Tunisia Resilience and Community Empowerment Activity Quarterly Report Year Two, Quarter One – October 1, 2019 – December 30, 2019

Submission Date: January 30, 2019

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

Submitted by: Nadia Alami, Chief of Party FHI360 Tanit Business Center, Ave de la Fleurs de Lys, Lac 2 1053 Tunis, Tunisia Tel: (+216) 58 52 56 20 Email: [email protected]

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

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Contents Acronyms and Abbreviations ...... ii 1. Project Overview/ Summary ...... 1 1.1 Introduction and Project Description ...... 2 1.2 Analysis of Overall Program Progress Toward Results ...... 4 2. Summary of Activities Conducted ...... 12 2.1 Objective 1: Strengthened Community Resilience ...... 12 RESULT 1.1: COMMUNITY MEMBERS, IN PARTICULAR MARGINALIZED GROUPS, DEMONSTRATE AN ENHANCED LEVEL OF ENGAGEMENT, TRUST, AND AGENCY 12 RESULT 1.2: INCLUSIVE COMMUNITY GROUPS ARE MOBILIZED TO DEVELOP TAILORED RESPONSES TO SPECIFIC COMMUNITY VULNERABILITIES, SPECIFICALLY DRIVERS OF EXTREMISM AND INSTABILITY 21 RESULT 1.4: ENHANCED COMMUNITY RESOURCES, SERVICES, AND SUPPORT 31 2.2 Objective 2: Communities Vulnerabilities are Mitigated ...... 39 RESULT 2.1: COMMUNITIES’ SPECIFIC VULNERABILITIES ARE IDENTIFIED AND REDUCED 39 2.3 Objective 3: Tunisian Partners Sustain the Model ...... 40 RESULT 3.1: ENHANCED KNOWLEDGE AND SKILLS OF PUBLIC AND PRIVATE SECTOR ACTORS TO SUPPORT LOCAL RESILIENCE ACTIVITIES 40 RESULT 3.2: MOBILIZATION OF PUBLIC AND PRIVATE SECTOR RESOURCES FOR THE ESTABLISHMENT OF COMMUNITY RESILIENCE COMMITTEES AND, WHERE APPLICABLE, LOCAL DEVELOPMENT FUNDS 41 RESULT 3.3: INCREASED NUMBER OF SOCIAL CORPORATE RESPONSIBILITY (CSR) POLICIES AND INITIATIVES DEVELOPED WITH COMMUNITY CONSULTATION 42 RESULT 3.4: INCREASED NUMBER OF VOLUNTEER HOURS DEDICATED TO SUPPORTING COMMUNITY RESILIENCE INITIATIVES 43 3. Integration of Cross-Cutting Issues ...... 45 3.1 Gender Equality and Female Empowerment ...... 45 3.2 Sustainability ...... 47 3.3 Environmental Compliance ...... 47 3.4 Policy and Governance Support ...... 48 3.5 Local Capacity Development ...... 48 3.6 Public-Private Partnerships (PPP) ...... 49 4. Performance Management Plan ...... 50 4.1 Monitoring, Evaluation, and Learning Plan ...... 55 Improving Data Quality 55 Progress on Ma3an Learning 57 Progress on Ma3an Outcome Measurement 62 Communications Monitoring 68 5. Comparison of Actual Expenditures with Budget Estimates ...... 71 6. Planned Activities for Y2, Q2 ...... 72 7. Annexes ...... 76 7.1 CRC Needs Assessment Report ...... 76 7.2 CRC Trainings Report...... 76 7.3 Youth Mentors’ Activities ...... 76 7.4 ToT Refresher for Youth Mentors...... 76 7.5 Youth Mentors’ Applications ...... 76 7.6 Civic Education Desk Review ...... 76 7.7 Civic Education Workshop Report ...... 76 7.8 Ma3an 365s...... 76

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ACRONYMS AND ABBREVIATIONS

AO Agreement Officer AAR After Action Review AFDP Association Fidélité pour le Développement et la Promotion Rouhia ANF Association Namaa Fernana AOR Agreement Officer’s Representative ATCD Association Thabbora for Culture and Development CBD Community Based Development CC Coordination Committee CDCS Country Development Cooperation Strategy CDF Community Development Fund CJD Centre des Jeunes Dirigeants CLA Collaborating, Learning, and Adapting CRA Community Resilience Activities CRC Community Resilience Committee CSAP Collaborative Stakeholders Action Planning CONECT Confédération des Entreprises Citoyennes de Tunisie COP Chief of Party CSO Civil Society Organization CYM Community Youth Mapping DCOP Deputy Chief of Party DM&E Design, Monitoring & Evaluation DNH Do No Harm DO Development Objective FGD Focus Group Discussions GESI Gender Equality and Social Inclusion GIZ Deutsche Gesellschaft fur Internationale Zusammenarbeit GOT Government of Tunisia HCD Human-Centered Design IACE L'Institut Arabe des Chefs d'Entreprises IDH Institut du Developpement Humain IIDEBATE International Institute of Debate IREX International Research and Exchange Board IRI International Republican Institute IR Intermediate Result ISET Institut Superieur de Etudes Technologiques JCI Jeune Chambre Internationale JSF Jeunesse Sans Frontières L2D Learn to Discern LOA Letter of Agreement MEL Monitoring, Evaluation and Learning MEPI Middle East Partnership Initiative

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MOE Ministry of Education MOU Memorandum of Understanding MOYS Ministry of Youth and Sports NDI National Democratic Institute NGO Non-Governmental Organizations OIT Organisation Internationale du Travail OTCS Tunisian Organization for Social Cohesion PIRS Performance Indicators Reference Sheet POG Presidency of the Government PYD Positive Youth Development RFA Request for Applications RMELOs Regional Monitoring, Evaluation and Learning Officers R&L Research and Learning STTA Short Term Technical Assistance Search Search for Common Ground SEP Stakeholder Engagement and Partnership TBD To be determined TOR Terms of Reference TOT Training of Trainers TRACE Tunisia Resilience and Community Empowerment UGC User Generated Content UNDP United Nations Development Program USIP United States Institute of Peace USAID United States Agency for International Development UTICA Union Tunisienne de l'Industrie, du Commerce et de l'Artisanat VE Violent Extremism WSR Whole System in the Room Y1 Year 1 Y2 Year 2 YES Youth Essential Skills YTCA Young Tunisian Coding Academy

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1. PROJECT OVERVIEW/ SUMMARY

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

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

Agreement Number: 72066418CA00001 Name of Subcontractors/Sub- Search for Common Ground, IREX, JSF, CONECT, and IACE awardees: Major Counterpart Office of the Presidency of the Government of Tunisia Organizations Over the five-year project implementation period, Ma3an will directly implement activities in 30 total communities. Below is a list of 17 communities (i.e., Phase 1 and Phase 2 communities) where implementation began in Year 1. The selection of 13 additional communities (Phase 3 communities) will take place in Year 2.

Governorate Communities Phase 1 Communities El Kef Kef City Ariana Ettadhamen Manouba Douar Hicher Sidi Bouzid Sidi Bouzid center - Souk Jedid Phase 2 Communities Geographic Coverage (cities and or countries) Jendouba Fernana - Ghardimaou Kairouan Kairouan North - Nasrallah Siliana Rouhia – El Aroussa Sousse Hay Erriadh - Sidi Abdelhamid Tunis Hrairia - Sijoumi Zaghouan Saouaf - Nadhour Phase 3 Communities Ben Arous To be confirmed (TBC) in Year 2, Q2 Medenine TBC in Year 2, Q2 Gafsa TBC in Year 2, Q2 Tataouine TBC in Year 2, Q2 Kasserine TBC in Year 2, Q2 Reporting Period: October 1st, 2019 – December 31st, 2019

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1.1 Introduction and Project Description

Introduction and Report Layout. This report provides an overview of activities, achievements, challenges, and lessons learned from Year 2, Quarter 1 (Y2, Q1) (October 1, 2019 – December 31, 2019) implementation of the USAID Ma3an program. The report seeks to respond to quarterly performance report guidelines highlighted on page 4 of the Ma3an Cooperative Agreement. For ease of reading, subsequent subsections of this report provide introductory “road map” information for that subsection.

Project Description. The Tunisia Resilience and Community Empowerment Activity, known as Ma3an (“Together” in Arabic), is a five-year, $48,552,142 project funded by the United States Agency for International Development (USAID). The project’s implementation period is from September 1, 2018 until August 31, 2023. FHI 360 is the prime implementer for the project, with core sub-partners Search for Common Ground (Search) and IREX, and local partners Jeunesse Sans Frontières (JSF), Institut Arabe des Chefs d’Entreprises (IACE), and the Confederation des Entreprises Citoyennes de Tunisie (CONECT). The Ma3an team believes that: IF community actors are engaged in Ma3an aims to increase the capacity of 30 of Tunisia’s most and empowered with approaches vulnerable communities to withstand political, social, and economic and skills to collectively identify and stresses and shocks. Ma3an provides community stakeholders, collaborate to address community- including youth, civil society, government, and private sector specific vulnerabilities, THEN they representatives, with the tools and resources needed to collectively will be better equipped to catalyze identify and collaborate to address community-specific and harness public and private vulnerabilities, to harness public and private sector resources for sector resources available to them sustainable development, and to ultimately become more socially and THAT will lead to their cohesive and resilient. Together with USAID/Tunisia’s programs in communities being more socially accountability, decentralization, and youth entrepreneurship cohesive and resilient to political, (TADAEEM and Mashrou3i), Ma3an aims to consolidate democratic social, and economic stresses and shocks. progress while fostering social cohesion and self-reliance. The project’s central implementation elements are depicted in Figure 2 on page 3.

Ma3an is articulated around three objectives (depicted in Figure 1 below) and has a development hypothesis that is designed to directly connect to USAID-Tunisia’s Country Development Cooperation Strategy (CDCS) Development Objective 2 (DO) and Intermediate Result 2.2 (IR), “Increased capacity of communities to withstand political, social, and economic stresses and shocks.”

Figure 1: Ma3an Objectives

Figure 2: What is Ma3an?

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A phased approach into communities. Ma3an is implemented in three phases. Each phase incorporates new communities as other communities graduate from activities. In Year 1, Ma3an implemented activities in 17 communities (known as Phase 1 and Phase 2 communities). In Year 2, Ma3an will begin implementation in 13 additional communities (Phase 3 communities) to reach a total of 30 communities over the life of the project. This phased approach is depicted in Figure 2 below.

Figure 2: Three Phases of Ma3an

1.2 Analysis of Overall Program Progress Toward Results

Section 1.2 begins by providing information on Y2, Q1 progress toward meeting results that reflects and synthesizes Y2, Q1 achievements. Information is presented according to the goals and objectives of the project. This information is followed by community-specific details on progress towards achieving results, challenges encountered, and mitigation measures taken during Y2 Q1.

Analysis of Y2, Q1 progress. Activities conducted during Q1 made key contributions to the achievement of Ma3an’s overall goal and objectives.

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• Objective 1: Strengthened Community Resilience During the reporting period, Ma3an commenced Collaborative Stakeholder Action Planning (CSAP) workshops in Phase 2 communities. In Y2, Q1, four (out of 12) CSAPs were held, bringing together a total 249 (149 M, 100 F) community stakeholders to review community youth mapping results and identify priority issues that can be addressed collaboratively. A few youth mappers from each community were selected to present their findings to stakeholders from public officials to prominent private sector actors to CSOs and other peers. This built the confidence of youth and demonstrated their great capacity to stakeholders. Throughout the rest of the CSAP workshops facilitated by local partners and Ma3an staff, lead participants through a collaborative process of developing their common vision on the workshop topic, analyzing the current reality, deciding what needs to change, and generating ideas about how and what to change. The experience catalyzed linkages and a greater sense of community among the stakeholders and taught them the importance of working together in order to improve the community. Many municipal representatives commented on how the CSAP methodology will be useful in their future work.

In this quarter, Ma3an also commenced its civic engagement component in partnership with the Presidency of the Government. A productive workshop took place in November where 50 (26 M, 23F) participants attended, including representatives of relevant governmental ministries, CSOs, youth leaders and the media. The aim accomplished was to develop a common vision and definition for civic engagement for the entire country. Moving forward Ma3an will work with these stakeholders to create a plan to be implemented across all of Tunisia. This is an important step as the civics component has changed from the original proposal. Instead of activities surrounding civic education, the focus is now on the more wholistic civic participation.

Additionally, in Q4, Ma3an’s Youth Mentors cohort 1 led Storytelling events, Professional Insight Day (PIS) events, Learn to Discern (L2D) trainings, and mentoring of youth in communities. Overall, Youth Mentors engaged 194 young people in 11 events and facilitated 42 mentoring sessions. Youth Mentors were also successful in including marginalized youth, including persons with disabilities, in events and offered these youth spaces to share their stories and gain greater voice. Ma3an launched the application for the Cohort 2 of Youth Mentors in the 12 Phase 2 communities, and 19% of applicants have previously engaged in Ma3an as Youth Mappers or youth participants

• Objective 2: Mitigated Community Vulnerabilities During this reporting period, the six validation workshop reports were being finalized. Work on activities under this objective were paused due to changes in the role of Ma3an partner, Search for Common Ground. In light of USAID’s request that Objective 2 be revised and more explicitly focus on preventing violent extremism (PVE), Ma3an is currently redesigning this activity. During this quarter, Ma3an developed a menu of potential Objective 2 PVE activities and shared it with USAID for comment.

• Objective 3: Tunisian Partners Sustain the Model During this quarter, Ma3an made progress towards ensuring sustainability of program activities and processes. This quarter was all about creating awareness. Ma3an partner, CONECT,

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concluded its mapping of the private sector to assess levels of effective corporate social responsibility. The results were presented at a national CSR workshop that showcased success stories of CSR and highlighted the fact that current levels of participation should be improved. CONECT also held ten workshops in Ma3an communities which brought together over 170 participants to share community-specific CSR mapping results to create an awareness among the private sector of the community needs and potential uses of available resources. This awareness will open opportunities for the private sector to get involved as they seek to participate in CSR. Ma3an partner, IACE, also launched its social media CSR awareness campaign. The first of six videos was posted on Facebook, targeting businesses in late December, introducing the concept of CSR and its importance. Ma3an and IACE continued to host Public-Private Dialogues that brought public and private sector actors to discuss meeting community needs through CSR. These CSR awareness raising campaigns – what it is, who should do it and how to do it – have laid the foundation for the work that will take place in Y2, Q2 which will begin with CONECT selecting seven corporations to assist with building a CSR plan. Ma3an staff are also ensuring that CSR efforts work in harmony with the community resilience process in Ma3an communities. For example, community activities identified during the CSAPs are being presented to private sector companies (engaged during PPDs) as potential activities for them to support as part of their CSR agenda.

For achievements and challenges in each of Ma3an’s communities in Y2, Q1, please see Table 1. For further information on activities achieved under specific objectives, please see Section 2 of this report on pages 12-44.

Table 1: Analysis of Progress Toward Results, Challenges, and Mitigation Measures Ma3an Communities Community & Progress Toward Results, Challenges, and Mitigation Measures Governorate Phase 1 Communities In Y2, Q1, Ma3an continued to build local capacity and build resilience in El Kef. Ma3an partner CONECT hosted a CSR Workshop to share results of the CSR mapping with the local authorities such as the municipality, the private sector, and civil society.

The El Kef CRC also received capacity building training in proposal writing, financial management, fund-raising, Gender Equality and Social Inclusion (GESI), and advocacy. They are now engaging with local officials and community stakeholders to gain rapport and identify areas of possible intervention.

El Kef Youth Mentors regularly conducted mentoring sessions, facilitated one PIS event Kef Center (El Kef) and two L2D trainings, and took the initiative to organize two storytelling events in two Phase 2 communities (Laaroussa and Rouhia).

Challenges with implementation were due to the elections, political transition, and the forming of the new government. Some CRC members were involved in the legislative and/or presidential electoral campaigns. This made it difficult for the CRCs in all Ma3an communities to operate and implement their sustainability plans during the reporting period. With CSR, the main challenge was that the private sector in El Kef is very weak and marginalized. To mitigate this, Ma3an is including other businesses from neighboring communities. Ettadhamen In Y2, Q1, Ma3an partner CONECT hosted a CSR Workshop to share results of the (Ariana) CSR mapping with the governor of Ettadhamen and civil servants from key government

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institutions such as the Business Center and the Ministry of Industry, and all participants shared their views regarding CSR practices. Also, a Public-Private Dialogue was hosted with the participation of key stakeholders to discuss the sustainability of projects suggested by the community. For example, wholesale company, Magasin Général, discussed participating in CSR opportunities for collaboration and implementing sport and cultural activities.

The Ettadhamen CRC also received capacity building training in conflict management, proposal writing, fund raising, and stakeholder mapping. Ettadhamen’s three Youth Mentors conducted monthly mentoring sessions, organized one storytelling event, and facilitated one PIS and one L2D training

There were no challenges of note in Ettadhamen this quarter.

In Y2, Q1 CONECT hosted a CSR workshop that shared the results of the CSR mapping with around 40 key stakeholders from private companies present to share their CSR initiatives. Discussions revealed that CSR is still a complex concept for many private companies in the community.

Douar Hicher’s Youth Mentor regularly facilitated mentoring sessions, organized one storytelling event, and facilitated one PIS event. At the PIS event,13 youth registered to apply for a training with the host company, Bouzguenda Freres (Construction Holding) seven of whom received invitations for an interview at the company office for the Douar Hicher opportunity of trainings and paid internships. (Manouba)

The CRC received capacity building training in leadership, advocacy, strategic planning, fund-raising, and pitching from Ma3an.

A challenge in Douar Hicher is that the CRC grew too reliant on the local partner JSF to rent them their meeting venues. Now that JSF’s grant is ending, it has become challenging for the CRC to operate autonomously. To mitigate this, Ma3an is currently looking into ways to utilize public spaces for free to enable the CRC to meet and to train leaders on how to go about renting these spaces on their own. In Y2, Q1, a Public Private Dialogue (PPD) that brought together around 20 participants from different sectors was held to discuss ideas of sustainable community projects, and how to increase the number of aid projects in Sidi Bouzid.

Youth Mentors continued to regularly conduct mentoring sessions, and two out of the Sidi Bouzid Center three organized one storytelling event. (Sidi Bouzid)

The Sidi Bouzid CRC received capacity building training in project writing, PYD, GESI, advocacy, and partnership and engagement. Together with Ettadhamen CRC, they organized a training session on strategic planning to help them as they continue with the sustainability plan. In Y2, Q1, the Souk Jedid CRC received capacity building training in GESI, project writing, communication, PYD, and negotiation. They are now meeting with local officials and implementing locally-led initiatives. For example, they have raised funds and renovated the working space of a CSO working with PWD and organized an awareness day on the rights of PWD. Souk Jedid

(Sidi Bouzid) Youth Mentors regularly facilitated mentoring sessions, organized one storytelling event, and facilitated one L2D training. One Youth Mentor who had dropped out of school returned to resume his education and has been drawing on his personal experience to influence and engage other vulnerable youth in his network.

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Youth Mentors also took the initiative to lead activities during the International Day of People with Disability (PWD) event in coordination with local organization Sanad Association pour les Handicapés that supports PWD. These efforts aimed to increase awareness in the communities on how to accommodate those with disabilities.

Phase 2 Communities In Y2, Q1, a CSR Workshop was held for both Fernana and Ghardimaou, during which around 25 participants shared their views regarding the challenges of the private sector in the North-West. Due to severe flooding and in response to the death of a school aged child while walking to school, the Government of Tunisia requested that Ma3an use its Rapid Response Fund to procure 20 new buses for school transportation in the community. This proposal has been submitted to USAID.

Namaa Fernana has identified and selected CSAP stakeholders from each sector based on the CSAP theme. The ten YMs who were selected to participate in the CSAPs and all YMs received training on public speaking to prepare them to present youth mapping results. Fernana (Jendouba) For the Youth Center CSA, all sports and IT equipment have been purchased and the service provider for the rehabilitation was approved. This one-month intervention is to start by the end of January.

The Ma3an team faced some difficulties in ensuring the attendance of local authorities in the CSAP workshop. Another challenge was the feeling among youth that their participation in community activities would be futile. In addition, because Ma3an’s local partner is run by youth, some other youth questioned their legitimacy in representing all youth. To mitigate that, the team took the time to explain the objectives of the program and demonstrate its benefits for the community. In Y2, Q1 ten YMs were selected to participate in the CSAP and all YMs were given training on communication and public speaking. A pre-CSAP Issue Mapping session was held between the local partner, local stakeholders, YMs and the Ma3an team to identify the CSAP theme. The theme chosen was: “work on the positive development of youth by enhancing their personal and technical skills and involving them in recreational and cultural activities”. A CSAP refresher training was also provided to local partner, Friguia Strategies, prior to the CSAP to ensure that they were well prepared to facilitate the workshop.

Ma3an received 58 Youth Mentor applications in Jendouba.

The Public Library of Ghardimaou CSA is steadily progressing. The equipment service Ghardimaou provider was selected, and the two-month intervention is to start by the end of January. (Jendouba) Ma3an’s local partner, Friguia for Strategies, struggled with the identification of CSAP stakeholders from the culture and media sectors, they used the resources available to them; clubs and Facebook pages. Members of Friguia also used their personal networks to find the right members for the CSAP.

Another challenge was that some of the stakeholders doubted Friguia’s capacity to work in Ghardimaou, because they had no physical presence there as they were based in Jendouba. To mitigate this, Friguia opened an office in Ghardimaou and with the Ma3an team organized several meetings with the community Delegate and the Mayors of Werguich and Ghardimaou to explain the motives behind the selection of the association to build trust and ease tensions.

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Prior to the CSAP, an issue mapping, a CSAP refresher and a CSAP simulation were conducted in the community, Yet, because the partners’ facilitators were still not confident in their ability to lead the workshop on their own, the Ma3an team made a plan to provide a CSAP facilitator to accompany the partner’s facilitator. In Y2, Q1, Ma3an held a strategy session with private and public sector actors to prepare for the planned Public Private Dialogue. The dialogue, which brought together 23 participants, resulted in action plans for three project ideas to improve community resilience: green tourism, entrepreneurship, and parks.

Local partner, Youth Think, completed the selection of ten YMs to participate in the CSAP. The theme of the CSAP will be on “Positive development of youth in North of Kairouan by providing a sound social and cultural climate”. Kairouan North

(Kairouan) The Youth Complex CSA is 58% complete and the Ma3an Environmental Specialist conducted site visits to ensure that the EMMP was properly implemented.

The local partner finished the CYM process in Y1 Q4. They organized a training session for YMs on leadership. A second training course on public speaking and the CSAP are to take place later in January.

There were 30 Youth Mentor applications in Kairouan. In Y2, Q1, the CSR workshop shed light on “E7emini”, a corporate social responsibility initiative that supports women working in agriculture to have access to a social safety net that started with an idea from youth living in Nasrallah.

We Love Kairouan finalized the selection of ten YMs in preparation for the CSAP on “supporting the spirit of citizenship, inclusion and social cohesion for effective community participation of youth”, and they held a public speaking training for all YMs in order to master the methods of public speaking and express themselves convincingly and confidently to describe and explain the CYM results.

Nasrallah The Community Support Activity in the Youth Center of Nasrallah 86% complete. The (Kairouan) resin layers were laid and the cages for the pitch were installed.

We Love Kairouan closed out the CYM process and the CSAP will be organized in January. They organized two training courses on citizenship and public speaking for YMs. However, the Ma3an partner is facing challenges in terms of CSAP stakeholder mobilization and engagement, to mitigate this, they drew upon the waiting list of stakeholders and to the association’s personal networks.

Nasrallah has successfully finished its CSAP refresher and simulation, as well as the CSAP session, despite the low attendance among stakeholders.

In Y2, Q1, Ma3an partner CONECT presented the CSR mapping, and CSR challenges in both Laaroussa and Rouhia, the communities were combined due to that the private sector is small in each community. The governor attended this CSR session.

Ma3an local partner, AFDP Rouhia, selected ten YMs to present their CYM findings at Rouhia (Siliana) the CSAP and trained all YMs on public speaking. They have also been working on identifying selecting stakeholders from each sector to attend the CSAP, which will have the theme of: "create a positive social/cultural environment for youth and support recreational spaces to prevent risky behaviors”. The CSA in the Youth Center is 62% complete and the phase of surfacing and cleaning is now finalized. The CSAP will take place by the end of January. There were 30 Youth Mentor applications in Siliana.

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In Y2, Q1, Ma3an partner, Thaboora Culture et Environnement, selected ten YMs and trained all YMs on communication. They held an Issue Mapping session with local stakeholders who were part of the CYM process, YMs, and the Ma3an team to identify the CSAP theme, which was: “enhancing the personal and technical capabilities of youth and supporting recreational and cultural resources in Laaroussa and its countryside”.

There were 30 Youth Mentor applications in Siliana. The CSA’s estimated timeline is two months. All outdoor equipment has been purchased and the service provider selected.

Laaroussa (Siliana) Ma3an partner, Thabbora Culture et Environnement, struggled with preparations for the CSAP. Invitations were sent out late and resulted in several key stakeholders, namely the Regional Commissioners, being unable to attend. They also struggled with logistical organization during the CSAP.

To ensure that this did not occur in other communities Ma3an began to provide extra training and practice runs with all local partners before the CSAP. Fortunately, the Delegate of Laarroussa played a vital role in empowering Thabbora and introducing it as a useful actor for youth in the community. He paid frequent visits to Tabbora’s team and boosted their morale for an efficient implementation of their activities. In Y2, Q1 Ma3an partner, We Love Sousse, attended the CSR workshop. They were also able to mobilize representatives of the private sector and select ten YMs to attend the CSAP. All YMs were trained on public speaking and held an Issue Mapping session to identify the CSAP theme, which was: “establishing a sense of belonging and citizenship by contributing to cultural, sports and environmental activities”. Afterwards, the CSAP of Hay Erriadh took place mid-December.

The estimated completion timeline for the CSA in the Municipality of Hay Erriadh is Hay Erriadh two months. The starting date of the CSA’s implementation was delayed so that Ma3an (Sousse) could ensure a compliant procurement process that respects FHI 360 and USAID rules and regulations. The local partner closed out the CYM process during the last quarter of 2019 and conducted a CSAP refresher and simulation prior to the CSAP that was organized in mid-December. To make up for the youth mappers’ gradual loss of commitment due to a lag in activity, the partner organized regular meetings with them and involved them in the CSAP preparations.

There were 86 Youth Mentor applications in Sousse.

In Y2, Q1, Ma3an partner CONECT held a CSR workshop. The Delegate in attendance voiced the importance of CSR to support the community, especially the large private sector presence in the industrial zone. After selecting ten YMs to participate in the CSAP and training all YMs to on public speaking and leadership,

Didon held an issue mapping session to identify topics and themes of the CSAP. They also held a CSAP simulation before the CSAP was organized. Sidi Abdelhamid

(Sousse) The estimated commencement for the CSA in the Youth Center of Sidi Abdelhamid will start by the end of January, as ensuring a compliant and thorough procurement process that abides by FHI 360 and USAID rules and regulations resulted in delaying the starting date of the implementation. Didon closed out the CYM process during the last quarter of 2019.

There were 86 Youth Mentor applications in Sousse. In Y2, Q1, a CSR workshop covering Hrairia and Sijoumi brought together IDH, 50 Hrairia (Tunis) stakeholders from different sectors, and the local Delegate. The main challenge for CSR

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activities was the negative perception of CSR actions as political agendas of the private sector. IDH selected 10 YMs and trained Al YMs on communication and public speaking so that they could be prepared to present CYM findings at the CSAP.

After CSAP participants were identified, Ma3an held a refresher and practice run for the local partner. The CSAP theme was: “provide guidance and support to youth and enhance their personal skills to prevent negative behaviors”.

There were 215 Youth Mentor applications in Tunis.

IDH faced some challenges identifying stakeholders in the private sector as the community is mainly composed of small businesses that are not necessarily related to the above CSAP theme. They also struggled to mobilize stakeholders in the community. They were not well informed and had little understanding of the stakeholder engagement process for the CSAP. To increase their capacity, In Y2, Q1 IDH selected 10 YMs and trained them on communication and public speaking. They attended a CSAP refresher session to have their technical questions answered prior to holding the Sijoumi CSAP.

The CSA service provider identified the location of the multipurpose sports field and finalized the installation of the protective fence.

Sijoumi (Tunis) A challenge faced in this community is that the Activity Coordinator in Sijoumi left his position in the middle of the stakeholders’ CSAP selection process. The Ma3an team provided support during this period until IDH hired a replacement from their team who quickly took over the position. To compensate for the new coordinator’s lack of understanding of the stakeholders mapping of the community process, he was invited to participate in the different stages of the CSAP preparations and attended a CSAP workshop. In Y2, Q1 Ma3an partner, OTCS, selected ten YMs and trained all YMs on public speaking. They conducted a stakeholders’ CSAP selection and an issue mapping with the local partner. The CSAP theme was identified as: “the active participation and contribution of youth to their community Saouaf and their participation in decision- making”.

For the CSA in the youth center, work on the basketball court has started, and a service provider was selected for the multidisciplinary room.

Saouaf (Zaghouan) The main challenges that OTCS have been facing through Y2, Q1 is the degree of engagement of YMs, which is mainly due to them being at school, at work or having strict parents as reported by the partner. OTCS have been facing difficulties getting stakeholders engaged and available to participate in the CSAP and wanted to delay the CSAP. To mitigate this, the Ma3an team offered support with identifying stakeholders and a mitigation plan. It includes the promotion of the CSAP in the media and on the Zaghouan Facebook pages, the organization of an info session in partnership with the regional business center, and the organization of a workshop for the identification of the activities that can take place with the different stakeholders in Saouaf within the framework of the project. In Y2, Q1, a CSR workshop covering Nadhour and Saouaf was held with participation from the private sector, municipalities, and civil society, and revealed that Zaghouan has great potential in incubating CSR activities. Ten YMs were chosen and all YMs were Nadhour trained on public speaking. Also, a CSAP refresher took place, and the following CSAP (Zaghouan) theme was identified: “positive development for youth by developing their skills and creating more opportunities for the community of Nadhour”.

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The service provider for the CSA in the youth center of Nadhour committed to a three-week plan to install all equipment.

There were 23 YM applications in Zaghouan.

The main challenges that IIDebate faced are relevant to YM and stakeholder engagement for the CSAP. In addition, they had problems with staffing, as the Activity Coordinator and the Finance Officer’s positions remained vacant through Y2, Q1. The Ma3an team offered extra support while they sought to hire replacements. IIDebate are finalizing the stakeholders’ selection process in preparation for the CSAP, and the big challenge is to keep the youth mappers motivated, so they are trying to schedule additional Ma3an activities to motivate them.

2. SUMMARY OF ACTIVITIES CONDUCTED

This section highlights Y2, Q1 Ma3an activities. Under each activity, we include a description of activities during the quarter, and progress analysis towards meeting proposed results.

2.1 Objective 1: Strengthened Community Resilience

RESULT 1.1: COMMUNITY MEMBERS, IN PARTICULAR MARGINALIZED GROUPS, DEMONSTRATE AN ENHANCED LEVEL OF ENGAGEMENT, TRUST, AND AGENCY Activity 1.1.1: Implement Community Support Activities (formerly known as “quick- start activities”)

Activities during Y2, Q1: Ma3an made progress towards achieving the activities planned for this quarter. Work continued on the 12 CSAs which are scheduled to be completed by Y2, Q2. Ma3an will need to issue no-cost extensions for the CSAs because the time needed to fully execute the grant agreements was longer than expected and the procurement of different rehabilitation goods and services required a lengthy process that is compliant but can be time consuming.

The identifications of CSAs in Phase 3 communities will commence as soon as communities have been identified. For a list of current CSAs in Phase 2 communities Please see Table 2.

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Table 2 Phase 2 CRAs Governorate Community Grantee Community Support Activities Update Q1 Y2 The award will support remodeling and The selected provider has finalized the topography survey to make sure redevelopment of the park, procurement and that the location of the sports field is ideal for the community members, Sub-Municipality installation of playground equipment for installation of the protective fence, the USAID branded security and Sijoumi of Sijoumi children, establishment of a multidisciplinary information signs, works have started and advancement by 20% has been sport space for youth, and defining of walking observed. alleys. Tunis The award will provide the necessary Majority of Items and equipment are purchased and delivered such as equipment and maintenance for the center’s music, painting equipment … basic functioning; including equipment to Robotic club equipment’s and some film club equipment are in process Youth Center of Hrairia support dance, music and plastic arts clubs; The call for tender of the rehabilitation work has been closed, provider Hrairia and support for the launch of robotics and selected and purchase order in process. cinema clubs through material and training provision for youth in robotics and cinema. The award will provide the necessary All equipment is approved by FHI360 Global procurement, in the equipment and maintenance for the center’s process of signing the purchase order. Youth Center of outdoor space to integrate sports activities, The call for tender for the rehabilitation service provider is closed, a Saouaf Saouaf rehabilitate the indoor gymnasium, and provider selected to start his work by January. provide camping equipment to initiate a Advancement by 60% has been observed. Zaghouan camping club. The award will support the procurement of All equipment has been included in one call for tender which is closed, equipment to rehabilitate the amphitheater to and its bid committee done with the selection of the service provider Youth Center of Nadhour integrate cultural and artistic activities into who committed to 3 weeks plan to be able to install all equipment Nadhour youth center programming. following the signature of the purchase order which is FHI360 global procurement for review. The award will support the procurement of All outdoor equipment (playground and sport) is purchased. The call for Municipality of street furniture to refurbish the park and tender for the rehabilitation and refurbishment company is closed, bid Sousse Riadh Ezzouhour install playground equipment for children and committee done, and the service provider is selected. youth. The estimated completion timeline for the site is 2 months. The award will provide equipment for the The IT equipment is purchased and is stored at the suppliers’. Sousse multipurpose hall’s use as a sports space; The call for tender for the rehabilitation service provider is closed and Sidi Youth Center of rehabilitate the locker rooms; rehabilitate the a provider was selected. Abdelhamid Sidi Abdelhamid IT Club and its equipment; and create a The estimated planning for the site is 2 weeks and the starting date reflection space through equipment purchase should be by the end of January once Global procurement approves the and rehabilitation. package. The award will provide equipment to support The resin layers of the pitch were all completed. The cages were Youth Center of the rehabilitation of the multidisciplinary installed. The ramps and body guards were ready to be installed. The Kairouan Nasrallah Nasrallah sports field. director of the Youth Center promised to collaborate with the municipality to lay a pedestrian passage and redo the part of the

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pavement already laid to allow access to the main entrance of the youth center. Advancement by 86% has been observed. The opening ceremony would take place on the third week of January. The award will support equipment The football field is almost ready: the artificial grass and the cage nets of Youth Complex procurement for fitness, aerobics, and dance the football pitch are being laid. Kairouan of Kairouan clubs, and ensure the installation of a football The workers installed 6 electricity poles and started laying paving stones. North North field in the outside of the youth complex. Advancement by 80% has been observed. The opening ceremony would take place third week of January. The award will provide playground equipment All Outdoor equipment were purchased. and rehabilitate the park into a recreational The call for tender for the rehabilitation service provider was closed, Municipality of area. bid done, and the service provider was selected. Laaroussa Laaroussa The estimated completion timeline for the site is 3 months and the starting date of this intervention should be by the end of January once Global Procurement approves the procurement package. Siliana The award procures the necessary equipment The site workers finalized the phase of Surfacing and cleaning of the to rehabilitate the basketball court and field’ seals. Youth Center of refurbish a leisure park with outdoor Applying the resin layers was on standby because the team of civil Rouhia Rouhia equipment, so it becomes and outdoor fitness engineering was waiting for the damp surface to dry as it was raining, space. and the surface was a place where water gathers. Advancement by 62% has been observed. The award will provide equipment and enable Sports and IT equipment were purchased. the rehabilitation of the dance, theatre, and The call for tender for rehabilitation of the youth center was closed, Youth center of sports room, as well as the homework space. bid committees were done, and the service provider was selected. Fernana Fernana The estimated planning timeline for the site is one month and the starting date should be by the end of January once Global procurement Jendouba approves the package. The award will provide the necessary The call for tender for equipment was closed, bid committees were equipment to rehabilitate the outdoor space done, and the service provider was selected. Public Library of Ghardimaou into a cultural scene and to install a wooden The estimated planning timeline for the site is 2 months and the Ghardimaou structure to support overall space revision. starting date should be by the end of January once Global Procurement approves the package.

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Progress Analysis: Overall, the design and implementation phases of the Community Support Activities went smoothly; however, the progress varies from one community to the other. This difference in progress is due to different factors such as procurement process, approval delays, weather conditions and budgetary requirements.

The procurement process took longer than expected with different steps including calls for tenders, files filtering and preparation, bid committees and selection of vendors. Ma3an remain confident that the sites are in a very good shape to be completed in the highest quality.

Challenges/Mitigation: Weather was a determining factor of when work on site could progress or stop. The contractor’s workers needed to be reminded of the importance of using personal protective equipment (PPE) including gloves, face masks, and other protective clothing. To mitigate this, Ma3an continually follows up with the contractor to ensure it happens.

Ensuring a compliant and thorough procurement process that respects FHI360 and USAID rules and regulations resulted in delaying the start date of certain CSAs.

Activity 1.1.2: Make Rapid Response Fund grants available

Activities during Y2, Q1: Progress towards this goal has been made this quarter. Ma3an has begun discussions with the office of the Prime Minister’s Office to use Rapid Response Funds to arrange procurement for 20 busses for Ma3an target communities to be used for student transportation and youth activities. A concept note was submitted to USAID for approval.

Progress Analysis. In Year 2, Quarter2 of the Ma3an project, FHI 360 will establish a Rapid Response Fund (RRF) and outline its requirements, triggers and process for disbursement. The RRF will serve as a set- aside source of funding to support responses to urgent needs, requests from USAID and/or the Government of Tunisia (GOT), and/or emergencies.

Challenges/Mitigation: Ma3an did not experience any unexpected challenges under this activity.

Activity 1.1.3: Select new local partners that cover 13 new communities (i.e. Phase 3 communities) in Ben Arous, Medenine, Gafsa, Tataouine, and Kasserine.

Activities During Y2 -Q1: During this quarter, Ma3an made progress towards its planned activities associated with this sub- activity. Twenty-One factsheets introducing the potential Phase 3 communities have been created. See Table 3 for potential communities submitted to USAID.

Table 3: Phase Three Communities Governate Communities Ben Arous • Hammam Lif • Fouchana • Mohamedia Gafsa • El-Ksar

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• El-Guettar • Redeyef • Metlaoui • Moulares Kasserine • Kasserine North • Ezzouhour • Thalla • Sebeitla • Feriana Medenine • Zarzis North • Beni Khedach • Ben Guerden • Sidi Makhlouf Tatouine • Tataouine North • Tatouine South • Dheiba • Bir Lahmar

The proposed Phase 3 communities Fact Sheets have been submitted to USAID/Ma3an AOR for approval on November 19th, 2020.

Progress Analysis: Full planned activities for this quarter were slowed down for several reasons, Ma3an awaited approval of the Y2 workplan from USAID, a delayed submission of potential Phase 3 communities to USAID and the delay in the formation of the new Tunisian government (which is an important partner and stakeholder for Ma3an activities).

Once the 21 communities are approved, Ma3an team will consult with local stakeholders (the governor, local authorities, local officials and civil society) in each governorate to select 13 out of the 21 proposed (1 in Ben Arous, 3 in Kasserine, 3 in Gafsa, 3 in Medenine and 3 in Tataouine). Following the 13 communities’ designation, the selection of the local partners process will be finalized beginning of Q3. Ma3an plans to publish the Request for Applications (RFA) in Q2 for each governorate, even if the communities are still not officially designated.

To do so, during Q2, Ma3an will launch the RFA open to Tunisian organizations in Phase 3 communities. Ma3an will also host bidders’ conferences with potential CSO partners in each of the five governates to present the project and explain the application process, including eligibility and evaluation criteria. All applications will be assessed based on the following criteria improved from Y1: i) The organization’s legal registration as a non-governmental organization, not-for profit and operational in Tunisia; ii) Whether it is currently present in the selected governorate and/or can demonstrate its ability to operate and launch activities there starting April 2020;

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iii) Not being listed in any US Government and International excluded parties list due to their affiliation with unlawful activities; and iv) Having a minimum of human resources and financial systems to reliably manage US Government and governorate funding.

Once partners submit applications, Ma3an will share an overview of each eligible applicant with USAID. Ma3an will ask five to six selection committees to score each application according to evaluation criteria. Committees will meet to discuss the highest-ranking applications and make final selection decisions that will be submitted to USAID and the Presidency of the Government’s office for approval by the end of Y2, Q2.

Following USAID local partner approval for Phase 3 communities, Ma3an will further refine each organization’s grant application/budget and share it with USAID for final approval.

Once local partner grants are approved, Ma3an will finalize grant subaward packages for signing.

Challenges/Mitigation: Ma3an did not experience any unexpected challenges under this activity.

Activity 1.1.4: Engage and develop the capacity of local partners in Phase 2 and Phase 3 communities

Activities during Y2, Q1: Action under this activity will commence in Y2, Q2.

Progress Analysis: Ma3an is currently drafting a strategy on best practices in building capacity for CSOs.

Challenges/Mitigation: Ma3an did not experience any unexpected challenges under this activity.

Activity 1.1.5: Engage at least 750 marginalized youth in CYM Activities during Y2-Q1: During this quarter, Ma3an met its planned activities associated with this sub-activity. At present, Ma3an is not actively implementing CYM in any communities, as CYM activities for Phase 2 communities were finalized in Y1, and CYM activities in Phase 3 communities will begin in Y2, Q3.

However, during the quarter, Ma3an worked with local partners in Phase 2 communities to analyze the strengths and weaknesses of the CYM process and make appropriate adaptations to CYM based on analysis results. When implemented in Y2, Q3, these adaptations will increase Ma3an’s inclusion of marginalized youth and strengthen service provider and community engagement in the CYM process.

Progress Analysis: Quarterly progress towards achieving this sub-activity is described above in the “Activities during Y2-Q1” sub-section.

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Challenges and mitigation: Ma3an encountered no challenges this quarter related to this sub- activity, as the central elements of this activity were completed in Y1 and will recommence in Y2, Q3.

Activity 1.1.6: Ensure 10,500 total unique users of a Ma3an community Facebook group that will advertise youth resources and opportunities for community engagement

Achievements during Figure 1 Chebeb Ma3an Facebook Group Members Y2,Q1: During this quarter, Ma3an saw progress towards achieving this goal. The growth of active members on Chebeb Ma3an Facebook Group remains on a positive track with an increase of 529 new members during the reporting quarter. We have witnessed a specific 270 new members’ increase during the launch of Ma3an Tips1. Indeed, before disseminating the first episode of Ma3an Tips, we teased our community by asking them to invite 3 friends to join the group if they want to be the first to see our new product and our content. A boom of 270 newcomers has occurred within 4 days.

Compared to the last quarter of Year 1, there has been a decrease of the number of shared posts, reactions and comments. Indeed, when, in Y1 Q4, we had 938 posts shared in Chebeb Ma3an, in Y2 Q1 we count 289 posts. The same trend is observed when it comes to the number of comments and reactions: A 50% drop from 1494 comments in Y1Q4 to 655 in Y2 Q1 and an even greater drop, 79%, from 14 821 reactions in Y1Q4 to 3057 in Y2Q1.

The major change and evolution that happened in Y2 Q1 is the absence of big, relevant events and activities of Y1 Q4 We noticed a relevant engagement increase during CYM activities where all communities were involved, Salah Mejri Event and Ma3an Launch Event. The Chebeb Ma3an users were sharing a great deal of content (mainly photos and videos) and were more actively interacting on the posts.

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Figure 2 Figure 1 Chebeb Ma3an Facebook Group Members

Peaks of engagement can be observed during the International Volunteer Day (first week of December) where local partners and youth shared their experience in the community regarding this topic.

Furthermore, another peak was witnessed mid-December due to 2 major activities: CSAP preparation and the Youth Mentors’ Storytelling workshop.

Table 4: Breakdown of Chebeb Ma3an User Generated Content in numbers

Y1 Q4 Y2 Q1  Post Numbers 912 272 -70%

Reactions 14,358 2905 -79% Comments 1,192 590 -50% Average interaction/ per 17 per post 11 per post post

Although Chebeb Ma3an’s primary goal is that youth members generate content as described above, Ma3an Tunisia also posts relevant opportunities and tips through its new product “Ma3an Tips” for the community. A total of 17 posts were shared on the group this reporting quarter. However, there is an intentional decrease in the number of posts shared by Ma3an Tunisia from 26 posts to 17 in Y2 Q1, due to the absence of specific targeted campaigns in the group, after the one performed one around volunteerism during Y1 Q4 (quotes, poll and posts).

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Table 5: Ma3an Tunisia generated content Activity in numbers

Y1 Q4 Y2 Q1  Post Numbers 26 17 -34%

Reactions 463 152 -67% Comments 302 65 -78% Average interaction/ per 29 per post 9 per post post

Progress analysis: During this reporting period, Chebeb Ma3an has made great progress in establishing a number of new communication products. Below are some key lessons learned and adaptations:

Online Ma3an Tunisia shared Ma3an Tips, a series of 7 motion design videos around themes that are aligned with Ma3an program. These videos created more engagement on Facebook page than on Chebeb Ma3an group. The format will be reviewed (length and themes of the videos) ✓ 9 kinds of intelligence 55K views However, as Chebeb Ma3an is a youth- ✓ 2020 skills 76K views ✓ 8 Tips for job interview 17Kviews oriented channel, we have observed, ✓ How to be inclusive & social unsurprisingly, that when there is no inclusion aware 38K views activity engaging youth on the ground, the engagement rate and interest of that target decrease automatically online perspective.

Offline Since the main increase in term of users occurs during activities on the ground (e.g. CYM process, high visibility events) Ma3an communication team is harnessing all the communication products it has developed (see list in the brand functions table of the Communication Strategy) and is working with programs team to increase and streamline on- and offline engagement opportunities.

Ma3an’s communication team will continue disseminating content promoting relevant opportunities for youth as well as getting back to polling our users’ opinions regarding specific themes. In the next quarter, Ma3an will also disseminate a new product, “7keyet Ma3an” (stories of Ma3an) podcast and text format on the group to create more engagement. This product is about youth success stories, the innovation resides in its format that is an audio content.

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Challenges/Mitigations: However, as Chebeb Ma3an is a youth-oriented channel, we have observed, unsurprisingly, that when there is no activity engaging youth on the ground, the engagement rate and interest of that target decrease automatically online perspective. Ma3an’s communication team will continue disseminating content promoting relevant opportunities for youth as well as getting back to polling our users’ opinions regarding specific themes. In the next quarter, Ma3an will also disseminate a new product, “7keyet Ma3an” (stories of Ma3an) podcast and text format on the group to create more engagement. This product is about youth success stories, the innovation resides in its format that is an audio content.

RESULT 1.2: INCLUSIVE COMMUNITY GROUPS ARE MOBILIZED TO DEVELOP TAILORED RESPONSES TO SPECIFIC COMMUNITY VULNERABILITIES, SPECIFICALLY DRIVERS OF EXTREMISM AND INSTABILITY Activity 1.2.1: Convene community stakeholders in Phase 2 and Phase 3 communities to develop tailored responses to identified stresses and shocks.

Activities during Y2-Q1: During this quarter, Ma3an met most of its planned activities associated with this sub-activity, co-facilitating four out of the six total CSAP workshops it had planned during the quarter. The CSAPs that were not facilitated (i.e., CSAP in Nadhour led by local partner IIDebate and a CSAP in Saouaf led by local partner OTCS) were delayed due to a lack of readiness of the two local partners. Importantly, both IIDebate and OTCS are new to their target communities and have dealt with unanticipated challenges in establishing new community offices, mobilizing target communities, and understanding local dynamics. IIDebate and OTCS are responding to these challenges and are on schedule to host CSAP workshops in their target communities in January and February 2020, respectively.

During this reporting quarter, Ma3an implemented the four CSAP workshops in the Phase 2 communities of: 1) Sidi Abdelhamid (engaging local partner Didon), 2) Laaroussa (engaging local partner Thabbora), 3) Sousse Erriadh (engaging local partner We Love Sousse), and 4) Ghardimaou (engaging local partner Friguia For Strategies).

Further details on each CSAP workshop is described below:

Sidi Abdelhamid CSAP

Together with local partner Didon, Ma3an facilitated the Sidi Abdelhamid CSAP on November 29–December 1, 2019, with a focus on the theme of: “Supporting Cultural and Youth Institutions for Active Citizens in Sidi Abdelhamid.” The workshop mobilized 61 community stakeholders (36 males, 25 females) pulling from the local authority, public sector, private sector, civil society, youth mappers, youth and sports participants, culture, and media. Further detail on this workshop is provided in Table 6.

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Table 6: Sidi Abdelhamid’s CSAP Workshop breakdown by gender and sector Males Females Representative Groups 36 25 Local Authority (7) Public Sector (6) Private Sector (8) Civil Society (7) Youth Mappers (11) Youth and Sports (8) Culture (8) Media (7)

Stakeholders of the Sidi Abdelhamid CSAP were highly engaged and committed to the activities of the workshop. For example, Asma Guallela who heads the Administrative Affairs section of the Sousse municipality expressed surprise with the participatory nature of the workshop and receptiveness to its recommendations. Her detailed comments appear in the text box below:

Local Administration: Taking Newfound Pride in Engaging with Local Communities

Asma Guallela, head of the Local Affairs section of the municipality of Sousse attended all three days of the Sidi Abdelhamid CSAP workshop. Ma3an staff observed her to be highly engaged in activities and saw her interaction with local stakeholders increase as the days went on. In fact, by day 3 of the workshop, Ms. Guaellela was even leading helpful side discussions with stakeholders to collect more information so that she could respond to citizens’ needs. At the end of the workshop, Ms. Guallela reflected on her experience, saying: “I am extremely happy to attend and participate in this event because this is the very first time ever where I can work with all the people needed. As a municipality representative, we have been trying for almost two years to gather these youth and representative groups in one room, but we had never managed to do it. Honestly, this workshop gave me an opportunity to collaborate and learn more about the issues of Sidi Abdelhamid, especially the administrative ones. Our doors are open for all initiatives.”

The Sidi Abdelhamid CSAP workshop concluded with stakeholders committing to three areas for local improvement:

1) Improved partnerships between private and public sectors and civil society, 2) Strengthened social responsibility of economic institutions towards local communities, and 3) Established and support for sustainable youth-oriented spaces/establishments that support youth aspirations and build youth capacities.

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Laaroussa CSAP

With local partner Thabbora, Ma3an facilitated the Laaroussa CSAP on December 6 – 8, 2019, with a focus on the theme of: “Developing Youth Technical and Soft Skills and Providing Support for Cultural and Entertainment Resources in Laaroussa”. The workshop mobilized 67 community stakeholders (42 males, 25 females) pulling from the local authority, public sector, private sector, civil society, youth mappers, youth and sports participants, culture, and media. Further detail on this workshop is provided in Table 7.

Table 7: Laaroussa’s CSAP Workshop participants’ break-down by gender and sector Males Females Representative Groups 42 25 Local Authority (5) Public Sector (6) Private Sector (8) Civil Society (7) Youth Mappers (13) Youth and Sports (8) Culture (9) Media (8)

The Laaroussa workshop was especially noteworthy for its engagement of youth. During the workshop, youth participants voluntarily took charge of organizing all workshop logistics and in contributing valuable context and perspective on youth experiences culled from CYM data. Youth even came to frame challenges and use “soft influence” to suggest solutions and ways forward.

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Another noteworthy development from the Laaroussa CSAP was reflected in the initiative of a young man who had not initially been selected to attend the workshop due to constraints associated with workshop quotas and project finances. This initiative is described in the text box below:

Youth Participants: Taking Self-Sustaining Strides to Contribute Their Voice

Mohammed Drissi Rimeni was not perceived as an engaged and committed youth. In fact, he was initially selected to join Ma3an as a Youth Mapper because he hailed from a vulnerable community where his future opportunities were not as bright as outside observers would hope. However, throughout the youth mapping process, Mohammed became increasingly engaged in the future of Laaroussa – he spoke with peers, authorities, and business leaders and became a valuable member of his youth mapping team. However, once it came time for Ma3an to select youth mappers to attend the CSAP workshop, Mohammed went unselected due to constraints associated with workshop quotas and project finances. Not to be worried, though; Mohammed went undeterred. In November 2019, he began raising money for his own hotel accommodation, and in December, he traveled to assist his friends at the CSAP workshop. While there, he said, “I came out of a sense of responsibility that I have towards my community. I believe that I will learn a lot from the people here and I think my voice as a youth matters when it comes to the planning for the future of Laaroussa.” Although Ma3an would hope that it could fund all youth as driven and motivated as Mohammed to be part of CSAP workshops, normal project constraints related to event quotas and finances do sometimes interfere. Nevertheless, Mohamed’s story is an example of positive, self-reliance and self-sustaining mindsets that have been mobilized because of Ma3an’s interventions. Ma3an’s commitment to supporting Tunisian lead their own development is alive and thriving in Mohammed’s story.

Additionally, Laaroussa Delegate Mr. Antar Samaali appeared to be fascinated with the CSAP model, pulling in Ma3an staff continuously to ask questions, seek clarifications, and express his enthusiasm. At the culmination of the workshop, he said:

“If we use this model [i.e., the CSAP process] back in the delegation and the municipality, I am sure we will be able to solve a lot of intricate development issues, personally this is a major takeaway for me.”

The Laaroussa CSAP workshop concluded with stakeholders committing to four areas for local improvement:

1) Promotion and support for local media, 2) Promotion of initiatives, knowledge exchange, increased capacity, and improved entertainment and cultural activities for youth, 3) Increased partnerships among the public sector, private sector, and civil society, and 4) Mobilization of environmental resources for local development.

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Sousse Erriadh

With We Love Sousse, Ma3an facilitated the Sousse Erriadh CSAP on December 13–15, 2019, with a focus on the theme of: “Strengthening the Sense of Belonging and Citizenship through Engaging Youth in Cultural, Sport, and Environmental Activities in Sousse Erriadh”. The workshop mobilized 66 community stakeholders (34 men, 32 women) pulling from the local authority, public sector, private sector, civil society, youth mappers, youth and sports participants, culture, and media. Further detail on this workshop is provided in Table 8.

Table 8: Sousse Erriadh’s CSAP Workshop participants’ break-down by gender and sectors Males Females Representative Groups 34 32 Local Authority (9) Public Sector (8)

Private Sector (8) Civil Society (8)

Youth Mappers (11) Youth and Sports (6)

Youth Mappers (11) Youth and Sports (6)

Culture (8) Media (8)

Ma3an staff observed stakeholder interactions to be constructive, with all participants dealing with issues in a constructive and open manner. Stakeholders listened politely to others’ points of view and were receptive to differences, feedback, and new ideas.

A noteworthy highlight of the Sousse Erriadh CSAP included the active participation of popular local rapper, “Radi” (short version of “radical”) Radi’s participation is described in greater detail in the text box on page 25:

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From Skeptic to Supporter: The Story of Sousse Erriadh Rapper, Radi

With more than 389,000 followers on YouTube, Sousse Erriadh rapper, Radi, is one of Tunisia’s most popular rappers, well-known for expressing discontent with the system and the laws of elites. Given this, it was to Ma3an’s great surprise when Radi attended all three days of the CSAP workshop in December. Over the course of his attendance, Radi was true to form, expressing skepticism in engaging local authorities and speaking against activities that would ever consider working as partners with police. However, over the three-day event, Radi became open to a different way of engagement. Despite his anti-system views, he eventually came to consider engaging all people in his community, including local administration and police, and by the end of the workshop, he approached Ma3an staff and offered his assistance to what he saw as the “plight of marginalized youth”. In Y2, Q2, Ma3an will explore ways to take Radi up on his offer and to amplify and expand Ma3an’s benefits to those who need them most.

The Sousse Erriadh CSAP workshop concluded with stakeholders committing to four areas for local improvement:

1) Promotion and support for local media, 2) Promotion of initiatives, knowledge exchange, capacity, and increased entertainment and cultural activities for youth, 3) Increased partnerships among the public sector, private sector, and civil society, and 4) Mobilization of environmental resources for local development.

Ghardimaou CSAP. Together with local partner Friguia For Strategies, Ma3an facilitated the Ghardimaou CSAP on December 20–22, 2019, with a focus on the theme of: “Working on Positively Developing Youth by Enhancing Their Personal and Technical Skills and Involving Them in Recreational and Cultural Activiyouthnties” The workshop mobilized 55 community stakeholders (37 men, 18 women) pulling from the local authority, public sector, private sector, civil society, youth mappers, media, and training groups. Further detail on this workshop is provided in Table 9.

Table 9: Ghardimaou CSAP Workshop participants breakdown by gender and sector Males Females Representative Groups 37 18 Local Authority (10) Public Sector (9)

Private Sector (6) Civil Society (7)

Youth Mappers (7) Media (6)

Youth Mappers (7) Media (6)

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Training groups (10)

A highlight of the Ghardimaou CSAP was its engagement of prominent regional stakeholders. The Governor of Jendouba, Mr. Ali Marmouri, and two of his delegates, five deputies, and three mayors made a surprise visit to the workshop and enriched conversation by sharing the constraints of the municipality and listening closely to the perspective of stakeholders. A quote noting Mr. Marmouri’s perspective on the workshop is provided in the textbox below:

Governor Ali Marmouri and Ma3an In response to seeing the benefits the CSAP workshop in Ghardimaou, Governor Ali Marmouri said: “This model is inclusive and builds from scratch, a fact that will lead to its utmost success and a fact that encourages the government to invest in this social capital that we have today in the room and that will lead to the sustainable, successful development of our Ghardimaou. We track back to the mind map, we foster and promote the positive, and we build to counter the negative trends’’.

The Ghardimaou CSAP workshop concluded with stakeholders committing to four areas for local improvement:

1) Development of youth soft skills through sustainable and comprehensive mentorship and training, 2) Promotion of citizens’ efforts to value natural resources and build on alternative tourism, and 3) Creation of a social, cultural, and recreational environment that develops youth service providers and institutions.

Progress analysis: Local partner Didon showcased good skills in leading and facilitating the Sidi Abdelhamid CSAP. The workshop had few challenges and Didon was able to facilitate the buy-in and commitment of community stakeholders. Key to this ability was strong relationships that Didon has built with Sidi Abdelhamid citizens and solid trust that has been established over the course of its engagement efforts. These relationships and trust are expected to support strong implementation of CRAs in the coming months.

Local partner Thabbora was also able to successfully facilitate Laroussa’s CSAP workshop. The facilitation was supported by a Ma3an simulation session that was given to Thabbora before the CSAP. The simulation walked the partner through the major activities of the workshop, including the preparation of logistics and proper technical instruction. This preparation was especially helpful in supporting Thabbora’s active engagement of the youth mappers and mappers’ facilitation of group discussions.

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In Sousse Erriadh, local partner We Love Sousse facilitated the best CSAP of the quarter. We Love Sousse is well experienced in mobilizing community stakeholders, and this experience has been reflected in its engagement of community members and its interactions with CSAP stakeholders. The partner went the extra mile in CSAP facilitation by establishing and formalizing a new network of collaborators who can lead locally owned development in the future.

Finally, local partner Friguia for Strategies was able to motivate stakeholders to attend the CSAP in Ghardimaou despite preexisting tensions among community members. Mobilization and relationship building during the CSAP was also made easier by the small size of the community and their willingness to overcome differences as neighbors.

Challenges/mitigation: Gender equality and active female participation in CSAPs was a challenge during the quarter. In general, male stakeholders felt freer to attend and actively participate in workshops. To mitigate this tension, Ma3an staff, local partners, and key community actors worked together to expand the reach of CSAP invitations to more women and to ensure that CSAP facilitation encouraged the full participation of women.

In Laroussa, tensions were high among participants representing CSOs, the local authority, and the youth center during the CSAP’s development of strategies for the future. At times, the tension hindered the workshop’s flow. In response, Mr. Antar Samaali, a delegate of the region, assumed a relationship-building role and mitigated underlying tensions through honest conversation. All stakeholders seemed to be pleased with the result and moved towards agreeing on common future actions.

Finally, in Ghardimaou local partner Friguia Strategies lacked full preparedness in its facilitation of the CSAP. To respond, Ma3an stepped in during the workshop to provide added guidance and clarity so that outcomes would still be met.

Activity 1.2.2: Develop the capacity of Community Resilience Committees.

Activities during Y2, Q1: During this quarter, Ma3an made progress on this activity which is stipulated in the Y2 work plan to be complete by Y2, Q3 and Q4. Three trainings were organized for the benefit of Phase 1 CRCs as part of the program’s ongoing efforts to build their capacities in targeted areas. The theme of the trainings was developed based on consultations held by Ma3an with the CRC members. Please see attachment 7.1 for the CRC needs assessment report. In coordination with Ma3an CRC national consultant, a comprehensive training curriculum was developed and given that revolved around the following topics: - Strategic planning - Financial management - Communication - Gender Equality and Social Inclusion

The training workshops were organized in a way that reinforces collaboration and exchange between the different CRCs and therefore, Ma3an opted for bringing together the different CRCs for the trainings as shown in Table 10:

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Table 10 CRC Trainings Held Date CRCs attending Number of Women Men PWD participants October 18-20 Kef & Souk Jedid 23 9 14 2 2019 October 25-27 Daouar Hicher 17 6 11 1 2019 November 1-3 Sidi Bouzid & 20 9 11 1 2019 Ettadhamen

Inter-community collaboration Another encouraging result is that the Between sessions, the CRC members from the municipal council members of both Douar communities of Kef and Souk Jedid, discussed Hicher and Souk Jedid (newly elected) asked the possibility of having follow up meetings to for more assistance from Ma3an to develop explore joint collaborative projects. This was their capacities in participatory planning and after an exercise where the two CRC members outreach, areas where they expressed a jointly developed project ideas in their needs improvement. Please see Annex 7.2 respective communities. for the content of the CRC workshops.

Progress Analysis: While Ma3an is holding the CSAPs for phase 2 communities, the Ma3an sustainability team is working closely with the Program Development teams to start identifying potential core members of the CRCs for these communities. The process of identification will rely mainly on continuous engagement and commitment shown by the community stakeholders not only during the CSAP workshops but also starting from the CYM. Ma3an will resort to stakeholder analysis matrix to sort out the CRC members and the Social Network Analysis conducted by the M&EL team in 5 sampled communities.

Challenges/Mitigation: The Phase 1 CRCs expressed the difficulties they are facing for sustainability due mainly to not being introduced to its importance since the early phases of the implementation. Ma3an found that the CRCs were too focused on the legal structure and got caught up in internal issues with power dynamics. Therefore, Ma3an took these discussions into consideration when developing a holistic approach that starts from the beginning of implementation in phase 2 and 3 communities.

RESULT 1.3: IMPLEMENTATION OF COMMUNITY-DEVELOPED STRATEGIC PLANS TO ADDRESS COMMUNITY IDENTIFIED CHALLENGES AND ISSUES Activity 1.3.1: Implement Community Resilience Activities (CRAs) to address challenges and issues in Phase 2 communities

Activities During Y2 -Q1: Ma3an has not commenced work on this activity, planned implementation of CRAs will take place in Y2, Q3.

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Progress Analysis: The CSAPs that took place in Y2, Q1 resulted in developing a basket of ideas for actions aimed to foster community resilience proposed by local stakeholders. A CRAs- development process will be launched in January 2020 (Y2, Q3), aiming to further refine and elaborate on these ideas, in collaboration with local partners and stakeholders, into a full-fledged action plan of activities aimed at fostering community resilience. The roadmap consists of coordination with local stakeholders and potential partners to conduct fact checks on the proposed ideas, creating themes and drilling down the selected ideas into community action plans geared to increase local capacities of resilience; developing concept notes and proposals of community resilience activities derived from community action plans, and follow up on CRAs to ensure coherence between concept development and action implementation.

Challenges/Mitigation: Ma3an did not experience any challenges while implementing these activities.

Activity 1.3.2: Engage youth to host CSAP After-Action Idea Sprints

Activities during Y2, Q1 No action was taken under this activity as the CSAPs for Phase 2 communities are not yet complete. Achievement of this activity will take place in Q2 and Q3.

Progress Analysis See above activities section.

Challenges/Mitigation: Ma3an did not experience any unexpected challenges under this activity.

Activity 1.3.3: Sustainability Townhalls and Sustainability Plans produced in Ma3an target communities Activities during Y2, Q1. Town halls are scheduled to commence in Y2, Q2.

Progress Analysis Content of these meetings will depend on approval of Y2 workplan and results from CSAPs which will be completed in Y2, Q2.

Challenges/Mitigation: Ma3an did not experience any unexpected challenges under this activity.

Activity 1.3.4: Develop a Ma3an Model “how-to” handbook and easy-to-use guides to promote Ma3an model sustainability Activities during Y2, Q1 No action was taken under this activity the handbook is scheduled to be completed by the end of Y2.

Progress Analysis Content of these meetings will depend on approval of Y2 workplan and results from CSAPs which will be completed in Y2, Q2.

Challenges/Mitigation: Ma3an did not experience any unexpected challenges under this activity.

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RESULT 1.4: ENHANCED COMMUNITY RESOURCES, SERVICES, AND SUPPORT Activity 1.4.1: Engage youth mentor network to provide marginalized youth with peer support in Phase 1 communities Activities during Y2-Q1: During this quarter, Ma3an met its planned activities associated with this sub-activity. In total, 12 Ma3an Youth Mentors (six males, six females) engaged with 194 youth (91 males, 103 females) in 11 events (four storytelling events, three L2D events, and four Professional Insight Days [PIS]), and 42 one-on-one mentoring sessions that engaged 17 males and 25 females. The number of events implemented during the quarter increased from the eight events held last quarter to 11 events held this quarter. The total number of youth that Youth Mentors engaged with increased from 189 last quarter to 194 this quarter. Please see Annex 7.3 for more insight on these activities and participants. Additionally, Ma3an provided an Oct 31-Nov 3, 2019 Refresher ToT for Cohort 1 Youth Mentors, supporting them with skills to positively engage marginalized youth in their communities. Please see Annex 7.4 for ToT Agenda and workbook please. The ToT left youth feeling inspired, empowered, and reporting a positive experience. Youth Mentor in Souk Jedid, Houssem Dhari said: “I believe that resilience is strongly linked to being solution-oriented. If you can shift your mindset, challenges teach you valuable lessons.”

Ma3an also launched the application for the Cohort 2 Youth Mentors in the 12 Phase 2 communities on Nov 26, 2019. Ma3an advertised the opportunity on the Ma3an Facebook page and Chebeb Ma3an Facebook Group, through outreach to local partners, as to alumni networks of United States Government (USG)-supported programs. Ma3an received 442 applications, which reflected a significant increase over the 122 applications received during the call for applications for Cohort 1. Please see Annex 7.5 for Youth Mentors’ cohort 2 applications and numbers. Additionally, Ma3an asked applicants to indicate which of the six Phase 2 governorates they were applying to work within. Table 11 provides the breakdown of interest; these numbers align relatively with population and human investment figures for Tunisia.

Table 11: Breakdown of Cohort 2 Youth Mentor Applicants Governorate % of Applications Number of applications Greater Tunis 49% 215 Sousse 19 % 86 Jendouba 13% 58 Siliana 7% 30 Kairouan 7% 30 Zaghouan 5% 23

Table 12: Overview of Storytelling Events Date Community Hosting Venue 24 November 2019 Souk Jedid Youth Center – Sidi Bouzid 30 November 2019 Ettadhamen Rawafed (NGO) 1 December 2019 Sidi Bouzid Youth Center – Sidi Bouzid 15 December 2019 Douar Hicher Youth Secondary School (Lycée Chebeb) 24 December 2019 Rouhia Venue of Ma3an Local Partner (AFDP) 25 December 2019 Laaroussa Venue of Ma3an Local Partner (Association Thabbora)

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Below in the text boxes, Ma3an notes several qualitative success highlights from youth activities:

Hamza Gachawi, a vulnerable youth from Sabeh, a Youth Mentor in Sidi Bouzid, Souk Jedid, was a secondary school dropout hailed from a marginalized community with alcohol issues. Since becoming a Youth impacted by conflict. She had a brother Mapper and now a Youth Mentor, he has who went to Jihad. At the beginning of developed a passion for photography, has the Youth Mentor training held in April stronger self-esteem and self-confidence, 2019, Sabeh was the quietest Youth and is now continuing his secondary Mentor. By the refresher ToT, her education and hoping to enroll in presentation skills and improved ability to university. He proudly shared his deliver trainings reflected a complete registration sheet in the National behavioral transformation; she is now Baccalaureate Exam with Ma3an over the confident, motivated to start a business, course of the quarter and thanked the and desires to continue to improve her project for its support. English skills.

Salwa Mahmoudi (Youth Mentor, Rym Selmi, a Youth Mentor from El Kef, Ettadhamen) is a mother who has a daughter shared her journey as a Youth Mentor and whom she takes to Ma3an trainings. Salwa described it to be the driving force behind challenges the local stereotype that if a young her action to take the initiative to start a person has a child, s/he can no longer be storytelling club in her region. Rym plans to active. During the quarter, she said, “I have be the club coordinator and to take the worked on other projects, but this is the first time initial lead role in decision-making. She that I feel empowered by one. My goal is to wants to create storytelling and expand disrupt the stereotypes of stay-at-home mothers, them into community-led events. and of women in general. We are not helpless, and we have so much to contribute to the community if only we are given the chance.”

Progress Analysis: The additional capacity development provided at the Youth Mentor Refresher ToT enabled youth to continue building their leadership skills and strengthening their capabilities so that they may successfully host events for other vulnerable youth in their communities. Also, during the quarter, Youth Mentors also discussed and presented their ideas to sustain their efforts in their communities. (Please see Annex 7.3 for Youth Mentors’ testimonials during the focus group session).

Additionally, advocacy from Ma3an local partners and Youth Mentors contributed to an increase of Cohort 2 Youth Mentor applications when compared to the applications received from areas where no Ma3an local partner was present.

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Overall, Youth Mentors continue to build Ma3an Youth: Going Above and Beyond momentum and sustainability as their events The commitment of Ma3an youth was gain credibility and popularity in Tunisian demonstrated this quarter by the Kef Youth communities. Peers are returning to youth Mentors who, in addition to holding events in events and asking to bring their friends to their communities, took the initiative to attend. In particular, storytelling events have organize two storytelling events in two Phase 2 become a popular event among community communities (Laaroussa and Rouhia) in youth. In addition, the increased referrals December. The objective was to introduce the for the mentoring sessions led to exceeding Ma3an Youth Mentor activities to youth in the number of expected mentoring sessions these two communities and to contribute to for the quarter. Youth Mentors conducted recruiting dedicated youth leaders to serve as an average of four mentoring sessions each Youth Mentors in those communities during during the quarter (above an expected three the application period. A total of 39 participants sessions each). Beyond the skills (22 males, 17 females) attended these two improvement and the support provided to storytelling events. peers, Youth Mentors contributed to making mentoring a new habit in the communities and a way for youth to support one another.

Challenges and mitigation: Although the Refresher ToT dates were communicated early (in August) and agreed upon with the Youth Mentors, one out of 12 was not able to attend the training due to family reasons and two of them participated only two of four days leaving early for work commitments. To respond to this challenge, Youth Mentors from their community teams shared the workbook and training material with the Youth Mentors who missed the sessions and staff conducted a follow-up meeting to ensure delivery and understanding of training material. Additionally, Ma3an has seen that Youth Mentors lack private spaces to hold events, which can be challenging as public spaces may not feel safe for youth to share their stories and receive mentoring support. Youth Mentors previously report that local youth centers usually must be booked in advance, and some require a fee or an email from an official party. In future quarters, Youth Mentors will conduct mentoring sessions and other activities in local Youth centers that are part of the Ma3an network and that will be available soon. This will not only improve options for safe and accessible locations, but also help further weave Youth Mentors’ activities into the community fabric.

Activity 1.4.2: Provide engagement opportunities for youth that capitalize on technology and innovation

Activities during Y2-Q1: During this quarter, Ma3an met the following planned activities associated with Youth Mentors engaging youth in Phase 1 communities.

Activity 1.4.2 contains two different sub-activities led by Ma3an partners, IREX and Search. These include: • Ma3an partner IREX’s Professional Insight Days (PIS), Learn to Discern (L2D) trainings, and coding curriculum with the Young Tunisian Coders Academy (YTCA); and • Ma3an partner Search’s Ma3an Challenge.

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Professional Insight Days (PIS): Youth Mentors implemented four total PIS events in El Kef, Ettadhamen, Douar Hicher and Souk Jedid communities through which 63 youth participants (31 males, 32 females) learned about career opportunities and built connections with professionals. At one event,13 youth registered to apply for a training with the host company, seven of whom received invitations for an interview at the company office for the opportunity of trainings and paid internships with the company.

Learn to Discern (L2D) trainings: During the Refresher TOT, Youth Mentors received additional training on L2D and were provided with simplified, user-friendly material to effectively train other vulnerable youth in media literacy skills. Three L2D trainings were subsequently conducted (one in Ettadhamen, two in El Kef), gathering 47 youth (23 males, 24 females) who developed their critical-thinking skills and improved their media consumption behaviors by learning how to distinguish between information and misinformation. The L2D methodology provides the opportunity for vulnerable youth to develop critical-thinking skills to discern facts from propaganda, which can include propaganda of those that seek to spread and engage youth in VE.

Table 13: Overview of Professional Insight Days and L2D Events Date Community Hosting Venue Professional Insight (PIS) Days 18 October 2019 El Kef Democracy & Development Center CD2 26 October 2019 Ettadhamen Rawafed (NGO) 27 October 2019 Souk Jedid Youth Center – Souk Jedid 22 November 2019 Douar Hicher Childhood Compound – Douar Hicher Learn to Discern (L2D) 15 November 2019 El Kef Democracy & Development Center CD2 6 December 2019 El Kef Private Institute Massinissa – high school 14 December 2019 Ettadhamen Rawafed (NGO)

During this quarter, families and parents started attending PIS events and L2D trainings. While Storytelling events are popular for creating a space for youth to share openly without fear of being judged, PIS and L2D events are also attracting families and parents who attend with their children to learn about career opportunities and gain media literacy skills. For example: o A mother and her two daughters attended a Kef L2D event in November 2019 because they were interested to learn about youth activities and L2D. o A family of a husband, wife, and child attended a Douar Hicher PIS event in November 2019.

Finally, during the quarter, Young Tunisians Coding Academy (YTCA’s) grant negotiations were put on hold pending potential redesign of some Ma3an components and in order to align the activity with final approved Year 2 activities.

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Progress Analysis: During their first events, L2D proved to be the most challenging activity for the Youth Mentors to Success During the Quarter facilitate, and accordingly, the Ma3an team provided extra The Souk Jedid Youth Mentors support to youth to facilitate these trainings in their took the initiative to lead activities communities. A greater portion of the agenda during the during the International Day of Refresher ToT was allocated to covering L2D for Youth People with Disability (IDPwD) Mappers so that they could increase their skills in this event in coordination with Sanad, a facilitation method. Additionally, Youth Mentors continue nonprofit NGO that supports to challenge themselves to further apply GESI principles people with disabilities. This event for their events. For example, at the November 15, 2019 gathered around 150 participants, Kef L2D event, a male participant had a physical disability including 40-50 youth with (no hand). The Youth Mentors frequently provided him disabilities from Sidi Bouzid and with an extra level of support that was sensitive to his Souk Jedid. needs. Additionally, two participants from October 2019 Souk Jedid PIS event had previously been in a Juvenile Detention Center in Souk Jedid. Youth Mentors gave special attention to their cases and strived to make them feel included.

Challenges and mitigation: Souk Jedid Youth Mentors planned their October PIS event at a local sugar factory. The head of the factory canceled the event two days prior to the agreed-upon date. The Youth Mentors successfully mitigated this last-minute change by instead conducting a professional panel at the Youth Center, inviting a representative of the factory and two other local company representatives, including one female entrepreneur. Youth Mentors found a creative way to transform rather than cancel the event.

Negative interpersonal dynamics between two Youth Mentors from Sidi Bouzid put the events they had initially planned to coordinate at risk. However, Sabeh, a third Youth Mentor from Sidi Bouzid took individual initiative and led additional community organizing during the quarter, while the Ma3an team worked with the two other Youth Mentors on a plan to move forward respectfully.

Ma3an Challenge: During Y2, Q1 Ma3an/Search made progress towards the goals of this sub- activity. The third creative content creation workshop under the Ma3an Challenge component was held in Hammamet on October 26-27 (covering the communities of Tunis and Zaghouan). Twenty-six youth (18 males, 8 females) from both communities attended the workshop. Six participants from Ettadhamen were selected through an online application form disseminated on the Chebeb Ma3an Facebook group, the Ma3an Facebook page, and through the Ma3an local partners’ Facebook pages. Remaining participants were selected with the support of the Ma3an local partners based on the pre-determined criteria, including gender balance, age between 18-30, hard-to-reach youth (unemployed/low literacy level/rural resident), youth profiles with an IT/creative background.

In November, the Ma3an/Search subcontractor Kyubi started the market consultation that would inform the Ma3an Challenge platform development. As part of this consultation, three external focus groups were conducted in the first half of November in Tunis, Sousse, and El Kef. The focus groups were split into two sessions: one hour-long session for a group of participants aged 18 to

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24, and another for a group of participants aged 25 to 30. In each focus group, Kyubi selected 8 participants disaggregated by age, gender, and community. Participants were selected based on their background, social media use, and civil society affiliation.

Progress Analysis: The creative workshop achieved its intended outputs as it allowed the Ma3an Challenge team to gather youth’s input and feedback on web tools, design and content of the Ma3an challenge platform through the analysis of other similar existing platforms. Youth also worked successfully to identify their communities’ issues (taking into account the findings of the Vulnerability Scans) and think creatively about solutions that would involve both digital and non- digital actions. This work provided a good basis for designing the challenges to be launched through the platform. As the exercise proved challenging at times for participants in previous workshops, the team took action to make the material and exercises more accessible, so as to foster the participants’ brainstorming process and collaborative decision-making. They used Arabic platforms to allow participants to better understand the content of each platforms. Used card decks to allow participants to better understand the community issues and how to address them through a digital tool. However, mobilization of youth, especially young women, from the communities in the Zaghouan governorate proved challenging due to the logistical difficulties associated with transporting youth to and from Hammamet—only 7 youth in total from these communities (4 from Nadhour and 3 from Saouaf) took part in the event.

Due to the suspension of all Search activities in mid-November, no additional activities under the Ma3an Challenge component have been implemented.

Activity 1.4.3: Host Battle of ideas competition Activities during Y2, Q1 – All efforts on this activity have been delayed awaiting comments from USAID on the Y2 Workplan and to wait for the results of Phase 2 community CSAPs.

Progress Analysis. See above in activity section.

Challenges/Mitigation: Ma3an did not experience any unexpected challenges under this activity.

Activity 1.4.4: Mobilize youth and other community actors to foster a culture of civic engagement in Tunisia

Activities during Y2, Q1: In this quarter, Ma3an made progress towards this activity, which is slated to be completed by Y2, Q4. Ma3an launched the civic engagement component and underwent a process to:

• Establish the civic engagement focus; • Finalize the desk review around civic education and engagement projects within the formal and non-formal sectors in Tunisia; • Organize a one-day workshop on civic engagement aiming at developing a common vision and definition for civic engagement agreed upon with the identified stakeholders; and • Prepare the residential seminar aiming at identifying the national priority actions for civic engagement in Tunisia.

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Progress Analysis: Finalize the desk review around civic education and engagement projects within the formal and non-formal sectors in Tunisia

This desk review was finalized by October 2019. The main objective of this desk review is to provide an in-depth and comprehensive picture of existing resources on civic education and engagement within the formal and non-formal sectors in Tunisia: materials, methodologies, approaches, policies, and identification of key stakeholders (international organizations, local associations, and governmental institutions). This desk review aims at collecting, reviewing, analyzing, and evaluating information regarding formal and non-formal education relating to civic engagement. Please see details in Annex 7.6 Civic Education Desk Review.

Organize a one-day workshop on civic engagement aiming at developing a common vision and definition for civic engagement agreed upon with national civic engagement experts

A productive full-day workshop on civic engagement took place on November 15th, 2019 Ministerial collaboration improved in Tunis. The workshop gathered around 50 After the presentations, several participants (26 Male, 23 Female) from participants who are representatives of institutions/organizations (Ministries, CSOs, other ministries reported that they were youth leaders and media) who worked on Civic not aware of the work done by the Engagement in Tunisia. ministries of Education, Social Affairs and Youth and Sports and can now see This truly was a mobilization of all key actors that potential collaborations. Participants could foster a culture of civic education in seized the workshop to network and Tunisia. Not only was the potential for inter- discuss potential synergies between their ministerial collaboration brought to light after programs and the Ma3an-Civics’ program. key ministers gave presentations on their existing work, but Ma3an was also able to effectively create a space where all relevant stake holders, especially youth, could come together and establish a common understanding of what civic education in Tunisia should look like. This is the first step of the strategic collaboration with the presidency of the government that will later result in identifying the national priority actions for civic engagement in Tunisia. The output will serve not only Ma3an activities but also the national activities implemented by the governmental institutions led by the presidency of the government.

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Journalist pushes for youth focused media

Sawsen Chahed - National Media Syndicate Representative talked about the role played by the media in supporting civic engagement in Tunisia. She flagged the importance of creating media that speaks the same language as youth. Sawsen said “up until now, the way youth initiatives are covered on media is old fashioned and not reflective of a world in which youth are creating content for social media. We need to see more youth taking the lead in the creation of media so that their peers are better represented. We need to show that their contributions are valued and can help in the development their communities.

For further information on this workshop, please see Annex 7.7 Civic Engagement Workshop Report.

Preparation for the residential seminar aiming at identifying the national priority actions for civic engagement in Tunisia

In December, after successfully completing the first civic engagement workshop, Ma3an started the preparations for the second civic engagement workshop that aims at identifying the national priority actions for civic engagement in Tunisia. Ma3an organized three meetings with the presidency of the government to:

- Discuss the outputs of the first workshop that serves as the foundation of the residential seminar planned for January 2020; - Select a consultant in strategic foresight; - Finalize the selection of the participants; and - Select co-moderators for the seminar. Ma3an selected a strategic foresight expert, to design the seminar and draft the priority actions using the seminar’s output. Ma3an adapted the methodology of strategic foresight which is a structured and systematic way of using ideas about the future to anticipate and better prepare for change. It is about exploring different plausible futures that could arise, and the opportunities and challenges they could present. We then use those ideas to make better decisions and act now. Foresight can support government policy-making in the following main ways: ● Better anticipation: to better anticipate changes that could emerge in the future; ● Policy innovation: to reveal options for experimentation with innovative approaches; and ● Future-proofing: to stress-test existing or proposed strategies and policies.

Challenges/Mitigation: When working on the desk review, the Ma3an team encountered some challenges in collecting information related to civic engagement due to the lack of references (studies and researches related to civic engagement). To overcome this challenge, the Ma3an team structured the methodology of the desk review into three chapters. The first chapter presents a review of the official curriculum and educational programs in Tunisia and discusses school textbooks and other learning materials for pupils, teacher manuals, and assessment guides. The second chapter

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discusses initiatives in the field of civic education implemented in Europe, the Middle East and North Africa (MENA) region, and East Asia as well as their impact and the challenges they encountered. Lastly, chapter three draws conclusions based on lessons learned from education and curricula reform efforts both at the national and international levels.

The identification of the collaborators and invitees of the first and second workshop was challenging. The Ma3an team worked towards having a diverse participants’ list of civic engagement experts in Tunisia. Our collaboration with the presidency of the government helped sort out this challenge. Though it is important to note that the presidency of the government sends out invitations to the governmental institutions not to specific people which always delays finalizing the participants list impacting and delaying the logistics preparations of the Ma3an Civics workshops

2.2 Objective 2: Communities Vulnerabilities are Mitigated

RESULT 2.1: COMMUNITIES’ SPECIFIC VULNERABILITIES ARE IDENTIFIED AND REDUCED Activity 2.1.1: Provide support for initiatives to advance community-led strategies seeking to address vulnerabilities

Activities during Y2, Q1: Progress towards the achievement of this activity were made during this quarter. The updated Vulnerability Scan (VScan) Terms of Reference were submitted by Search to Ma3an on October 30, based on lessons learned from the Year 1 VScan process and an After- Action Review on the VScans held on October 3.

The Vulnerability Mitigation team developed a concept note for the Vulnerability Mitigation community dialogue process in October and November. The concept note detailed information regarding the approach to the Vulnerability Mitigation community dialogues, including objectives, outline of agenda, facilitation tools, and timeline.

The VScan and vulnerability mitigation teams were fully staffed by November 5 with the recruitment of a VScan Manager, VScan Officer, VScan/Mitigation Assistant, and a Vulnerability Mitigation Officer.

Progress Analysis: Progress toward achievements of this activity have been temporarily suspended due to lack of alignment between Search and the Ma3an team on the objectives, purpose, and value of these activities within the wider Ma3an program framework, as the issue of potential overlap between the VScans and Community Youth Mapping processes was often raised during discussions around VScans.

Due to the suspension of all Search activities in mid-November, no activities under the Vulnerability Scan and Mitigation components have been implemented.

Challenges/Mitigation: Ma3an did not experience any unexpected challenges under this activity.

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2.3 Objective 3: Tunisian Partners Sustain the Model

RESULT 3.1: ENHANCED KNOWLEDGE AND SKILLS OF PUBLIC AND PRIVATE SECTOR ACTORS TO SUPPORT LOCAL RESILIENCE ACTIVITIES Activity 3.1.1: Mapping of the private sector and existing corporate social responsibility (CSR) initiatives in Ma3an regions

Activities During Y2 -Q1: During this quarter, Ma3an completed all planned activities for this quarter. Ma3an partner, CONECT finalized CSR mapping and hosted 10 workshops in the Ma3an governorates of Tunis, Manouba, Ariana, Sousse, Jendouba, SidiBouzid, Zaghouan, Jendouba, Kef, and Siliana. The workshops presented the results of the mapping of each community, told the success stories of local private sector CSR initiatives and highlighted CSOs and public entities who are championing CSR collaboration and implementation in their communities. Two-hundred and five participants had attended the workshops, around 40% were women.

Table 14 CSR Workshops Date of Workshop Community Men Women Total Nov. 12th 2019 Sousse 15 3 18 Nov. 13th 2019 Kef 4 5 9 Nov. 14th 2019 Manouba 16 9 25 Nov. 18th 2019 Kairouan 11 5 16 Nov. 19th 2019 Sidi Bouzid 13 6 19 Nov. 25th 2019 Zaghouan 10 5 15 Nov. 26th 2019 Jendouba 14 5 19 Nov. 27th 2019 Tunis 16 21 37 Nov. 28th 2019 Ariana 13 3 16 Dec. 5th 2019 Siliana 21 10 31 Total 205

Progress analysis: CONECT finalized the CSR mapping survey within the timeline agreed and an analysis of the results will be produced in Y2, Q2. Results of the mapping will serve to inform the selection of companies that are going to benefit from technical assistance to develop and implement CSR strategies. Ma3an is working with CONECT to choose 7 companies by the end of January 2020. The CSR Mapping results were also shared during the CONECT/CSR National Conference on Dec. 12, with around 200 participants from different regions and organizations.

Challenges/Mitigation: Ma3an faced challenges with the mobilization of private companies in small communities. To mitigate this issue, Ma3an partner, CONECT, liaised with local authorities in order to get buy-in so that relevant stakeholders would be rallied within a short period. For example, in Ettadhamen, CONECT met with the Delegate and were able to gain his good will. In turn, he let CONECT have access to his private sector database and personally called various businesses to explain the work CONECT would be doing and that they should be open to the CSR work they are doing.

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Activity 3.1.2: Facilitate public-private dialogues in Phase 1 and II communities

Activities During Y2 -Q1: A strategy session regrouping Sidi Bouzid and Kairouan was held on 15th of November, around 40 participants from the two governorates were present to discuss opportunities around improving resilience of local communities, and areas of collaboration. Leveraging local resources and establishing a community task force to monitor implementation of projects were discussed during the second half of the day. IACE hosted three Public Private Dialogues (PPDs) during Y2-Q1; Ettadhamen, Kairouan and Sidi Bouzid.

Table 15 Public Private Dialogues Date of PPD Community Men Women Total Nov. 26th 2019 Ettadhamen 12 8 18 Dec. 18th 2019 Kairouan 13 10 23 Dec. 19th 2019 Sidi Bouzid 12 2 14 Total 55

Progress analysis: InY2, Q2, will be conducting three more PPDs to cover all Phase 1 communities, with the remaining PPD (phase II communities) to be conducted during Y2, Q3. The PPDs have been highly successful because it produces at end of each dialogue ideas of sustainable projects, that produced substantive ideas that can be implemented to enable communities to sustain Ma3an activities and it reinforces the private sector engagement during CSAPs.

Challenges/Mitigation: Ma3an foresaw potential challenges in the sustainability of the PPDs and pre-emptively mitigated this by holding discussions with partner IACE on alterations that will be implemented moving forward to ensure the model can be sustained.

RESULT 3.2: MOBILIZATION OF PUBLIC AND PRIVATE SECTOR RESOURCES FOR THE ESTABLISHMENT OF COMMUNITY RESILIENCE COMMITTEES AND, WHERE APPLICABLE, LOCAL DEVELOPMENT FUNDS

Activity 3.2.1: Design, develop, and pilot local development fund model in five Ma3an communities over the life of the project (one community in Y2)

Activities during Y2.Q1: Per the Y2 work plan, efforts under this activity will commence in Y2, Q2.

Progress Analysis: Ma3an will work with the phase 2 communities as they progress towards the CRA phase to identify potential candidates for local development fund implementation.

Challenges/Mitigation: Ma3an did not experience any challenges while implementing these activities.

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RESULT 3.3: INCREASED NUMBER OF SOCIAL CORPORATE RESPONSIBILITY (CSR) POLICIES AND INITIATIVES DEVELOPED WITH COMMUNITY CONSULTATION Activity 3.3.1: Develop a strategy and targeted campaigns to build awareness and support for Tunisia’s new CSR law

Activities During Y2 -Q1: During this quarter Ma3an made progress towards achieving the goals associated with this activity. IACE finalized the preparation of six videos that will be shared on social media during the CSR awareness online campaign, IACE posted the first video on Facebook the 20th of December, the first video explains the concept of CSR and its background. So far, the first video had received 251 likes, 96 Shares and 25K Views. Ma3an also recorded a CSR podcast and a video with Stakeholder Partnership Advisor (SPA) that explains Ma3an’s work in promoting CSR in 30 vulnerable communities across Tunisia.

The timeline of implementation of IACE CSR campaign videos was delayed due to the election of the president which was moved up due to the passing of Tunisia’s previous president. All videos will be posted by the end of Y2 Q2.

Progress analysis: The content of the six Videos highlight three important messages: 1) The importance of CSR in supporting vulnerable communities; 2) CSR as win-win partnerships for private sector and local community; and 3) Presentation of CSR Law in Tunisia.

The Ma3an Podcast on CSR had received a good organic interaction on social media, and position Ma3an as pioneer program in linking CSR and improving community resilience.

Challenges/Mitigation: Ma3an faced challenges of getting the attention of CSR policy makers. The formation of the new government is taking much longer than anticipated and is monopolizing all focus. To mitigate this, Ma3an will discuss the CSR online campaign with new government once it is finalized.

Activity 3.3.2: Provide technical support to ten companies/ enterprises to develop company-specific CSR strategic plans that address their communities’ vulnerabilities and resilience needs (seven companies/enterprises in Y2; three companies/ enterprises in Y3)

Activities During Y2 -Q1: Action will begin under this activity in Y2 Q2.

Progress analysis: The activity 3.3.2 will be scheduled after the conclusion of CSR mapping (activity 3.1.1), the 7 companies will be selected by January 2020.

Challenges/Mitigation: No Major challenges had bene faced during the implementation, internal coordination was very helpful in avoiding that PPD and CSR workshops clashes with CSAP dates.

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RESULT 3.4: INCREASED NUMBER OF VOLUNTEER HOURS DEDICATED TO SUPPORTING COMMUNITY RESILIENCE INITIATIVES Activity 3.4.1: Design and implement media campaigns to promote volunteerism and increase volunteer hours

Achievements Y2,Q1: During this quarter, Ma3an continued to progress towards this achievement. The volunteerism poll conducted in Y1 Q4, aimed at gauging Chebeb Ma3an’s interests and volunteering or civic service experience, and the series of posts that ensued have been coded and analyzed, using the semantic approach called sentiment analysis. During Y2 Q1, Ma3an communication team has embedded and shared opportunities around that same theme as well as content around Volunteer Day.

Figure 3 Results of Social Media Poll on Volunteerism

Below is a selection of the volunteerism-related content posted on social media this reporting quarter:

Post by Ma3an Tunisia Post by Ma3an CSO Partner Post by Ma3an staff

Post by Youth Mentors

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Posted by Youth Mentors

As Ma3an is reflecting on how to integrate or be more explicit about preventing/countering violent extremism, the communication has also been reflecting on how to engage youth around volunteering on a project (described below) to increase their sense of belonging in their community and their self-efficacy (sense that one can do something) which were highlighted in the Vulnerability Scans.

Progress analysis: Major changes and updates will be carried out during the next quarter with the launch and design of a big online campaign around volunteerism.

In scrolling the web for content on the communities we work in, we observed that content is at best inexistent, but mostly very negative. Wikipedia pages are empty, images and YouTube videos depict communities with problems or unrest. Ma3an has decided to harness the interest in social media and the web from youth to take them through a journey of virtually cleaning their communities.

Clean e-Houmtek (a play on the words clean your “electronic”-neighborhood) is an innovative and creative campaign that will be launched end of January 2020 and will first target the community of Douar Hicher with a view, if the experience is positive, to expand to all Ma3an communities.

The campaign will last one week and is articulated around 4 coaching experiences (workshop to provide basic skills which will take place in the Youth Center and practical work on the ground): Wikipedia -Youth will create content for their community’s page in 3 languages Arabic, French & English;

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Google Maps - Youth will create virtual visits of their community on Google Maps; YouTube - Youth will film their community and generate one video; and Rap song - Youth will be trained in writing, singing and editing a rap song reflecting their community. MA3AN YOUTH WILL GENERATE ONLINE The expected outputs are as follows: CONTENT TO RESTORE AND CLEAN UP - 3 Wikipedia pages; THE DIGITAL REPUTATION OF THEIR OWN - 1000 photos generated for the COMMUNITY Google Map account; - 1 full video (3 min) of the Douar Hicher community on YouTube; and - 1 rap song movie clip on YouTube.

RESULT 3.5: POLICIES AND STRATEGIC PLANS DEVELOPED OR ADJUSTED TO SUPPORT COMMUNITY RESILIENCE AND YOUTH DEVELOPMENT

Activity 3.5.1: Support for youth-led policy engagement in Ma3an communities Activities during Y2, Q1: Progress towards achieving these activities was made during this quarter. A concept note for the Youth Policy Engagement Camps was developed by the Youth Policy Engagement team and submitted for the Ma3an SMT’s review on October 25. After initial feedback was received regarding the proposed purpose and content of these camps, a revised version was submitted on November 13.

The Youth Policy Engagement team was fully staffed by mid-October with the recruitment of a Youth Policy Engagement Officer.

Progress Analysis: The proposed activities and youth camps content were not clear from Search or aligned with other Ma3an components. Due to the suspension of all Search activities in mid- November, no activities under the Youth Policy Engagement component have been implemented.

3. INTEGRATION OF CROSS-CUTTING ISSUES

3.1 Gender Equality and Female Empowerment

The GESI and sustainability advisors conducted thorough Info sessions with local partners to prepare them for the development of their own sustainability and GESI strategies. These efforts are linked to the capacity building plans developed to support the partner organizations. Ma3an staff at the CRC workshops helped participants think of activities that are inclusive and respect principles of equality, female empowerment and that accommodate the different needs of persons with disability at other disfranchised groups in their communities.

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In addition to the CRCs, the team worked to attend and support the CSAPs, present key findings of the GESI analysis and how to utilize them in the thinking of possible intervention in the spirit of leaving no one behind and how to strategize with inclusion and gender equality in mind amid the different identified needs for the communities as a whole in the mind mapping exercises.

In the occasion of the international day for the rights of persons with disability on December (3 Dec) and the 16 days for countering gender-based violence (25 Nov- 10 Dec). Ma3an worked to produce various media products addressing the subjects of equality, justice and violence.

The online awareness campaign included one video, two Ma3an tips animated videos, one podcast and various posts and pictures. All of these reiterated the importance of GESI principles in building stronger communities, how the Ma3an program commits to these ideals and how we work to reinforce them in our activities. The products also included key messages against discrimination and the benefits of inclusion. GESI social practices for justice and equality, human rights and the rights of people with disabilities.

The teams later worked to conduct a semantic analysis of key messages from the interactions of youth and other commenters on the posts we shared. The following graphs summarize emerging themes and different types of interactions. This will guide the program teams more in identifying the perceptions of our audience (gender and age groups, location) vis a vis similar subjects and will therefore provide us with more insights to use in developing targeted messages in the future.

Figure 4 Analysis of online postings Reaccuring Themes in comments on GESI online Posts

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12 7 4 5 7

QUESTIONING THE SITUATION OF WE NEED MORE AGAINST WOMEN'S TALKING ABOUT AGAINST EQUALITY WORK OF NGOS RURAL WOMEN ACTION TO DEFEND RIGHT & EQUALITY RIGHTS OF MEN OF INHERITANCE WOMEN'S CAUSE

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Figure 5 Reactions to GBV online Comments about GBV posts

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Female Male 21 8 1 4 6 POSITIVE NEUTRAL NEGATIVE

Ma3an continues to build the capacity of staff in inclusive facilitation best practices, key GESI considerations in designing and implementing activities. The training included Tunis based staff as well as the regional office all staff.

3.2 Sustainability

Ma3an worked with the grants team to ensure the local partners grant packages are in line with Ma3an sustainability strategy in terms of scope and specific activities. The new modifications included more ownership for the local organizations as well as added activities to ensure stronger collaboration with the CRC members and especially youth by leveraging inclusive participation.

Ma3an also conducted three info sessions (See table 14 table below) with the local partners to introduce them to the revised sustainability approach. These info sessions also covered the GESI Ma3an strategy and the role of the local partners play in implementation of inclusion and equality.

Table 16 Info Sessions with Partners Date Location Local Partner Nov 25-2019 Tunis IDebate/ADH/OTCS Nov 26-2019 Kef Friguia/AFDP/Namaa Fernana/Thabbora Nov27-2019 Sousse We Love Sousse/We Love Kairouan/ Youth Think/ Didon

3.3 Environmental Compliance

Before the launching of the CSAs, the Environmental Specialist prepared a follow-up tracker to capture the potential environmental issues and impacts related to each activity, proposed mitigation measures, monitoring indicators, monitoring and reporting frequency, and roles and responsibilities.

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After receiving the work plan from the rehabilitation company, the Environmental Specialist conducted nine implementation visits to monitor any potential issues and impacts related to each community support activity that may entail risks on the environment.

The visits were conducted by the Environmental Specialist and Regional Grants Officers. Their respective objectives were:

• Ensure the effective launching of community support activities and the installation of a protection fence and a construction warning sign on five sites. • Convene a session of safety training to construction workers on five construction sites. • Ensure that all contractors are using personal protective equipment (PPE), regularly removing trash from construction sites, and using only lead-free paint. • Ensure that all procured playground equipment meet relevant safety standards.

Each site visit was documented by a written report, a photographic report, and technical plans.

3.4 Policy and Governance Support

During this reporting period Ma3an worked with IACE on a CSR awareness campaign that aims mainly to introduce and present the new CSR law (adopted by the parliament on 29 May 2018) which is still not applied by the private sector, let alone in vulnerable communities. Ma3an and its partners IACE and CONECT aim to showcase how applying CSR can be a win-win for both companies and communities.

Ma3an chose a three-pronged approach include:

Dialogue Ensuring that stakeholders from across the public and private sectors come together to discuss through a series of Public-Private Dialogues, in Ma3an communities, how they can collaborate around social issues that benefit both sectors.

Awareness Through an awareness raising campaign, comprised of a series of three videos, Ma3an seeks to explain and trigger the attention of policy makers and community stakeholders to activate the new law and advocate for its enactment.

Mapping Ma3an conducted with its partner CENECT a CSR initiatives' mapping to highlight CSR success stories and support local private company to develop their CSR strategies.

3.5 Local Capacity Development

During this quarter, most of Ma3an efforts in building local capacity was working with local partners in Phase 2 communities. Several days before each CSAP Ma3an would do a practice run

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of the CSAP with the local partner in order to help them see beyond the logistics of the event so that they could be present and be prepared to deal with potential challenges that might arise during the CSAP. This aided in them mastering the technical content and to prepare to deal with any challenges that might arise during the CSAP. Youth Mappers were also invited to these practice runs and gained important skills. During the CSAPs several youth mappers showed great capacity as they proactively facilitated group exercises.

Ma3an had several other experiences where they have contributed to building capacity in helping stakeholders to work together this can be seen in the Phase 1 CRC trainings as explained under activity 1.2.2, the civic engagement workshop as described under activity 1.4.4 and the public, private dialogues as described under activity 3.1.2.

3.6 Public-Private Partnerships (PPP)

Throughout Y2, Q1, Ma3an has worked on several activities to bolster public-private partnerships. Firstly, the CSR mapping and IACE social media campaigns have sought to increase awareness of CSR law and responsibility the private sector has to work with the government to invest in their communities. Second, during this quarter, Ma3an partner IACE has started to host Public Private Dialogues (PPD) with actors in Ma3an communities that aim to support the sustainability of Ma3an impact through raising awareness about the importance of CSR and enhancing knowledge and skills of public and private sector actors to support local resilience activities. Ma3an will bring the proposed CRAs that result from CSAPs and present them to private sector actors during CSR discussions to encourage private funding. For more information on the PPDs see section 3.1.2.

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4. PERFORMANCE MANAGEMENT PLAN

Table 17 Performance Management Plan

Total

FY19 FY20

Data Source Frequency

Indicator Type & Collection of Data Disaggregation

Ind# Method Collection

Baseline

FY19Q1 FY19Q2 FY19Q3 FY19Q4 FY20Q1

Program Goal: Increased capacity of communities to withstand political, social, and economic stresses and shocks. # of community- Target 0 2 2 initiated activities with the goal of 02 Document Geographic location; Actual 0 0 1 mitigating Output Quarterly 0 review type of activity community- identified Achievement - ↓ vulnerabilities. % of reported trust To be set after completion Target - in community Annually of baseline in FY20, Q1. collaboration Custom, and after Gender; Age range; FY19, 2 Survey Actual N/A - processes by Outcome program Geographic location Q4

program milestones Achievement N/A - beneficiaries. Impact of Target NA - community-initiated activities on Change level: Custom, Actual NA - mitigating Midline, individual, 3 Impact - MSC, Survey - community- Endline interpersonal, Qualitative identified community Achievement NA - vulnerabilities.

Objective 1: Community resilience is strengthened

2 This indicator was related to Objective2 activities which have been cancelled and replaced by new CVE activities. Appropriate VE indicators will be identified once the Workplan Y2 has been revised and approved.

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Result 1.1: Increased levels of engagement, trust, and agency among community members, in particular marginalized youth.

# of youth trained in Target 366 195 Gender; Age range: social or leadership F Standard, Registration 10-14, 15-19, 20-24, 4 skills through USG Quarterly 0 Actual 422 81 503 Output Form 25-29; Geographic assisted programs location ↑ ↑ ↑ (YOUTH-1) Achievement

# of youth who Target 0 0 0 78 78 78 participate in civil society activities 3 Gender; Age range: Actual 0 0 0 0 94 94 following social or F Standard, Registration 10-14, 15-19, 20-24, 5 leadership skills Quarterly 0 Output Form, Survey 25-29; Geographic training or initiatives location from USG assisted Achievement - - - ↓ ↑ ↑ programs (YOUTH- 4) % of program To be set after completion Target - beneficiaries of baseline in FY20, Q1. Capacity Gender; Age range; demonstrating Custom, assessments, Geographic location; Actual N/A N/A N/A N/A - 6 increased capacities Quarterly 0 Outcome surveys, pre- Stakeholder type; for resilience as a and post-tests Capacities result of USG Achievement N/A N/A N/A N/A - assisted programs % change in To be set after completion Annual or Target - community of baseline in FY20, Q1. Custom, Baseline, Gender; Age range; FY19, 7 members’ willingnes Surveys Outcome Midline, Geographic location Q4 Actual N/A N/A N/A N/A - s to engage in Endline community activities. Achievement N/A N/A N/A N/A - Result 1.2: Strengthened inclusive community-led groups and/or networks developing and implementing locally-led approaches for mapping vulnerability drivers and addressing specific vulnerabilities. # of consensus building forums Target 5 5 (multi-party, F Standard, Document Geographic location; 8 Annual 0 civil/security sector, Output review type Actual 11 18 29 and/or civil /political) Achievement ↑ ↑ ↑ held with USG

3 We had anticipated that 20% of trained youth would engage in Civil society activities. 94 youth (25%) who responded to the survey (54% of the sample) have reported being engaged in civil society activities other than those organized by Ma3an. In the revised AMEL Y2, the target will move up to 50% and the Indicator will become a percentage rather than a number.

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Assistance (DR.3.1- 3 ) % of local women Target N/A N/A N/A N/A N/A 225 participating in a 4 substantive role or Document Actual N/A N/A N/A N/A N/A 419 position in a F Standard, review; Gender; Geographic 9 Quarterly 0 peacebuilding Outcome registration location process supported forms Achievement ↑ ↑ ↑ ↑ ↑ with USG assistance (GNDR-10) % of representation To be set after completion Target - of vulnerable groups of baseline in FY20, Q1. reporting increased Custom, Midline, Gender; Age range; FY19, 10 Survey Actual N/A N/A N/A N/A - in community Outcome Endline Geographic location Q4 resilience activities Achievement N/A N/A N/A N/A - and processes. % change in project Survey To be set after completion Annual or Target - beneficiaries and supported by Geographic location; of baseline in FY20, Q1. Custom, Baseline, FY19, 11 stakeholders social type of beneficiary or Outcome Midline, Q4 Actual N/A N/A N/A N/A - reporting quality network stakeholder Endline collaboration. analysis Achievement N/A N/A N/A N/A - Result 1.3: Implement community-developed strategic plans to address community identified challenges and issues # of community- Target 0 0 0 2 2 initiated activities

with the goal of Actual 0 0 0 0 0 Custom, Document Geographic location; - mitigating Quarterly 0 Output review type of activity community- Achievement - - - ↓ ↓ identified vulnerabilities. Result 1.4: Enhanced community resources, services, and support Objective 2: Community vulnerabilities are mitigated Result 2.1: Communities' specific vulnerabilities are identified and reduced

% of completed Custom, Document Target 0% 0% 0% 80% 80% 12 Annual Geographic location 0 vulnerability scans Output review Actual 0% 0% 0% 80% 80%

4 Following October 2019 DQA which questioned the validity of this indicator. Ma3an MEL team will stop reporting on it and will identify new indicators once the Workplan Y2 has been revised and approved.

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that are community- 100 Achievement - - - 100% validated. % # of new groups or 12 Document Target 5 175 initiatives created review through USG Geographic location; 0 F Standard, supported by Actual 5 5 13 funding, dedicated to Annual type of group or 0 Output social resolving the conflict initiative network or the drivers of the Achievement ↑ ↑ ↑ - ↑ analysis conflict. (PS.6.2-1) # of community- Target 0 0 0 2 NA 2 initiated activities with the goal of Custom, Document Geographic location; Actual 0 0 0 0 0 - mitigating Quarterly 0 Output review type of activity community- identified Achievement - - - - 0% vulnerabilities. Objective 3: Build capacity of Tunisian partners to sustain and replicate the model Result 3.1: Enhanced knowledge and skills of public and private sector actors to support local resilience initiatives % of program To be set after completion Target - beneficiaries of baseline in FY20, Q1. demonstrating Gender; Age range; Actual N/A N/A N/A N/A - increased capacities Custom, Capacity Geographic - Annual 0 for resilience as a Outcome assessments location; Stakeholder result of USG type; Capacities Achievement N/A N/A N/A N/A - assisted programs

Result 3.2: Mobilization of public and private sector resources for the establishment of community resilience committees and local development funds Uses of systems, To be reported on in Target - processes, and FY2020. mechanisms created Actual N/A N/A N/A N/A - and/or strengthened by civil society, public and private Custom, Reports, Geographic location; 14 Quarterly 0 sector actors in Impact surveys Type of activity support of local Achievement N/A N/A N/A N/A - resilience initiatives following engagement with the Ma3an activity.

5 This target has been set for Year 2 to represent 1 CRC per each of Phase 1 and 2 Communities.

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Result 3.3: Increased number of corporate social responsibility (CSR) policies and initiatives developed with community consultation Result 3.4: Policies and strategic plans developed or adjusted to support community resilience and youth development # of drafted, To be reported on in Target - expanded, or new FY2020. CSR policies Actual 0 0 0 developed by local Document Policy status; type of Custom, 15 enterprises, review, Annual institution; geographic TBD Outcome organizations, and surveys location - companies with the Achievement - - input of vulnerable populations. Result 3.5: Increased number of volunteer hours dedicated to supporting community resilience initiatives

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4.1 Monitoring, Evaluation, and Learning Plan

In this first quarter of Year 2, in addition to revisiting the M&EL team structure and submitting the AMELP Year 2, Ma3an MEL team conducted the following:

Table 18 Tasks MEL Team Conducted Activity Date Focus group discussion with youth mentors 1 November 2019 After Action Review CSAP 2 December 2019 DQA METAL 22 October 2019 DQA Response and adaptation 9 December 2019 Data cleaning Nov-Dec 2019 Social Network Analysis Dec 2019 onward A series of “Let’s Talk Ma3an”, Internal Knowledge Management meetings Improving Data Quality

On October 22, 2019, USAID Commission IBTCI/METAL (M&E in Tunisia and Lybia) to conduct a data quality assessment (DQA) of Ma3an M&E system. The DQA covered the following items: Data collection and reporting system, process documentation and data validity focusing on 5 performance indicators.

Ma3an M&E team after receiving the corrective actions required by the DQA drafted a response that was communicated to USAID on 09 December 2019.

Ma3an team started by reviewing the M&E system including: review of the PIRS, data collection methods and tools, data cleaning process, data reporting and launched the process of hiring a data analyst to take care of the database and deal with any technical issues as Ma3an M&E system uses technology to collect and analyze data.

Table 19 Required Actions from Metal and Mel Team Response Required actions from METAL Corrective actions INDICATOR I: YOUTH – 1 Number of youth trained in social or leadership skills through USG assisted programs PIRS: Click here to see adapted Youth1 PIRS • The definition for this indicator should be operationalized for Ma3an. Data quality limitations need to be updated and completed. Validity: • The new sign-in sheet and the participant • The sign-in sheet contains the only direct forms have been transferred to a paper link to the source. The participant form is format and we have started implementing not an auditable link to the source of data. them. • The new sign-in sheets will effectively capture

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• Suggest that the participant form move to attendance in all morning and afternoon a paper form for collection. Use the sign-in sessions for each day. Each missing signature sheet to collect attendance data, the will be flagged in red thus indicating absence participant registration form to collect that will be considered when checking for the participant information. Have a column on 80% requirement for attendance for Youth 1. the sign-in sheet for 80% attendance. Only • Direct link to source will be established using capture the participant forms of individuals both sign-in sheet and participant registration who attended 80% form • Capturing return participants – those who • Due to data reliance challenges, Ma3an will no are not sure if they have previously longer track returning participants. Limitations attended a Ma3an training should check to are listed in the Youth1 PIRS. see if their details are online before being treated as new participants.

Quality Control: • Activity reports of Ma3an partners have been • Approvals of records entered to the incorporated into the monthly reports system should be functioning. received and approved by the Grants • Reports should only include approved department every month, as part of the grant records. accountability processes. This will avoid • QC should include the check on the 80% approval delays and all reports submitted requirement for attendance. would already be approved. • Include a systematic check on data • MEL team will extract the section related to transcribed to the ITT from the dashboard. learning, incorporated in the partners’ monthly This should include making the selections reports, to conduct analysis (on challenges & that filter the data to obtain the reported solutions, GESI and PYD consideration) totals. • With the new paper sign-in sheets (with direct link to beneficiary) will be entered by one dedicated Data Analyst (recruitment ongoing, job description) to ensure that information on the dashboard is correct and backed up by evidence. Reporting: • All spreadsheets used for generating reported • Save spreadsheets used for generating data will be saved on FHI360 server each reported data each quarter as an audit trail quarter. on reporting. • The Master Excel sheet will be constantly • Document the reporting processes reviewed and updated as well as being completed at the Home Office level. automatically saved every time it has been • Report required disaggregations. While edited. Separate excel sheets will be saved not all disaggregations need to be under the name of the associated activity, reported, at least the sex breakdown community, and dates. should be included. • All reporting processes will be documented and stored on Fhi360 server by indicating actions, names, positions and dates. • Disaggregation serves both reporting and programming. Reporting will only focus on the sex breakdown and age breakdown for now. INDICATOR II: YOUTH – 4 Number of youth who participate in civil society activities following social or leadership skills training or initiatives from USG assisted programs

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• Data reported under this indicator was • Reported data on this indicator has been reported incorrectly. There has been no removed from the dashboard. A note will data to report for this indicator during the rectify this in QPR 1 of Year 2 period under review. • The PIRS Youth 4 has been operationalized to • Ma3an must include a note in the next clarify the definition, data collection method report to rectify this incorrect reporting. and the frequency for this indicator, namely a survey administered electronically to youth trained by Ma3an asking them: o Since you attended the trainings offered by Ma3an, have you participated in civil society activities, not organized by Ma3an? o If yes, with which organizations? o What were you involved in? o Have you initiated your own activity? o What type of activity is it? INDICATOR III: DR.3.1-3 NUMBER OF CONSENSUS BUILDING FORUMS (MULTIPARTY, CIVIL/SECURITY SECTOR, AND/OR CIVIL /POLITICAL) HELD WITH USG ASSISTANCE

Validity: • Minutes meetings/notes are consistent • Suggest the use of a minutes of the practice in all our activities, and we are meeting as supporting actively assigning staff members for this documentation. These should be signed by the specific task in advance. chairperson • These will be either signed by the reporting present, or one representative of each group. staff or the activity manager. • MEL team will assign a staff to store these in a folder on SharePoint site for future DQAs Collation and reporting: • The Master Excel spreadsheet has been linked • The current manual process will result in to the dashboard and an electronic count of errors as the numbers for this indicator the actual activities listed as “consensus increases. A collation tool is required building” in the PIRS below will be indicating each meeting, when it took automatically counted based on activity code, place, groups attending, and incorporating event date and location. The Data Analyst will formulas for aggregation. verify that data is correctly coded based on other data such as Sin-in sheet data.

INDICATOR IV: GNDR - 10 NUMBER OF LOCAL WOMEN PARTICIPATING IN A SUBSTANTIVE ROLE OR POSITION IN A PEACEBUILDING PROCESS SUPPORTED WITH USG ASSISTANCE • This indicator should not be included in the • All USG standard Gender indicators have MA3AN results framework. MA3AN does been reviewed and none would be valid for not engage in peacebuilding. Sustainability Ma3an activities. and verification workshops are not • Please consider the proposed custom peacebuilding processes. indicator PIRS below as a replacement for GNDR10. Progress on Ma3an Learning

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Following the Partner Process Interviews conducted in Q4 of Year 1, Ma3an MEL team focused its learning activities on After Action Reviews, namely of the 1st CSAP and the Youth mentorship activities in Phase 1 communities. As Ma3an was entering its second year of implementation and, in order to enhance staff’s understanding of the different components of Ma3an, the MEL team conducted a series of Let’s Talk Ma3an sessions each focusing on a key component of the program.

Let’s Talk Ma3an & Ma3an 365s

Below is a table outlining the themes and date of sessions. Please see Annex 7.8 for Ma3an 365s summarizing the sessions.

Table 20 Let's Talk Ma3an and Ma3an 365s Activity/Output Date

Let’s Talk Ma3an Civic Engagement 09 October 2019 Sustainability 16 October 2019 CYM Findings 30 October 2019 YPAT 06 November 2019 CSAs & Environmental Compliance and Safety 20 November 2019 Ma3an Communications 27 November 2019 Youth Mentors 18 December 2019 Ma3an 365 Civic Engagement 11 October 2019 Sustainability 18 October 2019 After Action Review on Youth Cohort 1 29 October 2019 CYM Findings 05 November 2019 YPAT 11 November 2019 CSAs Environmental Compliance and Safety 22 November 2019 Ma3an Communications 29 November 2019 Youth Mentors 23 December 2019

After Action Reviews

After Action Review: CSAP Sidi Abdelhamid

Under the ma3an learning activities, the MEL team conducted a reflection session with the program and technical teams to discuss main challenges and lessons learned from the implementation of the first CSAP in Sidi Abdelhamid community. The AAR helped to implement some corrective actions within the next CSAPs.

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The main findings of the AAR are detailed below: Table 21 Main AAR Findings Items discussed Corrective actions Logistics • Partner should be part of the Before the CSAPs, the technical and program preparation process and have more team organize in house working days with ownership of the activity including the partner team to make sure all technical meetings in Tunis Office. aspects are mastered, and all logistics are • Partner should be more involved in needed including workshop agenda, material the agenda preparation and the and participants list are ready. simulations to master the content. The technical team conduct before each We should work more closely with CSAP a simulation with the partner’s them. facilitators. • Lack of efficacity of the partner’s staff. • During the week before the CSAP the technical team advised to be in the field with the partner. • Prepare a checklist for the CSAP.

Youth engagement • Only 10 youth already engage as a The partner can identify more youth mappers group of stakeholders during the who are engaged in ma3an process to be part CSAP workshop. of the CSAP as support team, presenters or to play other roles. Explaining Ma3an to participants • Ma3an team should present the A presentation of ma3an was added to the project and explain the resilience CSAP agenda as well as a glossary to the process in the beginning. material disseminated in the room. • Add a glossary to the materials we disseminate in the room to facilitate understanding of ma3an. Role of the partner during the CSAP • Need more involvement of the partner • The partners can attend a prior CSAP in the facilitation. to be able to learn from another • The partner in Sidi Abdelhamid partner on how to facilitate a CSAP. couldn’t be ready to facilitate. • Ma3an program team meet with local • A long discussion about all partners’ partners during the preparation phase readiness to facilitate the CSAP. What to understand their challenges and capacities we need to build, what we difficulties and come with solution. can shape. Suggestions are to gather • The inhouse refresher helped the them for 4-5 days TOT and train them partners to master the content and again on the facilitation skills and increase their readiness to organize prepare them for the CSAP. Others and facilitate a CSAP. are not sure about partners’ capabilities.

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• Working groups facilitation: Prepare • Templates were prepared prior to the flipcharts templates before the CSAPs which helped to save time and exercises. have clear outputs. • Facilitators in the tables should orient • A ma3an group from the technical some discussions to stay aligned with team were debriefed to play the role the exercise objective. of facilitators during the working • Assign 1 note takers on the tables. groups in CSAP workshop. • Facilitators should keep time on tables and organize discussions, ensure logistics.

Another After Action review was that of Youth Mentors Cohort 1 with IREX team and a Focus group with nine youth mentors themselves. Below are the key highlights.

Youth mentors trust the Ma3an process: • Youth mentors found the content was easy to implement. (participants accorded 4-5 on a scale from 1-5) about their ability to implement the content. • Youth mentors were asked about the reason and their motivation to engage in Ma3an process and their responses reflected an understanding of the objectives of Ma3an youth mentorship component and a trust of the process. Youth mentors mentioned that through their events they are offering new spaces, people can tell their story. They create new events and contribute to a new dynamic in their communities. Beneficiaries could find new opportunities and identify new solutions. • Youth mentors have a sustainability perspective of the project and their role after the project ends. They mentioned that they gained new personal skills as well as new technical capacities on how to organize events. Youth mentors in Kef identified only few activities targeting youth. They are aware that they are contributing to the community efforts and what is being implemented is not enough.

Positive aspects of the Mentorship process according to youth mentors: • Youth mentors noticed a change among youth wo attended their events. They had highly unexpected attendance among youth who demonstrated their engagement and interest to the activities delivered. The project is giving youth a unique opportunity to contribute to their Positive experience for me because I got to community. • According to youth mentors, the another level offering something truly mentorship process is a great innovative that is changing social norms. opportunity for youth mappers to keep engaged in a new process and use the skills they developed Rim, youth mentor Kef through the CYM process to serve other youth in the community. Youth mappers can become youth mentors.

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• Youth mentorship is offering a space for youth to discuss their issues or share about their experience with other youth from the community. • Youth mentors gained more involvement in the community. More visibility with local media and more trust from the local When we did the training, we didn’t understand authorities who started to contact what the activities would be. Why L2D and YM. In Kef the radio started talking about youth mentors’ activities as a storytelling. We didn’t know they worked so new alternative to engage youth in well. the community. • Increased capacities to reach out, smile, go towards the Other and Ma3an youth mentor interact with them to solve problems, suggest and organize activities. • Peers return to events and ask to bring their friends to attend. They ask for more. The most impactful activities are the storytelling events because of the high the number of mobilized youth and the need expressed by youth in the targeted communities. • Mentors report that their mentees expressed that they gained confidence through the one- on-one mentorship and, they feel comfortable laying the foundations for them to grow. One of the YM received a mentee’s father who asked what to offer to his daughter to help her and to keep her engaged after seeing the change.

Challenges: • It is challenging to find businesses to host Professional Insight days. The local authorities helped a little but was not enough. YM need more support to engage with the private sector. Corporates are asking for benefits to help with the activities.

YM were able to overcome this challenge by being creative and merging tools from their toolbox. For example, in Ettadhamen, they identified a sports club, so they conducted a joint PIS and storytelling, they found champions who had come out of that sports club and invited them to tell their stories. They called it Champions Stories. They showed adaptability and capacity to think outside the box.

• Another challenge is having access to spaces to hold their activities. They explained the Win-Win aspects of holding such events for youth. YMs developed the capacity to negotiate to ensure logistics for their activities. • Youth mentors are not part of the CRC committees. They asked to be included as they can bring-in new perspective of youth engagement.

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Opportunities: • Youth mentors can help to train youth mappers. They have gained through the mentorship process new tools for soft skills development. • Mentorship is organic, it can be close friends or family members. Start where you can. • Storytelling can mobilize a large number of youth in one event. • Building networks, relationships (with peers, with adults, with institutions…) is key • Youth Mentors developed new personal contacts through the process and gained new experience. They can plan for different scenarios and adapt. • Build trust of others, like the local authorities, through their rigor.

Progress on Ma3an Outcome Measurement

During this reporting period the Ma3an MEL team, initiated the baseline study related to the measurement of a key performance indicator: Percentage of project beneficiaries reporting quality collaboration. To measure the indicator, Ma3an used the Social network analysis which helps map and measure relationships between people to uncover the underlying structures that influence a particular outcome.

Using this framework, Ma3an mapped connections and assessed the quality of collaboration between key stakeholders in USAID/ Tunisia Ma3an communities. We used the results of this initial analysis to develop a performance indicator to measure changes in the proportion of project beneficiaries reporting quality collaborations and track progress towards Result 1.2.

To calculate the indicator, Ma3an assessed relationships between stakeholders participating in a sample of Community Stakeholder Action Planning workshops based on three aspects of quality collaboration: • Frequency of collaboration; • Types of collaboration activities; and • Diversity of actors within the collaboration.

Table 22 Indicator Calculator Metric Average Value Scale Value Frequency of Less than or equal to 1 1 Connections Greater than 1 and less than or equal to 2 2 Greater than 2 and less than or equal to 3 3 Greater than 3 4 Types of Less than or equal to 1 1 Connections Greater than 1 and less than or equal to 2 2

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Greater than 2 and less than or equal to 3 3 Greater than 3 4 Diversity of Less than or equal to 1 1 Actors Greater than 1 and less than or equal to 2 2 Greater than 2 and less than or equal to 3 3 Greater than 3 4

Each component was ranked on a four-point scale and calculated a cumulative score with scores 80% or above the highest possible score possible indicating quality collaborations. The table below presents the preliminary results by community.

Table 23 Preliminary Results by Community Average Indicator Score (out of 4) Community Frequency Number of Sector Diversity Types Ghardimaou 2.9 2.4 2.9 Laaroussa 3.0 3.0 2.5 Sousse Riadh 2.7 2.3 2.8

In this reporting period, data for the baseline assessment was collected for three communities but will be expanded to two other communities by mid-February (the full SNA baseline will be reported in Q2). These five communities will be reassessed at midline and end-line to identify the percent change in stakeholders reporting quality collaborations.

The results of this initial assessment indicate that roughly a third (30.5%) of the stakeholders in the three communities we sampled reported quality collaborations. Among the three communities analyzed during this study period, Laaroussa had the highest proportion of stakeholders reporting quality collaboration at 34.3% while Sousse Riadh had the lowest proportion at 25.0%.

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Figure 6 Percent Reporting Quality Collaboration

The difference between communities is not unexpected as previous research6 in network Percent Reporting Quality analysis shows that urbanism can reduce Collaboration network densities (i.e., number of 40.00% connections divided by the total possible 30.00% connections), which may account for the 20.00% lower proportion of stakeholders reporting 10.00% quality collaboration in Sousse Riadh. Indeed, 0.00% we also observed a decrease in network Sousse Riadh Ghardimaou Laaroussa density with increasing urbanism. In Laaroussa the homogeneity of the community -from a historic and demographic perspective- may influence the results. Laaroussa, as well as other rural communities, preserved its tribal nature, dynamics and relationships. In communities like Laaroussa, people are more reliant to each other and have higher tendency to care about each other and so to collaborate. Furthermore, the diversity in origins as well as the administrative divisions between the sub-communities of Riadh and Zouhour impact over the level of collaboration in Sousse-Riadh. Despite these difference in the number of people reporting quality collaborations between communities, the difference was not statistically significant (p = 0.46).

In addition to looking at differences between communities, we also assessed differences between genders, age groups, and sectors. Overall, men reported being in quality collaborations at significantly higher rate than women across all the stakeholders we sampled (p = 0.01); however, this observation did not hold true across all three communities.

- When considered separately, Sousse Riadh was the only community with significantly fewer quality collaborations reported by women (p = 0.02). A similar trend might also be at play in Laaroussa, but the differences between genders reporting quality collaboration was not significant (p = 0.07). Ghardimaou was the only community sampled where the proportion of women reporting quality collaboration was higher than men, but the difference was not significant (p = 0.86).

6 Borgatti, S. P., Mehra, A., Brass, D. J., & Labianca, G. (2009). Network analysis in the social sciences. science, 323(5916), 892-895.

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Figure 7 Percentage Reporting Quality Collaboration Percentage Reporting Quality Collaboration 50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Sousse Riadh Ghardimaou Laaroussa

Female Male

In contrast to the observed differences between genders, we did not find any significant differences between age groups, even when disaggregating the data by community. Interestingly, none of the communities had more than two people in the oldest or youngest age groups.

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Table 24 Percent Reporting Quality Collaboration Table 25 Percent Reporting Quality Percent Reporting Collaboration Quality Percent Collaboration Age Reporting Quality Age Female Male Collaboration 15-19 0.0% 33.3% 15-19 25.0% 20-24 28.6% 35.3% 20-24 31.6% 25-29 28.6% 19.0% 25-29 22.9% 30-39 12.5% 40.7% 30-39 27.5% 40-59 15.0% 51.4% 40-59 38.2% 60+ - 25.0% 60+ 25.0%

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An analysis of the age disaggregation suggests several interpretations which will be further investigated and analyzed in the individual community reports.

- People in the 40-59 age cohort, are more likely to know each other and interact with each other, resulting in a higher value (38.2%). This might be the case in Sousse Riadh and Ghardimaou because they have a relatively high homophily score for age groups, which means people within an age category tend to interact with other people from the same age category in those communities. That does not seem to be the case in Laaroussa, though, because the homophily score is not very high - The older women get the less they report quality collaboration. Indeed, the data shows that past the age of 29, women report significantly lower collaboration than their male counterpart.

Table 26 Percent Reporting Quality Collaboration by age Percent Reporting Quality Collaboration Age Sousse Riadh Ghardimaou Laaroussa 15-19 50.0% 0.0% 0.0% 20-24 25.% 45.5% 27.3% 25-29 30.% 12.5% 23.5% 30-39 6.2% 33.3% 40.0% 40-59 34.8% 33.3% 47.1% 60+ 0.0% 50.0% 0.0%

Similarly, we did not observe any significant differences between sectors, even when the data was disaggregated by community. Overall, stakeholders from the education and private sectors reported the lowest proportions of quality collaborations across all communities while stakeholders from civil society organizations reported the highest proportion of quality collaborations. Notably, none of the stakeholders from the media sector in Sousse Riadh reported quality collaborations.

Table 27 Percent Reporting Quality Collaboration by Sector Percent Reporting Sector Quality Collaboration Civil Society Organization 45.8% Education Sector 17.6% Central Government 33.3% Local Authority 31.6% Media 31.6% Private Sector 15.4% Youth 30.3%

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Table 28 Percent Reporting Quality Collaboration by Sector Percent Reporting Quality Collaboration Sousse Ghardimaou Laaroussa Sector Riadh Civil Society Organization 33.3% 54.5% 56.2% Education Sector 23.1% 10.0% 18.2% Central Government 33.3% 50.0% 0.0% Local Authority 28.6% 16.7% 50.0% Media 0.0% 40.0% 57.1% Private Sector 12.5% 33.3% 8.3% Youth 33.3% 30.0% 28.6%

Several possible recommendations to programming emerge from these preliminary results, which will be further investigated in the full analysis, when data collection is completed. They include: - Working to increase the proportion of women reporting quality collaboration should be a high priority for the program to ensure communities are inclusive and include diverse points of view. - Efforts should be made to increase the quality of collaborations with stakeholders from education and private sectors given their potential to engage youth and help create a sustainable foundation for social cohesion and resilience. These two sectors would especially benefit from increasing the number of collaborations and the number of sectors they work with because those are the two weakest components of their indicator score. - Efforts should also be made to engage the media in Sousse Riadh to help ensure messages related to the Ma3an project are heard in that community.

Communications Monitoring

Table 29 outlines the key performance indicators of communication products deployed to date on all Ma3an social media channels. It provides an overview on the different growth rates in terms of reach, comments and views.

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Table 29: Ma3an Communication products and indicators Unit launched Total reach Total views / plays Total reactions Total comments Launch Product Info Format Platform Date Y1Q Y2Q Y1Q Growt Y1Q Growt Y1Q Y2Q Growt Y1Q Y2Q Growt Y2Q1 Y2Q1 4 1 4 h rate 4 h rate 4 1 h rate 4 1 h rate A series of short videos Chebeb Motion Ma3an highlighting Ma3an 75100 30000 1 Nov 19 Design 0 7 - - - - - 1696 - - 98 - Tips useful tips that 0 0 Video provide advice FB Page to youth. A series of staff introducing FB Page What is 21000 11000 Ma3an and its 29 Oct 19 Video 0 5 - - - - - 603 - - 76 - Ma3an? 0 0 activities in a Twitter short video format Audio format Ma3an showcasing 5 Dec 19 Audio 0 4 Soundcloud - 73596 - - 562 - - 1447 - - 19 - Podcast Ma3an’s life and activities Inspirational stories from 7keyet Ma3an youth 16914 27 Dec 19 Audio 0 2 Soundcloud - - - 635 - - 3500 - - 51 - Ma3an highlighting 3 positive change and success Useful opportunities related to Ma3an Chebeb youth interests 9/9/2019 Visual 26 17 5604 7353 31% NA NA - 463 152 -67% 320 65 -80% Forsa Ma3an shared exclusively for our community

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Inspirational quotes shared Ma3an on FB to 6/11/2019 Visual 5 3 FB Page 9128 5435 -40% NA NA - 175 111 -37% 24 16 -33% Quotes trigger positive change Numbers Ma3an in about the 1400 9/20/2019 Visual 1 2 FB Page 27000 93% NA NA - 1000 800 -20% 17 75 341% Numbers achievements 0 of Ma3an

Ma3an Social Media channels are:

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Facebook Twitter Soundcloud YouTube Instagram Chebeb Ma3an

5. COMPARISON OF ACTUAL EXPENDITURES WITH BUDGET ESTIMATES

During this reporting period Total Revenue was 2,026,058.42 $ broken-down as follows: - Salary (434,806.11 $), - Fringe (203,231.28 $), - Consultants (31,737.72$), - Travel (66,674.77$), - ODCs (229,647.09 $), - Subaward (676,992.83 $).

For a total Direct Costs of (1,643,089.8$) and Total Indirect Cost (382,968.62$)

• In comparison to the projections sent in October (2,043,995 $) we finished Q1 FY20 at 2,026,58.42 $ with a level of achievement of 99%

The spending of Q1 FY20 increased 280 % comparing to Q1 FY19.

Figure 7 Spending of Q1 FY20

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The spending of Salaries & Fringe is still acceptable as it represents 39% from the Direct Costs (taking in consideration that for December we paid the 13th Bonus so it is up to 30%)

The financial performance of the local partners is very positive regarding the fact that we only accrued for December for almost all Local Partners (except OTCS and IDH), the local partners based in Tunis are the one to focus on regarding their weak performance.

6. PLANNED ACTIVITIES FOR Y2, Q2

The following activities from the Year 2 Workplan are planned for Q1 October through December 31st, 2019:

Table 30: Planned Activities for Y2, Q2 Objective 1: Community resilience is strengthened Result 1.1 Community members, in particular marginalized groups, demonstrate an enhanced level of engagement, trust, and agency 1.1.1. Implement Community Support • Start community support activities Activities (formerly known as “quick-start activities”) • 13 new communities selected and approved by USAID • 13 site visits to assess areas of intervention for 13 new communities • 13 grant activities selected • 13 Environmental Mitigation and Monitoring Plans (EMMPs) developed by Ma3an team and submitted to USAID

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• Agreement from USAID on 13 activity proposals and EMMPs • 13 in-kind grants awarded 1.1.2: Make Rapid Response Fund grants • Rapid Response Funding announced and available made available 1.1.3. Select new local partners that cover • Selection of 13 Phase 3 target communities 13 new communities (i.e. Phase 3 communities) in Ben Arous, Medenine, • RFA issued requesting new local partners in Gafsa, Tataouine, and Kasserine 13 communities • Five bidders’ conferences held for potential partners • Questions of potential partners collected, translated into three languages and answered • Eligibility assessment of applications completed • Sub-award selection committees composed • Individual evaluation matrixes filled in and completed • Meetings of sub-award selection committees • Interviews by Ma3an staff of potential local partners and staff • New local partners selected for Phase 3 communities • New local partners approved by USAID • PATs for new local partners conducted • Grant packages for new local partners prepared • Grant packages approved by FHI 360’s Contract Management Services (CMS). 1.1.4. Engage and develop the capacity of • OPI/YPAT assessments self-administered by local partners in Phase 2 and Phase 3 all partners in Ma3an Phase 2 and Phase 3 communities communities

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• TDPs developed by all partners in Ma3an Phase 2 and Phase 3 communities • Community Ownership Plans developed for all partners in Ma3an Phase 2 and Phase 3 communities • 25 Organizational sustainability workshops held for Phase 2 and Phase 3 local partners 1.1.6. Ensure 10,500 total unique users of a • Begin creating 12 Ma3an Tips in video Ma3an community Facebook group that format will advertise youth resources and opportunities for community engagement • Begin creating 12 resources shared on Chebeb Ma3an for users Result 1.2. Inclusive community groups are mobilized to develop tailored responses to specific community vulnerabilities, specifically drivers of extremism and instability 1.2.1. Convene community stakeholders in • Begin to hold 12 CSAP workshops held for Phase 2 and Phase 3 communities to partners in Phase 2 communities develop tailored responses to identified stresses and shocks • After Action Review CSAPs • Begin working groups informed by CSAP data held in Phase 2 communities Result 1.4. Enhanced community resources, services, and support 1.4.1. Engage youth mentor network to • 36 Youth Mentors recruited and trained to provide marginalized youth with peer coach and provide positive youth support engagement opportunities to youth in Phase 2 communities • Continue storytelling events held across Phase 1 and Phase 2 communities • Continue one-on-one coaching sessions held across Phase 1 communities and Phase 2 communities 1.4.2. Provide engagement opportunities • Continue PIS events across Phase 1 and for youth that capitalize on technology and Phase 2 communities held innovation • Continue L2D trainings across Phase 1 communities and Phase 2 communities held • 20 coding trainings for youth held across the five Phase 1 and a selection of Phase 2 communities

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• Implementation of the communications strategy by external media company

Objective 2: Community vulnerabilities are mitigated Result 2.1. Communities specific vulnerabilities are identified and reduced • Ma3an is currently reviewing this objective to focus on preventing and countering violent extremism. Objective 3: Capacity of Tunisian partners to sustain and replicate the model is strengthened Result 3.1 Enhanced knowledge and skills of public and private sector actors to support local resilience activities 3.1.2. Facilitate public private dialogues • Three preparatory strategy sessions for public-private dialogues • Nine public-private dialogues held Result 3.4. Policies and strategic plans developed or adjusted to support community resilience and youth development 3.4.1. Design and implement media • Number of audio podcast promoting campaigns to promote volunteerism and volunteerism increase volunteer hours • Number motion design videos produced • Number of social media posts disseminated • Session notes recommendations Result 3.5. Policies and strategic plans developed or adjusted to support community resilience and youth development 3.5.1 Support for youth-led policy • Ma3an is currently reviewing the activites engagement in Ma3an communities implemented by Search as it revises its activities towards preventing violent extremism Activities that cut across objectives Learning Agenda • Annual Reflection Workshop • Convene Tunisia Youth Engagement and Resilience Cluster Meeting 1

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7. ANNEXES

7.1 CRC Needs Assessment Report

7.2 CRC Trainings Report

7.3 Youth Mentors’ Activities

7.4 ToT Refresher for Youth Mentors

7.5 Youth Mentors’ Applications

7.6 Civic Education Desk Review

7.7 Civic Education Workshop Report

7.8 Ma3an 365s

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