programme analysis and retreat facilitation At International Organization for Migration

IOM Niger through its Niger Community Cohesion Initiative (NCCI) has been supporting the Government of Niger and local communities in strengthening social cohesion and community resilience in the regions of Tillabéri (since 2014), Diffa (since 2015), Tahoua (since 2020), and Maradi (since 2022) which have been facing multiple inter and intra community conflicts as well as attacks and threats from violent extremist groups. This IOM’s support to the government of Niger and communities currently translates into the implementation of five projects, respectively funded by the following four donors:

1. The German Federal Foreign Office (GFFO) for 18 months (programme continuation, January 2022 – July 2023);
2. The European Union Foreign Policy Instrument for 18 months (November 2021 – May 2023) (“Violence reduction and stabilization of high-security risks communities”);
3. The United Nations Peacebuilding Fund:

a. 24 months (August 2021 – August 2023), and implemented jointly with the United Nations Refugee Agency and the United Nations Office on Drugs and Crime (“Support to improve the protection and community security of border populations in the northern part of the Tillabéri region”);

b. 18 months (February 2022-August 2023) Gender and Youth Initiative in the Diffa Region with Search for Common Ground (‘Nigerien Youth in Action: Supporting the active role of young women and men in peacebuilding in the departments of Diffa, Bosso (Commune of Bosso and Toumour) and N’Guigmi’)

1. The Bureau of African Affairs of the United States Department of State for 24 months (September 2021 – September 2023) (“Strengthen partnerships against violent extremism in Kollo”).

These projects built on the results and lessons learnt from previous NCCI phases, respectively financed by USAID’s Office of Transition Initiatives between September 2014 and August 2020, and by GFFO between July 2020 and December 2021, in the regions of Agadez[1], Diffa, Tillabéri, and Tahoua.

A: Programmatic Framework

The baseline study conducted in November/December 2020, highlighted the following key trends in NCCI’s targeted regions of implementation:

· There is a positive correlation between perceived insecurity and the number and intensity of insecurity events in targeted communes. In terms of demographics, women feel less safe/secure moving about at night than men, and more educated persons are most aware of public drug use

· Average level of social cohesion is generally high in all communes, but significant differences exist between communes with signs of social fragmentation most evident in Tillabéri and Diffa.

· All regional differences are substantive and statistically significant. Moreover, the youth are more predisposed to social discord than heads of household by a large margin. Young person’s influence correlates with higher rates of insecurity and lesser degrees of community involvement,

· In terms of community involvement, in addition to substantial differences at the regional level, there is a major difference between men’s and women’s involvement in community activities, organizations, and issues

· Poverty is ubiquitous in NCCI’s target communes and that women tend to be in a more precarious economic situation and less involved in community activities and organizations to discuss their issues and those impacting their communities.

· Local traditional leaders are viewed as the entity with the best understanding of security issues. However, there is a difference between perceived leadership knowledge of and action towards security issues;

· Community awareness of violent extremist organizations (VEOs) varies substantially by region, age group, and gender.

· Money/employment prospects are the most acknowledged reasons for joining VEO, followed by material incentives, religious or spiritual reasons, and coercion.

Considering the results of the baseline study; the NCCI Programme strategic objective is to operationally prevent and diffuse emerging conflicts before they turn violent in high-risk areas of the Tillaberi, Tahoua, Maradi and Diffa regions in Niger in strengthening the capacity of vulnerable communities to address grievances and permissive fragility factors exploited by violent extremist groups at the local and municipal levels. **

It follows the following Theory of change:

IF communities, including youth, women and local leaders have the resilience and capacities to jointly address tensions, conflicts, and insecurity, including VE, IF the administrative and customary authorities are supported in the development and implementation of strategies to prevent violent extremism[2] and IF an operational network of local reliable leaders is established to engage with local community members

THEN stability and social cohesion in conflict-affected communities in fragile, insecure regions of Niger will be enhanced and the resilience of communities to the exploitation of violent extremist organizations will be strengthened

BECAUSE constructive collaboration between communities and local leaders will address the grievances identified as being determinant factors exploited by nefarious actors and VEOs to promote violence and instability, such as the absence of economic opportunities, the existence of community conflicts, the lack of trust between the authorities and the communities and the lack of a network of committed leaders

The programmatic framework is organized around 3 programmatic pillars:

Pilar 1: Support the strengthening of vertical social capital through confidence building of vulnerable communities in government authorities and state structures around issues central to social tensions.

Pillar 2: Reinforce horizontal social capital within and between communities on issues central to social tensions identified during community consultation and forums as well as preliminary conflict and baseline studies (eg natural resources management) through the establishment and strengthening of a network of peace committees (composed of religious, traditional, youth and women leaders), the awareness-raising on violent extremism, social cohesion events, and support to youth and women’s groups.

Pillar 3: Support community socio-economic resilience related to conflict drivers: community identify conflict factors, dynamics and drivers and participate in the development and monitoring of activities addressing them for maximum ownership.

B: Implementation framework

The programme adopts a participatory and flexible approach by collaborating with the administrative and customary authorities as well as community-based organizations led by women and youth to increase their resilience to conflict and instability. The programme activities aim to have quick impact, through the construction/rehabilitation of basic public and community services infrastructure, livelihood activities, awareness-raising and social cohesion events, and support to peace committees and youths and women’s groups and associations.

The NCCI programme is implemented through stand-alone projects (USA, German, and European funding) or through joint projects with other UN agencies (PBF funding). Each project follows the programme theory of change tailored to the conflict analysis of the targeted geographic area and their respective logical frameworks emphasize the programmatic pillars most relevant.

Internally the programme works in close collaboration with IOM Immigration and Border management programme aiming at improving border security through enhanced capacities of border police and authorities as well and community engagement and policing strategy and IOM DDRR programme supporting the disassociation and community reintegration of former elements of Non-State Armed Groups.

Externally the programme works closely with the High Authority for Peace Consolidation, local leaders; community representatives and relevant operational partners.

IOM has adopted a direct implementation modality for its NCCI programme relying on a large field presence through IOM contracted staff and third party recruited personnel to overcome some of the security challenges faced in the most at-risk areas. As of March 2022, NCCI team is composed of 112 staff (support and programmatic combined)

JUSTIFICATION OF THE SRS

The Strategic Review Session is an annual exercise necessary to ensure the regular monitoring of work progress, adjust necessary activities, reflect on learning, and build staff capacities to harmonize quality and practices of a large team in different locations in a country where travel remains a challenge.

The last strategic review was conducted in August 2021 It yielded a list of recommendations (details to be sent to the recruited consultants). The SRS will also aim at analysing how these recommendations were implemented over the past 12 months.

In the period under review, the programme also experienced some significant changes. It evolved from a single project from a single donor to being implemented through 5 projects from 4 donors. The programme also expanded its geographical coverage in already covered regions and in one new region (Maradi) where unfortunately the security and conflict situation deteriorated significantly justifying the launch of the NCCI there. Due to this geographic expansion, the team grew from to 112 staff in March 2022. An annual retreat is therefore also an opportunity to harmonize views within the team, build capacity and team spirit.

OBJECTIVES AND MODALITIES OF THE SRS

The overall objective of the SRS is to have an in-depth review of progress made in 2021-2022 of the NCCI GFFO funded project and generate lessons learned, as it expands its scope of activities in other geographical areas of the country. Through a participatory/interactive and inclusive approach, it aims to provide to the programme team, IOM management and donors a greater understanding of the programme’s Objectives, assumptions, and theory of change. In the context of an evolving funding modality and to deepen analysis ok key operational and programmatic challenges most relevant for the year under review.

A: Specific objectives of the Annual Review:

1. Provide coherence to the overall programme considering its evolution from a programme implemented through a single large project (OTI) to a programme implemented through several projects from different donors.
2. Address two to Three priority programmatic challenges identified through a SWOT analysis to harmonize approaches, adapt if needed and ensure consistent approach within the different projects.
3. Overcome the key operational challenges that delay projects’ implementation: a thorough review of the programme operational processes with support units such as logistics and Finance will be conducted ahead of the retreat and key recommendations will be discussed.
4. Strengthen NCCI team building which will contribute to keeping programme staff motivated, focused on achieving the programme results while providing better assistance and support to beneficiaries. This represents a transversal objective of the retreat itself but will be supported by a staff satisfaction survey conducted and analysed ahead of the retreat.
5. Organizational Department / Unit to which the Consultant is contributing: PCCN
6. Category B Consultants: Tangible and measurable outputs of the work assignment

In preparation of the SRS: between May 20 and June 21

1. An analysis of the Programme Perception by key stakeholders (NCCI staff, key informants, donors, partners)
2. An analysis of NCCI Staff Satisfaction
3. A SWOT analysis of the NCCI GFFO funded project for the period August 2021-May 2022
4. An in-depth performance review of IOM operational processes and procedures used to roll out PCCN activities (to be redefined based on internal analysis accomplished before the consultancy starts)
5. Final facilitator agenda
6. Final meeting documents (including participants’ agenda, meeting instructions regarding Covid-19, etc.)
7. A list of materials (printing necessary will be done by IOM)

During the SRS: June 22-24

1. Facilitate a three-day SRS event on June 22-24 with approximately 140 persons with the aim of identifying effective practices and a clear strategy for the programmes’ subsequent months of implementation, as well as potential future programming.
2. A debrief meeting with COM/D-COM/PM/DPM and/or representatives of the donors (GFFO,) (on June 24)

After the SRS: deadline June 30

1. Prepare a final report in English and French summarizing SRS discussions and findings and key recommendations for 2022-2023 To be sent to IOM no later than 1 week after the final debrief**
2. PowerPoint slides from SRS
3. Performance indicators for the evaluation of results

Key deliverable expected in preparation of the SRS submitted in timely manner and used correctly during the SRS

SRS takes place as planned in a smotothly manner measured by a SRS satisfaction evaluation

Fnal report submitted within the agreed deadline

1. Education, Experience and/or skills required

· Advance university degree

· Minimum 7 years of work experience in facilitation and team building with good experience in creating creative activities for engaging with staff coming from diverse backgrounds.

· Experience in working with IOM, the UN or international organizations in similar assignments is an asset

· Experience in managing, evaluating Stabilization/peace consolidation porgramme an asset

· Knowledge of Niger a definite advantage

· Experience in organizing trainings and workshops for different level stakeholders.

· Past record of successful retreat leading to improved programme and/or work environments.

· An action-oriented approach and strong drive for results.

· Excellent facilitation skills

· Fluent in both English and French

1. Travel required

Travel from place of recruitment to Niamey Niger if the consultant is not already based in Niamey and then return back to place of recruitment

No field travel within Niger expected

1. Competencies

Values

· Inclusion and respect for diversity: respects and promotes individual and cultural differences; encourages diversity and inclusion wherever possible.

· Integrity and transparency: maintains high ethical standards and acts in a manner consistent with organizational principles/rules and standards of conduct.

· Professionalism: demonstrates ability to work in a composed, competent and committed manner and exercises careful judgment in meeting day-to-day challenges.

Core Competencies – behavioural indicators

· Teamwork: develops and promotes effective collaboration within and across units to achieve shared goals and optimize results.

· Delivering results: produces and delivers quality results in a service-oriented and timely manner; is action-oriented and committed to achieving agreed outcomes.

· Managing and sharing knowledge: continuously seeks to learn, share knowledge and innovate.

· Accountability: takes ownership for achieving the Organization’s priorities and assumes responsibility for own action and delegated work.

· Communication: encourages and contributes to clear and open communication; explains complex matters in an informative, inspiring and motivational way.

[1] The programme initially also targeted the Region of Agadez between 2014-2016 but the conflict dynamic in this region differed from the other ones and a different theory of change was necessary. The NCCI programme was then stopped in this region and IOM designed a different community stabilization programme with a theory of change adapted to the migration corridor conflict related face in the Agadez region

[2] – through capacity building of the communities on prevention of extremism and the roles of actors, establishment of networks of community leaders, economic recovery, analysis and discussions about strategies used by extremist groups and the importance of social cohesion in preventing extremism – based on strong partnerships with local communities, local authorities and civil society organizations,