CSML_QR_012014-032014.pdf

CSML

Civil Society and Media Leadership Program

QUARTERLY REPORT

January to March 2014

Submitted to USAID/Liberia

Award Number: 669-A-00-10-00074-00 Grantee: IREX

Contacts:

IREX Washington Jill Miller 1275 K Street, NW Suite 600 Washington, DC 20005 U.S.A.

1 202-628-8188

IREX Liberia Bill Burke Payne Avenue & 15th Street Sinkor, Monrovia Liberia 231(0)88-060-1859

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TABLE OF CONTENTS

1. EXECUTIVE SUMMARY

2. PROGRAM PURPOSE

3. PROGRAM RESULTS

4. PROGRAM ACTIVITIES

4.1. Management Overview

4.2. Finance, Administration and IT

4.2.1. Finance

4.2.2. Administration

4.2.3. Information Technology

5. TECHNICAL ASSISTANCE AND CAPACITY BUILDING FOR CSOS AND FOR INDEPENDENT MEDIA

(Workplan 1.)

5.1. General (Workplan 1.1.)

5.1.1. Host Weekly Program Meetings (Workplan 1.1.1.)

5.1.2. Hold Year Five Workplanning Retreat

5.2. Objective One: (Workplan 1.2.)

5.2.1. Enhance Institutional Capacity of RPs (Workplan 1.2.1.)

5.2.2. Enhance the Institutional Capacity of CSOs and CRSs (Workplan 1.2.2.)

5.2.3. Promote Reconciliation Among Citizens Through CSO Led Activities (Workplan 1.2.3.)

5.3. Objective Two: (Workplan 1.3.)

5.3.1. Promote Advocacy and Address Corruption Through CSO Led Activities (Workplan 1.3.1.)

5.4. Objective Three: (Workplan 1.4.)

5.4.1. Improve Citizens’ Dialogue with their Leaders Through CSO Led Activities (Workplan 1.4.1.)

5.4.2. TCC Support to the National Traditional Council

5.5. Objective Four: (Workplan 1.5.)

5.5.1. Enhance Institutional Capacity of Media Main Partners (MMP) (Workplan 1.5.1.)

5.5.2. Specialized Consulting and Business Development Initiative (Workplan 1.5.2.)

5.5.3. Sol Plaatje Media Leadership Training Program (Workplan 1.5.3.)

5.5.4. Women’s Media Initiative (Workplan 1.5.5.)

5.5.5. High School to Journalism Initiative (Workplan 1.5.6.)

5.5.6. Investigative Journalism Initiative (Workplan 1.5.7.)

5.5.7. On-line Media Resources Clearinghouse (Workplan 1.5.8.)

5.6. Objective Five:(Workplan 1.6.)

5.6.1. Enhance Media Content of Partner CRSs (Workplan 1.6.1.)

5.6.2. Ensure Effective Monitoring of CRSs (Workplan 1.6.2.)

5.6.3. Strengthen Community Radio Station Boards (Workplan 1.6.3.)

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5.6.4. Establish Equipment Resources Pool (Workplan 1.6.4.)

5.6.5. Build the Institutional Capacity of ALICOR (Workplan 1.6.5.)

5.7. Objective Six: (Workplan 1.7.)

5.7.1. Ensure Effective Use of SMS System (Workplan 1.7.1.)

5.8. Objective Seven: (Workplan 1.8.)

5.8.1. Build Capacity of Civil Society to Utilize FOI (Workplan 1.8.1.)

5.8.2. Develop and Maintain FOI Tracking System (Workplan 1.8.2.)

5.8.3. Support County FOI Networks to Encourage use of FOI Law (Workplan 1.8.3.)

5.8.4. Materials Development (Workplan 1.8.4.)

5.9. Objective Eight

5.9.1. Vote Smart Vans

5.9.2. Special Election Grants

5.9.3. Journalism Trainings

5.9.4. Election Reporting Center

5.9.5. Taking the Candidates to the People and the People to the Candidates

5.9.6. Women’s Empowerment

5.9.7. Election Coordinating Committee

5.10. Objective Nine: (Workplan 1.9.)

5.10.1. RSC Start Up (Workplan 1.9.1.)

5.10.2. RSC Training and Mentoring of Regional CSOs/CRSs (Workplan 1.9.2.)

5.10.3. Social Enterprise Development (Workplan 1.9.3.)

6. GENDER AND YOUTH (Workplan 2.)

6.1. Ensure Effective Implementation of the Gender Mainstreaming Strategy (Workplan 2.2.)

6.2. Complete and Implement Youth Mainstreaming Strategy (Workplan 2.3.)

6.2.1. Finalize and Disseminate Youth Mainstreaming Strategy (Workplan 2.3.3.)

6.2.2. Conduct Youth Mainstreaming Training for CSOs and CRSs (Workplan 2.3.5.)

6.3. Implement Women and Youth Celebrations with Partners (Workplan 2.6.)

7. GRANTS (Workplan 3.)

7.1. Ensure Compliance with USAID and IREX Policies (Workplan 3.1.)

7.2. Improve and Maintain Subgrant Filing and Tracking System (Workplan 3.2.)

7.3. Coordinate Grants Support with CS, Media and RSC (Workplan 3.3.)

7.4. Provide Support as Needed (Workplan 3.4.)

7.5. Administer Grants (Workplan 3.5.)

8. MONITORING AND EVALUATION (Workplan 4.)

8.1. Performance Management Plan (Workplan 4.1.)

8.1.1. Administer the PMP (Workplan 4.1.1.)

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8.1.2. Establish Centralized System for Data Collection (Workplan 4.1.2.)

8.1.3. Strengthen Partners’ Monitoring and Data Collecting Systems (Workplan 4.1.3.)

8.2. Conduct assessments and Surveys (Workplan 4.2)

8.2.1. Conduct Assessment on Percentage of Community Radio Stations’ Airtime Devoted to Community

Information, Dialogue, or Engagement (Workplan 4.2.1.)

8.2.2. Conduct Survey on Percentage of Liberian Population Reached by Community Radio Partners

(Workplan 4.2.3.)

8.2.3. RSC Access, User And Non User Survey

8.3. Training and Tools (Workplan 4.3.)

8.3.1. Assess and Provide Technical Assistance to MPs for Improved M&E Systems (Workplan 4.3.1.)

8.4. Train new M&E Officer and provide continuous training and support to M&E Assistant (Workplan 4.4.) ... 47

8.4.1. Provide Ongoing Training and Support for M&E Assistant (Workplan 4.4.2.)

9. ATTACHMENTS

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1. EXECUTIVE SUMMARY

The final quarter of Year Four marks an important period for reflection on the past four years of programming and targeted strategizing for CSML’s fifth and final year of implementation in Liberia. To facilitate this reflection, this

Quarterly Report takes a new approach—qualitative impact stories are included in the Program Results section alongside the italicized list of quantitative accomplishments (which can still be found throughout the report under workplan headings), and the narrative of the report features more in depth reflection on a key question—“so what?”

In asking this question of ourselves and our partners we’ve placed a particular focus in this report on highlighting the small and large changes that point towards CSML’s success in truly building the capacity of the civil society and media sectors in Liberia to sustain peace in Liberia through greater inclusion, giving a voice to, informing and engaging Liberian citizens.

The annual workplanning retreat held in March provided the IREX team and its partners and stakeholders an important opportunity to reflect on achievements and lessons learned in the previous year and to outline planned activities for the fifth and final year of implementation. Throughout this quarter the program teams met with partners to encourage constructive debate, collect stories, and reflect on how we can adjust to continue to ensure success in Year Five and in particular to ensure that IREX’s Liberian partners are fully prepared to sustain the gains from the program beyond February 2015. Following the two-day retreat IREX held its first annual teambuilding retreat with representatives of all of our Main Partners.

In addition to the many workplanning meetings and strategy sessions, this quarter also included significant program activities. The Resource Partners (RPs) benefitted from a second Organizational Development training, allowing them to enhance their own organizations as well as those of their mentees. Mentorship in general showed important indications of meaningful impact as many Civil Society Organizations (CSOs) demonstrated improved financial management, proposal writing, and organizational management, along with tangible impacts from the Gender and

Youth Mainstreaming trainings held in the previous quarter.

Community Radio Stations (CRS) partners are similarly showing important benefits as a result of mentorship, including strengthened Boards and improved news and program content evidenced by the production of stories that are issue-focused and substantive rather than accusatory and exploitative. Montserrado-based media outlets demonstrated the impacts of management trainings through increased advertising revenue and improved content as demonstrated by the Media Content Analysis Tool (MCAT). The High School to Journalism program also began in earnest with over 135 students participating from four counties, and some of the participants have already been placed at partner community radio stations.

This quarter also marked an important start to new activities as IREX received a modification from USAID to reactivate Objective 8, Strengthening Civil Society and the Media for Transparent Elections. Throughout the quarter

IREX identified partners and developed grants to support the implementation of various activities to promote citizen awareness and engagement around the constitutional review process and special senatorial election. Many of these activities began this quarter and will truly begin to unfold in Year Five.

As we look towards the beginning of Year Five, IREX is proud of what we have accomplished thanks to committed partners and the generous support of USAID, and is eager to enter Year Five to ensure that the exit strategy that has been developed for years, is fully put into place as we move closer to the close of the program.

2. PROGRAM PURPOSE

To sustain peace in Liberia through greater inclusion, giving a voice to, informing and engaging Liberian citizens.

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3. PROGRAM RESULTS

As a new feature in the CSML Quarterly Report, we highlight below key impact stories that emerged from IREX’s program activities during this quarter:

Women’s Listening Groups Evolve from Consumers to Producers of Radio Content

The women’s listening clubs, under the mentorship of Main Partner Liberia

Women Media Action Committee (LIWOMAC) have emerged as one of the most successful components of CSML’s Women’s Media Initiative (WMI). The

Kamara Town women in particular have utilized their radio listening group to bring about significant changes in their community—they accessed funding and technical support to expand their school, build latrines, and partnered with the

Constitutional Review Committee to bring information to the community regarding the upcoming review process. In this quarter the groups demonstrated their strong commitment to continued and broadened success by requesting and receiving funds to hold a meeting of all listening groups to learn from one another’s best practices and challenges, and to pilot their own radio show that addresses women’s priorities—they’ve decided that in addition to actively consuming radio, they now want to produce radio content of their own. They will use the program to motivate women to become more actively involved in activities that uplift their respective communities. They also want to share lessons learned from their association with CSML’s Main Partner, LIWOMAC—lessons that could empower grassroots community women to advocate for their rights.

Seventeen CSOs and CRSs Demonstrate Business Planning and Presentation Skills with Goal of Achieving Financial

Sustainability

The Business Plan Competition held in January of this quarter marked an important and unprecedented accomplishment for the 17 organizations that participated, all of whom benefit from the RSC program based in Gbarnga, Bong

County with support from Main Partner Development Education Network-

Liberia (DEN-L). For most of the CSOs and CRSs this experience was the first time they had ever conducted market analysis, developed a business plan, and presented in front of a group of colleagues—let alone esteemed representatives of the private and non-profit sectors in Liberia. Each of these organizations now has an opportunity to launch an initiative (social enterprise) that could help sustain them financially. They also have an improved understanding of the process of developing a business plan. In the following quarter, the organizations will begin to implement their business plans and establish enterprises that bring in much needed income and further support the mission of their organizations.

CSO in Grand Gedeh Supports Reconciliation of Youth and Elderly Divided due to War-time Violence

In Gbarrzon District, Grand Gedeh, long standing hostility between the elderly and youth populations resulting from violence committed during the civil war served as a major barrier to peace and reconciliation. Supported via a CSML small grant, partner GBAYDA met with youth and elders in five communities in the district to understand these grievances, then led a two-day meeting attended by 50 individuals including the District Commissioner, District Chief

Elder, youth leaders, and women leaders to face their shared history, share their opinions, and commit cooperatively to a shared and peaceful future. The meeting resulted in the signing of a joint communiqué to serve as a guiding tool for lasting peace, and the youth presented a white rooster to the elders, a traditional ritual symbolizing reconciliation, peace, and transformation in the Krahn context, a hugely symbolic and significant step in resolving the long standing conflict.

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CSO in Lofa County Partners with District Commissioner to Promote Transparency and Accountability in usage of the County Development Fund (CDF)

CSOs and government officials often position themselves as opponents rather than partners in the process of increasing transparency and accountability surrounding usage of the CDF. This quarter, with support from a CSML small grant and their mentors at YMCA, CSO partner Community Safety Initiative (CSI) collaborated with

Kolahun District Commissioner Hon. Morris Tamba to demonstrate an unprecedented level of citizen-government cooperation. Tamba partnered with CSI to lead a roundtable to develop an action plan for sharing budget-related information with district residents and increasing citizens’ input on budget matters. The 57 participants included the Paramount Chief, City Mayor, district and clan youth leaders, media and

CSO representatives, and religious leaders. As a result, the government committed to holding regular district meetings and sharing the Project Management Committee’s (PMC) reports with CRSs for broadcast and discussion in local languages, and citizens committed to holding regular meetings with community leaders, women, and youth to share information and gather feedback. Here, CSI had acted to sustain the relative peace in its community. The lack of transparency and accountability surrounding the usage of the CDF is a major source of tension and conflict in various communities. CSI saw the need to bring stakeholders together to prevent this issue from disrupting the peace in their community. This is an example of how CSML is succeeding in getting citizens engaged in processes that help sustain Liberia’s peace.

High School Students in River Gee Gain a Voice in their Communities and Demonstrate Budding Journalism Careers

Of the 135 students who participated in the first phase of the High School to

Journalism training this quarter, four of the 26 who received the training in

River Gee County have already partnered with a local radio station, CSML partner Radio Gee, to produce a weekly news program. The program which will feature stories and issues relevant to high school students in the county provides an opportunity for these young students to acquire radio production and newswriting skills. The High School to Journalism program is designed to help prepare high school students for the profession. The practical experience will help the young people acquire relevant skills and help realize the goal of the program. “I feel proud when I go into the community and people tell me that they heard me on the radio reading news,’’ said Ruth Tarwoe, a senior student at Tweh Jayklah High School in River Gee.

Association of Liberia Community Radio (ALICOR) Validates New Structure and Commitment to Diversity through

Unprecedented Election of Female Vice President

Long considered an old boys club, ALICOR took an important step towards inclusion and diversification of its membership this quarter at their third general assembly by electing

Martha Wisseh as Vice President of their Executive Committee —the first female to serve an executive position since the organization’s inception. Wisseh, Station Manager of the

Mano River Women Peace Building Radio in Grand Cape Mount County, is now representing the Association at meetings with donors, NGOs, and other stakeholders.

The underrepresentation of women in the media is more profound at the community radio level and this election demonstrates a readiness on the part of ALICOR to become more inclusive. Martha’s election was only one of several changes that have been effected as a result of CSML’s work with ALICOR. At their third general assembly in Lofa the association also voted to revise its Constitution and By-Laws to allow non-station managers to vie for elected positions. This was part of a series of reforms ALICOR agreed to implement in a partnership with CSML to help strengthen the association.

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4. PROGRAM ACTIVITIES

4.1. MANAGEMENT OVERVIEW

The overall management of the CSML program continued to run smoothly throughout the quarter. A few notable events included the exit of our Grants Officer and the hiring of a Grants Consultant to assist with maintenance of

Grants files. As this quarter marked the end of Year Four, our Administrative and Program staff worked on closing out grants and activities for Year Four, and planning and strategizing for Year Five. These efforts culminated in the two-day retreat held at Kendeja Resort in March, followed by a teambuilding event for IREX and its partners— providing IREX and its partners with a much needed opportunity to take stock in our accomplishments and continue to strive towards good work, and a strong collaborative family of staff and partners. During this quarter, IREX also received a modification on our grant to reactive Objective 8, and conduct activities around the Constitutional Review

Process and upcoming Special Senatorial Election. This exciting development brought with it development of several new grants, identification of key implementing partners, and a great deal of coordination between and among

Program and Administrative staff.

As IREX enters its fifth and final year of implementation for this iteration of the CSML program, the team is more energized than ever to contribute to ensuring sustainable achievements and long-term benefits for our partners, and for Liberia as a whole.

4.2. FINANCE, ADMINISTRATION AND IT

4.2.1. FINANCE

The Finance Office liaised with relevant government ministries and agencies to ensure that IREX worked in compliance with existing and new regulations during the quarter. In addition, The Finance and Administration

Manager worked to train the new Grants Consultant, while at the same time developed a plan with the Consultant to ensure that all documentation related to CSML grants were up-to-date and filed accordingly.

The Finance Office also worked with Grants and Program departments to process payments for several subgrantees that met deliverables outlined under each milestone in various subgrant agreements.

CSML continued to maintain its burn rate as payments were made on existing and new subgrants, contracts, trainings, and other program activities. Total expenditure for the quarter amounted to US$625,000.00. Expenditure therefore represents approximately 24% of the annual budget of US$2,482,000.00.

4.2.2. ADMINISTRATION

During the quarter, Administration submitted the semi-annual report on local and international salary statistics to the Bureau of Immigration and Naturalization. Administration also contracted one consultant (Nicholas Wreh) to work in the Grants Office for ten months after the Grants Officer resigned from his position and all orientation processes for Nicholas were completed during the quarter.

During the quarter, Administration successfully organized the hosting of CSML’s Year Five Workplanning Retreat held at Kenedja Resort & Villas, and also facilitated the successful hosting of a bonding retreat that was held at Quelu

Farm in Careysburg, with all of our partners participating (see section 5.1.2.).

In addition, Administration submitted the monthly staff list for the quarter to Headquarters (HQ) and uploaded all

CSML human resource documentation onto the IREX-wide online portal.

4.2.3. INFORMATION TECHNOLOGY

During the quarter, the IT Officer developed a system to improve management of IREX’s internet modems, including labeling of all internet modems to correspond to the various program and administrative teams, and improving the

CSML January-March 2014 Quarterly Report Page 9 modem sign-out procedures. The IT Officer also purchased Antivirus and Microsoft Office Application which was installed on staff computers in addition to providing regular maintenance and backup support. The IT Officer also provided support to the M&E department by creating an excel database to track training attendance records.

The IT Officer provided support to the Regional Support Center (RSC) in Mid-January, when he traveled to Gbarnga in

Bong County to complete the RSC internet upgrade and cyber-roam installation. While at the RSC, system configurations, general maintenance, and antivirus installations were completed on all RSC and Development

Education Network-Liberia (DEN-L) computers with the target of improving their network environment. IREX and RSC teams are currently working to assess their Internet Service Provider (ISP) and determine what adjustments should be made to ensure consistent and high speed internet access at the Resource Center.

During the quarter, the IT Officer also provided support to the SMS Initiative (CSML’s Objective 6) through ongoing online and phone-based monitoring of the platform. Opinion polls are being created consistently, particularly by the

Hub Operators in Lofa County (Radio Kintoma). During the quarter, The IT Officer, IREX Senior Program Manager, Liberia Media Center (LMC) Staff, and other key stakeholders held a meeting at the LMC to discuss the way forward for the SMS platform and the implementation of Freedom Fone (see section 5.7.1.1.).

5. TECHNICAL ASSISTANCE AND CAPACITY BUILDING FOR CSOS AND FOR

INDEPENDENT MEDIA (WORKPLAN 1.)

5.1. GENERAL (WORKPLAN 1.1.)

5.1.1. HOST WEEKLY PROGRAM MEETINGS (WORKPLAN 1.1.1.)

The program team continued to hold program meetings every Tuesday morning at 9am to update one another on planned activities, coordinate logistics, and discuss key issues as needed. The Program Assistant continues to capture the key action points from the Program Meeting to share with the team members and Chief of Party following each meeting. The process is also helpful in developing the weekly bullets of upcoming activities to send to

USAID.

5.1.2. HOLD YEAR FIVE WORKPLANNING RETREAT

Forty-five (45) people (25 males, 20 females) attended CSML’s two-day Year Five Workplanning Retreat at Kendeja

Resort to reflect on Year Four’s achievements and challenges and outline activities for Year Five

IREX and partner staff held the first annual CSML teambuilding retreat at Quelu Farm

On March 13th and 14th, IREX held a two-day Year Five Workplanning Retreat at Kendeja Resort. Attendees included IREX-Liberia staff and two representatives of IREX-HQ, three representatives from each of IREX’s Main

Partners, four representatives of The Carter Center’s Access to Justice (ATJ) and Access to Information (ATI) teams, two representatives of Social Impact (SI), as well as Nina Bowen and Tizeta Wodajo from USAID.

On March 13th, a representative of each of IREX’s main program and administrative offices, along with TCC ATI and

ATJ, presented on their achievements and lessons learned from Year Four; the opportunity was given after each presentation for questions and discussion. On the 14th, each program and administrative office presented on their planned activities for Year Five and again took questions and fostered discussion with the participants to ensure that activities planned for Year Five were fully thought out, realistic, and supported an overall exit strategy for our Main

Partners. The full PowerPoint presentation from the retreat and retreat Agenda are included with this report as

Attachments 1 and 2, respectively.

To provide an opportunity for teambuilding and relaxation following a rigorous two-day workplanning retreat, IREX hosted an event at Quelu Farm in Careysburg on March 15th for all IREX staff and representatives of all seven MPs.

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The teambuilding event featured games including jump rope, Duck Duck Goose, Tug-o-War, and rice bag races. One

IREX-HQ staff member and one Social Impact representative also joined us for the retreat. The Partners expressed gratitude for the opportunity to enjoy the beauty of Quelu Farm, and though the games were at times intense, they enabled the staff and partners to interact on a new level, and work together to accomplish tasks in an informal, fun environment.

5.2. OBJECTIVE ONE: (WORKPLAN 1.2.)

5.2.1. ENHANCE INSTITUTIONAL CAPACITY OF RPS (WORKPLAN 1.2.1.)

Participatory organizational assessments of the seven (7) MPs and two other partners were completed

The CS and M&E Teams completed the participatory organizational assessments of the six main partners, DEN-L, and two former RPs. The results will be shared with the partners and used to identify capacity building goals for the next year, and they will be reported through the Performance Management Plan (PMP).

The Young Men’s Christian Association (YMCA) is now using the CSML organizational assessment tool to assess the various YMCA branches in Liberia for use in making plans for intervention.

5.2.1.1. PROVIDE INTENSIVE ORGANIZATIONAL DEVELOPMENT (OD) TRAINING FOR RPS FOR THEIR OWN

INSTITUTIONAL SUSTAINABILITY AND FOR TRAINING/MENTORING OTHERS (WORKPLAN 1.2.1.2.)

Twenty three (23) Main Partner Trainers and Mentors (12 males, 11 females) took part in the second phase of the

Organizational Development (OD) training led by a regional consultant

The regional OD consultant Dr. Inkoom came to Liberia in January to lead the second OD training for Main Partners’

Master Trainers, and Mentors. After focusing on their individual action plans from the first training phase, the training worked on the cycle of experience, leadership in organizations, change management, multiple realities and conflict transformation, and the stance of the OD intervener. The last day focused on strategic planning, laying out the steps of the strategic planning process, and introducing basic tools.

At the end of the last OD training the participants asked for more work on strategic planning because of the demand from many CSOs. The consultant will therefore provide more focus on it for the next and final training session, emphasizing practical use of the tools. Arrangements were made during the quarter for him to return in May-June.

The CSML staff in the RP organizations are looking for opportunities to start using the OD skills they have acquired to effect change in their own organizations. The New Africa Research Development Agency (NARDA) Master Trainer was able to use the change management quadrant to facilitate a strategic planning workshop for NARDA members and reported that it was successful.

5.2.1.2. PROVIDE RPS MORE TRAINING AND EXPERIENCE IN GRANT MAKING (WORKPLAN

1.2.1.4.)

The CS Team signed over four hundred seventy nine thousand dollars ($479,000) to RPs for mentoring and CSO grants for Year Five

After operating the Subgrants Review Committee for six months and providing additional training to the MTs and

Mentors on proposal writing and the grant process, the CS Team determined that it was time to close the process.

Expectations are that RPs should spot grant weaknesses during the mentoring process and coach the CSOs to make the necessary revisions, they will then send finalized proposals to the CS Team for review. After approval RP staff will also send the draft Fixed Obligation Grant (FOG) to the CS Team for review before signing. At the end of each month the RPs will submit a table showing the status of grant milestones and payments.

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The CS Team prepared and distributed new materials to RPs for developing their Year Five grant proposals, and the

RPs worked on them in February and March. By the end of the quarter all proposals were finalized, the CS Team obtained USAID concurrence, and all four Year Five FOGs were signed. Three of the four RPs had received their first milestone payments at the end of the quarter. The RPs are also finalizing and preparing reports on year 4 activities to enable them to meet the April 15th deadline for completion of the last milestone to close out the old grants.

5.2.1.3. BUILD MTS’/MENTORS’ SKILLS TO PROVIDE INDIVIDUALIZED ASSISTANCE IN BOARD DEVELOPMENT

WITHIN THEIR ORGANIZATIONS AND TO CSOS/CRSS (WORKPLAN 1.2.1.8.)

After preparing and delivering board training in the previous quarter, the RPs had several opportunities to assist

CSOs in various aspects of restructuring or improving their boards (see 5.2.2.2. for examples).

5.2.1.4. BUILD MTS’/MENTORS’ SKILLS TO PROVIDE INDIVIDUALIZED ASSISTANCE IN STRATEGIC PLANNING

WITHIN THEIR ORGANIZATIONS AND TO CSOS/CRSS AS NEEDED (WORKPLAN 1.2.1.9.)

As noted in 5.2.1.1., strategic planning was one component of the OD training delivered to RPs this quarter, and arrangements have been made with the same consultant to provide additional practical training next quarter.

5.2.1.5. HOLD QUARTERLY MENTORING WORKSHOPS FOR RP TRAINERS/MENTORS (WORKPLAN

1.2.1.10) Eighteen (18) RP staff (11 males, 7 females) participated in planning exercises for Year Five and the annual retreat.

The last mentoring workshop was replaced with the Civil Society Year Five workplan planning meeting; held several weeks before the Workplanning Retreat (described in section 5.1.2.). It was structured in two parts, review of Year

Four and strategies for Year Five. A representative of each of the four RPs and TCC made a presentation of the work done in five areas—training materials development; training delivered, both for RPs and CSO/CRSs; mentoring to

CSO/CRSs; granting to CSOs; and Access to Justice. Each presentation identified achievements and challenges and was followed by discussion.

The participants were then divided into working groups to start off the Year Five discussion, with at least one IREX representative joining each group. The five focus areas identified earlier by IREX staff were CSO capacity building; RP capacity building; elections, advocacy, and Constitution review; Access to Justice; and exit strategy. Groups were given cards on which they wrote their ideas and taped them on the wall under the five focus areas. The large group then discussed, arranged together, and in some cases prioritized the ideas posted. Results from this exercise were used by the CS Team to develop proposed activities for Year Five. The CS Team compiled all the information into

PowerPoint slides that were presented at the Year Five CSML Wokrplanning Retreat (see section 5.1.2.). All four RPs were well represented at the retreat and made valuable contributions toward final plans for year five.

5.2.2. ENHANCE THE INSTITUTIONAL CAPACITY OF CSOS AND CRSS (WORKPLAN 1.2.2.)

Participatory organizational assessments were completed with 78 CSOs and CRSs

The RPs and RSC completed facilitating the annual participatory organizational assessments of all CSO and CRS partners during the quarter. The RPs emphasized the need to involve as much as possible the same people who participated in the past years’ assessments to provide consistency in the rating process from year to year.

5.2.2.1. PROVIDE INCREASED MENTORING ALIGNED WITH CAPACITY BUILDING PLANS; MONITOR PROGRESS

AND UPDATE AS NEEDED (WORKPLAN 1.2.2.2.)

Nine (9) CSOs further developed their financial management systems

Six (6) CSOs showed notable improvement in their use of computer technology

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Five (5) CSOs learned techniques for improving their proposal writing skills

Twelve (12) CSOs made substantial progress in their organizational management as a result of the mentoring they received

CSO mentoring in the last quarter of Year Four focused on completing the work laid out in their Year Four capacity building plans. For many this included financial management. Mentoring partner NARDA worked with five of the larger Monrovia CSOs—Flomo Theater Production (FTP), African Network for the Prevention and Protection against

Child Abuse and Neglect (ANPPCAN), We Care, Children Assistance Program (CAP) and National Adult Education

Association of Liberia (NAEAL) in planning and budgeting, financial reporting, basic accounting systems, and records.

NARDA set up an account balance form that the four CSOs now do on a weekly basis to track beginning and ending cash balances, deposits, and checks issued for bank accounts. They are all using a cash receipts book to record receipts and a cash payments book for all payments. During recent mentoring sessions NARDA reviewed sample reporting forms showing trial balances and looked at income and expenditures, balance sheets, and bank reconciliation statements.

As a result of the mentoring, ANPPCAN has upgraded its financial system and opened two separate accounts to better segregate funds. Flomo Theatre, which has perhaps come nearer to completing all goals of the Year Four capacity building plan than any other CSO, has used its mentoring assistance to develop a finance manual, an important undertaking in this environment of frequent staff turnover. NARDA installed QuickBooks 2009 Software in

NAEAL’s and Children Assistance Programme’s (CAP) offices and is providing ongoing training to their Finance

Officers as they learn to use it.

A few upcountry CSOs also worked on financial management. Lofa Net’s finance staff has improved its electronic and hard copy filing system. Rebuild Africa has fully adopted an electronic financial report system and has finalized a basic administrative form for procurement requests. Bassa Youth Caucus spent mentoring time improving its skills in budget preparation. Amu Wulu Forum staff were able to display copies of requisition forms and explain the procedures and how the process works. They have also drafted and finalized a standardized procurement procedure.

Other CSOs focused on building staff’s computer skills. Many upcountry CSOs do not have computers in their offices but need the skills so they can work and store their documents on flash drives. This irregular access to practice time has slowed progress, but some in the southeast with mentoring partner West Africa Network for Peacebuilding

(WANEP) and in Grand Bassa with mentoring partner Women NGOs Secretariat of Liberia (WONGOSOL) determined to make it a priority for Year Four. As a result, six reported notable progress in the last quarter. Four staff persons at

Sustainable Agriculture Programme for Liberia (SAP) worked with mentors on MS Excel for payment vouchers, budget calculations, and developing an activities timeline. Refugees Education Sponsorship Program Enhancing

Communities Together (RESPECT) and Bassa Youth Caucus focused on Internet usage—browsing, downloading files, saving, retrieving, and printing out documents—thus enabling them to use Internet cafes. Bassa Concerned Citizens

Movement (BCCM) and Buchanan Child Community Based Care (BUCCOBAC) have mastered simple use of MS Word, MS Excel, and Internet browsing. At Bassa Women Development Association (BAWODA), the mentees can now boot the computer, launch MS Word or Excel, and merge cells in Excel. Amu Wulu Forum staff improved their knowledge of MS Excel.

Several other CSOs had identified financial sustainability as a weakness during their Year Three organizational capacity assessment and put proposal writing in their Year Four capacity building plan. During the last quarter they made significant gains. CODRA has used its experience training Bong County citizens in budget monitoring to win a grant from the Ministry of Finance. The grant is intended to involve rural people, especially women and youths, in budget processes while encouraging greater transparency in public spending by government actors. Participants

CSML January-March 2014 Quarterly Report Page 13 from two women’s groups and two youth groups each in Nimba and Bong Counties will monitor and track expenditures of the Ministry of Health and Social Welfare County Health Team and the Ministry of Education County

Education Office in each county and two County Social Development Fund projects. CODRA’s Executive Director

Lasanah Dukuly is pleased to be able to make women and youth aware of their rights and responsibilities with regard to government budgeting and expenditures processes and expects that one outcome will be their continuing activities to demand and ensure accountability. He and his team are especially happy to be collaborating with the

Liberian government.

Four other CSOs continued making progress in proposal writing skills during the quarter. Three staff members of

Institute for Research and Democratic Development (IREDD, formerly LDI) how and why the activities timeline should be aligned with the description of activities in the proposal narrative and demonstrated how to put formulas into Excel budgets for calculating the “Total” column instead of doing it on a calculator. They and Save My Future

(SAMFU) learned how to acquire reference information from the Internet for proposal writing. Southeastern Women

Development Association (SEWODA) exhibited mastery of project budget development this quarter. Ballet Gedeh

Rooster learned how to perform a needs assessment by conducting meetings, focus groups, a random survey, and

Internet research as a prelude to developing a project proposal.

At least twelve CSOs received mentoring assistance this quarter in various aspects of organizational management.

Following are some of the gains made:

Feeding House Organization (FHO) completed its revised Articles of Incorporation to make the “Aims and

Objectives” section more consistent with its vision and mission. Sectoral focuses are now agriculture, rural development, and advocacy.

RESPECT worked this quarter on its strategic plan and reviewed its programs, mission, and vision. It has also made amendments to the Articles of Incorporation, including its vision, mission, nature of board, programs, and structure.

ALICOR revised its Constitution and By-laws to open officers’ positions to non-managers and obtained approval at the General Assembly in March. A CSML grant provided assistance for the General Assembly meeting and for temporary staff to include a program officer/fund raiser. See 5.6.5. for details.

CAP’s Secretariat completed the drafting of a Human Resources Policy that is awaiting approval by management and the Board.

Concerned Christian community (CCC)’s constitution has been revised and is pending approval by the Board.

A staff manual was also written, and copies have been given to staff of the secretariat and in the field.

Finally, CCC developed an annual work plan that is now being used to prepare weekly plans by staff members.

Flomo Theater held a staff retreat this quarter at which a three-year strategic plan was developed and put in place.

NAEAL’s new HR policy was reviewed by the Board of Directors this quarter but not approved because of a question about staff benefits. The mentoring partner will help them work through it in the coming quarter.

NAEAL also completed a constitution revision process that is ready for the next board meeting in April.

We Care completed the first draft of a Human Resources Policy and sent copies to the various departments within the organization for their input.

United Muslim Women Advocacy and Empowerment Organization (UMWAEO) completed the setting up of a filing system during the quarter; this is the first time they have kept files and organized them according to a system.

Community Safety Initiative (CSI) began utilizing logistics operations forms this quarter that were developed in the previous quarter, including a motorcycle log to track movement and fuel use. Also all job descriptions and contracts have been revised to include the code of conduct developed last quarter.

CSML January-March 2014 Quarterly Report Page 14

Humanitarian Initiative for County Development (HICOD) (formerly ROCH) conducted an orientation program on its new code of conduct. CSOs that are all volunteers such as this one are still encouraged to have job descriptions, HR policies, etc. to improve operations, encourage professionalism, and allow them to make a smooth transition as they evolve.

Village Development Fund (VDF) staff persons signed their new code of conduct and had them attached to their contracts.

5.2.2.2. PROVIDE VARIED TRAINING OPPORTUNITIES BASED ON INSTITUTIONS’ NEEDS AND

INTERESTS (WORKPLAN 1.2.2.3.)

Sixty (34 male, 26 female) CSO participants were trained in Youth Mainstreaming

FOI training was delivered to RP and RSC staff as well as CSOs, totaling 56 participants (41 males, 15 females)

Advocacy III/Election and Constitutional Review training was delivered to forty-three CSO staff (36 males, 7 females)

CSOs not in the RSC pilot were invited to seven (7) training workshops in year 4; CSOs in the RSC pilot were invited to four (4) trainings not including specialized RSC training in SEC and OD

Four (4) CSOs made successful efforts to improve the functioning of their boards of directors after their board development training

Three (3) CSOs have adopted gender mainstreaming strategies since their gender training

Youth Mainstreaming training was carried to all CSOs and CRSs in the quarter under review. A total of 60 persons benefited from the training, comprising 34 male, 26 female, 43 youth, and 17 adult participants (see section 6.2.2.

for details).

RP and RSC Trainers and Mentors received a one-day training in the Freedom of Information (FOI) law from

TCC/ATI’s Senior Project Coordinator and then facilitated training to all the CSOs. The training included examples and case studies to illustrate the kinds of requests that can be made and issues that arise in meeting them. The combined number receiving training was 56 (41 males, 15 females, 32 youths and 16 adults).

A local consultant was engaged to develop materials and facilitate training for Advocacy III, which focused on issues related to the election and the Constitution Review process. He delivered the four-day training to RP and RSC

Trainers and Mentors, who in turn delivered it to all CSML CSOs (see section 5.9.2. for details).

At the end of Year Four, all CSOs not in the RSC pilot group received training in seven of the topics discussed in the

Year Four annual workplan, and those in the RSC pilot received training in four of the topics along with their RSC-specific training. Training results among CSOs during the quarter under review were largely manifested in two areas, board development and gender mainstreaming.

Board development training for CSO directors and board chairs occurred in November-December, and mentoring continued through the quarter under review. The accomplishments of four CSOs in this short period are worth highlighting, and two—Flomo Theatre and Gbarzon Youth Development Association (GBAYDA)—especially stand out.

Flomo Theatre re-organized its board, which has long been dormant, and hosted its first board orientation meeting, which all attended. A copy of the CSML Board Development manual was handed to each new board member, and the Director went through it highlighting board members’ roles and responsibilities. Copies of the organization’s constitution and HR Policy were also distributed. A board member reported to the mentoring partner, NARDA, that the meeting was well planned and beneficial. NARDA wrote in its report that “the euphoria created at this first

CSML January-March 2014 Quarterly Report Page 15 meeting is a good sign that FTP is ready to move forward more successfully this year. This is a success story for us in that the issue of reorganizing this board has always been among our critical issues discussed, and to see it being professionally implemented is worth commendation.”

Likewise, the board members of GBAYDA began taking their positions more seriously since gaining a better understanding of their role. Two board meetings were held during the quarter, which was unusual, and members went further by setting up committees to carry out their various responsibilities. They also personally participated in a vegetable production project that is a means of raising revenue for the organization.

The board of Ballet Gedeh Rooster is now requesting help in re-structuring, while CAP, which has not held a board meeting since 2012, is now scouting for potential new members.

Gender mainstreaming training was delivered in July-August and has been followed by mentoring. Since that time, three CSOs took significant steps to establish proactive gender mainstreaming policies (see section 6.1. for details).

5.2.3. PROMOTE RECONCILIATION AMONG CITIZENS THROUGH CSO LED ACTIVITIES (WORKPLAN 1.2.3.)

5.2.3.1. PROVIDE ADVANCED TRAINING, MENTORING AND GRANTS TO APPROPRIATE CSOS/CRSS

(WORKPLAN 1.2.3.2.)

One (1) CSO united fifty (50) members of a troubled district through a reconciliation conference between youth and elders

One (1) CSO created a plan for mitigating conflict through a reconciliation conference between two feuding tribes in one town

Two CSOs held reconciliation activities with CSML small grants this quarter. GBAYDA, a youth group, held a two-day reconciliation conference between youth and elders in Polar Town, Gbarzon district, Grand Gedeh County. The idea was an important one for that district, a very poor area that lies off the county’s main road. As the youth wrote in their proposal, “hunting, low land, and high land farming and mining are the livelihood of the people of the district.

The district suffers marginalization in terms of the provision of basic social services (lack of roads, clinics, schools, courts, police and safe water system etc.) by central government.” Furthermore, relationships were badly damaged during the war among people of the same tribe and district because of the role that young people played as members of fighting forces, especially toward their elders. As the proposal’s problem statement explained, armed youth “alleged that elders of their district were witch hunters and perpetrated the killing of youths in the district, for which some elders were harassed and killed by armed youths, leaving their children and wives living with trauma…The situation over the years became worse and tore relationships apart…thereby creating room for the clash of different ideas and feelings between the youth and elders.” Interviews during their needs assessment identified 21 district citizens who had been savagely killed by youth turned soldiers. In meetings GBAYDA held in five towns to discuss what was impeding progress in the district, some “elders pointed out that the youth during the crisis inflicted pain and trauma on them and as such they have no trust in the youth because of what they did during the crisis.”

For this reason GBAYDA used a CSML grant to organize a two-day conference that brought together 50 participants including the District Commissioner, District Youth Leader, District Chief Elder, 15 elders, 14 women leaders, and 18 youth leaders. During the two days, discussions were held that generated thoughtful responses. On the afternoon of the second day they reached common ground on the development of a united platform for moving forward. This was sealed with the performance of a traditional ritual, in which the youth presented a white rooster to the elders of the district, a ceremony that symbolizes reconciliation, peace, and transformation in the Kahn context. At the end of the conference, the parties signed a joint communiqué that will serve as a guiding tool for lasting peace and reconciliation in the district.

CSML January-March 2014 Quarterly Report Page 16

Another reconciliation grant was implemented in Lofa County during the quarter. Lofa Net held a conference to lay the groundwork for improved relations between Lormas and Mandingos in the town of Ziggida. They worked through a group comprising both Lorma and Mandingo women known as the Be Bold Women Group and through the Ziggida Conflict Management Committee (ZCMC). The ZCMC was already functioning but needed coaching on how to watch out for early warning signs of conflict. For this reason, the Master Trainer from the RP WANEP, who has experience with conflict early warning systems, joined Lofa Net’s RP, YMCA, in mentoring them through the process. The two days of meetings involved 34 participants (22 males, 12 females, 24 adults, 10 youths). After introductory formalities, the facilitators (a local person and the WANEP trainer) asked participants to explain how they lived in the town prior to the war, what went wrong, and how they can re-unite to bring development to Ziggida once again. This was a storytelling session, during which everyone expressed opinions about the problem and committed themselves to ensuring that peace is sustained for the good of the town. This session was followed by group work with three groups divided according to age and gender to develop answers to those questions.

Presentations of the groups led to development of action points, the first of which was that WANEP continue its assistance in developing a system for managing conflicts. Other action points included:

To identify frequently occurring cases

Religious leaders to share non-violence information during religious ceremonies

Parents to provide guidance to their children for non-violence support in managing conflict

The ZCMC to meet twice a month to review activities

The ZCMC to mediate cases promptly before tensions can increase

Regularize community visitation to sensitize community members

To encourage group work such as the cultivation of cassava and other crops whose proceeds can be used to undertake a joint guest house project

Ziggida has always been a potential flashpoint for violence because of the ethnic tension between the…