CSML_QR_042014-062014.pdf

CSML

Civil Society and Media Leadership Program

QUARTERLY REPORT

April to June 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

CSML April-June 2014 Quarterly Report Page 2

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. FULLY INTEGRATE CSML PARTNERS AND ENHANCE COLLABORATION (WORKPLAN 1.1.)

5.1.1. ENHANCE COLLABORATION WITHIN CSML (WORKPLAN 1.1.1.)

5.1.2. ENHANCE COLLABORATION WITH AND AMONG PARTNERS (WORKPLAN 1.1.2.)

5.2. OBJECTIVE ONE: CSOS HAVE MEASURABLY INCREASED ORGANIZATIONAL CAPACITY AND CULTURE TO

SERVE AS A VEHICLE FOR REPRESENTING THEIR MEMBERS’ NEEDS (WORKPLAN 1.2.)

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

5.2.2. ENHANCE THE INSTITUTIONAL CAPACITY OF CIVIL SOCIETY ORGANIZATIONS (CSOS) (WORKPLAN

1.2.2.)

5.2.3. PROMOTE RECONCILIATION AMONG CITIZENS THROUGH CSO LED ACTIVITIES (WORKPLAN 1.2.3.) ... 17

5.3. OBJECTIVE TWO: ADVOCACY CSOS HAVE CAPACITY TO MONITOR GOVERNMENT POLICY, PERFORMANCE

AND EXPENDITURES (WORKPLAN 1.3.)

5.3.1. PROMOTE ADVOCACY AND ADDRESS CORRUPTION THROUGH CSO LED ACTIVITIES (WORKPLAN 1.3.1.)

5.4. OBJECTIVE THREE: ENHANCE PERCEPTIONS OF CSOS BY GOVERNMENT AND OF THE GOVERNMENT AND

CSOS BY CITIZENS (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 (WORKPLAN 1.4.2.)

5.5. OBJECTIVE FOUR: INDEPENDENT MEDIA OPERATES MORE PROFESSIONALLY (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 1.5.4.)

5.5.5. HIGH SCHOOL TO JOURNALISM INITIATIVE (WORKPLAN 1.5.5.)

5.5.6. INVESTIGATIVE JOURNALISM INITIATIVE (WORKPLAN 1.5.6.)

5.5.7. ON-LINE MEDIA RESOURCES CLEARINGHOUSE (WORKPLAN 1.5.7.)

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5.6. OBJECTIVE FIVE: COMMUNITY RADIO STATIONS IN 7 TARGET COUNTIES ENGAGE WITH COMMUNITIES, DIVERSIFY LISTENING AUDIENCE AND IMPROVE REACH (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.)

5.6.4. ENHANCE TECHNICAL SUSTAINABILITY OF CRSS (WORKPLAN 1.6.4.)

5.6.5. EXIT STRATEGY (WORKPLAN 1.6.5.)

5.7. OBJECTIVE SIX: SMS TECHNOLOGY IS USED AS A LINK BETWEEN PEOPLE AND THEIR LEADERS (WORKPLAN

1.7.)

5.7.1. ENSURE EFFECTIVE USE OF SMS SYSTEM (WORKPLAN 1.7.1.)

5.7.2. INCREASE INTERACTION BETWEEN SMS HUBS AND CSOS (WORKPLAN 1.7.2.)

5.7.3. INCREASE CITIZEN AWARENESS AND USAGE OF SMS (WORKPLAN 1.7.3.)

5.7.4. ENSURE SUSTAINABILITY OF SMS INITIATIVE (WORKPLAN 1.7.4.)

5.7.5. SHARE LESSONS LEARNED WITH OTHER IREX/USAID PROJECTS (WORKPLAN 1.7.5.)

5.8. OBJECTIVE SEVEN: ENGAGE CIVIL SOCIETY AND THE MEDIA TO ADVANCE THE ESTABLISHMENT OF THE

RIGHT TO ACCESS TO INFORMATION (WORKPLAN 1.8.)

5.8.1. CONTINUE DEVELOPING AND MAINTAINING AN FOI TRACKING SYSTEM (WORKPLAN 1.8.1.)

5.8.2. PROVIDE FOI TRAINING FOR CSO NETWORK LEADERS (WORKPLAN 1.8.2.)

5.8.3. SUPPORT COUNTY FOI NETWORKS TO ENCOURAGE USE OF FOI LAW (WORKPLAN 1.8.3.)

5.8.4. PROVIDE SUPPORT TO CSOS TO UNDERGO THEMATIC CAMPAIGNS (WORKPLAN 1.8.4.)

5.8.5. COMMUNICATE REQUESTS FOR INFORMATION AND RESPONSES ON AN ONGOING BASIS TO GENERAL

PUBLIC (WORKPLAN 1.8.5.)

5.9. OBJECTIVE EIGHT: STRENGTHENING CIVIL SOCIETY AND THE MEDIA FOR TRANSPARENT ELECTIONS

(WORKPLAN 1.9.)

5.9.1. HOLD MONTHLY ELECTION COORDINATION MEETINGS (WORKPLAN 1.9.1.)

5.9.2. VOTE SMART VANS (WORKPLAN 1.9.2.)

5.9.3. SPECIAL ELECTION GRANTS (WORKPLAN 1.9.3.)

5.9.4. JOURNALISM TRAININGS (WORKPLAN 1.9.4.)

5.9.5. ELECTION REPORTING CENTER (WORKPLAN 1.9.5.)

5.9.6. TAKING THE CANDIDATES TO THE PEOPLE AND THE PEOPLE TO THE CANDIDATES (WORKPLAN 1.9.6.) .

5.9.7. WOMEN'S EMPOWERMENT (WORKPLAN 1.9.7.)

5.9.8. ELECTION COORDINATION COMMITTEE (WORKPLAN 1.9.8.)

5.10. OBJECTIVE NINE: PILOT REGIONAL SUPPORT CENTER SUPPORTS REGIONAL CSOS AND CRSS IN ACHIEVING

INSTITUTIONAL AND FINANCIAL SUSTAINABILITY (WORKPLAN 1.10.)

5.10.1. ENSURE EFFECTIVE IMPLEMENTATION OF SOCIAL ENTERPRISES (WORKPLAN 1.10.1.)

5.10.2. PROMOTE ORGANIZATIONAL DEVELOPMENT OF PARTNER CSOS/CRSS(WORKPLAN 1.10.2.)

5.10.3. ENHANCE IMPACT OF THE REGIONAL SUPPORT CENTER (WORKPLAN 1.10.3.)

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5.10.4. SPECIAL ELECTION GRANTS (WORKPLAN 1.10.4.)

6. GENDER AND YOUTH (WORKPLAN 2.)

6.1. ENSURE EFFECTIVE IMPLEMENTATION OF THE GENDER AND YOUTH MAINSTREAMING STRATEGIES

(WORKPLAN 2.1)

6.1.1. ENHANCE GENDER AND YOUTH MENTORING WITH CSOS AND CRSS (WORKPLAN 2.1.2.)

6.1.2. PRODUCE GENDER TRAINING TOOLKIT (WORKPLAN 2.1.4.)

6.1.3. WORK WITH LIWOMAC TO PROVIDE TECHNICAL SUPPORT TO FEJAL TO ROLL OUT SEA

PREVENTION/AWARENESS CAMPAIGN IN THE MEDIA (WORKPLAN 2.1.5.)

6.1.4. PROVIDE SMALL GRANTS TO CSOS/CRSS TO CONDUCT GENDER AND YOUTH-ACTIVITIES (WORKPLAN

2.1.7.)

6.1.5. PROVIDE INTERNSHIPS WITHIN CSML MAIN PARTNER ORGANIZATIONS FOR PROMSING YOUTH

(WORKPLAN 2.1.8.)

7. GRANTS (WORKPLAN 3.)

7.1. ENSURE COMPLIANCE WITH USAID AND IREX POLICIES (WORKPLAN 3.1)

7.1.1. ENSURE ALL SUBGRANT DOCUMENTS ARE PROPERLY FILED IN LINE WITH CSML CLOSEOUT SCHEDULE

(WORKPLAN 3.1.1.)

7.1.2. ENSURE ALL SUBGRANT INFORMATION IS POSTED INTO IKNOW TRACKING SYSTEM REGULARLY

(WORKPLAN 3.1.2.)

7.2. PROVIDE SUPPORT TO CS, MEDIA, RSC, AND GENDER & YOUTH DEPARTMENTS AS NEEDED (WORKPLAN

3.2.)

7.3. ADMINISTER GRANTS (WORKPLAN 3.3.)

8. MONITORING AND EVALUATION (Workplan 4.)

8.1.1. ADMINISTER THE PMP (WORKPLAN 4.1.1.)

8.1.2. IMPROVE CENTRALIZED SYSTEM FOR DATA COLLECTION (WORKPLAN 4.1.2.)

8.1.3. CONDUCT ASSESSMENTS (WORKPLAN 4.1.5.)

8.2. TRAINING AND TOOLS (WORKPLAN 4.2.)

8.2.1. PROVIDE TECHNICAL ASSISTANCE TO MAIN PARTNERS FOR PROGRESS IN M&E SYSTEMS (WORKPLAN

4.2.1.)

8.2.2. PERFORM ELECTRONIC ARCHIVING OF ALL CSML M&E RESOURCES (WORKPLAN 4.2.2.)

9. ATTACHMENTS

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1. EXECUTIVE SUMMARY

The beginning of our fifth year of implementation has coincided with several important new and significant activities for the CSML program and our partners. This includes the launch and roll-out of activities under our reactivated

Objective 8: Strengthening Civil Society and the Media for Transparent Elections, the holding of our first Regional

Partners’ Meeting, and intensified efforts to capture and describe the impact of the CSML program as we near our closeout in February 2015. As an example of this latter focus, this Quarterly Report features a new approach which was first introduced in the previous Quarterly Report. Rather than a bulleted list of italicized quantitative accomplishments, the Program Results section now features six “Impact Stories”—stories from our partners and staff that highlight the answer to the all-important question—“so what?” With all of our trainings, workshops, subgrants, meetings, and mentoring—what do we have to show for it? How have individuals, organizations, and the civil society and media sectors overall benefitted from IREX’s efforts and USAID’s investment? We believe that these

Impact Stories along with the content throughout this report will answer these questions and will reflect the important work that our partners do towards achieving CSML’s central goal: to sustain peace in Liberia through greater inclusion, giving a voice to, informing and engaging Liberian citizens.

Much of the program activity this quarter has focused on CSML’s reactivated Objective 8, which aims to increase productive information sharing and engagement with citizens on the upcoming Special Senatorial Election in October

2014 and the Constitutional Review process which will be ongoing through 2015. This election work features a return to some of our most successful activities in 2011, including the Liberia Media Center’s (LMC) Election

Reporting Center, the Press Union of Liberia’s (PUL) moderated debates with candidates, and training for Monrovia and up-country-based journalists on issue-focused and conflict-sensitive journalism. In 2014 our focus extends to include greater participation from our civil society partners, including the Young Men’s Christian Association (YMCA), who will organize essay-writing contests for high school students and out-of-school youth; the West African Network for Peacebuilding (WANEP), who will hold candidates accountable to non-inflammatory language and non-violence throughout their campaigns; and the Women NGOs Secretariat of Liberia (WONGOSOL), who will ensure that

Liberian women are fully engaged and informed about their right and responsibility to vote and have their voices heard. In addition to providing these new projects for existing Main Partners, new partners also emerge with creative approaches to civic education, including National Youth Movement for Transparent Elections (NAYMOTE) and their implementation of the Vote Smart Van initiative.

CSML’s many partners and various activities are what allow the impact of our program to be so far reaching—but they also point to the need for continuous coordination and sharing of lessons learned. For the election program this has been manifested in monthly coordination meetings of the ten implementing partners; for the program overall this led to holding the first Regional Partners’ Meeting in Gbarnga, Bong County in June. With over 100 participants and at least 37 civil society and media partners represented, the meeting created an opportunity for all those participating to share their experiences, learn from one another’s successes, and build upon these lessons learned. Featuring a serious of panels on various topics including organizational development and advocacy, the meeting was productive, informative, and well-timed as the CSML program comes to an end and IREX and our partners strive to sustain the gains achieved thus far for the long term benefit of the civil society and media sectors.

The aim of the Regional Partners’ Meeting reflects the aim of this last year of implementation—this is a time to reflect, to take stock, and to appreciate all that we’ve accomplished while simultaneously recognizing that the work we all strive to do in Liberia is far from complete. As we now enter the second quarter of our final year, we will continue to learn from these lessons, further the strategies that work and move on from those that don’t, and work alongside our partners to fully prepare them to continue this work long after February 2015.

2. PROGRAM PURPOSE

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

rjohansen Highlight

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3. PROGRAM RESULTS

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

CSO Improves Sanitation in Five Communities as a Result of CSML Proposal Writing Training

Poor water and sanitation is a major contributor to disease throughout

Liberia, and many communities lack the resources to fund improved sanitation facilities, including the communities of Kolahun District, in Lofa

County. Following their participation in two CSML grant writing workshops and buttressed with the support of their Mentor from YMCA, Humanitarian Initiative for County Development (HICOD) wrote a proposal for a water and sanitation project to PLAN Liberia and were successful in winning a US$34,000.00 grant to construct hand pumps and public latrines. Today this project provides safe drinking water and clean latrines for six thousand vulnerable women and children in five communities in Kolahun District, thus minimizing the spread of disease. HICOD also has the skills and the confidence to continue to seek funds to achieve its organizational goal of expanding affordable education, livelihood, and outdoor recreation for women, youth, and children.

Lessons Learned in SMS for Community Radio Inspires Cross-Continental Knowledge Sharing

IREX implements programs in over 100 countries, and attempts whenever possible to ensure that best practices are shared across programs, countries, and continents. Recently, two CSML staffers travelled to visit

IREX’s Media Strengthening Program (MSP) in Maputo, Mozambique to share experiences and provide training on CSML’s SMS initiative. The journalists quickly took to the idea of using opinion polls to gauge community priorities and following up with the results to promote dialogue among government, the private sector, citizens, and other key stakeholders. The information was so relevant that a lead advisor at the major technical support institution for Mozambique’s 100+ radio stations took the training materials to replicate for community radio stations in his network. Initial responses indicate that the lessons learned in Liberia have far reaching implications for the community radio sector in Mozambique, and potentially throughout the continent.

Partner Community Radio Stations’ Increase Reach and Community-Focused Content

A survey of radio listeners in CSML’s seven counties of implementation has found that CSML’s community radio partners are now reaching 94% of their target population, as compared to the 79% of two years ago. This increase is largely a result of the radio transmitters donated to the stations through the CSML program which enable the station to broadcast to a wider audience in their regions. Additionally, the survey found that the percentage of airtime on partner radio stations dedicated to community issues and dialogue is now 54% as compared to 39% two years ago. These numbers reflect the station staff’s increased interest and commitment to providing relevant community-driven content to their listeners.

rjohansen Highlight

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CSOs Demonstrate Improved Systems and Organizational Capacity as a Result of Mentoring

CSML’s four Resource Partners and Development Education Network-Liberia

(DEN-L) work with 60 civil society organizations of various size and capacity throughout the seven target counties. In the early stages of the CSML program, many of these organizations lacked the basic systems and documentation to validate their status as functioning NGOs—largely inhibited by a lack of awareness of the necessary processes. During this quarter alone, several of these organizations have shown important growth resulting from ongoing mentoring, including seven that improved their filing systems or created new filing systems where they had none; four improved their HR documents and/or initiated HR policies where previously there was none; five substantially improved their financial operations; and one successfully revised their constitution. These improvements reflect improved organizational capacity to understand, adapt, and incorporate systems for the survival of these institutions.

SMS Opinion Poll on Ebola Results in Dialogue with County Superintendent

The use of the SMS platform by a partner radio station led to an unplanned opportunity for collaboration with local government. The outbreak of

Ebola in April 2014 made many Liberians fearful for their health and well-being. The spread of misinformation and assumptions of government complacency further fueled frustration and did little to mitigate risks to individual and community safety. Community Radio Station (CRS) Super

Bongese in Gbarnga, Bong County utilized the CSML SMS platform to gauge listeners’ thoughts on the solutions: is the solution increased security at the Guinea border? Assigning a health worker at the border point? Or should all movement to and from Guinea be terminated? The tallied votes indicated that listeners were equally torn between the three options. Unbeknownst to Super Bongese, the County Superintendent was listening in, and contacted the station requesting to come into the station and respond to the listeners’ suggestions on the air. As a result, listeners received important information regarding the government’s response to Ebola, and an important forum was created to encourage dialogue between local leaders and citizens.

Creative Approach to Citizen Mobilization Inspires Hundreds to Learn About Their Civic Duty

Voter turnout for non-Presidential elections is consistently low in Liberia—many Liberians feel that whoever is elected is unlikely to have any impact on their lives, and worse, elected officials are often assumed to be corrupt—with the well-being of their constituents ranked far lower than their motivation to line their pockets. It is with this understanding that National

Youth Movement for Transparent Elections (NAYMOTE) is using creative approaches to get out the message about voting through the Vote Smart Van project. Dance, music videos, documentary screenings, and public dramas—these are some of the tools the VSV team is using to promote interest and engagement around the Special Senatorial Election and Constitutional review process. In June, the VSV team held community mobilization events in two areas of Gbarnga City. What began with a few dozen volunteers grew into gatherings of over 300 citizens—motorbike riders stopped in their tracks, and young men packed into pick-up trucks strained their necks to see what was happening. The VSV team creates events—happenings—that inspire some of the most marginalized in Liberia to listen, to learn, and to go out on October 14th to vote for the individual who they think best represents their economic, social, and developmental priorities—Inspiring Liberians to Vote

Smart.

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4. PROGRAM ACTIVITIES

4.1. MANAGEMENT OVERVIEW

This quarter marks a significant milestone for the CSML program, as we officially enter our fifth and final year of implementation. The overall management of the program has continued to run smoothly, with some important developments. The hiring of a new Grants Associate to replace the Grants Officer who left in the previous quarter was an important accomplishment that will ensure that the Grants Office continues to provide the valuable oversight and organization of subgrantees documentation, particularly as we approach program close-out. The CSML program was also lucky to receive another graduate student from Georgetown University to serve as an intern for 10 weeks based in the Monrovia office. Victoria Heckenlaible has already proven to be invaluable, providing essential editing, writing, and logistical support to the entire program team as well as partners.

A good deal of time and energy in regards to program and staff management was dedicated in this quarter to the planning and implementation in Gbarnga of the first of two Regional Partners’ Meetings and to the identification and visualization of CSML’s impact through conducting surveys, success stories, and developing infographics. The successful completion of these tasks illustrates the capacity of the CSML team to work collaboratively, and often in a limited timeframe, to achieve impressive results.

In April, an outbreak of the Ebola virus in Liberia led the Chief of Party to temporarily restrict travel to Lofa County— the area with the highest incidences of the virus due to its proximity to Guinea where the outbreak originated. This resulted in the cancellation or rescheduling of some planned activities in Lofa, while some support was adjusted from in-person training to over-the-phone mentoring. IREX encouraged our partners to consider similar restrictions to ensure their safety and well-being. In May the restriction was lifted.

AS CSML has now entered its fifth and final year of implementation, 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

4.2.1.1. PERFORM ROUTINE FINANCIAL ACTIVITIES

4.2.1.1.1. Ensure ongoing financial management of CSML

During the quarter, CSML maintained its burn rate as payments were made on new sub-grants for training and mentoring of civil society and media organizations as well as awareness on the upcoming Special Senatorial Election, contracts, and other program activities. Total expenditure for the quarter amounted to US$934,000.00, representing approximately 37% of the annual budget of US$2,482,000.00.

An IREX team came to Liberia May 12-16 to complete a Field Office Financial Review of the IREX/Monrovia office per the established IREX Field Office Financial Review procedures. The overall findings were quite good; as the team said in its Executive Summary, “In general, we found the systems in place to be sound, with an adequate level of internal controls and segregation of duties. The Finance and Administrative Manager, Korpo Kolee-Watson, and her team should be commended for building strong systems under difficult circumstances.”

4.2.1.1.2. Perform ongoing support to subgrantees on financial management

The Finance Office continued to provide ongoing financial support to subgrantees throughout the quarter. Support to subgrantees included guidance in the preparation of Certificates of Completion for milestone activities, review and correction to milestone payment requests, processing of various milestone payments, and other finance-related activities.

4.2.1.2. PREPARE FOR PROGRAM CLOSEOUT

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4.2.1.2.1. Develop a close-out checklist for finance, administration, and grants

The Finance Office started drafting a close-out checklist for the Finance, Administration, and Grants Department during the reporting period. The checklist will be completed in the next quarter and will include activities, start and completion dates, and staff persons responsible for completing tasks.

4.2.2. ADMINISTRATION

4.2.2.1. ENSURE THAT US-HIRES’ DOCUMENTATION IS UP-TO-DATE

The Administration Office renewed the work permit of one expat staff at the Ministry of Labor. The Office also procured the necessary passport stamps for IREX’s summer intern at the Bureau of Immigration and Naturalization.

4.2.2.2. REVIEW, UPDATE, AND ENSURE ALL PERSONNEL RECORDS ARE PROPERLY FILED

The Administration Office reviewed and updated all personnel records and ensured they were properly filed. The

Office also oversaw the hiring of one new staff member in the position of Grants Associate and completed all orientation and introduction processes. The Administration Office also reviewed and updated the Field Office

Inventory by ensuring that only items with a minimum value of US$1,000.00 be listed on the office inventory list, which was completed and sent to headquarters.

4.2.2.3. RENEW SERVICE CONTRACTS AND OFFICE LEASE AGREEMENT

The Administration Office renewed three contracts during the quarter—the office lease agreement, the security guard service, and the office yard maintenance and garbage collection.

4.2.2.4. PROVIDE SUPPORT TO OTHER DEPARTMENTS AS NEEDED

The Administration Office procured two new vehicles for usage by IREX’s partner NAYMOTE for the Vote Smart Van initiative (see section 5.9.2.). The Office also renewed the annual vehicle insurance for twelve IREX and partner vehicles and renewed three vehicle registrations for 2014-2015.

The Administration Office provided logistical and coordination support for the hosting of the Regional Partners’

Meeting in Bong County (see section 5.1.2.1.). This support included serving on the Advance Team that arrived early to prepare the meeting space and lodging for participants and facilitating participants’ travel.

4.2.3. INFORMATION TECHNOLOGY

4.2.3.1. PROVIDE ONGOING IT SUPPORT AND MAINTENANCE TO IREX

Throughout the quarter the IT Officer provided necessary IT support and maintenance to IREX staff and equipment.

A replacement shared drive server was purchased and installed, internet modems were recharged regularly, and ongoing engagement with the Internet Service Provider (ISP) was conducted to ensure consistent internet access and trouble-shoot problems.

The M&E Associate and M&E Data Clerk also provided valuable support with IT maintenance while the IT Officer travelled in the field to conduct Quarterly Site Visits of the SMS hubs (see section 4.2.3.2.2.1.) and to Maputo, Mozambique for the Field Learning Exchange (see section 4.2.3.2.2. and 5.7.5.). Repairs conducted during that time included maintenance of IREX’s HP printer and the Finance and Administrative Assistant’s computer.

4.2.3.2. PROVIDE IT SUPPORT TO CSML PARTNERS

4.2.3.2.1. Provide support to PUL with OMRCH

During the quarter, The IT Officer provided support to the Press Union of Liberia (PUL) for the Online Media

Resources Clearing House (OMRCH). He monitored stories that were uploaded and shared links of interesting stories on the Facebook and Twitter pages of the OMRCH. The IT Officer worked with the webmaster throughout the quarter to ensure that the site is fully functional.

CSML April-June 2014 Quarterly Report Page 10

4.2.3.2.2. Provide support to LMC with implementation of SMS initiative

In May, the IT Officer along with the Senior Program Manager traveled to Maputo, Mozambique for a field exchange visit to IREX-Mozambique’s Media Strengthening Program (MSP) (described in detail in section 5.7.5.) They conducted SMS training for the MSP team and their partners and provided new information on different SMS technologies and IT infrastructure.

In addition, with the new skills the CSML IT Officer obtained during the field exchange, he will be able to provide more ICT support to the Liberia Media Center (LMC) as they implement the CSML SMS initiative platform and consider whether some of the new technologies identified in Mozambique can be used to promote further citizen engagement in Liberia. The IT officer conducted research to assess whether Frontline SMS would be preferable to the SMS platform currently being utilized by IREX and LMC—specifically to receive complaints messages. In the following quarter the IT Officer, Senior Program Manager, and LMC will work together to determine the best way forward for the complaints component of the SMS initiative, in anticipation of the upcoming Special Senatorial

Election.

The IT Officer also collaborated with the LMC IT Officer to resolve a software license problem on the SMS server operating system. A new license was provided by the server’s vendor. The operating system was activated online, and the server is now fully functional.

4.2.3.2.2.1. PERFORM QUARTERLY MONITORING AND MENTORING OF SMS HUBS

During the quarter, The IT Officer collaborated with the LMC to conduct quarterly site visits to the hubs in Grand

Bassa, Nimba, and Bong Counties (described in detail in section 5.7.1.1.). The IT Officer repaired computers, conducted training of hub staff, and held a series of meetings on the sustainability of the platform during these site visits.

4.2.3.3. CONDUCT EXCEL AND ACCESS TRAINING

4.2.3.3.1. Conduct training to M&E coordinators at MPs

The IT Officer provided support in conjunction with the Civil Society (CS) and M&E Teams to several CSML partners to create M&E Calendars to help them track major activities during the quarter (see section 5.2.1.2.4.). The M&E

Focal Persons and support staff from New Africa Research and Development Agency (NARDA), WONGOSOL, and

YMCA participated in this training, and the remaining Main Partners will receive this training in July 2014.

4.2.3.4. PROVIDE IT SUPPORT TO RSC TO IMPROVE INTERNET ENVIRONMENT

During the quarter, The IT Officer provided support to the Regional Support Center (RSC) in Gbarnga to identify a way forward in regards to the ongoing challenge of slow internet speed. Research was conducted with various

Internet Service Providers (ISPs), and the IT Officer found that the GPS coordinates of DEN-L’s campus render it incompatible with the fiber cables that are now available in Gbarnga. Alternative suggestions were made and the internet committee will work collaboratively to find a final solution.

5. TECHNICAL ASSISTANCE AND CAPACITY BUILDING FOR CSOS AND FOR

INDEPENDENT MEDIA (WORKPLAN 1.)

5.1. FULLY INTEGRATE CSML PARTNERS AND ENHANCE COLLABORATION

(WORKPLAN 1.1.)

5.1.1. ENHANCE COLLABORATION WITHIN CSML (WORKPLAN 1.1.1.)

5.1.1.1. HOST WEEKLY PROGRAM MEETINGS (WORKPLAN 1.1.1.1.)

Throughout the quarter, the Program Team continued to hold weekly program meetings every Tuesday at 9:00 am to update one another on planned activities, coordinate logistics, and discuss key issues as needed. The Program

CSML April-June 2014 Quarterly Report Page 11

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.

5.1.2. ENHANCE COLLABORATION WITH AND AMONG PARTNERS (WORKPLAN 1.1.2.)

5.1.2.1. HOST REGIONAL PARTNERS’ MEETINGS (WORKPLAN 1.1.2.3.)

One-hundred and two (102) representatives from civil society, media, and other key stakeholders (72 males and 30 females) participated in the first Regional Partners’ Meeting in Gbarnga

The first of two Regional Partners’ Meetings (RPM) was hosted June 16-17 in Gbarnga, bringing together 37 organizations and media outlets from five counties: Bong, Lofa, Nimba, Grand Gedeh, and River Gee.

The meeting signified the official launch of CSML’s Objective 8 election activities. Before the meeting was opened, participants gathered outside to watch a brief performance by NAYMOTE and their Vote Smart Van team, demonstrating how they use songs, video, and short statements to impart important election related messages.

During the opening program, National Elections Commission (NEC) Chairman Jerome Korkoya, and USAID DRG Team

Leader Nina Bowen cut the ceremonial ribbon.

The Chief of Party opened the meeting. For the final year of activities, he explained, IREX is engaging all of its 90+ partners to ensure that Liberia benefits from all their experiences. He asked each partner to reflect on their achievements, critically look at the challenges faced, and look ahead to see how the remaining months can reflect these lessons learned. He then presented an infographic with statistics representing some of CSML’s impact. For example, in 2010 partner community radio stations (CRSs) reached 79% of their target population, while today they reach 94%. In 2010, 38% of partner CRSs’ content was devoted to information and news, and today, it is 54%.

In her keynote address Nina Bowen encouraged the CSOs and media partners to share their ideas for a USAID follow on program after the close of CSML. “Without you, we realize that USAID’s work with the government of Liberia will really not have the results we seek to achieve,” she said. She encouraged participants to push for more change and to teach other CSOs and media outlets what they have learned. She specifically asked the CRSs to share their lessons, explaining that USAID programs around the world regularly contact the Liberia office about the community radio program’s success. “While your path seems hard and you’ve gone through many challenges, know that you are not only forging a path here but forging a path for community radio activists in other countries.”

NEC Chairman Jerome Korkoya delivered special remarks before overseeing the launch of CSML’s election activities.

He highlighted the NEC’s appreciation of Liberia’s CSOs and their role in democracy. “Democratic elections…need to be checked, need to be monitored, need to be guarded, and need to be promoted as to ensure transparency,” he said. For these reasons, “civil society and the media have been important partners of the NEC in our endeavor to ensure fair, free, and credible elections.”

Dr. Maureen Taylor, an M&E consultant from Social Impact (SI), introduced the concept of Most Significant Change

(MSC), a qualitative method designed to capture the stories behind the numbers. “Numbers don’t tell the whole story, which is why we need your help to tell your story,” said Dr. Taylor. The partners were asked to submit stories about major changes in their personal lives, organization, community, sector, and cross-sector relationships inspired by the CSML Program in order to add context to the numbers that IREX and its partners have been collecting.

The meeting included seven panels on which representatives of the partners from all the targeted counties had the opportunity to relate their experiences. The total number attending was 102 people—72 males and 30 females. Of this number, 22 came from the media, 35 came from CSOs, 18 from IREX, three from The Carter Center (TCC), and two from SI. The RPM was organized by a multi-partner committee chaired by the Senior Civil Society Program

Officer. The final program for the Regional Partners Meeting is included with this report as Attachment 1.

CSML April-June 2014 Quarterly Report Page 12

5.1.2.2. COMPILE AND SEND TRAINING MANUALS AND OTHER RESOURCE MATERIALS TO HQ

(WORKPLAN 1.1.2.8)

Throughout the quarter, CSML Program Staff finalized various training manuals and materials for onward submission to our headquarters in DC. These include several civil society-associated training manuals developed by the Mentors and Master Trainers as well as CEMESP (see section 5.2.1.5.2.), a training and mentoring manual on basic journalism and content creation developed by the LMC (see section 5.6.5.), and two Monitoring and Evaluation reports resulting from completed surveys (see section 8.1.3.). Other manuals and materials continue to be finalized and will be submitted to HQ throughout the coming months, these include the Vote Smart Van (VSV) Training of Trainers

Manual developed by NAYMOTE and a Gender training manual and toolkit developed by IREX’s Gender and Youth

Manager and Intern.

5.2. OBJECTIVE ONE: CSOS HAVE MEASURABLY INCREASED ORGANIZATIONAL

CAPACITY AND CULTURE TO SERVE AS A VEHICLE FOR REPRESENTING THEIR

MEMBERS’ NEEDS (WORKPLAN 1.2.)

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

The four Resource Partner (RP) organizations and DEN-L completed their assessments for the end of Year Four and laid out their capacity building plans for Year Five.

5.2.1.1. PROVIDE ORGANIZATIONAL DEVELOPMENT TRAINING/SUPPORT TO RPS (WORKPLAN

1.2.1.1.)

5.2.1.1.1. Hold OD III training for MTs and mentors including practicalizing strategic planning

(WORKPLAN 1.2.1.1.)

Twenty-one (21) Master Trainers and Mentors (11 males and 10 females) took part in an intensive training in facilitating strategic planning.

One RP used its training in strategic planning to facilitate a strategic plan retreat of a network of seven (7) CSOs.

Ghanaian Consultant Dan Inkoom led the third round of Organizational Development (OD) training for the Mentors and Master Trainers from all MPs, the RSC, and the Female Journalists Association of Liberia (FeJAL) in May. It was an intensive week-long training focused on facilitating the strategic planning process. The participants had requested this topic during the planning for Year Five because they are frequently asked for this type of support from mentees, but they felt they needed more work on it themselves. Topics included developing a mission, vision, objectives, and goals; and conducting situational, SWOT, and problem analyses. Participants sent their organizations’ strategic plans to the facilitator in advance of the training, and during the training he used them as examples and asked participants to evaluate them using what they had learned.

NARDA was able to put the training to use in the same quarter by facilitating a two-day retreat for seven representatives of the Bong County CSO network BONGONET. They reported that the Quadrant of Change tool was helpful in identifying issues of significance that led to several decisions (see section 5.2.2.1.3.)

5.2.1.2. ENHANCE MONITORING AND EVALUATION CAPACITY OF MAIN PARTNERS

(WORKPLAN 1.2.1.2.)

5.2.1.2.1. Conduct training for other program staff persons (WORKPLAN 1.2.1.2.1.)

SI consultant Dr. Maureen Taylor arrived in June and is staying into July. Among her activities in June was planning with the CS Team for a four-hour training with all the program staff in the RPs. The focus will be on the roles and responsibilities of program staff in the M&E system, including a basic understanding of the systems being set up in their organizations. The M&E Coordinators in each organization will also take part. Training dates are set for early

July.

CSML April-June 2014 Quarterly Report Page 13

5.2.1.2.2. Mentor M&E coordinators on system set up and developing effective M&E tools

(WORKPLAN 1.2.1.2.2.)

Eight (8) M&E Coordinators in the four (4) RP organizations worked with the consultant to improve their skills and upgrade their M&E databases.

Dr. Taylor carried out mentoring visits in June to the M&E staff in each RP to do trouble shooting and consolidate their knowledge and skills for continuance of their work. A second person had been identified in each office to take part as a means for sustaining the M&E database and operations.

5.2.1.2.3. Mentor M&E coordinators on M&E presentations to ED & other program staff in their organizations (WORKPLAN 1.2.1.2.3.)

In discussion with the consultant, the CS Team modified this activity for the M&E Coordinators to engage with their program staff in the latters’ training the following month through demonstrations and exercises rather than making

“M&E presentations.” This will involve the program staff more directly in the workings of their organizations’ M&E systems than a presentation would, while still requiring the M&E coordinators to plan how to explain their systems to their colleagues.

5.2.1.2.4. DEVELOPING M&E CALENDAR (WORKPLAN 1.2.1.2.4.5.)

Twelve (12) M&E Coordinators (8 male and 4 females) in three (3) RP organizations have set up and been trained to use an M&E calendar in MS Access.

The M&E Coordinators in three RPs benefited from one-on-one training in May and June to develop an M&E calendar using Microsoft Access. The calendar will capture all the program events that are to be tracked by the M&E team. This need was identified during a visit last year by the SI consultant who found that the M&E Coordinators did not receive regular information from program staff to know when events requiring monitoring take place.

5.2.1.3. STRENGTHEN RPS’ GRANT MENTORING SKILLS (WORKPLAN 1.2.1.3.)

5.2.1.3.1. Administer increased number of grants to RPs for CSOs (WORKPLAN 1.2.1.3.1.)

Twenty-one (21) CSOs worked on CSML grant proposals with RP assistance.

During the quarter the RPs along with the RSC mentored 21 organizations writing 18 grant proposals for the CSML election grants or Constitution review grants.

5.2.1.4. ENHANCE RPS’ FINANCIAL SUSTAINABILITY (WORKPLAN 1.2.1.4.)

5.2.1.4.1. Build on skills acquired during proposal writing training through mentoring

(WORKPLAN 1.2.1.4.1.)

After RP mentoring, four (4) CSO proposals were approved for funding.

Of the 18 proposals being written by CSOs with RP assistance, 12 were forwarded by the RPs to the CS Team for approval during the quarter under review. The team was able to approve three grants based on the RP’s first submission, while nine had to be returned with instructions for further mentoring. Several of the returned grants came back with revisions, and by the end of the quarter a total of four had been approved. This record has put needed pressure on everyone to get satisfactory projects planned and written in time for implementation before the election, and the RPs are taking the challenge seriously.

5.2.1.5. EXIT STRATEGY FOR RPS (WORKPLAN 1.2.1.5.)

5.2.1.5.1. Establish and convene committee to decide policy on certificates for RP organizations/MTs and mentors at end of program conference (WORKPLAN 1.2.1.5.1.)

A committee composed of the four MTS from the RPs met during the RPM to consider the most appropriate ways to recognize the enhanced capacity acquired by the MTs and Mentors at the end of the program. They proposed that

CSML April-June 2014 Quarterly Report Page 14 all trainers and mentors should be certificated for the skills they attained, and that a further certificate of achievement should be awarded to trainers who participated in the development of training manuals.

5.2.1.5.2. Edit and print training materials and other resource materials (WORKPLAN

1.2.1.5.3.)

Five (5) CSML training manuals were edited and finalized for continuing use by Master Trainers and Mentors after the end of the project.

The CS Team completed the editing of five training manuals and/or materials so that Liberian Master Trainers and

Mentors can use them in providing capacity building assistance to other organizations in the future. They provide core content for each training topic as well as instructions to guide trainers to facilitate exercises for Liberian adult learners. The manuals/materials are listed below and included with this report as Attachments 2 through 6.

Proposal Writing and Report Writing Facilitator’s Manual

Project Cycle Management/Proposal Writing/Report Writing Facilitator’s Manual

Fixed Obligation Grant Training Materials, including PowerPoint and Handouts

Reconciliation Trainer’s Guide in Practice Mediation and Negotiation II

Participatory Governance Training Manual prepared by CSML partner CEMESP

5.2.2. ENHANCE THE INSTITUTIONAL CAPACITY OF CIVIL SOCIETY ORGANIZATIONS (CSOS)

(WORKPLAN 1.2.2.)

One (1) CS0 partner took a significant step toward resolving a long-term dispute that was hampering its progress as a

CSO.

The Senior Civil Society Specialist travelled to Nimba County in April partly to further investigate a schism within

EARS for the Masses (EARS) between two factions claiming to each be the true representatives of the CSO. This had been investigated earlier by the RP Mentor when a letter from one faction was sent to IREX in 2013 stating that the other faction (those in Sanniquellie) had been suspended from the CSO because of theft of funds. The Mentor reported that the accused persons had been working as the EARS leaders at least since the start of CSML, and that they were recognized as such by their board and within the county. At the April meeting the Sr. CS Specialist listened to the two who have represented EARS to the CSML team in all events and meetings since 2010 using the titles of

Executive Director and Program Manager. The meeting was also attended by the Chairman of the Board of Directors.

They recounted details going back to 2009 to claim that the people who wrote the letter in 2013 left Nimba County in 2009 and have not been involved since then except to fight them publicly. Upon the Sr. CS Specialist’s return to

Monrovia, the IREX Chief of Party called one of the signers of the letter. That person confirmed that he and his colleague left in 2009, but that they still were the true Executive Director and Administrator. He suggested that IREX call the chairman of the Nimba County CSO Network. The chairman said that the schism was indeed a continuing problem that he and others had tried to mediate without success.

Based on this response, IREX sent another team that included the RSC Coordinator (EARS is in the RSC pilot group) to meet with the Nimba network chairman and investigate further. They held a meeting attended by two representatives of the Nimba network, one representative of the faction that wrote the letter, and four representatives of the faction that has been working with CSML. After a difficult meeting in which each party demonstrated anger and hurt feelings and blamed the other faction for misuse of funds, the two factions agreed to try to bring about harmony and signed a resolution committing themselves to carry out three activities: restructure the board and management to bring in two representatives of the faction that sent the letter (including the one present at the meeting), jointly sign an MOU stating the new leadership, and jointly sign a letter to partners retracting the letter on alleged financial impropriety and announcing that EARS members have resolved their issues and are working together. CSML will follow up on their progress.

CSML April-June 2014 Quarterly Report Page 15

5.2.2.1. ENHANCE MENTORING PROVIDED TO CSOS BY RPS (WORKPLAN 1.2.2.1.)

Fifty-four (54) CSOs received their Year Four assessment results and discussed their capacity building priorities for the next year.

Early in the quarter the RPs and RSC completed the Year Four assessment of 54 CSOs and then met with them to discuss and develop their Year Five capacity building plans. The RPs increased the mentoring time to three full days per month per CSO as planned.

Five CSOs did not make themselves available for assessment despite the RPs’ repeated efforts to schedule them. The staff of these CSOs have also been missing mentoring dates for up to three months by not answering calls from the mentors or not being at the office when the mentor arrives. Their mentoring RPs are trying to hold final discussions with them to confirm that they no longer want to avail themselves for the program.

The Sr. CS Specialist monitored the progress of two CSOs in Nimba County, Botanical Product Association of Liberia

(BOTPAL) and EARS. Both are small organizations in which all staff work as volunteers between periods of small grants, and they had almost no systems in place when accepted as CSML partners. Some systems have been established now, and files have been set up. They both continue to work, even without salaries, toward their missions—BOTPAL to identify buyers for farmers’ forest products and EARS to monitor government and concession activities and spending. The EARS Program Officer serves as the CSO representative to the Mine Resettlement

Coordinating Committee working with Arcelor-Mittal.

For a period in April and May, IREX postponed travel by its staff to Lofa County while monitoring the Ebola outbreak and recommended to MPs, without telling them decisively, that they follow suit. The YMCA did some visiting after the warning was lifted and reported it was able to visit all its CSOs during the remainder of the quarter, and that all staff followed MOHSW recommendations carefully.

5.2.2.1.1. RPs provide intensive mentoring to set up files and finalize policies (WORKPLAN

1.2.2.1.1.)

Seven (7) CSOs showed improved filing systems or new filing systems where they had none.

Four (4) CSOs put improved HR documents or policies in place.

Five (5) CSOs showed improved financial operations.

One (1) CSO completed revision of its constitution.

The Mentors worked with partner CSOs to review their filing systems and strengthen those that were weak. This was done in group mentoring sessions for all staff involved in file management within the organization to ensure that all are aware of the system and prepared to maintain it. The following CSOs were able to present filing systems for the first time or improved filing systems:

Village Development Fund (VDF)

Common Action Liberia (CAL)

Peace Building Resource Center (PBRC)

Amu Wulu Forum

Feeding House Organization (FHO)

Refugees Educational Sponsorship Program Enhancing Communities Together (RESPECT)

Rebuild Africa

In other organizations, mentoring focused on Human Resource documents such as job descriptions, HR manual, or

HR policies and on financial operations such as filing cash payment receipts with supporting documents and

CSML April-June 2014 Quarterly Report Page 16 developing requisition forms and payment vouchers. Those that have put improved HR documents or policies in place include:

Children Assistance Program (CAP) – revised personnel policy in place

We Care – drafted an HR policy

Flomo Theatre Production (FTP) – new personnel manual

Self- Help Initiative for Sustainable Development (SHIFSD) - new personnel manual

The following CSOs enhanced financial operations through the use of payment slips, requisition forms, asset registries, or logistics policy:

Rebuild Africa

Amu-Wulu

FHO

RESPECT

Community Safety Initiative (CSI)

In addition, one organization, National Adult Education Association Liberia (NAEAL), completed a revision of its constitution.

5.2.2.1.2. Provide mentoring on proposal development and grants implementation

(WORKPLAN 1.2.2.1.2.)

Twenty-one (21) CSOs worked on developing CSML grant proposals with intensive mentoring from their RPs.

Seven (7) CSOs took advantage of a special opportunity to submit a proposal for a State Department DHRF grant.

Much of the RPs’ mentoring time this quarter was spent on providing feedback and suggesting revisions on CSOs’

CSML grant proposals. A total of 21 CSOs were working on 18 proposals. The primary problems were inadequate description of what the activities entailed and bloated budgets. Generally the concepts, such as how to make people think about the country’s vulnerability to violence and how voters should assess the candidates, are understood, but describing the process in writing is challenging. The proposals are discussed in more detail in sections 5.2.3.1. and

5.9.3.

In mid-June the USAID DRG team notified CSML that $47,500 in State Department Democracy and Human Rights

Funding grants was available for “small, highly focused, short-term, high-impact activities proposed by indigenous organizations.” Because the funds needed to be obligated quickly, the lead time was short. The CS Team notified several stronger CSOs, and seven proposals were submitted before the deadline.

Unfortunately because of the short timeframe, the Team was unable to provide feedback or suggest revisions on the proposals submitted.

5.2.2.1.3. Provide mentoring on strategic plan development

Seven (7) CSO members of BONGONET including two (2) CSML partners developed a draft strategic plan with mentoring from the RP NARDA.

One (1) CSO (not in the…