ENHANCING GOVERNANCE, ACCOUNTABILITY AND …

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ENHANCING GOVERNANCE, ACCOUNTABILITY AND ENGAGEMENT ACTIVITY (ENGAGE)

15 APRIL 2019 This publication was produced for review by the United States Agency for International Development. It was prepared by DAI.

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LIFE OF PROJECT REPORT ENHANCING GOVERNANCE, ACCOUNTABILITY AND ENGAGEMENT ACTIVITY (ENGAGE) Program Title: ENHANCING GOVERNANCE, ACCOUNTABILITY AND

ENGAGEMENT (ENGAGE) Sponsoring USAID Office: Office of Economic Development and Governance (OEDG)

USAID/Philippines

Contract Number: AID-492-C-13-00010 Contractor: DAI Global, LLC Date of Publication: 15 APRIL 2019 Author: DAI Global, LLC The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.

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TABLE OF CONTENTS

1. ACRONYMS AND ABBREVIATIONS .............................................................................. 5

2. EXECUTIVE SUMMARY ...................................................... Error! Bookmark not defined. 3. INTRODUCTION AND PROJECT OVERVIEW ............................................................ 9

Project Background ...................................................................................................................... 9

Project No Cost Extension Overview .......................................................................................... 9

4. SUMMARY OF RESULTS ................................................................................................ 16

COMPONENT 1 ........................................................................................................................ 16

COMPONENT 2 ........................................................................................................................ 21

5. ACTIVITY IMPLEMENTATION .................................................................................... 26

Results by Indicators Table ...................................................................................................... 266 Results: Narrative Summaries.................................................................................................. 288 Activity Updates for the Final Reporting Period ..................................................................... 300

Monitoring and Evaluation ...................................................................................................... 333

Integration of Crosscutting Issues and USAID Forward Priorities ......................................... 388

6. CHALLENGES, LESSONS LEARNED, AND BEST PRACTICES ........................... 400

Operational Environment ......................................................................................................... 400

Implementation Context........................................................................................................... 411

Internal Systems and Processes ............................................................................................... 411

7. MANAGEMENT AND ADMINISTRATIVE ISSUES.................................................. 433

Personnel .................................................................................................................................. 455

Communications ...................................................................................................................... 477

Modifications and Amendments .............................................................................................. 500

Operations ................................................................................................................................ 511

8. FINANCIAL ADMINISTRATION ................................................................................. 522

9. ANNEXES .......................................................................................................................... 533

ANNEX 1: INDICATOR REVISIONS................................................................................... 544

ANNEX 2: RESEARCH RESULTS AND FINDINGS .......................................................... 577

ANNEX 3: GRANTS AND SPECIAL ACTIVITIES COMPLETED.................................... 800

ANNEX 4: SUMMARY OF NCE TRAINING EVALUATIONS ......................................... 811

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ANNEX 5: SUCCESS STORIES ............................................................................................ 822

ANNEX 6: CASE STUDIES ................................................................................................... 933

CASE STUDY 1: Strengthening Civil Society Organizations, Promoting Women ........... 944

CASE STUDY 2: Countering Violent Extremism, Post-Marawi ..................................... 9797

CASE STUDY 3: The ‘Minions’ of Marawi: Minor Changes to Traffic, Big Results ..... 1022

ANNEX 7: ORGANIZATIONAL CHART .......................................................................... 1066

TABLES AND FIGURES TABLES Table 1: Results by Indicators Table 2: Narrative Summary Results Table 3: Table of Communication Deliverables Table 4: Table of DEC Submissions Table 5: List of Contract Modifications and Amendments Table 6: Sample Locations and Sizes

FIGURES Figure 1: ENGAGE Focus Areas Figure 2: CGES Framework Figure 3: CGES Study Locations Figure 4: Gender Breakdown of CGES Sample, by Barangay cluster Figure 5: Factors Driving VE in Mindanao Figure 6: Percentage of Respondents Who Agree that Their Community Accepts Violence as a

Way to Settle Disputes Figure 7: In the Past Year Has There Been Violence Between IDP and Host Communities? Figure 8: Attitudes Concerning Revenge and Violence Figure 9: How Satisfied are you with the Following Services Provided by the Local

Government? Figure 10: In the Last Year Have You Experienced Any of the Following Figure 11: The Jobs in my Barangay Pay Enough for a Person to Support Themselves Figure 12: Livelihoods Conditions in DBB Figure 13: IDP Views Figure 14: Sufficiency of Support Provided to IDPs, by Barangay Cluster Figure 15: What is Your Family’s Plan for Long-Term Residence?

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1. ACRONYMS AND ABBREVIATIONS AFP Armed Forces of the Philippines AIP Annual Investment Plan ARMM Autonomous Region in Muslim Mindanao BDP Barangay Development Plan BIRTH-Dev, Inc. Balay Integrated Rehabilitation Center for Total Human Development BLGU Barangay Local Government Unit BYCPD Bangsamoro Youth Coalition for Peace and Development CM Causal Mechanism CMYM Coalition of Moro Youth Movements CDO Cagayan de Oro COP Chief of Party COR Contracting Officer Representative CSO Civil Society Organization CSO-FP Civil Society Organization Forum for Peace CVE Countering Violent Extremism DA Department of Agriculture DAI DAI Global, LLC DTI Department of Trade and Industry ENGAGE ERVI

Enhancing Governance, Accountability and Engagement Activity Election Related Violent Incidents

IDP Internally Displaced Persons IPDM Institute for Peace and Development in Mindanao ISIS Islamic State of Iraq and Syria KFI Kalimudan sa Ranao Foundation, Inc. LGU Local Government Unit LOE Level of Effort MARADECA Maranao People Development Center, Inc. MILF Moro Islamic Liberation Front MLGU Municipal Local Government MNLF Moro National Liberation Front MOSEP Mindanao Organization for Sustainable and Economic Progress MSU Mindanao State University MSU-IPDM MSU-Marawi

Mindanao State University-Institute for Peace and Development in Mindanao Mindanao State University-Marawi

MuCAARD Muslim Christian Agency for Advocacy, Relief and Development MYRO-i NCE

Muslim Youth Religious Organization, Inc. No Cost Extension

Pakigdait Pakigdait, Inc. PDO/ PDA Project Development Officer/ Assistant

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PNP Philippine National Police POC Peace and Order Council PSIP Public Service Improvement Plan RIDO Inc. Reconciliation Initiatives for Development Opportunities, Inc. SAT Social Accountability Tools TAMIS Technical, Administrative and Management Information System TESDA Technical Education and Skills Development Authority TFMPC Tapukan Farmers Movement for Progress and Concord Inc. USAID United States Agency for International Development VE Violent Extremism

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2. EXECUTIVE SUMMARY The United States Agency for International Development, Enhancing Governance, Accountability and Engagement Project (ENGAGE) is a USAID-funded project that works in conflict-affected areas in Mindanao. Building upon five years of strengthening local governance and increasing civic engagement, as well as strong partnerships with LGUs, CSOs and universities, ENGAGE utilized the sixth year of the project to assist persons displaced from their homes due to the siege in Marawi in 2017. Specifically, ENGAGE supported two interrelated objectives for Year 6 of the Project:

- Strengthen local governance to enable host communities to respond to the needs of home-based IDPs, and

- Increase civic engagement for peace and development, to enable home-based IDPs and host communities to participate in decision-making.

This strategy focused attention and efforts on working with local government (mayors, LGUs, and barangay chairs), informal leaders and CSOs to enhance governance and local capacity to respond to the needs of home-based IDPs, collective decision-making and accountability. In addition, through the combined efforts of the project's fifth year and the NCE period, the program demonstrated an innovative model of participatory, research-informed programming. Findings from a participatory research baseline survey on youth and violent extremism guided strategic priorities during the NCE year. ENGAGE used the NCE to pilot new programmatic efforts and expand research efforts with new thematically driven surveys.

Through the period of performance, ENGAGE addressed drivers of violent extremism and insurgency through activities that brought together local government officials and civil society representatives to build their skills in promoting and facilitating constructive interactions. ENGAGE’s programming focused on a series of trainings and workshops for local government officials, CSOs, community partners, and public schools which sought to enhance personal empowerment, improve leadership and governance capacities, and provide a platform for citizens to contribute to the improvement of their communities. Learnings from these trainings were immediately applied by the participants through community and school planning processes which resulted in concrete plans and follow-on activities. This happened in a context that continued to be affected by violent extremism and insurgencies and “traditional” political violence. ENGAGE’s work to strengthen local governance, to enable host communities to respond to the needs of home-based IDPs, was grounded on the principle of developing the capacity of leaders to build positive relationships between citizens and government officials. This process catalyzed personal transformations among the participants, and fostered strong, positive relationships among local government officials, communities, and CSOs. It also increased awareness and understanding of the issues and problems affecting their communities, most notably, their understanding of the issues surrounding violent extremism. Complementing this was the project’s work on increasing civic engagement for peace and development, to enable home-based IDPs and host communities to participate in decision-making. ENGAGE leveraged its deep understanding of local priorities, sensitivities and security challenges to design and implement activities that addressed the priorities of home-based IDPs and host

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community members. Through participating in carefully planned and implemented joint trainings, planning sessions, and other events, CSOs deepened their relationships with LGUs, other CSOs and local communities. These partners increased their technical and leadership skills necessary for supporting communities to become more involved in local governance processes, work together with government officials to achieve common goals, and become more resilient to violent extremism. For many CSOs, this meant being more equipped to build trust with local communities, to earn the respect of community leaders, and engage directly with public officials. Through the project, new skills in research, leadership, and facilitation were gained by the participants, and robust networks were established. In the final months of the program, ENGAGE conducted a comprehensive review of all monitoring data for the sixth year. This included the information that ENGAGE collected on a regular basis through event reports, site visits, focus group discussions and regular meetings with partnerts. This was supported by primary source data from citizen perceptions surveys, baseline and endline assessments, grantee and sub-contractor activity reports, training evaluation and ENGAGE monitoring reports. During this period of performance, ENGAGE fully achieved 10 out of 12 target indicators, including those that focused on the project’s work with youth, training people in CVE-related activities, implementing projects aimed at building resilience among communities most at risk of recruitment and radicalization to violence, and basic public service activities implemented in partnership between local government, communities and IDPs. This report also provides updates on fourth quarter activities such as the ENGAGE Legacy Event, Post-Conflict Marawi: Community Transformation and Social Cohesion, a celebration of the project’s accomplishments and partners, as well as a handover of ongoing efforts to relevant officials. Research continued to be a important focus area for ENGAGE during this period, as ENGAGE designed a series of surveys to explore drivers of violent extremism amongst high school students, issues of governance, social cohesion and extremism in communities hosting large populations of home-based internally displaced persons (IDPs) following the Marawi crisis. Navigating societal divides and sensitive political environments in crowded donor spaces, where community leaders were often overstretched were critical challenges that the project faced during the year. These challenges drove home the importance of establishing, maintaining and deepening trust between the project and its partners. Specific lessons learned and best practices are detailed with the hopes of informing future projects in the Phillipines. Management topics, including the project’s communication deliverables, changes to personnel and LOE, modifications made to the contract, operations, risk management and financial administration are captured in the later chapters of the report. Throughout the sixth year, ENGAGE facilitated carefully designed, programmatic opportunities for increasing trust and transparency between stakeholders. The legacy of the ENGAGE project is a process—an approach, a set of tools, and a system of iterative activities—that enabled government officials, civil society representatives, host communities and home-based IDPs to develop trusting and constructive relationships, to transform their roles for the betterment of their communities, and work together to prevent and counter violent extremism.

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3. INTRODUCTION AND PROJECT OVERVIEW

Project Background The United States Agency for International Development, Enhancing Governance, Accountability and Engagement Project (ENGAGE) is a USAID-funded project that works in conflict-affected areas in Mindanao. In early 2018 and following USAID guidance, ENGAGE developed a workplan for the period April 2018 to April 2019 to provide assistance to persons displaced from their homes due to the siege in Marawi in 20171, with a focus on home-based IDPs2 and the communities that support them. The plan built on solid partnerships ENGAGE already had established with LGUs, CSOs and universities, continued the type of work that ENGAGE implemented in the past and followed best practices developed over the prior five years, working with local partners to adapt processes and tools to local requirements and move quickly to provide assistance to home-based IDPs and host communities in the new focus areas. ENGAGE supported two interrelated objectives for Year 6 of the Project:

- Strengthen local governance to enable host communities to respond to the needs of home-based IDPs, and

- Increase civic engagement for peace and development, to enable home-based IDPs and host communities to participate in decision-making.

Project No Cost Extension Overview Building upon five years of strengthening local governance and increasing civic engagement, as well as strong partnerships with LGUs, CSOs and universities, ENGAGE utilized the sixth year and NCE period of performance to advance a refined project strategy based on empirical evidence. This strategy focused attention and efforts on working with local government (mayors, LGUs, and barangay chairs), informal leaders and CSOs to enhance governance and local capacity to respond to the needs of home-based IDPs, collective decision-making and accountability.

1 For several years, extremist groups based in Mindanao have been actively recruiting youth in local universities, high schools and on social media sites. Recruitment efforts feed on grievances such as marginalization and discrimination, low trust in and satisfaction with government and poor governance, and a feeling among some youth that they have no control over their lives and future. The organizational strength of these groups and their ability to seize territory was made evident in May 2017 when conflict erupted in Marawi City between Philippine Army troops and militants of Maute Group and the Abu Sayyaf Group. At the outset of the conflict, extremist group fighters occupied the main streets of the city terrorizing and spreading fear among residents, causing many of them to flee to nearby municipalities. Militants from Indonesia, Malaysia and other countries joined the fight, which ended after more than five months of brutal fighting in October 2017. Government sources estimate that more than 350,000 persons were displaced from their homes due to the conflict. It will be years before hard hit areas of the city are rebuilt. The conflict in Marawi made it clear that the Islamic State of Iraq and Syria (ISIS)-inspired Maute and Abu Sayyaf Groups were stronger and more organized than previously thought. The conflict also highlighted the influence in certain areas of Mindanao of ISIS and its ideology and revealed that some areas in Mindanao are serving as operational and logistics hubs for ISIS in Southeast Asia. Reports verified many more foreign fighters in Mindanao than previously believed. 2 Home-based IDPs (or internally displaced persons) are residents of Marawi City that had to leave their homes during and immediately after the siege and chose not to stay in temporary evacuation sites or government or donor-provided shelters but rather opted to live either with family, friends or clan members, or totally relocate as renters in new communities

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The project facilitated carefully designed, programmatic opportunities for increasing trust and transparency between these stakeholders. In addition, through the combined efforts of the project's fifth year and the NCE period, the program demonstrated an innovative model of participatory, research-informed programming. Findings from a participatory research baseline survey on youth and violent extremism guided strategic priorities during the NCE year. ENGAGE used the NCE to pilot new programmatic efforts and expand research efforts with new thematically driven surveys, including base and endline studies. While it may be too early to see dramatic community impacts through these studies, there are promising indications that this strategic direction would be impactful if continued. Implementation during the NCE, at its core, focused on a series of trainings and workshops for local government officials, CSOs, community partners, and public schools which sought to enhance personal empowerment, improve leadership and governance capacities, and provide a platform for citizens to contribute to the improvement of their communities. Learnings from these trainings were immediately applied by the participants through community and school planning processes which resulted in concrete plans and follow-on activities. This process catalyzed personal transformations among the participants, and fostered strong, positive relationships among local government officials, communities, and CSOs. The process also increased awareness and understanding of the issues and problems affecting their communities, most notably, their understanding of the issues surrounding violent extremism. Through the project, new skills in research, leadership, and facilitation were gained by the participants, and robust networks were established. The legacy of the ENGAGE project is a process—an approach, a set of tools, and a system of iterative activities—that enabled government officials, civil society representatives, host communities and home-based IDPs to develop trusting and constructive relationships, to transform their roles for the betterment of their communities, and work together to prevent and counter violent extremism.

3.1.1. Technical Approach

ENGAGE focused on strengthening governance and social cohesion and addressesing violent extremism in focus areas by increasing the skills of government officials and civil society representatives, and promoting more constructive and productive interaction between local government and communities. Areas with strong, inclusive and just governance are more resilient to the narratives of extremists and their efforts to recruit citizens to their cause. Good governance – characterized as accountable, transparent, responsive, equitable and inclusive, effective and efficient, participatory and consensus oriented – provides a foundation for healthy, dynamic and creative human relationships. Areas that promote and maintain this kind of good governance are more resilient to, and provide a counter-narrative against, narratives of extremist and insurgent groups.

To reduce the risk of violent extremism and insurgency through better local governance and social cohesion, the ENGAGE technical approach was guided by the following core principles:

The legacy of the ENGAGE project is a process—an approach, a set of tools, and a system of iterative activities—that enabled government officials, civil society representatives, host communities and home-based IDPs to develop trusting and constructive relationships, to transform their roles for the betterment of their communities, and work together to prevent and counter violent extremism.

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- In all activities, bring together government officials and citizens, build relations and support interaction among them;

- Continually seek opportunities and take action to develop effective local CSOs and CSO networks, particularly those involving youth and women;

- Understand and work with local actors to address factors that support violent extremism (e.g., an acceptance of violence and extremist ideology; marginalization and discrimination); and

- Closely monitor and assess who is benefitting from Project activities and resources and changes in attitudes among stakeholders most prone to violence and extremism, particularly youth.

Addressing Drivers of Violent Extremism and Insurgency During the NCE period, ENGAGE addressed two main underlying causes of violent extremism and insurgency in Mindanao: - Socio-economic: perceptions of community discrimination and marginalization, frustrated

expectations and unmet social and economic needs; and - Political: revenge and local family/clan conflicts (rido) over politics and control of resources, low

trust in government and inadequate public services. ENGAGE addressed these drivers of violent extremism and insurgency through activities that brought together local government officials and civil society representatives to build their skills in promoting and facilitating constructive interactions. ENGAGE partners put their skills to use as they worked with youth and local communities to address issues that made them vulnerable to recruitment by extremists. ENGAGE supported the development of active CSOs and a vibrant civil society through a diversity of trainings and activities including using social accountability tools and facilitating inclusive, participatory community planning processes. These methods, tools and mechanisms serve as a platform for increasing and maintaining citizen participation in local governance, enhancing social cohesion and decreasing perceptions of marginalization by communities, and collectively determining how to use public resources.

Youth volunteers from Saguiaran illustrate their vision for their barangay during the Participatory

Local Planning Training in Cagayan de Oro.

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Building Leadership Capacity Building capacity did not end with training programs, as ENGAGE continued to utilize the “learn by doing” approach to support partners to assume greater responsibility for project implementation and in directly developing their communities. Building sustainable leadership capacity relied on encouraging a change in mindset - from “victim” to “transformative leader.” ENGAGE activities and mentoring helped initiate this change of mindset, and provided a foundation for continued growth. Formal trainings were supplemented by mentoring and opportunities to practice newly acquired knowledge and skills. Leaders from all sides (government, civil society, host community members, IDPs and youth), participated in training events and field activities together to jointly counter violent extremism and enhance social cohesion within the focus areas of ENGAGE activities. Engaging Youth Youth in Mindanao are particularly vulnerable to recruitment by extremist groups and criminal gangs. Based on information gathered through surveys and discussions with community members, ENGAGE established that extremist and insurgent groups recruit actively in local universities and high schools, drawing youth into their groups with promises of income, material support and a sense of higher purpose. While young men are the prime target for the extremist recruitment, ENGAGE research revealed that young women in Lanao del Sur and Norte Provinces are equally sympathetic to violent extremism and that women’s engagement with violent extremism has equally if not more dangerous ripple effects on families and communities at large versus men. At the same time, the research also revealed that women (and particularly young girls) are the most marginalized in terms of participation in local governance, which fuels a sense of alienation and makes radical ideologies and extremism more meaningful and appealing. Youth are among the most active voices in civil society and are often champions for change in their communities, despite limited channels for their voices to be heard. Throughout the NCE period, ENGAGE tapped into their energy and supported youth leaders to advocate for expanding the participation of youth in local governance and community development, which make them less vulnerable to the messaging of extremists. During the NCE period, ENGAGE trained more than 270 youth on topics related to leadership and civic participation in governance. More than 4,800 youth also participated in the development and implementation of basic public service improvement plans. Through its activities and network, ENGAGE encouraged and mentored youth to be active and educated participants in local governance, and to work with their communities to build a fairer, more just and better governed society. ENGAGE also encouraged LGUs to listen to the voices of youth, and to work collaboratively with them to strengthen local governance and social cohesion. 3.1.2. Location and Beneficiaries The activities in the ENGAGE NCE period were conducted in seven LGUs: Iligan and Balo-i in Lanao del Norte, and Saguiaran, Bubong, Buadiposo-Buntong, Ditsaan-Ramain and Lumbatan in Lanao del Sur (see Figure 1: ENGAGE Focus Areas). Within these seven LGUs, ENGAGE worked in 47 barangays which were selected in March 2018 based on the number and density of the home-based IDP population, type and level of existing donor assistance, access and security. A limited scope of activities was also implemented in Marawi City at the outset of the NCE period, where foundations were placed for a more significant IDP-return focused intervention. Marawi IDP Re-entry Support

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activities began in October 2018, when six Marawi barangays were added to the ENGAGE portfolio in coordination with the USAID COR. ENGAGE also continued to work through a highly-effective model of LGU-based clusters comprising representatives of project stakeholders from each focus barangay within each LGU. Working through LGU-based clusters facilitated discussion and sharpened the focus of each group on the core challenges and issues relevant to their area. This approach ensures that activities are the best “fit” for each location, and eases learning, coaching and support among stakeholders in each region. A cluster approach also encourages and facilitates networking among CSOs, municipalities, and barangays in each LGU, enabling ENGAGE staff to work with groups of partners (rather than many individuals), reduce travel demands and increase the provision of technical services. ENGAGE worked with six distinct clusters: (1) Balo-i; (2) Lumbatan and Buadiposo-Buntong; (3) Bubong and Ditsaan-Ramain; (4) Saguiaran/Iligan; (5) Marawi City; and (6) High Schools.

Figure 1: ENGAGE Focus Areas

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3.1.3. Security Environment – Extremism And Insurgency Throughout the ENGAGE NCE period, Mindanao and focus communities in Lanao del Sur and Lanao del Norte Provinces continued to be affected by violent extremism and insurgencies and “traditional” political violence. The groups involved include those with ties to ISIS, such as Abu Sayyaf Group, the Maute Group (“IS-Ranao”) and Bangsamoro Islamic Freedom Fighters (BIFF), and other more independent groups focused on armed insurgency, including the Moro Islamic Liberation Front (MILF) and the Moro National Liberation Front (MNLF). In many areas, family and clan conflicts (rido) also continued to be a destabilizing element – incidents in the environs of Marawi City resulted in disruptions to ENGAGE operations, particularly staff travel and engagement with local government representatives, grantees, partners and community members. On December 12, 2018, both the Senate and the House of Representatives granted President Rodrigo Duterte's request to extend martial law in Mindanao until the end of 2019. Voting in a joint session, this was the third such extension of martial law in Mindanao since Duterte declared it on May 23, 2017 when the Marawi siege erupted. Duterte had asked Congress on December 6 to allow martial law to continue in Mindanao on the basis of quelling terrorist groups that "continue to defy the government by perpetrating hostile activities." Despite the deaths of Marawi siege leaders Abdullah and Omarkhayam Maute and Isnilon Hapilon, fears persist that ISIS-aligned extremist groups will strike again in Mindanao. Reports indicate that the ISIS-inspired BIFF are recruiting and organizing for operations in Maguindanao and North Cotabato. Rumors abound that extremists will unite in a Marawi City-like takeover in another municipality, or attack soft targets in other cities. The government reconfirmed the highest threat level for Lanao de Sur Province, and especially Marawi City, and placed Lanao del Norte Province on a high terrorist alert, both due to reports that BIFF and Maute Group plan to launch terror attacks in these areas. Violent clashes between joint government security forces and various extremist groups and resulting casualties regularly occur in Lanao del Sur and Lanao del Norte Provinces. The fighting is further intensified as security forces aim to capture Dianalan Dimanatang Imam, also known as Papayungan, and Mambuay and their followers, who were among those who took part in the deadly siege of Marawi City in 2017. According to intelligence reports, the local terror groups, especially BIFF and Islamic State (IS)-Maute, plan to launch bombing attacks in the cities of Zamboanga, Cotabato, Iligan, Cagayan de Oro, Davao and other key cities in Mindanao. As a reminder of how serious these threats are, on December 31, 2018 a bomb in a shopping mall in Cotabato City left two dead and 34 others injured. As the pre-plebiscite activities for the Bangsamoro Organic Law (BOL), which was held on January 21, 2019 in Buadiposo-buntong, Bubong, Ditsaan-Ramain, Lumbatan, Marawi City and Saguiaran, and on February 6 in Balo-i (and also impacting Iligan) demonstrated, along with the intensification of pre-election campaigning for the mid-term elections (scheduled for May), incidents of voting and election-related violence are on the increase, including in many of the barangays where ENGAGE operates. This has included frequent gun and grenade attacks and assassinations of government officials and their family members. The Philippine National Police (PNP) drew-up a list of almost 8,000 barangay "hotspots" or "areas of concern" nation-wide that may be susceptible to violence in the 2019 midterm elections. The list includes more than 1,400 barangays in the Autonomous Region in Muslim Mindanao (ARMM), making it the highest number of hotspots in the country. Special Operations Task Groups were deployed by federal authorities as a pre-emptive security measure as well as to address plebiscite and election-related violent incidents (ERVI).

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Police and military intelligence units are continually monitoring the ongoing recruitment activities of Owayda Marohomsar, the new leader of IS-Maute, and his group in the hinterland areas of Lanao del Sur, although the encampment of Islamic State (IS)-Maute in Tubaran has already been recaptured by the military. The bounty on Marohomsar’s head was raised to PHP6 million from PHP3 million by the city government of Marawi, the provincial government of Lanao del Sur, and the ARMM regional government. Reports also indicate that the ISIS-inspired BIFF are recruiting and organizing for operations in Maguindanao and North Cotabato. The continued threat of violence in the provinces of Lanao del Norte and Lanao del Sur, and a requirement for close coordination with government security forces prior to travel in the areas, further increased security issues facing project staff the past year as they traveled and conducted activities in the focus areas.

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4. SUMMARY OF RESULTS

COMPONENT 1: Strengthen local governance, to enable host communities to respond to the needs of home-based IDPs

“The change in mindsets that happened was the shift from thinking individually to thinking about the welfare of their community. I witnessed how our barangay captain became selfless. During the planning sessions, he did not insist on what he wanted, but instead heard the opinions of community members and gave priority to what the community wanted.”

- Sarah Mohammed, head of the CSO Myro-i

ENGAGE developed the capacity of leaders to build positive relationships between citizens and government officials, and introduced tools they might use in the process, such as community scorecards, community mapping exercises and participatory basic public service improvement planning. LGU, CSO and community leaders used these tools to guide community members to define and achieve common goals. They encouraged community members to establish priorities and take action to address them. They gave hope to community members as they faced challenges on the road to achieving their goals. It is a relationship that is founded on mutual respect. For many government officials, the change of mindsets that happened during their involvement with the program involved the shift from thinking about their own personal gain to thinking about what is best for their communities. This change was fostered through their participation in a series of trainings alongside civil society representatives and citizens, through collaborating together on planning processes as well as through learning together what drives and can prevent violent extremism in their communities. These events and opportunities for collaboration served as the backbone of programming during the ENGAGE NCE period of performance.

4.1.1. RESULT 1: IMPROVED GOVERNMENT AND CIVIL SOCIETY CAPACITY TO SUPPORT RECOVERY, STRENGTHEN SOCIAL COHESION AND PREVENT VIOLENT EXTREMISM

“Through the training on Participatory Local Planning, we learned how to prioritize the issues in our barangay, how to address these issues, and resolve problems with our constituents.”

- Barangay Official, Nangka, Balo-i

The period of performance started with a Year 6 Planning Workshop held in April 2018 in Davao City, offering LGUs, CSOs, barangays, and high schools a chance to gain a clear understanding of the ENGAGE approach to support recovery, strengthen social cohesion and prevent violent extremism. This provided CSOs, LGU officials, home-based IDPs and host community members an initial opportunity to work together, many of them being new partners for the project. Sessions focused on

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ENGAGE objectives and areas of assistance, priority challenges in the aftermath of the Marawi siege, the results of the ENGAGE research on youth and violent extremism and ENGAGE’s programmatic plans for the next year. Concurrently, ENGAGE continued to support government efforts to reestablish basic services for residents following the Marawi siege through offering Technical Assistance to the Office of the Marawi Mayor. Building on technical assistance that was offered during Year 5 of ENGAGE, the Mayor and ENGAGE staff collaboratively agreed to engage four additional specialists. Due to recruitment challenges and time limitations, it was later decided to reduce this to three positions from November 2018 to February 2019. The Integrated Recovery Coordinator helped develop local coordination mechanisms and dynamics for an integrated effort to hasten recovery in an effective and efficient manner. The Barangay Recovery Program Coordinator worked with barangay representatives, local leaders and community members to develop an integrated plan for barangay-level recovery within the Marawi City area of responsibility. These two Coordinators were able to collaboratively complete participatory consultations with stakeholders coming from the 24 barangays comprising the Most Affected Area/Ground Zero of Marawi, leading to the identification of livelihood, shelters, health and WASH as the most pressing concerns that need to be addressed. The Database Development Specialist supported the Recovery Coordination Specialist and Community Recovery Planning Specialist through designing database platforms for coordination and planning activities. Additionally, the Database Development Specialist developed a functioning database that collates IDP profiles, as well as programs, grants and assistance received and needed by families that continue to be affected by the 2017 Siege. During the year, ENGAGE worked with the NGO Balay Mindanaw to design and deliver a series of five training courses on local planning for its implementation partners. The objective of the Participatory Local Planning Training course was to strengthen the skills of LGU and barangay officials, CSO representatives and community members, including women, youth and IDPs and to ensure the effective design and implementation of basic public service improvement plans and activities in IDP host communities. The three-day training sessions were conducted during July 2018, for the following areas: (1) Saguiaran, (2) Balo-i, (3) Iligan and Lumbatan, (4) Buadiposo-Buntong, and (5) Bubong and Ditsaan- Ramain. A total of 271 persons participated in these courses, including 98 local government officials, 93 CSO and community representatives and 80 youth. This training on Participatory Local Planning was complimented by a training on CSO Capacity Building on Social Accountability Tools, which was conducted for 36 cluster members working in Balo-i, Iligan and Saguiaran. These training programs were credited by project partners for improving their skills in conducting public consultations and facilitating planning processes. Immediately following the training courses, participants put their newly-acquired knowledge to use in the facilitation of discussions in their respective communities, leading to the development of Basic Public Service Improvement Plans (PSIPs) in all 47 focus barangays. The PSIPs document the results of community dialogues and consensus on the actions needed to improve the delivery and quality of

CSO leaders facilitate discussions during the

community resource mapping session in Barangay Angayen in the Municipality of Saguiaran.

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basic services in barangays that host IDPs, and take into account the needs and priorities not just of host community members but also women, youth and IDPs themselves. To strengthen the leadership skills of local government officials and the IDPs hosted in their communities, enhance their understanding of their potential and how their actions lead to success or failure and to increase confidence in their ability to adopt habits that promote success, ENGAGE conducted a 5-day training course on Self-Awareness and Personal Empowerment (OPERACY) in Cagayan de Oro. The training was conducted in August 2018 and included a total of 92 participants consisting of 47 local government representatives and 45 IDPs, 30 of whom were youth. ENGAGE also provided a deepening of learnings through the follow-on training on Transformational Leadership (Co-OPERACY) for 36 partners, as well as a Training of Trainers on OPERACY (ToT) for 25 partners. (These events are discussed in more in Component 1: Result 2.) The OPERACY Training has been credited by many ENGAGE government partners, particularly barangay leaders, as contributing significantly to their understanding of their roles as public servants, increasing their confidence in being leaders, and inspiring them to be more responsive to the welfare of their citizens.

“It all starts with the self. It starts from yourself as a leader. If you’re not active and not transparent as a leader, and if your community does not see you persevere, how will your community work out? ENGAGE brought this out in us. It inspired the self. Now we understand better our roles as barangay chair or as kagawad and I now realize that these are important responsibilities. This has been inculcated in us by the project. This is my role and I should always be in my barangay to do my duties. If not for this, we would have finished our terms in public office without knowing our roles and duties.”

- Norhanifa Lomangco, community leader from Saguiaran

In collaboration with Mindanao State University-Marawi Institute for Peace and Development in Mindanao (MSU-IPDM), and as part of the joint effort to unpack and counter violent extremism in Mindanao, ENGAGE supported a Training on Violent Extremism Concepts and Issues for Government Officials in seven project focus areas and Marawi City. The training was held in Cagayan de Oro for approximately 60 government stakeholders and drew upon the findings of the ENGAGE research project “Youth and Violent Extremism in Mindanao,” and the results of the baseline study “Community Governance and Extremism.” The event concluded with an action-planning process focused on LGU-level activities to raising awareness about CVE and enhance resilience to violent extremism. As a result, MSU-IPDM was able to successfully facilitate eight LGU-level CVE Awareness Raising Activities in each of the focus locations including Marawi City (these activities are discussed in more detail under Component 1: ER 3). A total of 232 local government officials and community volunteers, including those working on or affiliated with peace and security efforts at the city/ municipal level (as well as members of Peace and Order Councils), participated in these events.

4.1.2. RESULT 2: IMPROVED LOCAL GOVERNMENT DELIVERY OF BASIC PUBLIC SERVICES IN COMMUNITIES WITH IDPs

Throughout the NCE period, ENGAGE provided support through the Public Service Improvement Activity to 53 barangays, inclusive of 47 focus communities and six locations in Marawi, and nine high schools that host IDP students. In these communities, hosting IDPs strains local capacity and resources to maintain public services. This activity helped address immediate needs related to

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health, education, livelihood, water and power and public service space and facilities. At the beginning of the NCE period of performance, ENGAGE worked with four lead organizations—Kalimudan, MARADECA, MOSEP and BIRTH-Dev—to conduct the Community Public Service Improvement Planning Process Activity with the 47 focus barangays in Lanao del Norte and Lanao del Sur. The planning process included community-level dialogues and consensus building activities, taking into account the needs and priorities of host community members, women, youth and the IDPs. By engaging the IDPs the planning process mitigated tensions between host community and IDP priorities and facilitated a feeling of unity among participants, helping to foster social cohesion. The planning and prioritization process was led by planning committees comprised of barangay officials and community representatives who were supported through mentoring from ENGAGE CSO and LGU partners. The planning committees implemented the processes in their barangay, leading to the development of Basic Public Service Improvement Plans through three distinct day-long events in each location. These events brought community members together to learn about countering violent extremism, discuss prioritization of public services, as well as conduct planning sessions. Bringing together local government and school officials, CSOs, IDPs, and representatives from different sectors afforded the participants a more holistic picture of the issues and problems they faced. Additionally, these events served as the basis for the later-developed Public Service Improvement Activity Support grant awards that were implemented in the 47 focus barangays concurrently in the last quarter of the NCE period. In the second quarter of the NCE period, ENGAGE supported CSO partner Bangsamoro Youth Coalition for Peace and Development (BYCPD) to facilitate a similar participatory planning and prioritization process in nine selected public high schools in communities hosting large numbers of IDPs. Each school developed a High School Improvement Plan (HSIP) that identified concrete issues while enhancing social cohesion and democratic decision-making principles in the process. In the following quarter, ENGAGE supported prioritized projects and procurements based on these plans. The planning process served as the foundation for ENGAGE’s High School Improvement Activity which aimed to reduce the vulnerability of students to recruitment by extremist organizations by increasing their sense of self-efficacy and reducing their perceptions of marginalization and discrimination. In October 2018 and to support the re-entry of IDPs, increase participatory governance, and strengthen social cohesion, ENGAGE expanded this activity to include IDP Re-Entry Support Activities – Marawi in a total of six barangays. Focus barangays were carefully selected in coordination with the Office of the Mayor and the Department of the Interior and Local Government (DILG). The activities were adapted to the unique context, challenges and complex dynamics surrounding the return of IDPs to Marawi. Rather than focusing on comprehensive barangay improvement plans, they aimed to identify urgent priorities, addressing basic services that had

Public Service Improvement Plan Activity material

support deliveries were done in the month of February 2019 to address host community and IDP

priorities to improve basic public services in their locales. These priorities include support to

livelihood activities of women IDPs and farmers (such as rice threshers in the Municipality of

Bubong) and improvement of electricity and water distribution systems, among others.

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deteriorated in quality as a result of the siege. In total, an estimated 28,700 home-based IDPs and over 140,000 host community members, as well as nearly 5,800 high school students (about 9% of whom are IDPs), benefitted from this assistance.3 The provision of this assistance was one of the primary USAID objectives for the ENGAGE NCE period.

4.1.3. RESULT 3: STRENGTHENED COMMUNITY SOCIAL COHESION AND INCREASED AWARENESS OF VIOLENT EXTREMISM

“Fighting Violent Extremism is a long-term, holistic approach which cannot be won with violence and extremism of another sort. No knee jerk reactions or military interventions can replace the just system of governance, founded on genuine concern for the well-being of everyone in the community and on real cooperation of all people to achieve it.”

- Dr. Rebekah Alawi, Mindanao State University-Marawi

Throughout the NCE period, ENGAGE supported several targeted CVE Awareness Raising Activities. Event discussions focused on the results of the ENGAGE “Community Governance and Extremism” and “Youth and Violent Extremism in Mindanao” studies. In September 2018, as part of the development of Basic Public Service Improvement Plans, ENGAGE CSO partners conducted 40 Barangay-level CVE Awareness Raising Events, informing the design of improvement plans in each barangay. These events reached a total of nearly 2,400 participants including over 840 youth. During November and December 2018, ENGAGE implemented eight LGU-level CVE Awareness Raising Activities in each of the seven focus LGUs, as well as Marawi City. In addition, ENGAGE supported a one-day University-level CVE Awareness Raising Activity at the Mindanao State University-Marawi (MSU-Marawi) Campus for approximately 800 students and academics. CSO partner Bangsamoro Youth Coalition for Peace and Development (BYCPD) and ENGAGE designed and delivered School-level CVE Awareness Activities at eight focus high schools for high school teachers, administrators, parents and students to discuss ENGAGE research findings, concepts and challenges regarding violent extremism in the area. Complementing these efforts, a high profile Countering Violent Extremism (CVE) Advocacy Event was held in November 2018 in Cagayan de Oro. The event hosted more than 100 representatives from provincial and local government, pertinent national and regional government agencies, education officials, civil society and CSO leaders, academics and USAID projects working in the area and encouraged greater engagement and cooperation among various participating stakeholders on prevention and eradication of violent extremism.

3 Numbers based on the March and October 2018 census of host community and IDP populations in focus areas, as well as high schools and Marawi. This census is discussed in detail in the Quarterly Report for ENGAGE Year 6, Quarter 3.

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COMPONENT 2: Increase civic engagement for peace and development, to enable home-based IDPs and host communities to participate in decision-making

“It is important for us to understand that the siege is the culmination of our inaction as a society. This inaction is a big part of the problem. If we are to be part of the solution, we need to be engaged. We Meranaws need to change our view of the world, take positive action and help ourselves.”

- Macmillan Lucman, Provincial Director, DILG Lanao del Sur

Throughout the NCE period, ENGAGE continued to support CSO, IDP, and host community partners to become increasingly engaged in the decision-making that most impacts their lives. Through participating in carefully planned and implemented joint trainings, planning sessions, and other events, CSOs deepened their relationships with LGUs, other CSOs and local communities. These partners increased their technical and leadership skills necessary for supporting communities to become more involved in local governance processes, work together with government officials to achieve common goals, and become more resilient to violent extremism. For many CSOs, this meant being more equipped to build trust with local communities, to earn the respect of community leaders, and engage directly with public officials. Supporting and institutionalizing civic engagement that promotes peace and mitigates radicalization of youth requires patience, commitment and trust. To work effectively in the new focus areas of the NCE period, ENGAGE leveraged its deep understanding of local priorities, sensitivities and security challenges to design and implement activities that addressed the priorities of home-based IDPs and host community members. The ENGAGE technical approach helped build trust and collaboration between otherwise disparate groups and individuals, serving as a foundation for sustainable stakeholder relationships and partnerships. Beneficiaries often credit ENGAGE with bringing the local government “closer” or “nearer” to their communities, and that, through working on activities together, there is a “healing” that takes place after years of perceived neglect.

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4.1.4. RESULT 1: IMPROVED GOVERNMENT AND CIVIL SOCIETY CAPACITY TO SUPPORT RECOVERY, STRENGTHEN SOCIAL COHESION AND PREVENT VIOLENT EXTREMISM

As related to the discussion under Component 1 in Section 7.1.1 above, the project conducted two, five-day Self-Awareness and Personal Empowerment Trainings (OPERACY) trainings for 95 CSO representatives, high school partners and youth leaders at the start of the NCE period to strengthen the leadership skills of ENGAGE’s new partners. At the end of the course, participants had a better understanding of their potential as change agents in their respective communities and increased confidence in their ability to promote success. With the successes of OPERACY in mind, and to support the reach of OPERACY after the end of the project, ENGAGE conducted two sustainability-themed OPERACY courses in November 2018. The first was a five-day training in Transformational Leadership (Co-OPERACY) focused on developing the capacity of 36 participants to effectively become transformational leaders. The second was a Training of Trainers (TOT) – OPERACY for 25 partners. Both events were conducted in Cagayan de Oro. Participants included youth, CSO, and LGU leaders as well as representatives from the acdaeme. Developing a network of skilled OPERACY trainers will enable training courses on OPERACY themes to continue after the end of ENGAGE, thus supporting long-term recovery efforts.

ENGAGE collaborated with the Bangsamoro Youth Coalition for Peace and Development (BYCPD) to co-facilitate a two-day Training on Participatory Tools and Approaches for High Schools to strengthen participatory planning skills of high school students, teachers, parents and CSO representatives. The training brought together 58 participants from each of the nine focus high schools, including 11 school teachers and officials, 12 parents and CSO representatives and 35 students. Participants employed their newly-acquired knowledge and skills as facilitators to conduct discussions leading to the development of High School Improvement Plans (HSIPs) in their respective schools.

Continuing its youth-focused collaboration with BYCPD, ENGAGE supported a series of nine Trainings on Violent Extremism Concepts and CVE Activity Design (High School Students) in September and October. The trainings focused on broadening understanding of violent extremism among students in focus schools. The training course included discussions of findings from the project’s High School

Local government and CSO leaders, youth, women

and IDP participants and ENGAGE staff play a game that emphasizes teamwork during the third

OPERACY training supported by the project.

The OPERACY Training has also been credited by many ENGAGE government partners, particularly barangay leaders, as contributing significantly to their understanding of their roles as public servants, increasing their confidence in being leaders, and inspiring them to be more responsive to the welfare of their citizens.

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and Violent Extremism and Community, Governance and Extremism Surveys (CGES), challenges in preventing recruitment, and clarifying common misconceptions about what drives youth towards violent extremism. In July, ENGAGE collaborated with Civil Society Organization - Forum for Peace (CSO-FP) in designing and conducting a five-day Policy Advocacy Training and Campaign Design Workshop focused on key principles and phases of advocacy campaigns to help them acquire fundamental advocacy skills. During the workshop, participants designed strategic advocacy campaigns to garner support among local governments and donors for the implementation of their barangay basic public services improvement plans. Participants included 29 CSO representatives, youth and community leaders. To complement the Public Service Improvement Planning efforts during the NCE period, Kalimudan Foundation held a two-day Training Course on Social Accountability Tools in Misamis Oriental in August for 36 CSO organizations involved in activities in the Iligan, Saguiaran and Balo-i clusters. As demonstrated through previous ENGAGE activities, the use of social accountability tools played a critical role in facilitating consensus among large numbers of community stakeholders and served as an efficient and non-confrontational approach for drawing important issues into discussion spaces. Immediately following the training course, participants applied new skills and used community scorecards in Public Service Improvement Planning throughout focus barangays in these clusters. As part of ENGAGE’s efforts to ensure that the project’s partners have the knowledge and skills they need to continue their work after the project closes, ENGAGE implemented six, five-day Training-Writeshops on Activity Design and Proposal Development for 180 representatives of the six clusters. The events were held in Cebu in December and were a combination of two days of training and three days of a “write-shop,” during which participants developed activity proposals. Proposals aimed to support implementation of Public Service Improvement Plans, scale up participatory recovery and rehabilitation processes in post-siege Marawi, and apply the CVE lens to direct development efforts. The write-shop also prepared partners for the ENGAGE Legacy Event, where they were given opportunities to present their proposals to decision-makers and donors attending the event.

4.1.5. RESULT 2: IMPROVED LOCAL GOVERNMENT DELIVERY OF BASIC PUBLIC SERVICES IN COMMUNITIES WITH IDPs

“With USAID-ENGAGE around, I am starting to feel more hopeful that our barangay’s future will be secure, and that my community will be a safe place to live.”

- Anariza Babia, Host Community Member, Balo-i

speaking about the hope she felt after seeing entry activity support delivered to her barangay

A critical aspect of ENGAGE’s programmatic strategy for the NCE period was to quickly form new relationships and build trust with a range of stakeholders in the new focus areas. To facilitate this process and as an act of good faith and commitment to local development, ENGAGE supported Entry Activities in 44 barangays and nine high schools. To initiate the planning process for these activities, ENGAGE held a series of Community Dialogues to identify and select quick-impact project ideas. Participants in these discussions included barangay representatives, community members, and high school stakeholders. These dialogues served as a critical part of start-up programming, by focusing on building consensus and positive relationships (between and among local officials, community

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members, youth, women and IDPs) and positioning CSO partners as facilitators of the participatory process. Entry activity grants were modest in scale (averaging a value of $1,000 each), addressed immediate needs, benefited the whole community, and were simple to implement. In addition, barangay and high school communities were required to contribute a minimum of 10% of the total value toward the completion of the activity. This was a rapid turn-around programming effort, with discussions conducted in May, decisions made in June and delivery of requested material assistance completed in August 2018. While many of these projects sound quite basic (chairs, sound systems, tents, etc.) these items were already in frequent use a couple months after delivery. They also served a symbolic value, making evident ENGAGE’s serious intent to provide communities with practical assistance, and shoring up the legitimacy of the project’s CSO partners in the focus communities. This is a clear example of ENGAGE’s prioritization of process and relationship-development as central to program strategy.

4.1.6. RESULT 3: STRENGTHENED COMMUNITY SOCIAL COHESION AND INCREASED AWARENESS OF VIOLENT EXTREMISM

“Despite being an IDP, I have not lost hope that I would be able to achieve my desires in life. I have many dreams for myself and my family. I do not want violent extremism and terrorism to prevail in our community.”

- IDP currently living in Dilabayan, Bubong during the ENGAGE-supported CVE Awareness Raising Activity

The ENGAGE research on Youth and Violent Extremism in Mindanao was an important turning point for ENGAGE, informing a strategic shift towards fostering social cohesion through all programming avenues. The study identified key drivers for violent extremism, two of which (lack of self-efficacy and community marginalization and discrimination) became important anchors in designing interventions that reduced feelings of community marginalization and increased feelings of self-efficacy, with the assumption that this would reduce vulnerability to extremism. The study and the subsequent awareness-raising activities increased participant and partner underestanding of the concepts and issues surrounding violent extremism; however, all of the programmatic trainings, workshops, and events discussed in the sections above also had an aim of fostering social cohesion. Additionally, many community discussions included conversations on VE concepts and issues while the use of non-confrontational social accountability tools mitigated the "us versus them" mentality at the core of perceptions of marginalization and discrimination. Thus the expected result of strengthening community social cohesion and increasing awareness of violent extremism was woven throughout programmatic implementation during the ENGAGE NCE period, rather than exist as a standalone programmatic effort. As presented under Component 1: Result 2, above, ENGAGE supported partner CSOs, LGUs and host-communities to implement participatory planning processes in 53 focus barangays, leading to the development of basic Public Service Improvement Plans, the selection of priorities to be addressed by ENGAGE and implementation of related activities. CSO partners played a mentoring role, ensuring broad participation of community members (including home-based IDPs), bringing their voices to local service delivery improvement efforts, enhancing social cohesion, and strengthening democratic decision-making principles.

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Also and as presented under Component 1: Result 3, ENGAGE worked with MSU-IPDM to unpack and counter violent extremism in Mindanao by bringing together various local stakeholders in a series of CVE-Awareness Raising Events and Trainings. A critical aspect of the research findings is that they challenged long-held assumptions about the drivers that influence individuals and groups to sympathize and join violent extremist groups. For example, the findings directed project attention to the strong role played by familial ties and

kinship in an individual’s interest in extremist ideologies. One of the initiatives that emerged as a result of the research is the renewed emphasis on the role of women, youth, and religious leaders to countering extremist narratives and inculcating a culture of peace-building. This counters the image of only young men being the face of extremism and acknowledges that young people and women are just as at-risk of becoming involved in extremist activities. Additionally, the research supports a critical programming principle: that peer-to-peer interventions (youth to youth, mother to mother) are more effective than “strangers” in challenging and alleviating deep-seated grievances and mindsets.

Strengthening community social cohesion and increasing awareness of violent extremism was woven throughout programmatic implementation during the ENGAGE NCE period.

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5. ACTIVITY IMPLEMENTATION Throughout the NCE period, activity implementation was conducted in support of the program strategy with an adherance to supporting gender equality, female empowerment, sustainability and environmental compliance. Program efforts were monitored and evaluated on a rolling basis, and in accord with the ENGAGE M&E Plan. Prior to the end of the project, in February 2019, ENGAGE conducted a comprehensive review of all monitoring data for the NCE period of implementation, to ensure that final project reporting properly reflects both relevant qualitative and quantitative performance data. As a result of the review, it was determined that some previously reported data had been unintentionally misattributed; and that some measures of accomplishment were actually compound indicators and therefore difficult to precisely measure and report on. Based on these findings, ENGAGE made careful revisions in both the attribution of monitoring data and the wording of specific indicators. These revisions are detailed comprehensively in Annex 1. Generally, the revisions made did not cause ENGAGE’s total indicator achievement to fluctuate significantly. ENGAGE remains as having surpassed 8 out of 12 indicator targets and is reporting 10 out of 12 targets as fully achieved by the end of the NCE period. After this review process was completed, ENGAGE is confident that all participants, plans, and projects are assigned to the correct indicators and capture the accomplishments of the NCE period percisely and accurately. Table 1: Results by Indicators NCE

ID Program Indicator Indicator Target

Indicator Actuals

Percentage Complete

1.A.1 Sub-national government entities receiving ENGAGE assistance to improve their performance 53 62 117%

1.A.2 Sub-national government officials trained (not CVE) 170 163 96%

1.B.1 Basic public service improvement plans developed by Barangay officials with community and IDP participation 45 47 104%

1.B.2 High school improvement plans developed by students and administrators with participation of parents 9 9 100%

2.A.1 CSOs trained on key technical themes 10 18 180%

2.A.2 Civil society representatives trained on key technical themes (not CVE) 205 182 89%

2.A.3 Youth4 trained on key technical themes (not CVE) 45 273 607%

2.A.4 People trained in CVE-related activities, tools and techniques 243 290 119%

4 Per USAID/ Philippines, youth refers to people 15 to 30 years of age, and as indicated in the ENGAGE Monitoring and Evaluation Plan, Performance M&E Indicators definitions

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NCE ID Program Indicator Indicator

Target Indicator Actuals

Percentage Complete

2.B.1 Number of Projects with an objective of building resilience among communities most at risk of recruitment and radicalization to violence 54 61 113%

2.B.2 Basic public service improvement activities implemented in partnership between local government, communities and IDPs. 54 62 115%

2.C.1 Citizens (non-youth) participating in development of basic service improvement plans 3,915 7,519 192%

2.C.2 Youth participating in development of basic service improvement plans 2,700 4,815 178%

NCE ID Research Indicator Data Source Target Result

3.B.1 Change in VE Variable “Community Marginalization and Discrimination” among youth leaders

Youth Leader Survey

End-of-project value

improved over baseline

Significant improvement in reducing youth leaders’

perceptions of marginalization and

discrimination

3.B.3 Change in VE Variable “Self-Efficacy” among youth leaders

Youth Leader Survey



Significant improvement in youth leaders’ feelings of

self-efficacy

3.B.2 Change in VE Variable “Community Marginalization and Discrimination” among sample of youth in partner high schools

High School Youth Survey



No significant improvement

3.B.4 Change of VE Variable “Self-Efficacy” among sample of youth in partner high schools

High School Youth Survey




3.C.1 Change of VE Variable “Community Marginalization and Discrimination” in sample of partner community households

Community Household

Survey




3.C.2 Change of VE Variable “Self-Efficacy” among sample of youth in partner community households

Community Household

Survey




3.C.3 Change in Social Cohesion Variable “Identification with Community” in sample of partner community households

Community Household

Survey




Added Change in Social Cohesion Variable in “Responsibility Felt for Common Good” in sample of partner community households

Community Household

Survey




Added Change in Governance Variable “Consensus" in sample of partner community households

Community Household

Survey




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Table 2: Narrative Summary Results

NCE ID Indicator Indicator Target

Indicator Actuals

Percentage Complete

1.A.1 Sub-national government entities receiving ENGAGE assistance to improve their performance 53 62 117%

The original target was 45 focus communities in seven LGUs in addition to the LGU in Marawi for a total of 53. This target was exceeded because of two additional focus communities as well as six additional barangays in Marawi and Lanao del Sur Province for a total of 62.

1.A.2 Sub-national government officials trained (not CVE) 170 163 96%

The original target was 170, however this was based on an estimate that included high school officials which were later removed from the indicator and attributed to 2.A.2 and 2.A.3 based on further review of the definition of the “government officials” category.

1.B.1 Basic public service improvement plans developed by Barangay officials with community and IDP participation

45 47 104%

The original target was 45 plans. This target was exceeded because of because of the two additional barangays added to program implementation for a total of 47.

1.B.2 High school improvement plans developed by students and administrators with participation of parents 9 9 100%

The original target was completed as planned.

2.A.1 CSOs trained on key technical themes 10 18 180% The original target was ten implementing partners. This target was exceeded because the implementing partners was expanded to 15, additionally, some of the community volunteers and representatives who attended the trainings were affiliated with three more CSOs

2.A.2 Civil society representatives trained on key technical themes (not CVE) 205 182 89%

The original target was an aggregate number of adult and youth civil society representatives. This target was not met because this indicator, and indicator 2.A.3 were revised to disaggregate and more precisely capture adult and youth civil society representatives as distinct groups. This indicator now captures only adults whereas indicator 2.A.3 captures only youth; during the NCE period, youth participants were prioritized and thus 2.A.3 was significantly overachieved while 2.A.2 fell short.

2.A.3 Youth trained on key technical themes (not CVE) 45 273 607%

The original target was envisioned as 45 youth. This target was significantly exceeded because youth participation was prioritized in the NCE period and the project implemented one additional program that was not originally planned - the Training Writeshops on Activity Design and Advocacy Proposal Development in December 2018.

2.A.4 People trained in CVE-related activities, tools and techniques 243 290 119%

The original target was envisioned as 243 aggregate people trained. This target was exceeded because there was higher demand among LGU partners to attend these events and learn more about ENGAGE’s CVE research.

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NCE ID Indicator Indicator Target

Indicator Actuals

Percentage Complete

2.B.1 Number of Projects with an objective of building resilience among communities most at risk of recruitment and radicalization to violence

54 61 113%

The original target was 54 projects. This target was exceeded because the original activities envisioned 45 focus barangays and nine high schools, however, ENGAGE implemented resilience projects in 47 focus barangays, eight high schools and six barangays in Marawi.

2.B.2 Basic public service improvement activities implemented in partnership between local government, communities and IDPs.

54 62 115%

The original target was 54 activities. This target was exceeded because the original activities envisioned 45 focus barangays and nine high schools, however, ENGAGE ended up working with 47 focus barangays, nine high schools and six barangays in Marawi.

2.C.1 Citizens (non-youth) participating in development of basic service improvement plans 3,915 7,519 192%

The original target was 3,915 adult citizens. This target was significantly exceeded because multi-stakeholder consultations were reattributed to 2.C.1. from indicator 2.B.1. Additionally, the original target was set on ENGAGE’s historical participation rates. The NCE participation rates were significantly higher due to the compelling nature of the entry activities, quick pace and successive discussions.

2.C.2 Youth participating in development of basic service improvement plans 2,700 4,815 178%

The original target was 2,700 youth. This target was significantly exceeded because the original target was set on ENGAGE’s historical participation rates. The NCE participation rates were significantly higher due to the compelling nature of the entry activities, quick pace and successive discussions.

Results: Research Narrative Summary The results of the endline survey show that, when controlling for baseline values, there was no significant difference between focus and non-focus communities. In other words, using the instrument of the CGES survey, there is no significant difference detected in the selected indicators between focus and non-focus communities. This means that the CGES survey was unable to detect the impact of ENGAGE programming when measuring values across the general population and in comparison between focus and non-focus communities. The results of the pre- and post-survey from the high school leadership training did show significant impacts on beliefs and perceptions, but these impacts did not extend out to the wider population. This may reflect the limited scope of ENGAGE interventions and suggest that expanding both the number of participants and duration of the intervention could lead to more discernable impacts on attitudes and beliefs at the community level.

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Activity Updates for the Final Reporting Period During the fourth quarter of the NCE period, ENGAGE primarily focused on the closing out of both programs and operations. Details about the operational closeout are included in Chapter 7: Management and Administration. In February 2019, ENGAGE concluded its program activities through the Post-Conflict Marawi: Community Transformation and Social Cohesion (ENGAGE Legacy Event). The event served as a celebration of ENGAGE accomplishments, a showcase of the hard work of the project’s many partners, and a handover of ongoing efforts to relevant officials. Highlights of the event included a Gallery Walk of Success Stories, several plenary and panel discussions, a Donors’ Forum and the final ENGAGE partners’ meeting on the last day. In a plenary focused on Successes, Challenges and Lessons Learned, partners shared their own transformation stories of working with the project. Many of them said that it was in the process of working together on project implementation that productive and constructive relationships between and among civil society representatives, government officials and community members were established. The activity was attended by the USAID Philippines Acting Mission Director Denny Robertson, ENGAGE COR Teresa Robielos, Marawi Mayor Majul Gandamra, Mayors and Vice Mayors of ENGAGE focus areas, CSOs, academe and high school partners, IDPs, women, youth, project beneficiaries and other implementing partners and international donors. Nearly 150 people participated in the event. 5.1.1. COMPONENT 1: Strengthen local governance, to enable host communities

to respond to the needs of home-based IDPs A. RESULT 1: IMPROVED GOVERNMENT AND CIVIL SOCIETY CAPACITY TO SUPPORT RECOVERY, STRENGTHEN SOCIAL COHESION AND PREVENT VIOLENT EXTREMISM No new activities were implemented during the reporting period. B. RESULT 2: IMPROVED LOCAL GOVERNMENT DELIVERY OF BASIC PUBLIC SERVICES IN COMMUNITIES WITH IDPs In this reporting period, ENGAGE concluded support of three specialists who offered Technical Assistance to the Office of the Marawi Mayor. As discussed in the Results Section above, the Integrated Recovery Coordinator, together with the Barangay Recovery Specialist, was able to complete participatory consultations with stakeholders coming from the 24 barangays comprising the Most Affected Area/Ground Zero of Marawi, leading to the identification of livelihood, shelters, health and WASH as the most pressing concerns that need to be addressed. The Database Development Specialist developed a functioning database that collates IDP profiles, as well as programs, grants and assistance received and needed by families that continue to be affected by the 2017 Siege.

Marawi STTAs Database Specialist Abdulsalem Guro and Barangay Recovery Specialist Fahad

Solaiman conduct rapid assessment of IDP stakeholders and local officials, in preparation for coordination activities on assistance distribution

and information dissemination on the city government’s recovery and rehabilitation efforts.

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For this reporting period, ENGAGE completed procurement and deliveries of Public Service Improvement Activities and Marawi IDP Re-Entry Activity Support materials to 47 focus barangays (PSIP) and 6 barangays (Marawi), respectively. Turnover ceremonies attended by beneficiaries, ENGAGE staff, local officials and CSO partners were also conducted within this reporting period. C. RESULT 3: STRENGTHENED COMMUNITY SOCIAL COHESION AND INCREASED AWARENESS OF VIOLENT EXTREMISM No new activities were implemented during the reporting period. 5.1.2. COMPONENT 2: Increase civic engagement for peace and development, to

enable home-based IDPs and host communities to participate in decision-making

A. RESULT 1: IMPROVED GOVERNMENT AND CIVIL SOCIETY CAPACITY TO SUPPORT RECOVERY, STRENGTHEN SOCIAL COHESION AND PREVENT VIOLENT EXTREMISM During the Legacy Event Panel Discussion: “The Role of Civil Society Leaders and Organizations in Community Transformation and Social Cohesion” panelists and CSO partners in the audience shared their experiences from working with ENGAGE. One best practice that was discussed was the use of “Entry Activities.” As many of the CSOs were newcomers to working in ENGAGE focus barangays, the Entry Activities were an essential part of the strategy, as that assistance made evident the intent, dependabilty and legitimacy of USAID, ENGAGE and the CSOs who were often the face of the program in various locations. Entry Activities built community confidence and resulted in increasing community participation in the ENGAGE activities that followed. A second best practice that was discussed at length was the use of community discussions, as they contributed directly to increasingly positive relationships between CSOs, community members and government officials. As planning discussions led to activity implementation, government officials were perceived as becoming more repsonsive to the needs of both IDPs and host community members. Stereotypes of CSOs only serving watchdog roles, and thus consistently in opposition to the government, also disolved during the NCE period. The trust and collaboration fostered between CSO leaders and staff, local officials (especially at the barangay level), volunteers and beneficiaries was one of the most appreciated impacts of ENGAGE.

Mayor Allan Lao (top row, fourth from left) forged strong

working relationships with local organizations MARADECA, MuCAARD and CMYM during the

ENGAGE NCE implementation period. The Mayor has vowed to continue working with civil society to improve

participatory governance practices in Lumbatan.

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B. RESULT 2: IMPROVED LOCAL GOVERNMENT DELIVERY OF BASIC PUBLIC SERVICES IN COMMUNITIES WITH IDPs No new activities were implemented during the reporting period. C. RESULT 3: STRENGTHENED COMMUNITY SOCIAL COHESION AND INCREASED AWARENESS OF VIOLENT EXTREMISM In the Legacy Event Panel Discussion: “Recognizing Significant Research Findings on Governance, Social Cohesion and Violent Extremism – What Can Be Done?” panelists summarized the studies conducted by MSU-IPDM for ENGAGE. The presentation highlighted the results of the baseline and endline Community, Governance and Extremism Study. Discussions also focused on how critical further research is, particularly in light of the upcoming implementation of the Bangsamoro Organic Law and establishment of the Bangsamoro Autonomous Region in Muslim Mindanao. Further, MSU-IPDM members shared that what they realized through the process of conducting numerous CVE-Awareness Raising Events, is that the research findings challenged long-held assumptions about the drivers that influence individuals and groups to sympathize and join violent extremist groups. For example, the findings challenged the long-held assumption that extremist groups capitalized on poverty to recruit new members. Additionally, the findings drew attention to the strong role played by familial ties and kinship in an individual’s interest in extremist ideologies. One of the programmatic insights that emerged from studying the research findings is the potential degree of influence women, youth, and religious leaders can wield in countering extremist narratives and inculcating a culture of peace-building. Lastly, lively debates occurred at many events when IPDM representatives shared how the concept of revenge can work as a push factor, particularly in communities where revenge is perceived as a means to regain dignity.

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Monitoring and Evaluation 5.1.3. Purpose and Approach The ENGAGE Monitoring and Evaluation Plan (MEP) presents an integrated approach for collecting and analyzing data to facilitate decision making. The MEP provides the basis for assessing the impact of ENGAGE interventions and help staff to: - Manage resources effectively and efficiently; - Monitor and assess progress against proposed activities and results; - Adapt programming to maximize impact; and - Understand and communicate the outputs and outcomes of ENGAGE assistance.

The foundation of the MEP is the ENGAGE Results Framework that defines Project objectives, expected results and illustrative activities. The Framework also includes indicators for measuring progress, and annual performance targets against all indicators. The MEP guides the monitoring and assessment of progress of ENGAGE-supported activities throughout the contract period. ENGAGE collects information on all indicators on a regular basis through event reports prepared by implementation partners, site visits, focus group discussions and regular meetings with civil society leaders and government officials. Input from a variety of information sources generates a realistic impression of the impact of activities. Primary sources of data include citizen perceptions and other surveys, baseline and endline assessments, grantee and sub-contractor activity reports, training evaluation and ENGAGE monitoring reports. Efficient data collection and quick analysis ensures important information moves quickly to the senior managers and informs activity development and implementation. Led by the Chief of Party, staff analyze data as it is collected to understand trends in ENGAGE’s progress toward achieving outputs and outcomes. This facilitates discussion and decisions to improve activities and ultimately to greater achievements. Core elements of the monitoring and evaluation approach include: - Regular field visits with LGU and CSO partners and beneficiaries to collect qualitative data; - After field visits, structured in-house meetings with relevant staff to discuss findings, determine

lessons learned and how they might inform new approaches and activities; - Regular collection of quantitative data through surveys and activity reports; and - Storage of quantitative data in TAMIS for analysis and reporting.

5.1.4. Monitoring Tasks Conducted Review of Performance Indicators and Targets Before the NCE period, ENGAGE reviewed existing Monitoring and Evaluation Plan (MEP) indicators to ensure they were in line with the NCE programmatic priorities. During this review, ENGAGE determined that some MEP indicators remain relevant and thus would continue to be used. However, the project also designed several new custom indicators to ensure managers are able to monitor and gauge progress towards the revised stated objectives and expected results. ENGAGE calculated targets for each indicator and developed an Implementation Plan and associated schedule of activities to ensure that each target was met before the end of the NCE period. The revised list of Project indicators and targets was submitted to USAID as a MEP Addendum 2 in April 2018. The project has been successful in meeting or exceeding ten out of twelve program indicators.

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Data Quality Review During the last quarter of the NCE period, DAI brought in a Monitoring and Evaluation Specialist to conduct a comprehensive review of ENGAGE M&E systems, procedures and reports, including tools and methods for data collection and analysis. The subsequent review process is detailed in Chapter 6: Activity Implementation and Annex 1. These actions helped ensure consistency of reported and actual data, draw credible, factual conclusions of achievements, successes and shortcomings and contribute to the successful closedown of the program. 5.1.5. Research and Surveys Community Governance Extremism Study (CGES) During the NCE period, ENGAGE designed a mixed methods field study to explore issues of governance, social cohesion and extremism in communities hosting large populations of home-based internally displaced persons (IDPs) following the Marawi crisis. The objectives of the CGES study were twofold: - Deepen our understanding of issues of governance, social cohesion, and extremism in

communities hosting large populations of home-based IDPs in the ENGAGE focus areas; - Develop an approach and tools that can be used to measure progress in achieving Project

objectives.

Study Framework The study included two primary components, both implemented two times, as a baseline and endline. The first component was a quantitative survey of a representative sample of residents, both home-based IDPs and non-IDPs, in the focus areas and non-focus areas, known as the Community Governance and Extremism Survey (CGES)., The second component were interviews of a purposive sample of key leaders and community members who are well-placed to understand issues of governance, social cohesion and extremism and to evaluate the impacts of ENGAGE programming. ENGAGE partnered with (MSU-Marawi) in conducting the various tasks of the study and in the analysis of results, referend to as the Governance Process and Outcome (GPO) Interviews. The survey and interviews, and analysis of resulting data, was conducted twice over a period of about 10 months, first in May-June 2018 and the second time in December 2018-January 2019. The sampled population resides within the ENGAGE programming area. This area encompasses seven municipalities and cities, and 40 barangays.

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Figure 2: CGES Framework

Figure 3: CGES Study Locations

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Comparisons between baseline and endline findings were carried out to determine whether programming in ENGAGE-focused communities had any measurable effect on VE and governance-related outcomes, attitudes, and practices. To achieve this, ANCOVA was used to analyze the baseline and endline CGES data. ANCOVA helps in comparing endline with baseline responses in the focus and control groups, and, more specifically, in identifying changes over time that might confidently be attributed to ENGAGE programming. CGES Study Findings CGES endline results showed that when controlling for baseline values, there was no significant difference in endline values between focus communities and comparison (counterfactual) communities, the non-focus communities. This means that, using the instrument of the CGES survey, we were not able to measure any significant difference in the selected indicators between the focus and non-focus communities and as such, there was no measurable impact of ENGAGE programming when measuring values across the general population and in comparison, between focus and non-focus communities. These findings do not necessarily mean that ENGAGE had no specific impact but rather that impacts were not discernible in the selected indicators at the level of the general population. While there was impact with direct beneficiaries and participants in terms of changes in attitudes from ENGAGE’s High School-focused activities, these impacts did not extend out to the wider population. This is reflective of the limited scope of ENGAGE interventions and suggests that expanding both number of participants and duration of the intervention could lead to more discernable impacts on attitudes and beliefs at the community level. Six months in general is an insufficient period of time to expect to see changes in public perceptions with this type of tool. Irrespective of the lack of measurable overall impact of ENGAGE intervention of the conditions related to VE among the population, findings of interest were obtained when assessing the opinions and experiences of the communities as a whole, as well as those shared by the GPO interview Key Informants. These are explored in comprehensive detail in Annex 2: Research Results and Findings. High School, Core Youth and Violent Extremism Survey In July and August 2018, ENGAGE conducted a baseline survey focused on the perceptions of over 1,500 students currently enrolled in 9 focus and 3 non-focus public high schools in Lanao del Sur and Lanao del Norte on themes related to violent extremism. The objectives of the survey were: (1) to better understand the perceptions of high school students and drivers of extremism that influence student vulnerability to recruitment by extremist groups, and (2) to develop an approach and tools that can be used to measure progress in achieving project objectives and used the method and questionnaire developed in the Youth and Violent Extremism Research Project in 2017.

An enumerator interviews a respondent in Iligan City for the High School and Violent Extremism

Survey conducted during the NCE period.

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In December, preparations were done for the endline survey. Relevant ENGAGE staff facilitated a 2-day workshop with the Bangsamoro Youth Coalition for Peace and Development (BYCPD) and their field supervisors and enumerators to discuss the detailed work plan, approach, deliverables schedule and budget for all survey activities, and to conduct a survey training course for enumerators and field supervisors. The endline survey was conducted in January 2019, and the comparison between the baseline and endline survey sought to measure if there was any impact at the level of the entire student population on specific index variables associated with support for violent extremism, community marginalization and discrimination, or self-efficacy. The same survey was also conducted for ENGAGE Core Youth partners, who worked intensively with ENGAGE for the NCE period. A total of 51 baseline and 32 endline respondents participated in this survey, and allowed the project to measure statistically significant differences between the pre- and post-samples for both self-efficacy and community marginalization. This sample of direct program participants showed significant improvement in these two measures associated with extremism. The survey of all students, however showed no significant change in these indicators. While the program did have its intended impact on direct program participants, this impact did not spread to the rest of the student population. In order to achieve greater impact, the programming would probably need to be scaled up and implemented for a longer period of time to see an impact on the wider population of students. 5.1.6. Tools Used: TAMIS In projects throughout the world, DAI uses a web-based data storage and reporting system called TAMIS (Technical, Administrative and Management Information System) for all its projects. ENGAGE used this software to ensure that data was collected and reported against all the outputs in a timely and accessible manner. All the relevant documents against the data were uploaded to TAMIS and could be accessed by its users. The software allowed its users easy access to the document from any location, and several other advantages including. - Permit updates from multiple locations and applicable for all users; - Contribute to data quality and reliability; and - Facilitate timely reporting for knowledge management and decision-making

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Integration of Crosscutting Issues and USAID Forward Priorities 5.1.7. Gender Equality and Female Empowerment As ENGAGE’s implementing objectives and intended outcomes aimed to increase the involvement of citizens in local governance and civic engagement, assuring equitable participation of women in all project-supported activities is integral to the project’s design and its implementation. This was reflected in the activities delineated and described in the ENGAGE Project Work Plan at the beginning of the NCE and has held true throughout the year’s activities. ENGAGE research revealed women to be just as vulnerable as young men to the messaging of extremist groups, as they are likely to share similar grievances of marginalization and lack of agency in wider society. Focusing on the promotion of, and support for, the role of women in local civil society organizations had two positive results: tapping into a wider talent pool for local governance and secondly, to present women with a compelling alternative to violent extremism. Additionally, ensuring high rates of female participation in ENGAGE activities transformed the skillsets of many of those female participants, who are now actively improving service delivery and social cohesion in their own communities. Because gender and gender-related issues permeate virtually all facets of project operations, and because virtually all data analysis conducted by the project included the disaggregation of data by gender, there were no discrete objectives that pertained to gender, as such objectives would be redundant. ENGAGE aimed to significantly increase citizens’ participation in local governance processes, and since women represent approximately fifty percent of the local citizenry, assuring the equitable participation of women in all facets of project delivery has been a mainstreamed priority of ENGAGE. 5.1.8. Sustainability Mechanisms

We fell in love with Angayen. It was an eye-opener for us. We were able to gain the trust of the community and this opened doors for us. We really wanted to help the community. So, we adopted the Angayen for more engagements. Our support for Angayen does not stop after ENGAGE. We want to put more projects in Angayen. Angayen was a breakthrough. At the end of the day, it’s the relationships that matter.

– Jenny Sanguila, CSO Pakigdait’s Deputy Director speaking about Pakigdait’s commitment to sustain engagementin the remote area of Angayen,

which was initiated during the NCE period ENGAGE employed a number of strategies to ensure that project outcomes can continue after the project period. Most important is adherence to core principles of the project, including: bringing together government officials and citizens to work together constructively on critical issues and building trusting relationships between and among them. All of ENGAGE’s activities brought together people of diverse social, political and economic backgrounds to form new networks – both personal and organizational. By the time the project wrapped up implementation, these networks had demonstrated their capacity to innovate, address issues and facilitate change. By focusing on relationships rather than outputs of discrete activities – a relationships-first approach – ENGAGE has been better able to build networks that keep the right people in continuous, creative interaction. These networks are now capable of adapting and evolving to new challenges and priorities.

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Sustainability also comes from local ownership of and buy-in to all activities and associated outcomes. A cornerstone of ENGAGE’s strategic approach were the numerous consultations with partners to solicit their ideas and opinions, develop their understanding of ENGAGE and gain their support in refining strategies and subsequent activities. Meetings large and small with government and civil society partners, and surveys of partner needs and priorities were elements of this participatory and consultative approach. But local ownership and buy-in alone are not enough to produce lasting change. Stakeholders must also share a common mindset for change, have the skills to be effective change agents, and understand that building mutually supportive relationships with others will make change easier to achieve. Thus, ENGAGE emphasized the building of managerial and technical skills of its partners, through courses on program design, communication and facilitation, and discussion on concepts, drivers and push/pull factors related to violent extremism. As participants’ skills and experienced increase, they become more effective in their work, and more confident of their collective community resilience. 5.1.9. Environmental Compliance ENGAGE’s Environmental Mitigation and Management Plan (EMMP), or simply the Environmental Manual (EM), supported the implementation of the project activities ensuring compliance with 22 CFR 216 requirements, the Initial Environmental Examinations (IEEs) recommendations, and Philipinne environmental laws and regulations. In April 2018, relevant ENGAGE and DAI/Bethesda staff met to discuss the contents of the EM, the types of work that the Project might support in the coming year, and associated potential environmental concerns. Following this meeting, ENGAGE staff traveled to Manila in April to meet with the USAID COR and Mission Environment Officer to clarify the activity environmental review and approval process, with a focus on the types of activities that ENGAGE might support that would require environmental reviews. As ENGAGE began implementing Year 6 activities, additional discussions were held with USAID on actions that might further smooth the activity environmental approval process within existing USAID rules and regulations. An Amendment to the initial ENGAGE EMMP was approved in September 2018 help to streamline the review and approval process for various activities, facilitate quick response to the priorities of partners and, at the same time, maintain compliance with USAID rules and regulations.

Women host community members and IDPs

participate in the assessment of delivery of basic public services in the barangay of Pawak in the Municipality of Saguiaran. During this session, stakeholders identified the upgrading of their

current water distribution system and improving their sense of safety and security through the provision of (solar) street lights as a collective

priority for action and ENGAGE support.

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6. CHALLENGES, LESSONS LEARNED, AND BEST PRACTICES

Operational Environment 6.1.1. Societal Divides Impact Local Political Cultures Many communities in Lanao and Mindanao are fractured and divided, with differences that arise - especially during election time periods – that tend to escalate and persist for long periods of time. Such differences can also evolve into political rivalries between and among families and clans, impacting a variety of aspects of the daily life of community members. As a way to maintain a certain degree of political equilibrium, many communities practice “idal” which involves the transfer of power and/or the rotation of power among the politically dominant families in a community. In many areas, idal is practiced by a rotational approach to different families running for public office as well as serving in traditional leadership positions. The interplay between families or clans that are in elected official positions and traditional leadership positions is a delicate but essential aspect to how idal works to maintain social harmony. As idal can serve as a stabilizing mechanism in sensitive community contexts, it is important that development projects understand how idal is practiced in target areas – otherwise, there is a great risk that the assistance will actually throw off the established balance of power sharing and run afoul of the Do No Harm ethic. During the NCE period, ENGAGE worked in predominatly new focus areas (with the exception of Marawi City) and had a limited time for implementation. In order to facilitate quick start up and in deference to the concept of “idal” which is especially prevalent in the Lanao Provinces, introductory calls were made by ENGAGE staff and CSO partners to traditional leaders (in addition to elected local officials) at the outset of the NCE period to introduce the project and request their blessings to start work in the community, establish buy-in for upcoming activities and institute a communicative, respective and cooperative relationship. This approach also allowed ENGAGE to become cognizant of sensitive local dynamics, and allowed CSO partners to safely implement community discussions and planning sessions, often with the combined support of both local government officials and traditional leaders. As NCE activities were being implemented, it became apparent that in some places, barangay officials were in the habit of taking barangay assets (i.e. chairs, office supplies and equipment, and even barangay records) with them when their terms of public office ended. Accordingly, this issue was brought to the attention of the mayor and vice mayor for resolution. ENGAGE worked with barangay communities to established systems to account for the material assets provided through ENGAGE grants, such as instituting the use of logbooks and assigning property custodians. 6.1.2. Crowded Donor Space and Overstretched Leaders The donor space focused on Marawi response was often a crowded one, which sometimes led to a competition between implementers for the commitment and engagement of community members, CSOs, and government officials. CSO and LGU leaders were sometimes overstretched by the

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competing demands of the projects in their juristictions, their regular jobs and their family responsiblities. Time and energy were essential resources but were in short supply. To ensure that this challenge didn’t negatively impact NCE programming, ENGAGE pro-actively set firm criteria for selecting CSO implementing partners, focus barangays and high schools, guaranteeing that each of them had the availability and willness to work with ENGAGE for the year. An in-depth CSO scoping exercise allowed ENGAGE to identify local organizations that had the capacity to implement activities. A careful selection process prior to the start of NCE activities resulted in a strong level of commitment of local CSOs, government officials and other stakeholders to participate in ENGAGE programming. *Operational security challenges are discussed in the section titled, “Program Security Challenges and Responses.” Implementation Context 6.1.3. Establishing Trust Between CSOs and Commiunities Many of ENGAGE’s CSO partners during the NCE period were “newcomers” to working the project’s focus barangays, and thus needed to establish themselves as trustworthy and dependable amongst community members and government officials very quickly. The “Entry Activities” approach was essentail to making this happen, is these early planning sessions and deliveries of material support made eveident the intent, dependabilty and legitimacy of USAID, ENGAGE and the CSOs who were on the frontline of program implementation. Entry Activities built community confidence and resulted in increasing community participation in the ENGAGE activities that followed. *Other implementation lessons learned and best practices are discussed in the Activity Updates section’s coverage of the ENGAGE Legacy Event. Internal Systems and Processes 6.1.4. Disparate Internal Technical and Procurement Systems The budget allotted for the NCE period was more than ENGAGE’s historical rate of spending in its five years of implementation. This required a project procurement system that would be responsive to the volume of anticipated transactions within the NCE implementation timeline while, at the same time, adhering to ENGAGE’s established systems and processes. The project used separate systems for technical reporting and procurement to achieve these disparate objectives. The capacity for these systems to handle greatly increased quantities of grants developed, in-kind budgets verified, procurements made and materials delivered had been largely unchecked before the NCE period. Document requirements that worked while the program was implementing the prior five years of programming were strained and, at times, unable to keep up with the demands of the NCE period. This was particularly the case during the busy months of the program when overlapping program planning sessions, trainings and other events were happening in various places. Delays in ordering procurements, processing payments and making deliveries often contrasted with partner expectations, and resulted in suspicion or frustration. While the use of cash

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or fixed award amount grants was determined to be unviable given the implementation time period, organizational capabilities of the CSO partners, and the project’s risk-aversion, developing and implementing in-kind grants was not as simple as hoped. In-kind grants are a demanding mechanism and require significant investment from program staff. In the face of these challenges, the ENGAGE team worked together to explain internal processes to partners and right-size expectations of beneficiaries. 6.1.5. Staffing and Organizational Changes Over the six years of ENGAGE operation, including the NCE period, the project experienced significant changes in both personnel and organizational structure. Key leadership including the Chief of Party (COP) changed multiple times and there were various changes to other integral personnel that led to some discontinuity in implementation. Additionally, the project “staffed up” to be able to implement the ambitious workplan of the NCE period. That meant there were significant numbers of new team members added during the last year of the project, with little time for gradual onboarding. New grants and procurement staff were hired during the NCE period and, as with any new staff, they brought experiences from previous projects including processes, performance standards and protocols and transitioning to ENGAGE systems was an adjustment. These same staff members had few opportunties for direct interactions with partners and communities, which contributed to a sense of distance between technical staff and project beneficiaries.

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7. MANAGEMENT AND ADMINISTRATION

Management and Administration Cost Control During the year, ENGAGE managers closely managed remaining funds and controlled costs while continuing to provide professional technical support to partners, meet approved targets and maintain high quality outputs. Budget management and cost control measures included monthly reviews and discussions of actual and planned expenses to ensure expenses did not exceed allocations, the combining of events whenever possible to minimize expenses without compromising the quality or quantity of outputs, and close planning of staff travel to maximize staff-partner interaction and ensure necessary technical assistance and mentoring were delivered to partner organizations. ENGAGE had no cost overruns on any budget line items during the year. Schedule In addition, ENGAGE submitted all documents, as required, to USAID and on schedule. These include three Quarterly Reports, the Annual Inventory Report, the Annual Report on Foreign Taxes, and quarterly TraiNet updates. ENGAGE also submitted 20 each Event Calendars and Grant & Special Activity Fund (SAF) Status Reports (every two weeks) to ensure USAID was fully informed of planned field activities and grant and SAF expenditures. Other ad hoc reports on Project outputs and outcomes, as well as several draft plans and budgets related to the NCE, were provided to USAID soon after requests were received. Service Quality ENGAGE supported a number of training courses during NCE period, with participants coming from LGU and CSO partners, as well as IDPs, women and youth representatives and volunteers. These provided a foundation for subsequent activities in the field. At the conclusion of each course, ENGAGE asked participants to complete a standard 18 question evaluation form, rating a range of issues on a scale of 1 to 4 (where 4 is excellent). For the 31 courses conducted in the NCE period, a total of 1,078 participants completed evaluation forms, providing an overall average evaluation score of 3.8, with 95% of all responses either a 3 or a 4. This is a very strong indication of participant agreement on the overall value and quality of the training courses provided by ENGAGE to partners over the past year. The summary of NCE Training Evaluation results are presented in Annex 4. ENGAGE technical assistance and participatory mechanisms from the first five years of programming were adapted and introduced to NCE LGU and CSO partners. As they used the mechanisms in new activities, participants remarked repeatedly about their effectiveness and potential. These and many other partner statements, as well as the completion of activities in focus barangays and high schools, are testimony to the high quality and timeliness of technical assistance provided by ENGAGE for the NCE period.

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Formal feedback sessions were also solicited through regular partner implementation meetings with ENGAGE – whether in the field, at the ENGAGE Iligan and CDO offices or through more collective efforts as in the Mid-Year Assessment Meeting in Davao. Informal feedback was also solicited to constantly improve on the quality of services provided to partners. Throughout the NCE period, ENGAGE staff remained open and communicative, actively managing and addressing issues leading to the timely and successful completion of all activities under the NCE Work Plan. Regulatory Compliance ENGAGE managers ensured that all Project operations and activities were compliant with USAID and DAI rules and regulations. Actions taken include:

• Grant start-up and closedown meetings with partner organizations to ensure regulations and restrictions on resource use and reporting were understood fully;

• Completion and filing of all required environment review and screening forms; • Regular meetings of the ENGAGE Compliance Team to review vehicle log books, internal

audit reports, the ENGAGE Trafficking in Persons Compliance Plan, and whistle-blower protection policies and notifications;

• All ENGAGE staff participated in the annual training course on DAI’s code of business conduct and ethics, and reviewed the DAI ENGAGE Fraud Prevention and Compliance Plan.

Project Funding Following discussions in late 2017, USAID extended the contract period to 16 April 2019 and obligated USD $4.06 million on 22 March 2018. The proposed Annual Work Plan, with a focus on providing assistance to home-based IDPs and their host communities, was revised following discussions with USAID on 4 April 2018, and submitted for final approval on 12 April 2018. The obligation of funds allowed for several changes in program operations:

• Increased staffing profile. ENGAGE initiated efforts to recruit 17 new staff to expand the overall staffing profile to 33 persons;

• Opening of field offices. ENGAGE opened new offices in Cagayan de Oro (CDO) City and Iligan City to ease staff access and ability to provide timely assistance to partners in the new focus area. Field offices closed in March 2019, following the completion of technical activities and procurements under grants and SAF activities with all new partners throughout the previous year.

Over the Life of the Project, ENGAGE experienced significant changes in both personnel and organizational structure. Key leadership including the Chief of Party (COP) changed multiple times and there were various changes to other personnel that led to some discontinuity in implementation. In order to mitigate any delays incurred, ENGAGE was provided with external STTA assistance, new leadership and key staff were onboarded and gaps in the organizational chart were filled to include a more robust team to handle the additional procurement and programmatic requirements. The budget allotted for the NCE period was also more than ENGAGE had historically spent in its five years of implementation. New grants and procurement staff were taken on board while the NCE was under way, bringing with them processes, performance standards and protocols. Internal procedures adhered – first and foremost – to ensuring compliant, audit-ready practices and the wise, judicious and proper use of (American) taxpayer money, which at times conflicted with the urgency of activity implementation. Stringent documentary requirements and complex procurement standards – coupled with simultaneous and overlapping implementation of training and non-training events –

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resulted to delays in processing payments to vendors and partners. Continuous efforts to communicate information to partners and stakeholders to understand internal operational processes were undertaken by ENGAGE staff. Deliveries of HSIP, PSIP and IDP re-entry activity support materials and the payment of CSO professional fees also helped alleviate misgivings and expressions of disappointment by (some) implementers; the majority of community members understood the complex protocols of properly disbursing donor funds and the sometimes resulting delays incurred. Personnel Mr. David Pottebaum, COP during the completion of the ENGAGE pre-NCE period and initial five months of the NCE period, departed ENGAGE Project in early September 2018. Mr. Marjan Jukic, Senior Technical Advisor, with support from the DAI Home Office, served as interim Acting COP from 1 October to 4 December 2018. Mr. Hugh Brown joined ENGAGE as the COP on 5 December 2018 responsible for overall project management and leadership ensuring continued project implementation, including programmatic, operational, finance and administrative systems and procedures, and compliance with DAI and USAID policies, rules and regulations during the remaining almost five months of closedown. Mr. Bernardo Roa, DCOP, departed ENGAGE in mid-December 2018. The position was not backfilled given the remaining time on the project and closedown tasks to be completed. International STTAs supporting ENGAGE during the NCE period included: Ms. Herawati Aziz, Senior Program Implementation Manager (SPIM), 9 June 2018 – 16 April 2019. The SPIM participated in the development of overall Project strategy and work plans and was responsible for managing and reporting on the implementation of grant and sub-contract agreements and related procurement activities. Mr. Marjan Jukic, Senior Technical Advisor, from 1 October – 8 December 2018 and 19 December 2018 – 20 January 2019; provided strategic technical inputs to the program team for ensuring continued programmatic implementation and completion of the outstanding grants and SAFs. Mr. Christopher Lee, Training Specialist, 2-23 November 2018 (in/outside the Philippines). Worked with the ENGAGE team to ensure proper design and implementation of three training courses in Cagayan de Oro for ENGAGE stakeholders, including IDPs, youth and women, community members, barangay officials, religious and traditional/clan leaders and other key stakeholders from ENGAGE focus areas -- Transformational Leadership (Co-OPERACY) for 36 participants 5-9 November 2018 and Training of Trainers (ToT) with special focus on Self-Awareness and Personal Empowerment (OPERACY) for 25 participants between 13 and 30 November. Mr. Wilfredo Torres, Senior Evaluation and Learning Specialist, 15 November 2018 –15 February 2019. Worked with the ENGAGE team, partners and beneficiaries to evaluate specific qualitative aspects of the project and to capture learning, including lessons learned, best practices, and recommendations during the NCE period to pass on to current/future implementing partners in the Philippines. The Senior Evaluation and Learning Specialist harvested knowledge from the richness of the ENGAGE experiences in communities with IDPs and from the performance monitoring data to conduct qualitative evaluation focused on ENGAGE achievements and impact on: (1) Enhancing social cohesion; (2) Enhancing civic engagement for peace and development; (3) Enhancing

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community awareness of and resilience to violent extremism; (4) Addressing marginalization and discrimination at community and individual level, especially among youth; (5) Improving performance of sub-national government entities to deliver basic public services, support recovery, strengthen social cohesion and prevent violent extremism; and (6) Improving performance of CSOs to support recovery, strengthen social cohesion and prevent violent extremism. Mr. Barry Shapiro, Senior Security Advisor, 15 November 2018 – 15 February 2019 (18-22 November 2018 in country). Worked closely with the ENGAGE Acting COP, Deputy Chief of Party (DCOP), who was an outgoing Security Focal Point (SFP) for the Project, and the incoming local Security Manager to review and address the threats and direct risks to DAI project and staff in light of significant changes in DAI security personnel (i.e. departure of the DCOP and hiring of the new Security Manager) and intensified and mutable security risks in the new areas of ENGAGE operations. The Senior Security Advisor assessed locations within the ENGAGE areas of responsibility, reviewed and updated/re-formulated suitable security protocols for the project and assured smooth transition of and uninterrupted security functions within the project. Mr. Shapiro continued to provide remote support and advice to the Security Manager beyond the above referenced period and regularly reviewed security measures and recommended changes as needed. Mr. Kevin Casey, Research Specialist, 26 November 2018 to 28 February 2019 (all outside the Philippines). Worked closely with the ENGAGE Acting COP and assigned a Program Development Officer (PDO) to ensure proper implementation and generation of reports related to three research activities: (1) Endline Survey on Youth and Violent Extremism, (2) Endline Community, Governance and Extremism Study (CGES), and (3) Endline Governance Process and Outcomes Interviews. With the ENGAGE PDO, the Research Specialist supported validation discussions with research implementation partners (MSU-IPDM and BYCPD), provided inputs to training programs for endline activities, and took the lead in identifying additional key and data-driven variables to measure program outcomes. During January and February 2019, the Research Specialist processed baseline and endline data to measure change for selected variables related to violent extremism and social cohesion and support production of terminal reports for relevant research done by ENGAGE. Ms. Edie Mullen, Learning and Communication Specialist, 1 January to 15 February 2019. Worked closely with the ENGAGE team, partners and beneficiaries to better understand, capture and present project learning, including lessons learned, best practices, specific project impact stories and case studies, and recommendations during the NCE period to pass on to current/future implementing partners in the Philippines. Results and experiences from the 6th year of ENGAGE activities are of great value to the development of democratic governance, strategies to counter violent extremism and efforts to enhance social cohesion and civic engagement for peace and development in conflict-affected areas of Mindanao. Ms. Rayne Loken, Monitoring and Evaluation Specialist, 1 January to 15 March 2019. Worked closely with the ENGAGE and DAI Home Office teams to review ENGAGE M&E systems, procedures, tools, reports and various performance data in order to ensure consistency of reported and actual data, draw credible, factual conclusions of achievements, successes and shortcomings and contribute to the successful closedown of the project. Based on Rayne’s work, including an exhaustive Data Quality Review (DQR), ENGAGE revised some earlier quarterly reported performance data as included within this NCE period report. Ms. Dawn Hayden, Communication and Reporting Specialist (remote STTA), 18 January to 15 March 2019. Assisted the ENGAGE Project team by taking the lead in developing both the template and the draft NCE period final report.

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Program Security Challenges and Responses Security issues complicated the implementation of activities in a number of communities during the NCE. In seven focus barangays, due to a perceived influence of powerful figures with links to the radical groups, ENGAGE partners faced difficulty implementing project activities that aimed to counter violent extremism directly. Together with partners, ENGAGE adapted the intended programming for these barangays. Adapted programming focused on enhancing civic participation and social cohesion as means to indirectly establishing compelling alternatives to radical ideologies and extremism, rather than focus on countering violent extremism directly. When faced with such challenges, ENGAGE staff and partners remained communicative, transparent and inclusive, and encouraged stakeholders to continue their involvement and investment in the participatory process of community improvement. With the enhanced level of program operations in geographically different areas under the NCE period, as compared to the previous five years of ENGAGE, DAI hired a local staff security manager based in Davao with the requirement to provide field-level support to Cagayan de Oro (CDO) and Iligan-based teams to ensure their personal safety and security in carrying-out work. Security manager responsibilities included relationship development and information exchange with the Philippines’ military and police officials, as well as barangay chairpersons, mayors and other formal as well as informal leaders. Relationships developed and information shared complemented other security reports, e.g. as received from LBG Logistics Project, which enabled ENAGE staff to better plan for and implement field work ensuring staff’s safety and security, as well as that of grantees and partners and community members. Communications During the NCE period, ENGAGE continued to use open, practical and compliant communication with USAID on both programatic and operational topics. The project produced considerable content—including training and event materials, regular project reports, and success stories—and maintained adherance to branding and marking regulations. To ensure that accomplishments, lessons learned, and best practices from the NCE period were captured for future use, ENGAGE prioritized the production of ten success stories and three case studies. These came out of the work both program staff and STTAs did to harvest knowledge from the rich history of ENGAGE experiences in focus communities and performance monitoring data.

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7.1.1. COMMUNICATIONS DELIVERABLE TABLE As required by the ENGAGE contract, the following reports were written and delivered to USAID during the NCE period of performance:

Table 3: Table of Communication Deliverables Title Date

1 ENGAGE Annual Work Plan (Year 6) May 2018

2 Monitoring and Evaluation Plan (MEP), Addendum 2 May 2018

3 ENGAGE Quarterly Report (Year 6, Quarter 1) July 2018

4 ENGAGE Quarterly Report (Year 6, Quarter 2) October 2018

5 ENGAGE Quarterly Report (Year 6, Quarter 3) January 2019

6 ENGAGE NCE Report (including Year 6, Quarter 4 Report) April 2019

In addition, ENGAGE provided to USAID the following: - Activity calendars every two weeks - Grant and Special Activity Fund (SAF) status reports every two weeks - Quarterly OIG reports that focused on activity highlights in Marawi every quarter - Ten success stories - Three case studies In addition, there were periodic updates on activities provided to USAID for social media publicity.

7.1.2. Develoment Experience Clearinghouse Submission Table As required by the ENGAGE contract, the following reports were submitted to USAID’s Development Experience Clearinghouse (DEC)

Table 4: Table of DEC Submissions Title Published

1 ENGAGE Annual Report Year 1 April 2014





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6 ENGAGE Report on Youth and Violent Extremism in Mindanao November 2017

7 ENGAGE Life of Project Report April 2019 (planned)

8 ENGAGE Report on Community Governance and Extremism April 2019 (planned)

7.1.3. SUCCESS STORIES The success stories for this project have been included in Annex 5.

7.1.4. CASE STUDIES The case studies for this project have been included in Annex 6.

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Modifications and Amendments

Table 5: List of Contract Modifications and Amendments

Modification No. 1 1. Completely replaced Section C.7 “Implementation Arrangement, Grants Under Contract (GUC).

2. Under Section I.1 “Notice Listing Contract Clauses by Reference, AIDAR Clauses”, replaced AIDAR 752-225-71 Local Procurement with AIDAR Clause 752.225-70 “Source and Nationality Requirements (Feb 2012).

3. Completely replaced Section I.5 “Additional Requirements for Personnel Compensation.”

4. Completely replaced Section I.12 “AIDAR 752.7032 International Travel Approval and Notification Requirements.”

5. Completely replaced Section I.17 “Approvals for Nonexpendable Property Purchases.”

Modification No. 2 1. Completely replaced Section F.5 “Key Personnel” 2. Under Section I.5 Additional Requirements for Personnel

Compensation, replace subsection (c). Modification No. 3 1. Incrementally fund contract by $3.5M; Total now $7M. Modification No. 4 1. Incrementally fund contract by $824,798.96; Total now $7,824,789.96

2. Update Section H.8 “Submission of Datasets to the Development Data Library.”

3. Update Section H.9 “Access to USAID Facilities and USAID’s Information Systems.”

Modification No. 5 1. Incrementally fund contract by $961,000; Total now $8,785,798.96 Modification No. 6 1. Incrementally fund contract by $515,802.24; Total now $9,301,601.20

2. Update Section I.29 “Combating Trafficking in Persons (Mar 2015)” Modification No. 7 1. Incrementally fund contract by $367,751; Total now $9,669,352.20 Modification No. 8 1. Incrementally fund contract by $867,449.60; Total obligation now

$10,536,801.80 Modification No. 9 1. Incrementally fund contract by $437,000; Total now $10,973,801.80 Modification No. 10 1. Incrementally fund contract by $4,063,000; Total now $15,036,801.80

2. Extend contract Period of Performance through April 16, 2019. 3. Update Section C.5b “Expected Results and Work Requirements.” 4. Completely Replaced Section F.5 “Key Personnel” 5. Completely Replaced Section F.6 “Management of Contract.” 6. Completely Replaced Section F.8 “Life of Project Deliverables.” 7. Completely Replaced Section F.9 “Reports and Other Deliverables.” 8. Modified Section H.1 “Key Personnel.” 9. Completely Replaced Section I.5 “Additional Requirements for

Personnel Compensation.” 10. Deleted Attachment J.1 in its entirety.

Modification No. 11 11. IPN Mod – Insert Clause 52.204-23 “Prohibition on Contracting for Hardware, Software, and Services Developed or Provided by Kaspersky Lab and Other Covered Entities (Jul 2018)”

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Operations

7.1.5. OPENING AND CLOSING OPERATIONAL UPDATES In April 2018, ENGAGE hosted a conference titled “Peace and Stability through Good Governance.” Representatives of LGUs and CSOs that had worked with ENGAGE in the past attended the event, which marked the conclusion of programming with them. The remaining staff based in Zamboanga were reassigned to Davao to conclude reporting tasks and assist in the preparations and design of new programs to be implemented in the new Mindanao focus area under the NCE period. At the end of April 2018, all operations and technical programs in Western and Central Mindanao were closed. During the NCE period, the Davao City office continued as the main administrative and management office for ENGAGE Project. The COP and senior program, finance, HR and security team members, including other support staff, were based there but traveled to the field offices to meet with key indivdiuals from the government, civil society and security forces, as well as informal community leaders and grantees, partners and beneficiaries in support of project implementation operations. To support and facilitate implementation during the NCE period, ENGAGE opened an office in Cagayan de Oro (CDO) City in June 2018 and was fully staffed with 10 grants and procurement staff members by July. A second field office was opened in Iligan City in August 2018 and was fully staffed with four program staff members the same month. Per the ENGAGE Project Closedown Plan submitted to USAID in October 2018, including subsequently approved grant period of performance modification requests, the two field offices were closed down and returned to the owners in March 2019. The Davao City office was closed down and handed back to the owner in early April. For all leased properties, ENGAGE Project received the return of security deposits provided.

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8. FINANCIAL ADMINISTRATION The ENGAGE contract budget ceiling is $16,497,394 with $1 million for Grants Under Contract and another $1 million earmarked as a Special Activities Fund. As of the end of March 2017, a total $15,036,802 has been obligated to the contract, with total expenditures of $ , or % of obligated funds. In March 2018, USAID extended the end date of the contract to 16 April 2019, and obligated an additional $4,036,000 to the contract. This large obligation led to several changes in Project operations and programming, including an increase in overall staffing profile, the opening of two field offices, and new partner LGUs and CSOs. The table below presents additional ENGAGE financial data.

Start of Contract 19-Apr-13 Report Date 10-Apr-19End of Contract 16-Apr-19 Last Invoice Mar-19

Percent of Time Expended 99.7%

Item Contract Ceil ingTotal Expended

(through last invoice)Remaining

Percent Expended

Operation Costs

1 Salaries and Wages

2 Other Direct Costs

3 Indirect Costs

Grants and Special Activity Fund

4 Grants Under Contract

5 Special Activity Fund

Total Estimated Cost

6 Fixed Fee

7 Total

8 Total Obligation

9 Remaining Obligation

10 Percent Obligation Expended

USAID ENGAGEFinancial Report

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9. ANNEXES

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ANNEX 1: INDICATOR REVISIONS

NCE ID Indicator Target

Previously Reported Indicator

Revised Indicator

Percentage Complete

Net Change

1.A.1 Sub-national government entities receiving ENGAGE assistance to improve their performance

53 80 62 117% -18

ENGAGE proposed indicator 1.A.1 as an F-indicator (F 2.2.3-5), however F-indicator 2.2.3-5 was archived by USAID in 2016. Thus, ENGAGE is not reporting against the archived F-indicator. During the final quality review process, 18 government entities were identified as receiving assistance prior to the NCE period and not applicable to the reporting timeframe. These entries were removed, resulting in 117% indicator achievement.

1.A.2 Sub-national government officials trained (not CVE) 170 174 163 96% -11

In the final quality review process, it was discovered that 38 non-applicable high school officials were counted against indicator 1.A.2, which should only include government officials. The high school officials were removed from the indicator and additional government officials (incorrectly allocated to another indicator) were reattributed to 1.A.2. These two changes result in a total of 163 officials reported and 96% indicator achievement, a decrease from the previously reported 102% achievement.



Revised Indicator

Percentage Complete

Net Change

1.B.1

Basic public service improvement plans developed and implemented by Barangay officials with community and IDP participation

45 47 47 104% 0

Indicator 1.B.1 was identified as a compound indicator, measuring the development of basic public service improvement plans (BPSI plans) and the implementation of said plans. ENGAGE corrected this issue by removing “and implemented” from the indicator definition so as to only measure the development of the Basic Public Service Improvement (BPSI) plans. The implementation of the BPSI plans will be captured under another indicator. No quantitative changes were required.

1.B.2

High school improvement plans developed and implemented by students and administrators with participation of parents

9 9 9 100% 0

Indicator 1.B.2 was identified as a compound indicator, measuring the development of high school improvement plans (HSI plans) and the implementation of said plans. ENGAGE corrected this issue by removing “and implemented” from the indicator definition so as to only measure the development of the HSI plans. The implementation of the HSI plans will be captured under another indicator. No quantitative changes were required.

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Revised Indicator

Percentage Complete

Net Change

2.A.1 CSOs trained on key technical themes 10 15 18 180% +3

ENGAGE reviewed all entries associated with indicator 2.A.1 to ensure that only unique CSOs that received training on key technical themes (not CVE) were captured. Eighteen unique CSOs were identified in the review, resulting in 180% indicator achievement.

2.A.2 Civil society representatives trained on key technical themes (not CVE)

205 320 182 89% -138

In a final quality review, ENGAGE identified 53 non-applicable government representatives counted against indicator 2.A.2, along with several youth representatives. These non-applicable government officials and youth were removed from the indicator and reattributed to appropriate indicators. Duplicative entries for reoccurring participants were removed, as well. These three changes result in a total of 182 civil society representatives reported and 89% indicator achievement – a decrease from the previously reported 320 officials.

2.A.3 Youth trained on key technical themes (not CVE) 45 245 273 607% +28

No significant issues were identified in the review of this indicator; however, applicable youth were reattributed from other indicators to 2.A.3. Duplicate entries were also removed from the indicator resulting in a net increase of 28 youth reported and 607% indicator achievement.

2.A.4 People trained in CVE-related activities, tools and techniques 243 332 290 119% -42

The Enumerator Training and Baseline Training activities are not applicable to any ENGAGE indicators and were removed from 2.A.4. This change decreased the total persons reported against 2.A.4 and resulted in 119% indicator achievement.

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Revised Indicator

Percentage Complete

Net Change

2.B.1

Number of Projects with an objective of building resilience among communities most at risk of recruitment and radicalization to violence

54 56 61 113% +5

In the final quality review process, it was discovered that there had been a misunderstanding of this indicator resulting in significant misattribution of records to this indicator. All activities previously attributed to 2.B.1 were removed and reattributed to appropriate indicators. The relevant final quarter activity updates were correctly attributed to this indicator and resulted in 113% indicator achievement.

2.B.2

Basic public service improvement activities implemented in partnership between local government, communities and IDPs.

54 53 62 115% +9

In the final quality review process, it was discovered that there had been a misunderstanding of this indicator resulting in significant misattribution of records to this indicator. All activities previously attributed to 2.B.2 were removed and reattributed to appropriate indicators. The relevant final quarter activity updates were correctly attributed to this indicator and resulted in 115% indicator achievement.



Revised Indicator

Percentage Complete

Net Change

2.C.1 Citizens (non-youth) participating in development and implementation of basic service improvement plans

3,915 8,381 7,519 192% -862

Indicator 2.C.1 was identified as a compound indicator, measuring citizen participation in the development of basic public service improvement plans (BPSI plans) and the implementation of said plans. ENGAGE corrected this issue by removing “and implementation” from the indicator definition so as to only measure citizen participation in the development of the BPSI plans. The implementation of the BPSI plans will be captured under another indicator. Additional quantitative issues were addressed through DAI’s internal data revision process: CVE-focused activities were reattributed to other appropriate indicators and multi-stakeholder consultations were reattributed to 2.C.1. These changes result in 192% indicator achievement.

2.C.1 Youth participating in development and implementation of basic service improvement plans

2,700 5,204 4,815 178% -389

Corrective actions taken under indicator 2.C.1 are applicable to indicator 2.C.2, including the removal of “and implementation” from the indicator definition. Reattribution changes described above result in a net decrease of 389 youth reported and 178% indicator achievement.

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ANNEX 2: RESEARCH RESULTS AND FINDINGS

Community Governance Extremism Study (CGES)

BACKGROUND In April 2018, ENGAGE designed a mixed methods field study to explore issues of governance, social cohesion and extremism in communities hosting large populations of home-based internally displaced persons (IDPs) following the Marawi crisis (Activity focus areas). The results of the study were subsequently used in designing program activities and to assess the impact of ENGAGE programming in these areas. The study included a quantitative survey of a representative sample of residents, both home-based IDPs and non-IDPs, in the focus areas, and also interviews of a purposive sample of key leaders and community members who are well-placed to understand issues of governance, social cohesion and extremism and to evaluate the impacts of ENGAGE programming. ENGAGE partnered with Mindanao State University (MSU)-Marawi in conducting the various tasks of the study and in the analysis of results. The survey and interviews, and analysis of resulting data, was conducted over a period of about 10 months, during May 2018 to March 2019. The quantitative household survey on governance, social cohesion, and extremism, was fielded as a baseline in May-June 2018, and again as an endline survey in December-January 2018/19 during the completion of programming. The survey was implemented both in ENGAGE focus barangays and in a control group of non-focus barangays to allow ENGAGE to discern the extent of program impact in the focus barangays. The qualitative component included a series of Governance Process and Outcome interviews (hereafter GPO interviews) with barangay officials, clan and traditional leaders, civil society representatives, youth, women and home-based IDPs in a selection of ten focus barangays. GPO interviews were conducted in two iterations – once with the baseline survey in June 2018, and once at the endline after the completion of programming (January 2019). The interviews provided insight in how and why changes took place in local communities in response to ENGAGE programming.

Study Objective and Outputs The objectives of the CGES study are twofold:

1. Deepen our understanding of issues of governance, social cohesion, and extremism in communities hosting large populations of home-based IDPs in the Activity focus area;

2. Develop an approach and tools that can be used to measure progress in achieving Project objectives.

The specific outputs of the study include: 1. Identification and testing of assumptions regarding the drivers of extremism; 2. Understanding of key issues related to governance and social cohesion in communities

hosting large numbers of home-based IDPs; 3. Establishment of indices for extremism, governance and social cohesion that can be used

as monitoring tools;

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4. An endline assessment that integrates all study components to provide a holistic assessment of the impact of ENGAGE programming in focus barangays.

Methodology This study comprised two components and utilized a mixed-methods, iterative approach to achieve its outputs.

The quantitative component included a household survey that explores issues of governance, social cohesion and violent extremism within the ENGAGE focus area. The violent extremism component of the survey borrows the factors and measures from the ENGAGE Youth and Violent Extremism in Mindanao research, fielded in August and September of 2017. The governance and social cohesion sections of the CGES explores issues of governance and social cohesion in these communities and establishes values for two separate indices, used to measure change in these factors as part of an overall program “impact” assessment. The CGES was completed using face-to-face interviews with individuals from randomly selected households in 20 focus barangays and 20 non-focus barangays. The qualitative component of the study consisted of the GPO interviews, conducted with a purposive sample of respondents in ten focus barangays. Respondents included barangay officials, clan and traditional leaders, civil society representatives, youth, women and home-based IDPs. These interviews explored issues of governance and social cohesion by engaging

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with key individuals who are uniquely placed to understand community challenges and witness the impacts of ENGAGE programming. Interviews focused on identifying processes of change in focus barangays. Interview data complements the CGES, facilitating the identification of processes and reasons behind changes that may or may not have been observed through quantitative survey data.

Research Locations and Sampling The sampled population resides within the ENGAGE programming area. This area encompasses seven municipalities and cities, which ENGAGE has divided into five clusters to ease program operations with stakeholders in these areas. In February-March 2018, ENGAGE conducted a census of home-based IDP populations, gathering data from 256 barangays across the seven municipalities and cities. ENGAGE used census data to select 45 focus barangays for program activities. ENGAGE’s selection was based on a number of factors including total IDP population in the barangay, the proportion of home-based IDPs to host community residents in the barangay, access and security concerns, and the presence of other donors in the barangay. For the GPO interviews, a total of fifty individuals from ten different barangays were interviewed at three points throughout the project. The same fifty respondents were interviewed during each iteration. The fifty respondents were chosen from ten purposively selected barangays from among ENGAGE’s 45 focus barangays. ENGAGE contacted government officials and CSO leaders for recommendations on persons to interview. Care was taken to ensure that the group of respondents contained representation from youth, women, and other marginalized groups.

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For the CGES, 40 barangays were randomly selected for sampling. Twenty barangays were randomly selected from among ENGAGE’s focus barangays, and 20 others were randomly selected as a control group from within the same municipalities/cities and that had similar numbers of home-based IDPs but would not receive ENGAGE assistance. Based on the total population of the 40 selected sample barangays, a target respondent sample size of 1,843 persons was calculated based on a confidence interval of 99% and margin of error or +/- 3%. This sample size exceeded the minimum required by the statistical power analysis required for use in the statistical method analysis of covariance (ANCOVA) which will be conducted following the endline survey.

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Table 6: Sample Locations and Sizes (not including additional 5% to account for possible error)

Barangay LGU Status Total Sample Size

Sample IDPs

Sample Non-IDPs

Abaga Balo-i Focus 67 15 52

Sandor (Daduan) Balo-i Focus 43 16 26

Mamaanun Balo-i Focus 57 13 44

Maria Cristina Balo-i Focus 140 27 113

Angayen (Balut) Balo-i Focus 50 15 35

Pualas Buadiposo-Buntong Focus 11 2 9

Madanding Bubong Focus 19 6 13

Montiaan Bubong Focus 17 7 11

Batangan Bubong Focus 26 8 18

Pindoguan Bubong Focus 22 3 19

Darimbang Ditsaan-Ramain Focus 10 3 7

Pagalongan Buadi Dingan Ditsaan-Ramain Focus 13 4 9

Santa Elena Iligan Focus 365 196 170

Macadar (Gandamatu City) Lumbatan Focus 26 9 18

Dalama Lumbatan Focus 30 6 24

Bubong Saguiaran Focus 51 26 25

Limogao Saguiaran Focus 16 7 9

Pawak Saguiaran Focus 64 24 40

Pantaon Saguiaran Focus 19 7 13

Mipaga Saguiaran Focus 20 9 10

Cadayonan Balo-i Control 35 3 32

Lumbac Balo-i Control 49 10 39

Batolacongan (Basagad) Balo-i Control 42 4 37

Pacalundo Balo-i Control 113 15 98

Landa (Gadongan) Balo-i Control 61 12 49

Angandog (Bulao) Balo-i Control 34 9 25

Minanga (Buntong) Buadiposo-Buntong Control 8 3 5

Tarik Buadiposo-Buntong Control 12 3 9

Tangcal Buadiposo-Buntong Control 10 2 8

Malungun Bubong Control 13 5 8

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Barangay LGU Status Total Sample Size

Sample IDPs

Sample Non-IDPs

Masorot Bubong Control 10 4 6

Dimayon Proper Bubong Control 13 5 8

Dado Ditsaan-Ramain Control 13 3 9

Saray-Tibanga (Saray) Iligan Control 234 56 177

Dago-ok Lumbatan Control 39 5 33

Picotaan Lumbatan Control 21 4 17

Cadingilan Saguiaran Control 14 3 10

Comonal Saguiaran Control 17 5 12

Batangan Saguiaran Control 25 11 14

Pantao Raya Saguiaran Control 16 6 9

TOTAL: 1,843 571 1,272 The barangay was the primary sampling unit for this survey. To select households for survey interviews, each survey team used a standard house skip methodology and random selection of starting points. Barangays were grouped into five separate clusters for the purposes of geographic comparisons. Four of these clusters – Balo-i, Iligan, Saguiaran, and Lumbatan – correspond to specific local government units, while the fifth, referred to hereafter as DBB, includes barangays from three different LGUs – Ditsaan-Ramain, Bubong, and Buadiposo-Buntong. To ensure the minimum sample size is met, the number of survey interviews conducted was increased by 5% above the amount required to allow for the discarding of inaccurate or incomplete forms (note that the sample sizes indicated in Tables 1 do not include the additional 5% sample). Designated and trained by ENGAGE and senior research team members, field supervisors witnessed a minimum of 10% of all interviews to verify that the correct and standard interview approach was followed, and that data were accurately entered on the interview form.

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FIGURE 4: GENDER BREAKDOWN OF CGES SAMPLE, BY BARANGAY CLUSTER

Data Processing and Analysis For the GPO interviews, MSU-Marawi oversaw the interviewing process and provided English transcriptions for each interview. ENGAGE conducted a qualitative analysis of the transcripts to explore themes and trends emerging from the data. For the CGES, ENGAGE staff completed all data processing and statistical analysis tasks, in close coordination with MSU-Marawi. Upon completion of field work, MSU-Marawi sent completed survey forms to ENGAGE in Davao for processing. ENGAGE then established and managed a database for the survey results, using trained data entry clerks to enter the data and a supervisor to provide quality control. Analysis focused on the following outputs: (1) the identification and testing of assumptions regarding the drivers of extremism, (2) understanding key issues related to governance and social cohesion in communities hosting large numbers of home-based IDPs, and (3) establishing indices for extremism, governance, and social cohesion to be used as monitoring tools.

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FIGURE 5: FACTORS DRIVING VE IN MINDANAO

ENGAGE used the regression model employed in the Youth and Violent Extremism in Mindanao research to identify factors associated with support for violence and extreme ideologies. For the second output, descriptive statistics and simple correlations and significance tests were used to explore the data. The analysis compared results across locations, gender and religion to identify key findings. Comparisons between baseline and endline findings were carried out to determine whether programming in ENGAGE-focused communities had any measurable effect on VE-related outcomes, attitudes, and practices. To achieve this, ANCOVA was used to analyze the baseline and endline CGES data. ANCOVA helps in comparing endline with baseline responses in the focus and control groups, and, more specifically, in identifying changes over time that might confidently be attributed to ENGAGE programming.

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CGES Study Findings As with the CGES Baseline Study, findings will be presented by the following overarching categories: Conflict, Crime, and Violence; Community Discrimination; Individual Alienation, Marginalization, Isolation; Trust and Satisfaction with Government and Sources of Information; Poverty and Employment; Acceptance of Revenge and Violence; and Ideological Agreement. While these categories remain consistent with those used in the CGES baseline study, some have been combined in order to facilitate the discussion of related variables in a more coherent manner.

Overall Comparison with Baseline Results CGES endline results, as compared with Baseline results were collectively negative, meaning that, when controlling for baseline values, there was no significant difference in endline values between focus communities and comparison (counterfactual) communities, the non-focus communities. Using the instrument of the CGES survey, there was no significant difference in the selected indicators between the focus and non-focus communities and as such, there was no measurable impact of ENGAGE programming when measuring values across the general population and in comparison, between focus and non-focus communities. These findings do not necessarily mean that ENGAGE had no specific impact but rather that impacts were not discernible in the selected indicators at the level of the general population. In line with findings from the Youth and Violent Extremism in Mindanao study, there was impact with direct beneficiaries and participants in terms of changes in attitudes, but these impacts did not extend out to the wider population. This is reflective of the limited scope of ENGAGE interventions and suggests that expanding both number of participants and duration of the intervention could lead to more discernable impacts on attitudes and beliefs at the community level. Irrespective of the lack of measurable overall impact of ENGAGE intervention of the conditions related to VE among the population, findings of interest were obtained when assessing the opinions and experiences of the communities as a whole, as well as those shared by the GPO interview Key Informants. Findings that deviated from baseline results, along with endline results that varied as compared with the overall sample population are discussed below.

Perceptions of Household- Conflict, Crime, and Violence Sixty-one percent of people reported that violence in their community has decreased over the past year. This is in line with baseline results, which found that 56% of people felt violence had decreased. One outlier in the endline study was DBB, where residents reported a 53% increase in violence during the period. Low incidents of conflict were also reported through the GPO KIIs; almost every respondent reported that there was little to no conflict present in their communities. Much of the credit for maintaining peace and order was given to the various Barangay Chairpeople, with respondents frequently citing increased involvement and quick response by these leaders, preemptively addressing sources of conflict within both families and the wider community, before they can take root.

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FIGURE 6: PERCENTAGE OF RESPONDENTS WHO AGREE THAT THEIR COMMUNITY ACCEPTS VIOLENCE AS A WAY TO SETTLE DISPUTES

Along with the increased involvement of Barangay Chairpeople, GPO respondents cited two primary factors for the decrease of conflict and crime within their communities: the implementation of Martial Law and the decrease in the numbers of IDPs in their community. Throughout most of the barangays, but most especially in Balo-i and Lumbatan, respondents cited Martial Law and related restrictions (curfew and inability to carry a firearm), coupled with the increased funding for and presence of the Barangay Peacekeeping Action Team (BPAT) and the Philippine National Police (PNP) as having greatly supported the overall reduction in crime. Regarding conflict dynamics between host and IDP communities, approximately 15% of respondents have reported that their community has experienced at least some violence during the past year, with the highest proportion of people reporting that this violence occurred between host and IDP groups within their community. It was mentioned by a respondent in Balo-i that conflicts have arisen as a result of uncoordinated relief distribution efforts- both among IDPs and between IDPs and Host community members. As above however, the increased engagement of Chairpeople, along with an increased PNP presence have helped to mitigate these issues.

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FIGURE 7: IN THE PAST YEAR HAS THERE BEEN VIOLENCE BETWEEN IDP AND HOST COMMUNITIES?

DBB reportedly experienced the lowest frequency of violence overall (less than 5%). Iligan and Balo-i respondents reported the highest frequency of violence- specifically regarding rido (33%) in Balo-i and between host and IDP groups (32%) in Iligan. GPO KII respondents who responded affirmatively to questions regarding crime and conflict in their communities, frequently cited intra-familial disputes as the cause. In line with baseline findings, nearly half of respondents find revenge seeking acceptable in specific circumstances: Family member hurt or killed, 47% agree Theft of personal property, 44% agree Family dishonored, 45% agree

Thirty-seven percent of IDPs reported that they had experienced the death or wounding of a member of their community in conflict, as compared with 23% of host community members. Fourteen percent of respondents overall reported the death or wounding of a family member in conflict. In Lumbatan, approximately 45% of respondents reported that it “is appropriate to use violence to protect their community.” Overall, only 8% of respondents agreed that “real power in their community is held by those with guns.” The proportion of respondents that agree with this statement is slightly higher (12%) in Saguiaran and Iligan, but overall still quite a low proportion and very much in line with the numerous GPO respondents citing the inability for people to carry guns (as a result of Martial Law) to be a positive development.

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Community Discrimination Overall, 80% of respondents reported that their barangay officials are likely to respond to the needs of the community if/when they raise an issue. This is in line with baseline findings (88%). Only in DBB did a slightly higher proportion of respondents (45%) report that it was somewhat unlikely that officials would respond. There was no significant difference in responses to this question between Host and IDP groups. An overwhelming majority of GPO KII respondents across all locations expressed favorable opinions concerning their Barangay Chairpeople regarding responsiveness to community and individual needs and issues.

FIGURE 8: ATTITUDES CONCERNING REVENGE AND VIOLENCE

From a community perspective, 40% of IDPs felt that their community has suffered more historically than others; only 21% of host community members feel this way. Thirty-nine percent and 42% of respondents from Iligan and Lumbatan, respectively, feel that their communities have suffered more than others, proportions that are significantly higher than those from other barangays. Overall, 62% of respondents agreed that Islam is under threat today in the Philippines. This number has risen from 48% reported in the baseline study. However, overall only 18% of people feel that their community is currently under threat, a decrease from 27% reported in the baseline. Where 13% of host community respondents feel their community is threatened, 28% of IDPs reported feeling this way.

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Perceptions of Households- Individual Alienation, Marginalization, Isolation Eighty-four percent of respondents reported feeling that they can play a strong role in decision making in their barangay. In DBB and Lumbatan, the response was extremely positive, with 75% and 66% of respondents stating that they ‘strongly agree’ that they can play a strong role. Almost every GPO interview respondent stated that they felt they have had the opportunity to participate in the community decision-making and consultation process, in the form of various types of community meetings and forums. There was no significant difference between focus and non-focus communities for this question. A very positive 98% of respondents feel that their life has purpose and 87% feel that they are in control of the direction of their life. Further, 84% of respondents reported being satisfied with their social lives, in line with baseline findings (86%). There are no meaningful differences between the various respondent groups. Ninety-six percent of respondents have overall trust in the members of their community; 74% do not have trust in strangers whom they meet. Thirty-seven percent of respondents do not have trust in IDPs living in their community; distrust in IDPs has risen since the baseline study (26%).

Perceptions of Households- Trust and Satisfaction with Government and Sources of Information More than 89% of respondents report having trust in the national government. The most trusted institution however is the barangay leadership with 97% of respondents having trust in these leaders. Ninety-five percent of respondents feel that the police and military in their community respect human rights- in line with the GPO interview findings that demonstrate a high proportion of people throughout all barangays appreciate the increased presence of the groups in the furtherance of maintaining peace and order. Satisfaction with service provision in communities is one of the most important factors when considering whether a community has trust in their local leadership. With few exceptions, GPO informants cited at least two significant improvements to either infrastructure or services during the past eight months which they themselves had prioritized. Road improvements were cited in Balo-i and Ditsaan-Ramain as critical updates that facilitated increased trade and more favorable livelihoods conditions. Additionally, in Balo-i improvement to potable water and electricity availability, the latter of which is now free to the community, have been exceedingly helpful to improving the overall conditions in the barangay. Community safety and beautification efforts have also been quite successful in places like Lumbatan’s Lumbac Bacayawan, where mosque renovation and public lighting have been completed and in Bubong, where a new housing project has been completed and the Chairman himself sometimes goes door-to-door eliciting feedback from the community. A striking finding was the frequency in which the Chairmen of some of the various barangays would become personally involved in helping his community members. In Pagalamatan (Saguiaran), the chairman donated land for new housing to be built on, and in Poblacion (Saguiaran), respondents also cited an example of the Chairman providing free

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medication for those in need. Also, in Lumbac Bacaywan, the Chairman has personally donated a car for people to use as transport in the event of a medical emergency.

FIGURE 9: HOW SATISFIED ARE YOU WITH THE FOLLOWING SERVICES

PROVIDED BY THE LOCAL GOVERNMENT?

All of these examples provide anecdotal support as to why the Barangay Chairs are among the most trusted people within most communities: in line with baseline findings, Family Members (99%), Religious Leaders (98%), Religious Teachers (98%), Barangay Chairs (96%), and Teachers (95%) were the most trusted to solve conflicts in communities. Trial Courts (79%) and the Military (84%) were the least trusted groups to resolve conflict. The proximity and frequency of interaction with the Barangay Chairs is also important: 65% of respondents reported that they interact with municipal/city officials on community issues less than once per month. However, interaction with barangay officials is more frequent, with 53% of people stating they speak with them at least once per month, and 15% on a weekly basis. This reflects the finding mentioned previously that it is the Barangay Chairpeople that have the most impact on the lives of community members.

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FIGURE 10: IN THE LAST YEAR HAVE YOU EXPERIENCED ANY OF THE FOLLOWING?

Negative experiences and perceptions may also have a strong effect on people’s perceptions of local government. As in the baseline study, few respondents reported personal experience with corruption, with only 20% indicating that in the past year they had to pay a fixer and 10% a bribe. However, 57% reported hearing about an incidence of corruption in the national government, and 42% in the local government- both increases from the baseline. One GPO respondent from Lumbatan (Lunay) did cite “government kickbacks and corruption” as an existing issue but this was an outlier and not mentioned elsewhere. However, respondents from the same Barangay Cluster did reference that individuals with personal connections (to the mayor/those in government) were more likely to have their concerns addressed and to receive support. In Saguiaran, multiple respondents cited negative perceptions and experiences with the local government unit and municipality regarding relief distributions. An IDP representative stated: “Relief goods are given to the municipality. Every time we go there to claim our goods, all of it has been distributed to other barangays and nothing is left for us. [Relief] should be directly distributed to each barangay.” Another respondent stated: “It is common knowledge that the LGU [local government unit] cuts budgets from the supposed allotment. It would be better if the NGOs coordinate directly with the barangay government." These sentiments were echoed by five different Saguiaran KII participants. Religious leaders are by far seen as the most important sources of information regarding local events, with 83% of respondents stating that they are “Very Important”, followed by 65% of respondents citing Government Information offices as “Very Important” sources of information. Religious leaders are also the most trusted source of information, with 99% of respondents

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reporting that they place either a “great deal” or “some” trust in religious leaders in terms of the information they provide. “Social media” was the only information source type where people responded that they “Had no trust at all” (12.3%) in it, and it is “not important at all” (11%). These findings are in line with those from the baseline study.

Perceptions of Households- Poverty and Employment Across all barangays and all GPO KII respondent types, the lack of sufficient livelihoods opportunities was the most frequently cited as the biggest issue that their community is facing. This was reflected in the CGES quantitative survey findings as well. Overall, 73% of respondents believe they need to go abroad to find job opportunities which match their training and interests. This has increased from 63% reported in the baseline.

FIGURE 11: THE JOBS IN MY BARANGAY PAY ENOUGH FOR A PERSON TO SUPPORT THEMSELVES

Poverty conditions in the various barangays also remain of concern with 55% of respondents reporting that the number of poor people has increased in their community over the past five years (52% Host vs. 62% IDP). However, 41% are hopeful that the number of poor will decrease over the next five years. This is a positive deviation from the baseline, when 41% of respondents felt that poverty will increase over the next five years.

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The majority of respondents (66%) do not feel that there are sufficient job opportunities in their communities. In Saguiaran especially, the negative responses were overwhelmingly high at 88% of people reporting insufficient job opportunities available. Interestingly however was that GPO key informants from this barangay were some of the only to cite positive livelihoods developments in their communities. More than one person mentioned to interviewers that “youth [in Saguiaran] have become more active in the community and are more proactive and motivated in job seeking.” These negative responses also conflict with another positive study finding from Saguiaran; respondents there have reported the highest satisfaction with wages (82%). Also discussed were the creation of a market and the introduction of pop-up stores (small vendors), both of which have contributed to the “significant improvement of livelihoods conditions” in the barangay over the last eight months. The lowest reported satisfaction with wages is in DBB (46%) and overall, 56% of respondents feel that the jobs in their communities pay enough to be considered a living wage. There is no meaningful difference between focus and non-focus communities. Numerous respondents credited NGO livelihoods programming, namely Catholic Relief Services (CRS), along with vocational training and support to farmers through Technical Education and Skills Development Authority (TESDA), for helping to rebuild the struggling economy in their barangays. Balo-i respondents in particular praised the NGO support, provided in the form of communal gardening, sari-sari-stores, and limited support to farmers. Community members from Ditsaan-Ramain (DBB Cluster) overwhelmingly cited the reopening of the road to Ground Zero as the most positive factor associated with economic improvement facilitating increased trade. In a similar vein, the reduced cost of transportation fees has helped individuals with small-scale trade in Balo-i.

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FIGURE 12: LIVELIHOODS CONDITIONS IN DBB

Interestingly, in Lumbatan, while 65% reported lack of opportunity, 86% reported having the requisite skills to find employment. This is in line with findings in Balo-i; 91% of respondents feel they have the necessary skills and 71% feel that there aren’t enough job opportunities. Lumbatan findings may be reflective of the need in this barangay for significant support to farmers. Numerous respondents in Lumbatan, as well as in Buadiposo-Buntong and Bubong, cited lack of direct support to farmers in the form of agricultural inputs and supplies, framing the situation as urgent in terms of need.

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Perceptions of Households- Ideological Agreement

Eighty-three percent of respondents overall believe that Sharia Law should be strictly enforced within their community. 99% of respondents in DBB and 97% in Saguiaran believe that Sharia should be enforced. Thirty-nine percent of non-Muslims who responded to this question believe this. GPO KII respondents from Saguiaran reported that in general, people in their community are becoming more observant and diligent with regards to their religious beliefs and studies, citing this as one of the main reasons for a decrease in crime and conflict. One question that was not asked as part of this study but perhaps could lend valuable insight into the findings above is how people interpret Sharia Law, with the objective being to determine whether respondents supporting enforcement interpret Sharia and fiqh (Islamic Rules of Right Action) in the traditional sense- divine, philosophical guidance- or in the way that extremist groups have perverted the meaning and implementation. As 90% of respondents believe that democracy is the best form of government for their community, this would indicate that the former, not the extremist interpretation, is the prevalent understanding since democracy would be fundamentally incompatible with the associated beliefs.

FIGURE 13: IDP VIEWS

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Situation for Internally Displaced Persons (IDPs) Overall, 51% of people stated that they believe the local government is not doing enough to support IDPs; 43% believe they are doing enough. However, findings vary by barangay and by displacement status:

67% of people in Balo-i believe the local government isn’t doing enough to support IDPs, the highest of any barangay;

Only 25% of host community respondents in Iligan do not believe the local government is doing enough, however 77% of IDPs do not believe they are.

FIGURE 14: SUFFICIENCY OF SUPPORT PROVIDED TO IDPS, BY BARANGAY

CLUSTER

In Balo-i, CGES findings differ slightly from responses provided during the GPO interviews. IDPs interviewed felt quite positively that the local [barangay] leadership was doing what they could to support them. Deficiencies were not due to apathy, but rather to lack of resources and funds. In Iligan however, the collective KII responses indicated that there has been tensions between the IDPs (Maranao) and the host community since the beginning of the crisis. Due to both religious and language differences, some of the Maranao have faced challenges integrating into the community. This dynamic may well reflect the disparity noted above concerning views of the sufficiency of support to IDPs.

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When asked about their family’s plans for a long-term residence, the majority of IDP respondents stated that they want to return to their home in Marawi. Interestingly, 37% of IDPs currently in DBB have said they would like to remain in the barangay regardless of the conditions in Marawi.

FIGURE 15: WHAT IS YOUR FAMILY'S PLAN FOR LONG-TERM RESIDENCE?

RESULTS: Drivers of Extremism Analysis To expand from the results of the 2017 Study “Youth and Violent Extremism in Mindanao, Philippines,” the survey instrument from the youth survey was re-administered as part of the CGES survey. The purpose of this was to expand the results and findings to the general population, whereas the original survey only polled youth in high schools and universities and as such the findings could not be generalized across the entire population. Fielding the extremism survey instrument in the CGES survey allows us to explore if there are different potential drivers of extremism in the general population as those identified in the original youth study. For a full explanation of the methodology of the drivers of extremism study, please see the final report from the “Youth and Violent Extremism in Mindanao, Philippines.” Overall, the findings from the household survey overlap with those of the in-school youth survey regarding the drivers of extremism – but there are some differences. Conflict factors are consistently the strongest predictors of support for violence and extreme ideologies in both household and in-school youth samples. Revenge is a strong predictor of both, while gun culture

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predicts only support for violence. Social conflict is a significant predictor of both in the household sample, but not in the in-school youth survey. Individual-level factors are strong predictors. Individual marginalization is a significant predictor of support for violence in the household survey, highlighting the need to ensure individuals have productive avenues for engagement in community affairs. Social isolation, a strong negative predictor for in-school youth, is not significant in the household sample. Lack of self-efficacy remains a strong predictor of violence, though it becomes a negative predictor of extreme ideologies in the household sample. Community marginalization and Islam under attack remain strong predictors in both models. Government variables continue to show negative correlations with support for violence and extreme ideologies, challenging our assumptions that issues such as trust in government, corruption, essential services and human rights are important drivers of extremism. Economic variables remain mostly negative predictors of support for violence, suggesting that the role of economic factors in driving extremism is contrary to our assumptions. While poverty and lack of a living wage are negative predictors of violence and extreme ideologies in the household sample, perceptions of employment prospects does correlate with more support for violence (though not extreme ideologies). While lack of income data preclude testing, these contradictory findings could be an indication of higher risk for extremism among the middle class where concerns about poverty and a living wage are less acute, though concerns about employment remain. A full display of the regression results is included in the next page. Overall, variables related to conflict remained the strongest predictors of support for violence and extreme ideologies, much as in the youth sample. Although IDPs are more likely to report the impact of conflict on themselves and their communities, they are not more likely to support violence when controlling for all other variables in the model. In fact, IDPs are slightly less likely than the wider population to support violence. Any programming addressing the impact of conflict or trauma should address both IDP and non-IDP populations. Economic factors remained poor predictors of support for violence and extreme ideologies, challenging our assumptions about the role of unemployment and poverty play in relation to extremism in the region. The negative and contradictory findings around the economic drivers confirms that joblessness and poverty are likely not the most significant drivers of extremism in the region. The correlations that were found are very small compared to the impact of the conflict, individual and community-level variables.

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ANNEX 3: GRANTS AND SPECIAL ACTIVITIES COMPLETED

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ANNEX 4: SUMMARY OF NCE TRAINING EVALUATIONS

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ANNEX 5: SUCCESS STORIES

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ANNEX 6: CASE STUDIES

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CASE STUDY 1: Strengthening Civil Society Organizations, Promoting Women

Background Since 2013, USAID has been working to promote peace and counter ideas of violent extremism in Marawi by supporting, strengthening and promoting civic engagement through the ENGAGE program. However, when the city fell under attack from ISIS-allied extremists at the beginning of what was to become the 2017 Marawi Siege, USAID adjusted the focus of this work. Thousands of Maranao Muslim citizens were forced to leave the city and seek refuge in the towns and villages of the surrounding (mostly Christian) Lanao provinces, a situation which resulted in tensions between the different groups, religions and ethnicities in an already overstretched community. The local government units (LGUs) running these areas now faced additional responsibilities of looking after the needs of this new population of internally displaced persons (IDPs) while addressing the threat of extremist ideas in their own communities. In the aftermath of the siege, USAID research revealed women to be just as vulnerable as young people to the messaging of extremist groups, as they are likely to share similar grievances of marginalization and lack of agency in wider society. Traditional methods of governance rarely involve the inclusion of female voices. The area’s leaders may have been missing opportunities to tap into the potential of women to contribute to good local service delivery, and women themselves – especially the female representatives of the civil society organizations (CSOs) supporting the work of LGUs – had limited training in the necessary skills to engage and influence them.

Strengthening Civic Engagement USAID counters violent extremism in at-risk areas by promoting effective governance and engaging with those at risk from radicalization. This is supported via the training of government officials, civil society and community representatives, and the promotion of stronger relationships between local government and citizens. Good governance ensures greater community resilience, enhancing social relationships through the promotion of a full cross-section of society – including women and young people – in local decision-making. Focusing on the promotion of and support for the role of women in local civil society organizations – both to tap into a wider talent pool for local governance and to present women with a compelling alternative to violent extremism – led to numerous outcomes of positively transformed skillsets and outlooks for women who are now actively improving service delivery and social cohesion in their own communities. ENGAGE endorses participatory service improvement planning processes as a crucial part of enhancing civic engagement and building new relationships across a full cross-section of the community. The first step was identifying the most appropriate and effective stakeholders with whom to work in the new focus areas – and encouraging them to work together in local cross-sector clusters, so that each would incorporate a civil society organization. Once this had been achieved, all stakeholders embarked upon a series of capacity building events. Adapted to the needs and experiences of the participants, topics included participatory recovery, reconciliation, and planning, and methods of facilitating community dialogue and consensus.

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OPERACY: Building a Foundation of Confidence No matter which combination of training they would go on to receive, the pathway for the majority of participants started with an intense five-day OPERACY course. Attended by 81 individuals in total – of whom 62% were female – the course was created to enhance self-awareness and personal empowerment, giving graduates the confidence to participate, facilitate and advocate in the course of local decision-making. Of this group, 36 went on to receive five days of Co-OPERACY training, which extended the OPERACY themes of transformation to promote leadership. After this, a number of participants progressed to receive technical training for activity design and proposal development for participatory planning, and social advocacy for improved public service delivery. To support their specific requirements in participatory planning training, CSO representatives and youth leaders were offered courses on social accountability tools. The training didn’t just support women in CSO roles; after OPERACY training, LGU volunteer Asripa Macapagal says she was able to use the confidence gained in those sessions to use her newfound facilitating and advocacy skills right away when working alongside local decision-makers of all levels of seniority. “My mindset was completely changed,” she said. “My self-confidence was boosted so much that I now feel and speak like an equal with anyone. I then realized, hey, people do listen to me and they do respect my opinion.”

Promoting the Tools for Success Almairah Ampuan’s journey as a Project Officer and trainer is an example of how engagement with civil society organizations – later combined with ENGAGE tools, training and knowledge sharing – can transform the skillsets and outlooks of women in their communities. “Way back in 2012,” she explained, “I was a housewife and a mother of two, happy taking care of my children, doing the laundry, cooking, watching TV, and I called that my business. I didn’t even bother to watch news on TV or talk about what was happening in the country; I looked at it as somebody else’s business and not mine.” Almairah’s potential was first spotted by her local barangay chairman, who asked her to apply for a community-based teaching and facilitating job at the CSO Kalimudan Foundation. After excelling in the role, she was soon promoted to Project Officer, organizing and facilitating participatory service improvement planning meetings and liaising with local government units (LGUs) and other stakeholders. In February 2016, she participated in a USAID ENGAGE conference in Davao which inspired her to take part in numerous follow-on conferences, trainings and meetings. However, it was the ENGAGE Project Framework pilot of a social accountability tool in Marawi City that truly sparked her passion. “This became my advocacy,” she said, “and it changed my career path. My experience piloting the social accountability tool strengthened my belief that it could bring significant changes in Maranao society. I have seen that engaging with one or two people in a certain community, helping them understand the ideas behind social accountability tools and training them to participate in the process is the best way of creating a pathway of change.” Having previously facilitated participatory service improvement planning meetings on behalf of the Kalimudan Foundation in pre-siege Marawi, Almairah was now tasked with the training of 40 CSO representatives herself, helping them understand the importance of social accountability tools for community dialogue and consensus – and how to use them in their own facilitation for many years beyond the ENGAGE program. “All the focus areas have implemented their

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participatory planning using some variation of social accountability tools,” she explained. “One of the strategies we designed tapped into the potential of individuals trained by ENGAGE to lead their own communities in implementing community service improvement planning as local coordinators. We trained them on the process step-by-step and introduced to them the concept of social accountability tools as way of organizing their communities while doing the planning.” Once trained, CSOs began working alongside their LGU counterparts to design and lead training courses in each of the focus barangays.

Almairah delivering the social accountability tools training. Pictures courtesy of A. Ampuan

Results During the project extension period, USAID ENGAGE has supported CSOs to work with and support the activities of seven LGUs across the Lanao provinces. The data-led approach of increasing the roles and responsibilities of women in the facilitation of and participation in local decision making has contributed towards the project’s two components: strengthening local governance in order to respond to the needs of IDPs and their host communities, and to increase civic engagement for peace and development to enable IDPs and host communities to participate in decision-making. Beyond the life of the ENGAGE project, women working for the benefit of their communities throughout the focus areas have been equipped with the tools and training they need to fulfil their potential in these roles. Looking back, Almairah Ampuan said: “I see the training as the most significant accomplishment of the project,” she said. “These individuals from different areas will continuously advocate for the improvement of public service delivery in their areas and gradually influence their communities, leading towards their desired visions.” Enhancing Governance, Accountability and Engagement (ENGAGE)

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CASE STUDY 2: Countering Violent Extremism, Post-Marawi

Background Since 2013, the USAID-funded Enhancing Governance, Accountability and Engagement (ENGAGE) program has been working towards peace and stability in conflict-affected areas of the Mindanao region through the promotion of good governance and enhanced civic engagement. However, when intense fighting broke out in 2017 between armed extremists and government troops in the city of Marawi, the program shifted its approach in order to support two sets of people affected by this situation: the internally displaced persons (IDPs) fleeing the violence in their home city and the communities hosting them across the Lanao provinces. This sudden shift in population make-up, and the resulting tension between the two groups presented a new challenge for the local government units (LGUs) running the areas: how to meet the needs of the whole community while countering the kind of violent ideologies which laid a neighboring city to waste. Initial research by USAID ENGAGE in partnership with the MSU-Marawi Institute for Peace and Development in Mindanao (IPDM) found a high prevalence of support for ideas of violent extremism in Mindanao. The June 2017 Youth and Violent Extremism in Mindanao Study was designed to test assumptions, explore and track mind-sets around governance and social cohesion factors driving extremism among youth. A key subject group was 2,432 young people – specifically high school and university students, aged 15-29 years old attending 19 high schools and five universities, in 10 local government units (LGUs) across pre-siege ENGAGE project areas. Baseline measurement for the High School Students and Violent Extremism Survey took place in July 2018, in the form of a quantitative survey of 1,511 public high school students in nine focus and three non-focus schools in partnership with Bangsamoro Youth Coalition for Peace and Development (BYCPD). Follow-up took place six months later, in January 2019. A series of indices assumed to be key drivers of violent extremism were selected to measure complex personal and social phenomenon; each index comprised 3-5 different questions that measured the attitudes around different aspects of each phenomenon. The findings gave little support to wider theories of extremism which point to factors such as corruption, human rights abuses, lack of trust in government, poverty or unemployment (none of which were found to create a vulnerability for radicalization, despite case studies showing them to be factors for recruitment). Of the eight key drivers of violent extremism included in the study – Islam under threat, revenge, gun culture, social isolation, perceptions of employment prospects, insecurity, lack of self-efficacy and community marginalization and discrimination – the latter two were found to be important drivers of extremism in youth, with strong correlations with acceptance of violence and extremist ideas.

ENGAGE Response The results of the baseline survey informed ENGAGE’s decision to endorse the importance of social engagement and meaningful participation in community affairs and local governance as a core program component. This approach was also extended to include support participatory planning activities in high schools. Focusing on the two key indices identified by the study, ENGAGE designed an intervention to reduce feelings of community marginalization and

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increase feelings of self-efficacy, under the assumption that this would reduce the risk of extremism. Increasing levels of interaction and cooperation to improve local governance would address existing perceptions of discrimination and marginalization, resulting in greater peace and stability. Through strengthening governance and social cohesion ENGAGE addresses violent extremism in focus areas by increasing the skills of government officials, civil society and community representatives, and promoting more constructive and productive interaction between local government and citizens. Areas with strong, inclusive and just governance are more resilient to the narratives of extremists and their efforts to recruit citizens to their cause. To reduce the risk of violent extremism and insurgency through better local governance and social cohesion, the ENGAGE technical approach was guided by the following core principles:

• In all activities, bring together government officials and citizens, build relations and support interaction among them;

• Continually seek opportunities and take action to develop effective local civic society organizations (CSOs) and CSO networks, particularly those involving youth and women;

• Understand and work with local actors to address factors that support violent extremism (e.g. an acceptance of violence and extremist ideology; marginalization and discrimination, etc.); and

• Closely monitor and assess who is benefiting from project activities and resources and changes in attitudes among stakeholders most prone to violence and extremism, particularly youth.

A Focus on Youth While understanding that young people in Mindanao are particularly vulnerable to recruitment by extremist groups and criminal gangs, and that extremist and insurgent groups actively recruit in local universities and high schools, ENGAGE also established that young people are among the most active voices in civil society and are often champions for change in their communities. ENGAGE tapped into their energy, supporting youth leaders to advocate for more and better designed LGU and barangay activities that expand the participation of youth in local governance and community development, leaving them less vulnerable to extremists’ messaging. Through its activities and network, ENGAGE encouraged and mentored youth to be more active and educated participants in local governance, and to work with their communities towards a fairer, more just and better governed society. ENGAGE successfully encouraged LGUs to listen to the voices of youth and work collaboratively with them to strengthen local governance and social cohesion while addressing the underlying causes and driving factors of radicalization. “Before the start of this process,” explains ENGAGE Program Development Officer Ma. Lourdes A. Bautista-Salcedo, “student leadership was not trained on how to conduct these types of activities, or how to make these activities participatory and inclusive for both IDPs and non-IDP students. For the school officials submitting school improvement plans to the Department of Education, there were no instances where students were included in their formulation.”

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BYCPD Members including Mahid U. Panotulan (second from left) and Farhanah D. H. Basher (fourth from left) attended the two-day Training on Participatory Planning Tools and Approaches for High Schools – 01-02, September 2018. Sixty stakeholders - including high school students, parent representatives, officials and teachers, plus representatives from BYCPD – underwent ENGAGE training on Participatory Tools and Approaches for High Schools in September 2018, to strengthen the skills required for the design and delivery of a collaborative planning sessions (including awareness-raising around violent extremism). Once this was completed, BYCPD facilitated planning events in nine high schools across the Lanao provinces. A typical session took place in September 2018, at Datu Lantud Memorial National High School in Ditsaan-Ramain, Lanao del Sur. Seven school officials (six female, one male), and 50 citizens took part in the one-day session. Of the 50, 40 were students; 15 were IDPs and 27 female. After sharing an overview of ENGAGE objectives and an explanation of how the activity will take place, the facilitator, BYCPD’s Ms. Basma S. Mohammad Khalid, joined the school’s Principal, Mrs. Pacabimban T. Rogong in leading the first part of the session. Split into four groups, participants used tools entitled ‘I Love My School’ and ‘Wish Ko Lang’ (the title of a Filipino wish-granting TV show, meaning ‘Just My Wish’) to stimulate conversation and establish existing, positive sentiment about the school before moving on to identify the changes thought to be beneficial. After 15 minutes of conversation, a representative of each group presented the results, which were then recorded by the facilitators. The next part of the session involved all participants working together to identify which of these improvements were the most pressing. The teachers, students and parents of Datu Lantud Memorial National High School chose to request four classroom armchairs for the comfort of students, a white board with projector to aid class participation and teachers’ record keeping, and a photocopying machine to support efficient reproduction of learning materials.

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Participatory planning discussion facilitated by BYCPD Member Farhanah D. H. Basher assisted by one of the trained students of the school. Active participation by students and parents alike was reported, with positive feedback provided by all parties regarding their experience. Feedback included student Hania M. Usman said, “On behalf of my classmates I would like to thank USAID ENGAGE and BYCPD for giving us an opportunity to be part of this planning discussion and letting us share our ideas. Insha’Allah, if ever all our wishes will be implemented every one of us will be happy.” The challenges most reported by the facilitators of the events were environmental: heavy rain and restricted space for activities were prominent factors. Keeping participation to a schedule (in order to accommodate lunch or prayer) was also mentioned as a challenge, and while this can also can also be regarded as an indicator of high levels of engagement and participation in the group, it is hoped that timings will improve with practice.

Program Delivery ENGAGE successfully integrated both a solid understanding of local relationships and power dynamics and the mindsets of local citizens and leaders into its programming, while enabling meaningful, positive impact through research-led and well-designed activities. “Generally, the students became emotional when they knew they were being included in the planning and decision-making for the school,” said Ma. Lourdes Bautista-Salcedo; “they were very happy that what they dreamed for their school could now be a reality with their participation. Partnering with the schools has been one of my best experiences in development work – the students were easy to partner with and very genuine in showing their appreciation and acceptance of everything ENGAGE provided to them.”

Impact The survey first administered in July 2018 was conducted again, at the end of the intervention in January 2019, and the results compared. While values for all eight indices improved slightly, those for self-efficacy and community marginalization – the two directly linked to the

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ENGAGE-supported strengthening of good governance and social cohesion – showed significant improvement. An increase in feelings of self-efficacy and a decrease in feelings of community marginalization was recorded, with overall mean scores for self-efficacy increased by 14.3% in the high school group while mean values for community marginalization decreased by 11.3%.

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CASE STUDY 3: The ‘Minions’ of Marawi: Minor Changes to Traffic, Big Results

Background USAID has been assisting local government, civic groups and local communities in conflict areas around Mindanao through the ENGAGE project since 2013, providing training and support to strengthen service delivery, encourage inclusion and promote social cohesion. Towards the end of 2016, USAID supported a pilot exercise in Marawi City that guided a coalition of agencies in identifying strategic and effective solutions to an everyday local problem: disruptive traffic. Drivers in the relatively small city of Marawi frequently reported frustration with almost stationary traffic on one specific part of the national highway, the effects of which were impacting on roads throughout the area. While a journey across the full two-kilometer stretch took between three and five minutes off-peak, this would consistently increase to 30-90 minutes in morning and late afternoon rush-hours. Initial exploration of the issue identified a dense population of high schools and colleges, 14 in total, to be the biggest factor. The area’s traffic officials struggled to maintain basic transport flow during these periods, reporting a prevalence of parking and driving violations – and numerous accidents to vehicles and people, causing even more severe delays. Further consultation identified wider negative impact upon local health, frontline services, public safety, the economy, social cohesion and the students’ learning experiences – all vital factors for peace and stability in an already troubled area.

Images of the traffic in Marawi before the 2016 participatory planning pilot

The Pilot USAID supported the Kalimudan Foundation civil society organization to facilitate the pilot, which was jointly implemented by the City of Marawi, Department of the Interior and Local Government, the Land Transportation Franchising and Regulatory Board, the Land Transportation Office and Marawi Traffic Management Group (MTMG). Representatives of 13 separate agencies – and a number of schools and colleges across the focus area – first met at Marawi’s City Hall in November 2016 to launch the project. Wider stakeholders included civil society organizations, local government unit officials, other government officials and civil society representatives, and the scope of work covered four barangays: Marawi Poblacion, East Basak, Basak Malutlut and Biaba-Dmang.

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ENGAGE endorses the community scorecard as a two-way participatory tool for assessing, planning, monitoring and evaluating the provision of local government services, seeking to positively influence the quality, efficiency and accountability of public services. The six stages of the pilot cycle took place over a five-month period between November 2016 and April 2017: they were the identification of issues and preparation; awareness-raising; collection of information; development of community scorecard; public dialogue and action planning; and implementation and monitoring. Creation of collaborative networks allowed feedback and information to be gathered – which allowed the planners to define the desired outcome and the activity required to achieve it. This was captured in a scorecard, alongside a list of roles and responsibilities which would go on to be compared to eventual outcomes at the end of the project. The scorecard was then presented for discussion at a public meeting, where the required actions were explored in greater detail and a team assigned to monitor progress through the implementation phase and beyond. The monitoring process took place according to a sustainability plan that encouraged regular stakeholder updates and the ongoing identification of potential connections wherever possible, both with other action plans and opportunities for the next cycle of community scorecard-supported public service improvements.

Implementation The action plan identified two strands of activities. The first was an information drive: a multi-media collaboration between student associations and local media to promote awareness of proper crossing and pick-up/drop-off points among teachers, students and parents through information and educational materials and seminars. The second strand was the strengthening by local government of traffic and road services. This included the training of 10 extra volunteer traffic officers, installation of 300 new road signs and 100 steel barriers, painting clear markings to divide pedestrians from cars and enacting an appropriate barangay ordinance. To support this strand, USAID directly provided equipment for 10 traffic ordinance volunteers staffing the area, including uniform, protective gear and professional tools. Kalimudan Foundation Project Officer Almairah Ampuan oversaw the pilot as part of the Foundation’s USAID-supported Enhancing Governance, Accountability and Engagement (ENGAGE) program. “The activities brought together service providers and citizens to work hand-in-hand in addressing the negative impact of the traffic,” she said, “but the outcome of the project was more than the uniforms, road signs, equipment, and other materials initially provided.”

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Uniforms and traffic equipment after the pilot

Results: Pre- and Post- Siege When examined at the end of the implementation period, the responsibilities outlined in the pilot’s scorecard were found to have matched the project’s outcomes to a significant extent. Furthermore, the interventions supported by USAID were so well received by local government that it went on to ramp up and replicate some measures elsewhere in the city. The multi-agency committees and collaborations built and strengthened working relationships and increased trust between government and citizens. “The uniforms from USAID did help my team; the professional equipment kept us safe on the job,” said Revie Sani, head of the Marawi Traffic Management Group. “And the recognizable yellow color gave us a stronger and more visible presence in the city – though sometimes I call them the Minions! And when the mayor saw us, he said: ‘add more uniforms, just like they have.’ However, the biggest legacy USAID left us with was teaching us how to communicate. The changes we saw were amazing: before we started this pilot, these roads would sometimes take as much as two hours for all the cars to cross, but by working and communicating together we cut this to 15-20 minutes.” “Just a short period of engagement between the service providers and citizens brought significant changes and opened opportunities to both the local government units and the community,” said Almairah Ampuan. “USAID grants raised awareness of the day-to-day effects of traffic congestion, and since then 15 times the value of that initial USAID has since been allocated by the city for the further provision of traffic equipment. Also, the Department of the Interior and Local Government, the Land Transport Office and the Land Transportation Franchising and Regulatory Board have worked together to further strengthen – and subsequently enforce – the law on traffic and illegal parking in Marawi.” The working group reported that the challenges they encountered during planning and implementation included limited budget; minor misunderstandings during the process between different stakeholders, conflicting schedules and inconsistent attendance of participants. However, none of the participants can deny that the most significant challenge to the pilot was the catastrophic damage caused shortly after the end of the pilot activity, when armed conflict between ISIS-allied extremists and government troops broke out during the 2017 siege of Marawi. While this setback was devastating to those invested in the process, when the fighting

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ended and residents started to return to the area the improvements made to the traffic infrastructure left the city with a tiny yet meaningful symbol of civic pride – and the beginning of a return to normality and order. “After the siege,” said Revie Sani, “I called up the team to tell them it was time to come back, and they all arrived wearing the uniform USAID provided – it inspired us. That yellow uniform lets the citizens know that things are starting up again, that we’re recovering. I tell them: ‘when you get old, you can tell their grandchildren that once in your life, you’ve done something. It may not be huge, but you were part of the change.’”

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ANNEX 7: ORGANIZATIONAL CHART

Documents

ENHANCING GOVERNANCE, ACCOUNTABILITY AND …