2021 Annual Work Plan December 8, 2020 – December 7, 2021

Approved May 20, 2021 AOR,

Inclusive Socio-Economic Development Beni Mellal Khénifra Region (ISED-BMK) Kingdom of Morocco

Submission Date: draft February 12, 2021; final May 12, 2021

Agreement Number: 72060821CA00001 Activity Start Date and End Date: December 8, 2020-December 7, 2025 AOR Name: Nadia Amrani

Submitted by: FHI 360 Beni Mellal, Morocco [email protected]

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

TABLE OF CONTENTS

Acronyms and Abbreviations …………………………………………………… 3 Project Data Sheet ………………………………………………………………. 5 Preface …………………………………………………………………………… 6 1 INTRODUCTION ……………………………………………………………... 7 2 IMPLEMENTATION STRATEGY ……………………………………………… 7 3 IMPLEMENTATION CONTEXT. ……..……………………………..………… 13 4 PROJECT COMPONENTS ……………………………………………………...17 4.1 Component 1 …………………………………………………………………. 17 4.2 Component 2 …………………………………………………………………. 31 5 GRANTS PROGRAM ……………………………………………………………48 6 GENDER EQUALITY AND SOCIAL INCLUSION ……………………………. 49 7 COORDINATION WTH OTHER USAID PROJECTS …………………………50 8 COORDINATION WITH OTHER DEVELOPMENT PARTNERS ……………. 52 9 ENVIRONMENTAL MITIGATION AND MONITORING …………………… 56 10 COMMUNICATIONS STRATEGY …………………………………………… 56

ANNEXES

ANNEX 1: YEAR 1 IMPLEMENTATION PLAN TIMELINE ……………………… 58 ANNEX 2: STAKEHOLDER ENGAGEMENT ………………………………….. 63 ANNEX 3: COMPONENT AND ACTIVITY INTEGRATION GRAPHIC: DG-EG…. 66 ANNEX 4: PROJECT RISK IDENTIFICATION AND MITIGATION TABLE ………... 67 ANNEX 5: ORGANIZATION CHART ………………………………………. 69

ACRONYMS AND ABBREVIATIONS

AIDECA Association Al Intilaka pour le développement, l’environnement et la culture Afourer AMELP Activity Monitoring, Evaluation and Learning Plan ANAPEC Agence Nationale de Promotion de l’Emploi et des Compétence AO Agreement Officer AOR Agreement Officer’s Representative ATLAS Alternative Training Local Analytics System ATTA Adventure Travel Trade Association AWP Annual Work Plan BMK Beni Mellal Khénifra CBO Community-based Organization CC Challenge Competition CDAI Commission d'Accès à l'Information CDCO Office du Développement de la Coopérative CGEM Confédération Générale des Entreprises du Maroc CLA Collaborative Learning and Adapting COP Chief of Party CRI Centre Régionale d’Investissement CSO Civil Society Organization CYM Community Youth Mapping DACUM Developing a Curriculum DG Democracy and Governance DGCT Direction Générale des Collectivités Territoriales DNH Do No Harm DO Development Objective DPA Directions Provinciales de l’Agriculture DRA Directions Régionales de l’Agriculture EACCE Independent Institution for Export Control and Coordination EDT Environmental Threshold Decisions EG Economic Growth EMMP Environmental Mitigation and Monitoring Plan EWC Economic Watch Committee FHI Family Health International FSVC Financial Services Volunteer Corps GESI Gender and Social Inclusion GGB Good Governance Barometer GOM Government of Morocco GSTC Global Sustainable Tourism Council HEI Higher Education Institutions ICAT Institutional Capacity Assessment Tool IEE Initial Environmental Examination ISED Inclusive Socio-Economic Development Project IT Information Technology

LMA Labor Market Assessment MCC Millennium Challenge Corporation MEL Monitoring, Evaluation and Learning MEO Mission Environmental Officer MSU Mississippi State University NDC Negative Determination with Conditions OFPPT Office de la Formation Professionnelle et de la Promotion de Travail OGP Open Government Partnership ONSSA National Office for Health Security of Food Products PAC Plan d’Action Communale PAT Pre-Award Assessment Tool PDP Provincial Development Plan PEFA Public Expenditure and Financial Management PPP Public-Private Partnership PwD People with Disabilities PYD Positive Youth Development RBEC Regional Business Environment Committee RC Regional Council RDP Regional Development Plan RfA Request for Applications RTI Right to Information SC Steering Committee SGI Sub-national Government Institutions SME Small-Medium Enterprise SMSU Sultan Moulay Slimane University SNA Social Network Analysis STTA Short-term Technical Assistance TOT Training of Trainers TVET Technical, Vocational Education and Training UIL University Innovation Lab USAID United States Agency for International Development USG United States Government

PROJECT DATA SHEET

Inclusive Socio-Economic Development for the Beni Mellal-Khénifra Project title Region (ISED-BMK)

Start and end dates December 8, 2020-December 7, 2025

Prime implementing Family Health International 360 (FHI 360) partner Financial Services Volunteer Corps (FSVC) in partnership with Lixia Sub-implementing Capsia Gestionis (LixCap), Mississippi State University (MSU), and the partners Association Al Intilaka pour le développement, l’environnement et la culture Afourer (AIDECA)

Agreement number 72060821CA00001 The Wilaya of the Beni-Mellal-Khénifra Region Regional Council, Beni-Mellal-Khénifra Region Provincial and local governments (communes Major partner University of Sultan Moulay Slimane organizations Civil society organizations Vocational training institutions and The private sector Geographic The Beni Mellal-Khénifra Region of the Kingdom of Morocco in about 40 coverage communities to be identified during Year 1

PREFACE THE ISED-BMK VISION – 2021-2025

The Beni Mellal Khénifra (BMK) Region is rich with promise. The combination of a strong agricultural sector, enormous potential for higher levels of tourism, major phosphate mines, a good climate and a willing workforce provide the region with a solid foundation for accelerated growth. The leadership of its sub-national government institutions has demonstrated its commitment to growth and its understanding of the socio-economic barriers to a more robust economy and engaged civil society. For these reasons, in 2019, USAID began a process of co- designing an initiative that would respond directly to the priorities expressed by regional stakeholders and work at the inter-section of democratic governance and economic growth. The Inclusive Socio-Economic Development project for the Beni Mellal Khénifra Region (ISED- BMK) project is the result of that process and reflects the consensus that emerged between USAID and regional actors that to achieve sustainable and equitable accelerated growth, the BMK region must address socio-cultural and economic constraints holistically.

Moroccan stakeholders in the BMK region identified: 1) the weak participation of women in the workforce and in local governance, 2) the inadequate targeting of youth to help them build their assets, agency and leadership skills, 3) the marginalization of people with disabilities and 4) the isolation of rural mountain communities as the four key challenges affecting the region’s social and economic development. Over the 2021-2025 period, ISED-BMK plans to address these issues systemically and to co-implement activities with the full engagement of BMK stakeholders (government, civil society, private sector and the academic community).

The ISED-BMK vision is driven by its commitment to address these challenges collaboratively so that the region, by 2025, will have achieved faster, more inclusive and sustainable growth where vulnerable and marginalized populations benefit disproportionately and begin to close the gap with the general population in terms of incomes, skills, access to information, employment opportunities, levels of participation in governance and share of resources accessible to them. ISED-BMK envisions the project Steering Committee, which will be established in May 2021, as a venue for reflecting on the ISED-BMK vision, refining it and helping to disseminate it through an effective five-year cascading communications strategy. That strategy will articulate ways that the BMK Region can use ISED-BMK resources and activities systemically and strategically to address constraining cultural and social norms and behaviors that have traditionally disadvantaged groups identified by BMK stakeholders and targeted by the project.

The ISED-BMK vision also includes a strong emphasis on innovation and piloting to demonstrate new ways of programming, creative ways to build synergies between governance and economic growth and to experiment with approaches that may serve as a model for other regions as they also seek to generate more inclusive socio-economic development. By 2025, as its exit strategy, ISED-BMK expects to leave the BMK region with more energized sub-national government institutions and civil society organizations that are better able to interact with women, youth, people with disabilities and other vulnerable groups in rural and urban areas, thereby creating a self-sustaining virtuous circle of accelerating inclusive growth and development.

1. INTRODUCTION

The first Annual Work Plan (AWP) of the Inclusive Socio-Economic Development project for the Beni Mellal-Khénifra Region (ISED-BMK) covers the initial three-month start-up phase and first nine months of full program implementation from December 8, 2020 to December 7, 2021. The purpose of the AWP is to provide a strategic framework and implementation strategy, assess the strategic context and its potential impact on project objectives, describe the work to be done for each planned activity and expected Year 1 results, assess risks and indicate risk mitigation initiatives, and identify potential synergies with other projects funded by development partners and/or the Government of Morocco (GOM). The AWP demonstrates how project components are integrated to optimize project outcomes and their impact, especially, on women, youth and people with disabilities (PwDs). The AWP also explains how the project’s Grants Program, Gender and Social Inclusion Plan, Communications approach and Environmental Mitigation and Monitoring Plan combine to support and strengthen ISED-BMK’s ability to achieve its objectives.

The AWP was co-created by stakeholders from the Wilaya of the Beni Mellal-Khénifra Region (BMK), the BMK Regional Council (RC), private sector associations and businesses, the Sultan Moulay Slimane University (SMSU), and civil society organizations (CSOs). More than 50 virtual meetings and stakeholder focus groups were held in January 2021, including some in-person meetings, to solicit the views of participants. A stakeholder presentation and validation workshop was held on March 30, 2021to review this version of the AWP and assess how well stakeholder inputs were captured and reflected in this document. Thereafter, in continuation of the co-creation process, modifications may be made based upon their further inputs. This robust level of collaboration will continue throughout the life of the project. The AWP is, therefore, a flexible, “living” document that will respond to changing needs and priorities of sub-national government institutions (SGIs) and of women, youth, PwDs, marginalized rural populations and others engaged in the effort to accelerate inclusive and sustained socio- economic growth and development in the BMK Region.

2. IMPLEMENTATION STRATEGY

2.1 Effective and rapid project start up

A rapid start-up is part of ISED-BMK’s strategy and was made possible, in part, by the successful USAID co-design and co-creation process and by FHI 360’s extensive experience with rapid start up, even during the COVID-19 pandemic. A rapid and collaborative start up is critical because it will generate goodwill with stakeholders by demonstrating full and early engagement that will advance project objectives, thereby building a strong foundation for Year 1 activities. The project Cooperative Agreement was signed on December 8, 2020, the Chief of Party (COP) arrived in Morocco on January 9, 2021, despite travel limitations related to COVID-19, and the official launch of the project was held on January 28, 2021 at the Wilaya of BMK at an in-person event with social distancing and other health measures in place. The launch was organized and implemented so quickly and effectively because of the support of USAID, led by

the project AOR, the US Embassy and the Wilaya. The launch received extensive print and live media coverage.

FHI 360 is using its tested Rapid Project Launch Toolkit and COVID-19 Start-Up Toolkit and employing strategies that include pre-award logistic and organizational preparation, including using its Pre-Award Assessment Tool (PAT) to plan how to build partners’ organizational capacity, a team approach with its operational and technical offices working jointly, and advance preparation of draft materials in English and French. During the remainder of the three-month start-up period, FHI 360 and its partners moved rapidly to complete staff recruitment, engage stakeholders fully in co-development of the Gender and Social Inclusion (GESI) and the Activity Monitoring, Evaluation and Learning plans (AMELP), ensure their on-time delivery, set up the project office and complete other tasks as outlined in the Rapid Mobilization Plan submitted to USAID on January 7, 2021 together with the Branding and Marking Plan.

Rapid Start-up and COVID-19

During start-up, ISED-BMK is coping with the COVID 19 pandemic by having staff work from home and holding virtual meetings while also participating in some direct interactions using social distancing and taking other protective measures. In parts of the region that are least affected by the pandemic (rural areas especially), youth mappers and other actors should be able to travel and interview people at a safe distance. With the start of the vaccination program in Morocco in late January, conditions may soon permit more normal field activities and the resumption of in-person training. Should this not occur, FHI 360 has formed a Digital Learning Taskforce to digitize training and learning content. If ISED-BMK’s training during this period needs to take place remotely (e.g., in case of a new lockdown), FHI 360 will convert in-person training into online delivery.

2.2 Early and sustained engagement with stakeholders

ISED is committed to sustained in-depth engagement and co-creation with stakeholders throughout the project life to ensure that project activities fully and continually reflect stakeholder priorities within the agreed framework of ISED-BMK’s mandate. This will ensure a Moroccan-driven pathway to achieve project objectives. Annex 2 provides a list of key stakeholders with whom the project plans to interact repeatedly during the first year. Annex 2 will be updated and shared regularly as more stakeholders are identified and engaged and as personnel changes occur.

During Year 1 of project implementation, ISED-BMK will:

● Continue the intense collaboration that was essential so to prepare this first AWP. ● Establish the project Steering Committee to provide a venue for stakeholders to review and advise on ISED-BMK initiatives. ● Develop sustained engagement with local participants at the communal level by expanding contacts with CSOs in all communes targeted for intervention to ensure direct inputs from youth, women and PwDs. ● Consider forming a small Private Sector Advisory Group of business champions and relevant government institutions to meet quarterly to help ISED-BMK engage the private sector, understand their needs, support efforts to attract Foreign Direct

Investment and examine ways to increase private sector involvement across the spectrum of ISED-BMK’s activities. ● Begin engagement with other development partners active in the BMK Region that are funding projects with potential for synergy, where ISED-BMK may benefit from learning about their approaches and challenges as they learn from ISED-BMK. Such engagement may serve as a catalyst for accelerated joint and/or complementary initiatives driven by stakeholder priorities. (See Table 3)

2.3 Early focus on sustainability of project outcomes

ISED-BMK aims to sustain and enhance its outcomes after project completion. Sustainability matters because it will ensure that the project’s impact will continue long-term as activities and methodologies become embedded in local stakeholder institutions. The project-enhanced capacities of ISED-BMK participants will enable them to “take ownership” of ISED-BMK innovations and pay forward durable local solutions for more equitable and inclusive citizen participation and economic growth.

The strategy will be applied immediately as part of this Year 1 work plan and includes:

● Allocating adequate time and resources for participatory co-design and engagement so that stakeholders at the central and regional levels are invested in the change process as well as expected outcomes. ● Integrating with, and building on, local management structures rather than establishing parallel structures that local actors might find difficult to sustain. ● Providing appropriate training and mentoring for local actors that strengthens skills over time and allows actors to practice the skills they learn; and ● Ensuring private sector engagement to advance project outcomes and attract external resources that may be more sustainable than funds from international donors.

2.4 Integrating economic growth and democratic governance activities

ISED-BMK works at the intersection of Democracy and Governance (DG) and Economic Growth (EG) programing. ISED-BMK aims to understand and promote the relationship between EG and DG interventions and, specifically, USAID’s Theory of Change that the effective and sustained interaction between participatory governance and improved livelihoods and business opportunities will lead to sustained and accelerated regional growth. In the activities co-designed for this Year 1 workplan, key assumptions will be tested by working closely with local stakeholders, including community organizations, businesses, higher education institutions and citizens of the BMK Region. ISED-BMK has an excellent opportunity to break new ground this year in development programming by analyzing the relationships, connections and systemic dynamics among local governance, transparency and citizen voices, increased women’s economic empowerment, Positive Youth Development (PYD) and greater inclusion of PwD. ISED-BMK will document what works and does not work in activity programming through embedded Collaborative Learning and Adapting (CLA), course correcting when

needed, to build a model in the BMK of cross-sectoral and integrated programing that can be replicated, scaled-up and customized for other regions of Morocco.

The following graphic helps visualize the synergies that linking DG and EG can generate.

During Year 1, ISED-BMK will promote the integration of DG and EG within the various component activities. Here are some specific examples:

● Activity 1.2. Increase the efficiency and performance of sub-national governmental institutions. Training and advocacy of compliance with the law concerning payment terms will help mitigate business cash flow constraints, reduce business failures and support improvement of the local business environment. ● Activity 1.2.2. Increase the capacity of SGIs to adopt participatory governance and coordination mechanisms. In Year 1, ISED-BMK will promote the implementation of participatory approaches to budgeting, which will help improve service delivery to citizens and businesses and increase efficiency of public expenditures and performance of public institutions. This will help reduce their operational budgets, increase investment budgets and potentially encourage job creation and contribute to economic growth. ● Activity 1.3.2. Strengthen CSO advocacy efforts for the inclusion of vulnerable groups. ISED-BMK will work closely with local cooperatives and CSOs to advocate for activities with public institutions and businesses that operationalize Decree 2.19.69 (public contracts) that enables cooperatives, unions of cooperatives and self- employed entrepreneurs to bid on public calls for tenders. ● Activity 1.4.2. Using government information for useful purposes. ISED-BMK will strengthen transparency in public affairs by facilitating local business access to valuable information relating to public investment. For example, ISED-BMK will support

improvement of existing regional platforms for dissemination of public calls for tenders by various stakeholders or create a new platform for this purpose.

● Other activities. Community Youth Mapping (CYM) integrates DG and EG by equipping women, youth and PwDs with skills that engage them in DG (by supporting the GGB) and provide them with key employability skills such as research, analysis and public speaking that prepare them for entry into labor markets or self-employment. This, in turn, will help support local economic growth.

FHI 360’s Advocacy Readiness Index will be applied in Year 1 to measure CSOs’ capacity in the five advocacy domains of constituent engagement; government engagement; coalition building; media relations; and research. This will lead to targeted TA to address the gaps identified during Index application. This process will strengthen relationships among SGIs, CSOs and the private sector.

Finally, activities that encourage job creation also help strengthen trust and relationships between citizens and local actors (SGIs). As vulnerable youth, women and PwDs become more economically integrated citizens, they are likely to become more engaged in public affairs, better connected to their communities and less vulnerable to illegal migration and violent extremism.

2.5 Operationalizing the Gender Equality and Social Inclusion Plan (GESI)

ISED will operationalize the GESI Plan during the first year of project operations. The GESI strategy has been designed to make gender integration more explicit, robust and present across all activities. It considers key indicators and benchmarks to target and measure outcomes of specific activities as well as the process required to empower Moroccan stakeholders to address gender inequalities more effectively and to motivate them to accelerate a process to harness the full potential of women, youth, people with disabilities and those living in rural areas to achieve their full potential. Sustainable gender integration is a long-term and transformative approach that acknowledges that gender inequalities exist and asserts that they must be tackled proactively to achieve sustainable and accelerated socio-economic development. Gender integration is a collective responsibility, at all levels, and demands effective mobilization and commitment of all actors in the region.

The GESI Plan lays out an approach that engages men and women in a dialogue about the current gender environment in Morocco, and specifically in BMK, help identify constraints and barriers to gender equity, consider the mechanisms available to induce social change that fosters inclusion and enhanced opportunity, and include benchmarks and indicators to measure progress. ISED-BMK will stimulate a community dialogue and raise awareness around gender and PwD issues, fostering dynamic, open discussion, creating space for change in gender and PwD-related norms and expectations. This will include benchmarks and indicators to measure progress in perception change towards harmful social norms preventing women and PwDs

from realizing their full potential. Through USAID’s Positive Youth Development (PYD) approach, ISED-BMK will encourage youth, particularly young men, to challenge and question negative cultural and social norms and perceptions in order to promote gender equality, women’s empowerment and socio-economic inclusion of PwDs in the BMK region.

The GESI Plan proposes initiatives that communities, sub-national government institutions and, where feasible, political stakeholders, can take that benefit families, men as well as women and children, indicate how the PYD framework can be applied to promote gender equality and also focus on how to build the assets and agency of people with disabilities so that they can contribute more effectively to society.

2.6 Adopting a pro-active and explicit Positive Youth Development (PYD) strategy

USAID has adopted PYD as the overarching approach for youth development. PYD refers to a broad approach that seeks to build the competencies and assets that youth need to transition productively into adulthood and to contribute positively to their communities. PYD recognizes that young people’s development is influenced by their social context - their families, peers, schools, workplaces, community institutions, policies and government institutions and service providers, as well as by the broader cultural context, norms and the media. PYD recognizes youth as part of a complex system and intervenes to enhance the enabling environment to help programs to better respond to youth and to program effectively. USAID’s YouthPower Learning and YouthPower Action has described PYD as “a strategy that engages youth and their families, communities, and governments to empower youth to achieve their full potential. PYD initiatives build skills, assets, and competencies; foster healthy relationships; strengthen the enabling environment; and help transform systems”. PYD has four key aspects:

● Assets. Youth acquire the resources, skills, and competencies to achieve desired outcomes. ● Agency. Youth perceive and can employ their assets and aspirations to influence their own decisions about their lives and set their own goals as well as act upon those decisions to achieve desired outcomes. ● Contribution. Youth are engaged as a source and agent of change for their own positive development and for that of their communities. ● Enabling environment. Youth are surrounded by an environment that develops and supports their assets, agency, and access to services and opportunities, that promotes belonging and strengthens their ability to avoid risks and stay safe, secure, and protected, and live without fear of violence or retribution while ensuring access to age appropriate and youth-friendly services.

ISED will apply this PYD framework to optimize youth engagement and impact throughout the project life. Specifically, starting in Year 1 ISED-BMK will ensure that:

● All relevant ISED-BMK program partners are trained in the basic principles of PYD. ● AIDECA and its partner CSOs are trained and able to program using the PYD framework.

● PYD is introduced when relevant to GGB and CYM activities. ● The application of PYD principles and strategies is monitored and evaluated with regular feedback to partners on their targeting and performance. ● Opportunities for youth are explicitly included in all aspects of ISED-BMK’s work by ensuring youth engagement through internships, the Talent Cloud Fellows program, youth competitions for prizes, youth advisory committees, youth forums and other youth-targeted initiatives. ● GESI principles are applied within all PYD initiatives with special efforts to ensure that young women feel included, safe, engaged and respected.

3. IMPLEMENTATION CONTEXT

3.1 Implementing ISED-BMK during the COVID-19 pandemic

In Year 1, the ISED-BMK team will continue to monitor Morocco’s situation and plan for alternative strategies that work within the current Moroccan COVID context. ISED-BMK will fulfill its primary obligation of creating a safe and practical foundation to protect staff, partners, and beneficiaries’ health and lives by minimizing their exposure to risk, coordinating closely with the GOM and USAID/Morocco. This workplan includes initiatives to ensure staff safety, security and well-being and that of communities ISED-BMK serves. It also monitors rapid changes in host country guidance and restrictions, such as travel bans, closures and quarantines. In Year 1 ISED-BMK will closely monitor pandemic-related changes likely to affect planned activities and the ability to meet targets. Therefore, ISED-BMK created a Contingency Plan that includes:

● Strategies to ensure that the ISED-BMK team has been trained in FHI 360 COVID-19 policies, procedures, and plans. ● Strategies and resources needed for remote work. ● Strategies and resources needed for remote technical activity implementation (i.e., virtual workshops and training and remote data collection and surveying for baseline surveys). ● Strategies for productivity tools for communication and collaboration, leveraging FHI 360’s digital development team tools and approaches (leveraging tried and tested online collaborative platforms used for program and activity design). ● Strategies for cultivating a remote work culture to promote and ensure inclusion.

Table 1: Illustrative Pandemic Planning Assumptions and Strategies ISED Activity Description Planning Assumption Strategies Train staff in relevant FHI 360 Documents can be sent electronically in advance for staff Conduct a quick survey of staff and procedures, including internal to study. beneficiaries to identify gaps in management, financial compliance, The number of virtual staff workshops would need to be accessing internet and bandwidth procurement, grants administration, increased compared to in-person workshops to keep needs. For workshops, ISED-BMK security, IT, gender inclusion sessions small enough to allow for ample interaction. may need to invest in mobile hot ISED-BMK would likely repeat the workshop on the same spots or upgrade to a higher speed topic a few times to keep each training session to a internet service in more remote maximum of six people plus the facilitator. areas. In more remote areas where data plans are not an option, ISED- There are several training modules to be covered so this BMK may need to identify cyber cafes will require careful scheduling to prevent training delays. or centers where beneficiaries can There may need to be a need for larger virtual follow up maintain social distance and meetings where ISED-BMK can solicit feedback to ensure participate in virtual training and that knowledge of procedures has been internalized. workshops. Other options may With the consent of participants, virtual sessions will be include using TV programming to recorded and available for review. offer training and workshops. Develop and submit the co-created Most consultation and analysis for these plans can be ISED is using web-based applications AWP and AMELP to USAID done virtually but the AWP needed to engage all partners and tools to ensure the ISED-BMK and stakeholders to ensure consensus and buy-in. This team has the resources and platforms Prepare and submit the ISED-BMK required some in-depth in-person consultations among to ensure successful collaboration Gender and Social Inclusion Plan to key actors to ensure clarity. When possible safe in- and technical delivery when working USAID person consultations were held when necessary and remotely. travel was authorized by local authorities. The Gender Plan may also require in-person consultations and some travel in the region to ensure it reflects on-the-ground realities. Conduct awareness-raising campaigns These awareness-raising campaigns can be conducted Conduct virtual training for ISED- for employers on PwD inclusion virtually using popular social media platforms such as BMK staff to ensure they are Facebook. WhatsApp and other online platforms. conversant with key social media platforms to embrace inclusion and ensure employers participate actively

3.2 Implementing ISED-BMK during a Moroccan election year

The Year 1 ISED-BMK work plan was prepared during a local election year and activities have been adjusted to reflect the political sensitivity of ISED-BMK’s initiatives. Current sub-national government institution (SGI) officeholders, including those in the Regional Council and communes, are less likely to consider major governance reforms during the pre-election period whereas new officeholders may be more likely to support innovative approaches to improve local governance as a way to demonstrate their commitment to positive change. Therefore, the work plan focuses Year 1 SGI capacity-building support on full-time civil servants (not elected) in technical areas who represent an important human resource for subsequent implementation. In addition, ISED-BMK will support political parties and key political stakeholders, across the political spectrum, in the region to promote inclusive electoral platforms and programs to help achieve ISED-BMK objectives (see activity. 1.3.1).

ISED will work to mitigate the risk of program decisions or activities being instrumentalized for electoral purposes by establishing a transparent, consultative process within the project Steering Committee (SC). The SC will convene its first meeting in May 2021. A key role of the SC will be to ensure consensus among stakeholders, including both elected officials and representatives of permanent regional bodies such as the Wilaya and key public agencies with respect to ISED-BMK pre-election governance-related interventions. Specifically, the SC, inter alia, will provide advice on how to avoid political sensitivities, minimize the risk that ISED-BMK actions affect electoral activities, and propose ways to support apolitical democratic governance participation during the electoral season.

ISED will also ensure that pre-election initiatives do not bind newly elected local officials by maintaining flexibility and creating space for them to participate fully and to promote their ideas and priorities, allowing them scope to help shape project implementation. This will encourage greater buy-in and long-term sustainability of governance reforms.

During Year 1, to strengthen the exercise of the right to vote among young people women, youth and PwDs and enhance their presence in the electoral process, the work plan includes the following activities, designed and implemented in collaboration with SMSU and CSOs, and led by AIDECA. These activities will promote participation, strengthen the linkage between young people and elected councils and improve synergy between SMSU and CSOs. The activity will include:

● Citizen participation workshops for about 15 CSOs supported by university representatives. These workshops will promote participation in voting and support for the right to vote and train participants in awareness techniques, including developing the right to vote awareness campaign messages.

● Citizen participation workshops for approximately 15 CSOs supported by university representatives. These workshops will promote voting participation and support for the right to vote and train participants in advocacy techniques, including the development of voting awareness campaign messages. Coordination with the association responsible for implementing the Inclusive Civic Education (ICE) activity will be ensured. 3.3 Local institutional capacity, cultural norms The well-organized and functioning BMK civil service, together with a strong elected Regional Council, is a major reason the region was selected for the ISED-BMK project. However, local capacity among CSOs and local public institutions like youth centers, women’s centers, centers for people with disabilities and others vary by commune and, in some cases, do not exist. Gender inclusion awareness is also more limited in rural areas and traditional gender roles prevail. ISED-BMK is a catalyst for change but how ISED-BMK engages with prevailing cultural norms is a matter for Moroccans to address. Thus, the implementation context offers great potential for accelerated and sustained development and for enhanced gender integration but includes the presence of constraining norms that ISED-BMK plans to address collaboratively and with sensitivity in Year 1 with respect to the activities described below. ISED-BMK will:

● Adapt the timing of meetings and workshops based on the needs of actors: (e.g., avoiding Monday and Friday afternoons for public institutions, and work times for CSO members as most of them have day jobs) ● Adapt to the challenges and limitations of implementing activities during Ramadan. ● Rely on those ISED-BMK team members with the best grasp of the institutional architecture and the cultural context (e.g., cultural norms, Amazigh language) to approach local stakeholders. ● In rural areas, consider local cultural norms, languages and lifestyle. ● When presenting the project to stakeholders, ISED-BMK will use language that will temper expectations and prevent the project from excluding or alienating non-targeted groups (e.g., adult males, the aged, families as a unit) ● Use local dialects and languages when interacting with local actors and during the information and awareness-raising campaigns by using Amazigh and Arabic dialects. This will facilitate communication with citizens and information sharing. ● Rely on local community leaders to gain buy-in from the local population to increase their confidence in the project and its activities. ● Coordinate with local authorities to better understand the local context, constraints and risks to avoid while implementing activities in communes.

4. PROJECT COMPONENTS

4.1 Component 1 Improved governance, increased growth and social inclusion

Activity 1.1. Increase participation, inclusion, and empowerment of citizens in local governance activities and decision-making processes.

Select Communes for Project Participation

ISED will maintain its apolitical character in this election year while still engaging communes by using the following commune selection process.

During the pre-electoral period ISED-BMK will:

● Adapt and contextualize ISED-BMK implementation tools, the Good Governance Barometer (GGM) and Community Youth Mapping (CYM) in consultation with AIDECA, based on regional characteristics and the skills and functions of local actors. ● Create a selection working group with members from ISED-BMK, AIDECA, the BMK Wilaya, Regional Council and key public institutions. ● In coordination with the selection-working group and, particularly, the DGCT, ISED- BMK will select five communes with a high potential for economic growth, a high rate of vulnerability and a demonstrated commitment to expected project results. For remaining communes, the selection-working group will define specific criteria to prepare a short list of communes that will then be invited to participate in the call for expression of interest that will be launched after the election. • These pilot communes will allow ISED-BMK to incubate and test different activities and tools for CSOs and local government to facilitate post-election scale up to other communes. During the pre-electoral period, ISED-BMK will start in the pre-GGB phase, launch the CYM process, build capacity of local CSOs, gather data and analyze conditions, including current PACs. It will also assess participatory mechanisms in the region (consultative bodies, petitions, etc.). During the post-electoral period ISED-BMK will:

• In coordination with the DGCT, invite pre-selected communes to submit proposals through a call for expression of interest. • After the constitution of the newly elected councils, conduct a political economy analysis (PEA) with support from a local consultant. The analysis will examine the dynamics and relationships among political, governmental and non-governmental actors in each commune that submits a proposal. In coordination with the DGCT, and based

on PEA results, ISED-BMK will select 20 communes. This will ensure DGCT buy-in and early stakeholder engagement in the process of scaling up ISED-BMK models. The working group will disseminate the results of its work and announce the list of the 20 selected communes.

The CSO partner identification process

CSOs are crucial for the design and implementation of a broad range of activities. To promote coherence and optimize CSO performance, ISED-BMK will work with two types of CSOs: local and structured. The first type are CSOs that will implement GGB/CYM and action planning at the commune level. The second type has a capacity for region-wide intervention and will work on advocacy activities and awareness raising campaigns. ISED-BMK will create links among these CSOs. With this approach, ISED-BMK will be able to build CSO capacity more efficiently and create an effective environment for collective learning.

During the third year, ISED-BMK will launch a call for expressions of interest for the local associations involved in the activities carried out at the level of the targeted communes. The top five local associations that have developed their capacities and their performance, through ISED-BMK activities, will be selected to join the group of the fifteen-structured CSOs.

The following diagram shows the field of intervention and interactions among the fifteen- structured CSOs, the local associations and stakeholders.

The local CSOs that will be selected in the targeted 25 communes will work with youth, women and PwDs, promote civic participation and develop strong relationships with elected councils. They will also have the capacity to mobilize local populations to participate actively in project activities.

For the fifteen structured CSOs that will be selected, priority will be given to those working with women, youth and PwDs. These CSOs will benefit from capacity building and opportunities to participate and become familiar with the implementation tools used by the project. To select these CSOs, ISED-BMK will ensure consultation, transparency, and the effective involvement of key stakeholders with the full support and leadership of AIDECA.

The fifteen-structured CSO selection process will be in four phases.

Phase 1: ISED-BMK and AIDECA will conduct a regional mapping of CSOs to understand existing CSO dynamics and their capacities. The mapping will be conducted through online and in-person meetings.

Phase 2: Based on initial CSO mapping findings, with ISED-BMK support, AIDECA will ensure definition of pre-selection and selection criteria (e.g., years of operation, prior performance, fields of intervention), and launch the call for expression of interest to CSOs. ISED-BMK and AIDECA will ensure that the application form is simple and adapted to local CSOs and that it is published in online platforms.

Phase 3: ISED-BMK with ADIECA will prepare a short list of CSOs that fulfil the administrative and financial requirements and criteria. The priority will be given to those working with women, PWD and youth.

Phase 4: ISED-BMK, with AIDECA, will select the final list of fifteen-structured CSOs based on technical criteria to highlight the technical capacity and experience to implement activities that are related to ISED-BMK’s targeted groups and topics. Priority will be given to CSOs with capacity to create and have existing partnerships with local SGIs and public institutions. AIDECA and ISED-BMK will announce the selection result. Prior announcing the result, BMK Wilaya and the RC will be consulted.

1.1.1. Initiate GGB process in BMK

The Good Governance Barometer (GGB) will be launched in Year 1. It is a participatory, multi- stakeholder process that brings together all stakeholders (CSOs, citizens, officials, private sector actors and other stakeholders) to 1) collaboratively identify development challenges, goals, and priorities in their community; 2) co-design locally-defined indicators to better understand problems, including gathering relevant data and defining goals around issues, 3) co- create a mutually agreed-upon action plan that defines the role of each stakeholder to address those priorities; 4) monitor implementation to ensure all stakeholders take ownership of the

process and are accountable to the whole community. This approach is innovative because it reinforces accountability, efficiency, transparency, and trust among all stakeholders, in particular, between constituents and local government authorities, while strengthening networks and building the capacities of all stakeholders over time. GGB can be used as a tool to inform the development and monitor implementation of the communal development plans, the Provincial Development Plans (PDP) and the Regional Development Plan (RDP) with the newly-elected councils post-election To ensure youth are engaged as part of the governance system, ISED-BMK will incorporate a Community Youth Mapping activity which puts youth at the forefront of better understanding the availability and quality of services, while simultaneously developing youth soft and technical skills to better prepare them for careers. The GGB methodology has been tried and tested by FHI 360 in five countries as an effective tool to rapidly translate the complexities of systemic issues into contextualized indicators and action plans.

The GGB is a highly adaptable tool that is shaped around core questions or challenges specific to a community. ISED-BMK will structure the GGB around questions aligned with program objectives, providing a platform, for example, for programming at the intersection of DG and EG such as how to strengthen livelihoods and create a more conducive enabling environment for private sector growth. ISED-BMK will use the GGB in pilot areas, with a group of communes and their local stakeholders to foster the co-creation of economic development solutions and encourage citizens to actively contribute and take ownership of the economic development of their region.

To ensure the effective introduction and use of these tools, FHI 360 will deliver training and mentoring in three phases: 1) Introducing key concepts around Positive Youth Development and social accountability/civic engagement; 2) Community Youth Mapping (CYM) and 3) Good Governance Barometer (GGB). FHI 360 headquarters staff will conduct Training of Trainers (TOT) activities for AIDECA and ISED-BMK staff at each stage after which AIDECA, with support from FHI 360, will train its network organizations. FHI 360 headquarters staff will then continue to provide coaching as AIDECA trains the organizations in its network in the ISED-BMK target communes and implements CYM and GBB methodologies.

Phase 1. Introductory training. To provide a foundational base for subsequent activities, FHI 360 will first train staff and AIDECA on Do No Harm (DNH), GESI, Positive Youth Development (PYD) and social accountability in April-May. This training will explain why CYM and GGB are important and relevant for this project and explore ways to better integrate these principles throughout activities with careful consideration of the BMK context.

Phase 2. Community Youth Mapping. Through CYM, FHI 360 will better understand the issues that women, young people, and other marginalized groups specifically prioritize in their communities. In March and April, FHI 360 worked with AIDECA to contextualize Community Youth Mapping (CYM), and tailor the process, including tailoring the training of trainers’ guide, facilitation guide, and data collection tools. In April, FHI 360 trained AIDECA on CYM, including the methodology, data collection tools, and gender-balanced participant selection. In May, AIDECA, with support from FHI 360, will train organizations from the five targeted

communes in their network in the relevant communes on GESI and the methodology and support the organizations as they select community youth mappers and train them in June. People with disabilities will be encouraged to participate in CYM training, and the project will ensure that training is scheduled at times that are convenient for both males and females and that training venues are made accessible to people with disabilities. This includes considering the degree of conservatism in target communities and including separate female/male groups when needed.

In July and August, youth mappers will map their communities to better understand existing services, structures, and relevant stakeholders. SMSU students will also be selected, trained and help provide support to community youth mappers throughout the process, including training the mappers on data collection tools and assisting in data analysis. As part of this mapping exercise, and building on the LMA, youth will also interview faculty of educational institutions and their student populations to better understand what they see as barriers to success and participation in the institutions, and how that limits student performance and employability. This information will provide insights related to service provision in the ISED-BMK target communes and sectors.

ISED-BMK will select youth mapper representatives to undergo a data analysis bootcamp where they will learn basic data analysis skills. With support from civil society organizations and ISED- BMK, youth mapper representatives will then analyze information they collect and prepare a presentation on local services to be shared at the first GGB meeting. Capacity building will be an integral part of activities in the “bootcamp.”

Phase 3. Good Governance Barometer. Beginning in May-June, FHI 360 will work with AIDECA and the ISED-BMK Governance Advisor to contextualize the GGB, drawing on lessons learned from social accountability tools already used in Morocco as well as FHI 360’s experience implementing the GGB elsewhere. FHI 360 will train AIDECA in June-July on the implementation guide, including a session on inclusive facilitation techniques. AIDECA will then train CSOs in its network that work in the five targeted communes on the methodology and provide continuous mentorship and coaching as they roll out the GGB. ISED-BMK will implement the GGB in five pilot communes, starting in September. AIDECA will work with its network organizations to conduct a thorough community mapping to identify key stakeholders and hold outreach meetings to build their understanding and buy-in. Once key stakeholders are identified, ISED-BMK will hold a participatory introductory meeting in each commune to define a key issue to address. The meeting will begin with youth mapper representatives presenting the information acquired during the CYM activity, ensuring youth voice is integrated when defining the issue. The15-20 community stakeholders, including CSO and CBO representatives, relevant government officials, community leaders, and the youth mapper representatives will then use this data to define a specific issue in their community that they would like to address through the GGB.

1.1.2. Community-led action planning and evaluation

Following the constitution of the communal councils and the GGB introductory meeting, ISED- BMK will hold approximately four workshops over a two to six-month period. Through these workshops, communities will better understand government responsibilities, their role in civic engagement and social accountability, and have concrete indicators with targets to work towards. GGB workshops will include:

● Workshop 1: Define indicators to measure progress around a key issue that can be integrated into the “Plan d’Action Communale (PAC). ● Workshop 2: Define reference values (targets and worst-case values) for each indicator to monitor the key question. ● Workshop 3: Collect and validate baseline data. ● Workshop 4: Analyze results, develop an action plan, and set up a Technical Follow-up Group to monitor implementation of activities.

The Youth Mappers will play a key role in all four workshops, including using their recently developed data collection and communication skills to help the communities define specific, measurable, achievable, relevant, and time-bound indicators, and play a role in conducting the baseline surveys for the indicators.

The impact of workshops carried out by FHI360 in other countries was significant because they empowered women and youth to participate robustly in the effort to accelerate an inclusive process for sustainable growth.

In year 1, the five pilot communes will begin to see the implementation of activities defined in their action plans with support from the co-selected local CSOs, supported by resources mobilized from the community, government, private sector and ISED-BMK’s Grant Program. These activities represent potential “quick wins” for ISED-BMK, offer opportunities to further embed the GGB process and promote a virtuous circle where improved democratic governance leads to accelerated growth that then motivates actors to accelerate SGI initiatives to promote the process.

The action plans are developed by communities and may include:

• Building ramps in public structures to ensure accessibility for people with motor disabilities. • Mobile units to facilitate citizens' access to public services, such as the acquisition of a disability card issued by Entraide Nationale. • Mobile units that target enclave areas (douar) to inform and guide young people and women towards employment and self-employment support services and financing opportunities.

• Creation of douar committees to discuss local priorities and share them with the commune council through the formal mechanisms of participatory democracy.

1.1.3. Ensure greater inclusion of rural populations in local governance

The Year 1 work plan provides for pilot activities in five communes. AIDECA will identify local community leaders (neighborhood and douar associations, resource persons, women's cooperatives, etc.) to participate in the organization of information activities, sensitization and mobilization of vulnerable populations especially in rural areas, to promote their participation in relevant governance processes. ISED-BMK with AIDECA will implement this activity in target communes as follows:

● Identify local community leaders in target communes to help mobilize and gain popular and contribute to adapting the approach and awareness tools to the local context. ● Organize a coordination meeting with local authorities to define priority measures to ensure the smooth running of the activities. ● Organize a workshop with local leaders to identify local constraints that limit or prevent citizen participation in public life and in territorial planning processes. ● Design materials (flyers, videos, etc.) for information, sensitization and mobilization aimed at local citizens and broadcast messages that encourage their participation in ISED-BMK activities via different forms of citizen participation. ● Organize a workshop with local leaders to present the developed materials and receive their feedback; define spaces and channels for sensitization to better target youth, women and PwDs and develop a schedule of sensitization sessions. ● Finalize awareness materials and organize awareness sessions, while aligning with the GGB progress. The number of sensitization sessions will be defined in consultation with local leaders. They will cover all douars and neighborhoods of the target communes. The awareness materials will be published on social networks.

Activity 1.2. Increase performance and efficiency of sub-government institutions

1.2.1. Build Internal Capacity of SGIs to achieve regional growth objectives

Thanks to Morocco’s advanced regionalization reforms, the Regional Council (RC) enjoys critical competencies to implement regional development plans. Several of these competencies are exclusive to the RC (e.g., land use planning) while others can be transferred from, or shared with, the GOM via a Devolution Contract. Since communal councils are elected, they help

provide local political stability, and facilitate and promote participatory governance objectives that address the needs of their constituents for local public services.

The de-concentration of public services is also well underway. However, SGIs face structural challenges that, if unaddressed via systemic-level interventions, are likely to hamper the effective implementation of development plans and the delivery of local services. As suggested by the Regional Council during a meeting on January 20, 2021, ISED-BMK will seek to build the internal capacity of SGIs to achieve regional growth objectives by adopting more effective internal procedures and policies, and public financial management and public project management practices during ISED-BMK Year 1. To do so, ISED-BMK will coordinate closely with DGCT along with newly-elected officials after the 2021 elections. Activities will include:

Conduct needs and capacity assessments of SGIs: Starting with the RC, ISED-BMK will conduct a needs and capacity assessment based on Public Expenditure and Financial Accountability (PEFA) methodology to identify the issues affecting the ability of SGIs to run effective operations and adopt sound public financial management and public project management practices. ISED-BMK will also review the regional training roadmap (Schéma Directeur Régional de Formation) developed by the DGCT for the SGIs, to determine how ISED-BMK can support its implementation. Finally, ISED-BMK will assess SGIs' experiences with setting up and operationalizing the consultative bodies and prepare a plan to support their implementation once the newly-elected councils are formed. Strengthen public financial management capacity of SGIs: Using the current training and capacity-building plan, ISED-BMK will help SGIs, for example, to adopt new regional and local budgetary nomenclatures and implement results-based budgeting techniques to improve mobilization of human and financial resources and ensure the effective implementation of programs and/or provision of services. Strengthen public project management capacity of SGIs: Using the training and capacity- building plan, ISED-BMK will build the institutional capacity of SGIs in planning, delivering and monitoring local public projects effectively. Topics will include how to set goals, performance indicators and timelines, mobilize and manage human resources, design the scope and schedules of a project, identify and mitigate various risks, and use IT tools to ensure cost-effective project implementation or service delivery. 1.2.2. Increase Capacity of SGIs to adopt participatory governance and coordination mechanisms

As noted in the ISED-BMK proposal, this activity is postponed to Year 2 due to the 2021 elections.

During Year 1, however, ISED-BMK will assess the efficiency of past participatory governance approaches with SGIs and, in alignment with activity 1.3.1, work with CSOs /citizens to draw lessons learned and incorporate them in the design of Activity 1.2.2. In coordination with

DGCT, ISED-BMK will prepare a plan to support their implementation once the newly-elected councils come onboard.

Activity 1.3. Strengthen CSO participation in local governance for greater inclusion of vulnerable groups

1.3.1. Increase CSO participation in governance via existing governance mechanisms

Together with AIDECA and the structured CSOs, ISED-BMK will assess the current situation of participatory democracy, particularly consultative bodies and petitions. This action aims to identify the barriers that hamper operationalization of the mechanisms of participatory democracy and that limit their contributions in decision-making processes at the communal, provincial and regional levels. ISED-BMK will also identify lessons learned and best practices to be considered during the next year. The assessment will address 1) the supply side to identify elements that hamper effective SGI engagement in creating and operationalizing participatory democracy mechanisms, and 2) the demand side (CSOs and citizens) to identify actions needed to increase the degree of involvement of civil society and citizens in these mechanisms.

1.3.2. Strengthen advocacy efforts of CSOs for inclusion of vulnerable groups

The co-creation process demonstrated the importance of supporting local advocacy initiatives. The results of interviews indicated that advocacy is needed to prompt SGIs and public institutions to change policies that affect women, youth and/or PwD and provide new services or improve the quality of existing ones.

To enable CSOs to experiment with the concepts and techniques shared in training sessions, and to encourage political parties to propose more gender inclusive initiatives and support increased representation of women, youth and people with disabilities in elected councils, ISED- BMK and AIDECA will invite the 15 structured CSOs and representatives of SMSU to participate in workshops on gender and social inclusion to develop memoranda to be addressed to political parties.

To induce the expected changes and assure inclusion of target populations, ISED-BMK will initiate a process with the 15 CSOs to develop and implement five advocacy activities directed at elected councils, public institutions and political parties. To ensure participation of all 15 CSOs, ISED-BMK will encourage CSO consortium-designed activities

To implement this activity, ISED-BMK intends to adopt a five-phase approach.

Phase 1 (April 2021) CSO capacity assessments will be initiated and use the Institutional Capacity Assessment Tool (ICAT) developed by FHI 360 to identify design and implementation needs for advocacy activities. Based on assessment results, ISED-BMK will develop a capacity building plan.

Phase 2 (May 2021) ISED will implement capacity building for 15 CSO representatives, two from each CSO, one board member and one staff member who were part of the assessment phase. Participation of youth, women and PwDs will be encouraged.

The plan includes five training workshops (six hours each). These workshops will focus on the elements identified in the previous phase. For illustration, the workshops may address:

• The normative framework defining the rights of women, youth and people with disabilities • The socio-economic inclusion of women, youth and people with disabilities • Strategies and techniques for developing advocacy activities • Competencies and mission of communes and public institutions • Techniques for analyzing and evaluating public policies.

All CSO representatives, two from each (one board member and another from the staff), will be invited to hold sessions with their organization to share learnings and tools obtained from the capacity building sessions. A pedagogical kit will be available. ISED-BMK will support and help ensure job coaching at the CSOs.

Phase 3 (June 2021) Organize six analytical workshops (two to three hours each) with CSO participation. The workshops will be an opportunity to do an inventory of key stakeholders (allies and opponents), analyze the policy environment and identify possible advocacy activities to induce change in public policies and procedures to ensure greater inclusion of women (two workshops), youth (two workshops) and people with disabilities (one workshop). Through these workshops, the CSOs will develop linkages and create consortia that can work together to launch advocacy activities later in the project. Through these workshops, key topics will be identified that CSOs will use to design advocacy activities such as inclusion of youth, women, and PwDs, civic participation and economic empowerment.

Phase 4 (July-September 2021) Launch of a restricted call for advocacy activities for participating CSOs to enable them to test the concepts and techniques explored in the previous phases and propose advocacy activities for inclusion of target populations. ISED-BMK and AIDECA will ensure the quality of the proposals by having the calls be implemented in three steps:

Submission of concept notes:

• Review concept notes and provide any feedback to CSOs to adjust and improve their proposals. ISED-BMK can recommend creating and strengthening consortia if they have similar proposals, thereby increasing impact. • Receive final and modified concept notes from the CSOs. • Support designing and drafting the final proposal. In year 1, ISED-BMK will support five advocacy activities through the grants program. These activities will preferably be implemented before PAC/PDP/RDP submission deadline and after new councils are constituted. ISED-BMK will adapt its support to the CSOs based on CSO capacity and the nature of the advocacy activity, its budget and duration.

Phase 5 (October 2021) Advocacy activities will be launched by CSOs. ISED-BMK with AIDECA will provide monitoring and technical support (job coaching) to ensure their successful implementation. After the new councils are in place, and during the launch of the PACs/PDP/RDP process, CSOs and/or CSO consortia will carry out advocacy activities with elected councils and relevant public institutions. The content of advocacy activities will be published to reinforce their impact and encourage relevant actors to consider and act on their recommendations.

Activity 1.4. Increase transparency of SGIs and empower civil society on access to information

1.4.1. Identify and disclose datasets

The right to access government information in BMK builds on a strong legal and regulatory framework. Enacted in 2018, the RTI law (which entered into effect in 2019) provides a legal framework to support greater effectiveness and responsiveness of government institutions by enabling public access to government information. The RTI legal framework has also been strengthened by the RTI commission (CDAI), an oversight authority that will monitor the implementation of the RTI law. RTI is also a major pillar of the Open Government Partnership (OGP) framework, which aims to secure commitments from governments to promote open government. This is particularly important for the BMK RC which is striving to join OGP at the local level.

Government information disclosure is hampered, however, by several issues affecting the supply and demand of government information. On the supply side, civil servants appointed to serve as RTI officers would benefit from training on how to comply with the RTI law. There is a general lack of awareness of this law among civil servants and elected officials. At an

institutional level, SGIs also need to design and implement internal policies and procedures to effectively respond to RTI requests using DGCT manuals and ultimately publish government information proactively. To co-design its activities, ISED-BMK consulted with AIDECA and the RC RTI officer. In coordination with DGCT, ISED-BMK will implement the following activities to build supply-side capacity on RTI disclosure:

● Train SGIs in RTI compliance: In partnership with CDAI, ISED-BMK will train targeted SGIs to respond to RTI requests, using training material developed by the Direction Régionale des Collectivités Territoriales (DGCT). Topics will include how to organize government information and develop internal policies to prepare for, and respond to, RTI requests. ISED-BMK will also seek to institutionalize RTI training in the Regional Training Roadmap (Schéma Directeur Régional de Formation). ● Support proactive disclosure of government information: ISED-BMK will assist targeted SGIs to prepare for the proactive disclosure of information. ISED-BMK will inventory potential datasets (e.g., budgets) that can be proactively disclosed and help design procedures to facilitate the extraction of data and its disclosure on existing websites. ISED-BMK will also seek to update the RC website (www.benimellalkhenifra.ma), including in the Amazigh language. The RTI law provides an opportunity for citizens and CSOs to access government information, yet few take effective advantage of it. Since local elections are expected in September 2021, ISED-BMK proposes to schedule the following activities strategically, postponing those that may result in a significant increase in RTI requests from CSOs or citizens until after the elections, but within the time frame of this work plan.

Build CSO capacity to prepare for RTI request submissions (pre-election): ISED-BMK will build targeted CSO capacity to use the RTI law to advocate for greater SGI transparency and accountability, prioritizing topics that have the potential to trigger public investment in vulnerable communities. Topics will include how to formally request government information and file complaints to CDAI, and how to plan and prepare for RTI to request submissions in the post-election period.

Launch RTI campaigns (post-election): Following the election, ISED-BMK will provide in-depth coaching to the targeted CSOs in how to submit effective RTI requests to the SGIs. ISED-BMK will organize campaigns in rural and urban areas to raise citizen awareness of their RTI rights. ISED-BMK will organize public-private sector discussions between CSOs and targeted SGIs to ensure successful collaboration based on mutual understanding of their respective needs and constraints.

1.4.2. Use government information for meaningful purposes

As noted in the ISED-BMK proposal, this activity is postponed to Year 2 due to the 2021 elections.

In Year 1, ISED-BMK will work with selected SGIs and CSOs to stimulate public information disclosure, a critical means of ensuring the broader use of government information. ISED-BMK will hold brainstorming sessions with SGIs and CSOs to discuss how government information can be used meaningfully.

Activity 1.5. Improve governance of BMK’s business and economic ecosystems

1.5.1. Improve the regional business environment

To promote sustainable, broad-based economic growth and create significant employment opportunities for youth, women and vulnerable groups, BMK needs to improve its competitiveness and create a business environment that is conducive to private-sector investment. To achieve these objectives, the CRI plays a critical role. It recently completed a restructuring process that gave it an expanded mandate to lead business climate reform efforts, increase private investments and promote a more vibrant private sector. As requested by the CRI, ISED-BMK will help strengthen their capacity to develop action plans to improve the regional business climate, build the capacity of CRI staff in key competencies and support more effective provision of investor-oriented services. In addition, the Wilaya requested ISED-BMK’s assistance to build the analytical and reporting capacity of the Economic Watch Committee (EWC) - Comité de Veille Economique, a mechanism formed to monitor economic conditions and support businesses impacted by the COVID-19 pandemic.

Activities will include:

● Provide structural support to revive the Regional Business Environment Committee (RBEC): Based on feedback from local stakeholders, past RBEC meetings at times lacked structure and effectiveness. ISED-BMK will provide logistical support (venue, agenda), professional moderation and reporting (rapporteur function, follow-up) to revive the BMK RBEC. ISED-BMK will also assess the effectiveness of the current RBEC structure (e.g., functions of working groups, representativeness of members, its modus operandi) to achieve its regional business environment reform objectives and help members develop tools to track progress made in implementing business climate improvement plans.

● Develop action plans to improve business climate: ISED-BMK will work with RBEC’s stakeholders to identify business climate reform needs (e.g., local administrative obstacles to business climate improvement), drawing on lessons on business climate benchmarking such as from the World Bank’s Doing Business in Morocco report, and then draft action plans to implement them. ISED-BMK will also encourage cross-regional learning from regions comparatively well-rated for their business climate, such as Souss-

Massa/Casa-Settat, and build on lessons learned from the USAID-funded Improving Business Climate Environment project. ● Build capacity of CRI staff in key competencies: ISED-BMK will assess the training and capacity building needs of the CRI and use the results to build CRI staff capacity in key competencies. For example, newly-recruited CRI staff would benefit greatly from capacity building in strategic and quality management.

● Support strong provision of investor-oriented services: To increase private investment the CRI seeks to ensure effective delivery of its current services and add new investor- focused services. ISED-BMK will assess the effectiveness of current services and provide national/international benchmarking to develop new and innovative services. These services might include, for example, providing post-creation services to support existing businesses, establishing a public database of investment projects, drafting a guide on land availability in industrial zones, and digitizing the CRI application for prospective investors. Consultations with the CRI in March-May are helping ISED-BMK co-design a strategic, demand-driven training and capacity plan to help the CRI strengthen its internal capacity (e.g., systems, process, tools, mechanisms) to provide meaningful, investor-oriented services ● Improve analytical and reporting capacity of the Economic Watch Committee (EWC): In coordination with CRI and other RBEC members, ISED-BMK will improve EWC capacity to proactively assess private sector needs for urgent public services and provide sound analysis to formulate regional economic recovery plans.

1.5.2. Strengthen role of university in governance and economic development

With its network of campuses throughout the region and its interest in encouraging regional economic development, SMSU is well positioned to become a regional hub where public and private entities partner with researchers, youth, and employers to promote inclusive economic development. In year 1, Mississippi State University (MSU) will assist SMSU in assessing its organization and defining strategies to engage regional business and industry partners, government entities, and CSOs in discussions about regional concerns and priorities. MSU will provide short-term technical assistance (STTA) to explain the office of research and economic development model and the role of its personnel and will collaborate with SMSU to adapt this model and develop a workable framework through which the university can engage further with regional businesses and local government to establish communication channels and catalyze economic development.

The SMSU-MSU Partnership for Institutional Engagement in Governance and Inclusive Economic Growth

In Year 1, ISED-BMK will assist SMSU to assess needs and define a strategy for developing campus organizations that engage with community stakeholders. The pilot for campus organizations, slated for piloting on the first campus in month ten, will provide a link to the larger community and will be a mechanism through which the community and SMSU can identify community needs and eventual solutions for enhanced economic opportunities.

ISED-BMK will help SMSU strengthen its relationship with organizations such as AIDECA and its network of CSOs to work on mutual entrepreneurial and economic development goals. These relationships will provide valuable technical expertise to CSOs, extend the university’s service reach in the region, and empower students to participate effectively in local governance and CSO activities.

4.2 Component 2 Enhance Livelihoods and Business Activity via Innovation

Activity 2.1. Increase socio-economic inclusion of vulnerable populations through innovation and entrepreneurship.

2.1.1. Promote innovative youth entrepreneurship

University Innovation Lab (UIL)

Starting in month four, ISED-BMK and SMSU launch activities for the University Innovation Lab (UIL), which is a foundation for future entrepreneurship and innovation-related activities (urban). ISED-BMK will identify and secure physical space at SMSU or another agreed upon location where the UIL will be based and will work with the university to seek ways to identify and procure equipment to ensure the center is operating and able to support entrepreneurs.

During the first year, ISED-BMK will help to ensure that the UIL space will be accessible to PwDs and will begin working with the host institution to develop a sustainability plan that will guide the UIL to financial sustainability.

Once established, the UIL will serve as the hub for the Entrepreneurship Center and the Idea Shop1 and serve as the main location for Challenge Competitions (CC). MSU will work with SMSU staff to adapt, upgrade, and expand entrepreneurship curricula and content which should lead to the establishment of the Entrepreneurship Center within SMSU. The Center, which uses a checklist, workshops, and mentorship to prepare participants to build their own businesses, will be critical to creating further entrepreneurship engagement with youth, PwD, and women, and will include MSU’s Venture Catalyst™, which will be built into the center’s staff skill sets to sustainably support young entrepreneurs and faculty with the skills to launch their own enterprises. Since there is not yet a Career Center in BMK, this center would leverage USAID’s Morocco’s Virtual Career Center platform and content, including the modules for center staff to better identify entrepreneurship interest and capacity through the evaluation module “Do you have an entrepreneurial profile?” into the center’s offerings. This virtual platform allows PwDs, youth, and women in rural and urban areas to learn remotely about whether they have an entrepreneurial profile. In the future, ISED-BMK may support integration of Career Centers models into SMSU, local vocational schools, including near the Agropole, and other OFPPT sites, with their support and engagement with the Ministry of Higher Education. The adaptation of the Venture Catalyst™ program to the ISED-BMK context will occur in year 1, so that training of students and trainers may begin in year two.

MSU will also support SMSU in refining its FabLab strategy and adapting its existing FabLab into the Idea Shop, which will strengthen system linkages for sustainability of the Idea Shop and open up innovative build tools to the community (e.g., 3D printers, CNC heavy-duty cutting machines, metal and wood working equipment) so new products can be developed and sold at the Idea Shop’s dedicated retail space. This will strengthen the systemic transformation of the Idea Shop, creating a more sustainable mechanism for maintaining the space and enticing participants to sell goods. To prepare for the Idea Shop opening in the second year, this adaptation will include upgrading and expansion of resources offered by the FabLab. ISED-BMK will also develop material advertising and explain the uses and opportunities created by the Idea Shop for students and community members and serve as a model for other regions to replicate.

While the Entrepreneurship Center is being established, ISED-BMK will develop the design and operational material that will govern the initial entrepreneurship-oriented Challenge Competition (CC), which will support and competitively award funds to select urban and rural startups throughout the life of ISED-BMK. This will be done with the host institution to ensure buy in. Cost-sharing will be discussed to pave the way for future sustainability. This will lead

1 https://ecenter.msstate.edu/programs/the-idea-shop

ISED-BMK to issue a call for CC applications, which will be posted through local institutions, including SMSU, and rural technical, vocational education and training (TVET) institutions. ISED- BMK will promote this opportunity on the USAID Virtual Career Center platform. Working with AIDECA the participating 15 CSOs, and local partners with entrepreneurship hubs like Entraide Nationale, INDH, and SMSU, ISED-BMK can conduct interviews to recruit applicants interested in entrepreneurship. Using Najahi soft skills modules built under the USAID Career Centers Project, ISED-BMK will train local institutions to offer soft skills that are critical to entrepreneurial success, such as communication, teamwork, problem solving, presentation skills, and understanding a professional working environment.

A selection board (consisting of private sector, university staff and other local stakeholders), and the selection process will be established and tasked with selecting competition winners (the number to be determined), who will be awarded funds from the ISED-BMK Grants Fund. To support the competition, ISED-BMK will identify, select, and engage mentors from a range of sectors and disciplines, who will support CC winners. These mentors will be identified and approached about participating through contacts made through other ISED-BMK activities, including the Labor Market Assessment. During this first year, ISED-BMK will also develop a sustainability model for the CC, so that the model can be applied beyond the project life.

By month eight, ISED-BMK will offer new entrepreneurship training to CC winners. Once CC training is completed, beyond year 1 new businesses will be tracked by the project MEL system and, when possible, will be linked to further activities and opportunities, such as trade fairs and dialogues. Additionally, winners who have completed the CC program will be connected with the USAID Virtual Career Center site that offers guides and regional maps to entrepreneurship resources around parts of Morocco that can be used by new businesses to continue to grow. As ISED-BMK develops this initiative, the Challenge Competition will be expanded and integrated back into the Virtual Career Center system so that it is also relevant to the BMK region, other regions, and future participants can continue to access this knowledge.

2.1.2. Tap local social entrepreneurship potential

Social enterprises stimulate inclusive growth and increase social inclusion by applying sound business principles to develop products or services that address social and/or environmental issues (e.g., facilitating market access for economically excluded citizens). In the BMK region, promising social entrepreneurship initiatives recently emerged, such as the INDH “Early Childhood Human Development Hackathon” and the Khouribga OCP socio-education center- led initiatives to promote female social entrepreneurship ("Ftour pour Elle: Entrepreneuriat Social Féminin”) with the participation of the BMK CRI. The Cooperatives Development Office (ODCO) is another actor engaged in social entrepreneurship, supporting literacy cooperatives and CGEM has a national social entrepreneurship commission. These initiatives demonstrate the potential for accelerated development of BMK social enterprises.

During year 1, ISED-BMK will work with INDH, ODCO and other regional stakeholders of the entrepreneurship ecosystem to further explore the challenges and opportunities. Based on discussions with stakeholders, activities may include:

● Mapping social enterprises in the region. ● Assessing existing social entrepreneurship projects for their livelihood impact on target populations and identify social enterprise successes and challenges. ● Identifying sectors with high development potential for social entrepreneurship (for example, caregiving and education) that could offer entrepreneurship opportunities for youth. ● Supporting the establishment of social enterprises and cooperatives in sectors with high potential. ● Organizing information and awareness campaigns on social entrepreneurship on social networks for youth. ● Developing and disseminating success stories and also lessons learned from failure of young male and female social entrepreneurs to inspire young people towards the social entrepreneurship track. ● Developing a social entrepreneurship training module at SMSU’s entrepreneurship center that could be expanded to other partners and locations beyond year one.

Access to financing and network building are two specific activities identified during discussions with stakeholders. ISED-BMK will help identify financing mechanisms to help social enterprises sustain their activities and help grow networks to build synergy among these entities. ISED-BMK will explore new opportunities for inclusive development through social entrepreneurship and support to cooperatives, especially in sectors where female labor is particularly in demand. This will involve close collaboration with INDH, ODCO, and other relevant actors in the social entrepreneurship ecosystem.

2.1.3 Promote inclusive entrepreneurship and employment opportunities for PwD

Building on initial discussions with ANAPEC and Entraide Nationale during the co-creation phase, ISED-BMK will initiate further consultations with them and will identify a strategy and set of actions to implement during Year 1 to increase the efficiency of the Fonds d'appui à la cohésion sociale, which helps PwD to launch micro-enterprise projects. ISED-BMK will help Entraide Nationale to streamline its selection process and will help CSOs inform and train potential beneficiaries on how to submit requests.

Regarding employment opportunities, the principal barriers to employing workers with disabilities are often lack of awareness of disability and how to accommodate it in the workplace, leading to stigma and misrepresentation of PwD abilities to perform at work. There is also often the faulty assumption that accommodating PwDs is costly and complicated to implement. Moreover, when employers are willing to hire PwDs, they lack sufficient support

and guidance to implement disability-friendly recruitment procedures and or create a PwD- friendly work environment.

In year 1, ISED-BMK will work with the private sector through CGEM and will draw on successful initiatives led by CGEM’s Disability Working Group (“Groupe de Travail Handicap”) as part of their “RSE and label Commission” to promote access to employment opportunities for PwD. ISED-BMK will also use the best practices and tools developed by the NGO Humanity & Inclusion (formerly Handicap International) in the region of Casablanca-Settat as part of their Project “Employment and Disability” (Project Emploi et Handicap) to design and implement awareness-raising tools for BMK employers about how to include PwD in their recruitment process and implement disability-friendly workplace environments. In collaboration with CGEM, ISED-BMK will then identify and train up to 10 BMK enterprises, using CSO tools, to adopt inclusive policies and procedures. These tools will be disseminated among public and private sector entities to guarantee wide distribution, and sustainable use within these institutions.

Activity 2.2. Increase business and job growth in key priority sectors

2.2.1. Improve business access to markets, business development skills and finance

The role private businesses can play in the socio-economic development of BMK cannot be overstated. Viable businesses will provide sustainable job opportunities to strengthen the livelihood of citizens and increase SGIs’ financial resources as a result of increased taxes. During Year 1, ISED-BMK will form meaningful relationships with key business support organizations and ecosystem builders (e.g., financial institutions, CGEM), identify targeted businesses and implement capacity building activities to improve their access to finance, markets and business development skills2. Activities will include the following:

● Form relationships with ecosystem players: During Year 1, ISED will forge relationships with key ecosystem entities that indicate interest in supporting ISED-BMK’s private- sector development activities. These partners could work with ISED-BMK to help source and enroll small businesses and cooperatives into training capacity building activities to improve their access to finance, markets and business development skills. This includes the BMK regional branch of the national employer's federation, the CGEM; entrepreneurship and business support programs of strategic actors such as the Attijariwafa bank, Morocco's largest commercial bank, “Dar Al Moukawil” (Entrepreneur's House) program co-located with Attijariwafa regional branches; and the Office du Développement de la Coopérative (ODCO), whose mission is to support growth of the BMK cooperative sector. ISED-BMK will also conduct a needs assessment with targeted ecosystem entities to help build their capacity to plan and sustainably provide

2 This was stressed in meetings with ODCO, CGEM, focus groups with cooperatives and private sector informants as a high priority for businesses in the region.

meaningful enterprise development services. When possible, ISED-BMK will also identify potential inter-regional synergies and encourage partnerships among local ecosystem builders. ● Identify and enroll targeted businesses and cooperatives: ISED-BMK will work with partners and regional stakeholders to determine final criteria to select and enroll targeted businesses. ISED-BMK will segment targeted businesses by sub-entities (e.g., cooperatives, micro-enterprises, SMEs) to ensure ISED-BMK tailors capacity building to specific needs. To ensure that as many eligible local businesses as possible are notified about the technical assistance opportunity, ISED-BMK will launch Requests for Applications and advertise them using mainstream and social media. To finalize the selection, ISED-BMK will appoint a selection committee to review applications received from targeted businesses in response to the RfA. ● Provide assistance in sales, finance and business skills: ISED-BMK will deploy a task force of sales, marketing and finance experts to provide training, local reinforcement and ongoing, long-term entrepreneurial consulting services and demand-driven capacity- building support to ensure that targeted businesses achieve a concrete outcome in terms of increased funding (access-to-finance), increased turnover (access-to-market) and improved internal operations (access-to-business development skills). Topics include how to develop marketing and commercial strategies, improve management and operational effectiveness, and strengthen financial management and planning and improve the delivery of products/services.

2.2.2. Support business activity, innovation, and better working conditions in agriculture and the agri-business sector

Agriculture is the primary economic driver of the BMK region, therefore, expanding agricultural production and productivity and strengthening agri-business companies is critical to BMK’s economic development. To design activities that are specific to these sectors, ISED-BMK held several meetings with the Direction Régionale de l’Agriculture (DRA - Regional Directorate of Agriculture), Directions Provinciales de l’Agriculture (DPA – Provincial Directorate of Agriculture), Office National de Sécurité Sanitaire des Produits Alimentaires (ONSSA), National Office for Health Security of Food Products) and Foodex (Independent Institution for Export Control and Coordination (EACCE). This activity will align with the Green Generation 2020- 2030 Strategy, the Plan d’Accélération Industrielle and other plans/strategies being implemented by the GOM. ISED-BMK will provide technical assistance to improve the market visibility of BMK’s fresh fruits and vegetables sub-sector as well as other high value-added processed products and respond to national and international market needs. As a result, investments in agriculture and agribusiness will be incentivized. This should lead to better reliability, higher quality, and consistency of supply and delivery of competitive products.

● Agriculture and agri-business sector assessments: ISED-BMK will analyze data provided by BKM stakeholders (institutional and private sector) to develop a clear and detailed

profile of current conditions. The report will include a stakeholder map to guide the technical team in identifying high-impact actions that can be implemented with BMK stakeholders. The assessment will also help identify specific value chains that offer economic growth potential to the BMK region, and where local agriculture and agri- business operators can gain a competitive advantage if bottlenecks are removed. The assessment will also help identify possible direct and indirect investments. ● Conduct value chain analysis focused on agriculture and agri-business: ISED-BMK will conduct a value chain analysis of the agriculture and agri-business sectors to identify weak and/or missing linkages along the value chains and understand which obstacles prevent farmers, cooperatives and agri-business companies from increasing their productivity and revenues. The analysis will help identify public and/or private partners with resources (e.g., funding, market knowledge, training programs) that may be leveraged and then help identify beneficiaries (e.g., cooperatives) that could benefit from access to such resources and to ISED-BMK’s activities. This will help build the capacity of target businesses to penetrate new markets and launch new projects. ● Conduct product-specific, in-depth value chain analyses: Building on the agriculture and agri-business assessments, and value chain assessments, ISED-BMK will conduct in-depth value chain analyses for several products that carry enormous potential to be more competitive and help keep a larger part of the added value with the BMK producers. These analyses will allow local stakeholders, with technical support from ISED-BMK, to identify missing linkages, and understand bottlenecks preventing BMK producers from being more competitive. Solutions will be developed jointly by the producers and ISED- BMK and implemented in a way that leverages resources available through public and private partners (e.g., funding, training programs). This should help strengthen the capacity of the value chain-analyzed products to compete, allow better market access, promote higher quality, and the possibility of considering new market segments, where higher margins can be generated. This can also lead to new projects being developed within the value chain to respond to specific needs and create direct and indirect employment opportunities. Under the RBEC, ISED-BMK will also work to identify and ultimately remove administrative bottlenecks that hinder private investment in the agriculture and agro-processing sectors in particular. ● Improve access to markets for agriculture and agri-business companies: Building on the value chain analyses, ISED-BMK will help BMK-based agriculture and agri-business companies secure sustainable access to national and international market opportunities. For example, ISED-BMK has identified potentially significant opportunities for food producers in BMK to export broccoli to the UK or onions to West African markets. ISED-BMK will pilot interventions to match food producers in BMK with national and international distributors and/or processors. ISED-BMK will also encourage their participation in physical and/or virtual trade shows (e.g., thefoodeshow.com). During Year 1, ISED-BMK will also provide training and coaching to build the sales and marketing capabilities of SMEs, identify capital investment needs to upgrade equipment to meet quality norms, and build their organizational capacity to obtain quality insurance

certifications from the Office National de Sécurité Sanitaire des produits Alimentaires (ONSSA – National Office for Health Security of Food Products), to penetrate lucrative but highly-regulated markets. ● Support new agriculture and agri-business projects: During Year 1, ISED-BMK will support the launch of new agriculture and agri-business projects in BMK. First, ISED- BMK will explore the opportunity to support newly launched projects that recently benefitted from financial support under the Plan Agricole Regional (Regional Agricultural Plan). ANAPEC also reported that there is an initiative led by women farm workers to launch their own agricultural businesses or cooperatives in BMK. ISED-BMK will explore how it can potentially help structure and support these initiatives. Finally, ISED-BMK will seek to support an existing initiative led by the Agropole to help structure an ag-focused business incubator. Topics will include how to structure the incubator’s internal operations, screen and enroll entrepreneurs, form meaningful partnerships with SMSU and the private sector, and provide meaningful services to yield bankable projects. ● Job growth in agriculture and agri-business: ISED-BMK will focus on strengthening job creation in the agriculture and agri-business sectors by taking a systems approach. This agri-sector focus will kick off with the launch of the Labor Market Assessment (LMA), a systems-driven tool used to map the agriculture and agri-business sector that will begin later in the year using research and short-term personnel to gather data in (rural and mountainous areas). ISED will map opportunities for local suppliers to integrate into value chains and to move suppliers along the value chain into more value-added functions in rural and urban areas that will help keep income and jobs in the region, integrate into local supply chains with larger buyers in the region, and connect local SMEs with larger companies and markets outside BMK (urban). ISED-BMK will also identify skills demanded by employers in the sector that, when strengthened, will result in greater employment for PwD, women, and youth. This process will include the development of data collection instruments, staff training with FHI 360’s LMA tool kit, gathering data, and analysis of the findings. This first year will lay the foundation for building a sustainable resource for LMA evaluations by training local team members and staff at potential partner institutions, on how to conduct future LMAs. Based on LMA findings by month eight, ISED-BMK’s partner LixCap will develop a strategy to deliver technical assistance to select SMEs to build their capacity and enable them to begin creating higher value products. The selection of potential SMEs for technical assistance will be based on LMA findings, consultations with LixCap, SME potential to act on and grow from their new skills, and engagement with local government representatives. LixCap will strengthen the capacity of local marketing and packaging co-ops to achieve similar goals. Specific capacity building will be based on LMA findings, and may include financial management, business planning, marketing, packaging, and capacity to attract investment. In addition to supporting market access, new agriculture and agri-business projects, and job growth, ISED-BMK will also work with SMSU to introduce innovations in local agricultural production. The focus of this work will be determined after MSU and SMSU

assess current agricultural outreach activities between rural farms and the university. MSU will introduce SMSU staff to the SMART Farm model in year 1, ensuring the skills remain in a local institution. The SMART Farm approach, developed for USAID’s Feed the Future Initiative and used successfully in several African countries, is a mechanism through which university faculty and researchers can promote and advance evidence- based techniques in local farm communities. SMSU will determine the most effective adaptation and implementation of the model which is planned for Year two.

2.2.3. Support tourism sector recovery and prepare BMK to grow its sustainable tourism potential

BMK has suffered from the impact of COVID on the travel and tourism sectors. The lack of international tourists, such as for sky diving in BMK, has reduced international travel revenues. However, BMK has an exceptional number of untapped resources, sites and offerings that can position BMK as a top destination for eco-tourism, adventure tourism and experiential travelers. This may present an opportunity for the region to focus on the domestic market by modifying its tourism products and services to cater more to Moroccans. Given the uncertainty about when international travel will resume, and with some predicting that 2019 levels will not be achieved until 2023, BMK may be able to mitigate medium-term adverse conditions with a greater focus on domestic tourism while also preparing for the return of international travelers.

ISED will build upon current knowledge and analyze BMK's potential for the recovery and development of its tourism sector. A baseline of pre-COVID BMK tourism products and services will be established by reviewing current programing, for example Swiss Contact’s work on BMK tourism, and interviewing key stakeholders on local government plans for the sector. ISED-BMK will also leverage FHI 360 strategic partnerships such as the Adventure Travel Trade Association (ATTA), National Geographic Explorers, and the Global Sustainable Tourism Council (GSTC) to strengthen BMK’s tourism recovery plan. The major elements of Year One tourism sector activities follow.

Assess business needs businesses through LMA and co-design tourism recovery plan with stakeholders • Tourism Labor Market Assessment: As part of the LMA, ISED-BMK will re- evaluate and validate findings from the co-creation process to inform the current status of the tourism sector in the BMK to ensure an up-to-date understanding of the BMK’s local tourism ecosystem (urban and rural). The focus will be on ensuring that technical engagement and support is tailored to sector needs and to foster enterprise start up and/or growth and create employment opportunities for PwD, youth and women. The initial LMA will focus on detailed sub-sector selection and tourism value chain analysis, and identify those opportunities within the BMK tourism sector with the greatest potential to speed the sector’s tourism recovery. The LMA can identify and map areas where integrated support can create a robust foundation on which this growth can be

built, providing an integrated systems approach to intervention. For example, using the LMA approach, data can be gathered to map the system of tourism sector stakeholders, and identify the most pressing sector needs, beyond challenges such as access to finance, infrastructure or equipment needs, policies that prohibit recovery in the tourism sector, or other immediate challenges. Like the other Year One LMAs, this effort will include building staff and local partner capacity to conduct LMAs so that future LMAs can be led locally, ensuring capacity remains in the region

This data and analysis will be used to co-design/update the BMK tourism recovery plan described below. To support the tourism sector beyond quick fixes, the LMA will leverage numerous tools, many of which are systems based and anchored in local contextual needs. Examples include: 1) Social Network Analysis (SNA), which can map outreach, connections, and growth within the sector linked to outside markets and communication platforms to demonstrate the sectors' improved visibility and value as it recovers from the COVID impact; 2) the Value Chain Map with Opportunity Overlay which maps jobs that are in demand now and in the future, with a focus on opportunities for PwD, youth, and women’s employment, that will support the tourism sector to effectively re-start, and use the temporary lull in tourist arrivals to retrain and restructure for tourism jobs that better fit the sector’s needs, and better align to evolving global standards and trends; and 3) the Sibling Diagram (also known as Educational Map) that identifies what skills are needed for each occupation and where those skills can be acquired.3 Additionally, the tourism sector can be re-evaluated in the future from an employability lens by former project partners through the LMA tools, tracking the change in data gathered from the initial LMA, showing how the sector has recovered, grown and improved.

● Design Tourism Recovery Plan During the first six months of Year One, based on findings of the LMA, and as ATLAS data collection is ongoing, ISED-BMK will work with tourism sector leaders, local government tourism representatives, and others, to develop/update a tourism recovery plan. Using this LMA input and additional conversations with key sector actors, ISED- BMK will develop a nuanced understanding of immediate challenges and means of triaging support for the tourism sector. This information will then be used to develop and strengthen a plan which will be aimed in the short-term at stabilizing the BMK’s tourism sector, in the medium term to mitigate further harm from COVID-19 and, in the long-term, to establish support that will position the tourism sector as an inclusive and sustainable engine of growth. This activity will be completed early in the second quarter of the year and will enable ISED-BMK to provide support to address urgent ‘rapid-response’ activities in support of the tourism sector, as detailed further below.

3 For an illustrative example of the Sibling Diagram, see USAID Career Center. “USAID Career Center Moroccan Automotive Industry: Rapid Analysis.” November 2015. P 38, Figure E2.

● Provide rapid recovery support Leveraging FHI 360 experience in the sustainable tourism sector, through LMAs, and building on the tourism recovery plan from second quarter, FHI 360, ISED-BMK and its headquarters team will support the launch of the tourism recovery plan. As noted above, the plan will build off in-country consultations to identify opportunities that initially support the domestic tourism market. During the first year, for example, the team will design an awareness and training session for key stakeholders and decision makers in the industry on the Adventure Travel and Trade Association (ATTA) COVID- 19 Health and Safety Guidelines. Application of these Guidelines, developed in association with the US-based Cleveland Clinic, will provide tourism industry stakeholders with a roadmap to assure travelers, both domestic and international, that local tourism providers are following best international practices for the health and safety of their clients.

The FHI 360 team will remain in close contact with ATTA and will both track and make available to BMK industry stakeholders updates to the guidelines and any emerging innovative approaches to addressing COVID-19 in the tourism industry. The application of the Guidelines will also assure both regional and international tourists of the safety of the offering as the industry begins it recovery. ISED-BMK will explore including in the tourism recovery plan a mechanism to coordinate further tourism recovery support. This support will also entail ensuring, in addition to the guidelines noted above, that local tourism related SMEs know which banks or institutions can be contacted to lend emergency recovery funds, or which USAID, MCC, or other donor projects are making investments into key infrastructure, ensuring local voices define the sectors’ needs and shape recovery efforts to help jump start the tourism sector. Urgent recovery will also leverage FHI 360’s experience in responding to the COVID-19 crisis, and support tourism sector associations and/or businesses in ensuring the highest level of best practices around COVID-19 safety and compliance.

● Conduct tourism industry and ATLAS analyses ISED plans to use Alternative Travel Local Analytics System (ATLAS), an econometric tool designed by FHI 360, to model the dynamics and impact of travel on communities and destinations. By using a combination of national datasets, market data and a series of purpose-built models, ATLAS can map the dynamics of the tourism industry, destination or investment environments in a way that informs policymaking, investment and product development, and will ensure ISED-BMK’s tourism offerings are aligned to foster and support local community and sector needs. While launching ATLAS in Year 1, ISED-BMK will work with local staff, or partner staff to build their knowledge and understanding of how ATLAS analysis is conducted. This will create sustainability and provide system wide ability for each type of sector stakeholder to conduct such analysis in the future. Below is a sample visual of the data produced by ATLAS on the USAID Jordan LENS project which FHI 360 implemented.

To ensure the full localization of ATLAS, intensive collection of large public data sets on the tourism sector are required. ISED-BMK will leverage its Talent Cloud interns to support this technical need. The initial stages of the ATLAS process will be working to gather and ensure the data quality from all relevant data sources in BMK and surrounding tourism regions, including all relevant ministries. By month nine, dependent on COVID-19 restrictions, the team will bring on a consultant or specialist capable of scraping web data and gathering detailed non-traditional information from web sources such as trip advisor, Instagram, or other social media. Based on the data gathered and working in consultation with local tourism experts and in collaboration with other tourism programming in BMK, ISED-BMK will deploy its ATLAS methodology to understand the local economic and investment returns on new proposed tourism development.

This will give ISED-BMK a strong foundation for developing a tourism engagement strategy for year 2 that will be used as a roadmap for the remainder of the project.

● Market BMK as a domestic tourist destination Based on our current understanding of COVID-19 recovery in the tourism sector, many countries and destinations have turned to supporting and driving increased demand from domestic tourism as a first step in the recovery process. Currently, ISED-BMK is working with this initial target in mind, aiming to strengthen and build marketing for Morocco's domestic tourism market. This will include support to destinations popular with domestic tourists, strengthening service delivery and products that appeal to domestic travelers and improvement of infrastructure and policies around arrivals, stays and departures for domestic tourists. Such investments and new tourism offerings and product and service development will also be of value once the international tourism market comes back online.

Building on LMA, ATLAS, and the rapid recovery plan, ISED-BMK will in, collaboration with local sector leaders and champions, initiate a marketing strategy for select key BMK assets/sites to be marketed as domestic tourism destinations. Working with a local tourism experienced marketing firm, lSED-BMK will ensure that messaging and support to BMK’s destination development will leverage strategic best practices from global

partnerships (National Geographic, ATTA, etc.) to build confidence and interest in BMK’s tourism attractions.

Activity 2.3. Workforce development in line with labor market needs

FHI 360, in collaboration with USAID, has developed a Labor Market Assessment Tool kit4 that is based upon years of research, piloting and implementing tools and approaches that result in actionable analysis that drives data-driven interventions to improve labor market functioning. These six modules: Economic Context; Demand for Skills; Supply of Skills; Systems, Stakeholders Policy; and Alignment enable workforce development programming to be aligned with labor market needs with a host of tools to be deployed to the region. This framework is fully customizable. In year 1 ISED-BMK will analyze data and collect information to better understand which tools and approaches are relevant for the ISED-BMK sectors of focus.5

In addition to supporting market access, new agriculture and agri-business projects, and job growth in the sector, ISED-BMK will work with SMSU to introduce innovations in local agricultural production. The focus of this work will be determined after MSU and SMSU assess current agricultural outreach activities between rural farmers and the university. MSU will introduce SMSU staff to the SMART Farm model in year 1, ensuring the skills remain in a local institution. The SMART Farm approach, developed for USAID’s Feed the Future Initiative and used successfully in several African countries, is a mechanism through which university faculty and researchers can promote and advance evidence-based techniques in local farm communities. In year two, SMSU will determine the most effective adaptation and implementation of the model.

Conduct Labor Market Assessments (including in value chain analysis for Agriculture and Tourism)

During the second quarter of Year 1, ISED-BMK will begin conducting systems-wide labor market assessments (LMAs) of the pre-identified sectors of tourism, agriculture and agri- business. A systemic framework will be provided to help identify other sectors where ISED- BMK might work during the project life. An LMA work plan, sector map, and data collection instruments will be developed. LMAs conducted during the Morocco Career Centers project demonstrated that certain LMA tools are particularly useful in identifying opportunities and ensuring alignment with private sector needs. These tools include the:

4 USAID. March 2018. “Workforce Connections: Key Approaches to Labor Market Assessment.” Accessed at: https://www.youthpower.org/sites/default/files/YouthPower/resources/Key%20Approaches%20to%20Labor%20Market%20Asses sment.pdf “USAID Career Center Moroccan Agro-processing Industry: Rapid Analysis.” Value Chain with Opportunity Overlay for Agro- processing. April 2016. P23. 5 https://www.youthpower.org/key-approaches-labor-market-assessment-interactive-guide

• Value Chain Map with Opportunity Overlay that creates a visual guide and strategy for understanding private sector job needs, the skills that allow those jobs to succeed, and potential opportunities for PwD, youth and women.

• Sibling Diagram that maps training institutions in the region and links them to the job opportunities employers’ offer.

In the first quarter of Year 1, to prepare for the LMA, enumerators and Talent Cloud interns will be recruited while data collection instruments are developed. Training will be built from FHI 360’s six-module LMA Training of Trainers Curriculum (deployed during the USAID Career Centers project at all career centers) and will familiarize staff and enumerators with the LMA tool kit. By building ISED-BMK and partner staff capacity, the project promotes sustainability of outcomes via stakeholder training. This will ensure that there is long term embedded knowledge of how to conduct LMAs, allowing this activity to be integrated into local stakeholder institutions, including HEI partners, and deployed by previously trained Career Center staff. This capacity can be further strengthened later if additional sectors are evaluated as the project moves forward.

During the initial LMA process, ISED-BMK will work closely with businesses in the two target sectors, SMSU professors, students, career center staff, and local organizations that work with PwD, women and youth. The output of these LMAs will be actionable guidance on programming for workforce-related activities, skill needs, and jobs aligned to market and employer demand and to PwD, women and youth. In addition, they will identify specific opportunities and areas of market demand that the first cohort of youth entrepreneurs (targeted under activity 2.1) can target with new enterprise ideas.

● Engage HEIs on technical curricula adaptation with private sector To ensure that curricula is market and demand driven, the private sector must be engaged in its design, as confirmed by USAID’s Career Center’s project. This is even more critical for technical and vocational curricula. ISED-BMK will engage the private sector by using the globally recognized DACUM approach to build HEI capacity in demand-driven technical curricula development.6 This approach uses high-performing incumbent workers to analyze their own jobs, mapping the specific duties and tasks that make up their job. These duties and tasks are translated into competency requirements which are, in turn, mapped to required curricula. ● Build Capacity During the third quarter of Year 1, ISED-BMK will leverage contacts gathered during the LMA process to begin working with OFPPT and SMSU to develop new or adapted coursework that aligns technical and soft skills content to private sector talent needs.

6 http://www.dacum.org/

This will begin with a dialogue between employers and SMSU staff engaged during the LMA, to develop a shared understanding of the current challenges that have led to a misalignment of course content with market demand. During this dialogue, ISED-BMK will facilitate the creation of sector-specific working groups, driven by pre-identified champions, to lead the adaptation and alignment of content. This will be a fluid process that will require input from all actors, and its design will respond to their needs and ideas. The core output will be to establish a timeframe and set of actionable goals for each working group to achieve within an agreed upon timeline, to ensure progress is made on adapting course content.

5. THE GRANTS PROGRAM

ISED will implement a grants program for CSO start-ups and MSEs. The grants program will also be used for seed funding for projects conceived during the GGB workshops and as a result of CYM findings, as well as from concepts that emerge from the University Innovation Lab (initially focused on agriculture and tourism). The number of grants and their size will be determined by the number and types of proposals received, the scale of their prospective impact and sustainability prospects. If possible, ISED-BMK plans to award pilot grants in Year 1.

Grants will fund some of the first activities undertaken in every community where ISED-BMK works and are intended to make noticeable, quick changes in targeted communities and the businesses therein. The grants are jointly identified with community stakeholders (local authorities, CSOs, and youth representatives), and align with local and national GOM strategies and priorities. These grants will provide tangible benefits and opportunities for youth to advance their vision and strategic priorities and those of the GOM. Grant sustainability plans will also be developed with ISED-BMK support so that benefits endure beyond the project life.

During community selection, ISED-BMK will identify CSOs that are currently implementing activities related to ISED-BMK’s objectives, are acceptable to local authorities, have a track record of working within their communities, and are legally able to receive funding. To ensure award timeliness, ISED-BMK will develop a list of activity types that ISED-BMK can fund that will help guide CSO activity selection. ISED-BMK will then work with participating CSOs in a co-design process as outlined in its small grants’ operational manual. The process engages ISED-BMK staff and partners, the CSOs, and potentially local authorities to mutually agree on activity design and outcomes.

ISED is adapting FHI 360’s Standard Grants Manual to inform the grant making process, including grant instructions and timelines, design, selection, and appropriate grant instrument. FHI 360’s policy requires that all grant making activities establish eligibility criteria and an impartial review of all applications. Before an award is made, ISED-BMK staff will administer FHI 360’s Pre-award Assessment Tool (PAT) to assess management systems, policies, and practices. PAT results will determine if any specific conditions are needed to mitigate any contractual or financial risk.

The SGP will provide grants to businesses that express a desire to achieve a commercial and/or technical objective but lack the necessary financial resources to do so (see Activities 2.2.1 and 2.2.2 above). For example, a grant may provide financial resources to a business to access very specific technical expertise to launch a new product or obtain a certificate (e.g., a phytosanitary certificate). ISED-BMK will establish funding ceilings within which target businesses can work to achieve a technical and/or commercial objective. Activities will include:

● Select SGP Recipients: ISED-BMK will draft a Request for Applications (RfA) for proposals from target businesses, to select businesses for sub-awards from the program. The RfA will describe the purpose and focus of the Grants Program, eligibility requirements,

timeline, scoring criteria and where to find additional information. ISED-BMK will appoint a Selection Committee to review applications. ● Grantees Implement their Plans and are Coached: ISED-BMK will match businesses with coaches based on their potential to work well together. Coaches will help grantees to effectively implement their proposals.

6. GENDER EQUALITY AND SOCIAL INCLUSION

6.1 GESI Plan purpose and objectives

The ISED-BMK GESI plan is the roadmap for integrating gender and ensuring that project activities benefit women, youth and PwD. It is the basis for operationalizing the results and recommendations of the gender analysis. The GESI plan contains specific gender elements to be addressed during the implementation of activities and will help to monitor implementation. The GESI plan will be used as a tool to ensure gender is effectively addressed across program activities and a consistent gender-perspective integrated in the ISED-BMK project to expand economic opportunities for women, youth and PwD and empower them so they can realize their full potential and contribute to BMK economic growth.

6.2 GESI Plan methodology and timeline

In month three, ISED-BMK conducted a GESI Analysis based on a participatory process involving diverse regional stakeholders to consider the ideas and aspirations of all actors. In discussions with stakeholders during the co-creation planning process, consultations included focus groups and interviews with SGIs, public institutions, the private sector, SMSU, women PwDs, youth and CSOs. This participatory assessment engaged actors to identify key GESI issues, inequalities, constraints, and opportunities in the BMK Region and collaboratively identify goals and priority interventions to promote women, youth and PwDs’ socio-economic development. The GESI plan co-creation process supported and reinforced existing GESI interventions in the Region and are aligned with the objectives of Phase III of the National Initiative for Human Development (INDH).

The GESI plan methodology is based on an iterative process of co-creation, testing approaches and continuous adaptation throughout the project life cycle. While the GESI Plan was submitted to USAID in early March, the co-creation and actors’ engagement process will continue in order to refine the GESI plan and to extend it so it remains responsive to project needs. ISED- BMK will organize quarterly virtual workshops with key stakeholders to review the plan’s assumptions and proposed activities, strategies and priorities to ensure that it remains timely and fully responsive to changing needs. This process will allow for progressive ownership among stakeholders of gender and social inclusion integration efforts and mitigate the risks of resistance to change.

6.3 GESI Plan implementation in Year 1: expected results

By implementing the GESI plan, ISED-BMK expects to achieve the following

● GESI is robustly integrated into all ISED-BMK activities. ● Gender equality and women’s empowerment concepts are understood by all actors not as discrimination toward others but as a necessary means to achieve inclusive growth and social advancement that benefits males and females. ● GESI interventions targeting women, youth and PwDs are identified collaboratively with key stakeholders. ● Stakeholders are fully engaged in further GESI Plan development and adaptation. ● Awareness of the need for accelerated change around gender and PwD issues is built among key stakeholders.

6.4 Gender integration during the start-up phase

In the start-up phase, ISED-BMK worked to raise awareness among staff and stakeholders about gender and to stimulate constructive thinking around GESI challenges and opportunities. The GESI Advisor also provides support and guidance to ISED-BMK team members to ensure that activities are carried out with full awareness of GESI plan requirements.

It is essential to ensure that all ISED-BMK staff members have a shared understanding and sufficient knowledge of gender and social inclusion concepts and issues. During Year 1, ISED- BMK will deliver training workshops related to gender and disability and will prepare tools for the team to incorporate GESI lessons learned and best practices. These workshops will be updated and implemented periodically throughout the project life to enhance ISED-BMK staff capacity to integrate GESI systematically in their work and to advance GESI goals with stakeholders and partners.

GESI will also be integrated fully into monitoring, evaluation and reporting. The MEL plan includes quantitative and qualitative indicators to track changes in areas relevant to gender, youth and PwD. Data will be disaggregated by sex.

7. COORDINATION WITH OTHER USAID PROJECTS

USAID has invested in several development projects to help Morocco achieve more inclusive participation in its socio-economic transformation. ISED-BMK will coordinate, collaborate, and share information with these projects to advance USAID’s goals. Table 2 shows how ISED-BMK will work with other projects. As new projects start up, this table will be revised to include them, including the planned Marrakech-Safi ISED-BMK project and the ICE projects for civic education.

Table 2: Coordination with other USAID Projects

Project Summary Project Components Possible Synergies with ISED-BMK Favorable Opportunities Components: This project began to address community to Reinforce Self- By establishing and strengthening engagement approaches that moved away from Advancement for Today's bonds between youth and community a "law and order" approach. USAID is building Youth (FORSATY) and actors, the project seeks to prevent on the work conducted by FORSATY through MCRA/Morocco youth delinquency and reduce the follow-on Morocco Community Resilience Community Resilience recidivism among at-risk youth Activity (MCRA/FORSATY) and expects to Activity through: create new pathways for youth individually and USAID/Morocco ● A PYD approach provides via youth-led organizations to participate more 2012-2019; 2019-2024 education, life skills, and other actively in their societies. $12.77 million; $9.3 million youth-friendly services to curb Location: Tangier, drop-out rates and increase ISED will reach out to this project’s staff Tetouan, Fnideq, Al employability. to consider how youth at risk in the BMK Hoceima ● Stronger bonds with the region might be addressed as a Partners: International community by involving vulnerable group where ISED-BMK Organization for Migration families and the broader approaches at the communal level could neighborhood while also propose inclusive activities to increase Other partners: building linkages to their participation and address socio- Government of the community-based social economic issues that underly behavioral Netherlands and the service providers. issues. Government of the U.K. ● Local capacity building of youth-serving institutions.

Beneficiaries: ● Over 25,000 at-risk youth have benefitted from FORSATY's service. Eighty-eight percent of youth participants are either reintegrated into the community or continue to participate in activities. USAID's Higher Education Components: USAID continues to strengthen pre-service Partnership Program in This project will help Moroccan teacher training programs for primary school Morocco (HEP-M) universities enhance their institutional teachers, emphasizing effective student- USAID/Morocco and human capacity to deliver the centered pedagogy and greater use of ICT 2020-2024 new undergraduate primary teacher tools and methodologies. $5 million pre-service program at teacher Nationwide training institutions (CRMEFs). The ISED will contact HEP-M to learn from program will equip new teachers with their experience with the use of ICT the skills necessary to improve their tools and methodologies, see which teaching practices and meet primary institutions may be participating in the school students' learning needs. BMK Region and see if there may be Beneficiaries: links that could benefit SMSU and those Primary school teachers and students. institutions in the HEP-M program.

8. COORDINATION WITH OTHER DEVELOPMENT PARTNERS

The promise of accelerated and more equitable growth within the parameters of Morocco’s reformist policies has led multiple international development partners to launch new activities. Many share ISED-BMK’s broad objective of increasing participatory governance at the national and local levels to enhance more equitable and sustainable growth. Therefore, ISED- BMK must avoid duplication and create synergies. The projects listed in Table 3 below are a priority for ISED-BMK engagement in Year 1. Others may be contacted depending upon prospects for collaboration and learning and after ISED- BMK has engaged with these major initiatives and identified ways to work with and benefit from interactions with them.

Table 3: Year 1 Coordination with Other Development Partners Project Title, Funder, Key Components and Target Beneficiaries Recommendation and Potential Areas for New or Duration and Amount Improved Synergies Supporting the Economic Components SEIY’s goals are similar to those of the ISED-BMK Inclusion of Youth (SEIY) ● Promotes youth employability and economic inclusive economic growth and livelihoods component. World Bank inclusion. Effective June 2019 With 20 months of implementation now completed, its ● Fosters entrepreneurial ecosystem and US$55 million strategies, experiences, indicators, challenges, and supports entrepreneurship opportunities for Location: Marrakech-Safi successes should be of great interest to ISED-BMK youth. Region Partners: MTIP, CRI, ● Institutional capacity building and program In Year 1 ISED-BMK staff will reach out to the ANAPEC, INDH, implementation support. SEIY implementing partners for lessons learned Secretariat of Vocational and ensure coherence since INDH and ANAPEC Training and its regional Beneficiaries: are also ISED-BMK stakeholders department (SEFP/DRFP) ● Low-skill females and males, long-term

unemployed and inactive youth, urban and rural informal sector workers.

● Aspiring youth entrepreneurs ages 18-34.

● MSMEs and cooperatives in high job creation value chains.

Financing Innovative Components: This project is active in all 12 Moroccan regions and Start-Ups and SMEs ● Finance program for SMEs. offers a significant source of financing for MSMEs, Project (FISSP) especially those owned by or promoting youth, women, World Bank ● Ecosystem support for SMEs. and marginalized groups. As such, there are substantial

Project Title, Funder, Key Components and Target Beneficiaries Recommendation and Potential Areas for New or Duration and Amount Improved Synergies June 2017-December ● Management, coordination, and M&E related complementarities with the economic growth 2023 to SMEs. component of ISED-BMK Both ISED-BMK and the FISSP $50 million focus on enhancing business and livelihood activities and Location: nationwide Beneficiaries: are focused on the business "ecosystem" to promote ● Low-income households; micro, small, and sustainability. young firms; youth and women. The project is

part of the planned National Financial Inclusion FISSP initiatives can help facilitate ISED-BMK Strategy approaches' scalability by strengthening the ● The project works to "change mindsets, enabling environment and increasing access to especially among youth, who are conditioned business capital. In Year 1 ISED-BMK staff will to seek public sector employment" and will contact FISSP and determine how to develop relevant skills and behaviors for youth. collaborate.

FORSA for all II Components: Among UNICEF's recommendations to other donors ● The project aims to facilitate a positive and implementers from the first FORSA project were UNICEF, transition to working life for millions of to promote and adopt inclusive and participatory U.K. Foreign & adolescents and young Moroccans. approaches in developing and planning similar projects Commonwealth Office to encourage better ownership by stakeholders and ● The project revolves around three axes: 1) 2019-2022 ensure greater coordination and consultation. strengthening of the quality of education at the

Location Souss Massa, secondary level, 2) integration of citizenship Marrakech- Safi, education and life skills in the secondary ISED will examine FORSA’s life skills and career l’Oriental region, and curriculum, and 3) strengthening the career building activities since many ISED-BMK small Tanger-Tétouan-Al grants may involve capacity building for youth, counseling system. Hoceima women and PwDs along similar lines. This is an Beneficiaries: opportunity for collaboration and learning in Youth aged 10 to 24. Year 1

Morocco Workforce Components: Synergies here include ensuring effective employment Development Project ● Improve the quality and relevance of TVET services to help at-risk urban and peri-urban youth Millennium Challenge programs that respond to private sector needs. obtain quality jobs and supporting the operationalization Corporation of the "Labor Market Observatory." ● Provide technical assistance to develop and June 2017-June 2022 implement a demand driven TVET sector $107 million ISED-BMK also seeks to align vocational training policy. Location: nationwide with market demand and promote employment

Project Title, Funder, Key Components and Target Beneficiaries Recommendation and Potential Areas for New or Duration and Amount Improved Synergies Partners: Instiglio, ● Provide effective employment services to help for marginalized groups. In Year 1 ISED-BMK CIDE, GOPA unemployed or economically inactive women staff will contact the MWDP to learn more and unemployed, at-risk urban and peri-urban about the Labor Market Observatory, youth obtain quality jobs. understand the extent of their activities in the BMK Region and look for points of synergy. ● Support the operationalization of a Labor Market Observatory to provide a broad range of stakeholders with dynamic labor market information to improve public policy and private investment decision-making. Beneficiaries: ● Marginalized youth.

TASHAROC Project Components: TASHAROC developed a gender and social inclusion U.K. Foreign & The project goal is to strengthen the political strategy and operations manual for the TTAH Regional Commonwealth Office representation and citizen engagement in the TTAH region. Council, a MEL Plan, and training modules for local 2018-2021 Beneficiaries: officials. Location: Tanger- The project works with the TTAH Regional Council, Tétouan Al-Hoceima several consultative bodies, and CSOs by supporting the In Year 1, ISED-BMK will contact TASHAROC, (TTAH) design, implementation, and M & E of development projects review the materials they have produced and DAI International defined by the TTAH Regional Development Plan and possibly apply elements of their manual and building capacity of elected regional officials, consultative other materials that may be appropriate for bodies, and CSOs. ISED-BMK in the BMK Region. SwissContact Tourism Components: This project was just launched so early communication Development Project for The program seeks to develop the sustainable tourism with their implementation team will be important to BMK industry value chain to help strengthen the economy, create avoid duplication, generate synergies and share ideas Five years (2021-25) jobs, and reduce poverty. It has three components: develop and information. US$4.5 million conditions conducive to sustainable tourism; strengthen Swiss Sate Secretariat for competitiveness and market access to sectors linked to the ISED met with the Swiss team in early February and is Economic Affairs tourism value chain and develop tourism skills. following up with technical-level communications. (SECO)90%; GOM 10% Beneficiaries: funded The project will benefit women and youth especially and both the public and private sectors involved with lodging, transport, and marketing f tourist products such as food, handicrafts, restaurants and other tourist infrastructure.

Project Title, Funder, Key Components and Target Beneficiaries Recommendation and Potential Areas for New or Duration and Amount Improved Synergies Strengthening the Components: The SMMP needs to be examined in depth to determine Moroccan Municipalities The program targets key performance gaps to promote a how it interacts with specific municipal government Program (SMMP) transparent, efficient, and accountable urban management entities (communes) and their relationship with World Bank system. It supports the Ministry of Interior to prepare provincial and regional governing bodies to determine, $300 million annual municipal performance assessments to provide real- for example, how the planned ISED-BMK activities in 2019-2023 time information on capacity gaps and address them the BMK region may be impacted by or benefit from 78 municipalities through T.A. and training while focusing on enhanced SMMP activities. participation of women in decision-making, providing more efficient urban services, especially for marginalized groups. In Year 1, ISED-BMK will contact the SMMP Beneficiaries: project staff and look for synergies and Eighty percent of the urban population and half of the complementarities, especially regarding the country's total population, with specific attention to shared goal of increased participation in civil women, youth, and marginalized groups. society by women and marginalized groups and the link between such involvement and how more efficient delivery of municipal services may impact livelihood and entrepreneurship opportunities.

9. ENVIRONMENTAL MITIGATION AND MONITORING

As prime awardee, FHI 360 will ensure all activities implemented follow the guidelines and conditions set forth in the approved Initial Environmental Examination (IEE). FHI 360 notes that the IEE includes Environmental Threshold Decisions (ETD) of: (i) Categorical Exclusion and (ii) Negative Determination with Conditions (NDC). In line with these finding and USAID’s mandatory environmental procedures (22 CFR 216 and associated directives) to support design and implementation of activities, FHI 360 developed and received approval from USAID/Morocco for the project Environmental Mitigation and Monitoring plan (EMMP). As outlined in the EMMP, activities that qualify for a NDC under this project may include project interventions designed to support agriculture, agri-business, and small enterprise development. For activities that meet NDC requirements, ISED-BMK will follow and use the approved EMMP and USAID’s mandatory environmental procedures (22 CFR 216 and associated directives) to guide design and implement activities to mitigate environmental impact. ISED-BMK will comply with GOM environmental regulations.

FHI 360 will consult with the USAID Mission Environmental Officer (MEO) and project AOR to ensure that planned activities are within the scope of the approved 22 CFR 216 environmental documentation. Activities implemented through sub-awardees will be carefully monitored to ensure that they comply with the EMMP. Any grant recipients and partners will be required to submit EMMPs to FHI 360 for review by the USAID MEO and AOR for activities that have potential environmental impact. As necessary, FHI 360 staff will provide training and technical support to grantees in environmental compliance and developing and submitting EMMPs. In addition, FHI 360 will review any request for equipment purchases under grants to assure that they meet safety standards and that any training on equipment use includes safety and health standards set by the GOM and/or USAID.

10. COMMUNICATIONS STRATEGY

ISED will develop a comprehensive Communications Strategy that includes appropriate branding and marking across all activities and for all partners and will ensure alignment with USAID guidance as detailed in ISED-BMK’s Branding and Marking Plan (submitted to USAID on January 6, 2021 and available separately). The Communications Specialist is now drafting the communications strategy. The communications strategy document will ensure that ISED-BMK:

● Applies USAID branding and marking optimally and according to USAID regulations.

● Uses modern media (e.g., Facebook, LinkedIn, YouTube, Instagram) as well as more traditional communications methods (e.g., print media, posters, radio) to send coherent and consistent messages around ISED-BMK’s goals for inclusive socio-economic development.

● Develops messages that are gender balanced, inclusive and gender neutral in all languages when discussing careers, participation in governance and for other topics.

● Uses a co-creation approach for media materials, seeking ideas from stakeholders and partners, testing draft materials in focus groups and reviewing materials with USAID.

● Develops “success stories” that demonstrate ISED-BMK’s effectiveness and impact on women, youth and PwDs by using creative and innovative communication methods with an emphasis on visuals and local languages to underscore how increased participation of marginalized groups can lead to accelerated and more sustainable economic growth and improved livelihoods.

● Develops “success stories” related to improved governance and its impact both on the lives of the people of the BMK Region and on SGIs that function more effectively and transparently with better targeting of services to vulnerable groups.

● Ensure women and men are equally represented in all communications products: in photographs, videos, radio interviews, news stories, press releases, etc.

● Ensure that communications materials do not convey stereotypical portrayal of men and women in terms of social beliefs, norms of expected behavior, sexual division of labor, access and control of resources for decision making and power differentials.

● Present female voices in traditionally male roles and vice versa to contribute to deconstructing stereotypes and gender norms.

● Display and convey positive images of persons with disabilities in their communications materials and highlight their success stories.

ANNEXES

ANNEX 1: YEAR 1 IMPLEMENTATION PLAN

Month Activity Outputs/Outcomes 1 2 3 4 5 6 7 8 9 10 11 12 PROGRAM START-UP, MANAGEMENT AND REPORTING ACTIVITIES Mobilize start-up team and project Start-Up Team identified and kick-off meetings held ■ personnel both internally and with USAID Secure office space in Beni Mellal ISED office set up ■ ▪ Field key personnel Key personnel fully onboard in BMK ■ Recruit and hire other project staff Other project staff hired and fully operational ■ ■ ▪ ■ Procure equipment, furniture, and supplies Equipment procured ■ ■ Procure vehicles ■ ■ FHI 360 and sub-awardees sign agreements Sub-awards signed ■ to begin work Train staff in relevant FHI 360 procedures, incl. internal management, financial ISED staff trained in relevant procedures and policies ■ compliance, procurement, grants administration, security, IT, gender inclusion Submit, based on co-creation with BMK stakeholders, first Annual Work Plan to First Annual Work Plan submitted ■ AOR Submit Program MEL Plan to AOR MELP submitted ■ Submit Gender and Inclusion Action Plan to Gender and Inclusion Action Plan submitted ■ AOR Submit Branding and Marking Plan to AOR Branding and Marking submitted ■ Small Grants program set up Set up Small Grants program, organize first First calls for applications organized calls for applications and start training ■ ■ ■ ■ ■ ■ ■ ■ AIDECA and SMSU trained in first basics of grant AIDECA and SMSU in grant management management

COMPONENT 1. IMPROVED GOVERNANCE FOR INCREASED REGIONAL GROWTH & INCLUSION OF YOUTH, WOMEN AND PEOPLE WITH DISABILITIES Activity 1.1. Increase Participation, Inclusion and Empowerment of Citizens in Local Governance Activities and Decision-Making Processes 1.1.1. Initiate GGB Process in BMK Select target areas in collaboration with Key target areas for first round of GGB selected ■ ■ ■ local stakeholders GGB outreach and training of Stakeholders from target areas support GGB approach ■ ■ ■ ■ AIDECA/GGB partner CSOs CYM: Recruit and train youth mappers Ground prepared for CYM and GGB process. ■ ■ ■ 1.1.2. Community-led Action Planning and Evaluation Governance Objectives per target area refined Organize GGB workshops in target areas First GGB action plans established ■ ■ ■ Identify technical monitoring groups GGB M&E framework established 1.1.3. Ensure Greater Inclusion of Rural Populations in Local Governance Ensure communities from all douars of Vulnerable populations from target rural areas actively ■ ■ ■ target areas can participate in GGB involved in GGB Activity 1.2. Increase Performance and Efficiency of Sub-government Institutions 1.2.1. Build Internal Capacity of SGIs to Achieve Regional Growth Objectives Conduct needs and capacity assessments of SGI capacity building plan (performance) established ■ ■ ■ ■ ■ SGIs Strengthen public financial management Improve SGI performance in PFM ■ ■ ■ ■ capacity of SGIs Strengthen public project management Improve SGI performance in PPM ■ ■ ■ ■ capacity of SGIs 1.2.2. Increase Capacity of SGIs to Adopt Participatory Governance and Coordination Mechanisms Deferred to post election Year 27 Activity 1.3. Strengthen CSOs’ Participation in Local Governance for Greater Inclusion of Vulnerable Groups 1.3.1. Increase CSO Participation in Governance via Existing Governance Mechanisms Assessment of the current situation of participatory democracy, Demand and supply side of the assessment is achieved ■ ■ ■ ■ ■ particularly consultative bodies and and draft of the training plan is started petitions

7 As the last regional and communal elections took place in September 2015, regional and communal elections as well as legislative elections should take place in the fall of 2021 but the exact electoral calendar is yet to be confirmed.

1.3.2. Strengthen Advocacy Efforts of CSOs for Inclusion of Vulnerable Groups Candidates to SGI election make commitments on Support Vulnerable Group-Focused vulnerable group inclusion1 ■ ■ ■ ■ ■ ■ ■ Advocacy plans for CSOs

Activity 1.4. Increase Transparency of SGIs and Empower Civil Society on Access to Information 1.4.1. Identify and Disclose Datasets Train SGIs in RTI compliance SGIs learn how to comply with the RTI law ■ ■ ■ ■ Support proactive disclosure of government SGIs disclose their data on proactive basis. ■ ■ ■ ■ information Build capacity of CSOs to prepare for RTI CSOs are prepared to launch RTI campaigns ■ ■ ■ ■ requests submission (pre-selection) Launch RTI campaigns (post-election) CSOs/ citizens effectively submit RTI requests ■ ■ 1.4.2 Use Government Information for Meaningful Purposes Deferred to post election Year 2 Activity 1.5 Improve Governance of BMK’s Business and Economic Ecosystems 1.5.1 Improve Regional Business Environment Revive the RBEC by providing structural Structuring RBEC and increase committee efficiency ■ ■ ■ ■ support Develop specific action plans to improve RBEC performs a strategic plan to improve the business ■ the business climate climate Build capacity of CRI staff in key CRI staff will increase their knowledge of strategic ■ ■ ■ ■ competencies management, marketing and communications. Support strong provision of investor- Increase private investment in the region ■ ■ ■ ■ oriented services Improve the analytical and reporting CVE provides accurate information to inform urgent ■ ■ ■ ■ capacity of the CVE public services needed for private sector recovery 1.5.2. Strengthen Role of University in Governance and Economic Development Assess SMSU’ needs and design strategy for Office of Research and Economic SMSU develops framework for its ORED ■ ■ ■ Development (ORED) Build SMSU’ capacity to form linkages with SMSU develops plan for regional economic the private sector in regional development development, identifies key relationships, and begins to ■ ■ ■ ■ ■ ■ ■ ■ support establish communication channels COMPONENT 2. ENHANCED LIVELIHOODS AND BUSINESS ACTIVITY THROUGH INNOVATION Activity 2.1. Increase Socio-economic Inclusion of Vulnerable Populations through Innovation and Entrepreneurship 2.1.1 Promote Innovative Youth Entrepreneurship

Support SMSU to establish Innovation Lab, SMSU Innovation Lab launched incl. upgrade of Entrepreneurship Center ■ ■ ■ ■ ■ ■ ■ ■ Youth-focused entrepreneurship activities organized and launch of Challenge Competitions Select 1st group of aspiring entrepreneurs First Challenge Competitions held and mentors; and establish partnership with ■ ■ ■ ■ Entrepreneurship partnerships established key partners (Enactus, OCP…) Provide entrepreneurship training and Entrepreneurial skills of aspiring entrepreneurs ■ ■ ■ ■ ■ capacity building improved 2.1.2 Tap Local Social Entrepreneurship Potential Assess potential of BMK social Select social sectors subject to social entrepreneurship ■ ■ ■ entrepreneurship incl. in the care economy activities Provide Support to Social Entrepreneurs to Social entrepreneurs have tools to start their social ■ ■ ■ ■ ■ ■ ■ Launch Social Enterprises enterprises 2.1.3 Promote Inclusive Entrepreneurship and Employment Opportunities for PWD Conduct awareness raising campaigns for Employers adopt PWD-inclusive recruitment policies ■ ■ ■ ■ ■ ■ ■ employers on PWD inclusion and practices Collaborate with and support ANAPEC and Access to funding for PWD micro-entrepreneurs Entraide Nationale on streamlining of Fonds ■ ■ ■ ■ ■ ■ ■ ■ ■ facilitated d’appui à la cohesion sociale Activity 2.2. Increase Business and Job Growth in Key Priority Sectors 2.2.1. Improve Businesses’ Access to Markets, Business Development Skills and Finance. Formalize partnerships with ecosystem Institutional support obtained to implement SMEs ■ ■ players activities Identify and enroll targeted businesses and Target businesses enrolled into programmatic activities. ■ ■ cooperatives. Provide assistance in sales, finance and Targeted businesses improve their operations; obtain ■ ■ ■ ■ ■ business skills. funding and increase customer acquisition. 2.2.2 Support Business Activity, Innovation and Better Working Conditions in Agriculture and Agribusiness Sector Conduct agriculture and agri-business value Identify weak and/or missing linkages along the ■ ■ ■ ■ chain analysis agriculture and agribusiness value chains Help BMK-based agriculture and agribusiness companies Improve access to markets of agriculture secure sustainable access to national and international ■ ■ ■ ■ ■ and agribusiness companies market opportunities Support new agriculture and agribusiness Support the launch of new agriculture and agribusiness ■ ■ ■ ■ ■ ■ projects projects in BMK 2.2.3 Support Tourism Sector Recovery and Prepare BMK to Grow its Sustainable Tourism Potential

Assess needs of existing businesses through Tourism monitoring committee established. LMA and design tourism recovery plan with Priorities and industry needs for urgent post-COVID ■ ■ stakeholders recovery understood and recovery plan designed Tourism businesses are able to adapt in post- COVID Provide urgent recovery support ■ ■ ■ ■ ■ environment Conduct Tourism industry and ATLAS BMK’s tourism potential identified and tourism ■ ■ ■ analyses enterprise development plan designed Market BMK as a domestic tourist Marketing plan for domestic tourism designed with first ■ ■ ■ ■ ■ ■ ■ destination actions implemented by stakeholders Activity 2.3. Workforce Development in Line with Labor Market Needs Conduct Labor Market Assessments (incl. in Constraints affecting local labor market and required ■ ■ ■ ■ value chain analysis for Ag and Tourism) skills identified in key sectors Engage HEIs on technical curricula HEIs and private sector involved in adaptation or ■ ■ ■ ■ ■ ■ adaptation with private sector creation of curricula Support SMSU and OFPPT to deliver work Work readiness ToTs organized in cooperation with readiness trainings and career services in central level ■ ■ ■ ■ ■ ■ ■ ■ ■ collaboration with central management Training delivered to students in compliance with committees national standards Reporting, Learning and Adaptation (due dates will be developed in consultation with the Submit quarterly financial reports to USAID Quarterly financial reports submitted AOR after award is issued) (Month TBC depending on award date – submitted Submit Quarterly Performance Report to Quarterly Performance Reports submitted within 30 workdays of the end of each USG Fiscal Year AOR quarter – 12/31, 3/31/, 6/30, 9/30) (Month TBD depending on award date – submitted no Submit Annual Report to AO and AOR Annual Report submitted later than 30 days after the end of fiscal year)

ANNEX 2: STAKEHOLDER ENGAGEMENT PLAN

N° Stakeholders Representatives Wilaya of the BMK region Regional coordination of the 1 Mr. Noureddine Darmouch Coordinateur régional de l’INDH INDH 2 Wilaya of the BMK region regional affairs division Mr. Khalid Marjan 3 Fqih ben Salah Province social action division Mr.Larbi Bouabidi 4 Khouribga Province action division M.Abdesmad Dami 5 Azillal Province social action division Mr.Abdelaziz Aassimi 6 Khénifra province social action division Mme Najat Afyoune

7 M. Brahim Moujahid Président du conseil de la région Béni Mellal Khénifra

8 M.Abdellah Aallam 1er Vice-président 9 M. El Mouloudi el Aabd el Amrani 2ème Vice-président 10 M. Nabil Sabri 3ème Vice-président 11 Mme. Moul Douira Bouchra 4ème Vice-président 12 Mme Hanae Chahboun 5ème Vice-président 13 M. Brahim El Manssouri 6ème Vice-président 14 Regional Council (RC) M. Amine El Houssaini 7ème Vice-président M. Hassan El Amri Chef de la commission du budget et des affaires 15 financières et de la programmation 16 M. Driss Achbal Directeur général des services

17 M. Abdelkrim Ezouri Directeur des affaires de la présidence et du conseil

M. Kamal Achabi Chargé de mission auprès du président du conseil de la 18 région (communication et mécanismes de concertation et de dialogue)

19 M. Mustapha Esaadi Directeur de la Maison d’élu

N° Stakeholders Representatives 20 M. Amine Bakali director Centre Régional d'Investissement (CRI) 21 M. Adil Azmi; Acting Director 22 Confédération Générale des Entreprises du Maroc M. Ahmed Haouaria; General Secretary BMK 23 (CGEM) M. Anouar Farsi Directeur Agence Nationale de Promotion de l’Emploi et des 24 M. TARIK ABOULKHIR chef d’agence provinciale ANAPEC Béni Mellal Compétences (ANAPEC) The regional coordination of Entraide Nationale BMK 25 M. Louassi Falk Régional Coordinateur BMK région region Regional Delegation of the Office du Développement 26 M, Toufik Brini directeur régional de la Coopération (ODCO) 27 Université Sultan Moulay Slimane (SMSU) Mme Youmna El Hissi chargée de la coopération internationale. 28 ONSA Direction régionale BMK Direction régionale BMK

29 Office de conseil agricole ONCA M, Doumar Mohamed directeur adjoint 30 Direction régionale de l'agriculture DRA M. le Hmid Abdelakhalek Chef de division DRA Association l’Union Nationale des femmes Marocaine 31 Mme Majda Dallal présidente (Beni Mellal). Beni Mellal Association la ligue démocratique pour les droits de la 32 Mme Amal Chakour Présidente femme. Région BMK Association collectif civil pour défendre les droits des 33 Mme Lekbira ABAKHAN secrétaire générale femmes. Région de BMK Association Solidarité pour le développement et la 34 Mme. Hanane el baraka présidente protection de la famille. Khouribga

Association ANIR pour le développement féminin et la 35 Mme FATIHA HAROUCHE présidente solidarité Khénifra

Association Israa, Personnes avec Handicap. Béni 36 Mme. Mariam Taqi Présidente Mellal 37 Association El Wiam pour les non-voyants Said Azro Association AMAL pour les enfants sourds et 38 M.MOUHCINE GHARBOU malentendants Association BAIT BAHYA pour les enfants en situation 39 Mme FATIMA EZZAHRA MASSAQ Présidente d’handicap abandonnés. Régional

N° Stakeholders Representatives Réseau des associations des personnes en situation de 40 M. Kamal Belhaj Président handicap Fquih Ben Salah Association ALKARAMA pour les enfants en situation 41 M. Mohamed ALOUAN president d’handicap 42 Association Qualification des jeunes. Béni Mellal M. Rachid El Habib président Association Mouvement jeunesse pour le 43 M. Youness Ouhrar secrétaire général développement local (AMOUJ) Khénifra Association Timoulilt pour développement (ATD) 44 M. Aziz Touri Azillal Association Ouaourint pour le Développement et la 45 M. Boubker Saouti Coopération (AODC) 46 Association NOUR pour le développement Mme ELGOUZMIR Fatima Présidente Association Oued Zem pour le développement et l 47 M. Dahraoui Mustapha VP communication 48 Association Success Makers Souk Sebt Fquih Ben Salah M. Oussama Lokhili Président 49 Association CARDEV Fquih Ben Salah. M. Brahim DAHBANI, President

50 Coopérative Agricole Taymate Mme RABHA IMLOUI Présidente

51 Coopérative SANAD Mme Amina Majdi Présidente

52 Coopérative EL KARAMA M. Abdelkrim Nazi 53 Coopérative TIMICHA Mme Mouna Idrissi, Présidente

ANNEX 3: COMPONENT AND ACTIVITY INTEGRATION: DG-EG

ANNEX 4: PROJECT RISK IDENTIFICATION AND MITIGATION TABLE

ISED Year 1 Project Risk and Mitigation Risk Risk mitigation plans and activities during Year 1 Vaccination program against COVID- FHI 360’s COVID mitigation plans are explained in Part II (Implementation 19 scales up more slowly than hoped Context). The plan outlines mitigation efforts and protocols and summarizes or a new variant makes vaccines less experiences to date. The good news is that ISED-BMK has been able to launch effective causing continued emergency virtually, adapt to remote conferencing and meet its deliverable deadlines. health restrictions Pre-election and/or post-election In Part II, the Implementation Context, ISED-BMK explains its strategy to remain tensions constrain movement in the completely apolitical, avoiding pitfalls and yet working to promote voter region or impact SGI ability to participation and the engagement of women, youth and PwDs. This balance innovate and promote gender and between caution and engagement should yield dividends as political actors come social inclusion or take decisions in a to understand the value of ISED-BMK both for SGIs and the people of Morocco. timely manner Communication campaigns fail to Communication campaigns have tried before to lessen gender inequities, promote convey that advocacy for social youth engagement and support PwDs in Morocco. For ISED-BMK, advocacy will change is being initiated by Moroccans be SGI-driven on the supply side and demand-driven by women, youth and PwDs. within the ISED-BMK context and While biases are present in all societies, they can be addressed and, over time, that ISED-BMK is a catalyst for reduced through education and exposure to new ways of thinking and interacting Moroccan-led efforts for greater with others. ISED-BMK, by promoting participation of women, youth and PwDs in gender equity and inclusion their own communities by focusing on shared, concrete needs and engagement with local officials will catalyze new dialogues around the link between inclusiveness and sustained economic growth for shared prosperity, thereby mitigating the risk of disappointing results as common interests begin to supersede constraining norms. Expectations are raised excessively Co-creation of ISED-BMK and co-development of this Annual Work Plan will help among SGIs and vulnerable mitigate excessive expectations on the SGI side. For women, youth and PwDs, populations that expect rapid job AIDECA’s leadership and sensitive design and delivery of training modules at the creation, rising foreign and domestic

ISED Year 1 Project Risk and Mitigation Risk Risk mitigation plans and activities during Year 1 investment and economic communal level, combined with effective messaging from ISED-BMK’s transformations in agriculture and Communications Unit will help mitigate this risk. other sectors that are beyond ISED- BMK’s capacity to deliver. CSO capacities are weaker than The transparent and inclusive CSO selection procedure outlined in this AWP will expected, requiring more training and lead to selection criteria that will minimize the risk of engaging with CSOs that are some are more resistant than disinterested in project activities. Ongoing coaching and support from AIDECA expected to messages of gender will allow for continuous engagement and monitoring so that any such issues inclusion and the focus on youth with should be flagged early if they arise. ISED-BMK’s robust MEL unit will also be some seeking equipment and funds deeply engaged in monitoring and assessing CSO performance. rather than a genuine partnership that could improve the links between SGIs and vulnerable populations.

ANNEX 5: ORGANIZATION CHART

COP Gary WALKER (Departs after Y3)

Deputy Chief of Party TBD

Livelihoods & Gender & Social Governance MEL Associate Director, Enterprise Private Sector Inclusion Specialist Specialist Mohamed Advisor Services Ratiba BOUGRINE Specialist Aida CHERKAOUI KHADDI Youness Khalid LEFNAOUI (Departs after Y3) TIHM (Departs after Y3) Grants Manager Senior HR & TBD Admin Mgr TBD Gender & Social Inclusion Coordinator Communications Logistics & & Outreach Procurement Soufian AARAICHI Finance Manager Specialist Sanaa JLALI Hafssa Mohamed Amine Boughaba Gender & Social Inclusion DANI Drivers (2) Bus. Enabling Env. Participatory Governance Accountant TBD Coordinator Coordinator Said ABIDI HEI Coordinator Nibrass ESSOUIHLI TBD Jihane BOUMEJD Administration & Livelihood Operations Program Officer Program LEGEND TBD Officer Salma TAKKY Gender integration in all technical activities

AIDECA Activity M Coordinator Mohamed Alouane Key personnel 69

Talent Cloud Fellows Direct supervision Technical integration STTA Pool (local & international)