building alliances for local advancement, development …

FROM THE AMERICAN PEOPLE

BUILDING ALLIANCES FOR LOCAL ADVANCEMENT, DEVELOPMENT AND

INVESTMENT – CAPACITY BUILDING (BALADI CAP)

QUARTERLY REPORT

PERIOD: JULY 1, 2017 – SEPTEMBER 30, 2017

Submitted to: USAID/Lebanon

Cooperative Agreement Number: DFD-A-00-09-00141-00

Associate Cooperative Agreement Number: AID-268-A-13-00002

Grantee: Counterpart International

Belma Ejupovic, Vice President Programs [email protected]

COUNTERPART INTERNATIONAL

2345 Crystal Drive, Suite 301

Arlington, VA 22202

Tel: (703) 236-1200

mailto:[email protected]

CONTENTS

Acronyms.............................................................................................................................................................................3

Executive Summary ........................................................................................................................................................... 6

Political & Security Context............................................................................................................................................7

Battle of Arsal ................................................................................................................................................................ 7

Death Sentence to Al Asir Cleric ............................................................................................................................. 7

Parliament Passes Salary Scale into Law .................................................................................................................. 7

Palestinian Refugee Camps in Lebanon.................................................................................................................... 7

Syrian Refugee Crisis.................................................................................................................................................... 7

Summary of Activities....................................................................................................................................................... 8

Liaise and Coordinate with Key Counterparts....................................................................................................11

Staff Recruitment for the BALADI CAP Team ....................................................................................................11

Task 1: Conduct Benchmark Assessments of Selected CSO Partners ..........................................................11

Task 2: Provide Technical Assistance to Selected CSO Partners ...................................................................15

Task 3: Civic Engagement for Democratic Governance....................................................................................33

Task 4: Civic Engagement Initiative (CEI)..............................................................................................................38

Monitoring & Evaluation Tables ...................................................................................................................................44

Achievements ...................................................................................................................................................................59

Challenges..........................................................................................................................................................................59

Expenditures .....................................................................................................................................................................59

Way Forward....................................................................................................................................................................59

Annex 1: Gender Mainstreaming Report II – Cohort II CSOs.............................................................................61

Annex 2: CEI Grants Progress .....................................................................................................................................62

Annex 3: Success Stories ...............................................................................................................................................64

BALADI CAP

Associate Cooperative Agreement No. AID-268-A-13-00002

Quarterly Report 16, Year 4, Quarter 4 (July – September 2017) 2

ACRONYMS

12M/24M 12-month/24-month

ACS Al-Shouf Cedars Society

AMEP Activity Monitoring and Evaluation Plan

AOR Agreement Officer’s Representative

A/P Accounts Payable

A/R Accounts Receivable

AFDC Association for Forests, Development and Conservation

AUB American University of Beirut

AGIS ArabiaGIS

BAFO Best and Final Offer

BALADI CAP Building Alliances for Local Advancement, Development and Investment –

Capacity Building

BLOM Banque du Liban et d'Outre Mer

CAC Center for Active Citizenship

CAT Capacity Assessment Tool

CBC Capacity-Building Component

CDDG Center for Development, Democracy and Governance

CEDG Civic Engagement for Democratic Governance

CEI Civic Engagement Initiative

CLA Collaboration, Learning and Adaptation

COP Chief of Party

CSO Civil Society Organization

DPNA Development for People and Nature Association

DQA Data Quality Assessment

ECCD Easter Club for Civilizations Dialogue

EOI Expression of Interest

GEC Grant Evaluation Committee

GE/FE Gender Equality/Female Empowerment

GIS Geographic Information System

BALADI CAP



HICD Human and Institutional Capacity Development

HO Home Office

ICT Information and Communications Technology

IPs Implementing Partners

ISIL Islamic State in Iraq and Libya

ISO Intermediate Support Organization

IT Information Technology

IWSAW Institute for Women's Studies in the Arab World

JCD Jeunesse Contre la Drogue

KDC Knowledge, Development and Capacity

KMP Knowledge Management Portal

KPMG Klynveld Peat Marwick Goerdeler

LAF Lebanese Armed Forces

LAU Lebanese American University

LAU/IWSAW LAU Institute for Women’s Studies in the Arab World

LCAC Lebanese Center for Active Citizenship

LCRI Lebanon Community Resilience Initiative

LFPCP Lebanese Foundation for Permanent Civil Peace

LOP Life of Project

LRD Lebanese Association for Rural Development

LRI Lebanon Reforestation Initiative

LTA Lebanese Transparency Association

M-CAT Municipal Capacity Assessment Tool

Mada The Mada Association

M&E Monitoring and Evaluation

MoF Ministry of Finance

N/A Not Applicable

NCE No-Cost Extension

NSSF National Social Security Fund

OCA Organizational Capacity Assessment

OJT On-the-Job Training

BALADI CAP



OTI Office of Transition Initiatives

OWS Orphan Welfare Society-Saida

PBL Problem-Based Learning

PIRS Performance Indicator Reference Sheets

PMSPL Performance Management Support Program for Lebanon

PTP Public Training Program

PwC PriceWaterhouseCoopers

Q&A Questions and Answers

QSC Quick Solutions Company

RFA Request for Applications

RFP Request for Proposals

RMF Rene Moawad Foundation

SIDC Soins Infirmiers et Development Communautaire

SOGIE Sexual Orientations, Gender Identities and Expressions

STTA Short-Term Technical Assistance

SUNY State University of New York

SWOT Strengths, Weaknesses, Opportunities and Threats

TL T.E.R.R.E (Tentons Ensemble de Réaliser un Rêve pour nos Enfants) Liban

TTAP Tailored Technical Assistance Program

UN United Nations

UNHCR United Nations High Commissioner for Refugees

USAID United States Agency for International Development

USG United States Government

WLF White Land Foundation

YNCA Youth Network for Civic Activism

YTD Year-to-Date

Y4/Q4 Year 4/Quarter 4

Y5/Q1 Year 5/Quarter 1

BALADI CAP



EXECUTIVE SUMMARY

During the current Year 4/Quarter 4 (Y4/Q4) reporting period, the Building Alliances for Local

Advancement, Development and Investment – Capacity Building (BALADI CAP) team started new

implementation phases under its three components: capacity building, the Civic Engagement Initiative

(CEI) and Civic Engagement for Democratic Governance (CEDG). Moreover, it laid the foundations for

the informal launching of its project website and knowledge management portal (KMP), which is on

track to become one of the largest Lebanese hubs for information exchange among and between

Lebanese civil society organizations (CSOs) and municipalities.

Under its CSO capacity-building component (CBC), BALADI CAP is finalizing its assistance to Cohort 2

CSOs through site visits to check on the implementation of financial management and organizational

development policies and procedures. BALADI CAP has successfully designed and customized gender

equality and female empowerment (GE/FE) policies and has gender-sensitized the existing human

resources, policies and procedures of seven CSOs under Cohorts 1 & 2.

In parallel, the BALADI CAP team has launched the training program for CSOs under Cohorts 3 and 4,

which include some of the largest Lebanese CSOs. The 50 planned trainings, which started during this

quarter and will extend through May 2018, will be complemented by additional specialized trainings and

communities of practice meetings on scaling up and sustainability. These trainings will target the nine

intermediate support organizations (ISOs) that will work with BALADI CAP to ensure sustainability of

BALADI CAP capacity-building and networking interventions.

Under its Civic Engagement Initiative (CEI) CSO grants component, BALADI CAP has launched the

implementation of nine CSO grants and networking activities under the three issue-based advocacy

networks on human rights; environment preservation/solid waste management; and accountability and

good governance. At least a dozen trainings have already taken place within the three networks to

strengthen advocacy capacities of 12 member CSOs and ISOs. Some grant activities have already started

receiving the attention of national decision-makers, such as the Lebanese Foundation for Permanent

Civil Peace (LFPCP) project, with the aim to design executive decrees for three pending Lebanese laws

that lack executive decrees. Sub-grants obligated under this CEI component amount to approximately

Under the Civic Engagement for Democratic Governance (CEDG) municipal capacity-building

component, BALADI CAP has already signed and started implementing three of five agreements

intended to provide municipal capacity-building through ISOs/Service Providers (SPs). This is the first

initiative by USAID to create a market where service providers and Lebanese municipalities exchange

resources to achieve better results on governance, outreach and engagement with local communities

and service delivery. In the upcoming quarter, the remaining two grants for municipal capacity-building

service providers will be signed, bringing the total estimated value of sub-grants for municipal capacity-

building to well beyond the planned amount for these grants.

This quarter, BALADI CAP launched the beta version of its project website (baladicap.com) and KMP at

an event attended by several partner ISOs/CSOs. The portal provides a new online platform of capacity-

building services and technical support to Lebanese CSOs. The website/portal will officially launch by the

end of October, after BALADI CAP receives feedback from partner CSOs and further fine-tunes the

platform.

BALADI CAP



https://baladicap.com

POLITICAL & SECURITY CONTEXT

Battle of Arsal

The main security event in the last three months was the battle between the Lebanese Armed Forces

(LAF) against the terrorist groups Nusra Front and the Islamic State in Iraq and Libya (ISIL) in the rugged

mountainous outskirts of the town of Arsal, adjacent to the Syrian border. Several thousand Syrian

refugees occupy camps near Arsal. Some camps have served as strongholds to the Islamic militants

fighting in Syria’s six-year old war. The battle started August 19, 2017, and lasted 10 days, ending with a

clear win by the LAF.

Death Sentence to Al Asir Cleric

Another significant event was a military court’s death sentence to Sunni cleric Ahmad Al Asir on

September 28, 2017, in Beirut for his role in his supporters clashing with Lebanese soldiers in Sidon in

2013, resulting in 18 soldiers’ deaths. The TV-savvy, anti-Hezbollah cleric was arrested at the airport in

Beirut in 2015 trying to flee the country using a counterfeit Palestinian passport.

Parliament Passes Salary Scale into Law

The Lebanese Parliament passed a much-awaited law for salary increases for public sector employees.

The law came with a proposed tax hike (VAT at 11 percent and another ~20 additional changes to the

tax code) to pay for the salary increase.

Palestinian Refugee Camps in Lebanon

As long as the Palestinian refugee camp of Ain al-Hilweh remains a no-go zone to the LAF, conflicts will

continue between Palestinian factions in the camp, as happened in August 2017. Ain al-Hilweh is the

largest Palestinian refugee camp in Lebanon with about 120,000 residents. Ain al-Hilweh is inaccessible

by the Lebanese security apparatus, making it a hub for criminals, terrorists and outlaws. Lebanon's

Palestinian camps mainly fall outside the jurisdiction of the Lebanese security services. About 450,000

Palestinian refugees live in 12 refugee camps in Lebanon.

Syrian Refugee Crisis

With the potential end of the Syrian civil war looming, Lebanon still suffers the burden of hosting over

1.5 million Syrian refugees and is trying to find ways to smoothly transition refugees to their homeland.

The central government is not effectively dealing with the crisis, while municipalities are unable to

provide adequate food, water, sanitation, health care or schooling. Environmental degradation and

competition for employment are also serious problems.

Tensions between Syrian and Lebanese communities have been rising and reached a dangerous peak

recently, due to the high number of Syrian nationals among detected terrorist cells as well as high-profile

crimes. The latest was the rape and murder of a young Lebanese woman from Mizyara, a Christian

village in north Lebanon, by a Syrian laborer who worked for her family. The villagers gave a stark

warning to all Syrians to leave the village within 24 hours or face military retribution.

Today, Lebanon hosts the highest number of refugees (mainly Syrian and Palestinian) per capita in the

world, according to United Nations High Commissioner for Refugees (UNHCR) statistics.

BALADI CAP



SUMMARY OF ACTIVITIES

BALADI CAP includes three program components implemented through the following tasks:

• Task I: Capacity Assessment of USAID Selected CSOs • Task 2: Capacity Building of Assessed USAID Selected CSOs (CBC) • Task 3: Civic Engagement for Democratic Governance (CEDG) • Task 4: Civic Engagement Initiative (CEI)

Table I provides a breakdown of task activities during the Y4/Q4 reporting period. Tasks are taken from the BALADI CAP Year 4 Annual Work Plan Chart and CEDG Work Plan that followed. The table lists only activities that pertain to the current quarter. A "P" indicates planned activities, an "I" indicates implemented activities and an "X" indicates planned activities that were not completed during this reporting period, as the narrative sections that follow explain more fully.

TABLE I: BALADI CAP Y4/Q4 TASKS, AS PLANNED IN Y4 ANNUAL WORK PLAN

Tasks & Sub-Tasks 17-Jul 17-Aug 17-Sep

Liaise and coordinate with key counterparts p Implemented I

Complete Recruitment of BALADI CAP T earn 1

Implemented I I I Task I: Conduct Benchmark Assessments of Selected CSO Partners Sub-Task I. I: Modifv the Oreanizational Cat,acitv Assessment Tool (OCAICAT) Cohorts 3&4 1.1 . I : Modify OCA/CA T assessment tool 1

Implemented I I I Sub-Task 1.2: Conduct Pre-Award Surveys 1.2.1: Conduct Pre-Award Assessments (Onioini, as reQuested) p p p

Implemented X X X Sub-Task 1.3: Conduct Benchmark Assessments Cohorts 3&4 1.3.1: Conduct OCA/CAT Benchmark Assessments 1 -

Implemented I I I 1.3.2: Conduct Gender Mainstreamini Survey p p p

Implemented X X X Sub- Task I .4 - Cl: Deve/<>1>Action Plans Cohorts 3&4 1.4.1: Develop OCA/CAT Action Plans1

Implemented I I I Task 2: Provide Technical Assistance to Selected CSO Partners Sub-Task 2.1: Provide Trainin2, Coachin2, on the Job Traininf! and Mentorinf! Cohort 2 2.1.3 Periodic On-the-lob Trainini and Mentorini p p p

Implemented I I I Cohorts 3&4 2.1 . I Standard and Specialized T raininfs p p p

Implemented X X I 1,2

2.1 .2 Coachinf Visits

1Activity was not planned for the quarter 2 Implementation started in September 2017

BALADI CAP Associate Cooperative Agreement No. AID-268-A-13-00002 Quarterly Report 16, Year 4, Quarter 4 ljuly - September 20 I 7) 8


Implemented I I I Sub-Task 2.2: lnstitutionalizinf! Chanf!e Cohort 2 2.2.1: Customization and Traininf on Policies and Procedures p p p

Implemented I I I 2.2.2: Board Aoorovals on Policies and Procedures p p p

Implemented I I I Sub-Task 2.4: Provide CSO Partners with Access to Information and Resources Cohort 2 2.4.1: Resources provided durinf site visits p p p

Implemented I I I Sub-Task 2.5: lmt,lement Community of Practice Ref!ional Meetini s

Cohort 2 (Cohort I can be invited) 2.5.1: 5 Communities of Practice Refional Meetinfs scheduled p

Implemented X Cohorts 3&4

2.5.1: 5 Communities of Practice Refional Meetinfs scheduled p Implemented X

Sub-Task 2.6: Utilize Di~ital Means and Social Media 2.6. I : Social media platforms expanded and refularly updated p p p

Implemented I I I Task 3: Civic En2a2ement for Democratic Governance Sub-Task 3.1: Sub-Award to Service Providers (SPs) 3.1.1: Selection of SPs through an open Request for Application (RFA) 3

Implemented I I I 3.1.2: BALADI CAP - SPs Coordination and Oversifht p p p

Implemented I I I Sub-Task 3.2: Tailored Technical Assistance to SALAD/ and Non-SALAD/ Municipalities (CEDGITTAP) 3.2.3: Standard Trainings, Coaching and On-the-Job Training and Mentorinf

D Standard and Specialized T raininfs p p p Implemented I X X

D Coachinf p p p Implemented I I I

D On-the lob Train inf and Mentorinf p p p Implemented I

3.2.4: Communities of Practice p p Implemented X X

3.2.5 12-month Post-Benchmark Assessments p p Implemented X X

3.2.6 Gender Mainstreaminf Survey p p Implemented X X

Sub-Task 3.3: Public Traininf!s Prof!ram to SALAD/ and Non-SALAD/ Municipalities (CEDGIPTP) 3.3.1: Standard and Specialized Traininfs p p

Implemented X X 3.3.2: On-The-lob Traininf and Mentorinf p p p

Implemented X X I

3 Activity was not planned for the quarter



Sub-Task 3.4: Technical Assistance to Non-SALAD/ CSOs 3.4.1: Specialized Traininis p p p

Implemented X X X Sub-Task 3.5: Civic Eneaeement and Public Outreach 3.5.2: Creation of Public-Municipal Outreach Committees p

Implemented X Sub-Task 3.6: In-Kind Grants to TarE!eted Municibalities p p p

Implemented X X X Sub-Task 3.7: Sustainability of CEDG Results (Capacity-Building of CSOI/SO service broviders)

p p p

Implemented X X X Task 4: Civic En2a2ement Initiative Sub-Task 4.2: ISO Request for Applications RFA and Selection of /SOs 4.2.3: Performance Evaluation ISOs p

Implemented X 4.2.4: ISO applications for Extensions p

Implemented X 4.2.5: Issue new RFA for Selection of new ISOs p

Implemented X Sub-Task 4.3: CSO Reauest for Abblication RFA/Grant 4.3.1: RFA for Cohorts 5 & 6 p

Implemented I 4.3.2: Aoolications for Cohorts 5 & 6 Received p

Implemented X Sub-Task 4.4: Bidders' Conference Cohorts 5 & 6 p

Implemented X Sub-Task 4.5: Problem-Solving, Policymaking, Networking and Coalition-Buildin2 4.5.5: National/Local Networks are Developed 4

Implemented I I I 4.5.6: Definimi the AJ?:enda Cohorts 5 & 6 p

Implemented X Sub- Task 4. 7: Establish Online Sources to Assist Issue Networks p p p

Implemented I I I Sub-Task 4.B: B-CAP ISO Coordination p p p

Implemented I I I Sub-Task 4.9: Micro Grants to CBC CSOs 4.9.3: Micro-Grants Close Out and Submission of Final Reports

Implemented I Sub-Task 4.10. Small or Micro-Grants to CSOs from USG Priority Fund (On2oine)

Implemented I Reoortin2 Tasks Quarterly Financial Accrual Reports p Enter data into MIS, AT+ and TraiNet systems p p p

Implemented X X X Quarterly Reports p

4 Activity was not planned for the quarter

BALADI CAP Associate Cooperative Agreement No. AID-268-A-13-00002 Quarterly Report 16, Year 4, Quarter 4 ljuly - September 20 I 7) /0

17-Jul 17-Aug 17-SepITasb & Sub-Task,

Liaise and Coordinate with Key Counterparts

The BALADI CAP chief of party (COP) met with the Renee Moawad Foundation (RMF) BALADI and Caritas BALADI teams, as well as their respective USAID agreement officer's representatives (AORs) on August 9, 2017, to discuss BALADI and BALADI CAP programs' progress, respectively. The RMF and Caritas teams presented their progress on BALADI grants implementation. The BALADI CAP COP discussed that project's progress and explained that some BALADI CAP CEI beneficiaries need additional funding to install equipment to implement good recycling practices at the municipal institution level. The next meeting was scheduled to take place at the BALADI CAP office in November 2017.

Staff Recruitment for the BALADI CAP Team

This quarter, BALADI CAP recruited and selected a senior monitoring and evaluation (M&E) specialist, who joined the team September I I, 2017. The new specialist will maintain an

updated M&E database and will work to build the capacities of CSOs partners on best M&E practices.

In parallel, BALADI CAP is finalizing the paperwork to hire a senior M&E consultant who will conduct the M&E training for Cohort 2 CBC beneficiaries and will guide and oversee the M&E capacity-building activities for the CSOs. With the employment of both long- and short-term consultant senior M&E specialists, BALADI CAP will resume the M&E capacity-building activities under the CBC component, a process that has been delayed for six months.

BALADI CAP's training coordinator was promoted to the position of junior M&E specialist to assist the senior M&E specialist with data collection, entry and analysis. The newly emboldened M&E team is expected to be able to conduct a complete review of the BALADI CAP database for the past four years, and maintain the data in a comprehensive, integrated manner that covers all BALADI CAP indicators.

During this reporting period, the grants manager, ■■■■■■■ and the senior local governance and decentralization specialist, resigned. BALADI CAP re-advertised these two positions and identified good candidates. BALADI CAP has already placed an offer for the grants manager candidate and is conducting background checks for the senior local governance and decentralization specialist.

BALADI CAP has selected a candidate for the finance specialist vacancy and is now performing internal due diligence before concluding the hiring.

BALADI CAP is still hiring for the following posts: training coordinator for the CBC and a finance assistant, who will assist the finance manager. BALADI CAP anticipates filling all vacant positions by the end of December 2017.

Task I: Conduct Benchmark Assessments of Selected CSO Partners

Sub-Task 1.1: Modify the Organizational Capacity Assessment Tool (OCA/CA T)

I. I. I: Modify OCA/CA T Assessment Tool

In support of USAID's gender equality and female empowerment (GE/FE) policy, BALADI CAP has contracted a senior gender specialist to integrate and mainstream gender into the organization capacity assessment/ capacity assessment tool (OCA/CAT). The updated tool now ensures that all BALADI CAP capacity-building interventions promote GE/FE principles. This includes the addition of a policy on

BALADI CAP Associate Cooperative Agreement No. AID-268-A-13-00002 Quarterly Report 16, Year 4, Quarter 4 ljuly - September 20 I 7) II

gender equality and sexual harassment in the workplace, as well as introducing changes to the human

resource policy components that stipulate equality in the workplace.

Sub-Task 1.2: Conduct Pre-Award Surveys

1.2.1: Conduct Pre-Award Assessments (Ongoing, as Requested)

USAID did not request that BALADI CAP retain PricewaterhouseCoopers (PwC) services to conduct

any pre-award survey assessments during this Y4/Q4 reporting period.

Sub-Task 1.3: Conduct Benchmark Assessments

1.3.1: C3&4: Conduct OCA/CAT Benchmark Assessments

BALADI CAP has secured 17 CSOs under Cohort 4 of its CBC component, bringing the number of

CBC beneficiaries to 46. The team has concluded benchmark assessments for 14 CSOs. The remaining

three assessments will take place in October and November. The assessments were conducted in a

plenary session format (comprising CSO board members, management and staff) using the modified

OCA/CAT tool. Because of the assessment, the CSO partners were asked to identify their weaknesses

and prioritize the support they need from the BALADI CAP team.

Figure 1: Benchmark assessments at Sadr Foundation (upper left), GIS Arabia (upper right), LFPCP (bottom left)

and DPNA (bottom right) during OJT and mentoring visits.

The BALADI CAP has suspended the capacity-building program for both MARCH and Sakkir El Dikkene,

previously reported as part of Cohort 4. MARCH leadership informed BALADI CAP specialists during

the benchmark assessment that they are not ready to commit to the program due to a congested

project schedule. BALADI CAP has attempted to schedule a benchmark assessment of Sakkir El

Dikkene, but the organization has failed to respond. The absence of an office and staff makes it harder

for Sakkir El Dikkene to benefit from BALADI CAP’s intensive capacity-building program. The loss of

these two CSOs will not affect BALADI CAP’s ability to meet its required life-of-project indicator

BALADI CAP



targets, as the remaining five CSOs needed to reach the final project target of 51 CSO partners will be

selected and added to CSO Cohort 5.

Table 2 details the updated distribution of CSOs among the four BALADI CAP CSO Cohorts.

BALADI CAP



TABLE 2: BALADI CAP CURRENT TOTAL NUMBER OF CSO PARTNERS, COHORTS I - 4

Cohort I

Jan 14/Decl 5

Renee Moawad Foundation

2 Caritas Lebanon

3 Shouf Cedar Society

4 T.E.R.R.E. Liban

5 Mosan Center for Special Needs

6 Center for Development. Democracy and Governance (CDDG)

7 Tatweer

8 Al Hourouf

9 Kawkaba Social and Cultural Oub

10 White Land Foundation

II Kousba El Ghad

12 Ehmej Development Association

Cohort 2

Jan 16/Dec 17

13 Association for Forests, Development & Conservation

14 Youth Network (YNCA)

for Civic Activism

15 Lebanese Association for Rural Development - LRD

16 Akkarouna

17 Jeunesse Contre La Drogue - JCD

18 Soins lnfirmiers et Developpement Communautaire - SIDC

19 Forum of Handicapped in North Lebanon

20 Lebanese Transparency Association (LT A)

21 Berytech Foundation

22 Lebanon Reforestation Initiative NGO (LRI)

23 Skoun

24 Caritas BALADI

Cohort 3

17-Mar

25 NAHNOO

26 Institute for Women's Studies in the Arab World- LAU

27 Al Younbouh

28 Shield

29 Restart Center for Rehabilitation of Victims of Violence and Torture

Cohort 4

17-Mar

30 Orphan Welfare Society (OWS)

31 AUB - Nature Conservation Center

32 Nabad For Development

33 Rescue Me

34 Beirut Arab University Alumni

36 Al Fayhaa Association

37 LEDA North

38 Ahlouna

39 Lebanese Foundation for Permanent Civil Peace

39 GISArabia

40 DPNA

41 SMART

42 Imam Sadr Foundation

43 For Lebanese Youth

44 Teach For Lebanon

45 lnaya Center

46 Al Hadatha

BALADI CAP Associate Cooperative Agreement No. AID-268-A-13-00002 Quarterly Report 16, Year 4, Quarter 4 ljuly - September 2017) 14

1.3.2: Conduct Gender Mainstreaming Survey

BALADI CAP did not conduct the gender mainstreaming survey for Cohort 3 and 4 CSO partners this

quarter, as institutionalization efforts have not started under these Cohorts. A senior gender specialist

has reviewed the survey conducted for Cohort 1 and 2 CSOs and provided recommendations. Based on

the senior gender specialist’s comments and recommendations, BALADI CAP will redesign and plan

implementation of the gender mainstreaming survey for Cohorts 3 and 4. The gender mainstreaming

survey final report for Cohort 2 is attached as Annex 1 of this document.

Sub-Task 1.4: Develop Action Plans

1.4.1: Cohorts 3 & 4: Develop OCA/CAT Action Plans

The CBC technical specialists have finalized the action plans for all Cohort 4 CSOs except Teach for

Lebanon, Inaya Center and Al Hadatha. The three action plans will be finalized following their

benchmark assessments in Year 5/Quarter 1 (Y5/Q1). The action plans aim to improve the

organizations’ performance in the areas of organizational development, financial management, M&E and

advocacy. During this reporting period, BALADI CAP conducted 12 action planning field visits to the

Cohort 3 and 4 CSOs to secure approvals of the newly designed action plans.

Task 2: Provide Technical Assistance to Selected CSO Partners

Sub-Task 2.1: Provide Training, Coaching, On-the-Job Training and Mentoring (Cohort 2)

2.1.3 Periodic On-the-Job Training and Mentoring

This quarter, BALADI CAP conducted 119 capacity-building field visits (14 benchmark assessments, four

independent M&E reviews, 74 OJTs, 12 action plan visits, 13 coaching missions and two troubleshooting

missions) for Cohorts 1, 2, 3 and 4. Two hundred and sixty-three (263) total trainees participated in the

aforementioned OJT sessions. Cohort 2 CSO visits focused on the implementation of the developed

policies and procedures under the financial management and organizational development components.

Cohorts 3 and 4 visits focused on training CEI CSOs/ISOs on project/grant implementation and

launching activities per their grant agreements.

In September, BALADI CAP recruited a senior monitoring & evaluation specialist who will take the lead

on all M&E OJT and mentoring visits. As such, M&E coaching visits for Cohort 2 CSOs will start during

the first quarter of fiscal year 2018. The visits will focus on finalizing the M&E policies and procedures

and putting them into implementation, with the assistance of a senior M&E consultant who will support

coaching the new senior M&E specialist, especially in the design and implementation of M&E OJTs.

As part of BALADI CAP’s commitment to integrate gender into all of its activities and comply with

GE/FE principles, a senior gender specialist was assigned to design and customize a gender

mainstreaming policy/action plan with BALADI CAP CSO partners, who identified the need to improve

their gender equality practices. The senior gender specialist conducted 12 OJT and mentoring visits to

seven CSO partners under Cohorts 1 and 2, including RMF, LTA, SIDC, YNCA, AFDC, Berytech and

LRI. In addition, the gender specialist has revised the BALADI CAP training curricula and resources to

effectively integrate gender mainstreaming and GE/FE principles into the BALADI CAP model, materials

and methodologies for implementing its technical assistance.

BALADI CAP



-

-

-

Figure 2: Employees at LRI (upper left), Akkarouna (upper right), AFDC (bottom left) and LRD (bottom right)

during OJT and mentoring visits.

The gender specialist has also designed action plans for targeted CSOs, developed gender policies for

each CSO and developed gender-sensitive human resource policies and M&E indicators for most of the

targeted CSOs. She will conclude her current intervention with a gender equality training for all targeted

CSOs and a gender sensitization training for all BALADI CAP trainers so that the tools and

methodologies that BALADI CAP CBC and CEI staff use during trainings are gender-sensitive and take

into consideration USAID’s GE/FE principles in Lebanese CSOs.

INNOVATION! PIONEERING GENDER MAINSTREAMING IN LEBANESE CSOS

BALADI CAP has moved beyond traditional capacity building on gender equality into mainstreaming gender

equality and female empowerment within the M&E and human resource policies and procedures of Lebanese

CSOs. To achieve this, the BALADI CAP team has incorporated USAID’s gender equality and female

empowerment (GE/FE) policy principles into its training methodology, course curricula and materials, as well as

tailored those principles to the needs and implementation capabilities of each CSO. BALADI CAP has gender

sensitized the human resource policies and procedures of CSOs and included a section on policies and

mechanisms prohibiting sexual harassment within CSOs. Finally, the BALADI CAP team has assisted local CSO

partners to design gender sensitive M&E indicators that CSOs can use as performance benchmarks for their

ongoing and upcoming projects. Board approvals for those policies will take place in Y5/Q1 and implementation

will follow. This was the first time that all targeted CSOs had received this kind of detailed technical assistance

on GE/FE. Embedding the changes within board approved policies and procedures will guarantee

institutionalization and implementation sustainability.

Sub-Task 2.1: Provide Training, Coaching, On-the-Job Training and Mentoring (Cohorts 3

& 4)

2.1.1 Standard and Specialized Trainings

BALADI CAP



BALADI CAP’s training cycle for Cohorts 3 and 4 started in September 2017 and will continue through

May 2018. This training cycle includes 22 organizations, the largest number of CSOs BALADI CAP has

administered under one Cohort. To accommodate this many trainees, BALADI CAP is offering two

training sessions under each topic. So far, BALADI CAP has conducted four training sessions, two each

under its financial management and organizational development components titled “Practical Financial

Management for CSOs – Part 1” and “NGO Governance.” The total number of trainings that BALADI

CAP will administer for Cohorts 3 and 4 will reach 50 in less than nine

months.

1. Practical Financial Management for CSOs Part 1 – Standard Training

Workshop

Two training workshops on “Practical Financial Management for Local

CSOs” took place September 19–20, 2017. Thirty-two participants –

28 females and four males – from 20 CSOs attended the trainings. The

trainings focused on accounting records, budget and budget

preparation and financial statements.

2. NGO Governance – Standard Training Workshop

BALADI CAP delivered two training sessions on “NGO Governance.”

The trainings aimed to improve decision-making and accountability

structures within targeted CSOs. The trainings covered accountability,

transparency, decision-making and the roles of the chair of the board,

board of directors, committees and executive staff. Twenty-six

participants – 12 females and 14 males – from 15 organizations

attended. In the absence of stringent laws that govern the work of

CSOs in Lebanon, this training introduces organizations to the concepts

and frameworks of good governance to entrench this knowledge and

these best practices within the organizations.

2.1.2 Coaching Sessions

Coaching sessions for Cohorts 3 and 4 CSOs/ISOs commenced during Y4/Q4. The purpose of these

sessions is to introduce CSO and ISO leadership to the BALADI CAP capacity-building methodology and

results-driven approach of BALADI CAP’s CBC component, and discuss the way forward based on the

action plans devised for each organization. BALADI CAP technical specialists have conducted 13 field

visits, and the remaining coaching sessions will be completed during the Y5/Q1 reporting period. The

meetings took place with the chairperson, director and BALADI CAP focal point within each targeted

CSO. These meetings provide a review of the results of the benchmark assessment, the prioritized areas

of intervention for BALADI CAP support and an overview of the expected outcomes expected to result

from the collaboration between BALADI CAP and the CSO partner.

Figure 3: Finance personnel attend

the “Practical Financial Management

Training” workshop.

Figure 4: Role-play during the “NGO

Governance” training workshop.

BALADI CAP



Figure 5: Coaching missions at Al Fayhaa Association (left) and North LEDA (right).

Sub-Task 2.2: Institutionalizing Change

2.2.1: C2: Customization and Training on Policies and Procedures5

BALADI CAP continued its efforts to build the capacities of local CSO partners through the

customization and training on policies and procedures for these organizations. BALADI CAP continued

to face a major challenge on the M&E front during most of Y4/Q4 due to the M&E specialist vacancy on

the team. The situation was remedied during the month of September with the recruitment of a senior

M&E specialist and the identification of a senior M&E consultant. BALADI CAP financial and

organizational development specialists continue conducting regular OJTs with the appointed focal points

under each pillar. The purpose of the OJTs is to further support the organization’s staff members in

policy implementation to achieve full compliance and adherence to approved policies and procedures.

Tables 3–11 depict the progress under the financial management and organizational development

components. An (E) indicates progress made during Y4/Q4.

5 The internal human resources challenges that MADA faces have hindered its ability to effectively receive the capacity-building services provided by BALADI CAP. Consequently, MADA is no longer a Cohort 2 CSO partner and accordingly the organization’s progress will not be

reported in the tables that follow.

BALADI CAP



TABLE 3: CSO PROGRESS, POLICIES AND PROCEDURES ON CASH MANAGEMENT-COHORT 2 (INCLUDING CARITAS AND RMF FROM COHORT I)

IRI: Financial & Internal Governance Management Capacity of Partner CSO Organization Increased

Indicator: Number of CSO partners that demonstrate a correct application of their internal controls and procedures in financial management

Cash Management Policies and Procedures: Provides policies, responsibilities and procedures on issues related to cash management that include bank accounts and signatures, bank disbursements, bank reconciliation, cash receipts. petty cash, voiding transactions and journal vouchers.

CSO Category CSO Name

Alpha+ Alpha

State of Progress of Policies and Procedures

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Customized A B A A A A A A A A A A A A

Trained A B C C C C C C C C C C C C

Approved by Management

A E B B C B C B C C C C D C

Approved by Board D E B D E E B E E E

Implementation Started

D D D D D C D C C D D

Implementation Complete

E E E E E E

Tip Sheet Designed A A A A A A A A A A A A A A

Tip Sheets Disseminated

Meets Action Plan

Exceeds Action Plan

All Cohort 2 CSO partners have initiated the implementation of the cash management policy. The BALADI CAP technical specialists' visits during the upcoming quarter will focus on collecting the missing board approvals and ensuring complete implementation and full compliance.

BALADI CAP Associate Cooperative Agreement No. AID-268-A-13-00002 Quarterly Report 16, Year 4, Quarter 4 ljuly - September 20 I 7) /9

TABLE 4: CSO PROGRESS, POLICIES AND PROCEDURES ON ASSETS/INVENTORY COHORT 2 (INCLUDING CARITAS AND RMF FROM COHORT I)

IR I: Financial & Internal Governance Management Capacity of Partner CSO Organization Increased


Assets/Inventory Policies and Procedures: Provides policies, responsibilities and procedures on receipt. issuance, disposal, control, maintenance and use of an asset/ inventory item and on asset/inventory reporting requirements.

cso Category

CSO Name

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Customized A B C A C N/A A C A A A A C A

Trained A B B C C B C C C C C C C

Approved by Management A B C C B B C C C C D C

Approved by Board D E B D E E B E E E E

Implementation started D D D D D D D D D D

Implementation Complete E

Tip Sheet Designed A A A A A A A A A A A A A A

Tip Sheets Disseminated Meets Action Plan Exceeds Action Plan

During this reporting period, most of the organizations developed their asset/inventory registry. BALADI CAP is not foreseeing challenges in the application of this policy and is anticipating, for the upcoming quarter, a complete implementation of the organizations' assets/inventory policies and procedures.

6 Since Caritas Lebanon has approved all the policies and procedures, reporting will now apply only to the Caritas BALADI project.


TABLE 5: CSO PROGRESS, POLICIES AND PROCEDURES ON PROCUREMENT (INCLUDING CARITAS AND RMF FROM COHORT I)



Procurement Policies and Procedures: Provides policies and procedures on issues related to procurement principles, process, thresholds documentation requirements and closeout.


Alpha+ Alpha


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CD

a: ...J

0a: ...J

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Customized A A B B B N/A B B B B B B C B

Trained C B E B B B D B B E B D B


A D D D D D B D D D D D

Approved by Board D E E D E E B E E E

Implementation started

D D E D D D E D E D


E E

Tip Sheet Desiimed

A A A A A A A A A A A A A A


Meets Action Plan

Exceeds Action Plan

All CSO partners have started implementing the procurement policy. Technical specialists will continue to support the organizations through regular OJTs to ensure complete implementation.


TABLE 6: CSO PROGRESS, POLICIES AND PROCEDURES ON PAYROLL (INCLUDING CARITAS AND RMF FROM COHORT I)



Payroll Policies and Procedures: Provides policies and procedures on issues related to payroll.

cso Category

CSO Name Alpha+ Alpha


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Customized A B C C C NIA B C C C C C C C Trained A B B B B B B B B C C B Approved by Manaiement

A B D B B B B B C C D B

Approved by Board

D E E D E E B E E E E


D D D E E D E D D D D D

Implementation Complete E E E E E

Tip Sheet Desiined


Tip Sheets Disseminated Meets Action Plan

Exceeds Action Plan

The implementation of the payroll policy is straightforward mainly, for the organizations that abide by Lebanese laws through registering their staff with the National Social Security Fund (NSSF) and declaring income tax. As reported in Y4/Q3, SIDC, AFDC, YNCA and JCD might not ensure payroll compliance, as they have not resolved their pending payroll registration and payments with the Lebanese authorities.


TABLE 7: CSO PROGRESS, POLICIES AND PROCEDURES ON ACCOUNTS PAYABLE & RECEIVABLE (INCLUDING CARITAS AND RMF FROM COHORT I)



Accounts Payable and Accounts Receivable Policies and Procedures: Provides policies on issues related to accounts payable and receivable.


Alpha+ Alpha


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Customized A B B B N/A N/A B B B B B B C

Trained A B B B B E B B B B E B Approved by Manaiement A D D D D B B D D D B

Approved by Board D E E E E D E E E E

Implementation started D D D D D D D

Implementation Complete Tip Sheet Desiimed


Tip Sheets Disseminated Meets Action Plan Exceeds Action Plan

Based on BALADI CAP's experience with the previous Cohorts' beneficiaries, the implementation of the accounts receivable and accounts payable policies and procedures is challenging at the Lebanese CSOs for several reasons. Most of the Lebanese organizations follow the cash basis, not accrual basis accounting method, making the implementation of this policy not applicable. As for the organizations that follow the accrual basis accounting method, they do not apply it across all relative accounting entries, which leads to incomplete accounts receivable and accounts payable reports. For the abovementioned reasons, BALADI CAP is anticipating challenges in ensuring compliance on the AR & AP front.


TABLE 8: CSO PROGRESS, POLICIES AND PROCEDURES ON HUMAN RESOURCES MANAGEMENT (INCLUDING CARITAS AND RMF FROM COHORT I)


Indicator: Number of CSO partners that demonstrate a correct application of their internal controls and procedures in internal governance and management

Human Resources/ Volunteers Management Policies and Procedures: Includes key HR policies and procedures covering recruitment, selection, training, development, promotion, performance evaluation, leaves, timesheets and a volunteer management section.


Alpha+ Alpha


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Customized A A A B C N/A B A C C A A C C

Trained A C C B C B C B C B C C B Approved by Manaiement

A B B B B B C B B B B E B

Approved by Board

E E E D E D B E E E E


D D D D E D D E D D D D


Tip Sheet Desiined

A A A A A A A A A A A A A


E E E E E E E E E E E E

Meets Action Plan Exceeds Action Plan

The boards of all CSO partners under Cohort 2 have approved the human resources and volunteers management policy and procedures, except for Caritas Lebanon and LRD. The former is pending the adaptation of the policy in line with ISO 900 I standards and then revision and endorsement by Caritas International, which is beyond BALADI CAP's areas of intervention. As for LRD, the still-pending approval is due to internal delays within the organization. The approvals should be ready in YS/Q I. Implementation of the policy and procedure is well underway for all CSOs (except Caritas) with proper application of the human resources and volunteers management practices.


TABLE 9: CSO PROGRESS, STRATEGIC PLANNING



Designing Strategic Plan: A participatory exercise that goes into the details of the vision, mission, objectives and values of the organization; a SWOT analysis follows that would result in selecting strategic priorities.


Alpha+ I Alpha


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Designed N/A N/A B A A N/A D N/A C C C B N/A A

Customized B A A D C C C B A

Trained B A A D C C C B A


D A A D C C C B A

Approved by Board

E B E E B E E



Tip Sheet Desiimed

B A A A A A A A B A


E E E E E E E E E E


All strategic plans have been completed for Cohort 2 CSO partners and the majority of board approvals are secured (except for JCD and LRI). The remaining two board approvals will be received during YS/Q I. The strategic plans will allow CSO partners to be proactive rather than reactive and will set up a sense of direction for these organizations while increasing operational efficiency.


TABLE 10: CSO PROGRESS, ACTION PLANNING



Designing Annual Action Plan

A participatory exercise that would flow from the strategic goals to design annual objectives, activities, tasks, time lines and human resources per task.


Alpha+ I Alpha


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Designed N/A N/A D A A N/A D N/A C C C N/A N/A A

Customized D A A D C C C A

Trained D A A D C C C A Approved by Manaiement

E A A D C C C A

Approved by Board

E B E E B E E

Implementation started Implementation Complete Tip Sheet Desiined

E A A A A A A A A


E E E E E E E E E


The action-planning exercises have been completed for all requesting organizations. Board approvals are secured, except for JCD, which will be received in YS/Q I. The action plans have translated the strategy into actionable/implementable steps.


TABLE 11: CSO PROGRESS, AMENDING ORGANIZATIONAL SET-UP OF TARGETED ORGANIZATIONS



Designing Organization Charts: A participatory exercise that would design/amend organizational charts of existing organization.


Alpha+ Alpha


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Designed cp B D B B N/A B B B B B B B C

Customized cp B D B B B B B B B B B B

Trained B D B B B B B B B B B B Approved by Mana2:ement

D E B B B D D D D D D D

Approved by Board

E E E E E D D E E

Implementation started Implementation Complete Tip Sheet Desi2:ned

D D D D D D D D D D D D D


E E E E E E E E E E E E


D

The designed organizational structures and job descriptions for the majority of the requesting CSOs have been received. The board approvals for three organizations 0CD, LRI, and LRD) are still pending. An efficient structure can benefit the organization in several ways, including making it easier to delegate authority and effect change throughout the organization.


2.2.2. CI: Board Approvals on Policies and Procedures (for Caritas and RMF)

Caritas:

As reported, Caritas' management has informed BALADI CAP that they are in the process of combining Caritas International (Cl) requirements for human resource standards with ISO 900 I standards. The final draft will be completed by September 2017 and will be submitted to Cl headquarters for endorsement. So far, BALADI CAP has not received updates from Caritas on this front. BALADI CAP will diligently follow up on this situation with Caritas early in YS/Q I.

The deputy COP (DCOP)/Senior Finance Specialist scheduled a visit with the finance manager at Caritas to follow up on the implementation of the approved financial policies announced last quarter. The finance manager indicated that he was newly hired by the organization and that he was not aware of BALADI CAP and its scope of work with Caritas. Further, the finance manager stated that he had not read the policies and procedures and was not in a position to confirm their implementation. The finance manager promised to share with BALADI CAP the approved policies; however, at the time of this report, BALADI CAP has not received further correspondence from Caritas.

While Caritas now has all needed financial management, organizational development (including their own human resource policies) and M&E policies and procedures in place, BALADI CAP cannot verify the sound implementation of those policies. This will need a BALADI CAP compliance audit, which is planned next quarter for all Cohort I and Cohort 2 CSOs.

Rene Moawad Foundation {RMF}:

Under the financial management pillar, the organization revised and commented on all policies and promised to submit them for board approval in October 2017. The upcoming quarter will focus on the follow-up to implementation of the approved financial policies customized by BALADI CAP.

RMF has approved the human resources and volunteers management policy and has implemented it. RMF is showing strong commitment to the application of BALADI CAP's policy and procedures within its human resources and administration practices.

TABLE 12: COHORT I -ALPHA CSOs COMPLIANCE STATUS - BALADI CAP Y4/Q4 (IMPACT INDICATOR)

I Compliance Status Mosan7 ACS 8 TL' CDDG 10

I Legend: C: Compliant, NC: Non-Compliant, : Not Applicable I

Cash Management Policy

Bank Payments/Disbursements

Bank Reconciliation

C"

NA 12

C

C

C

C

C

C

7 Mosan Center for Special Needs 8 Al Shouf Cedars Society 9 T.E.R.R.E Liban IO Center for Development, Democracy & Governance 11 "C" (GO - Green Light) indicates that the CSO is now compliant with all stipulations in policies and procedures based on international best practices and USAID NUPAS Assessment 12 "N,A" (YIELD - Yellow Light], or "not available," means the CSO has not conducted this specific task because the opportunity has not arisen. Supporting documents are thus not yet available to the BALADI CAP team.


10 CDDG

Compliance Status Mosan 7 ACS 8 TL'

Legend: C: Compliant, NC: Non-Compliant,

Cash Receipts Petty Cash: Processing & Settlement/Receipt Petty Cash Replenishment Petty Cash Reconciliation/Periodic Checks Voiding Transactions

Asset Inventory Policy New Property, Receipt, Issuance & Registry Update Temporary Issue/Receipt of Property Asset Disposal

Payroll Policy Payroll Preparation & Payment Payroll Liabilities: Calculations

Procurement Policy Request for Quotations

• Under $500 Request for Quotation:

• $500 I s x s $2,500

• $500 I s x s $3,000

: Not Applicable

C NA N/A N/A N/A

C NA N/A

C C

N/A

N/A

C C C C N,A

C C N,A

NIA NIA

C

C

C C C C NIA

C NIA NIA

C C

C

C

NA C C NA NIA

C NA NIA

C NC

C

C

Request for Quotation:

• $2,500 I Sx S $ I 0,000

• $3,0001 S XS $10,000 Request for Quotation:

• $ I 0,000 I s x s $25,000

• $ I 0,000 I s x s $49,000 Request for Quotation

• $25,0001 S X

• $49,0001 Sx

Human Resources & Volunteer Management Policy Recruitment Training & Development Performance Evaluation Personnel Admin-Records Personnel Admin-Certificates Personnel-Leave Request Personnel-End of Service Personnel Regulation- Employee Layoffs

Monitoring & Evaluation (M&E) Policy M&EPlan: Development Stage M&EImplementation Data Quality Assistance (DQA) Plan

N/A

N/A

N/A

C NA N/A N/A NA C NA N/A

NA NC NC

NIA

C

NIA

C C N,A NC C C C N,A

N,A C N,A

NIA

NIA

NIA

C NIA NIA NIA NIA C NIA NIA

NC C NC

NIA

NIA

NIA

NC NA NA C NA C C NA

NC NC NC


Figure 6: Audit Visits to ACS (upper left), CDDG (upper right), Mosan (bottom left) and T.E.R.R.E. Liban

(bottom right).

Cohort 1 alpha CSOs continue to implement their policies and procedures with some CSOs facing

challenges that have affected their progress. Mosan usually closes its doors during the summer break

with only administrative personnel present in shifts. Hence, the work load is minimal during this season

(coinciding with the Y4/Q3 reporting period). ASC continues full speed in the implementation of its

policies and procedures. A minor glitch in performance is under the “personnel admin-records”

component of the human resource policy, through which three employees were recruited, but with the

organization experiencing a delay in completing their files. This minor issue will be mitigated in the

upcoming quarter. CDDG has failed to comply with the recruitment policy that BALADI CAP has

developed for the organization and has suffered major setbacks since the completion of its capacity-

building cycle due to the absence of full-time employees. An OJT will be scheduled with CDDG as a

corrective measure to avoid such incidents in the future.

BALADI CAP will not continue to report on the compliance of the AR & AP policy, as it is no longer

applicable for Cohort 1 beneficiaries that record most of their entries by the cash accounting basis.

The next quarterly report will start including compliance results for 16 CSOs, the total number of alpha

CSOs under Cohorts 1 and 2.

2.2.2: C2: Board Approvals on Policies and Procedures

Cohort 2 CSO partners’ boards have approved the majority of policies and procedures under the

organizational development and financial management pillars (details in Tables 3–11). The remaining

board approvals will be received during Y5/Q1. As for the M&E policy and procedures, the BALADI

CAP senior M&E specialist and a contracted short-term technical assistance (STTA) senior M&E expert

will work on finalizing the M&E manual for Cohort 2 CSOs and will follow up on board approvals.

BALADI CAP



Sub-Task 2.4: Provide CSO Partners with Access to Information and Resources (Cohort 2)

2.4.1: Resources Provided During Site Visits

As part of the BALADI CAP practice of sharing all capacity-building material with its CSO partners, all

content related to training materials, technical tools and resources is available on the new project

website (baladicap.com) and KMP. All training materials under the various pillars are now available on

the KMP and are easily accessible by the public. In addition, the BALADI CAP team is providing all

materials related to tip sheets, policies and procedures to CSO partners during OJT field visits so that

the CSOs have the resources necessary to implement the institutional changes required within their

organizations.

Sub-Task 2.5: Implement Community-of-Practice Regional Meetings

BALADI CAP has not conducted any community-of-practice regional meetings this quarter. As trainings

for Cohorts 3 and 4 progress, BALADI CAP intends to convene a cross-component community of

practice session for Cohorts 2, 3 and 4 on IT innovation for CSOs. Moreover, and within its upcoming

collaboration, learning and adaptation (CLA) plan, BALADI CAP plans to convene at least two learning

agenda communities of practice (“pause and reflect” exercises) on lessons learned from beta CSOs

under Cohort 1 and lessons learned from alpha CSOs from Cohorts 1 and 2, to be completed in the

upcoming Y5/Q1 reporting period.

Sub-Task 2.6: Utilize Digital Means and Social Media

2.6.1: Social Media Platforms Expanded and Regularly Updated

Website & Portal

Following the completion of BALADI CAP’s website and KMP, BALADI CAP scheduled a soft launch of

the KMP on October 5, 2017.

For the soft launch of the website and portal, BALADI CAP invited the communication specialists and

project coordinators operating under the CEI grants. The purpose of this soft launch was to introduce

the portal to the beneficiaries, train them to use it and inform them about how they could benefit from

it.

The BALADI CAP website and KMP now includes features that allow for:

1- Providing information about BALADI CAP project mission and beneficiaries;

2- Posting information on all BALADI CAP events and training workshops;

3- Linking visitors and users to BALADI CAP’s social media platforms;

4- Posting all training materials on the KMP and allowing for public access and downloading of

training materials needed;

5- Providing access to all portal-registered CSOs/municipalities to upload their training materials,

resources and other relevant information onto the KMP, upon approval by the senior

communications specialist at BALADI CAP

6- Posting technical and legal questions about CSO/municipal operations on BALADI CAP’s “Help

Line,” so that BALADI CAP technical specialists can provide online coaching at specific times;

and

7- Initiating online message board “chats” by BALADI CAP technical specialists and other

CSOs/municipalities on issues of common interest to CSO and municipality partners, such as

BALADI CAP




Total Page Likes as of Today: 1,820

1.9K

1.7K

1.51<' 15

.l.lL

22 29 05

Al.lG

12 19 26 02

SEPT

09

■ Total Page Likes

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BENCHMARK Compare your average perform anae over time.

Total Page Likes

implementation of a tax code, human resource policies on sexual harassment, landscaping and

land use by municipalities, etc.

As it becomes fully developed and functional, the portal promises to become the most comprehensive

Lebanese resource library on CSO/municipal trainings and capacity-building information, and the only

place where municipalities and CSOs can share information, exchange ideas and have important dialogue

about improving their institutional capacities and governance.

Social Media Channels

Facebook page (July 1 – September 28, 2017)

• Likes/Fans: Increased 263 Likes from 1,557 to

1,820 page likes/fans. The number of people

liking BALADI CAP’s Facebook pages continues

to rise.

• Post Viewership/Likes: From July 1 to September

30, 2017, 68 events were posted on Facebook

with a breakdown of visibility as follows:

o Likes: 10,313 – double the number of

Likes from last quarter

o Clicks: 13,035

o Viewership/Reached: 181,904

Figure 7. Snapshot of USAID/Lebanon’s Facebook page

sharing BALADI CAP events.

BALADI CAP



Aggregated demographic data about the people who like your Page based on the age and gender information they provide in their user profiles.

20%

Women 12%

9% ■ 52% - 6% Your Fans - 3% 2% 0.496%

13-17 18·24 26-34 35.44 45.54 55·64 65+ Men - -0.496% 1%

4% ■ 46% 6% 7% Your Fans

14% 14%

Twitter account

• Has increased to 183 followers

Instagram account

• Has increased to 171 followers

Webpage part of USAID/Lebanon website

• Resources are posted on the webpage with the articles and photos so that beneficiaries can

download presentations and documents for future reference. With the formal launch of the

KMP, these resources will be available on https://baladicap.com/

YouTube channel

• BALADI CAP uploads videos to

YouTube to generate wider

viewership than other social media

channels allow.

Website

• Resources are posted on the

website with articles and photos on

a regular basis. It is directly linked

to the KMP, which will launch

officially soon.

Newsletter

The project has produced one e-newsletter,

the summer edition. Production will resume

with an issue every month when trainings

and workshops resume. The newsletter will also report on grants activity progress.

Task 3: Civic Engagement for Democratic Governance

Sub-Task 3.1: Sub-Award to Service Providers (SPs)

3.1.1: Selection of Service Providers Through an Open Request for Application (RFA)

The intensive negotiation process that took place during Q3/Y4 has resulted in the completion of five

grant packages for the five identified CEDG municipal capacity-building service providers: Association for

Forests, Development, and Conservation (AFDC), Arabia GIS (AGIS), … For Development C.C., RMF and

Quick Solutions (QSC). USAID approved four grant packages. Three grant agreements were signed:

AFDC, AGIS and … For Development. One grant agreement will be signed in the third week of October:

Figure 8. BALADI CAP's Summer 2017 e-newsletter.

BALADI CAP




QSC. Only the RMF grant package remains to be approved by USAID and signed during the coming YS/Q I reporting period.

TABLE 13 - CEDG IDENTIFIED SERVICE PROVIDERS PER ELEMENTS OF INTERVENTION

Selected Service Providers CEDG Elements USAID

a roval Agreement

RMF Elements I, 2 &4

Organization Development, Financial Management, Advocacy and Outreach/Communication

Pending Pending

AFDC Element 3 Disaster Mana e t OV i ned

... For Development Elements s,6 & 7

Specialized Trainings, Public Trainings Pro ram, and CSO Trainin Pro ram

Approved Signed

AGIS Element 8 GIS A roved Si ned

Elements Automated Financial System, EmailsQSC

9, 10 & 11 and Websites, Complaints Mechanism

Agreements Signature

Upon USAID's approval, BALADI CAP prepared and signed agreements for three service providers.

On August 28, 2017, BALADI CAP signed with the Association for Forests, Development and Conservation (AFDC) as the first municipal capacity building grant award agreement, amounting to

to implement the disaster risk management interventions in 30 Lebanese

Approved Planned Signature in October 2017

municipalities. Under this agreement, AFDC will Figure9. Picture form AFDC gront agreement signature.

leverage its long experience in disaster risk management with Lebanese municipalities to conduct trainings, participatory on-the-job trainings and coaching visits that aim to produce mitigation, preparedness and emergency response plans for the designated municipalities/unions. Through this grant, disaster risk reduction (DRR) committees will be

established in each municipality to ensure local ownership and sustainability of intervention results.

On September 18, 2017, a second agreement was signed with Arabia GIS for Under this agreement, Arabia GIS will install/upgrade the Geographic Information System (GIS) in 15 Tailored Technical Assistance Program (TT AP) municipalities. The system will give municipalities the ability to easily access information pertaining to properties and infrastructure with the ability to conduct real-time monitoring of their collection of fees.

Figure I 0. AG/$ grant signature. The third agreement under CEDG

was signed on September 22, 2017 with " ... For Development, C.C." (4DEV). The award, amounting to - will cover specialized trainings to the 38 municipal beneficiaries and public trainings accessible to all municipalities/unions across Lebanon, in addition to trainings targeting CSOs that are active within

BALADI CAP Associate Cooperative Agreement No. AID-268-A-13-00002 Quarterly Report 16, Year 4, Quarter 4 ljuly - September 20 I 7)

municipalities to enhance their knowledge in municipal work and other civic engagement topics.

BALADI CAP has scheduled the signing of the “Quick Solutions” agreement for the third week of

October and foresees the approval and signing of the Figure 11....For Development C.C. grant signature. “RMF” agreement by the end of November 2017.

With the signing of these three grant agreements, CEDG implementation led by the ISO/SPs has started,

with the mentioned teams already starting preparatory works to implement designed interventions. The

upcoming quarter will witness full-scale CEDG implementation across all BALADI CAP TTAP

municipalities, CSOs and Public Training Program (PTP) municipalities. This will include standard

trainings, specialized trainings, OJTs and coaching and mentoring, as well as the installation of IT

software in designated municipalities.

3.1.2: BALADI-CAP – Service Providers Coordination and Oversight

To ensure smooth and effective coordination between BALADI CAP and the ISOs/SPs, kick-off meetings

were/will be scheduled with each ISO/SP to decide on coordination and communication mechanisms.

The first meeting, with AFDC, took place September 5, 2017. During the meeting BALADI CAP

clarified the terms and conditions of the signed agreement and explained the reporting requirements,

such as M&E and financial and technical reporting. Both parties appointed focal points for daily

coordination and agreed on clear communication channels. Start-up meetings with AGIS and “… For

Development c.c.” are scheduled for October 2017.

Upon the signature of all agreements foreseen under the CEDG component, BALADI CAP will organize

a one-day conference with all CEDG ISOs/SPs to agree on a coordination mechanism among each other

and with municipalities and BALADI CAP to avoid overlap and ensure clarity on behalf of the presidents

of municipal councils.

Sub-Task 3.2: Tailored Technical Assistance to BALADI and Non-BALADI Municipalities

(CEDG TTAP)

3.2.3: Standard Trainings, Coaching and On-the-Job Training and Mentoring

Standard and Specialized Trainings

Municipal Organizational Development / Strategic Planning

for Local Development: On July 17, 17 participants – five females

and 12 males – from TTAP municipalities participated in a training

workshop on Strategic Planning for Local Development. The workshop

aimed to enhance participants’ knowledge of strategic planning for local

development in municipalities, while emphasizing its importance and

highlighting its medium- to long-term benefits. The workshop presented

the participants with two case studies ( that

illustrated the process of participatory strategic planning at the

municipal level. This brings the total number of trainings provided under

BALADI CAP’s CEDG component to 19 of the 68 target trainings and

communities of practice regional meetings.

Standard and specialized trainings for TTAP and PTP municipalities are expected to resume in

November 2017, as …For Development starts implementing its agreement with BALADI CAP. That

Figure 12. Attendees at the “Strategic

Planning for Local Development”

Training.

BALADI CAP



agreement includes more than 30 trainings to TTAP municipalities, PTP municipalities and non-BALADI

CSOs functioning under the CEDG component.

Coaching: Following the agreement signatures with the ISOs/SPs, BALADI CAP initiated a round of

coaching visits to the TTAP municipalities. During this quarter, the team conducted 17 coaching visits

with the municipalities of Al Qrayeh, Qarnayel, Al Abbadiyyeh, Beit Chabab, Bikfaya-Al Mhaidsseh,

Chekka, Tannourine, Al Hazmieh, Al Chiyah, Al Hadath, Assarafand, Barja, Bechmezzine, BurjHammoud,

Chebaa, Qlayaa and Zgharta. The objective of the coaching visits was to provide presidents, vice

presidents and focal points with the most recent updates on BALADI CAP’s activities, introduce the

selected ISO service providers and their expected scopes of work and explain the coordination process.

The coaching mission visits are crucial to ensure the commitment of each municipality’s leadership and

various focal points through setting clear expectations and communication mechanisms.

On-the-Job Training and Mentoring: On-the-job training (OJT) to the TTAP municipalities has

already started with AFDC under the disaster risk management element. During September, AFDC

conducted six OJTs to the following municipalities: Barja, Beit Chabab, Qarnayel, Al Abbadiyyeh,

Tannourine and Chekka. The purpose of this first OJT is to identify all stakeholders within the

municipality concerned with disaster risk management activities and their current capacities and roles,

and to start the process of establishing a DRR committee.

BALADI CAP foresees that all five ISO municipal capacity-building service providers will start conducting

OJTs in the field in the upcoming quarter, as stipulated in their agreements.

3.2.4: Communities of Practice

During this reporting period, BALADI CAP did not conduct any community of practice regional

meetings for the TTAP municipalities. However, following the first community of practice conducted

during Y4/Q3, a second one is scheduled for November 2017. The planned community of practice will

bring together focal points from the municipalities and representatives of CSOs to start the process of

CSO trainings under CEDG. The community of practice will also lay the foundations for the

establishment of municipal-public outreach committees in targeted municipalities.

3.2.5: 12-Month Post-Benchmark Assessments

The 12-month post-benchmark assessments are planned by BALADI CAP, which reflect reaching the

halfway mark of the municipal capacity-building cycle. These assessments will assess each municipality

partner’s progress on key components and selected priorities identified in its action plan. However,

BALADI CAP’s municipal capacity-building program was delayed due to the challenges it faced in the

identification and selection of municipalities and ISOs/SPs under the CEDG component. Accordingly, the

12-month post-benchmark assessments are anticipated in March/April 2018, which would be six months

after the initiation of the ISOs/SPs field operations.

3.2.6: Gender Mainstreaming Survey

BALADI CAP awaits the SPs/ISOs to start working within municipalities before conducting the gender

mainstreaming survey. The survey itself will have to be redesigned to take into consideration lessons

learned from the CSO gender mainstreaming surveys, and to fit the realities and context of municipal

work in Lebanon.

BALADI CAP



Sub-Task 3.3: Public Trainings Program to BALADI and Non-BALADI Municipalities

(CEDG/PTP)

3.3.1: Standard and Specialized Trainings

During the Q4/Y4 reporting period, BALADI CAP has not conducted any trainings for the PTP

municipalities. However, with the signature of the … For Development sub-agreement, BALADI CAP

expects to resume those trainings in the upcoming quarter.

3.3.2: On-the–Job Trainings and Mentoring

During the reporting period, BALADI CAP undertook one OJT in Ehmej municipality, which is a PTP

municipality. The president of the municipality contacted the BALADI CAP team requesting legal

assistance to utilize public land within the cadastral boundaries of the municipality. BALADI CAP

provided all of the technical assistance needed to resolve the problem. The assistance was deemed very

valuable by the municipality, as it resolved a problem that they had been trying to resolve for more than

three years, free of charge. They could now design a PPP contract (Public Private Partnership) so that a

private contractor could establish and run a recreational facility, to the benefit of municipality and local

community. This is the kind of added value that BALADI CAP brings into municipal work in Lebanon.

Sub-Task 3.4: Technical Assistance to Non-BALADI CSOs

3.4.1: Specialized Trainings

Technical assistance to non-BALADI CSOs will launch in the coming quarter following the signing of the

… For Development c.c. agreement. In the meantime, BALADI CAP coordinated with the relevant

municipal focal points, compiled, filtered and developed the database of CSOs that will benefit from

BALADI CAP technical assistance.

Sub-Task 3.5: Civic Engagement and Public Outreach

Activities under this sub-task will start once the selected SP/ISO for the implementation of the

Advocacy/Outreach and Communication element of CEDG initiates implementation of its activities. This

element is under RMF’s proposed agreement, which is expected to be approved by USAID early in

Y5/Q1.

Sub-Task 3.6: In-Kind Grants to Targeted Municipalities

This sub-task has not been implemented, as individual work with municipalities has not started pending

final processing of CEDG grants to all SPs/ISOs. BALADI CAP is in the process of suggesting

amendments to MSI’s cooperative sub-agreement language that stipulates the addition of

in additional support to municipalities. This additional funding will allow for the installation of software

pertaining to financial management systems, complaints systems, websites, emails and GIS systems to

selected municipalities as part of their action plans.

Sub-Task 3.7: Sustainability of CEDG Results (Capacity Building of SPs/ISOs)

In accordance with CEDG goals and objectives, BALADI CAP will sustain CEDG operations after the

closeout of the project by helping to create a marketplace for municipal capacity-building service

providers. Therefore, the BALADI CAP team will engage in supporting and building the capacity of the

selected CSO/ISO service providers as needed so that they become market leaders in local government

capacity-building design and implementation.

BALADI CAP



-

AFDC is a former beneficiary of BALADI CAP under the Cohort 2 CBC component. With the

assistance of BALADI CAP, AFDC has successfully developed its internal financial and administrative

policies, strategic and action plans, organization structure and job descriptions. The CBC technical

specialists are regularly visiting the organization to ensure full implementation of the policies.

AGIS joined the Cohort 4 CBC beneficiaries and is currently attending all trainings provided by BALADI

CAP, including organizational development, financial management and monitoring & evaluation.

BALADI CAP technical specialists will visit “…For Development c.c. (4DEV)” in the upcoming quarter

for a benchmark assessment to draft an action plan that will guide BALADI CAP capacity-building efforts

for the company.

Building the capacities of service providers and working with them to develop the marketplace of

municipal capacity-building service delivery would ensure the availability of a broader range of high

quality, specialized service providers than the Lebanese market currently contains. While the existence

of a reasonable number of service providers and a large number of service recipients is necessary to

create a market of municipal service providers, it is not sufficient. BALADI CAP will have to discuss with

service providers the scaling-up of the CEDG municipal capacity-building model in a way that:

1- Allows the largest number of municipalities access to the current ISOs/SPs; and

2- Builds the capacity of ISOs/SPs to financially sustain their operation through providing paid

capacity-building services, including trainings, OJTs, troubleshooting and related assistance to

Lebanese municipalities. BALADI CAP will provide and support the provision of such trainings

during the course of CEDG implementation.

Lessons Learned! Politics of Municipal Technical Assistance

Among the planned visits to introduce the BALADI CAP program to Lebanese stakeholders, the BALADI

CAP chief of party visited the governor of Mount Lebanon, home to many BALADI CAP TTAP

municipalities. The governor advised BALADI CAP to inform the Minister of the Interior (tutelage authority

over municipalities) of the institution building activities that BALADI CAP is conducting. The governor

explained that changes in internal organization charts, job descriptions, employees and contractor bylaws

would eventually require ministry approval. If the Ministry of Interior had not been informed of the efforts of

the BALADI CAP project and given the chance to take some credit for the changes, the ministry would be

more likely to reject those changes. Hence, and for the sake of effectiveness in capacity building, the

governor advised that BALADI CAP introduce the program to the minister, who would later make it easier

for municipalities to secure approval for their new organizational setup.

Task 4: Civic Engagement Initiative (CEI)

This quarter, the CEI component has focused on grant implementation after the successful issuance of

nine CSO grants, in addition to the three previous CEI ISO grants. BALADI CAP was also able to get

approval for a 10th grant this quarter. The recipient, ArabiaGIS, will start its grant implementation

during the next reporting period (Y5/Q1). The CEI team has been following up on and attending all

activities and trainings of CEI grantees and providing regular feedback to management. The activities and

milestone results for each of the nine CEI grants are in this report as Annex 2.

BALADI CAP



Sub-Task 4.2. ISO Request for

Applications RFA / Grant

During the past reporting period, good

training capacity emerged among the ISOs

leading the three issue advocacy networks:

human rights (the Institute for Women’s

Studies in the Arab World at the Lebanese

American University [IWSAW/LAU]),

environmental protection and solid waste

management (T.E.R.R.E Liban) and

accountability and good governance

(NAHNOO Organization). Trainings were

relevant and of high quality, as expressed

by trainees/grantees. BALADI CAP

ensured the quality of these trainings through the prior approval of the trainers’ CVs for relevant

academic qualifications, technical expertise and professional background.

Based on the high quality of the trainings provided and the positive feedback of the CSO

grantees/trainees, and to ensure a solid and sustainable network, BALADI CAP proposes extending the

existing ISO sub-agreements. Changing the ISOs now might hinder the effectiveness and sustainability of

the network, especially given the strong relations developing between ISOs and their respective

network members.

4.2.3: Performance Evaluation ISOs

The ISOs have been performing according to

schedule and delivering high-quality trainings. No

official evaluations have taken place yet, but BALADI

CAP has been receiving positive feedback from

attendees, as well as from BALADI CAP’s CSO

technical specialists, who attend trainings and receive

the training evaluation reports that demonstrate the

good performance of the ISOs. BALADI CAP has

been receiving continuously favorable feedback and

positive reports on the trainings and on the

ISO/CSO relationships. As such, BALADI CAP feels

comfortable extending the sub-agreements for the

three ISOs to avoid any disruption in the momentum

of these nascent advocacy network operations.

Figure 13. The Good Governance and Accountability Network receives the

Overview of Governance in the Public Sector training.

Figure 14. Trainees take part in one of the Environment

Protection and Solid Waste Management sessions at T.E.R.R.E

Liban Training Center, which was rehabilitated through BALADI

CAP assistance.

4.2.4: ISO Applications for Extensions

During the next quarter, BALADI CAP will coordinate with the ISOs to prepare for their proposed sub-

agreement extensions. For this purpose, the ISOs will be required to draft new proposals for activities

to be implemented during any extension period, corresponding with the extension timeline, which may

be allowed upon USAID approval of MSI’s pending no-cost extension (NCE) request.

4.2.5: Issue New RFA for Selection of New ISOs

If USAID approves the NCE, BALADI CAP will extend the ISOs’ sub-agreements and accordingly will

not solicit new ISOs through the issuance of a new RFA.

BALADI CAP



Sub-Task 4.3: CSO Request for Application RFA/Grant

4.3.1: RFA for Cohorts 5 and 6 (now Cohort 5)

In preparation for the award of Cycle 2 CEI grants, BALADI CAP drafted RFA9 and released it in the

first week of October. BALADI CAP built on the lessons learned from the Cycle 1 CEI grants and from

beneficiaries’ feedback, issuing a revamped RFA that allows for a shorter pre-award grant phase and

builds on and further solidifies the existing advocacy network approach.

The reinforcement of the network approach was addressed when encouraging the CSOs to apply in

clusters under the three pre-identified CEI advocacy networks established under Cycle 1. Therefore,

BALADI CAP will award two or three grants per issue network on the condition that those grants will

share the same specific advocacy objectives, further solidifying the network approach established under

the Cycle 1 grants. Each of the two or three CSO grantee applicants will have a specific sub-objective

and all applicants in the cluster will be tailored to achieve the same overarching objective(s). As such,

they will have to synchronize their applications to ensure increased synergies and leverage innovative

approaches and methodologies so they can achieve higher impact under their applications. USAID

approved RFA9 on September 29, 2017, and it was publicly launched the first week of October.

4.3.2: Applications for Cohorts 5 and 6 Received

Due to the delay in issuing RFA9 for solicitation of Cycle 2 CSO beneficiaries, BALADI CAP has not

received applications during this reporting quarter. However, with the launch of RFA9 in October 2017,

BALADI CAP anticipates selecting and awarding grants to a minimum of six CSO grant applications

under the three CEI advocacy networks.

Sub-Task 4.4: Bidders’ Conference (Cohort 5 and 6)

Following USAID’s approval and release of RFA9, BALADI CAP has scheduled a bidder’s conference on

October 18. The conference is designed to function as a Q&A session, during which potential grantees

will receive information on networking methodologies and tools they can use to strengthen their

network applications. BALADI CAP will address queries raised by the potential grantees and will clarify

sections of the RFA9, stressing the eligibility and evaluation criteria.

Sub-Task 4.5: Problem-Solving, Policymaking, Networking and Coalition Building

4.5.5: Creation of National/Local Networks and Coalitions

Since the grant approval process for Cycle 1 grantees took longer than expected, the grant

implementation process started for most grants around June 2017 instead of March-April 2017.

Therefore, the creation of national/local networks and coalitions began only in this reporting quarter.

CSO network members started to attend trainings organized by ISOs during this quarter. Additionally,

CSOs are progressively participating in discussions organized by ISOs to construct their coalitions and

strengthen their networks. The approval

of new CSOs (part of the CEI Cycle 2

grants) will further enrich the coalitions

and will bring new members into the

established networks.

This quarter, the CEI ISOs also started

implementing capacity-building workshops

for the three national advocacy networks.

BALADI CAP

Associate Cooperative Agreement No. AID-268

Quarterly Report 16, Year 4, Quarter 4 (July – Septe

Figure 15. A Human Rights Network discussion on women's rights.

In this context, NAHNOO conducted a series of training workshops on communication, good governance, overview of governance in the Lebanese public sector and international treaties related to governance. These workshop topics are crucial for the Good Governance and Accountability Network, which provided attendees with important information that can benefit its CSO grants and better inform upcoming applications for additional funds. Attending NAHNOO workshops were the following CSO advocacy network members: the Lebanese Transparency Association (LT A) and the Lebanese Foundation for Permanent Civil Peace (LFPCP). Soon, Arabia GIS will join the network trainings and further enrich the discussions.

The Environment Protection and Solid Waste Management Network conducted its first series of trainings in July, August and September; topics included climate change, "Lebanese environmental laws, international environmental conventions, introduction to advocacy, water management, social media and communications strategy. The participants were representatives of the following BALADI CAP CEI grantees: American University of Beirut/ Nature Conservation Center (AUB/NCC), Lebanese Reforestation Initiative (LRI), and the Lebanese Association for Rural Development (LRD) and AI-Shouf Cedar Society, in addition to T.E.R.R.E. Liban's partners, Lebanon Eco-Movement and Balamand University. The trainings aimed to build network members' capacities and subsequently identify key advocacy issues for future action.

The Human Rights Network ISO, the Institute for Women's Studies in the Arab World (IWSA W), also conducted its first series of workshops during this quarter. IWSA W organized a discussion on women's empowerment; workshops on private sector engagement, media as promoters and partners; and discussions titled "Integrating and Supporting Lebanese Communities Hosting Refugees" and "Addressing the Spectrum of Sexual Orientations, Gender Identities and Expressions (SOGIE)." The discussions and workshops were interactive and raised many interesting questions by attendees. Members of Soins lnfirmiers et Development Communautaire (SIDC), Skoun and Youth Network for Civic Activism (YNCA) attended the workshops and discussions.

TABLE IS. 16 TOPIC DISCUSSIONS/WORKSHOPS CONDUCTED BY THE THREE ISOs DURING Y◄/Q ◄

NetworkI ISO Conducted in Y 4/Q4

Good Governance & Accountability

NAHNOO

• Training Workshops on: 0 Communication; 0 Good governance; 0 Overview of governance in the Lebanese public sector; and 0 International treaties related to fovernance.

Human Rights Institute for

Women's Studies in the Arab World

• Discussions on 0 Women's empowerment; 0 Integrating and supporting Lebanese communities hosting refugees; and 0 Addressing the spectrum of sexual orientations, gender identities and expressions

• Workshops on: 0 Private sector engagement; and 0 Media as promoters and partners.

Environment Protection and

Solid Waste Management

T.E.R.R.E. Liban

• Workshops on: 0 Climate change; 0 Lebanese environmental laws; 0 International environmental conventions; 0 Introduction to advocacy; 0 Water manafement;

BALADI CAP Associate Cooperative Agreement No. AID-268-A-13-00002 Quarterly Report 16, Year 4, Quarter 4 ljuly - September 20 I 7) 4/

I

I Network ISO Conducted in Y 4/Q4

o Social media; and o Communication strategy.

4.5.6:Defining the Agenda Cohorts 5 and 6

Following the new pre-award approach incorporated into RFA9, Cycle 2 CSOs potential grantees will not take the "Defining the Agenda" workshop. The objectives of the three networks were previously identified during Cycle I implementation. Cycle 2 CSOs will submit applications under the predefined network goals and specific objectives, and they will accommodate for innovative and logically coherent applications as per the RFA language.

Sub-Task 4.7: Establish Online Sources to Assist Issue Networks

Last quarter, each CEI ISO developed a web portal to assist CEI CSOs within the advocacy networks with links to digital resources that will allow CSO network partners to have increased access to relevant information, data and statistics on priority issues relevant to their networks. BALADI CAP approved the format and branding of the three websites: www.l?oodi?ovlb.orl? (Good Governance and Accountability), http://lane.joehajjar.com/ (Environment Protection and Solid Waste Management) and http://hrnlebanon.ori?lindex I .php (Human Rights).

The ISOs took the lead in soliciting content and information to post on the issue advocacy network web portals to ensure the highest level of exposure and visibility for all networks. Websites are being updated progressively. All websites will include information about the networks, their ISOs and CSOs, activities, useful materials and a forum for network members to discuss relevant topics and share successes.

The websites will be online by the end of October 2017. Their content will be presented and discussed during a communications workshop organized by BALADI CAP in early October 2017. Future discussions will focus on improving coordination, communication and synchronization between BALADI CAP's KMP/website and the three ISO websites to ensure maximum visibility of ISO/CSO advocacy activities and information dissemination.

Sub-Task 4.8: ISO Coordination

The BALADI CAP CEI team and ISO management teams meet monthly to ensure proper execution of the grants. They also interact frequently over emails and phone calls. The monthly coordination meetings between BALADI CAP and the ISOs allow extensive discussions on implementation challenges and the way forward.

Last quarter, the ISOs developed and printed their network banners and prepared their annual detailed training schedules, along with their list of trainers. BALADI CAP ensured that all trainings were relevant and related to networks' missions and objectives, and that the trainers were of excellent caliber, to make the needed shift in networks' knowledge and capabilities. This quarter, the BALADI CAP team attended the majority of the ISO-organized trainings to ensure their proper implementation, according to BALADI CAP's high standards.


http://hrnlebanon.ori?lindex

http://lane.joehajjar.com

www.l?oodi?ovlb.orl

Sub-Task 4.9: Micro-Grants to Cohort I CSOs

Three of the micro-grants to Cohort I CSOs closed during the Y 4/Q3 quarter. This quarter, BALADI CAP closed the fourth: AI-Shouf Cedars Society (ACS). Through BALADI CAP support, ACS has automated all of its human resources, administration, procurement and point-of-sale operations. Now, most of the society's operations occur online, with a smartphone application that allows all daily reports, procurements, work hours, timesheets and even petty cash purchases to be recorded and approved by managers via mobile. The new software followed all human resource, accounting and procurement policies and procedures developed by the society through technical assistance provided by BALADI CAP during the past three years of continuous institution-building support. In addition, ACS inaugurated its new e-Management System in September 2017.

Figure 16. BALADI CAP and USAID AOR inaugurating Sub-Task 4.10. Small or Micro-Grants to CSOs the ACS automated system. from USG Priority Fund (Ongoing)

Last quarter, BALADI CAP awarded the Orphan Welfare Society (OWS) an in-kind grant under the USG Priority Fund, which provided for the purchase of equipment that includes special interactive boards for children with special needs and learning disabilities. Under this micro-grant, teachers at OWS will receive training on the use of the MozaBook software that is downloaded on the interactive boards. OWS teachers currently receive the training. Upon the successful delivery of all trainings, BALADI CAP will issue the final payment to the vendor and close out this in-kind grant.

Innovation! E-Government in the Third Sector

Through a BALADI CAP USO to ACS. the CSO has automated all of its policies and procedures that were designed with BALADI CAP's technical assistance. This grant reflects the innovation and deep changes that BALADI CAP is bringing into the Lebanese civil society sector. namely:

• The full institutionalization of CSO operations through continuous short- and medium-term training. coaching and follow-up.

• The automation of all operations of the CSO. allowing management to run the operation remotely, or even from outside Lebanon.

While it took BALADI CAP more than three years to achieve this change, it demonstrates the extent to which this program and similar ones will go to induce change in Lebanese CSOs. Now. ACS boasts a solid procurement system. cash management system, new organization chart, strategic plan and human resource policy that qualifies it to become a direct recipient of USAID funding. With the micro-grant provided by BALADI CAP. institutional change will have come full circle and ACS can serve as a living example of what an institutional capacity-building program can achieve.


MONITORING & EVALUATION TABLES

Y4/Q4 TARGETS ACHIEVED AS OF THE END OF THE SECOND QUARTER (JULY-SEPTEMBER 2017)

..... ... C cu

0 s cu Responsible Reporting .5- .. E Indicator Data source Data collection Disaggregation "iicu u

> ·- .!! Party frequency :acu,:, .J .5 Ill ID

II.

Development Objective I : Improved capacity of the public sector in providing transparent and quality services across Lebanon.

IR 1.3: Improved governance in addressing citizens' needs in public service delivery

Sub-lR 1.3.1: More capable municipalities working inclusively with citizens to effectively accomplish local development objectives

IR 1.4: Strengthened civil society contributing effectively to participatory and democratic governance

Sub-lR 1.4.1: Citizens' concerns increasingly addressed through Civil Society Organization (CSO) initiatives

Development Objective I: Improved capacity of the public sector in providing transparent and quality services across Lebanon.

A.O. Enhanced Institutional Capacity of Civil Society and Municipal Partners in the field of Compliance, Advocacy and Participatory Governance

Independent M&E Review Documentation & Post-Benchmark

Number of entities Independent Assessment (governmental and reviewer Reports that non-governmental) -BALADI CAP gauge the degree

AO I with enhanced team of implementation abilities as a result of (CBC+CEI) of policies and USG and ISO procedures support(custom) (CEDG) developed with

BALADICAP's assistance as relevant per partner

12M, 24Mfor Disaggregation: Per

municipal partner, OCNCATand

Each 12M period Component (CBC,

MCATTools, starting the date of

CEDG, CEI), Per and Independent

the CSO Cohort Partner Type (CSO,

M&E Reviews joining CBC

ISO, Municipal

program Partner)

Q4Y EOP4

Target 52.00

Achieved NIA 4.00

Variance NIA 0.00

Justification for Exceeded or

Unmet Targets


........ !i

C cu cu C Justification for Q4YResponsible ReportingEcu u iiIndicator Data source Data collection Disaggregation EOP Exceeded or...!!> ·- Party frequency 4..Ill Unmet Targets.!I] ID II.

Independent M&E Target 26.00 Review &Post-Benchmark AssessmentNumber of CSO & Independent Reports that Per ComponentreviewISO partners that are Each 12M period gauge the degree Using OCNCA T (CBC, CEI), Per

in compliance with BALADI CAP starting the date of BALADI CAP is still of implementation and MCA T Tools Partner Type (CSO,

USAID regulations for team CSO (& ISO) 0.00 in the process inof policies and , and Independent ISO), per Class

managing and (CBC+CEI) Cohort joining building the capacityM&EReviewsprocedures (Alpha+, Alpha), New implementing USAID and ISO CBC program of Cohort II CSOs

developed with and Continuingfunded sub-grants (CEDG) and ISOs to reachBALADI CAP's

compliance. AsAchieved NIA 4.00assistance as

Cohort II finalizes, relevant per

and RMF becomes partner

compliant, the number should go up to 16 by March 2018.

Variance NIA 84%

Target 0.00 4.00

Achieved NIA 6.00RFA Results, Each 12M period Number of CSO Using OCNCA TGrant/AwardBALADI CAP starting the date of Per Component (CEI, Agreements wereTools, andpartners serving as team Documentation CSO (& ISO) CEDG), Per Issue 0.00 signed with theIntermediary Support Independent M&E -33%(CBC+CEI) and signed ISO Cohort joining Network (CEI) CEDG SPs/lSOs.ReviewsOrganizations (ISOs) Variance NIA (Exeagreements CBC program This bring the

eeds) total number of ISOs to 6.

Target 0.00 26.00Number of Municipality There have been nomunicipalities working Action Plans; Municipality - Publicinclusively with Using M&E By Geographic Region,Municipal-Public At 12-month and Outreachcitizens to more ISO (CEDG) Tools provided per Sub-Component 0.0024-month intervalsOutreach Achieved NIA NIA Committeeseffectively accomplish by BALADI CAP (CEDG-TTAP)Committees established yet,development dashboards awaiting signature of

SP/ISO erants. objectives


..... !i cu u > ·-.!I]

... C cu E .!! Ill II.

Indicator Responsible Party

Data source Data collection Reporting frequency

Disaggregation

cu C

ii.... ID

Q4Y 4

EOP Justification for

Exceeded or Unmet Targets

Variance NIA 0.00

Advocacy Pre-and Post- OCNCAT

Number of selected Benchmark Advocacy CSOs demonstrating Assessment Assessment. Mid and End of enhanced advocacy scores and CSOs' CSO projects' each grant cycle skills advocacy project reports; M&E

reports/ M&E Reviews indicators

IR 1.4: Strengthened civil society contributing effectively to participatory and democratic governance

Sub-lR 1.4.1: Citizens' concerns increasingly addressed through Civil Society Organization (CSO) initiatives

Number of USAID Desk review of

assisted local CSOs Grant Awards, CEI and ISOs

engaged in BALADI CAP CSO project projects' Per grant cyclecommunity, regional team and ISO documents I documents,

and national programs Reports Monitoring visits

(IRl.4a)

Per Issue Network: Environment. Governance, Human Rights

Per Issue Network, Per CSO, per type of program

0.00

0.00

Target

Achieved

Variance

Target

Achieved

Variance

0.00

NIA

10

I

90%

17.00

NIA

0.00

14.00

10

28%

Awaits conclusion of advocacy trainings currently being conducted bv ISOs

AGIS CEI grant was signed (in early October)

Activity Purpose level

Capacity Building Component (CBC)

Activity Purpose I: Financial & Internal Governance Management Capacity of Partner Organizations (CSOs/lSOs) Enhanced

Field Data Using OCA/CA T Number of assisted Each 12M period captured during Assessment Excel

CSO & ISO partners starting the date of Per Component (CEI,Indicator BALADI CAP Post-Benchmark Sheet&that have met at least CSO (& ISO) CBC); Per Partner

I.I team Assessment Outcome85% of their targeted Cohort joining Type (CSO, ISO) Sessions, at each Indicatorsimprovements CBC program

12 month interval Tracker Sheet

0.00

Target

Achieved

0.00

NIA

51.00

10.00

BALADI CAP is still in the process of building the capacity of Cohort II CSOs and ISOs. 24 M Post Benchmark


..... !i cu u > ·-.!I]




Disaggregation

cu C

ii.... ID

Q4Y 4

-



Assessment to take place in Ian-March 2018. The number could ROup to 22 by then.

Variance NIA 80%

0.00Indicator 1.2

Number of CSO& ISO partners that demonstrate a correct application of their internal controls and procedures in financial management

BALADI CAP team

Field Data captured during Post-Benchmark Assessment Sessions at each 12 months interval

using OCNCAT Assessment Excel Sheet& Outcome Indicators Tracker Sheet focusing on financial management key components

Review Intervals Frequency each 12M period starting the date of CSO (& ISO) Cohort joining CBC program

Per Component (CEI, CBC); Per Partner Type (CSO, ISO)

Target 0.00 43.00

Achieved NIA 4.00 Same as above

Variance NIA 90% Same as above

0.00Indicator 1.3

Number of CSO& ISO partners that demonstrate a correct application of their internal controls and procedures in internal governance management

BALADI CAP team

Field Data captured during Post-Benchmark Assessment Sessions at each 12 month interval

Using OCNCA T Assessment Excel Sheet& Outcome Indicators Tracker Sheet focusing on internal governance key components

Review Intervals Frequency each 12M period starting the date of CSO (& ISO) Cohort joining CBC program

Per Component (CEI, CBC); Per Partner Type (CSO, ISO)

Target 0.00 43.00

Achieved NIA 4.00 Same as above

Variance NIA 90% Same as above

Activity Sub-Purpose 1.1 Selected Partner Organizations (CSOs/lSOs) Provided with Capacity Building Assistance


..... !i cu u > ·-.!I]



Data source Data collection

Email

Reporting frequency

Disaggregation

cu C

ii.... ID

0.00

Target

Q4Y 4

0.00

EOP

53.00


Unmet Targets

Number of CSO& ISO partners that receive Gender Mainstreaming Survey

Primary Field Data captured in Gender Mainstreaming Survey

At the joining of a new Cohort

Per Component (CBC, CEI, CEDG)

Achieved NIA 27.00

Variance NIA 49%

All Gender Mainstreaming Surveys for Cohort I and II have been conducted. Cohort 3 & 4 Surveys will take place during the third Quarter of FY 2018.

0.00 Number of capacity-building site visits to CSO & ISO partners

BALADI CAP team

Field Data captured in M&E Field Forms (Attendance Sheets)

M&E fonns used during site visits

Rolling basis/quarterly

Per Component (CBC, CEI, CEDG), by type of visit

Target 121.2 5

1,406. 00

As per the revised AMEP, the number of visits targeted for Y 4 is 485, which divided by 4 would bring the quarterly target to 121.

Achieved 119 856

Variance 1% 39%

0.00

Number of CSO & ISO partner organization staff that receive capacity-building training (total)

BALADI CAP team

Field Data captured in M&E Field Forms (Attendance Sheets) total trainees is

BALADICAP team using M&E fonns used during site visits


Per Component (CBC, CEI, CEDG), by type of visit, per CSOIISO, Sex-Disaggregated

Target 407.0 0

4,n1. 00

BALADI CAP forecast the number of trainees (total) to be recorded over Y4 to stand at 1,630 total trainees, divided equally over remaining quarters equals approx. 407 trainees per Quarter.

linked to number of cg!?oQ!Xbuildine, visirs- I 406 visirs


..... ... C

!i cu cu u E Indicator Responsible Data source > ·- .!!.!I] Ill

Party

II.

Field Data captured in M&E

Number of CSO& Field Forms

ISO partner (Attendance

organization staff that BALADI CAP Sheets), in

receive capacity-addition to

team building training

training

(unique) workshops attendance sheets, pre- and post-tests

ReportingData collection frequency

BALADICAP team using M&E fonns used during site visits

Rollingand workshop

basis/quarterlyattendance forms that prove training completion

cu C Justification for

Disaggregation ii Q4Y.. 4 EOP Exceeded or ..

ID Unmet Targets

,- -

Achieved 320 2773

Variance 21% 41%

BALADI CAP forecasts the number of trainees (unique) to be recorded over Y4 to stand at 120 unique trainees, divided equally over

Target 30.00 639.0 quarters. The

Per Component 0 number of unique

(CBC, CEI, CEDG), by trainees is derived

type of visit, per 0.00 from individuals

CSO/ISO, Sex-trained during the

Disaggregated standard training workshops and OJT s under CBC and CEI com=nents.

Achieved 67 796


..... !i cu u > ·-.!I]


Indicator Responsible

Party Data source Data collection

Reporting frequency

Disaggregation

cu C

ii.... ID

Q4Y 4



The achieved number has already exceeded its target and is expected to

. 123%Variance Exce eds

-24% (Exe eed)

exceed more due to BCAP's comprehensive capacity building program that trains nearly all staffers of a targeted oreanization.

0.00

Number CSO/ISO of capacity-building training events provided

BALADI CAP team

Field Data captured in M&E Workshop Forms

Using M&E forms to maintain count of number of training events held by topic and type of training


Per Component (CBC, CEI, CEDG), Per Cohort, by type of training/training topic

Target 7.50 92.00

Target changed to 92.00 as per the converging of Cohorts 3 & 4 capacity-building cycle and the converging of Cohorts 5 & 6

Achieved 4 82

BALADI CAP conducted 4 trainin~s. 2 on Financial Mana~ement and 2 on Organizational Development for Cohorts 3 & 4

Variance 46% 10%

This target will be exceeded in YS/Q I due to ongoing BALADI CAP trainin11s

0.00 Number of CSO& ISO partner organizations that

BALADI CAP team

Field Data captured in M&E Forms that prove

BALADICAP team using M&E forms to count



Target 5 53

Achieved 4 46


..... !i cu u > ·-.!I]


Indicator Responsible

Party Data source Data collection

Reporting frequency

Disaggregation

cu C

ii.... ID

Variance

Q4Y 4

-25%

EOP

13%


Unmet Targets

receive a capacity assessment (using OCA/CA T tool)

Benchmark Assessment took place

perOCNCAT assessment

The remaining Benchmark Assessments will constitute remaining Cohort 4 CEI CSOs (3), Cohort 5 CSOs, and CEDG SP/ISO CSOs.

0.00

Number of formal pre-award surveys conducted (dependent upon USAID request)

Field Data captured in Activity survey records

Count per pre-award survey conducted by external audit company



Target 0.00 10

Achieved NIA I

Variance NIA 90%

Civic Engagement for Democratic Governance Component (CEDG)

Activity Purpose 2: Participatory Governance Capacity of Partner Municipalities Improved Through Increased Municipal-Community Cooperation

Number of assisted municipality partners that have met at least 85% of their targeted improvements

ISO (CEDG)

Field Data captured during Post-Benchmark Assessment sessions for municipalities participating in the TTAP Program

Using M&E Tools provided by BALADI CAP

Review Intervals Frequency is set at 12-month, 24-month

Per Sub-Component (CEDG-TTAP)

0.00

Target 0.00 35.00

Achieved NIA 0.00

Variance NIA 0.00

This is an outcome indicator under CEDG. It will remain constant until 12M Benchmark Assessments for municipalities

0.00Percentage of assisted municipalities that

ISO (CEDG) Primary Field Data captured in

Using M&E tools provided by

Review Intervals Fre<iueney is set at

Per Sub-Component (CEDG-TTAP), Per

Target 0.00 90.00 %

BALADI CAP Associate Cooperative Agreement No. AID-268-A-13-00002 Quarterly Report 16, Year 4, Quarter 4 ljuly - September 2017) SI

..... !i cu u > ·-.!I]




Disaggregation

cu C

ii.... ID

Achieved

Q4Y 4

NIA

EOP

0.00


Unmet Targets

-

have improved internal systems

Municipality Action Plans; MCAT Initial Assessments, MCAT Benchmark Assessments; MCAT Post-Benchmark Assessments; Municipalities Documentation

BALADICAP 12-month, 24-month

Partner Class (Alpha+ and Alpha)

Variance NIA 0.00 Same as above

0.00

Number of municipality partners that demonstrate increased community-municipal cooperation

ISO (CEDG)

Field Data captured in Municipality Action Plans and Municipal-Public Outreach Committees Formation Documents and other related field forms

Using M&E tools provided by BALADICAP

Review Intervals Frequency is set at 12M, 24M

Per Sub-Component (CEDG-TTAP)

Target 0.00 26

Achieved NIA 0.00

Variance NIA 0.00

Municipal - Public Outreach Committees are not yet established

Activity Sub-Purpose. 2.1 Selected Partner Municipalities Provided with Capacity Development Assistance

Number of municipality partners that receive Gender Mainstreaming Survey

Primary Field Data captured in Gender Mainstreaming Survey

Email Cohort join date Per Sub-Component (CEDG-TTAP)

0.00

Target 0.00 35.00

Achieved NIA 0.00

Gender MainstreaminR Survey has not been conducted yet for municioalities


..... !i cu u > ·-.!I]




Disaggregation

cu C

ii.... ID

Q4Y 4

EOP

0.00


Unmet Targets

Variance NIA

0.00

Number of capacity-building site visits to BALADI municipalities (light coaching)·


ISO (CEDG) team using M&E fonns used during site visits provided by BALADICAP


Per Sub- Component (CEDG-TTAP & PTP), by type of visit

Target 65.75 561.0 0

As per the revised AMEP, the number of visits targeted for Y 4 is 263, which divided by 4 would bring the quarterly target to 65.75. Due to the delay in launching CEDG activities, the Q2 Target was not achieved. 16 coaching visits

Achieved 16 41 were conducted

Variance 75% 92%

Numbers will significantly improve during Y5/Q I, as all CEDG ISOs will start implementing their a2reements

0.00

Number of municipality partners' staff and council members that receive capacity building training (Unique)

ISO (CEDG)


Using M&E fonns used during site visits provided by BALADICAP


Per Sub-Component (CEDG TTAP & PTP), by type of visit, per municipal partner, Sex-Disaggregated

Target 16.00 187.0 0

As per revised AMEP, the target for Y 4 is equal to 62 unique trainees which is equal to 16 unique trainees per quarter.

Achieved 10 133


..... !i cu u > ·-.!I]




Disaggregation

cu C

ii.... ID

Variance

Q4Y 4

37%

EOP

28%


Unmet Targets

0.00

Number of municipality partners' staff and council members that receive capacity- building training (Total)

ISO (CEDG)

Primary Field Data captured in M&E Field Forms (Attendance Sheets) in TTAP OIT s and field visits+ PTP training workshops

Using M&E forms used during site visits provided by BALADICAP


Per Sub-Component (CEDG TT AP & PTP), by type of visit, per municipal partner, Sex-Disaggregated

Target 67.50 810.0 0

As per revised AMEP, the target for Y 4 is equal to 270 total trainees which is equal to 68 total trainees per quarter.

Achieved 60 SI I

Variance 11% 36%

0.00

GJD 2.3 Number of local mechanisms supported with USG assistance for citizens to engage their sub-national government

ISO (CEDG)

Field Data captured in committee formation documentation

Using M&E forms used during site visits provided by BALADICAP

At committee formation time

Per Sub-Component (CEDG TTAP), by municipality, by committee formed

Target 0.00 26.00

Achieved NIA 0.00 The phase of creating committees hasn't started yet

Variance NIA 0.00

0.00

Number of capacity-building training events provided to BALADI and non-

ISO (CEDG)

Field Data captured in workshop forms and templates

Using M&E forms provided by BALADICAP /attendance,

rolling basis Per Sub-Component, training topic

Target 8.75 68.00

As per revised AMEP, the target for Y 4 is equal to 35 capacity-buildin2 traininl!S,


..... !i cu u > ·-.!I]




Disaggregation

cu C

ii.... ID

Q4Y 4

-



BALADI Municipalities and non-BALADI CSOs under CEDG Component

evaluation forms) and STTA trainers (pre- and post-tests)

which is equal to 9 trainings per quarter.

Achieved I 20

Variance 88% 70%

Trainings events will be resuming as of Y5/Q I as 3 ISO agreements have been signed

0.00

Number of municipality partners that receive a capacity assessment (using MCATtool)

Primary Field Data captured Benchmark Assessment sessions using MCATtool

ISO (CEDG) using M&Eforms provided by BALADICAP

Rolling basis Per Sub-Component (CEDG-TTAP)

Target 0.00 35.00

Achieved 0 39.00

Variance 0

-114% (Exe eed)

BCAP is working with 38 municipalities while the target was 35. In addition, some municipalities dropped and others were added, raising the total number to 39.

0.00

Percentage of partner municipalities with a high proportion of Syrian refugees or vulnerable Lebanese

CEDG documentation and secondary sources for number of Syrian refugees or vulnerable Lebanese

BALADICAP CEDG and M&E teams. Document review and field verification

Quarterly & annually

Per Sub-Component (CEDG-TTAP), per region

Target 0.00 28.00 %

Achieved 26.00 %

26.00 %

9 municipalities were cateRorized as most vulnerable localities

Variance NIA 1%

Civic Engagement Initiative Component (CEI)


........ !i

C cu cu C Justification forResponsible Reporting Q4YEcu u iiIndicator Data source Data collection Disaggregation EOP Exceeded or...!!> ·- Party frequency 4..Ill Unmet Targets.!I] ID II.

Activity Purpose 3: Advocacy Management Capacity of Partner Organizations (CSOs/lSOs) Enhanced

Percentage of assisted CSO partners who attained at least 75% of the advocacy grants' planned results

Number of assisted ISOs effectively delivering on the advocacy capacity-building plans

Number of assisted CSO partners who engaged in advocacy with government, non-governmental, private sector and media organizations

BALADI CAP CEI and M&E teams.



Grants' project documents, monitoring reports, M&E reviews reports

Agreement contract, implementation plans, M&E reviews reports, training reports.

Projects' documents, progress reports, M&Ereviews reports

Document review, Monitoring visits, Field verification



quarterly and at the end of each grant cycle

Quarterly and at the end of each grant cycle


Per CSO and Issue Network

0.00(Environment, Human Rights, Governance)

Per Issue Network 0.00

Per CSO, Per Issue Network. per type of 0.00 organization.

Target

Achieved

Variance

Target

Achieved

Variance

Target

Achieved

Variance

0.00

NIA

NIA

0.00

NIA

NIA

10

I

90%

90.00 %

0.00

0.00

6.00

0.00

0.00

14.00

10

28%

CEI implementation hasn't started vet

While CEI ISOs have started delivering on their training plans, the AMEP indicates a composite measure for this indicator, measuring the delivery of trainings and the satisfaction levels of the grantees. We prefer to wait for another quarter before we conduct such measurement

AGIS CEI i,-ant was signed on October 3n1_


..... !i cu u > ·-.!I]


Indicator

Number of civil society organizations (CSOs) receiving USG assistance engaged in advocacy interventions (F Indicator DR.4.2-2)

Number of entities, governmental, non-governmental and private sector organizations that have been engaged in public debate and consensus building around the pre-identified issues.

Responsible Party

BALADI CAP CEI and M&E teams

Data source

Projects' documents, progress reports, M&E reviews reports

ISO projects' documents, progress reports, M&E reviews reports

Data collection

. Document review, Monitoring visits, Field verification

BALADICAP CEI and M&E teams. Document review, Monitoring visits, Field verification

Reporting frequency



Disaggregation

Groups or CSOs per advocacy area (Human Rights, Environment & Governance)

Per CSO, Per Issue Network. per type of engaged organization.

cu C

ii.... ID

0.00

0.00

Target 10 14.00

Achieved I 10

Variance 90% 28%

Target

Achieved

Variance

Q4Y 4

27

68

-151%

EOP

54.00

68

-25% (Exe eed)


Unmet Targets

Same note as above

It was assumed that 8 CSOs receive grants during Cycle I with an average of 3 organizations networking per grant We ended up providing IO grants with 68 organizations in the network. not counting the ISOs. This is due to pre-grant capacity building activities that lasted for 6 months.

Activity Sub-Purpose 3.1: Selected "issue network" CSOs provided with capacity development assistance and advocacy -related sub-grants

Number of 'issue networks' formed with USG assistance

CEI documentation, Network Documentation, ISO projects' reports

BALADICAP CEI and M&E teams. Document review, Monitoring visits, Field verification

Quarterly Per Issue Area /sector (Environment. Human Rights, Governance)

0.00

Target

Achieved

Variance

0

0

0

3.00

3.00

0.00 (mee t)


..... !i cu u > ·-.!I]




Disaggregation

cu C

ii.... ID

0.00

Target

Q4Y 4

10

EOP

18.00


Unmet Targets

Number of advocacy grants awarded

CEI documentation, applications/grant awards

CEI Document review

Each grant cycle Per CSO, per Issue Network

Achieved I 13

Variance 90% 27% AGIS CEI grant

signature is factored in now

0.00

Number of CSOs / ISO engaged in Capacity Building for Advocacy


CEI documentation, CSO quarterly reports, M&E Reviews


Per CSO, per Issue Network

Target 10 18

Achieved 12 12

Variance -20% (Exe eed)

33%

All CEI ISOs and CSOsare now engaged in capacity building trainings


ACHIEVEMENTS

• Secured 17 CSOs under Cohort 4, bringing the number of CBC beneficiaries to 46.

• Launched the capacity-building cycle for Cohorts 3 and 4 CSOs with four trainings completed

during September 2017.

• Successfully initiated the implementation of CEI/ISO trainings and networking activities.

• Started implementation of nine CEI CSOs grants.

• Approved the 10th CSO grant agreement under CEI: ArabiaGIS.

• Completed preparatory work to launch the CEI advocacy network web portals.

• Closed the last micro-grant provided earlier during 2017.

• Secured USAID approval for the RFA9 addressed to CEI Cycle 2 beneficiaries.

• Secured USAID approval for four of five CEDG grants.

• Signed three grant agreements with SPs under CEDG.

• Kicked off municipal OJTs with the launch of the disaster risk management component.

CHALLENGES

BALADI CAP faces two major challenges:

1- Completion of CEDG capacity-building interventions on time, as the interventions far exceed

the original scope of the CEDG program and are experimenting with delicate institutional issues

of organizational change within municipalities. The incoming senior local governance and

decentralization specialist and the existing CEDG training coordinator are expected to set in

place systems of coordination between the five ISOs/SPs and 38 municipalities to complete the

interventions within a year.

2- Completion of the Cohorts 3 and 4 capacity-building cycle on time, as the newly joining CSOs

are the largest in Lebanon and they require intensive coaching through the process of change.

To meet the challenge, BALADI CAP has beefed up its team of technical specialists, now

boasting two organization development specialists and two M&E specialists. The program is in

the final stage of hiring a finance specialist to assist the existing specialist. With a team of six

specialists, BALADI CAP plans to better manage and meet expectations of partners on the

provision of capacity-building services and technical assistance.

EXPENDITURES

Project expenditures have been reported under separate cover on the respective SF-425.

WAY FORWARD

CBC:

• Finalize benchmark assessments for Cohort 4 CSOs (three pending assessments).

• Select the legacy organization (ISO) to act as a sustainability mechanism for CBC.

BALADI CAP



• Relaunch the M&E component for Cohort 2 CSOs.

• Launch OJT and mentoring sessions for Cohorts 3 and 4 CSOs/ISOs.

CEDG:

• Secure USAID approval for the fifth ISO/SP under CEDG.

• Start on-the-job municipal institution-building.

• Institute coordination and communication mechanisms between BALADI CAP, ISOs/SPs and

municipalities.

CEI:

• Continue the implementation of the nine CEI Cycle I approved grants.

• Start the implementation of the 10th CEI grant: ArabiaGIS.

• Continue follow-up on ISO trainings and monitor their proper implementation.

• Monitor the approved network websites and make sure that they are properly updated and

launched.

• Launch RF9 for the Cycle 2 CEI grants and take the necessary steps to ensure its

implementation.

• Select the recommended grantees for Cycle 2.

• Prepare the extension of ISOs contracts.

Communications:

• Increase traffic on the newly established BALADI CAP project website and KMP.

• Implement and make use of the interactive features of the BALADI CAP KMP.

• Coordinate and synchronize between the BALADI CAP KMP portal and the ISO advocacy

network portals to allow effective and efficient dissemination of information to and from

BALADI CAP grantees

Gender Mainstreaming:

• Finalize gender-mainstreaming activities under Cohort 2 and initiate interventions under

Cohorts 3 and 4, pending availability of funding.

BALADI CAP



ANNEX 1: GEND ER MAINSTREAMING REPORT II –

COHORT II CSOS

Please find the “BALADI CAP Gender Mainstreaming Report II – Cohort 2 CSOs” attached as a PDF

and Microsoft Word document, which was originally submitted to Counterpart for review on August

11, 2017.

BALADI CAP



ANNEX 2: CEI GRANTS PROGRESS

Please find attached to this report a spreadsheet titled “CEI Grants Progress,” which summarizes Civic

Engagement Initiative (CEI) grantee progress.

BALADI CAP



BALADI CAP



USAID LEBANON FROM THE AMERICAN PEOPLE

ANNEX 3: SUCCESS STORIES

SUCCESS STORY

Lebanese Transparency Association Initiates Youth Network

Youth participants taking part in a building consensus

training workshop with LTA team

BALADI CAP

With the aim of eventually creating a youth-driven network as

per their agreement with BALADI CAP, the Lebanese

Transparency Association (LTA) has laid down the corner stone

of a youth network that is to advocate municipalities for a

transparent budgeting process.

LTA will hold a series of capacity building workshops for the

Youth Committees over a period of three months. This would

allow youth groups to meet one another and eventually form a

network.

The training session held by LTA in September 2017 allowed the

youth to understand group dynamics, improve communication

skills and foster teamwork. Twenty-four (24) participants

attended the workshop and discussed topics related to identity,

trust building and the four core values of the training (justice and

equality, freedom, diversity and non-violent communication).

The current lack of accountability and transparency within

municipalities allows elected officials to mismanage public

resources with little fear of repercussions. To prevent such

practices from persisting, citizens must actively engage with their

municipalities and take a role in the decision-making process to

ensure that any measures taken by the municipality directly

address the needs of the community.

Through this USAID-funded award, youth from three selected

localities (Majdal Anjar, Bekaa; Chouaya, South; Nimreen, North)

will advocate for the implementation of good governance

practices within their municipalities.

Success will allow for a shift in behavior within these

municipalities due to increased public demand for institutional

change through the adoption of a participatory budget. Previous

experiences have shown that taking a cooperative approach when

advocating for institutional change at the municipal level proves

to be the most effective course of action. As such, the ‘Youth for

Participatory and Accountable Municipalities’ activity will enable

the youth to push for operational modifications at the local level

while also providing the targeted communities with the necessary

channels for addressing their concerns to their municipal

councils.



USAID LEBANON FROM THE AMERICAN PEOPLE

SUCCESS STORY

BALADI CAP Beneficiary Automates Operations with Micro Grant

Under the USAID-funded “Building Alliances for Local

Advancement, Development and Investment – Capacity Building

(BALADI CAP)” program, Al-Shouf Cedars Society (known as

Shouf Biosphere Reserve) inaugurated its newly E-Management

System on Friday, September 8, 2017.

Through a BALADI CAP micro-grant, Al-Shouf Cedars Society has

automated all its Human Resources, Administration, Procurement,

and Point of Sales operations. Now, most of the Society’s

operations are conducted online, with a smart phone application

that allows all daily reports, procurements, work hours, time

sheets, and even petty cash purchases to be recorded and

approved by respective managers through smart phones by

Society staff and management.

The new software, developed through a BALADI CAP grant,

followed all HR, Accounting, and Procurement policies and

procedures developed by the Society through assistance from

BALADI CAP for the past three years of continuous institution

building support.

This innovative project takes USAID institution building assistance

to Lebanese civil society organizations to a new dimension. Thanks

to USAID support, the Society turned from an amateurish

managerial culture into a fully institutionalized organization, with

very clear, detailed and implemented policies and procedures, and

with the first of a kind automated management workflow system.

Under the current system, management approvals on human

resources operations, purchasing, and even following real time

entry of visitors into the reserve are conducted through a cell

phone application that will in the very near future provide a wealth

of management and environmental data to the Society’s

management. This translates BALADI CAP commitment to

enhancing effectiveness, efficiency, transparency and good

governance of Lebanese CSOs, under its capacity-building

program.

This innovation comes within BALADI CAP program to enhance

the institutional capacities of Lebanese CSOs implemented since

2013, and now covering some 45 Lebanese CSOs including the

largest of their kind in Lebanon. Through USAID support,

Lebanese CSOs are exhibiting increased resilience and capacity to

improve their management capacities, which would unquestionably

reflect on the soundness of their operations

ACS management explains and demonstrates the

effectiveness of its newly installed e-management

system.

BALADI CAP

