 60% 19 12 63% 7 processes formalized IR 1: : Effective community engagement mechanisms (CEMs) established
IR 1: INDICATORS 1.1 # of avenues established for soliciting 0 N/A N/A 13 11 13 118% 24 46 192% 24 4 17% 59 63 107% -4 community input and feedback 1.2 Total value of cost share collected - through $0 $0 $848,631 $1,587,185 $2,280,587 $2,435,816 107% $1,000,000 $4,344,190 434% $849,413 $565,144 67% $4,130,000 $7,345,150 178% $3,215,150 community engagement activities
Quarterly Report: USAID CEP P 46/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Project Total Results Y4 Results Y5 Results Achieved Baseline Y1 April ‘2013-‘2015 April ‘16-‘17 April ‘17-‘18 Overall Remaining Y2 Actual Y3 Actual Overall % of INDICATOR Actual Reported to Achieve Value Value Target overall Value % of % of % of Actual target Value Target Actual Target Actual Target Actual target Target Target Target
USAID CEP Program Goal: Community cohesion and resilience strengthened 1.3 % of interviewed focus groups who state they believe 0.0% N/A N/A N/A N/A N/A N/A 60.0% 95.0% N/A 60.0% 88.5% N 60.0% 91.3% 152% % CEMs resulted in increased engagement Sub-IR 1.1: Community engagement with government strengthened Sub-IR 1.1: INDICATORS 1.1.1 # municipal/go vernment projects designed with 0 N/A 3 3 5 6 120% 15 13 87% 17 7 41% 37 26 70% 11 community and stakeholder engagement 1.1.2 # of municipal/go vernment 0 21 40 40 48 40 83% 48 40 83% 48 40 83% 48 40 83% 8 representativ es serving as CET members 1.1.3 # of municipal/go vernment officials and 0 230 543 587 1,187 1,360 115% 200 2786 1393% 200 3823 1912% 1,587 7969 502% -6382 employees participating in USAID CEP activities Sub-IR 1.2: Community participation enhanced Sub-IR 1.2: INDICATORS 1.2.1 Number of CET projects designed with 0 N/A 3 4 5 7 140% 21 5 24% 20 17 85% 46 29 63% 17 community and stakeholder engagement
Quarterly Report: USAID CEP P 47/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Project Total Results Y4 Results Y5 Results Achieved Baseline Y1 April ‘2013-‘2015 April ‘16-‘17 April ‘17-‘18 Overall Remaining Y2 Actual Y3 Actual Overall % of INDICATOR Actual Reported to Achieve Value Value Target overall Value % of % of % of Actual target Value Target Actual Target Actual Target Actual target Target Target Target
USAID CEP Program Goal: Community cohesion and resilience strengthened
1.2.2 # of community members engaged 0 N/A 340 13,224 13,000 13,564 104% 4,000 69228 1731% 4,000 77178 1929% 21,000 159970 762% (138,970) through community engagement activities 1.2.3 # of events involving 0 N/A 5 11 11 16 145% 10 17 170% 10 22 220% 31 55 177% -24 multiple communities 1.2.4 Number of USG- supported community meetings and educational 0 N/A N/A 25 25 25 100% 20 81 405% 19 54 284% 64 160 250% -96 events that expand social dialogue on gender equality (4.1.b ) 1.2.5 Number of women and girls benefitting from new or improved 0 N/A N/A 9500 9,500 9,500 100% 360 16513 4587% 342 11180 3269% 10,202 37193 365% -26991 USG- supported social services targeted at women and girls (4.3.a ) 1.2.6 Number of USG- supported 0 N/A N/A N/A N/A N/A N/A 24 72 300% 5 47 940% 29 119 410% -90 activities designed to
Quarterly Report: USAID CEP P 48/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Project Total Results Y4 Results Y5 Results Achieved Baseline Y1 April ‘2013-‘2015 April ‘16-‘17 April ‘17-‘18 Overall Remaining Y2 Actual Y3 Actual Overall % of INDICATOR Actual Reported to Achieve Value Value Target overall Value % of % of % of Actual target Value Target Actual Target Actual Target Actual target Target Target Target
USAID CEP Program Goal: Community cohesion and resilience strengthened promote or strengthen the civic participation of women
IR 2: Community capacity to mobilize in response to threats to cohesion strengthened IR2 :INDICATORS 2.1 # identified threats to 0 N/A 10 10 11 20 182% 39 29 74% 34 52 153% 84 101 120% -17 community cohesion alleviated 2.2 # of community members 0 N/A N/A N/A N/A N/A N/A 600 448 75% 600 41059 6843% 1,200 41,507 3459% -40,307 participating in response mechanism Sub-IR 2.1: CET capacity to identify threats to cohesion strengthened Sub IR 2.2: INDICATORS 2.1.1 # of threats to community cohesion 0 N/A N/A N/A N/A N/A N/A 150 48 32% 102 0 0% 252 48 19% 204 identified through mapping 2.1.2 # of groups trained in conflict mediation/res olution skills 0 N/A N/A N/A N/A N/A N/A 60 58 97% 0 81 0% 60 139 232% -79 or consensus- building techniques with USG assistance
Quarterly Report: USAID CEP P 49/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Project Total Results Y4 Results Y5 Results Achieved Baseline Y1 April ‘2013-‘2015 April ‘16-‘17 April ‘17-‘18 Overall Remaining Y2 Actual Y3 Actual Overall % of INDICATOR Actual Reported to Achieve Value Value Target overall Value % of % of % of Actual target Value Target Actual Target Actual Target Actual target Target Target Target
USAID CEP Program Goal: Community cohesion and resilience strengthened ((DR 3.1-2) (F 2.3.1-6)
Sub-IR 2.2: CETs and stakeholders capacity for project planning and implementation developed Sub IR 2.2: INDICATORS 2.2.1 % of trainees exhibiting an increase in capacity as a result of KAP- 0.0% N/A N/A 80.4% 77.0% 80.4% 104% 65.0% 76.9% 118% 65.0% 80.9% N/A 65.0% 80% N/A N/A identified trainings delivered to key stakeholders 2.2.2 # of community – led activities implemented 0 N/A 1 16 16 17 106% 5 9 180% 5 2 40% 26 28 108% -2 without USAID CEP support Sub-IR 2.3: CETs and stakeholders effectively utilize communication skills Sub IR 2.3: INDICATORS 2.3.1 % of focus groups stating increased knowledge 0.0% N/A N/A N/A N/A N/A N/A 50.0% 94.4% 189% 50.0% 84.6% N/A 50.0% 86.7% N/A N/A and awareness about USAID CEP projects 2.3.2 # of outreach and 0 N/A N/A 117 54 117 217% 102 303 297% 57 589 1033% 213 1,009 474% -796 communicati ons avenues
Cross-Cutting: Increased awareness of USAID CEP and partner efforts and activities that address stressors
Quarterly Report: USAID CEP P 50/168 October 1, 2017 – December 31, 2017
USAID CEP Indicators Project Total Results Y4 Results Y5 Results Achieved Baseline Y1 April ‘2013-‘2015 April ‘16-‘17 April ‘17-‘18 Overall Remaining Y2 Actual Y3 Actual Overall % of INDICATOR Actual Reported to Achieve Value Value Target overall Value % of % of % of Actual target Value Target Actual Target Actual Target Actual target Target Target Target
USAID CEP Program Goal: Community cohesion and resilience strengthened 1. # of articles and press releases published in 0 42 148 98 208 288 138% 46 284 617% 40 79 198% 294 651 221% -357 the newspapers and electronic media 2. # of printed publications on USAID CEP produced and 15,93 0 77,550 8,933 97,838 102,421 105% 7200 33768 469% 7,200 43495 604% 112,238 179,684 160% -67,446 disseminated 8 across targeted audiences. 3. # of active Facebook pages 0 N/A N/A 11 5 11 220% 10 22 220% 12 19 158% 27 22 81% 5 established by USAID CEP partners 4. # of MSC success 0 N/A N/A N/A N/A N/A N/A 5 0 0% 7 23 329% 12 23 192% -11 stories written USAID CEP Outputs INDICATORS 1 # of direct beneficiaries 134,0 0 56,568 587,932 530,869 778,520 147% 240,000 493,334 206% 105,600 569,655 539% 876,469 1,841,509 210% -965,040 of USAID CEP 20 activities.
Quarterly Report: USAID CEP P 51/168 October 1, 2017 – December 31, 2017
Annex 3: USAID CEP Grant pipeline Y5 Q3
Year 2 Community-Based Organization (CBO) Grants
Projected USAID Type Projected Projected Current status - December Governorate Project Name Name of IP Municipality Communities Sector USAID Approval of IP Budget Match 31'st, 2017 Contribution Status Establishing covered Adom Charity CBO Bseira Bseira Civil Society $28,206 $25,410 $2,797 Approved 100% Completed and closed waiting areas Foundation (Sun shades) Center for Bseira Languages and Charitable CBO Bseira Bseira Education $34,746 $31,780 $2,966 Approved 100% Completed and closed Information Association Technology Internal Al Khansa entertainment Society for center for CBO Tafileh Ein Al-Beyda Youth $20,551 $14,124 $6,427 Approved 100% Completed and closed Social Children's Development games
Tafileh Justice Center My capabilities for Training Ein Al-Beyda, CBO Tafileh Education $15,537 $14,124 $1,412 Approved 100% Completed and closed make my future on Human Hasa & Bseira Rights Your health Union of 100% Completed and closed Hid, Tein & now… means charitable CBO Tafileh Health $19,461 $15,930 $3,531 Approved determination of Mansourah security Association "unsuccessful" project. A cultural center that Tafileh Hid, Tein & serves Hadd, Women's CBO Tafileh Civil Society $49,386 $42,302 $7,083 Approved 100% Completed and closed Mansourah Alteen, and Al Union Mansoura Queen Zain Al "Our Family Sharaf CBO Tafileh Tein Civil Society $52,218 $45,508 $6,709 Approved 100% Completed and closed Park" Charitable Society Promotion of Schools' role in
Mafraq terms of health, environment Al-Ard Al- Al Hussein Education / CBO Mafraq $59,682 $49,936 $9,746 Approved 100% Completed and closed. and education Taibah and Al Fudain Health in cooperation with the local community
Quarterly Report: USAID CEP P 52/168 October 1, 2017 – December 31, 2017
Projected USAID Type Projected Projected Current status - December Governorate Project Name Name of IP Municipality Communities Sector USAID Approval of IP Budget Match 31'st, 2017 Contribution Status Maintenance and repair of Al-Olaimat District School, Al-Fudain CBO Mafraq Al- Janoubi Education $56,720 $50,000 $6,720 Approved 100% Completed and closed. and equipping Charity it with an integrated computer lab My mother 100% Completed and closed Al-Yanal learns reading CBO Mafraq Al- Janoubi Adult Eduation $13,107 $10,000 $3,107 Approved determination of Association & writing "unsuccessful" project. Maintenance and decoration Wadi Al of Zamlat CBO Sarhan Alsarhan Education $11,130 $10,000 $1,130 Approved 100% Completed and closed. Sarhan Society Altarki Primary mixed school Improving infrastructure North-western of El-Mansoura Badia Charity CBO New Hosha Hosha Education $56,003 $50,000 $6,003 Approved 100% Completed and closed. Secondary Association School Maintenance of the Amrah and Al Zakia Emira Association CBO Um AlJmal Um Aljmal Education $11,101 $9,999 $1,102 Approved 100% Completed and closed. Secondary (Charity) School for Boys Rehabilitation of clinics, 100% Completed and closed provision of Musa'adah CBO Um AlJmal Um Aljmal Health $54,944 $50,000 $4,944 Pending determination of Equipment and Association "unsuccessful" project. awareness campaign Maintaining Asdeqaa Al Sabe' Asir Badeyah Sabha and Mafraq CBO Sabha Education $11,102 $10,000 $1,102 Approved 100% Completed and closed. Secondary Charity Defyaneh School (Boys) Association
Khoshaa Maintenance of Alseltein Sabha and Sabha - Defiana High CBO Education $11,462 $10,332 $1,130 Approved 100% Completed and closed. Charity Defyaneh Defyaneh school for girls Society Maintenance of Alsalhya - Zamlat Prince Zamlat Prince Sabha and Sabha - Ghazi Schools Ghazi Society CBO Education $11,695 $10,000 $1,695 Approved 100% Completed and closed. Defyaneh Defyaneh for boys and for Social girls Development
Quarterly Report: USAID CEP P 53/168 October 1, 2017 – December 31, 2017
Projected USAID Type Projected Projected Current status - December Governorate Project Name Name of IP Municipality Communities Sector USAID Approval of IP Budget Match 31'st, 2017 Contribution Status USAID CEP (MoU with Sabha and Sabha - Soccer Field N/A Youth $55,000 $50,000 $5,000 Pending 100% Completed and closed. Andalusya Defyaneh Defyaneh Association) USAID CEP (MoU with Sabha and Sabha - Soccer Field N/A Youth $55,356 $49,000 $6,356 Pending 100% Completed and closed. Sabe' Esyar Defyaneh Defyaneh Association) USAID CEP (MoU with Al Salhya and Alsalhya - Soccer Field N/A Youth $54,085 $49,000 $5,085 Pending 100% Completed and closed. Alharameen Nayfe Nayfe Association) Maintenance of Qumim Qumaim CBO Wastyah Wastyah Education $33,980 $28,048 $5,932 Approved 100% Completed and closed. Elementary Association School Development and Hofa maintenance of CBO Wastyah Wastyah Civil Society $34,011 $30,410 $3,602 Approved 100% Completed and closed. Association the kindergarten House of Music & Stories Friends of Education / Civil CBO Wastyah Wastyah $33,956 $29,295 $4,661 Approved 100% Completed and closed. Bus Tales and Society
Irbid Music
Jordan We Teach Pioneering CBO Wastyah Wastyah Education $10,458 $6,969 $3,489 Approved 100% Completed and closed. Center Princess Environmental Basma New Al Park in Taibah Community CBO Al Taybeh Civil Society $121,590 $49,980 $71,610 Approved 100% Completed and closed. Taybeh District Development Center Ladies of Maintenance of Zabdah Zabda Primary New Al Wasatieh CBO Al Taybeh Education $55,212 $50,975 $4,237 Approved 100% Completed and closed. Mixed School Taybeh Charitable for Girls Association General maintenance of Jordan Musab Bin CBO Ramtha Debbet Nimer Education $54,520 $49,364 $5,155 Approved 100% Completed and closed. Folklore Band Omair School's theatre
Maintenance of the western Arab Society health center in for Thought CBO Ramtha Debbet Nimer Health $54,357 $49,414 $4,943 Approved 100% Completed and closed. the city of and Culture Ramtha Quarterly Report: USAID CEP P 54/168 October 1, 2017 – December 31, 2017
Projected USAID Type Projected Projected Current status - December Governorate Project Name Name of IP Municipality Communities Sector USAID Approval of IP Budget Match 31'st, 2017 Contribution Status
Hope Center My School is for Special CBO Ramtha Debbet Nimer Education $52,268 $46,703 $5,565 Approved 100% Completed and closed. Nicer Education Training on "How to set up Hay Jalama, your own Al Ordonieh New Ramtha Dabbet CBO Entrepreneurship $10,986 $9,887 $1,099 Approved 100% Completed and closed. business" and Lil Ibda & Irbid G.M Nimer, Embracing No'aimeh projects Maintenance of Al Fares Naemeh Irbid Greater Charitable CBO No’aimeh Education $13,136 $9,887 $3,249 Approved 100% Completed and closed. Elementary Muni. Association School for Boys Al Shamaa Charitable Moath Bin Mo’ath Bin Sanitation / Civil Balady Ahla Association CBO $9,699 $7,044 $2,655 Approved 100% Completed and closed. Jabal Jabal Society for Family Care Damj for Moath Bin Mo’ath Bin Youth Dialogue Community CBO Youth $13,397 $9,795 $3,602 Approved 100% Completed and closed. Jabal Jabal Empowerment Maintenance Women and Restoring Empowerment Khalid Bin Al Khalid Bin Al of Almansoura CBO Education $54,469 $49,441 $5,028 Approved 100% Completed and closed. Charitable Waleed Waleed Secondary Society School for girls Maintenance of Umm Qais Um Qais schools, buying Khalid Bin Al Khalid Bin Al Charitable CBO Education $52,825 $48,023 $4,802 Approved 100% Completed and closed. devices, Waleed Waleed Society equipment, tools Restoration Sultan and Alhanna Khalid Bin Al Khalid Bin Al maintenance of CBO Education $54,689 $49,294 $5,395 Approved 100% Completed and closed. Charitable Waleed Waleed Melka Primary Association School for Girls Maintaining Nashmeyat Al and repairing Shamal Khalid Bin Al Khalid Bin Al CBO Education $54,296 $47,220 $7,076 Approved 100% Completed and closed. Umm Qais High Charitable Waleed Waleed School (Girls) Society Application of solar energy in Abu Alluqas the Abu Alluqas Charitable CBO Yarmouk Yarmouk Education $53,856 $48,912 $4,944 Approved 100% Completed and closed. Elementary Society School for Women
Quarterly Report: USAID CEP P 55/168 October 1, 2017 – December 31, 2017
Projected USAID Type Projected Projected Current status - December Governorate Project Name Name of IP Municipality Communities Sector USAID Approval of IP Budget Match 31'st, 2017 Contribution Status Maintenance of Hebat Al Khair Al Qasfa Ladies CBO Yarmouk Yarmouk Education $9,301 $8,453 $847 Approved 100% Completed and closed. Elementary Organization School USAID CEP (MoU with New Al Soccer Field N/A Al Taybeh Youth $92,202 $82,315 $9,887 Pending 100% Completed and closed. Mandah Taybeh Association) USAID CEP (MoU with Soccer Field N/A Ramtha Debbet Nimer Youth $94,109 $82,315 $11,794 Pending 100% Completed and closed. Ramtha Youth Sports Club) USAID CEP (MoU with Moath Bin Mo’ath Bin Soccer Field Hattin Sports N/A Youth $110,296 $82,315 $27,980 Pending 100% Completed and closed. Jabal Jabal Cultural Social Club)
Year 2 Community Enhancement Team (CET) In-kind Grants Projecte Projected USAID Type Projecte Current status - December Governorate Project Name Name of IP Municipality Communities Sector d USAID Approval of IP d Match 31'st, 2017 Budget Contribution Status Build a wall and gate around the Bseira CET Bseira Bseira Education $91,379 $77,679 $13,700 Approved 100% Completed and closed school Enhancing the Tafileh educational Al- Hasa CET Al-Hasa Al-Hasa Education $497,249 $433,739 $63,510 Approved 100% Completed and closed environment for Al-Hasa Schools Retaining walls Ein Al Beyda CET Tafileh Ein Al-Beyda Infrastructure $365,643 $328,157 $37,486 Approved 100% Completed and closed Pave, rehabilitate and Al- Hussain CET Mafraq Al Hussein Infrastructure $487,869 $436,594 $51,275 Approved 100% Completed and closed lighting of roads Pave, Mafraq rehabilitate and Al Janoubi CET Mafraq Al- Janoubi Infrastructure $307,007 $249,925 $57,081 Approved 100% Completed and closed lighting of roads Enhancement of Alsarhan Al- Sarhan CET Sarhan Alsarhan Infrastructure $576,214 $524,020 $52,194 Approved 100% Completed and closed Infrastructure Pave the Roads and Light the Jalama & Streets of Dabbet CET Ramtha Dabbet Nimer Infrastructure $525,446 $471,391 $54,055 Approved 100% Completed and closed Irbid Jalama and Nimer Dabbet Nimer Improving the Yarmouk CET Yarmouk Yarmouk Education $385,501 $338,418 $47,083 Approved 100% Completed and closed Educational and Quarterly Report: USAID CEP P 56/168 October 1, 2017 – December 31, 2017
Projecte Projected USAID Type Projecte Current status - December Governorate Project Name Name of IP Municipality Communities Sector d USAID Approval of IP d Match 31'st, 2017 Budget Contribution Status Health Environments of Yarmouk Schools
Year 2 Municipal/Government In-kind Grants Projected USAID Current status - Type Projected Projected Governorate Project Name Name of IP Municipality Communities Sector USAID Approval December 31'st, of IP Budget Match Contribution Status 2017 Enhancing the capability of the Municipality to Bseira 100% Completed MCP Bseira Bseira Sanitation $984,746 $699,153 $285,593 Approved deliver better Municipality and closed services to the community Tafileh Enhancing the capability of the Municipality to Al- Hasa 100% Completed MCP Al-Hasa Al-Hasa Sanitation $972,034 $703,390 $268,644 Approved deliver better Municipality and closed services to the community Mafraq 100% Completed Clean-up project MCP Mafraq Al Hussein Sanitation $562,500 $290,960 $271,540 Approved Municipality and closed Enhancement and 100% Completed Mafraq Rehabilitation USAID CEP N/A Mafraq Al Hussein Infrastructure $13,826 $11,839 $1,987 Approved and closed of two footbridges Al- Sarhan 100% Completed Clean-up project MCP Sarhan Alsarhan Sanitation $524,633 $448,037 $76,596 Approved Municipality and closed Ramtha Clean- Ramtha 100% Completed MCP Ramtha Dabbet Nimer Sanitation $1,615,819 $1,480,226 $135,593 Approved up Project Municipality and closed Renting garbage compressors to Ramtha 100% Completed Irbid collect 48 tons MCP Ramtha Dabbet Nimer Sanitation $293,538 $250,848 $42,690 Approved Municipality and closed of garbage on daily bases Yarmouk Clean- Yarmouk 100% Completed MCP Yarmouk Yarmouk Sanitation $727,754 $641,243 $86,511 Approved up Project Municipality and closed
Quarterly Report: USAID CEP P 57/168 October 1, 2017 – December 31, 2017
Year 3 Community Enhancement Team (CET) In-kind Grants Projected USAID Current status - Type Projected Projected Governorate Project Name Name of IP Municipality Communities Sector USAID Approval December 31'st, of IP Budget Match Contribution Status 2017 Enhance Constructive Sabha Approved 100% completed Sabha CET CET Sabha Youth $154,963 $120,000 $34,963 Engagement of Municipality 2/1/2016 and closed Youth in Sabha Enhance Opportunities Salhyeh and Approved 100% completed Al-Salheyeh CET CET Al-Salheyeh Civil Society $152,010 $120,000 $32,010 for Social and Nayfeh 2/7/2016 and closed Cultural Unity Enhanced Partnerships Approved 100% completed for Community Um Aljmal CET CET Um Aljmal Um Aljmal Youth $157,531 $119,997 $37,534 3/29/2016 and closed Cohesion in Um Mafraq Aljmal Increasing Approved 100% completed
Community Hosha CET CET Hosha Hosha Civil Society $167,346 $119,979 $47,367 2/11/2016 and closed Pride in Hosha Increase Community Municipal Approved 100% completed Support for Al Sarhan CET CET Al Sarhan Al Sarhan $123,867 $69,972 $53,895 Services 3/21/2016 and closed PWDs in Al Sarhan Mafraq Our Culture is Approved 100% completed Directorate of CET Al Janoubi Al Janoubi Civil Society $104,717 $69,982 $34,734 Our Pride 2/22/2016 and closed Culture We Care for Community Approved 100% completed Our Al Hussain CET CET Al Hussain Al Hussain $112,666 $69,633 $43,033 Engagement 2/24/2016 and closed Neighborhood Local Partnerships Approved 100% completed for better Wasatiyah CET CET Wasatiyah Wasatiyah Health $188,474 $120,000 $68,474 3/21/2016 and closed public health in Al Wasatyeh Activate Taybeh schools as Approved 100% completed Directorate of CET Taybeh Taybeh Education $152,549 $119,915 $32,634 community 2/16/2016 and closed Education hubs Irbid Strengthen
Partnerships in Muath Bin Jabal Muath Bin Muath Bin Approved 100% completed CET Health $151,645 $117,175 $34,470 Building Better CET Jabal Jabal 2/10/2016 and closed Public Health Enhanced Opportunities for Community Khalid Bin Al Khaled Bin Khaled Bin Municipal Approved 100% completed Engagement in CET $157,531 $119,997 $37,534 Waleed CET Alwaleed Alwaleed Services 4/27/2016 and closed Khalid Bin Al Waleed Community
Quarterly Report: USAID CEP P 58/168 October 1, 2017 – December 31, 2017
Projected USAID Current status - Type Projected Projected Governorate Project Name Name of IP Municipality Communities Sector USAID Approval December 31'st, of IP Budget Match Contribution Status 2017 Enhance Opportunites For Engagment Approved 100% completed Noaimeh Muni. CET Noaimeh Noaimeh Youth / Gender $153,965 $119,996 $33,969 Of Youth And 4/20/2016 and closed Women In Noaimeh Increase Community Approved 100% completed Support for Yarmouk CET CET Yarmouk Yarmouk PWDs $105,030 $69,859 $35,171 4/11/2016 and closed PWDs in Al Yarmouk Partners for Community Approved 100% completed Community Hay Jalama CET CET Hay Jalama Hay Jalama $115,386 $69,965 $45,422 Engagement 4/27/2016 and closed Health Enhance Avenues For Dabbet Dabbet Community Approved 100% completed Dabbet Nimmer CET $105,929 $69,964 $35,965 Community Nimmer Nimmer Engagement 4/20/2016 and closed Interaction Enhance Active Communities in Hid, Tein & Al Community Approved 100% completed Hid, Tein & Al Tafileh CET CET HTM $82,621 $59,880 $22,741 Mansoura Engagement 5/03/2016 and closed Mansoura Neighborhood Promoting Community Community Approved 100% completed Bseira CET CET Bseira Bseira $92,861 $61,518 $31,343 Participation in Engagement 5/24/2016 and closed Tafileh Bseira Enhancing Active Ein Al Beyda Community Approved 100% completed CET Ein Al Beyda Ein Al Beyda $77,247 $51,490 $25,757 Communities in CET Engagement 5/31/2016 and closed Ein al Beyda Towards an Community Approved 100% completed Active Positive Al Hassa CET CET Al Hassa Al Hassa $100,835 $67,115 $33,720 Engagement 6/12/2016 and closed Community
Year 3 Municipal/Government In-kind Grants Projected USAID Current status - Type Projected Projecte Governorate Project Name Name of IP Municipality Communities Sector USAID Approval December 31'st, of IP Budget d Match Contribution Status 2017 Ma'an Brings Ma'an City Municipal Approved 100% completed Ma'an Muni Ma'an City Ma'an City $71,215 $51,554 $19,661 Us Together Municipality Services 5/19/15 and closed Increasing
Mafraq Community Alsaeedyah Cohesion by Um Aljmal Municipal Approved 100% completed Muni Um Aljmal and Aqeb $33,082 $5,900 $27,182 Establishing a Municipality Services 6/30/15 and closed
villages new Administrative
Quarterly Report: USAID CEP P 59/168 October 1, 2017 – December 31, 2017
Projected USAID Current status - Type Projected Projecte Governorate Project Name Name of IP Municipality Communities Sector USAID Approval December 31'st, of IP Budget d Match Contribution Status 2017 Office in Um Aljmal
Enhancement of Sabha wa Dafyaneh Sabha Sabha Municipal Approved 100% completed Municipality’s Muni Sabha $387,624 $300,000 $87,624 Municipality Municipality Services 6/30/2015 and closed Responsiveness to Public Demands Increase Road Safety in Al Al-Salheyeh Salhyeh and Municipal Approved 100% completed Salhyeh Wa Muni Al-Salheyeh $379,802 $300,000 $79,802 Municipality Nayfeh Services 7/23/2015 and closed Nayfeh Municipality Increase the Responsiveness of the Municipality of Um Aljmal Municipal Approved 100% completed Muni Um Aljmal Um Aljmal $451,130 $300,000 $151,130 Um Aljmal to Municipality Services 7/12/2015 and closed Respond to the Constituent Needs Enhance the Government’s Hosha Approved 100% completed Response to Directorate of Muni Hosha Hosha Health $564,300 $300,000 $264,300 12/16/2015 and closed Public Health Health Needs in Hosha Enhancing Al Sarhan Municipality’s Sarhan Municipal Approved 100% completed Response to Muni Sarhan Sarhan $77,580 $49,951 $27,629 Municipality Services 1/21/2016 and closed Community Needs for Public Safety Increase the Greater Mafraq Muni.'s Hay Al Janoubi
Responsiveness Greater Mafraq Municipal Approved - 100% completed Muni Al Janoubi – Mafraq $92,150 $49,972 $42,178 to Hay Al- Muni. (GMM) Services 4/27/2016 and closed Governorate Janoubi's Need for Public Safety Increasing Community
Greater Mafraq Approved 100% completed Engagement in Muni Hussain Hussain Education $88,941 $49,986 $38,955 Muni. (GMM) 3/21/2016 and closed Schools to Strengthening
Quarterly Report: USAID CEP P 60/168 October 1, 2017 – December 31, 2017
Projected USAID Current status - Type Projected Projecte Governorate Project Name Name of IP Municipality Communities Sector USAID Approval December 31'st, of IP Budget d Match Contribution Status 2017 Social Cohesion in Hay Al- Hussein
Kofr Asad, Establishment Saydour, Al of a Road Wasatiyah Khraj, Qim, Municipal Approved 100% completed Muni Wasatiyah $458,319 $300,000 $158,319 Maintenance Municipality Qumaim, Hofa Services 6/18/2015 and closed Unit Al Wasatyeh, and Kofr Aan Increase the Ibser Abu Ali, capacity of the Al Al Taybeh, Municipality of Taybeh Dier Al Sa’neh, Municipal Approved 100% completed Muni Taybeh $371,592 $225,423 $146,169 Taybeh to Municipality Zabda, Samma, Services 7/02/2015 and closed Respond to Makhrabah Citizen Needs and Mandah Enhance Responsiveness of Municipality Muath Bin Jabal Muath Bin Muath Bin Municipal Approved 100% completed Muni $403,249 $300,000 $103,249 to Public Safety Municipality Jabal Jabal Services 7/09/15 and closed Irbid and Security
Needs Increase the capacity of the Municipality of Khaled Bin Khaled Bin Khaled Bin Municipal Approved 100% completed Khaled Bin Al Alwaleed Muni $413,538 $300,000 $113,538 Alwaleed Alwaleed Services 7/30/2015 and closed Waleed to Municipality Respond to Citizen Needs Increase the capacity of the Greater Irbid Municipality and No’aimeh Nuaimeh Municipal Approved 100% completed Muni Nuaimeh Nuaimeh $390,875 $300,000 $90,875 Administrative Municipality Services 11/4/2015 and closed Area to Respond to Community Needs
Quarterly Report: USAID CEP P 61/168 October 1, 2017 – December 31, 2017
Projected USAID Current status - Type Projected Projecte Governorate Project Name Name of IP Municipality Communities Sector USAID Approval December 31'st, of IP Budget d Match Contribution Status 2017
Enhance Yarmouk, Yarmouk Approved 100% completed Avenues for Muni Yarmouk Kharja, and Education $78,517 $49,944 $28,573 Municipality 3/7/2016 and closed Public Dialogue Hreima
Enhancing the New Ramtha Muni.’s Jalama / Jalama / New Ramtha Municipal Approved 100% completed Response to Muni Dabbet Dabbet $152,294 $99,908 $52,386 Municipality Services 3/13/2016 and closed Community Nimmer Nimmer Needs for Public Safety All soft activities have been Improve the completed. community’s Construction of Hid, Tein and connection and Hid, Tein and Municipal Approved soccer field is Muni HTM Mansoura $410,713 $300,000 $110,713 access to HTM Mansoura (HTM) Services 10/21/2015 100% complete. (HTM) Municipality Closing Ceremony services will be held on January 15th, 2018.
Enhancing the
Tafileh Capacity of the Bseira Bseira Municipal Approved 100% completed Muni Bseira Bseira $137,956 $50,000 $87,956 Municipality to Municipality Services 10/21/2015 and closed
Provide Safe Public Spaces
Increase the All soft activities Capacity of the have been Greater Tafileh completed. Municipality Construction and and Ein Al rehabilitation of Ein Al Beyda Municipal Approved Beyda Muni Ein Al Beyda Ein Al Beyda $574,237 $300,000 $274,237 the streets are Municipality Services 11/4/2015 Administrative 100% complete. Area to Closing Cermony Respond to will be held on Community January 18th, Needs 2018.
Quarterly Report: USAID CEP P 62/168 October 1, 2017 – December 31, 2017
Projected USAID Current status - Type Projected Projecte Governorate Project Name Name of IP Municipality Communities Sector USAID Approval December 31'st, of IP Budget d Match Contribution Status 2017 Enhancing Al Hassa Municipality's Al Hassa Municipal Approved 100% completed Response to Muni Al Hassa Al Hassa $94,302 $48,764 $45,538 Municipality Services 6/14/2016 and closed Community Needs for Public Safety
Year 4 Municipal/Government In-kind Grants Projected USAID Name of Type Projected Projected Governorate Project Name Municipality Community Sector USAID Approval Current status - December 31'st, 2017 IP of IP Budget Match Contribution Status NCE was requested up to January 31st, 2018. All soft activities have been completed except lessons learned, FGD and Improving the Khaled closing ceremony. All medical equipment Directorate of Bin Khaled Bin Khaled Bin Approved have been delivered. PM and grant officer Health’s ability Muni Municipal $131,870 $81,695 $50,175 Alwaleed Alwaleed Alwaleed 1/8/2017 indicated that there might be some to provide Services Muni. difficulties in collecting cost share health services documents from DOH; PM and grant officer are dealing with DOH to resolve this matter. NCE was requested up to January 31st, Enhancing 2018. Sports fields were hired to hold the Mo'ath Bin planned soccer tournament during the Jabal period 19th to 23rd of November. Running Municipality's competition for females was held on Muath Bin Approved ability to Muath Bin Muath Bin December 14th. Awareness sessions will Jabal Muni Municipal $211,700 $99,145 $112,555 1/31/201 Irbid provide Jabal Jabal be conducted during the first week of Muni. Services 7 opportunities January 2018. Feedback mechanism for youth and meetings to be held in mid-January 2018. community All construction work was completed on engagement December 21st, 2018; First handover scheduled on January 4th, 2018. NCE was requested up to January 31st, 2018. All awareness sessions were completed. Lessons learned workshop was Improving the held on November 21st, 2017. PFG will be Directorate of held on January 4th, 2018. All construction Health’s ability Approved activities have been completed. CEP No’aimeh to provide Muni No’aimeh No’aimeh Municipal $128,549 $85,968 $42,581 2/22/201 engineers have done the first hand over on Muni. quality and Services 7 May29, 2017 and a follow-up visit was responsive conducted during the first week of June, health services 2017. Delivery of all medical equipment & furniture items was completed. PM and grant officer indicated that there might be some difficulties in collecting cost share Quarterly Report: USAID CEP P 63/168 October 1, 2017 – December 31, 2017
Projected USAID Name of Type Projected Projected Governorate Project Name Municipality Community Sector USAID Approval Current status - December 31'st, 2017 IP of IP Budget Match Contribution Status documents from DOH; PM and grant officer are dealing with DOH to resolve this matter. Kofr Asad, NCE was requested up to January 31st, Improving the Saydour, Al 2018. Lessons learned session was held on Quality and Khraj, Qim, December 20th. The only remaining soft Responsiveness Approved Wasatiyah Qumaim, activities are FGD and closing ceremony. of SWM Muni Wasatiyah Municipal $153,238 $95,028 $58,210 2/01/201 Muni. Hofa Al Garbage compactor was delivered on Services in Services 7 Wasatyeh, October 17th. Garbage containers were Wasatyeh and Kofr delivered on November 30th. Development Municipality Aan of Mobile App is in progress. NCE was requested up to January 31st, Ibser Abu 2018. All soft activities have been Ali, Al Al completed except lessons learned, FGD and Improving Taybeh, closing ceremony. Lessons learned is Cleanliness and Dier Al Approved scheduled for January 3rd, 2018. Tipper Taybeh Communication Muni Taybeh Sa’neh, Municipal $255,403 $171,825 $83,578 2/13/201 trucks were delivered on October 26th. Muni. in New Taybeh Zabda, Services 7 Garbage containers were delivered on Municipality Samma, November 30th. IT equipment and Makhrabah furniture were delivered during the first and Mandah week of December. Development of Mobile App is in progress. NCE was requested up to January 31st, 2018. The last of the quarterly meetings was held on December 5th to discuss mechanism of communications between schools and parents. Exchange visit Sabha and between Sabha CET and Um Al-Jimal CET Dafyaneh took place in mid-December, the purpose Municipality: of the exchange visit was to discuss and Improving share ideas regarding raising awareness on Sabha Approved Schools’ Ability Muni Sabha Sabha Muni. Municipal $175,451 $99,969 $75,482 protection of property. This project is Muni. 2/7/2017 to Bring Services located under construction of sunshades in Community Mafraq; Contractor finished all Mafraq Members construction work. CEP engineers Together completed the first hand over site visit at
the end of November; Follow up visit to check up on the defects was done on December 12th. Contract for additional sunshades was signed on December 17th, 2017. NCE was requested up to January 31st, Improving 2018. Contractor finished all construction Hosha Schools’ work. CEP engineers completed the first Approved Ability to Bring hand over site visit on December 5th, then Hosha Muni Hosha Hosha Municipal $150,346 $99,972 $50,374 1/26/201 Community a follow up visit to check up on the defects Services 7 Members on December 12th. Contract for Together additional sunshades was signed on December 17th, 2017.
Quarterly Report: USAID CEP P 64/168 October 1, 2017 – December 31, 2017
Projected USAID Name of Type Projected Projected Governorate Project Name Municipality Community Sector USAID Approval Current status - December 31'st, 2017 IP of IP Budget Match Contribution Status NCE was requested up to January 31st, 2018. This project is located under Improving construction of Sunshades in Mafraq. Schools’ Ability Contractor finished all construction work. Approved to Bring Um Aljmal CEP engineers completed the first hand Muni Um Aljmal Um Aljmal Municipal $149,808 $99,958 $49,850 3/05/201 Community Muni. over site visit at the end of November, a Services 7 Members followed by a visit to check up on the Together defects on December 12th. Contract for additional sunshades was signed on December 17th, 2017. NCE was requested up to January 31st, Improving 2018. Two town hall meetings were held at Salheyeh responsiveness the beginning of November. Pin boards were and Salheyeh and Salheyeh Approved to requests for delivered to MUNI at the end of November. Nayfeh Muni Nayfeh and Nayfeh Municipal $155,276 $99,287 $55,989 4/04/201 municipal PO for Pickup trucks was signed by HQ at Municipali Municipality Municipality Services 7 services and the beginning of October; awaiting to ty public safety receive approval for tax exemption from prime ministry. Increasing Stakeholder Coordination and Creating Approved Safe Spaces for Ma'an City Ma'an Muni Ma'an City Ma'an City Municipal $192,875 $99,970 $92,905 5/11/201 100% completed and closed Improved Muni. Services 7 Social Services for Youth and Women in Ma’an City NCE was requested and approved until end of January 2018. The first quarterly Enhancing the meeting with community members was Capacity of the held on November 15th. Construction DoE to Provide activities have been completed and first High Quality Tein, Hid Approved Tein, Hid & Tein, Hid & hand over was done on Sep13, 2017. The Tafileh English & Muni Municipal $150,643 $98,899 $51,744 4/19/201 Mansoura Mansoura site will be under maintenance period until Language Mansoura Services 7 March 11th, 2018. IT equipment and Education furniture were delivered at the end of Resources to its December. Learning material and sound Community System for language center will be delivered in January 2018.
Quarterly Report: USAID CEP P 65/168 October 1, 2017 – December 31, 2017
Year 4 Community Enhancement Team (CET) In-kind Grants Projected USAID Name of Type Projected Projected Current status - December 31'st, Governorate Project Name Municipality Community Sector USAID Approval IP of IP Budget Match 2017 Contribution Status NCE was requested up to January 31st, 2018. All 10 dialogue sessions were held as per the plan, the last session was held at the beginning of Recognizing Wasatiyah Community Approved - CET Wasatiyah Wasatiyah $35,076 $23,127 $11,949 December in partnership with the Wasatyeh Youth CET Engagement 5/24/2017 Ministry of Political Affairs. Open day was held on November 9th. Marathon & closing ceremony to be held in January 2018. NCE was requested up to January 31st, 2018. Theatrical plays were Towards a Safe conducted over the course of 3 days Muath Bin Muath Bin Muath Bin Community Approved - School Learning CET $44,747 $26,706 $18,041 during November 21st and to Jabal CET Jabal Jabal Engagement 5/20/2017 Environment November 23rd. PFG was held on December 14th. Closing Ceremony was held on December 7th. Jalama / Jalama / Dabbet Together for the Jalama / Dabbet Nimmer / Community Approved - Sake of Our CET Dabbet $33,398 $27,380 $6,018 100% completed and closed Nimmer New Engagement 5/18/2017 Children Nimmer CETs (x2) Ramtha Muni. NCE was requested up to January Irbid 31st, 2018. Youth conference was Towards a safe
Yarmouk Community Approved - conducted on 21st of November. community CET Yarmouk Yarmouk $35,257 $27,103 $8,154 CET Engagement 5/22/2017 Closing ceremony was held on environment December 13th. FGD was held on January 4th, 2018. NCE was requested up to January 31st, 2018. FGD was held on United for Khalid Bin Khaled Bin Khaled Bin Community Approved - December 10th. Lessons learned Youth in Khalid Al Waleed CET $33,153 $23,679 $9,473 Alwaleed Alwaleed Engagement 6/10/2017 workshop was held on December 12th. Bin Waleed CET Closing ceremony was on December 18th. NCE was requested up to January 31st, 2018. Community walk took place on November 11th. Lessons Our Youth, Our No’aimeh Community Approved - No'aimeh CET No’aimeh $25,240 $20,340 $4,899 learned session was held on November Future Muni. Engagement 6/10/2017 27th. Closing ceremony was held on the 29th of November. FGD was held on December 10th. Evaluation of initiatives was held in Amman on 22nd of November, 4 Towards applications were assessed on the day; Community Approved - Promising Al Taybeh CET Taybeh Taybeh $44,662 $28,458 $16,205 The four initiatives met the selection Engagement 6/10/2017 Youth in Taybeh criteria, Implementation of the successful initiatives will take place over December and January 2018. IT Quarterly Report: USAID CEP P 66/168 October 1, 2017 – December 31, 2017
Projected USAID Name of Type Projected Projected Current status - December 31'st, Governorate Project Name Municipality Community Sector USAID Approval IP of IP Budget Match 2017 Contribution Status equipment and furniture were delivered at the beginning of December.
NCE was requested up to January 31st, 2018. Yalla nemshi (walk) initiative between mothers and young females was held on November 15th. Building Trust Two soccer matches between parents and Improving and children was held on November Relationships Community Approved 18th. Two football matches were held Sabha CET Sabha Sabha $38,633 $29,979 $8,654 between Youth Engagement 6/10/2017 between fathers the sons at the end of and the Local November. Joint meeting for the youth Community committee was also held at the end of November. The last awareness session on anti-drugs was done at the end of December in collaboration with the community police. NCE was requested up to January Improving the 31st, 2018. Evaluation of the relationship initiatives was conducted on December between youth Hay Al- Community Approved 20th, 2017, at Amman Office; 7 and community CET Hussain Hussain $42,044 $29,970 $12,074 Hussein Engagement 6/29/2017 initiatives were presented, 3 initiatives in Hai al were selected. Initiatives will be Hussein and Mafraq implemented and must be completed Fadein within one week during January 2018. NCE was requested up to January 31st, 2018. Evaluation of the Lack of initiatives was conducted on December programs and 11th, 2017, at Amman Office; 6 activities initiatives were presented, 4 initiatives designed and Hay Al- Community Approved were selected. Initiatives must be CET Janoubi Janoubi $37,690 $28,856 $8,834 implemented to Janoubi Engagement 7/5/2017 implemented within one month from engage and approval date, and to be completed target women in before the end of January 2018. IT the community. equipment and furniture were delivered at the beginning of December 2017. NCE was requested up to January Enhancing 31st, 2018. Five Awareness and community dialogue sessions on the importance of cohesion voluntary work and the dangers of through positive Community Approved drug-use were conducted during the Um Aljmal CET Um Aljmal Um Aljmal $37,346 $29,935 $7,411 youth Engagement 7/5/2017 period 26 to 29 November. Another 2 engagement and Awareness and dialogue sessions on dialogue in Um the same topic were held on December Aljmal 4th, and two more held on December 14th. IT equipment and furniture were Quarterly Report: USAID CEP P 67/168 October 1, 2017 – December 31, 2017
Projected USAID Name of Type Projected Projected Current status - December 31'st, Governorate Project Name Municipality Community Sector USAID Approval IP of IP Budget Match 2017 Contribution Status delivered at the beginning of December 2017.
NCE was requested up to January 31st, 2018. Evaluation of the Working initiatives was conducted on December together for 19th, 2017, at Amman Office; 9 Community Al Community Approved initiatives were presented, All 9 CET Al Salheyeh Al Salheyeh $39,532 $29,996 $9,536 Cohesion in Salheyeh Engagement 7/5/2017 initiatives were selected. Initiatives Salheyeh and must be implemented within one Nayfeh month from approval date, and to be completed before the end of January 2018. NCE was requested up to January 31st, 2018. Evaluation committee reviewed the applications for the initiatives on November 21st; Only one Improving the application was selected, while other Relationship applications were revised to meet Community Approved between Youth Al Sarhan CET Al Sarhan Al Sarhan $39,559 $29,884 $9,675 selection criteria and evaluated again Engagement 7/11/2017 and Community on December 5th, 2017. 4 initiatives in Al Sarhan were selected in total; Selected initiatives must be implemented within one month from approval date, and to be completed before the end of January 2018. NCE was requested up to January 31st, 2018. Evaluation committee reviewed the applications for the initiatives on November 21st; 4 Enhancing applications met the eligibility criteria Women’s Community Approved and were approved; Minor revisions Hosha CET Hosha Hosha $37,954 $29,993 $7,961 Engagement in Engagement 7/16/2017 were requested; Revised initiatives Hosha were submitted to PIA in Amman during last week of November. IT equipment and furniture were delivered at the beginning of December 2017. All soft activities have been completed. Closing ceremony will be held on Enhancing the Ein Al Community Approved January 17th, 2018. IT equipment and Tafileh Role of Women CET Ein Al Beyda Ein Al Beyda $37,193 $29,979 $7,215 Beyda CET Engagement 6/22/2017 furniture were delivered at the end of in Ein Al Beyda December. NCE was requested and approved until end of January 2018.
Quarterly Report: USAID CEP P 68/168 October 1, 2017 – December 31, 2017
Projected USAID Name of Type Projected Projected Current status - December 31'st, Governorate Project Name Municipality Community Sector USAID Approval IP of IP Budget Match 2017 Contribution Status All soft activities have been completed Enhancing the except for post focus group and closing Hid, Tein & Role of Women Tein, Hid, ceremony, which will be held during Al Mansoura Community Approved in Hid Tein and & CET HTM $30,699 $24,674 $6,025 January 2018. IT equipment and – Tafileh Engagement 6/20/2017 Mansoura Mansoura furniture were delivered at the end of Governorate (HTM) December. NCE was requested and approved until end of January 2018. Empowering Community Approved Youth in Al Al Hassa CET Al Hassa Al Hassa $30,913 $24,227 $6,686 100% completed and closed Engagement 6/29/2017 Hassa All activities have been completed. Supporting Community Approved Closing Ceremony to be held in January Bseira CET Bseira Bseira $33,202 $27,366 $5,837 Bseira's Youth Engagement 7/5/2017 2018. NCE was requested and approved until end of January 2018. NCE was requested up to January 31st, 2018. Evaluations for initiatives Enhancing were held on December 12th. 5 Youth Ma'an City Community Approved initiatives were selected; Ma'an CET Ma'an City Ma'an City $30,537 $22,141 $8,395 Engagement in CET Engagement 7/11/2017 Implementation of the initiatives will Ma’an begin at the start of January and will be completed by the last week of January 2018.
Quarterly Report: USAID CEP P 69/168 October 1, 2017 – December 31, 2017
Annex 4: Overview of USAID CEP Grants Closed in Year 5 Quarter 3
Question 2 Cost Share # of People Directly Engaged Question 1: (Indicator 1.3): (Indicator Do you Total 2.3.1): Are believe that you aware community of USAID Program Indicators engagement CEP Project Title Key Year / Met mechanisms Community Governorate activities in and Code Stakeholder Quarter Percentage (Successful vs have resulted Projected Collected your closed Achieved Unsuccessful) in increased Gender community? Total Male Female engagement Unspecified % of in your Attendees community? % who said of Attendees yes who said yes Y3024 - Enhancing the Bseira Capacity of the Municipality, Bseira Bseira Tafileh CET, USAID Municipality to CEP Provide Safe $ $ Public Spaces Year5 / Q3 87,956.00 69,096.00 79% 188 79 109 0 Successful 80% 30% Y3053 - Enhancing Al Hassa Al-Hasa Municipality's Municipality, Hasa Tafileh Response to CET, USAID Community CEP Needs for Public $ $ Safety Year5 / Q3 45,538.00 79,417.00 174% 185 133 52 0 Successful 80% 90% Al Hassa Young Male Center, Al Hassa Young Female Y4033 - Center, Al Empowering Hasa Tafileh Hassa Club, Youth in Al Hassa the District Governor, Police, Municipality, JOHUD, Youth $ $ Committee Year5 / Q3 6,686.00 10,311.00 154% 1529 1087 442 0 Successful 73% 80% Students - Y4024 -Together Community for the Sake of Ramtha Irbid Police – $ $ Our Children Parents - Year5 / Q3 6,018.00 2,988.00 50% 13077 6113 6964 0 Successful 100% 100%
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Directorate of Education
Greater Ma'an Municipality, USAID CEP’s Ma’an Community Consultation Y4021 - Team (CCT), Increasing Local Stakeholder Development Coordination and Directorate in Creating Safe the Spaces for Ma'an Ma'an Governorate, Improved Social Union of Services for Voluntary Youth and Societies, Women in Ma’an Directorate of City Social Development, Directorate of Culture, Directorate of Youth, Partner $ $ societies Year5 / Q3 92,905.00 94,154.00 101% 1084 720 364 0 Successful 100% 100%
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Annex 5: Municipal/Government Project Highlights
Three Municipal/Government Projects were closed this quarter. Highlights include: Ma’an City, Ma'an – “Increasing Stakeholder Coordination and Creating Safe Spaces for Improved Social Services for Youth and Women” project: The project goal was to improve the ability of stakeholders, including CBOs and government entities, to respond to community member requests for improved social services for women and youth in Ma’an city. To achieve the goal of this project, all activities were implemented under two sub-goals: 1) Establish a neutral coordination and collaboration mechanism for stakeholders providing social services to women and youth; 2) Establish safe and suitable spaces for youth and women activities in Ma'an City.
The community identified a lack of collaboration and coordination between stakeholders involved in the provision of social services for women and youth as an underlying cause for the stressor. To help address the stressor, USAID CEP and the stakeholders established a Coordination Council under the umbrella of the municipality as a neutral convening body.
The Council, comprised of 22 entities (see textbox on next page), provided a neutral mechanism through which Ma’an Youth Coordination Council CBOs and government entities could share information, 1. The Jordanian National Women including activities that are under implementation and Association Union opportunities for collaboration. As members of the 2. Nashama Ma’an Club, 3. Ma’an Cultural and Sports Forum newly formed council reported, this type of coordination 4. Community Police and collaboration was unknown before the 5. Al Maharat Association for PWDs establishment of the council. It also led to some quick 6. Furture Makers Center 7. Noktat Wasel Center results. For example, the DRC and the Ma’an 8. Together we Plant a Smile Center Orphanage organization never coordinated before their 9. JOHUD involvement in this project. During the meetings, they 10. We Are All Jordan Commission 11. Directorate of Culture discovered that they were both distributing aid to the 12. Ma’an Company for Community Development same group of people in the community. After realizing 13. Al Anwar Charity Association the duplication of their efforts, the two CBOs decided to 14. Ma’an Directorate of Youth 15. DRC work to expand their joint impact. They agreed to share 16. Greater Ma’an Municipality their databases to avoid overlap in their beneficiary 17. Madrasati Initiative 18. Fedak Ya Watan Association services in the future. In another instance, the CBO 19. Qumrat Ebda’a Center Together We Plant a Smile was in need of technical 20. Ma’an Sports Club expertise for a workshop on electronic crimes. Through 21. DRC 22. Ma’an Orphanage Organization the Council they were able to identify a suitable trainer from another partner organization, Mr. Ahmad Al- Maraya, from Noktat Wasel Center. Prior to USAID CEP, the two CBOs had never worked with one another before.
To improve the capacity of the Council members to engage youth and to expand the Council's role as a dialogue platform, each member organization selected a qualified youth from their roster to participate in a Training-of-Trainers (TOT). The training was tailored to work with youth and impart the needed skills to conduct needs surveys and design and plan initiatives and included three
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sessions: Community Engagement, Communication and Outreach Skills, and the Designing and Implementation of Initiatives. Youth participated in the TOT; each youth participant then trained at least 20 youth in their community to empower them to design and plan community activities and engage with the Council and participate in activities. This resulted in 214 youth receiving the training, as well as an increase in positive youth engagement in the community and more participation in civic initiatives and decision-making.
To help create safe spaces for youth and women, USAID CEP worked with its partners to establish a public park for families and children in the Hai Al Iskan neighborhood and rehabilitated and equipped the Ma’an Directorate of Youth’s sports hall. The establishment of the park not only provided the much needed space for women and children, but also improved the community’s relationship with the Municipality. Between September and November, around 473 youth used the sports hall, which had previously been inactive for the past two years.
Overall, more than 1,084 community members were directly mobilized by and participated in the project's activities.
Al Hassa, Tafileh – “Enhancing the Al Hassa Municipality's Response to Community Needs for Public Safety” project: The Al Hassa CET, Al Hassa Municipality and USAID CEP held a completion ceremony on November 21, 2017 to celebrate the successful completion of the project; 18 community members participated in the completion ceremony. The project focused on improving public transportation resources in alignment with the community needs. To achieve the goal of this project, all activities were implemented under two sub-goals: 1) Improve the capacity of the municipality to provide quality, safe public transportation resources, and 2) Enhance the capacity of the municipality to engage the community in project implementation.
In order to enable the municipality to provide sufficient resources for residents to comfortably and safely use the existing public transportation systems in Al Hassa, USAID CEP installed eight sun shelters to provide reasonable coverage across disparate community centers in the municipality. The locations of these shelters were determined using criteria agreed upon between the CET and the municipality. These included proximity to residential areas, the number of residents in the area, the servicing of schools and universities, geographic coverage of the area, and the selection of safe locations for citizens.
Numerous community engagement and partnership building activities were conducted including awareness sessions. For example, in cooperation with the Municipality, Women’s Health Center, DOE, community police, Justice Center for Legal Consultation, Anti-Drugs Department and the CET, many awareness sessions were conducted to shed light on the importance of maintaining public property and safe pedestrian behavior. In particular, they highlighted the protection of the sun shelters, their surrounding locations, and traffic safety tips. These awareness sessions were followed by a beautification campaign where the CET, in collaboration with the municipality, developed awareness messages that were painted onto the sun shelters.
As Mohamed Khamaiseh, a CET member and local school teacher, said of the project "Engaging community members in the project implementation – whether in the awareness sessions or in the beautification campaign – resulted in raising the sense of responsibility within the general community, and with youth in particular. This is leading to less vandalism in the community." He also stated that the students at Al Hassa schools are now using the CET methodology in creating
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student councils, opening more channels of communication between students themselves and between schools and the parents as well. More than 185 community members were directly mobilized and participated in the project's activities.
Bseira, Tafileh –“Enhancing the Capacity of the Bseira Municipality to Provide Safe Public Spaces” project: The Bseira Municipality, Community Enhancement Team (CET) and USAID CEP held a completion ceremony on November 13, 2017 to celebrate the successful completion of the project; 96 community members participated in the completion ceremony. The project focused on enhancing the municipality’s capacity to respond to citizen needs related to public parks, playgrounds and general safe recreation spaces. To achieve the goal of this project, all activities were implemented under two sub-goals: 1) Enhance the capacity of the Municipality to ensure safe public spaces by establishing a public park and playground, and 2) Increase the capacity of the municipality to engage the community.
To enable the municipality to enhance the quality of service provision related to safe public spaces and to encourage community cohesion, the project established and equipped a park and playground. The CET used the establishment of the park as an incentive for the participation of community members in other community engagement activities including a beautification campaign in which volunteers and school students from Bseira Vocational School for Boys, Bseira High School for Boys and Abu Baker Al Sadeeq High School for Boys were actively engaged in tree-planting, and the decoration and painting of the park's pathways. 22 community members participated in this beautification campaign. An awareness session about the project and the importance of protecting the park environment was also held in cooperation with the DOE, DOH, Femal Youth Venter, Anti- drugs department, Bseira High School for Boys, Gharandal Mixed High School, Bseira Mixed High School, Abu Baker Al Sedeeq High School for Boys and Bseira Vocation school for boys. This awareness session mobilized around 60 community members.
As reported in the focus group held at the completion of the project, community members in Bseira are very satisfied with the establishment of the Bseira Public Park and view it as an improvement of the municipality's services since it is the first public park in Bseira, the only safe recreation space they have. More than 242 community members were directly mobilized and participated in the project's activities.
Highlights from on-going Municipal/Government projects include: Sabha, Mafraq – “Sabha and Defyaneh Municipality: Improving Schools’ Ability to Bring Community Members Together”: The project focuses on increasing the capacity of schools and the Directorate of Education (DOE) in the Sabha and Defyaneh municipality to create opportunities for positive community interaction and sustainable dialogue between all segments of the community. To achieve the goal of this project, all activities were implemented under two sub- goals: 1) Improve the capacity of partner schools to host social and cultural activities, and 2) Strengthen dialogue and feedback mechanisms between the community, schools, and the DOE.
The CET developed the project concept in order to mitigate perceptions of the Sabha residents that the DOE was unresponsive to the needs of the municipality's 23 schools and 4,631 Jordanian and Syrian students. Many activities are being implemented under this project this quarter, with a special focus on designing and implementing sustainable community feedback mechanisms with key educational sector partners, such as the North-Eastern Badiya Directorate of Education, the
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CET, School Parliaments, Educational Development Council and PTAs. USAID CEP hopes that these community feedback mechanisms will provide both Jordanians and Syrians with avenues for regular feedback to the DOE and MOE on the quality of educational services and suggestions for solutions to challenges. For example, during this quarter and as a result of the quarterly feedback meetings between the DOE, schools and parents, three schools have adopted feedback mechanisms. The Sabe` Esier School created a Facebook page for parents and students to provide feedback. A suggestion box was installed in the Al Harara School, the parents of students attending the Al Zahraa Secondary School who agreed to conduct two such meetings per semester.
HTM, Tafileh – “Enhancing the Capacity of the DoE to Provide High Quality English Language Education Resources to its Community”: The project focuses on enhancing the Tafileh Directorate of Education's ability to respond to community member requests for improved educational services and resources. To achieve the goal of this project, all activities are being implemented under two sub-goals: 1) Improve the quality and availability of English language education resources in HTM 2) Establish sustainable feedback and dialogue mechanisms between community members, schools and the Directorate of Education.
One of the primary goals of the project is to strengthen the relationship between schools, the DOE and community members, parents, and students by creating a sustainable community feedback mechanism. As part of its feedback mechanisms, the DOE -- in cooperation with the CET, USAID CEP, student parliament and parents’ association -- held its first regular quarterly meeting with community members during this quarter. Around 70 community members attended the meeting, including representatives from school leadership, school parliaments, parents’ associations, students, parents and CET members. The DOE used this opportunity to discuss challenges facing both the DOE itself and the community related to the education sector, possible solutions for those challenges, and to update the attendees on new programs and resources available in the community. In addition to the quarterly meeting, the DOE also installed four suggestion boxes – one at each school in HTM – for students and parents to provide feedback, suggestions or complaints.
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Annex 6 – Municipal Pilot Workshop Report
USAID Community Engagement Project
Municipal Pilot Workshop Report
Amman-Geneva Hotel
31 October -1 November, 2017
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USAID Community Engagement Project Municipal Pilot Workshop Report
Venue: Geneva Hotel -Amman, Jordan Date: October 31 - November 1, 2017 Introduction
To assist municipalities in establishing community engagement mechanisms within their systems, USAID CEP has committed to the implementation of three pilot projects in the Greater Ma’an Municipality, New Ramtha Municipality and Greater Mafraq Municipality. The objective of the pilot project is to formalize the principles of community engagement utilized by USAID CEP within municipal structures and, based on lessons learned, provide recommendations to the Ministry of Municipal Affairs (MOMA) and partner municipalities on how the results could be replicated outside of USAID CEP. The pilots focus on the following: Responsiveness to citizens: Increasing the ability of citizens to provide feedback on municipal services; exploring low-cost technology to ensure transparency of complaint/ response mechanisms; establishing multiple channels for communication/feedback to ensure input and participation of disenfranchised segments of the population.
Strategic planning: USAID CEP will work with the three municipalities to identify ways in which the CET mechanism can be utilized by municipal – and, in the future, local – councils to increase citizen engagement in prioritization and decision-making. The pilots will explore how to standardize the frequency and maximize the efficiency of meetings; explore low-cost technology to increase participation; establish multiple channels to report-out to communities on decision- making and progress; ensure linkages with the decentralization law and governorate strategic planning process; and ensure participation/input of disenfranchised populations. However, if municipalities are to ensure community engagement, the system they choose to use must be driven by their own needs and built on existing processes, fit within decentralization and municipal laws, to achieve that USAID CEP conducted the “Municipal Pilot Workshop”. USAID CEP recently held a two day workshop, held at the Geneva Hotel, Amman, in support of the pilot projects. The workshop included 65 municipal staff participants from each of the three targeted municipalities, along with 28 representatives from local and municipal councils who attended only the first day of the workshop (93 total over two days). Additionally there were representatives of fellow USAID implementing partners (CITIES), the Ministry of Municipal Affairs (MOMA), the Ministry of Interior (MOI) and a representative from USAID present.
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Day One1
The workshop started with a welcome speech by Mr. Nizar Slebi, USAID CEP Sustainability Component Lead, who addressed the importance of the workshop and presented the specific objectives it sought to achieve: Raising awareness of municipal and local council members and municipal staff about the roles, responsibilities, and relationships of the four councils under the decentralization laws; Designing a basic structure for a complaint department and complaint work flow to initiate the implementation of activities related to establishing community feedback mechanisms related to service provision; Agreement on next steps for activities related to strengthening community engagement in municipal planning; and Drafting commitment letters between USAID CEP and partner municipalities based on outcomes of the workshop.
Next, Mr. Waleed Al Tarawneh – one of USAID CEP's Governance Consultants – gave an overview of the work under the municipal pilot projects to date. This was followed by a presentation by Mr. Qais Al Khalafat – another of USAID CEP's Governance Consultants – who clarified the legal framework, roles and legal responsibilities of the Municipal and Local councils, and their relationships with the Executive and Governorate councils, as defined within the decentralization law. He then discussed the legal basis for development planning at the municipal and governorate levels. After the presentations, the Emcee moved to the practical part of the workshop, establishing breakout groups that were to analyze and give input and feedback for the following two activities: Activity 1: Legal framework: Understanding Roles and Responsibilities Participants were divided into eight break out groups, across governorates. 4 groups worked on Question 1 and 4 groups worked on Question 2. Below is a summary of the groups' findings; a list of all responses can be found in Annex 2: Municipal Pilot Workshop Report Outs. Question 1: What internal and external challenges are your facing that prevent you from working efficiently? The working groups concluded that they have many challenges which were roughly categorized as community challenges, institutional challenges, and administrative challenges. Some points mentioned as community challenges included poor communication between the service provider (municipality) and the service recipient (citizens), which can result in a lack of trust between the two parties, as well as poor coordination and implementation of activities among local CBOs. In
addition, the lack of citizens' awareness about the roles and responsibilities of the municipality.
1 A detailed agenda is attached as Annex 1: Municipal Pilot Workshop Agenda
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Examples of institutional challenges were structural issues such as financial shortfalls and potentially poor relationships between the four councils in each governorate. Additionally, the organizational structure and roles and responsibilities within municipalities are sometimes not clear, and the municipalities lack systems to allow for performance evaluation. The final category of challenges was administrative challenges, such as the lack of experience of the elected council members and weak communication between the Local Councils and the Municipalities, as well as the duplication of responsibilities and work between District Managers, the chairman of the Local Council and the elected Local Council. Question 2: How can the municipality assess its performance and the results of its work? The participants agreed on different tools that can be used by the municipality to assess its performance such as:
Complaint boxes Field monitoring Social media The creation of a complaint department (evaluation through the complaints department, the Local Council, and the documentation of complaints) Periodic meetings with the local community Phone application for complaints reporting Activity 2: Improving Service Provision: Establishing a complaints department
Participants were divided into eight break out groups, across governorates. 4 groups worked on Question 1 and 4 groups worked on Question 2.
Below is a summary of the groups' findings; a list of all responses can be found in Annex 2: Municipal Pilot Workshop Report Outs.
Question 1: Why do we need a complaints department? How could a complaints department help us?
The working groups concluded that a complaints department is crucial as it can help the municipality identify any shortages or gaps in service provision, as well as aid in the identification of potential solutions. It could also be used as a tool to evaluate the municipality’s performance, organize its work and avoid duplication of efforts. Participants also mentioned that a complaints department would act as a tool to provide feedback for Local and Municipal Councils, which will improve the quality of services and identify weaknesses within the municipality. Additionally, a complaints department would increase communication between municipality and the local community, resulting in increased trust between both parties in terms of service
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provision and evaluation. A formal complaints system would also decrease negative views of nepotism or wasta, while at the same time acting to document complaints, municipal responsiveness and numbers of complaints. The working groups concluded that a complaint department would also potentially increase response times to complaints as an official department could quickly channel the complaint to the appropriate municipal department.
Question 2: What are the 3-5 most commonly received complaints and for what type of services?
Cleanliness2 Lighting Opening and paving streets Public safety Delays in services provision
Day Two The second day began with a recap of Day 1, led by Mr. Nizar Slebi, USAID CEP Sustainability Component Lead. Afterwards the participants immediately began the next set of workshop activities.
Activity 3: Improving Service Provision: Mapping the Complaints Process USAID CEP began the activity by explaining the definition and the importance of workflow mapping which helps in clarifying roles and responsibilities amongst staff and across departments as well as informing the flow of complaints in the targeted municipalities and ensure it is the same as the process used for the app. After that, participants were divided into three break out groups, one per municipality. Where they all worked on the following questions.
Question 1: How should the incoming complaints flow between the complaints department and service departments? Each municipality worked together to design and develop their work-flow chart of the complaints units and its mechanism based on their experiences. These work-flow charts can be found in Annex 2: Municipal Pilot Workshop Report Outs.
Question 2: What department should the complaints department be housed in?
Note: The answers for these questions are on the form of a chart attached to the report as an annex. Presentation: Municipality of Ma'an's Experience Establishing a Complaints Department
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The Ma’an municipality shared its experience in establishing a complaint department in order to give the other two target municipalities a better understanding of potential benefits and challenges of establishing a complaints department. The head of LDU in Ma’an; Eng. Wajd Saqallah mentioned that the idea of establishing a complaints department comes through the cooperation with USAID CEP. Ma’an municipality developed a written complaints form and provided a public hotline in order to receive the complaints and suggestions from the citizens. After establishing the complaints department, the complaints flow became more organized, but one of the challenges facing the complaints units the fake complaints received by the hotline.
Following Ma'an's presentation iSpectra, the application developers, gave an overview of the app development process and timeline; they explained that the app’s core strategy focuses on closing the communication gap between the municipality and local community members and clarified the benefits of the mobile app as well as providing the audience with an overview of the app structure, the work plan and timeline.
The new strategy for Municipal Pilot Project focuses on closing the communication gaps between citizens and municipalities as well as developing true communication channels between municipalities and community, in terms of the responding to community suggestions and complaints in timely manner, getting community feedbacks to set appropriate procedures that improve the municipality services thereby increasing community satisfaction rates through the provided services. Municipal Pilot Project acknowledges the importance of implementing a leading edge strategy that ensure community needs are easily met. Having a Mobile Application is a necessary step towards achieving this strategy. The mobile app will be launched in 5 municipalities:
Municipal Pilot Project: Ramtha, Mafraq, and Ma’an Year 4 Muni Projects: Wasateyah and Taybeh The app’s core strategy focuses on closing the communication gap between citizens and local municipality, and it will serve as one of the communication channels between municipalities and the community, in a way that would guarantee easy accessibility to citizens
Provide data to support information sharing between citizens and the municipality Achieve a higher level of satisfaction about the services provided to local communities Ensure transparency of complaint/response mechanisms The proposed timeline for the Mobile App is three month starting from the discovery, design, development to the launching ceremony
2 Participants generally agreed that about 50% of the complaints they receive concern cleanliness, and about 15% concern lighting. Participants did not give percentage estimates for the rest of the complaint types.
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Next Steps
As a result of the workshop outcomes, it was agreed that the mobile application was only one of the tools that could be used by a complaints department; other immediate options included written complaints forms as well as telephone hotlines. USAID CEP, iSpectra, and USAID implementing partner “CITIES” will be conducting regular meetings to finalize the functional approach of the mobile application. In addition, USAID CEP along with iSpectra's team will conduct site visits to the targeted municipalities to map resources, collect information based on the municipal services and regulatory dependencies, and identify any services provided by the municipalities which are outside the scope of the municipal law. Once the general framework for the application is established USAID CEP will lead the process to identify a suitable municipal approach for integrating the complaints department into the municipalities' structure.
Annexes:
- Annex 1: Municipal Pilot Workshop Agenda - Annex 2: Municipal Pilot Workshop Report Outs
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Annex 1: Municipal Pilot Workshop Agenda
USAID Community Engagement Project (CEP) Municipal Pilot Workshops
(October 31 – November 1, 2017)
Goal: Provide an overview of the USAID CEP municipal pilot projects, demonstrate their fit within the decentralization laws, and initiate the implementation of activities.
Objectives: The specific objectives of the workshop are to: Raise awareness of municipal and local council members and municipal staff about the roles, responsibilities, and relationships of the four councils under the decentralization laws Design basic structure for complaint department and complaint work flow to initiate the implementation of activities related to establishing community feedback mechanisms related to service provision Agree on next steps for activities related to strengthening community engagement in municipal planning Draft commitment letters between USAID CEP and partner municipalities based on outcomes of the workshop
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Day 1: 9:00—9:30 Arrival and registration 09:30—09:35 Welcome and workshop opening (Main Facilitator, Nezar Slebi – USAID CEP Sustainability Team Leader) 09:35—09:45 Opening remarks (Erin Leonardson, USAID/Jordan – AOR for USAID CEP 09:45—10:00 Municipal pilot overview and background (Waleed Tarawneh – USAID CEP Governance Specialist) 10:00—10:15 Coffee break 10:15—13:30 Session 1- Legal framework: Under Standing Roles and Responsibilities (Qais Khalafat -- USAID CEP Governance Specialist) 13:30—14:00 Coffee Break 14:00—15:20 Session 2 - Improving Service Provision: Establishing a complaints department 15:20—15:30 Close 15:30—16:30 Lunch (Municipal council members depart)
Day 2: 8:30--9:00 Arrival and registration 09:00—09:15 Welcome and workshop opening (Main Facilitator) 09:15— 09:30 Recap of Day 1 (Main Facilitator) 09:30—10:00 Session 3- Improving Service Provision: Overview of pre-workshop municipal discussions 10:00—12:00 Session 4- Improving Service Provision: Mapping the complaint process 12:00—12:30 Coffee break 12:30—12:45 Session 5 -- Municipality of Ma’an: Our experience establishing a complaint department 12:45—13:00 Session 6 – App Development: Overview of app development process and timeline 13:00—14:15 Session 7 – App Development: Providing input for app development 14:15— 14:30 Next steps & Close 14:30—15:30 Lunch
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Annex 2: Municipal Pilot Workshop Report Outs
USAID Community Engagement Project
Amman-Geneva Hotel 31 October -1 November, 2017
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Day One
Activity 1: Legal Framework: Understanding Roles and responsibilities Question 1: What internal and external challenges are you facing that prevent you from working efficiently? The working groups concluded that they have many challenges which were categorized as (community, institutional and administrative challenges) Community challenges (outside the municipality, other institutions, and other service providers represented by the community) include:
1. Lack of external funding 2. The number of served persons increased due to the influence of the Syrian asylum 3. Intersection in determining responsibilities with other institutions 4. Non-activation of the roles of heads of local councils, conflict between the roles shared between the head of the local council and district managers 5. Lack of a "one stop" electronic portal in many municipalities 6. Absence of partnership opportunities with the private sector 7. Not requiring legislations to determine competencies among members of local councils. 8. Lack of knowledge and awareness of citizens of the procedures and the functioning of municipal work 9. The nature of the community structure (favoritism and wasta) 10. Lack of trust between citizens and municipalities 11. Weakness in citizens' continuity in providing solutions to developmental problems and their participation in their implementation 12. Misuse of public property of the municipality and citizens 13. Non-compliance of traders and small business owners with the laws and regulations governing municipal work (people with favoritism, violation of sidewalks, and truckers) 14. The problem of trucks and their entry into public places leads to the deterioration of the infrastructure 15. Poor cooperation between CBOs in helping to solve development gaps. 16. Failure to follow instructions by service recipients, and the absence of deterrent penalties. 17. Citizens lack awareness on how to communicate complaints 18. Lack of trust and of awareness of the recipient of services of the responsibility and their right. 19. Citizens can be very demanding, to the point of being seen as nagging staff. 20. Citizens lack knowledge on municipal services and roles 21. Poor communication between the recipients of service and the municipality (lack of awareness)
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22. Financial evasion (licensing and obligations) 23. A weak commitment of citizens to pay their dues to the municipality 24. Media Challenges: Community requests exceeding the municipality's capabilities. Lack of communication and contacting channels between the municipality and the service recipient The negative stereotype on the citizen's mind. 25. Duties and Responsibilities: Weak cooperation and initiation of support for municipalities by the private sector Lack of interest and sense of responsibility to topics relevant to municipal work, like environment conservation.
Institutional challenges (specific challenges within the municipality): 1. Low self-generated income 2. Weak collection of receivables or municipal revenues 3. Poor coordination between the four councils 4. The lack of organizational structure and job descriptions for jobs and a lack of a performance evaluation system of municipal employees 5. Poor institutional work in the municipality 6. Low work incentives (for workers in the municipality, whether financial or professional, in terms of wasta and lack of justice...) 7. Municipal work is not computed, and departments are not linked electronically 8. Shortage in modern machinery 9. Financial challenges (debt accumulation and budget deficit): The lack of revenues from projects and programs that fall within the jurisdiction of the municipality due to weak financial collection laws There are no sales tax exemptions 10. Revitalize the laws and regulations governing municipal work. 11. The challenge of tenders and mechanisms to involve the municipality in implementing them internally 12. Reduction of the effectiveness of programs and external funding provided to municipalities, without referring to the municipality as a key gateway for work within jurisdiction 13. Increasing the service burden on the municipality due to random expansion and population increase 14. Administrative challenges: Lack of action plan and strategies Lack of municipal staff and competencies The instability of the security situation has negatively affecting attracting funding Staff working in management and planning of their positions, causing job instability Municipal staff do not participate in planning and studying projects or lack of awareness of employees in all procedure
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Weak organizational structure Unsuccessful unbeneficial projects Lack of clarity of the mechanics of electricity calculation The Electricity Company, the Water Authority, and the Telecommunications Company provide services without referring to the municipality 15. Duplicate responsibility and work between the District Manager, the Chairman of the Local Council, and the elected Local Council 16. Absence of job descriptions within municipalities 17. Low experience of elected council members 18. The gap that resulted from the appointment of the Provisional Committees 19. Lack of capacity building programs 20. Lack of buildings or offices for elected Municipal and Local Committees and Councils to run their daily duties (weekly meeting) 21. High hopes by voters 22. Limited financial resource 23. Multiple instructions issued by the Ministry of Municipalities 24. Financial Challenges: An increase in the number of unqualified employees The absence of legislation that empowers the municipality to collect money in a more effective manner (i.e. public funding) 25. Administrative challenges: Successive administrations effected by previous administrations Lack of job stability and commitment to a stable structure for jobs and job titles Failure to apply collective intelligence (exchange of roles and implicit knowledge) Weak communication between local councils and municipalities 26. Self-evaluation of municipal performance by following up with the heads of departments in the performance of tasks entrusted to them for the service of citizens 27. Performance evaluation by the recipients of the service (citizens) through following-up on complaints, concerned departments, and the local and municipal council 28. There was confusion and lack of clear management at the time the temporary committees were present.
Question 2: How can the municipality assess its performance and the results of its work? Performance evaluation mechanisms:
1. Social media 2. Complaints box 3. Field monitoring
Quarterly Report: USAID CEP P 88/168 October 1, 2017 – December 31, 2017
4. Social media The creation of a complaint department (evaluation through this department, the local council, and the documentation of complaints) Periodic meetings of the local community 5. Mobile App 6. Mobile devices for complaint department employees and heads of departments 7. General meetings and periodic meetings with the community and community committees 8. Complaints box 9. Website application (networking) 10. A systematic questionnaire through communicating with community 11. Field visits 12. Application for mobile phones 13. Periodic self-review with service recipients 14. Facebook 15. Whatsapp 16. Conduct questionnaires (needs time) 17. Periodic meetings and meetings with the local community 18. Local Security Councils (notables of the city 19. What is happening actually, is that most municipalities provide services to the citizens without evaluation or without images in some cases, for lack of strategic plans 20. Evaluation of partners (example; DOE, DOH, banking) 21. Participation in social event 22. Satisfaction of municipal work questionnaire 23. Use an application on the phone 24. Use modern communication methods 25. Community advisory committees 26. Meetings / meetings with citizens / local community 27. Monthly meetings with government departments in the region 28. Self-evaluation of the municipality: Percentage of actual completion of projects according to plan Daily / monthly reports Feedback / from relevant departments Survey of staff / resources (machinery Review annual plans quarterly / yearly An annual assessment of employee performance and linking it to motivation Current Evaluation of Boards
1. Self-evaluation: through the members of the local and municipal council, and officers, and the lack of institutionalization of the municipal assessment performance. 2. Evaluation from other parties (media)
Quarterly Report: USAID CEP P 89/168 October 1, 2017 – December 31, 2017
Activity 2: Improving Service Provision: Establishing a Complaints Department
Question 1: Why Do We Need a Complaints Department? How Could a Complaints Department Help Us?
1. To identify any shortage of services provided 2. To identify the needs of citizens 3. To identify the gaps\problem and find solutions 4. To help the municipality evaluating its performance (directorates, staff) 5. To help the municipality in planning its projects 6. To organize work ,quick response and avoid duplication 7. Building trust between the municipality and the local community in terms of service provision or evaluation 8. Organizes and distributes observations according to competence 9. Structural process to address complaints that will help avoiding randomness and nepotism (Wasta) 10. Emphasis communication with local community members 11. To improve the municipality’s performance 12. A tool to provide feedback for local and municipal councils or local. 13. Documenting the complaint, its time and place 14. To document the number of complaints received by the municipality 15. To know who is not doing is job properly 16. To improve the quality of services and identify weaknesses within the municipality 17. To allow all citizens to complain 18. To monitor the needs of districts, neighborhoods and citizens 19. Enhance communication and reaching out to a larger segment of the local community 20. Make it easy on the community members to reach out to the related department 21. Save time and efforts 22. To reduce the number of citizens visiting the municipality in order to reduce the burden on the municipality and to replace it by using the “green line”
How can the complaints department help us? 1. Receiving complaints directly 2. The ease of communication with citizens 3. Passing the information and complaint quickly to the specialists 4. Classifying complaints, sorting them, and passing them to different departments 5. Continue to communicate with more and multiple segments
Quarterly Report: USAID CEP P 90/168 October 1, 2017 – December 31, 2017
6. Transferring complaints to the specialists and follow-up by the municipality 7. Knowledge of the strengths and weaknesses of the municipality and the degree of satisfaction of the recipients of services (lack of staff capabilities 8. Evaluation of services provided to citizens 9. To know the concerns and demands of citizens 10. Helping citizens reach the concerned party 11. Reducing citizen's effort to visit the municipality 12. Saving the time of citizens and municipalities 13. The financial burden on the citizens 14. Reduce the burden on the municipality or the mayor to review the municipality and substituting him with the green line 15. Analysis of the daily services of the Municipality, the extent of the citizen's satisfaction with the performance of the service, all members of the local community, the complaints department, social media
Question 2: What are the 3-5 Most Commonly Received Complaints and for What Type of Services?
1. Cleanliness 2. Lighting 3. Stalls (bastat) on the sidewalks 4. Fighting Stray animals 5. No drainage for the rainwater 6. Sewage spill into the streets 7. Sheep sheds 8. No specific places for the trucks ( trucks sleeps in the cities) 5% 9. Waste management (responsibility of Directorate of logistics) 10. Opening and paving streets 11. Public Safety 12. Delays in services provision 13. Citizens are not committed to slaughtering in the allocated slaughterhouses 14. Speed bumps and infrastructure 15. Pesticide spray 16. Containers are not available and when they are available they are not being discharged (waste accumulation ) 17. Lack of lightning unites and the need for providing maintenance 18. The unemployment 19. Offenses on public property and municipal property 20. Organization and division \ Technical Section 21. The streets in terms of traffic jam and stalls,
Quarterly Report: USAID CEP P 91/168 October 1, 2017 – December 31, 2017
22. Hygiene and the environment, in terms of insects and rodents, stray dogs 23. Buildings and assault on the streets 24. Access to services and complaints department as previously mentioned 25. Environment 26. Street infrastructure
Day 2: Activity 3: Improving Service Provision: Mapping the Complaints Process
Question1: How Should the Incoming Complaints Flow Between the Complaints Department and Service Department?
The answer is in the below Chart
Question 2: What Departments Should the Complaints Department be hosted in?
The answer is in the below chart
Quarterly Report: USAID CEP P 92/168 October 1, 2017 – December 31, 2017
Complaints Process Map for Mafraq Municipality
Quarterly Report: USAID CEP P 93/168 October 1, 2017 – December 31, 2017
Explanation of Mafraq's Model
Quarterly Report: USAID CEP P 94/168 October 1, 2017 – December 31, 2017
The concerned department receives the complaint, and checks the content of the complaint: First a) The department undertakes the necessary interventions to resolve the complaint b) The employee in the concerned unit shall send a report of the completion of the complaint or the intervention of the complaints department c) The employee at the complaints department shall inform the citizen of the problem d) Request the citizen to evaluate the service Second a) The department shall return the complaint along with a detailed working report on the status of the complaint and the sources and resources needed to solve the problem b) The complaints officer shall submit it to the mayor and inform the citizen of the necessary time and procedures c) The Mayor shall take appropriate action to provide for the needs - or to take action d) The Mayor shall return a copy to the complaint department to follow up the proceedings of the solution The complaints department officer will follow up the complaint within the required time. If the issue is resolved the citizen filing the complaint shall be informed of the procedure and the proceedings shall be recorded in the record of complaints, after which the post- evaluation process takes place. If the issue is not resolved the complaint is sent along with the progress report for decision making. Note: Municipal staff requested that the duties of the municipality are included within the electronic application in order for citizens to avoid requesting services outside the municipality's jurisdiction.
Workflow Schema The first step:
1. Renewing the complaints department 2. Citizens register in the concerned department through the application, social media applications, or public sessions 3. The concerned citizen shall file a complaint on the complaints record with a coding prepared for this purpose and the complainant shall be filed with the number and date of the complaint 4. The complaints employee shall refer the complaint to the concerned department to verify the validity of the complaint.
Quarterly Report: USAID CEP P 95/168 October 1, 2017 – December 31, 2017
Complaints Process Map for Ramtha Municipality
Quarterly Report: USAID CEP P 96/168 October 1, 2017 – December 31, 2017
Explanation of Ramtha's model
1. The employee in the complaints department receives the complaint submitted by the citizen (written, verbal) with the date of receipt 2. The employee receiving the complaint responds to the citizen that he will address the complaint within a period of time, and thank him. 3. The complaint officer shall sort in electronic or paper records containing a number, data and documents supporting the complaint of the complainant 4. The complaint officer shall sort complaints by type (health, projects, or, organization, buildings) 5. The employee shall send a copy of the complaint to the concerned department and sign the receipt of the form 6. The head of the concerned department receives the complaint and transmits it to a decision- making officer and the employee in the department concerned receives a form of the complaint 7. The employee concerned verifies the validity of the complaint and its documentation, and determines the solving action 8. The concerned staff member shall inform the complaints department of the solution procedure with documentation of the time required for the treatment for the staff member to follow up on the complaint through the office detection 9. The complaint submitted has been processed 10. The employee sends a report to the complaints department to inform them of the treatment. The complaints department officer writes the complaints on the procedure form taken for the complaint. 11. An employee from the complaints department reports the complaint to the procedure taken. 12. The Head of the Public Relations and Complaints Department assesses the effectiveness of the proceedings in addressing the complaint 13. Adopt a transparent relationship between citizens. 14. Reduce pressure on the mayor 15. Activate the government services improvement system 16. The citizen’s sense of satisfaction with the services provided by the municipality.
Quarterly Report: USAID CEP P 97/168 October 1, 2017 – December 31, 2017
Complaints Process Map for Ma’an Municipality
Quarterly Report: USAID CEP P 98/168 October 1, 2017 – December 31, 2017
Explanation of Ma'an's Model
1. The complainant shall comply with the complaint either by telephone or in writing to the complaints department officer. 2. The staff of the complaints department provide the complainant a complaint form and give the complainant a number or a copy of the form to review the complaint (complaints form and complaint recording) 3. The complaints department officer shall refer the complaint to the concerned department (projects department, services department - lighting, traffic, maintenance, public services, and infrastructure) 4. The concerned department employee investigates the complaint, and informs the complaint officer of the follow-up on the complaint (investigation form) If the complaint is present, the department concerned shall take the appropriate action and inform the complaints department of its resolution - to address it (the complaints department officer shall inform the complainant) If the complaint is not available, the concerned department shall inform the complaints department to contact the complainant, cancel the complaint, and keep it in the files. 5. The Complaints Department contains a complaint recipient and follow-up, feedback officer, complaints and reporting officer (review form) 6. The reporting officer shall write reports at the complaints department to document the complaints.
Quarterly Report: USAID CEP P 99/168 October 1, 2017 – December 31, 2017
Annex 7: CET Project Highlights
Two CET Projects were closed this quarter. Highlights include: Al Hassa, Tafileh – “Empowering Youth in Al Hassa” project: The project goal was to support and empower youth in Al Hassa to design opportunities for constructive engagement with each other, their parents and families, police, and the municipality in order to reduce the prevalence of negative behaviors and alleviate tension between youth and the local community. To achieve the goal of this project, all activities were implemented under four sub-goals: 1) Establish youth empowerment opportunities through the re-formation of an effective/active youth committee under JOHUD, 2) Build trust and strengthen the relationships between youth and the organizations / institutions in the youth sector, 3) Reduce youth sentiments of marginalization by engaging them in activities, and 4) Open channels of communication between youth, their parents, and other stakeholders in order to build consensus around negative youth behavior.
To address the lack of coordination between youth sector institutions and reduce tension between youth and government authorities, one of the interventions was the revitalization of an existing youth committee in Al Hassa. Through joint CET and JOHUD efforts, the committee was reformed under the umbrella of JOHUD, ensuring longer-term sustainability. The reformation served as an important step in building trust and raising awareness about opportunities for collaboration between key stakeholders and youth.
The Youth Committee consisted of 20 young females and males, who received a general capacity building training with several topics, including: the ABCs of initiatives, the importance of voluntary work, communication skills, designing planning implementing and monitoring initiatives. These trainings were aimed at enhancing youths’ skills and helping them to understand their roles and responsibilities, and to be able to act as youth representatives in their community. Mr. Tharrwat Muflih Al Hajaya a member of Al Hassa Youth Committee expressed his pleasure to join the Committee that will be a gateway for a better productive participation of young people and engagement in the development process in their communities.
Ms. Doaa Al-Aoran, Manager of JOHUD office in Al Hassa and a CET member, indicated that the reformation of this committee will greatly support the role of youth in the community by empowering them and developing their skills, as well as enhancing the partnerships and cooperation between different institutions and sectors in the region.
This committee supported designing, planning, and implementing project activities. One such activity was a youth conference, which gave youth an opportunity to be heard; to express their frustrations, identify shared challenges and hopes, seek the support of the community, and communicate those issues to stakeholders to work on possible solutions to increase understanding. 103 community member participated in this conference, which was open to the entire community as an opportunity to open channels for constructive dialogue and discussion.
This conference had two main objectives: 1) for youth to come to a common understanding and build consensus amongst themselves around youth sector issues and their experiences in Hassa and 2) To give youth an opportunity to be heard and communicate those issues to stakeholders to increase understanding and to build consensus among youth and those stakeholders about the specific challenges facing the youth, and the possible solutions and stakeholder specific roles that can be outlined in order to achieve these solutions. During the first day, the session was held for
Quarterly Report: USAID CEP P 100/168 October 1, 2017 – December 31, 2017
youth only. On the second day, the session was held for youth and authority figures and decision makers in Hassa, to build bridges of understanding and enhancing communication and dialogue between them. The following recommendations were agreed upon: 1)To encourage corporations in Hassa to provide job opportunities for youth 2) To encourage Vocational Training Corporation to open a center in Hassa, or provide trainers to citizens of Hassa 3) To improve the services in Hassa by paying more attention to infrastructure through the municipality and Directorate of Public Works and 4) to open and activate places through which youth are mobilized for trainings and soccer tournaments, such as (Hassa youth center, Hasa sports club)
Additionally, Al Hassa youth committee supported the conducting of an awareness session accompanied by a commitment signing ceremony. The awareness session led by the police addressed negative youth behavior, particularly the destruction of public property and drug use, issues that had negatively affected both male and female youth. However, by playing an active role in the organization of this session, the Youth Committee demonstrated youth’s commitment to work on these issues and built trust between themselves and the other stakeholders. This event mobilized around 208 Community member and marked the beginning of new/reformed partnerships for continued coordination between all parties.
The Al Hassa CET, in coordination with USAID CEP, JOHUD, Al Hassa Club, Al Hassa Municipality, Al Hassa Young Female Center, Al Hassa Young Male Center, DOE, DOC, Parents held a closing ceremony on December 11, 2017 to celebrate the successful completion of the project, which mobilized around 1,335 including 1,122 youth.
Ramtha, Irbid– “Together for the Sake of Our Children” project: The project focused on building a consensus on an appropriate community response to the harassment outside of girls schools in order to mitigate the conflicts and tense relationships between male students, female students, parents, families, school administrations and the community police that have arisen as a result of this issue. To achieve the goal of this project, all activities were implemented under three sub- goals: 1) open channels of communication between students, schools, parents and all partners with each other 2) Raise the awareness among the partners about this phenomenon and its negative impact on the relationships between the various stakeholders 3) Enable the schools, parents and young people to hold a set of joint activities, bringing stakeholders together and building bridges of trust between them.
Numerous community engagement activities were conducted under this project in order to open channels of communication and raise awareness on the issue of harassment outside of girls’ schools and its impact on relationships in the community, which was deemed for too long as a threat to cohesion. 15 awareness and dialogue workshops were conducted to bring all involved actors together to raise their awareness about the importance of this issue and to develop a consensus on the suitable response and role that each stakeholder can play in helping to resolve school harassment. 608 Jordanian and 224 Syrians were positively engaged in these dialogue sessions which not only built bridges and trust between different stakeholders but also between parents and students as seen in these workshops a large number of parents were positively and happily engaged along with the stakeholders in order to ensure that schools remain supportive and safe environments where there is mutual respect for both female and male youth as well as teachers and school administrations. It is worth mentioning that the parents, and school staff discussed during these sessions the role that each stakeholder should play and wrote that on a flip chart. Participants also suggested unifying slogans that carry positive messages, such as: “our daughter our responsibility”, our morals are our life “and “together towards a more beautiful school and a more disciplined generation “.
Quarterly Report: USAID CEP P 101/168 October 1, 2017 – December 31, 2017
Each of the project’s intervention encouraged stakeholders to work together through planning and participating in activities and rebuilding trust between partners who have been negatively impacted by this issue. However it was not only trust that was rebuilt but also, while working on finding solutions for this issue that affected the whole community, the relationships and trust between Syrians and Jordanian was strengthened; a significant number of Syrians were mobilized and positively engaged in this project’s activities; 1,956 Jordanians and 453 Syrian participated in the five Peer to Peer mentorship sessions for male participants, which addressed the impact of harassment and bullying to raise male youth awareness about the importance of equality and mutual respect.
Additionally, 1,614 Jordanian and 585 Syrian participants in five Peer-Peer mentorship session on empowering female students and raising their awareness about the impact of harassment. This event was held in cooperation with the Community Enhancement Team (CET) members, DOE and the headmistresses of the school as part of the campaign aimed to empower the female students and building their capacity to respond to any kind of harassment by providing them with information on who to contact for help and how and when to report situations in which they do not feel respected or safe. What was unique about this activity is that students were taking the lead; where high school students from the three girls’ high schools in Ramtha volunteered to design, implement, and lead awareness and empowerment activities for the younger girls in primary schools. These older girls have first-hand experience with this type of behavior and were a great resource for the younger girls.
USAID CEP implemented a lessons learned workshop during which they came up with lessons learned taking into consideration different partner’s opinion as well as discussing ways to ensure the sustainability of the project; the participants agreed on the following suggestions ; 1)conducting regular meetings between the schools and parents 2) the targeted schools agreed to continue conducting the theatrical plays in the second semester and expressed their willingness to conduct these plays at any school that request that 3) enhance the community police role in the awareness sessions for students 4) to form a committee from each school consisting from the 2 teachers and the headmaster to coordinate with other schools and to ensure conducting activities 5) the schools coordinated with Ramtha Youth Club to host any students who would like to participate in awareness sessions or sports, and schools have nominated Mr. Hasan Manayseh, a CET member, to be the focal point between schools and the Youth Club.
Ramtha CET, project stakeholders including the DOE, Students, Parents, the community police and USAID CEP held a completion ceremony on December 4, 2017 to celebrate the successful completion of the project and a commitment signing ceremony, where the DoE presented the “community support document” which was drafted in accordance with the flip-chart findings during the awareness sessions. The DOE invited key stakeholders, including Parents, School Principles, Community Members, and community leaders to come to the stage to sign this letter as a public commitment to continue the work of the project after its closing. After the letter was signed, the DOE handed out plaques containing the chosen slogans for schools to keep them in a public common space in their schools as another gesture of their commitment to this issue.
The project mobilized a round 13,077-community member including 6,964 women, around 11,743 youth and 2, 419 syrians.
Quarterly Report: USAID CEP P 102/168 October 1, 2017 – December 31, 2017
Highlights from on-going CET projects include: Sabha, Mafraq – “Building Trust and Improving Relationships between Youth and the Local Community”: The project focused on mitigating tension, building trust and improving relationshipsbetween youth themselves and between youth and their families, governmental and non- governmental stakeholders and local community members. To achieve the goal of this project, all activities were implemented under two sub-goals: 1) Create opportunities for youth to engage in positive activities with each other, their families, governmental and non-governmental organizations and local community members to demonstrate and encourage positive youth behaviors and build trust among all stakeholders 2)Foster dialogue between youth, community members and youth-focused governmental and non-governmental organizations in order to achieve consensus around challenges facing the youth sector, possible solutions to those challenges and build trust between all stakeholders in the commitment to address these challenges.
During this quarter, The CET and project partners worked with the Sabha Youth Center and the Dafyaneh Youth Center to implement four open days in each region to showcase the positive talents and abilities of youth in Sabha and Dafyaneh. The main goal of this activity was to bring together youth from all areas of the community in a positive environment to support and encourage their talents. Around 997 Jordanians and 515 Syrians were positively engaged in this activity, which included art, music, poetry and handcraft shows. Youth center in Sabha and Dafyaneh coordinated with all partners including (DOY, DOE, CET, and the Military School) to organize this event and advertise registration for talented youth. The Four Open Days were held, two in Sabha and two in Dafyaneh, with a day for male and female participants in each in order to ensure equity of program activities in each region. Community members from all areas were invited to attend each open day, bringing community members together to engage with each other in a positive and friendly environment.
This intervention strengthened the relationship between youth and the rest of the community. The youth’s talent displays and performances highlighted the positive abilities of youth in the community, combatting community members’ perception that youth are only involved in negative behaviors. The dynamic of a talent show, where an audience pays attention to and appreciates performers likewise enhanced a sense of support between the youth and community members, strengthening their relationships. During the next reporting period, open dialogue sessions will be held to foster dialogue between youth and the local community.
Bseira, Tafileh –“Supporting Bseira’s Youth”: The project focused on bringing youth sector stakeholders together to plan, coordinate, and implement activities in order to create a more engaging and supportive environment for youth where they feel capable and encouraged to pursue their creative passions and interests. To achieve the goal of this project, all activities were implemented under three sub-goals; 1) Open channels of communication and networking between organizations in the youth sector, enhancing their ability to work with one another 2) Raise the awareness of youth about available resources to foster the development of their talents and interests 3) Open channels of communication between youth and their parents.
During this quarter, the Bseira Community Enhancement Team (CET) and Bseira Sports Club, with the support of the USAID CEP, held a chess competition for both male and female youth, in order to provide an opportunity for youth to interact with each other in a friendly competition, encouraging a positive use of their free time as well as increasing social cohesion in the community. The chess competition was promoted using CET Facebook pages and letters of interest from the DOE, which were distributed amongst schools.
Quarterly Report: USAID CEP P 103/168 October 1, 2017 – December 31, 2017
In Total 153 (81 male, 72 female) youth participated in the chess competition. Winners were rewarded at the end of competition and received prizes. There was remarkable attendance and the local community’s interest in the event contributed to strengthening the relationship between thedifferent partners, which included: Bseira Youth Center, Bseira Young Women Center, Bseira Sports Club and the CET, hopefully positively influencing the community perceptions of youth.
Jehad Al Badour, one of the participants in the chess competitions stated: "I have been to countless chess tournaments in Tafileh, but I could say this was by far the best chess event I ever attended. Extremely well organized, large number of players, good chess sets, and the competition managed to bring many players together, increasing ties and connections amongst themselves. I think that the interest of chess in Tafileh and in Bseria went higher after the tournament, and I expect more and better tournaments to come in the future". Next Spring, in fact, the Bseira Youth Club will to host community members and students to come and play chess for both practice, and depending on interest, future competitions.
No’aimeh, Irbid – “Our Youth, Our Future” project: The project focused on strengthening the relationships between youth and their local community by building trust through a series of youth- led activities. These activities will work to bring both stakeholders together as well as raise awareness on the impact of negative youth behavior in No’aimeh. To achieve the goal of this project, all activities were implemented under four sub-goals; 1) Raising the awareness of youth through engaging workshops and activities 2) Building consensus between youth and the community police regarding the impact of negative youth behavior, strengthening their relationship 3) Empowering youth through participation and involvement in activities 4) Open channels of communication between youth and all stakeholders through dialogue sessions.
During this quarter, No’aimeh Youth Committee, with the support of the Youth Club, No’aimeh CET, and USAID CEP, organized a cooking competition in order to bring together female youth and women from both Jordanian and Syrian communities. According to the CET, Jordanians and Syrians used to have a distant relationship in No’aimeh with a lack of understanding and interaction with one another. However, this competition used food and the art of cooking as a means of bringing together these two groups.
Ten Syrian and ten Jordanian women competed and cooked with each other to prepare breakfast and lunch meals representing both kitchens (Jordanian and Syrian). Participants were divided into 10 teams, each team consisting of a Jordanian and a Syrian woman. Irbid field office advertised for the event on No’aimeh Youth Club Facebook page and also utilized their existing relationship with the Takafol Charity Foundation, who were able to mobilize 5 Syrian women. These women then reached out and mobilized other Syrian women in the local community. The women, both Jordanian and Syrian submitted applications of interest to No’aimeh Youth Club and the applications were paired together according to the type of food each woman wanted to prepare.
Using food and cooking the “universal language,” enhanced the communication between these cultural groups and encouraged mutual respect and appreciation of each group for the other. For example, one young Syrian girl who was helping a Jordanian woman prepare a dish stated: “Through this activity, I was glad to meet another mother, who taught me a lot. She was very helpful and kind.” Another Jordanian woman stated: “through this activity we got to know our neighbors better and form new friendships, and there is a great similarity in both cuisines, the Jordanian and the Syrian” With this new level of comfort and trust in one another, this intervention aimed to strengthened their capacity to work with one another in the future.
Furthermore, Durreyah, a Syrian CET member stated: “before the project in No’aimeh, it was impossible to see a Syrian and a Jordanian sitting or working together. There were no engagements at all, even at
Quarterly Report: USAID CEP P 104/168 October 1, 2017 – December 31, 2017
schools we have two shifts and no engagement between students. However, this changed a lot after the project activities as the project started working on engaging Syrians and Jordanians to be fully engaged in its activities….Look at the food competition! It was amazing how Syrians and Jordanians were cooperating with each other, and the competition turned into love. Now, after several such activities, you can’t even tell who the Jordanian is and who is the Syrian."
Quarterly Report: USAID CEP P 105/168 October 1, 2017 – December 31, 2017
Annex 8: In Kind Support of Host Entities
Summary Community Estimated Cost ($ USD) Tafileh Al Hasa $8,681 Bseira $8,093 Ein Al Beyda $9,158 HTM $7,994 Irbid Mo'ath bin Jabal $6,908 No'aimeh $8,734 Ramtha (Jalama & Dabbet $7,294 Nimmer) Al Taybeh $7,530 Al Wasatyeh $6,419 Yarmouk $6,655 Khalid Bin Al Waleed $9,113 Mafraq Al Sarhan $8,921 Hay Al Janoubi $9,958 Hosha $8,524 Hay Al Hussein $8,823 Sabha $7,812 Al Salhyeh $7,035 Um Aljmal $9,606
Estimated Total Cost: $147,260
Quarterly Report: USAID CEP P 106/168 October 1, 2017 – December 31, 2017
Al Hasa Youth Center
# Item Quantity Unit price Total price 1 Office Desks 2 120 240 2 Office Chairs 2 70 140 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Air Conditioner (2 ton) 2 800 1600 7 Chrome Chairs 15 15 225 8 Printer (multifunction) 1 300 300 9 Flip Chart Stand 1 70 70 10 Storage Cabinets 1 120 120 As per Standardized Stationery 11 Stationery 250 250 Package Tab 12 Meeting Room Chairs 10 50 500 13 Tables 1 350 350 14 Camera 1 250 250
Hot Water / Coffee Dispenser 1 15 80 80 16 Water Cooler 1 80 80 17 Refrigerator (Full-sized) 1 700 700 18 Curtains 2 33 66 Total JOD 6146 Maximum JOD 7080 Difference -934 Total $ USD $8,681
Quarterly Report: USAID CEP P 107/168 October 1, 2017 – December 31, 2017
Bseira Municipality
# Item Quantity Unit price Total 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Meeting table 1 350 350 4 Meeting Chairs 14 50 700 5 Data Show 1 450 450 6 Data Show Screen 1 125 125 7 Laptop 1 600 600 8 Air Conditioner (2 ton) 2 800 1600 9 Printer (multifunction) 1 300 300 10 Flip Chart Stand 1 70 70 11 Storage Cabinets 1 120 120 As per 12 Standardized Stationery Package Stationery 250 250 Tab 13 Camera 1 250 250 14 Hot Water / Coffee Dispenser 1 80 80 15 Water Cooler 1 80 80 16 Curtains 5 33 165 17 Carpeting per m² 40 10 400 Total JOD 5730 Maximum JOD 7080 Difference -1350 Total $ USD $8,093
Quarterly Report: USAID CEP P 108/168 October 1, 2017 – December 31, 2017
Ein Al Beyda Local Community Development Center
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Meeting table 1 350 350 4 Meeting Chairs 15 50 750 5 Laptop 1 600 600 6 Air Conditioner (2 ton) 2 800 1600 7 Printer (multifunction) 1 300 300 8 Flip Chart Stand 1 70 70 9 Storage Cabinets 1 125 125 As per 10 Standardized Stationery Package Stationery 250 250 Tab 11 Camera 1 250 250 12 Hot Water / Coffee Dispenser 1 80 80 13 Curtains 3 33 99 14 Carpeting per m² 182 10 1820 Total JOD 6484 Maximum JOD 7080 Difference -596 Total $ USD $9,158
Quarterly Report: USAID CEP P 109/168 October 1, 2017 – December 31, 2017
Tafileh Youth Center
Total # Item Quantity Unit price price 1 Office Desks 2 120 240 2 Office Chairs 2 70 140 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Meeting table 1 350 350 6 Meeting room chairs 15 50 750 7 Laptop 1 600 600 8 Desktop PC 1 500 500 9 Air Conditioner (2 ton) 1 800 800 10 Printer (multifunction) 1 300 300 11 Flip Chart Stand 1 70 70 12 Storage Cabinets 2 120 240 As per 13 Standardized Stationery Package Stationery 250 250 Tab
14 Hot Water / Coffee Dispenser 1 80 80 15 Curtains 5 33 165 16 Carpeting per m² 60 10 600 Total JOD 5660 Maximum JOD 7080 Difference -1420 Total $ USD $7,994
Quarterly Report: USAID CEP P 110/168 October 1, 2017 – December 31, 2017
Mo'ath Bin Jibal Municipality
# Item Quantity Unit price Total price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Desktop PC 1 500 500 4 Air Conditioner (2 ton) 1 800 800
5 Meeting Room Chairs 20 50 1000
6 Printer (multifunction) 1 300 300 7 Flip Chart Stand 1 70 70 8 Storage Cabinets 3 120 360
Standardized As per 9 250 250 Stationery Package Stationery Tab 10 Tables 1 350 350 Hot Water / Coffee 11 1 80 80 Dispenser Refrigerator (Full- 12 1 750 750 sized) 13 Curtains 2 33 66 14 Wall fans 5 25 125 White Board (2m x 15 1 50 50 1m) Total JOD 4891 Maximum JOD 7080 Difference -2189 Total $ USD $6,908
Quarterly Report: USAID CEP P 111/168 October 1, 2017 – December 31, 2017
Al No'aimeh Forum
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Air Conditioner (2 ton) 3 800 2400 7 Chrome Chairs 100 15 1500 8 Printer (multifunction) 1 300 300 9 Flip Chart Stand 1 70 70 10 Storage Cabinets 1 120 120 As per Standardized Stationery 11 Stationery 250 250 Package Tab Hot Water / Coffee 12 1 80 80 Dispenser 13 Curtains 3 33 99 Total JOD 6184 Maximum JOD 7080 Difference -896 Total $ USD $8,734
Quarterly Report: USAID CEP P 112/168 October 1, 2017 – December 31, 2017
Ramtha Municipality
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Small table 6 60 360 4 Meeting room chairs 20 50 1,000 5 Laptop 2 600 1,200 6 Air Conditioner (2 ton) 1 800 800 7 Printer (multifunction) 1 300 300 8 Flip Chart Stand 1 70 70 9 Storage Cabinets 1 120 120 10 Metal Filing Cabinet 1 100 100 As per 11 Stationery Stationery 250 250 Tab
12 Hot Water / Coffee Dispenser 1 80 80 13 Curtains 8 33 264 14 water cooler 1 80 80 15 Sound system (Small) 1 350 350 Total JOD 5,164 Maximum JOD 7,080 Difference -1,916 Total $ USD $7,294
Quarterly Report: USAID CEP P 113/168 October 1, 2017 – December 31, 2017
Al Taybeh Municipality
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Desktop PC 1 500 500 7 Air Conditioner (2 ton) 1 800 800 8 Chrome Chairs 50 15 750 9 Printer (multifunction) 1 300 300 10 Flip Chart Stand 1 70 70 11 Storage Cabinets 1 120 120 12 Metal Filing Cabinet 1 90 90 As per Standardized Stationery 13 Stationery 250 250 Package Tab Hot Water / Coffee 14 1 80 80 Dispenser 15 Water Cooler 1 80 80 16 Refrigerator (small-sized) 1 400 400 17 Curtains 2 33 66 18 Carpeting per m² 36 10 360 19 Wall fans 2 25 50 20 White Board (2m x 1m) 1 50 50 Total JOD 5331 Maximum JOD 7080 Difference -1749 Total $ USD $7,530
Quarterly Report: USAID CEP P 114/168 October 1, 2017 – December 31, 2017
Al Wasatyeh Municipality
Total # Item Quantity Unit price price 1 Office Desks 2 120 240 2 Office Chairs 2 70 140 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Desktop PC 1 500 500 7 Air Conditioner (2 ton) 1 800 800 8 Chrome Chairs 20 15 300 9 Printer (multifunction) 1 300 300 10 Flip Chart Stand 1 70 70 11 Storage Cabinets 1 120 120
Standardized Stationery As per 12 250 250 Package Stationery Tab 13 Tables 1 350 350 Hot Water / Coffee 14 1 80 80 Dispenser 15 Water Cooler 1 80 80 16 Metal Filing Cabinet 1 90 90 17 White Board (2m x 1m) 1 50 50 Total JOD 4545 Maximum JOD 7080 Difference -2535 Total $ USD $6,419
Quarterly Report: USAID CEP P 115/168 October 1, 2017 – December 31, 2017
Al Yarmouk Al Jadidah
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Air Conditioner (2 ton) 1 800 800 7 Meeting Room Chairs 20 50 1,000 8 Printer (Multifuntion) 1 300 300 9 Flip Chart Stand 1 70 70 10 Storage Cabinets 1 120 120 As per Standardized Stationery 11 Stationery 250 250 Package Tab 12 Tables 1 350 350 13 Hot Water / Coffee Dispenser 1 80 80 14 Water Cooler 1 80 80 15 Metal Filing Cabinet 1 90 90 16 Wall fans 1 25 25 17 White Board (2m x 1m) 1 50 50 18 Curtains 4 33 132 Total JOD 4,712 Maximum JOD 7,080 Difference -2,368 Total $ USD $6,655
Quarterly Report: USAID CEP P 116/168 October 1, 2017 – December 31, 2017
Malka Volunteer Association
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Laptop 1 600 600 4 Air Conditioner (2 ton) 4 800 3200 5 Waiting Room Chairs 8 45 360 6 Chrome Chairs 40 15 600 7 Printer (multifunction) 1 300 300 8 Metal Filing Cabinet 1 90 90 As per Standardized Stationery 9 Stationery 250 250 Package Tab Hot Water / Coffee 10 1 80 80 Dispenser 11 White Board (2m x 1m) 1 50 50 12 Curtains 4 33 132 13 Carpeting per m² 60 10 600 Total JOD 6452 Maximum JOD 7080 Difference -628 Total $ USD $9,113
Quarterly Report: USAID CEP P 117/168 October 1, 2017 – December 31, 2017
Northern Badia Society for Community Enhancement
Total # Item Quantity Unit price price 1 Office Desks 2 120 240 2 Office Chairs 1 70 70 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Desktop PC 1 500 500 7 Meeting Room Chairs 17 50 850 8 Chrome Chairs 25 15 375 9 Printer (multifunction) 1 300 300 10 Flip Chart Stand 1 70 70 11 Storage Cabinets 3 120 360 12 Metal Filing Cabinet 1 90 90 As per 13 Standardized Stationery Package Stationery 250 250 Tab 14 Tables 2 350 700 15 Hot Water / Coffee Dispenser 1 80 80 16 Water Cooler 1 80 80 17 Refrigerator (Full-sized) 1 700 700 18 Curtains 2 33 66 19 Carpeting per m² 36 10 360 20 White Board (2m x 1m) 1 50 50 Total JOD 6316 Maximum JOD 7080 Difference -764 Total $ USD $8,921
Quarterly Report: USAID CEP P 118/168 October 1, 2017 – December 31, 2017
Mafraq Youth Club
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Data Show 1 450 450 4 Laptop 1 600 600 5 Air Conditioner (2 ton) 4 800 3200 6 Meeting Room Chairs 12 50 600 7 Chrome Chairs 50 15 750 8 Storage Cabinets 1 120 120 9 Metal Filing Cabinet 1 90 90 10 Tables 2 350 700 11 Sound system (Small) 1 350 350 Total JOD 7050 Maximum JOD 7080 Difference -30 Total $ USD $9,958
Quarterly Report: USAID CEP P 119/168 October 1, 2017 – December 31, 2017
Al Hamra Sports Club
Total # Item Quantity Unit price price 1 Office Desks 2 120 240 2 Office Chairs 2 70 140 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Mobile Air Conditioner (2 ton) 1 800 800 7 Meeting Room Chairs 12 50 600 8 Chrome Chairs 100 15 1500 9 Printer (multifunction) 2 300 600 10 Flip Chart Stand 1 70 70 11 Storage Cabinets 1 120 120 12 Metal Filing Cabinet 1 90 90 As per 13 Standardized Stationery Package Stationery 250 250 Tab 14 Tables 1 350 350 15 Wall fans 4 25 100 Total JOD 6035 Maximum JOD 7080 Difference -1045 Total $ USD $8,524
Quarterly Report: USAID CEP P 120/168 October 1, 2017 – December 31, 2017
Al Hussein Sports Club
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Desktop PC 1 500 500 7 Air Conditioner (2 ton) 1 800 800 8 Meeting Room Chairs 12 50 600 9 Printer (multifuntion) 1 300 300 10 Flip Chart Stand 1 70 70 11 Storage Cabinets 1 120 120 As per 12 Standardized Stationery Package Stationery 250 250 Tab 13 Tables 2 350 700 14 Hot Water / Coffee Dispenser 1 80 80 15 Water Cooler 1 80 80 16 Metal Filing Cabinet 1 90 90 17 Wall fans 2 25 50 18 White Board (2m x 1m) 1 50 50 19 Curtains 4 33 132 20 Carpeting per m² 36 10 360 21 Refrigerator (Full-sized) 1 700 700 Total JOD 6247 Maximum JOD 7080 Difference -833 Total $ USD $8,823
Quarterly Report: USAID CEP P 121/168 October 1, 2017 – December 31, 2017
Sabha Youth Center
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Air Conditioner (2 ton) 1 800 800 7 Chrome Chairs 50 15 750 8 Printer 1 300 300 9 Flip Chart Stand 1 70 70 10 Storage Cabinets 1 120 120 As per 11 Standardized Stationery Package Stationery 250 250 Tab 12 Tables 2 350 700 13 Camera 1 250 250 14 Hot Water / Coffee Dispenser 1 80 80 15 Water Cooler 1 80 80 16 Refrigerator (Full-sized) 1 700 700 17 Curtains 2 33 66 Total JOD 5531 Maximum JOD 7080 Difference -1549 Total $ USD $7,812
Quarterly Report: USAID CEP P 122/168 October 1, 2017 – December 31, 2017
Salheyah wa Nayfeh Municipality
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Data Show 1 450 450 4 Data Show Screen 1 125 125 5 Laptop 1 600 600 6 Air Conditioner (2 ton) 1 800 800 7 Chrome Chairs 30 15 450 8 Printer 1 300 300 9 Flip Chart Stand 1 70 70 10 Storage Cabinets 1 120 120 As per 11 Standardized Stationery Package Stationery 250 250 Tab 12 Tables 2 350 700 13 Hot Water / Coffee Dispenser 1 80 80 14 Water Cooler 1 80 80 15 Refrigerator (Full-sized) 1 700 700 16 Curtains 2 33 66 Total JOD 4981 Maximum JOD 7080 Difference -2099 Total $ USD $7,035
Quarterly Report: USAID CEP P 123/168 October 1, 2017 – December 31, 2017
Child Care Association
Total # Item Quantity Unit price price 1 Office Desks 1 120 120 2 Office Chairs 1 70 70 3 Data Show Screen 1 125 125 4 Laptop 1 600 600 5 Air Conditioner (2 ton) 4 800 3200 6 Chrome Chairs 100 15 1500 7 Printer 1 300 300 8 Flip Chart Stand 1 70 70 9 Storage Cabinets 1 120 120 As per 10 Standardized Stationery Package Stationery 250 250 Tab 11 Round Tables (Plastic) 10 30 300 12 Hot Water / Coffee Dispenser 1 80 80 13 Curtains 2 33 66 Total JOD 6801 Maximum JOD 7080 Difference -279 Total $ USD $9,606
Quarterly Report: USAID CEP P 124/168 October 1, 2017 – December 31, 2017
Standardized Stationary Package
Item Description Quantity Unit Price Total A4 Notebook 200 0.3 50 A4 Paper ( White ) 500 Sheets 12 1.9 22 A4 Colored plain paper-different colors 6 3.3 20 A5 Note cards-different colors 6 2.0 12 Binder clips ( Large ) 2 0.7 1 Binder clips ( Medium ) 2 0.5 1 Binder clips ( Small ) 2 0.3 1 Box file – Big (Best Quality Only) Preferably Oxford Brand 24 1.0 24 Calculator - Preferably Casio or Best Brands Only - 2 7.2 14 Correction pen (PKG) 4 0.6 2 Dividers (different colors) - Carton 24 0.2 5 Flip Chart Note book (15 Paper each booklet at least) 12 1.5 17 Folders with bottom to close (different colors) 30 0.2 5 Glue stick 4 0.2 1 High lighter with different colors 12 0.2 2 Marker pen ( for white board ) – different colors - Permanent - Sharp 60 0.2 12 head Marker pen ( for white board ) – different colors - Temporary - Sharp 60 0.2 12 head Paper clips ( Large ) 2 0.4 1 Paper clips ( Medium ) 2 0.2 0.4 Paper tape (Masking tape) 12 0.2 2 Pen (Best Quality Only) Preferably BIC Brand 200 0.1 24 Post it notes ( Medium ) 6 0.2 1 Post it notes- Large 6 0.3 2 Post it notes-Small 6 0.1 1 Scotch tape/ Big Size 6 0.2 1 Scotch tape/ Small Size 12 0.1 1 Staple remover 2 0.2 0.4 Super glue 6 0.2 1 Tape dispenser 2 0.9 2 U shape plastic file 4 1.8 7 White board cleaner 2 2.3 5 Total Cost 250
Quarterly Report: USAID CEP P 125/168 October 1, 2017 – December 31, 2017
Annex 9: Youth Stakeholder Dialogue Workshop
USAID Community Engagement Project Youth Stakeholder Dialogue Workshops
1. USAID CEP General Approach The USAID Community Engagement Project (USAID CEP) is a $50 million, five year project implemented by Global Communities in partnership with the Jordan River Foundation (JRF). Currently in the last year of implementation, the Project operates in 20 communities across the Governorates of Irbid, Mafraq, Tafileh, and Ma’an.
The goal of USAID CEP is to leave behind stronger, more cohesive and resilient partner communities. This will be achieved by working through and building the capacity of community enhancement teams (CETs) and select municipal and local government entities to establish community engagement mechanisms that will be sustained beyond the life of the project. Utilizing these mechanisms as dialogue platforms to assist communities in engaging with each other horizontally and connecting to their municipalities and local government entities vertically, USAID CEP will leave behind communities capable of:
• Engaging in a continuous, conflict-sensitive, participatory process of community-driven identification and prioritization of stressors • Developing immediate and long-term solutions by accessing available resources through collaboration and partnerships with relevant stakeholders (including informal leaders) • Utilizing effective and transparent communication mechanisms in support of increased community cohesion
In order to achieve its overall goal, USAID CEP works closely with CETs and identified local stakeholders on prioritizing and designing interventions supported through grants for quick impact. Initially, the interventions focused on alleviating the immediate negative impact of the Syrian refugee crisis on host communities. As the project matured and USAID CEP’s relationships with its partner communities deepened, the focus of the project shifted to long term stressors and, most recently, threats to cohesion (TTCs). Throughout implementation, USAID CEP’s partner communities were incentivized to focus on both youth and gender issues their communities were facing.
In Year 4, USAID CEP provided all CETs with a training about conflict management and mitigation (CMM), followed by a TTC mapping exercise. The results of the TTC mapping fed into the design of the last round of CET projects. As the design of applications advanced, it became evident that youth represent dominant, cross-cutting concern for USAID CEP communities. Of the 23
Quarterly Report: USAID CEP P 126/168 October 1, 2017 – December 31, 2017
community-prioritized TTCs, 16 relate to youth and include the following specific conflict dynamics:
Youth marginalization Girls’ harassment Tense police relations Street fights Drugs Radicalization Tribal conflict School violence Syrian-Jordanian tension
Fifteen out of 20 Year 4 CET projects focus on alleviating youth-related TTCs. In stakeholder discussions conducted during the design phase, a vast majority of the above listed conflict dynamics were associated with a lack of opportunities for positive engagement and inadequate service provision through relevant youth-related entities. This then leads to a sense of disenfranchisement of youth and “negative behaviors” – in particular male youth – as they seek to find ways to occupy their spare time.
Although Jordan does have a pretty robust network of youth centers and youth clubs, very often they are poorly equipped and as a result struggle providing services. This creates frustrations and tension between the community members and relevant entities, such as youth directorates and youth center and club leadership.
The combined volume of lessons learned and experiences garnered through implementation of these and other USAID CEP activities will serve as an effective platform to bring together community-members and relevant national and local stakeholders, such as the Ministry of Youth, youth center and youth club leadership, All Jordan Youth Commission, and others to come together in a practical, workshop-style venue to commit to actions and coordination moving forward.
2. Youth Stakeholder Dialogue Background As per USAID CEP’s Year 5 Implementation Plan, the initial goal developed for the youth dialogues focused on USAID CEP lessons learned, its sustainability framework, and exit strategy. However, as USAID CEP embarked on preparation meetings with the Ministry of Youth (MOY), USAID, and USAID’s Youth Power project, it became apparent that on-going MOY activities presented a unique window of opportunity for the project to tweak the design of the dialogues to more squarely align itself with Government of Jordan (GOJ) efforts to tackle the challenges youth are facing. Most
Quarterly Report: USAID CEP P 127/168 October 1, 2017 – December 31, 2017
notably, these included the finalization of the National Youth Strategy and the development of 2018 work plans for Directorates of Youth (DOY) and Youth Centers (YC). National Youth Strategy: The recently re-formed Ministry of Youth (MOY) was in the process of putting the final touches on the National Youth Strategy under the patronage of the Crown Prince of Jordan. The strategy rests on six pillars. Implemented and coordinated through the existing infrastructure of youth centers, the strategy relies heavily on partnerships with other relevant stakeholders and institutions. The pillars are as follows: • Educational: Aiming at giving youth more knowledge, computer, math, and English Language workshops will be held through the youth centers and in partnership with universities such as the Hashemite University, the Knowledge Stations operating under the Ministry of Communication and Information Technology, in addition to teachers from the Ministry of Education. • Arts, Music, Theater, Painting, and Recreational Sports: Through these activities, the MOY plans to enhance appreciation of culture within youth. Many courses will be implemented by the MOY through the youth center infrastructure. • Vocational Training: vocational training workshops are given to youth in coordination and cooperation with the Vocational Training Corporation, the National Employment and Training Corporation, and Vocational CBOs. • Building life skills, entrepreneurship, and volunteer skills: The Ministry has conducted workshops and training courses for youth that focused on building their capacities, in cooperation with different CBOs and NGOs. Recently, an agreement was signed with The Crown Prince Foundation (Haqqiq Initiative) for this purpose. • Protecting youth to combat extremism, violence, and drugs: The Ministry has established many partnerships with the Ministry of Culture, Ministry of Awqaf, Public Security, Al Maarej Institute, and Universities. Although the MOY included significant outreach efforts in the process of drafting the strategy, the MOY did not connect the pillars defined in the strategy to the annual work planning process. The MOY recognized this as a gap that would make the achievement of the higher-level strategic goals more difficult. 2018 Work Plans: Like all government agencies, the MOY develops annual work plans that follows the calendar year. The process, initiated in the Fall of 2018, is scheduled for completion in December. The work plans are usually developed following an official request sent out to all DOYs through official channels. The request provides neither instructions on how to develop the work plan, nor sets expectations for youth or stakeholder participation in the process. With each DOY left to its own devices, the MOY is potentially missing the opportunity to implement one of the key best practices in youth programming: the early engagement and involvement of youth in the design of activities.
Quarterly Report: USAID CEP P 128/168 October 1, 2017 – December 31, 2017
3. Youth Stakeholder Regional Dialogue Agenda USAID CEP, JRF and MOY designed an agenda for the regional youth stakeholder dialogues keeping in mind the need to: • Connect the pillars defined in the draft National Youth Strategy to the MOY’s annual work planning process • Ensure early engagement and involvement of youth in the design of activities that will impact youth In order to achieve this, USAID CEP, JRF and MOY agreed that MOY will first present an overview of the MOY’s work plan and pillars. Next, USAID CEP, JRF and MOY staff will co-facilitate break-out group discussions with stakeholder to gather input on types of activities that could be implemented under each of the pillars. The detailed agenda is presented below:
Time Activity Notes
9:30 – 10:00 Arrival and Registration
Welcome and overview of the • Overview of the agenda, goals, and objectives of 10:00 – 10:15 workshop the workshop
• Focus on the importance of community and 10:15 – 10:30 Key stakeholder welcoming address youth engagement
• Overview of the Youth Strategy 10:30 – 11:00 MOY Presentation • Q&A Activity: What type of activities should • Break-out groups based on the six National 11:00 - 12:15 be carried out based on the overall Youth Strategy pillars framework of 2018 activity plans? • Report out
12:15 - 12:30 Break
Activity: How can youth participation in In break-out groups, collect any additional designing the activities and how to 12:30 - 13:45 input open new communication channels with the local community? Report out Introduction to national conference 13:45—14:00 Next steps & Close Selection of attendees Mechanism for information sharing
14:00 – 15:00 Lunch
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USAID CEP, JRF and MOY agreed to hold three regional stakeholder dialogues as per the following schedule:
• Mafraq, on the 5th of November • Irbid, on the 7th of November • Tafileh (with Ma’an), on the 9th of November Each workshop targeted between 150-200 participants, drawing from a pool of youth1, community members, and youth stakeholders in each locality. Anticipated stakeholders include: • CET members • Youth male/female council members formed under USAID CEP projects • Directorate of Youth representatives • Youth Club and Center representatives • Security Department and Community Police representatives • Governorate (MOI) Representatives • MOY Governorate Representatives • Youth-focused CSOs and In preparation for the regional dialogues, the following steps took to place: • Formal letter were sent to the DOYs from the MOY • Invitation letters were sent to three governors ( Irbid , Mafraq and Tafileh) • Invitation letters were sent to DOY through MOY this were sent to 4 areas • Orientation visits were conducted in all three governorates to develop criteria for youth representation in the event, identify challenges and solutions for mobilization of participants, and determine the best locations for the events To ensure successful implementation of the dialogues, USAID CEP worked with the MOY to identify the appropriate number of facilitators, as per the table below regards the regional
Table 1: Overview of allocated facilitators and co-facilitators per organization Area Total # of facilitators DOY MOY USAID- CEP JRF Mafraq 24 7 4 9 4 Irbid 22 2 5 12 3 Tafileh 19 6 5 4 4
1 USAID CEP implements activities with a variety of stakeholders, including schools. As a result, the project has engaged youth of all ages. However, for participation in the CET the project requires at that all members are of a legal age as they are expected to partake in decision-making and must be able to take action within their community. As a result, youth CET members are between the ages of 18 – 30; this definition is likewise applied to this activity.
Quarterly Report: USAID CEP P 130/168 October 1, 2017 – December 31, 2017
On November 2, 2017, JRF organized a 4 hour orientation session for the identified facilitators. Unfortunately, not all of the DOY showed up only 4 from Mafraq 4 from Irbid and 4 MOY facilitators; most notably, none of the pre-selected facilitators from Tafileh came for the orientation despite MOY’s direct invitation. In addition, the orientation session more challenging than anticipated as DOY staff used the opportunity to voice grievances against MOY. Mostly, DOY staff complained about a paralyzing lack of resources, coupled with perceptions of MOY’s highly centralized, opaque systems. While JRF was able to control the discord among participants to successfully complete the orientation session, the experience did indicate a center-to-periphery challenge the Ministry appears to be facing. To overcome the lack of representation from Tafileh, JRF immediately secured commitment and support from the MOY to organize an additional facilitator orientation a few days prior to the workshop in Tafileh. The orientation was subsequently successfully implemented on the 8th of November 2017.
4. Youth Stakeholder Regional Dialogues: Participation by numbers A total of 556 participants were engaged through the three Regional Youth Stakeholder Dialogues. The breakout per gender and age group is presented in the visual below:
300
250 No Age group 200 50+ 150
100 30-49
50 18-29
0 (10-17) Female Male
A majority of participants were youth, mostly 18-29 in age. More females participated in the events. It is consistent with our experience under USAID CEP that female engagement is easier to secure. In addition, also consistent with USAID CEP’s experience, a portion of participants generally do not provide information about their age. While in some instances this is a simple omission, more often than not participants are reluctant to provide their age.
Quarterly Report: USAID CEP P 131/168 October 1, 2017 – December 31, 2017
In addition, 21% out of 556 participants were from CETs and/or youth and women’s councils, 25% was from DOY & MOY, 10% of them where from CBO’s, and 17 % of them were local community members. Of the total number of participants, 17% did not list an affiliation to a specific group.
In the visual below, we present the breakout of participants by governorate and gender.
Number of participants by Governorate
136
200
76 60 216 88 112
116 100
TOTAL MALE FEMALES Irbid Mafraq Tafileh
Participation was high and matched expectations. Of the total number, 52% of the participants were female.
Main outcomes and observations. Overall, all participants and stakeholders were quite engaged. Based on anecdotal evidence and conversations with participants, youth expressed appreciation for and saw the benefit of the dialogues and continued engagement. However, it was noted that engagement levels of youth in Mafraq and Tafileh were higher, mirroring the engagement levels of the Directorates of Youth and youth themselves. This is particularly true in Mafraq where the Directorate paid particular attention to inviting active youth center members to augment USAID CEP’s efforts. The dialogue in Irbid was less engaging and the Directorate of Youth staff did not attend the entire event. In Tafileh, the initial slow response by the Directorate during the planning phase of the dialogues was addressed by the Ministry itself. In addition, there was a chance that the Minister might attend the event which spurred on the Directorate to engage even more. The Ministry of Youth was present at all events, and remained engaged throughout. In addition, the age demographics also appear to have played a role. Youth took the lead in Mafraq and in Tafileh. In Irbid, unfortunately, adults appeared to take over the conversation. This is in part due to the poor of mobilization of youth through the directorates, and in part due to the presence of a larger number of adults – in particular CET members who appear to have dominated the conversation in several break out groups.
Quarterly Report: USAID CEP P 132/168 October 1, 2017 – December 31, 2017
5. Mafraq Youth Dialogue: Overview of findings The Mafraq Youth Dialogue took place on November 5, 2017. This was the first regional dialogue implemented and set the bar high for the rest. In preparation for the dialogue, the Directorate of Youth was very active and supportive, working effectively to mobilize the right youth and support the entire process. A total of 200 participants attended, of which 56% were female and 51.5% were between 16-29 years of age. Participants were divided in to 18 facilitated working groups.
Participants were highly engaged throughout the workshop. During the report out, a majority of the groups nominated a youth participant to present the group.
The participants recommended the following activities under the Health Pillar:
Topics Description of the activity Age group Partners
• Awareness session (parents, youth)
• Interactive plays General Security, Drug Control Centers, • stories of a former addict Health Center, Ifta Department, Schools Addiction, HIV, • Sports day to raise awareness of the Above 18 , Artists Syndicate, Directorate of drugs damage of drugs Culture, universities, Ministry of • Silent plays about awareness of drug Endowments damage and sexually transmitted diseases
• Physical Activity (Physical Collar) • Sports Championships • Health program and interactive theater Ministry of Education, Health Centers, • Physical Activity and Fitness classes Physical activity Above 12 Sports Clubs Community and charitable • Adventure and challenging activities youth societies, fields of adventure and camps challenge • Organizing a suburban race • Healthy life style ( eating healthy)
Reproductive • Documentary 15-18 Health center, organizations, family Health (early • Lectures protection marriage)
People with • Integration of disabled people in the Centers for handicap, Ministry of Above 10 Disabilities community Health
• An educational workshop on mental health 15-20; Directorate of Health Associations of Mental health and available services 16-30 Social Affairs
Chronic • Cancer awareness raising Above 18; Youth Centers, Ministry of Health, Diseases • Awareness campaigns about breast cancer 12-35 Associations, Health Organizations, And breast • Lectures about diabetes, hypertension, regards the Erada, Ministry of Youth Cancer etc. topic
Quarterly Report: USAID CEP P 133/168 October 1, 2017 – December 31, 2017
The participants recommended the following activities under the Education &Training Pillar:
Topics Description of the activity Age group Partners • Professional training,( Sewing, Ceramics, Recycling, Beautification) 6 months • Training course on traditional Directorate of Education, Training Centers Vocational Above 18 handicrafts Development and Employment Fund, Youth training 17-30 • Arts and Crafts ( drawing ) Centers, Vocational schools • Hand tools (engraving on glass, embossing, clay, recycling) • Handcraft Talal Abu-Ghazaleh, Youth Organization, • English courses Universities, Ministry of Higher Education, public • Teaching English English and Universities, Local Community, • Computer Courses (ICDL) 12-28 Computer skills Ministry of Education, International Organizations, • Maintenance courses for Vocational Training, Vocational Schools, Youth electronic devices Centers, Training Organizations • Debates Al-Mafraq Youth Center (Injaz Center, Youth • Communication Skills training Authority), Mahatet al Maarafeh, , Youth Center, Soft Skills • Leadership training 12-35 Jahat Jordan, Vocational Training Center, Ministry • Social Cohesion Activities of Tourism and Antiquities, Cultural Forum, Creativity training Director of Youth Mafraq
The participants recommended the following activities under the Entrepreneurship Pillar:
Age Topics Description of the activity Partners group • Project management • Course about analysis of the labor market, the Chamber of Trade and Industry - Vocational course of management of small and medium Training, Talal Abu-Ghazaleh, Universities, projects, economic feasibility study Jordan Youth Foundation, Jordan River PMP 16-30 • Youth initiatives (restoration, painting and repair of Foundation, Zain Zinc, Jordan River electricity) Foundation, UNDP, Save the Children, • Management of small and medium projects, USAID feasibility study • Workshops on elimination of culture of shame • Establish My own job (Tailoring Center) • Provide training courses for young people, Charities, CBOs, INGOs, NGOs, specialized in entrepreneurship Abdul Hamid Shoman Foundation, • How to market yourself according to the needs of Municipalities, Ministry of Education, Work the labor market 18-35 Ministry of Youth Tailoring for Female Entry • Marketing and attracting funds Training, Ministry of Labor, Ministry of • Labor market skills Development (Women's Cooperative • Sustainability development Societies), Youth centers, Ministry of Labor, • Recruitment of innovation and creativity to keep pace with the labor market cycle
Quarterly Report: USAID CEP P 134/168 October 1, 2017 – December 31, 2017
The participants recommended the following activities under the Citizenship and Participation Pillar:
Age Topics Description of the activity Partners group Consumer Organizations, Building Material Stores, Health Directorate, Youth Centers, • Volunteer Day Cultural Centers , Directorate of Education, • Volunteer activities, maintenance of mosques, Police Directorate, Directorate of planting tree, painting of sidewalks, houses Volunteer Above 12 Agriculture, Municipality, Directorate of renovation Endowments, JRF, Youth Centers, Clothing • Voluntary work for vulnerable families Bank , Tkiyet Um Ali , Charitable • Field visits to special centers Organizations, International Organizations, Princess Basma Center, Donors, and local community Local community, USAID, International Above 12 Organizations, Charitable Associations, National Local • National Days and Religious Holidays Health Directorate, Youth Centers , days Community Cultural Centers , Directorate of Education Youth Camps ,nurseries, • Activating youth parliament • Youth empowerment courses • Reading for All Initiatives Above 14 Youth Centers , Cultural Centers • Administrative committees • To held conference held to talk about the rule of law
It is important to note that the Mafraq youth participants appeared to view “volunteering” as a form of income. Their expectation was to receive some form of payment for volunteering, be it transportation allowance, a meal, or stipend for the day. This could be a reflection of several factors: 1) Unemployment rates may be high; 2) There are a lot of humanitarian aid organizations in Mafraq that pay for “volunteering” which sets a precedent and distort perceptions.
The participants recommended the following activities under the National Safety Pillar:
Age Topics Description of the activity Partners group • Confronting violence and extremism • Training about crisis management and violence Above 17 • Periodic sessions and awareness sessions about violence and extremism Ministry of Endowments, Local community, • Intensive seminars on violence and extremism Ministry of Interior Violence • Protection of public property, extremism, Jordan River Foundation, Directorates of the and violence, terrorism Ministry of Education, USAID extremism • Raising the awareness of the community about Center for Community Peace, Public Security public safety and how to deal with it and prevent Directorate these crises Ministry of Youth • Youth peacemakers and youth committees monthly activity Above 12 • Dealing with differences • Culture of dialogue (respect opinion and Youth Centers, Jordan River Foundation , Dialogue 15-35 apposite opinion) Talal Abu-Ghazaleh
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• Dialogue session ( interactive session after a Family Protection Associations , Ministry of short film) Endowments • Drawing Mural under the name what is our Schools , Associations , Human Rights identity • Ethical systems in the community( to teach it for the youth ) Ministry of Education, Ministry of Youth, • how to learn to be part of a team( training for Charities young youth) Youth Center, Jordan River, Talal Abu- Courses • Awareness on importance of the volunteer work( Ghazaleh to be held in schools) Public Security, youth centers, associations, • Culture of dialogue Ministry of Information • Peaceful marches, one day activity • Community action initiatives serve citizenship
The participants recommended the following activities under the Talent and Creativity Pillar:
Age Topics Description of the activity Partners group • Painting courses on glass • Self-expression • A course in drawing and plastic art • Sculpture and Composition Course • Poetry and public speaking competitions • Open theater days with the Princess Haya Center Universities, Colleges of Music, Ministry of and related parties Culture, Ministry of Education, Ministry of Art and • Hand letter Above 12 Youth, Civil society institutions, youth Drama • Art competitions centers, education directorate, civil society, • The work of technical teams specialized in Community, youth centers, media. Jordanian expertise • Project of the integration of youth in political development • Open day / Exhibitions to highlight the folklore and heritage in Mafraq Governorate • Activities to showcase talent, evenings, plays, work teams art • Cultural Week • Music • National poetry • Best national song contests Music and Ministry of Youth, Jordan River Foundation, • National Theater Drama effort, Princess Basma Centers, USAID • Creative Festival • Interactive plays • Form Dabkeh band • Theatrical presentations - Literature - Poetry - Articles • Courses and musical instruments heritage • Work an open day to highlight the talents of young people in music, antiques and makeup • Holding competitions in the fields of creativity Creativity • Lab for gaming industry and applications • Emerging Illustrators • Contests in creativity • Courses on talent development • Creative Creativity Contests • Creative competitions
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6. Irbid Youth Dialogue: Overview of findings The Irbid Youth Dialogue took place on November 7, 2017. The Irbid Directorate of Youth appeared less interested and engaged in the dialogue. Although a total of 216 participants attended (of which 1116 were male and 100 were female), the percentage of youth participants was lower. Since not all of the planned Directorate of Youth facilitators showed up, JRF and USAID CEP were forced to merge groups. Unlike in Mafraq, and probably because of the lower participation of youth, the participants were not as engaged.
The participants recommended the following activities under the Health Pillar:
Age Topics Description of the activity Partners group General Security, Drug Control Centers, • Awareness session ( youth) Addiction, Above 18 Health Center, Schools , Artists Syndicate, • Raise awareness of the damage of drugs HIV, drugs Directorate of Culture, universities, schools • One week of Physical Activity or Fitness classes Civil Defense, Municipalities • Healthy life style ( eating healthy) Directorate of Health and Blood Bank Physical • Periodic examination at the youth centers Above 12 Jordan Youth Association Activity • Raise awareness about the importance of PA and Sports Clubs the effect on our well being Al - Hashemi Fund Chronic • Lectures about (Diabetes, blood presser …..) Above 18 Youth Centers, Directorate of Health Diseases
The participants recommended the following activities under the Education & Training Pillar:
Age Topics Description of the activity Partners group • Professional training Directorate of Education, Training Centers Vocational • Music courses Development and Employment Fund, Youth training • Centers, Vocational schools English • English courses for fresh graduate and drop out and students 12-30 Youth Center, Universities, Universities, Computer • Computer skills Courses Ministry of Education Youth Centers, Training skills • Organizations • Leadership training Soft Skills • Creativity training
The participants recommended the following activities under the Entrepreneurship Pillar:
Age Topics Description of the activity Partners group
Youth Chamber of Trade and Industry - PMP • Training about how to set a project Idea Vocational Training, Zain Zinc
Youth Ministry of Youth Ministry of Labor, Start • Training of Trainer working Banks working • Establish My own job at the Centers
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The participants recommended the following activities under the Participation & Citizenship Pillar:
Topics Description of the activity Age group Partners
• Volunteer Day (cleaning your hometown)
• Volunteer activities, maintenance of mosques,
planting tree, painting of sidewalks, houses Youth Centers, Cultural Centers, Directorate Volunteer 12-28 renovation of Education, local community • Voluntary work for vulnerable families • Field visits to special centers Youth and National Local • National Days event at the sport city Schools and University days Community
• Media Campaign
• Advocacy Youth Centers , Cultural Centers, initiative • plays 18-35 Parliament • A Fixed Youth Council within the Ministry of Youth, would be like the Parliament
The participants recommended the following activities under the National Safety Pillar:
Topics Description of the activity Age group Partners • Confronting violence and extremism Above 12 • Training about crisis management and Violence violence and • Plays and films about extremism, violence University , colleges , schools extremism and terrorism and their impact on Princess Basma Centers, USAID society. • To preserve the property of the Country • Awareness lectures to promote positive values among young people Local Youth Centers, • Dialogue session ( interactive session after a Dialogue Community Ministry of Endowments short film) Above 12 Schools , Associations Ministry of Education, Ministry of Youth, • Enhancing teamwork through sports and Charities Local Engagement artistic activities and youth initiatives. Youth Center, Public Security, associations, Community • Blood donation campaigns Local Community ,
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The participants recommended the following activities under the Talent & Creativity Pillar:
Topics Description of the activity Age group Partners
• Music courses, drawing
• Arabic calligraphy courses
• Workshops of self-expression Art and • Contests in the field of stories and poetry Above 12 Drama • Photography and Space, Short Films • An educational theater, and the preparation of sketches include
• I and my talent
• Bazaar for Talents
• Introducing specialized computer Talent programming courses on community issues • Spectacular scenes that address community issues.
6. Tafileh (with Ma’an) Youth Dialogue: Overview of findings The Tafileh Youth Dialogue took place on November 9, 2017. Participants included representation from the Ma’an Governorate as well. The Tafileh Directorate of Youth was initially not responsive. However, following an intervention from the Ministry – coupled with an announcement that the Minister might attend – the Directorate stepped up to the plate and assisted in the preparation of the dialogue effectively. A total of 136 participants attended the dialogue (60 male, 76 female), with 60% representation of youth. The participants were highly engaged.
The participants recommended the following activities under the Health Program:
Topics Description of the activity Age group Partners Directorate of Education - Municipality - • Awareness session ( youth) Youth Committees Addiction, Youth • Raise awareness of the damage of drugs British Institute - Jordan River UNICEF. HIV, drugs Vocational Training - USAID • One week of Physical Activity or Fitness classes • Healthy life style ( eating healthy) • Exploratory trips to adventures area. Above 12 Ministry of Education - Directorate of Social Physical • Periodic examination at the youth centers Development - Directorates of Health. Activity • First Aid Training Directorate of Education - Gym Centers. • Raise awareness about the importance of Above 15 Directorate of Health. PA and the effect on our well being • Conducting chess competitions between youth centers and clubs • An educational workshop on psychological Directorate of Health Associations of Social Psychological health Youth Affairs health • Conduct a weekly psychosocial support specialists initiative in collaboration Reproductive • Sessions about reproductive health. Youth Maternity Centers Health
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The participants recommended the following activities under the Education & Training Pillar:
Topics Description of the activity Age group Partners • Professional training, (Sewing, Ceramics, Recycling, Beautification) 6 months • Training course on traditional handicrafts • Arts and Crafts ( drawing ) • Hand tools (engraving on glass, embossing, clay, recycling) Directorate of Education, Training Centers Vocational Above 18 • Production kitchen Development and Employment Fund, Youth training 17-30 • A training workshop on the economic Centers, Vocational schools empowerment of women • Holding an exhibition to display the products of the food and vegetable centers and preparing a corner for displaying popular food. • English courses Tourism Department, Municipality, Youth English and • Computer Courses Centers, Community Organizations, Women's Computer • Encourage reading Computerization of Above 18 Committees, Women's Organizations, skills education Ministry of Youth, Ministry of Education • Maintenance courses for electronic devices
USAID - Hashemite Fund - Vocational
Training Centers. • Debates Professional training Centre. • Communication Skills training Islamic Center - Pioneers Development Soft Skills • Leadership and Creativity training Youth Center • Basic Life Skills Vocational training centers. • Book Club Ministry of Foreign Affairs - Foreign Institutes - Language Learning Centers.
The participants recommended the following activities under the Entrepreneurship Pillar:
Topics Description of the activity Age group Partners
• Training on solar energy • Training about how to set a feasibility study, so the youth could understand more how to Chamber of Trade and Industry - Vocational PMP set their project Youth Training • Workshop about marketing skills Zain Zinc • Empower young to manage • microbusiness
• Maintenance of electronic devices Youth Start • Awareness workshop on worker rights and Ministry of Youth Ministry of Labor, Banks working at working social security the Centers • E-Marketing Course
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The participants recommended the following activities under the Participation & Citizenship Pillar: Program of active participation and citizenship Topics Description of the activity Age group Partners • Restoration of houses • Best Volunteer Team Competition (each Municipality - Traffic Department - Public year) Field visits to special centers Works - Social Development - Directorate of Volunteer • photography Training which will be Youth Education - International Organizations in implement through volunteers Support of the Local Community - Private • Youth training parliaments (sessions and Sector dialogue sessions) • To celebrate all the national occasions Ministry of Finance - Ministry of National Youth which will let youth be more engage with Development - Ministry of Youth - all days 20-50 Year our national heritage government agencies. • Open day about creativity • To choose a Day for launching a youth initiative in Tafilah • Drawing murals on the wall of the mosque and the school Youth Centers , Cultural Centers Initiative Youth • Create Waiting Umbrellas Parliament • Establishing pedestrian corridors in front of schools and other institutions • Adventure and challenge field for scouts and guides
The participants recommended the following activities under the National Safety Pillar:
Topics Description of the activity Age group Partners • Confronting violence and extremism • Training about crisis management and Violence violence and • Plays and films about extremism, violence University , colleges , schools Above 12 extremism and terrorism and their impact on Princess Basma Centers, USAID society. • To preserve the property of the Country • Awareness lectures to promote positive values among young people. • A course in promoting the concepts of democracy. Local Youth Centers, • Set a National day to meet youth Dialogue Community Ministry of Endowments • An interactive theater to confront violence Above 12 Schools , Associations and extremism and promote a culture of dialogue and tolerance Ministry of Education, Ministry of Youth, Charities • Youth training parliaments (sessions and Local Engagement Youth Center, Public Security, associations, dialogue sessions) Community Local Community ,
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The participants recommended the following activities under the Talent & Creativity Pillar:
Topics Description of the activity Age group Partners Art and Non-traditional painting courses (stone Above 18 Ministry of Education - Cultural Centers - Recycle sculpture, rice drawing) Vocational Training. Recycling workshop and training Ministry of Communications - Information Work camp in Dhana for creativity and Technology Centers - Telecommunication highlight youth talents such as painting on Companies - Research Centers glass Establishing an Arts and Creativity workshop as a fixed session in each center Drama and Club movies in each center Above 15 Photography Formation of a team to singe folk songs and Poets dabaks which will preserve the national local community heritage Youth Clubs - Schools The formation of theater teams for the Ministry of Information - Artists Syndicate - centers Musical Institutes Poetry contests Universities - Civil society organizations. Creative camps Poetic evenings Creativity Contests about creativity for talents which will 18-25 Ministry of Culture - Technical Institutes. be evaluate through a committee composed Ministry of Youth - USAID - King Abdullah of specialized trainers, in collaboration with 17-35 Fund - Jordan River Foundation. schools to explore the talents of students. A robotics competition for young people Create a platform for creativity within youth centers
7. Enhancing Channels of Communication In order to better understand how youth can be engaged earlier in the design phase, as well as how to best communicate with them, the facilitators asked the groups to answer two questions. The responses presented below are a summary of all answers received in the three dialogue sessions.
A) How can youth participate in designing activities?
1. Provide youth with participation incentives, such as transportation allowance. 2. Provide certificates for activities to incentivize youth participation. 3. Form youth committees to represent the voices of youth. The committees would be responsible for planning and developing Youth Center annual and monthly plans. 4. Engage youth through Scout Camps, which cover young people's sports, cultural and social needs. 5. Engaging the youth in the Voluntary activities and initiatives.
B) How to open new communication channels with the local community?
1. Through Social Media. 2. Design promotional brochures to reach as many as possible. 3. Youth Centers should conduct regular meetings with the local community to share with them
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the activity plans on a monthly basis. 4. Distribution of questionnaires to local communities to measure their needs before and after implementation of the activity plans. 5. Youth Centers should plan and conduct entertainment activities and scientific trips.
C) How do we share the outcomes of the regional dialogues?
1. Through social media outlets. 2. On CET and DOY Facebook pages 3. On the MOY website.
D) Do you have any recommendations for the National Dialogue Workshop?
1. Invite all referenced ministries to the workshop to help build partnerships for the implementation of the proposed activities. 2. Put youth front and center, and allow them to present the outcomes from their respective governorates. 3. Assist youth in developing one main national plan that will be the reference to all youth centers 4. Move with the activity to the next level of implementation and to give the lead to the youth themselves. 5. Should share the Youth centers portfolio and guidelines with the youth in order to know their limits and potential opportunities
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Annex 10: Overview of Implementation Challenges and Adjustments Made
Type Challenge Impact Modifications CETs are becoming more Incentives for vocal about receiving 1) At this point, USAID CEP is not making any modifications to its approach. This relates particularly to the Hay Al volunteers paid by incentives and providing Janoubi and Hay Al Hussein CETs in Mafraq and has escalated over the course of the program year. other INGOs them for people engaged In the immediate aftermath of Trump's announcement concerning the status of Jerusalem, Jordanian citizens staged a Protests over number of protests throughout the country; in addition vague threats concerning working with US government entities Slowdown of activities in recent and subcontractors was also issued by a number of entities. In response USAID CEP postponed all project activities a few specific announcement originally scheduled to take place between December 6th and 9th. In addition all field travel by expatriate staff was communities due to concerning cancelled until further notice. Some low key activities began implementation on December 10th, with staff being security concerns Jerusalem status advised to heightened awareness of potential security issue. The week of December 17th saw a normalization of programming activities although travel to the field by expatriate staff was curtailed through the end of December. As other IPs, such as the CITIES and the Fiscal Reform projects, have begun ramping up their own activities, some Scheduling Potential rescheduling of scheduling conflicts have become apparent between the IPs. This is particularly noticeable in trainings scheduled for conflicts with events specific target audiences such as the GLDDs and MLDUs. USAID CEP has attempted to coordinate such trainings other IPs more closely with other IPs, particularly CITIES, resulting in the rescheduling of some upcoming activities.
Programmatic This issue is most relevant in Tafileh, although it has also appeared in Mo'ath Bin Jabal as well. Field teams have been Some municipal cost discussing other potential sources of funding for municipal cost share (such as development bank funds) with municipal MOMA approval share contributions have leadership. The budgeting process itself is a governmental process so cannot be changed, although Mayors have tried of Municipal been called into question applying additional pressure on MOMA staff. USAID CEP may need to request budget modifications to some projects Budgeting during MOMA municipal to allocate additional funds to ensure the successful completion of some activities. These modifications budget reviews will not require additional funding to be allocated to USAID CEP's award. Without a full community Early in the life of the project, USAID/Jordan requested an expansion of USAID CEP into Ma’an. In Year 3, following mobilization process, it is the COP management transition, USAID CEP agreed to a pilot activity stating that a full expansion of USAID CEP’s Continuation of a difficult to identify approach into Ma’an would require additional funding. By implementing a manageable pilot, USAID CEP would be limited, pilot community leaders who able to manage community expectations, provide USAID/Jordan with an increased programming footprint, and inform presence in Ma’an then commit, in front of how USAID CEP’s approach could work in Ma’an should more funding become available. However, following the the community, to serve completion of the pilot, USAID requested that we continue implementation in Ma’an without additional funding. as volunteers; Ma’an CCT Adjustments made: 1) USAID CEP allocated additional Ma’an-based resources to help speed up implementation; 2)
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members significantly less Senior management conducted several sessions with the Ma’an CCT to ensure their anticipated roles and active and committed than responsibilities are clear; 3) Clear calendar of proposal development activities, with hard deadlines, was developed other CET members and agreed up by all; 4) additional oversight of Ma’an activities put in place in Year 5 to ensure adherence to USAID CEP approach and processes with the implementation of two concurrent projects (muni/gov and CET project). 1) On November 20, USAID/Jordan instructed USAID CEP to halt further development of the next round of Muni/Gov and CET projects, pending review of the findings of the mid-term
2) On December 15, USAID/Jordan confirmed that USAID CEP should proceed with the following activities as per approved Year 4 Implementation Plan: All work related to decentralization Radio show
CET sustainability
MOE and "Towards a More Beautiful School"
Increased work load, Municipal pilot projects Mid-term adjustments to Last round of muni/gov projects evaluation implementation schedule, 3) In order to ground-truth our approach for the last round of CET projects questioned in the draft evaluation report, inconclusive findings USAID CEP agreed to conduct focus group discussions with the CETs. The methodology for the FGs was drafted in December, while the FGs were scheduled for early January. To ensure USAID/Jordan and USAID CEP were on the same page, the FG methodology and questions were shared with USAID/Jordan and discussed on December 19.
Program Administration 4) Immediately initiated follow-up actions related to observations from the draft report related to communication and coordination challenges with CETs. All of the initial identified follow-up actions were completed in Quarter 4 of Year 4; additional follow-up actions were identified and have been completed in Q1 Year 5. 5) USAID CEP continues to provide comments to USAID/Jordan on draft versions of the evaluation as they become available. It is hoped the review process will be completed in Q4 Year 5. Originally submitted September 18, 2017, the unfunded extension request submitted to USAID/Jordan was not Delay in approval Delayed implementation approved by the end of the reporting period. This has resulted in some delayed project activities – such as sustainability of unfunded of some project activities trainings for host entities budgeted for under JRF's subaward. The delay has also caused some trepidation with national extension staff who have expressed concern over their upcoming contract end dates.
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1) Following USAID/Jordan’s instruction in December to proceed with the submission of Muni/Gov applications, USAID CEP worked on speeding up development and submission of 11 planned applications. However, by design,
these projects are supposed to last 12 months. Since the last proposals were submitted and approved in May, USAID CEP is looking at ways to speed up implementation to support a quicker completion. Regardless, a no-cost extension Delays in Delayed implementation is necessary to allow Global Communities sufficient time for implementation and proper close out. development of of Year 4 Muni/Gov (11) 2) The CET projects were on hold until February 13. USAID CEP added additional staff and set an ambitious schedule the last round of and CET projects (20) for the submission of all proposal by the end of June, which Global Communities believes it will be able to achieve CE grants (31) with the possible exception of Ma’an. The CET projects were planned to run 6-9 months. However, Global Communities shortened the implementation timeline to 6 months and reduced the cost share to reduce the close out burden for the individual projects. Similar to the Mui/Gov grants, a no-cost extension will be necessary to allow for sufficient time to implement all activities. The AMEP, first approved in April 2016, represented a complete overhaul of USAID CEP’s results framework and indicators. At the time USAID CEP was working on the AMEP, Global Communities still did not have the Year 4 &
5 budget or revised program description. As a result, it was difficult to properly plan activities and thoughtfully analyze anticipated impact and outcomes – most notably related to CMM activities, tracking TTCs, and results we anticipated Monitoring and achieving under the last round of CET projects. Because of this, USAID CEP is now significantly overshooting a large Fine-tuning of AMEP Evaluation number of the targets, while programmatic activities will likely not support the achievement of a few, such as “threats to cohesion mapped”. To overcome this challenge, in the second quarter of Year 5 USAID CEP submitted a revised AMEP to USAID/Jordan for review. In addition to a more thoughtful revision of the targets, some linguistic changes to further clarify the PIRS were also proposed. Questions and comments were received late in this reporting period; final responses to USAID/Jordan's questions are to be submitted early in the next reporting period. 1) At the start of the program, singling out Syrians for M&E and tracking purposes was considered very sensitive. As a result, USAID CEP used only two categories (Jordanian and Other) for its sign-up sheets. This has resulted in under- Disaggregation of reporting, as people do not take the time to write out their citizenship. Since the sensitivities have gone done, USAID community Under-reporting on Syrian CEP has revised its attendance sheets to include “Syrian” as a “check the box” category. In addition, management and members by participation staff have been alerted to this issue. nationality 2) USAID CEP sometimes receives attendance confirmation from government entities. Such confirmation is often presented as just a list of names, not disaggregated by gender or nationality. USAID CEP has informed staff of this issue, and will attempt to request additional information from government entities in the future.
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3) Because of their somewhat precarious legal position some Syrian participants are hesitant to sign attendance sheets. USAID CEP field staff are aware of the issue and gently encourage Syrian participants to accurately fill out attendance sheets. 1) With USAID/Jordan’s assistance, coordination with CITIES was established to help manage staff recruits and
transfer, taking into account both project needs. Disruption in 2) Incentive mechanism for retention was established and staff informed. implementation, difficulty Staff attrition 3) Senior management and management encouraged to proactively discuss staff plans and interests in support recruiting with one year of effective transitions. left to go
Human Resources 4) Key positions, such as M&E and community engagement officers, are being backed up – when possible – through interns to create redundancies at minimal cost to the project.
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Annex 11: USAID CEP All-Staff Workshop Report
USAID Community Engagement
Project All-Staff Workshop Report
Amman – Geneva Hotel October 4 – 5, 2017
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USAID Community Engagement Project USAID CEP All Staff Workshop Report
Venue: Geneva Hotel – Amman,
Jordan Date: October 4 – 5, 2017
Introduction
The All-Staff Workshop aimed to bring together all USAID CEP staff from all fields to reflect on and strategize for the project’s last year of implementation. During Year 5 Quarter 2, USAID CEP prioritized ensuring that all staff are aware of and understand the results and findings of the progress monitoring report conducted by REACH during December and January, 2016. As such, USAID CEP coordinated presentations in each of the field offices to present the main findings of the report, highlighting specific results/examples from each community, and asking for field staff feedback on these results and input regarding how implementation can be improved. The results of the progress monitoring and the findings from these presentations and discussions in each field formed the basis of much of the All-Staff Workshop in addition to other forward-looking exercises as the project heads into the final quarters of implementation. The objectives of the workshop were as follows:
To reflect on progress of program implementation against the AMEP, analyzing collected lessons learned and identifying recommendations to inform improvements to be made moving forward To initiate the process of identification of Most Significant Change Stories To present and discuss project close-out, process and timeline.
USAID CEP Field Staff in attendance included Program Managers, Deputy Program Managers, Senior Community Engagement Officers, Community Engagement Officers, Grants staff, Monitoring & Evaluation staff, Communications staff, Program Assistants/Officers, Engineering Staff, Operations Assistants/Officers and Drivers from all USAID CEP field offices.
Day One
The workshop started with a welcome speech by Mina Day, USAID CEP Chief of Party, who addressed the importance of the workshop and introduced an overview of the agenda (see Annex 1)
Following this introduction, Ahmad Nofal, USAID CEP’s Communications Team Leader and
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Hatem Shatnawi, USAID CEP’s Capacity Building Specialist, facilitated an icebreaker in order to engage and energize all participants.
Session 1: USAID CEP Successes and Achievements to Date Mina Day, USAID CEP COP, opened the first session of the workshop with a presentation of USAID CEP’s Progress to Date. She presented USAID CEP’s Key Achievements against the AMEP during Years 1 – 4 and the first Quarter of Year 5 and then asked the USAID CEP staff to present what they were proudest of. Many of the responses from staff focused on the Year 4 projects and their successful engagement of more segments of the community, the strong coordination between CEOs, CETs and project partners, and the effective implementation of feedback mechanisms in the community. After reflecting on successes, the workshop shifted its focus to lessons learned.
Session 2: Analysis of Lessons Learned and Recommendations Moving Forward Based on Lessons Learned During the All Staff Workshop, there were two sessions on Lessons Learned led by Barbara Habib, Program Impact and Analysis Manager. During the first session, participants were asked to read over a compiled lessons learned sheet of all lessons learned recorded during lessons learned/sustainability sessions for Year 3 projects in order to: analyze and discuss trends; identify and agree on key findings; and record these trends and key findings for a report-out session. During the second lessons learned sessions, fields were asked to discuss: how can USAID CEP improve management of implementation; what key messages should be delivered to CET members/stakeholders; and what action items are necessary to ensure/improve sustainability of USAIDE CEP activities overall. However, it is important to note that instead of basing their findings on the compiled lessons learned sheet summarizing all fields, during the report-out for both sessions, all fields (excluding the Amman office) listed findings tailored according to their offices experiences/opinions. A list of compiled responses for both sessions can be found in Annex 2 Compiled Findings All Staff Workshop Report Outs
Session 3: Improving Collective Competence PIA Manager Barbara Habib led this session, which began with an overview of USAID CEP’s Five Key Baseline Factors: 1. Social Wellbeing (help/care, community interaction, organizational membership, trust, respect, belonging and shared values) 2. Safety and Security 3. Government and Municipal Services (the provision of services, quality of service, resilience of services) 4. Government Responsiveness (local decision making and elections, government performance, participatory, accountable and effective) 5. Collective Competence (community action, community efficacy and empowerment) After discussing all five factors, the presentation shifted focus to Collective Competence. In REACH’s report, they found that overall collective competence improved in 9 out of 19 USAID CEP assess
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communities. In aggregate perceptions have worsened since the baseline, in particular related to the community’s ability to address hypothetical problems. However, disaggregation shows that communities where perceived collective competence worsened correspond to those where perceptions of availability of resources have worsened.
Participants were asked to read over an Engagement Results Sheet, which contained a compiled list of the disaggregated data from all USAID CEP Muni/Gov and CET projects, as well as results of participation in feedback mechanisms established through Year 4 Muni/Gov projects. Based on this information, participants analyzed, discussed, and recorded their responses to the following questions on flip-charts:
What trends do you see in the results? What worked well and what could have improved? Recommendations on how to improve broad-based community engagement; and recommendations on how to improve institutionalized feedback mechanisms
A list of compiled responses can be found in Annex 2 Compiled Findings All Staff Workshop Report Outs.
After the Improving Collective Competence session and report out, there was a wrap- up discussion and the first day of the workshop closed.
Day Two
The second day of the All-Staff Workshop began with a brief recap of the activities and findings from Day 1 and an overview of the second day’s agenda given by Barbara Habib, the Program Impact and Analysis Manager.
Session 1: Most Significant Change Orientation During this session, Ms. Habib gave a presentation on the Most Significant Change Methodology – a form of participatory monitoring and evaluation used to explain the most significant changes in participants lives over a given period of time in key ‘domains of change.’ During this presentation, USAID CEP clarified our four domains of change: individual, community, partnerships and engagement, and organizations and institutions; the differences between MSC stories and Success Stories; USAID CEP’s MSC Approach and Timeline; and USAID CEP MSC tools. At the end of the presentation, USAID CEP showed an example video used by another project (https://www.youtube.com/watch?v=hEM0EV0GRCE) and asked participants to consider:
1. What about this story makes it a Most Significant Change Story? 2. Which USAID CEP domains of change’ are present in this example?
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After a brief discussion on these two questions, USAID CEP staff performed a brief sketch demonstrating how an MSC interview might take place.
Session 2: Most Significant Change Exploratory Discussions During this session, USAID CEP field staff broke-out by governorate into discussion groups that were facilitated by 2-3 USAID CEP Amman Staff (including roving supervision by Program Impact and Analysis Staff). During these break-out groups, USAID CEP field staff were asked to identify possible MSC stories in their communities from their point of view; per community, identify potential MSC key information, including stakeholders and beneficiaries; and per community, select CET members to participate in upcoming MSC Focus Group Discussions. USAID CEP Program Impact and Analysis team coordinated with USAID CEP field staff, using this information to schedule Focus Group Discussions and later, Key Informant Interviews.
Session 3: Close-out Discussion: General Process and Timeline During this session, USAID CEP shifted focus to discuss project close-out and timeline. A presentation was given by Abdulwahab Al Shaibani, USAID CEP Director of Financial & Administrative.
Session 3: Break-out Sessions by Function/Area: close-out and final activity discussions During this session, USAID CEP staff split up according to their respective functions/areas: Grants, Monitoring & Evaluation, Communications, Finance, Procurement, Community Engagement, Engineers, etc. in order to discuss department specific goals, processes/timelines and necessary procedures regarding project-closeout
Session 4: Administrative Updates: Procurement/Finance, Communications During this session the heads of the Procurement, Finance and Communications departments gave their administrative updates, and emphasized any required pieces of information of other USAID CEP staff related to a timely close-out.
After these presentations, the Workshop closed and all USAID CEP staff were invited for lunch at the Geneva Hotel.
Annexes: - Annex 1: All Staff Workshop Agenda - Annex 2: Compiled Findings All Staff Workshop Report Outs
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Annex 1: USAID CEP Year 5 All Staff Workshop Agenda - October 4-5, 2017
Day 1: October 4, 2017
09:00 – 09:30 Arrival and Coffee 09:30 – 09:40 Welcome and Overview of the Agenda 09:40 – 10:00 Ice breaker 10:00 – 11:00 USAID CEP Results and Achievements to date
11:00—11:15 Coffee Break 11:15 – 12:15 Analysis of Lessons Learned Break-out groups by governorate (30 minute discussion, 30 minute report out) 12:15—13:15 Recommendations Moving Forward Based on Lessons Learned Break-out groups by governorate (30 minute discussion, 30 minute report out) 13:15—13:45 Improving Collective Competence Factors of collective competence: Analysis of key baseline factors Group discussion: Why do you think collective competence went down? What activities contribute to collective competence? 13:45—14:45 Lunch Break/Check-in to Hotel 14:45—15:00 Energizer 15:00—16:00 Broad-based Community Engagement and Institutionalized Feedback Mechanisms: Analysis of Past Results and Commitment to Next Steps Break-out group by governorate, analysis of results and disaggregated data (30 minute discussion, 30 minute report-out) 16:00—16:15 Coffee Break 16:15 – 16: 45 Wrap-up and Next Steps 16:45—17:00 Workshop Close
Day 2: October 5, 2017
9:00 – 09:15 Recap of Day One and Overview of the Agenda 09:15 – 10:00 Most Significant Change Orientation 10:15 – 12:15 Most Significant Change Exploratory Discussions -Break-out sessions per Governorate to identify potential MSCs and develop rough schedule for next steps
12:15 – 12:30 Coffee Break and Check-out from the Hotel
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12:30—13:00 Close-out Discussion: General Process and Timeline 13:00—14:00 Break-out Sessions by Function/Area: Close-out and Final Activity Discussions - Grants, M&E, Communications, Finance, Procurement, Community Engagement, Engineers, HR, Logistics, etc. 14:00—14:30 Administrative Updates: Procurement/Finance Processes, Communications Processes 14:30—14:45 Close of Workshop 14:45—15:45 Lunch and Departure
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Annex 2: Compiled Findings All Staff Workshop Report Outs
LESSONS LEARNED SESSIONS ...... 9 WHAT HAS BEENACHIEVED SUCCESSFULLY ...... 9 WHAT COULD BE IMPROVED? WHAT WERE THE CHALLENGES ...... 10 HOW CANUSAID CEP IMPROVE IMPLEMENTATION? ...... 10 MESSAGES TO SEND TO CET DURING LAST MONTHS OF IMPLEMENTATION ...... 11 KEY ACTION ITEMS / STEPS MOVING FORWARD ...... 12 IMPROVING COLLECTIVE COMPETENCE SESSION ...... 13 TRENDS...... 13 RECOMMENDATIONS TO IMPROVE BROAD-BASED COMMUNITY ENGAGEMENT ...... 13 RECOMMENDATIONS TO IMPROVE INSTITUTIONALIZED FEEDBACK MECHANISMS ...... 14
Quarterly Report: USAID CEP P 155/168 October 1, 2017 – December 31, 2017
LESSONS LEARNED SESSIONS During the All Staff Workshop, there were two sessions on Lessons Learned. During the first session, participants were asked to read over a compiled lessons learned sheet of all lessons learned recorded during lessons learned/sustainability sessions for Year 3 projects in order to: analyze and discuss trends; identify and agree on key findings; and record these trends and key findings for a report-out session. During the second lessons learned sessions, fields were asked to discuss: how can USAID CEP improve management of implementation; what key messages should be delivered to CET members/stakeholders; and what action items are necessary to ensure/improve sustainability of USAIDE CEP activities overall. However, it is important to note that instead of basing their findings on the compiled lessons learned sheet summarizing all fields, during the report-out for both sessions, all fields (excluding the Amman office) listed findings tailored according to their offices experiences/opinions. The report-out by field is summarized below:
WHAT HAS BEEN ACHIEVED SUCCESSFULLY
AMMAN Rehabilitation and provision of equipment Effective communication and coordination between CET members, USAID CEP, and stakeholders (especially Directorate of Education and schools) Effective engagement of women, youth, and Syrians Building the capacity of stakeholders
MAFRAQ Effectively engaging women, youth, and Syrians Effective communication and coordination between CET members and project stakeholders, especially government entities Building the capacity of stakeholders USAID CEP coordination with local CBOs for rehabilitation and procurement activities Cultural and tourism activities
IRBID CET engagement Community engagement of youth (youth open days, soccer tournament, youth elections, and youth committees), women (bazaar, tourism days, training workshops, parents’ committees, awareness sessions and health project), and Syrians USAID CEP coordination with project stakeholders (especially the Directorate of Education and schools) Volunteerism
Quarterly Report: USAID CEP P 156/168 October 1, 2017 – December 31, 2017
TAFILEH / MA’AN Effective engagement of community, including youth, women, CET, and stakeholders Building the capacity of stakeholders Rehabilitation and procurement
WHAT COULD BE IMPROVED? WHAT WERE THE CHALLENGES
AMMAN Adherence to timeframe Effectively advertising/promoting activities Improving trust between USAID CEP and project stakeholders
MAFRAQ Challenges with project stakeholders (especially government procedures and approvals) No incentives for CET High turnover of USAID CEP staff and CET members Lack of coordination in adherence to timeline
IRBID Inconsistent attendance of CET members Challenges with partners and stakeholders (inexperience, not paying cost share, government procedures). Social and cultural limitations Lack of communication and coordination to adhere to timeframe
TAFILEH / MA’AN Coordination in adherence to timeline Challenges coordinating and communicating with project stakeholders (lack of experience, coordination, government procedures) No financial incentives for CET members Social limitations (i.e. gender) Increased need to build stakeholder capacities through trainings Ineffective social media promotion of activities
HOW CAN USAID CEP IMPROVE IMPLEMENTATION?
AMMAN Creating strong work plans and coordination meetings, ensuring communication across all departments Having a “Plan B” for adapting implementation if necessary
Quarterly Report: USAID CEP P 157/168 October 1, 2017 – December 31, 2017
MAFRAQ Empowering CET and project stakeholders, especially host entities for CE Signing agreements with government entities (i.e. Social Development Directorate, Municipalities, Parliament members, Municipal Council, and Decentralization Councils) Handover of all documentation to CETs
IRBID Transparency with CET and stakeholders Establishing permanent committees Writing down detailed work plans with the help of partners ahead of the project
TAFILEH / MA ‘AN Transparency with CET Strong work plan Empower CET and project stakeholders
MESSAGES TO SEND TO CET DURING LAST MONTHS OF IMPLEMENTATION
AMMAN Encourage the CET to meet regularly in order to sustain the projects and activities Encourage the CET to distribute roles and determine the specific roles of stakeholders/CBOs Build the capacity of the CET so that they can transfer their knowledge and expertise to stakeholders and local community
MAFRAQ “These projects are from the community and for the community” “What was built should continue, according to the needs of the community” The importance of networking with local CBOs Importance of a feedback mechanism Building the capacity to institutionalize existing committees (youth and women)
IRBID Continue communication with project stakeholders Work with influential community members to make change Transfer the experience and the expertise of the CET to the local community members through trainings
TAFILEH / MA’AN “CETs should take the initiative to plan and implement different activities,” Empower CET and remind them of the importance of their work Highlight the importance of networking for CET members, enriching those contacts, and introduce them to the community KEY ACTION ITEMS / STEPS MOVING FORWARD
Quarterly Report: USAID CEP P 158/168 October 1, 2017 – December 31, 2017
AMMAN Build the capacity of the CET for sustainability of their work Encourage the CET to build partnerships/relationships/connections with new partners/stakeholders for sustainability
MAFRAQ Follow up on feedback mechanisms Follow up with key stakeholders (government and host entities) Continue to engage all segments of community
IRBID Follow up on feedback mechanisms Continue promotion of USAID CEP projects Empower the CET and build their capacity for sustainability - handover materials to CET
TAFILEH / MA’AN Encourage the CET to form permanent councils Establish strong relationships with host entities Ensure the procurement of all items before the close of projects Review sustainability plans with the stakeholders before the end of the project
IMPROVING COLLECTIVE COMPETENCE SESSION During this session, participants were asked to read over an Engagement Results Sheet, which contained a compiled list of the disaggregated data from all USAID CEP Muni/Gov and CET projects, as well as results of participation in feedback mechanisms established through Year 4 Muni/Gov projects. Based on this information, participants analyzed, discussed, and recorded their responses to the following questions on flip-charts: what trends do you see in the results?; What worked well and what could have improved; recommendations on how to improve broad-based community engagement; and recommendations on how to improve institutionalized feedback mechanisms. The report-out by field is summarized below:
TRENDS
MAFRAQ Participation of all segments of society (women, youth, Jordanians, and Syrians) Municipal/Government services increased Government representatives were heavily involved
IRBID Weak representation of Syrians.
Quarterly Report: USAID CEP P 159/168 October 1, 2017 – December 31, 2017
Inconsistent attendance of participants (dependent often on external factors, i.e. location and time of activity) Higher male participation Higher female participation in female-tailored events, specifically Strong government official participation
TAFILEH Strong youth and female engagement Strong government official/institution participation
MA’AN Strong participation of all segments of society Strong government official/institution participation
RECOMMENDATIONS TO IMPROVE BROAD-BASED COMMUNITY ENGAGEMENT
MAFRAQ N/A
IRBID Hold exchange visits between CETs Duplicate permanent committees (women/youth) USAID CEP All Staff Workshop Report
TAFILEH Hold awareness activities Wider-reaching promotion for programs/activities Organize activities that are appropriate for the targeted group (i.e. sensitive curation of activities for women)
MA’AN Include/engage Syrians on CCT Network with organizations already working with Syrians Establish a coordination council Empower CET for sustainability (handover) Continue to facilitate TOTs
RECOMMENDATIONS TO IMPROVE INSTITUTIONALIZED FEEDBACK MECHANISMS
MAFRAQ N/A
IRBID
Quarterly Report: USAID CEP P 160/168 October 1, 2017 – December 31, 2017
Encourage partners, such as municipalities, to continue to hold regular meetings with local community Establish a specialized department to follow up on the results of these meetings, suggestions and complaints
TAFILEH Community meetings Regular meetings to follow-up on feedback mechanisms Hold meetings between the school parliament members and members of DoE Establish a follow-up committee schools
MA’AN Activate Facebook page of the coordination council, then activate the role of the secretary of the CCT to follow up on the implementation of tasks
Quarterly Report: USAID CEP P 161/168 October 1, 2017 – December 31, 2017
Annex 12: USAID CEP Revised Lessons Learned/Sustainability Template
Lessons Learned/Sustainability Session Form
Project Title: CET: CEO: Date:
The objective of the lessons learned/sustainability session is to assist the CET and project stakeholders in reviewing project implementation to discuss and document successes and challenges to inform future activities. In addition, this session will assist all stakeholders to identify and detail opportunities for sustainability as well as define related actions and coordination avenues, roles and responsibilities. The session will help the CET and project stakeholders to brainstorm how to:
Replicate successful systems, activities, and outcomes implemented throughout the project in the future Improve approaches and implementation Explore ways to sustain community engagement, dialogue, communication and feedback mechanisms established/strengthened and investments made through the project, including infrastructure, equipment, etc.
Note to CEOs/Facilitators: Before starting the lessons learned session, please provide a brief overview to project stakeholders of the project, its objectives, and the results and impact thus far on the community. For Year 4 Muni/Gov, projects, please highlight community feedback mechanisms established/strengthened. For Year 4 CET projects, please highlight ways the project has opened channels of communication and enhanced dialogue in the community surrounding identified TTCs.
1. What aspects of project implementation went according to plan/what went well? (For example: The CET and project partners supported the project and participated in decision- making when necessary; or, mechanisms to promote community activities via social media was effective). 2. What aspects of project implementation could be improved? Follow up: Based on your experience in implementing this project, what changes would you make when planning a similar project in the future in order to improve its implementation and impact? For example, what could be done to broaden the project’s outreach in the community (i.e. women, youth, Syrians, PWDs)? Or, what could be done to improve the project’s activities, coordination during implementation, etc.? 3. What challenges did you face when implementing this project, if any? (For example: There was a lack of coordination between the CET and project partners, or the
project faced difficulty engaging certain segments of the community (youth, women, Syrians, PWDs), there were delays in activities due to unforeseen, etc.)
Quarterly Report: USAID CEP P 162/168 October 1, 2017 – December 31, 2017
4. How can we continue/sustain the community engagement, dialogue, communication and feedback mechanisms established/strengthened through this project? (For example: Can the Directorate of Education commit to continuing the quarterly meetings with schools and parents of students? Or, can the municipality continue to hold periodic meetings with the local community and other municipal departments?) Please fill out the table below with the following information for each mechanism established/implemented under the project: 1) the type of mechanism (i.e. feedback boxes, quarterly meetings, dialogue sessions, etc.), 2) which partner(s) will be responsible for its sustainability, 3) a brief summary of how this mechanism will be sustained, 4) how frequently this mechanism will be implemented.
Mechanism Responsible Partner How mechanism will Schedule/Frequency be sustained
5. How can we sustain investments made through the project, including infrastructure, equipment, etc.?
Quarterly Report: USAID CEP P 163/168 October 1, 2017 – December 31, 2017
Please fill out the table below with the following information for each investment made through the project, including infrastructure, equipment, etc.: 1) the item (i.e. tipper-trucks, AC units, rehabilitated sports hall, etc.), 2) which partner(s) will be responsible for its sustainability and maintenance, 3) a brief summary/list of steps of how this investment will be sustained and the frequency of these actions.
Item Responsible Partner How investment will be sustained (maintenance, etc.) & frequency
3. At the end of the lessons learned/sustainability session, please document the names and contact information of all stakeholders present for the session in order to ensure the coordination and communication between relevant partners/stakeholders for project sustainability. CEO must ensure the distribution of this list to all those who were present at the session.
Partner/Stakeholder Name Organization/Entity Telephone Number
Quarterly Report: USAID CEP P 164/168 October 1, 2017 – December 31, 2017
Quarterly Report: USAID CEP P 165/168 October 1, 2017 – December 31, 2017
Annex 13: USAID CEP Media Report Y5 Q3 USAID CEP Media Report Y5 Q3
Press releases and media coverage
USAID CEP activities were covered by several media outlets during this reporting period. A total of 15 news releases were published in print and electronic media. Below is a list of events and accomplishments that were published and broadcasted via print and electronic media this quarters:
Date of Publishing the Press Release, Community Measured Category Article or Title of Article or Press Release Name of Newspaper, radio, TV or (Irbid, Mafraq, broadcasting Electronic Media Tafileh, All) radio/TV interview or report
Press Release 1: Amen FM: October 4, 2017 http://bit.ly/2zZYCoh Tafileh Petra: http://bit.ly/2zQJybF تﺎﯾدﺣﺗو "حوﻣط بﺎﺑﺷﻟا "ناوﺎﺳﺣﻟ ﻧﻌﺑا ﻲﻓ Alrai: http://bit.ly/2A0dS4G ةودﻧ # of articles, press releases and TV/Radio A Colloquium in Al-Hassa interviews/reports entitled "Youth's ambition and covering program challenges" activities
Press Release 2: http://bit.ly/2ifb7UR October 13, 2017 -news: Tafileh http://bit.ly/2yY4wZr ارﺞﻧ ﻲﻓ ﯾﺻﺑرطﺷﻟاﺔﻟ وط ﺑمﺎﺗﺗﺧا http://bit.ly/2lvR49R Closing the Chess Petra: http://bit.ly/2z1Qi9E Tournament at Bseira : http://bit.ly/2yeTAXM
Quarterly Report: USAID CEP P 166/168 October 1, 2017 – December 31, 2017
Press Release 1: Petra: http://bit.ly/2nbN6E3 November 6th , 2017 Amen FM: http://bit.ly/2jtyrPs Tafileh تاردﺧﻣﻟاﻲﺗﻘﯾﺛ ﺔﺣﻓﺎﻛﻣ و قﻼطإﺔﻣﺎﻌﻟ ا تﺎﻛﻠﺗﻣﻣﻟاﺔ ﻰﻠﻋ ظﻓﺎﺣﻣﻟاو Launching two commitment statements in Al Hassa
November 13th , 2017 Press Release 2: Alkawn news: http://bit.ly/2AEZIcD Tafileh
ﻲﻓ ﯾﺻﺑار اﺎﺗﺗﺧم ﺎﯾﻟﺎﻌﻓت ﺷﻣعور اﺎﺷﻣﻟرﺔﻛ اﺔﯾﻌﻣﺗﺟﻣﻟ
A completion ceremony of Bseira Municipaliy project December 12, 2017 Press Release 1: Amen FM: Tafileh http://bit.ly/2CklNLm http://bit.ly/2jUz6uf ﻣؤﻣﺗر اﻣﻟةأر اﻷلو ﻲﻓ ﻓﺎﺣﻣظﺔ اﻟطﺔﻠﯾﻔ Jordan zad: The First Women’s Conference in http://bit.ly/2j2Jzmk Tafileh http://bit.ly/2BnzE5R
Quarterly Report: USAID CEP P 167/168 October 1, 2017 – December 31, 2017