“Five-year Citizen’s Perception Survey (M & E) for the Local Governance and Infrastructure (LGI) Program.” Global Communities. 2011–2016.
This endeavor is a five-year assignment informing the work of Global Communities in implementing its $100 million USAID-funded LGI. It consists of an evaluation of the multiple project interventions of the program and the hundreds of stakeholder communities involved. It addresses the nuances of measuring and testing quality of life indicators, the importance of participatory approaches in both project implementation and evaluation, and the importance of incorporating evaluation findings into the feedback loops for on-going project design and implementation. The project began in 2011 with a baseline assessment, specifically designed for comparison over the five-year duration of the program established through questionnaires and focus groups. The central focus of this project is the evaluation by the community of existing infrastructure across seven separate but related sectors, as well as interventions implemented by various partners. In 2014 AWRAD completed the mid-line evaluation, and produced a series of recommendations aimed at modifying programming and targeting. These were informed by critical disaggregation across age and income level to provide a nuanced view of community perceptions, and improve mechanisms for targeting. The most significant of these recommendations focused on improving the impact of infrastructure projects on marginalized groups, as well as fostering greater vertical engagement between central municipal government, local directorates and local municipalities and the constituents they serve. On-the-job training was conducted in citizen perception surveys and focus group implementation.
“Assessment of Local Governance Relevant Academic Programs in Relation to the Demands of the Sector.” The Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH. 2014.
AWRAD was contracted by GIZ to conduct an assessment of the relationship between the Palestinian academic sector and local government for the program of supporting civil society at the local level in the oPt. Specifically, AWRAD’s team assessed the supply of academic programs and curricula, measured against the demand of local government in various administrative sectors. After completing the gap analysis, AWRAD authored a report presenting recommendations to improve the courses provided, and develop greater relevance with the aim of building a more effective local governance sector. The project was completed through in-depth interviews, focus groups, and field visits with strategic stakeholders, including Local Government Units (LGUs) and the Ministry of Local Governments.
“Midterm Review of the Local Governance and Infrastructure (LGI) Program.” Global Communities. 2013.
AWRAD completed the midterm review of the five year $100 million program to assess progress against program objectives and to make recommendations for ways to improve program performance for the next period of implementation. Five areas were examined including performance management, current levels of beneficiary satisfaction, project processes, program organizational structure and the outlook for the future. A mixed method approach was used throughout. Interviews and focus groups were conducted with program staff, beneficiaries, Ministry of Local Government representatives, and USAID program managers, AWRAD produced a series of midterm program recommendations aimed at improving overall program delivery to achieve program objectives by the end of the project. This review was conducted in parallel with a midline assessment of program progress against baseline data. Data from this assessment was incorporated into the midterm review.
“Gender Assessment of Local Government and Infrastructure (LGI) Program.” Global Communities. 2013.
This gender assessment focused on two distinct gender gaps within local governance. Firstly the limited representation of women as elected officials in local councils and staff within LGUs and the MoLG. Secondly, gender disparities in the provision of municipal services. AWRAD developed a mixed-methods methodology to assess the extent both of these gender gaps and provided recommendations for how LGI could increase both accessibility of and uptake by women of these services through on-going programming and implementation.
“AIP Planning Tool: Facilitation of a Planning Workshop.” Global Communities. 2013.
In 2013, Global Communities developed its Annual Implementation Plan (AIP) for submission to USAID. To assist in this process, AWRAD was contracted to conduct a three day training workshop (October 23 – 25) for all LGI staff to build understanding and consensus on: programmatic interventions and how they contribute to achieving LGI’s objectives and impact its goal; targets and activities to be achieved for the next year of LGI implementation across the program; how activities can be better aligned across the program, while focusing both on the integrity of program delivery and efficiency of related processes and mechanisms and; how the cross cutting themes of the LGI program document descriptions can be better integrated across the program components. The three-day workshop concluded with the LGI expanded management team developing the next steps to be taken to develop a methodology and tool that would support the efficient roll out and management of activity implementation for the coming year of program work.
“Beneficiary Impact Assessment (BIA): Village and Neighborhood Development Project (VNDP)” World Bank, Ministry of Local Government. 2012-2013.
The BIA provided an independent evaluation of the involvement of marginalized groups in the development process in the targeted communities and the equitable distribution of the VNDP benefits, with particular focus on issues of impact of implemented activities on all project stakeholders including Joints Service Councils, District offices, and project support group members, social exclusion based on gender, vulnerability and social power. The assessment included surveys with direct stakeholders and community members in addition to in-depth interviews and focus groups. At the conclusion of the evaluation, AWRAD authored a report, complete with a series of recommendations for programming in the final phase of implementation, which could assist in meeting program goals and benchmarks.
“Comprehensive Analysis for the United Nations Development Assistance Framework for the Occupied Palestinian Territory.” United Nations Development Programme (UNDP), United Nations Special Coordinator for the Middle East Peace Process (UNSCO), World Food Programme (WFP), UNWOMEN. 2012.
For this assignment, AWRAD completed a Common Country Analysis (CCA) in support of the UNDAF. AWRAD identified priority development themes, challenges and gaps within the oPt, as well as highlighting the comparative advantage of the UN Country Team (UNCT) in addressing significant issues. In pursuit of these goals, AWRAD’s researchers conducted dozens of in-depth interviews with PA and UN officials, civil society representatives and the private sector to determine outstanding development priorities and the potential role of partners in addressing existing gaps.
“SAWT Roundtables and Advocacy Activities.” International Republican Institute (IRI). 2011-2013.
The SAWT program is dedicated to commissioning research and conducting public opinion polling and policy research to support democratic and developmental discourse among Palestinians. SAWT is an Arabic word (noun) that has two powerful and relevant meanings: “Voice” and “Vote.” In pursuit of these goals, AWRAD conducts public opinion polling and policy research to support democratic and developmental discourse among Palestinians. SAWT' the program' will be the voice of the Palestinian public in policy-making forums through conducting scientific national and district public opinion polling; organizing focus groups on issues of relevance to Palestinians; publish brief issue analysis papers and policy reports on pressing issues; organize roundtable meetings with decision makers; utilize the media to raise public awareness about needs of Palestinians. The two major topics SAWT has addressed are honor killings and political freedoms. Through conducting several public opinion polls, convening of roundtables and discussion groups and a concerted advocacy campaign utilizing the media and prominent Palestinian figures and institutions, SAWT’s efforts have contributed to the broader civil society advocacy and mobilization efforts around this issue. The clause of Palestinian law that provides exemption for murders committed in the name of honor has been abolished.
“Diagnostic Report: Youth and Local Government, Reality and Prospects.” Global Communities. 2011.
This study investigated and explored the reality and prospects of youth participation and volunteerism within local governance in an attempt to inform decision-making circles including Local Government Units (LGU), the Ministry of Local Government (MoLG), civil society and political parties. The study analyzed existing data, collected new data through a number of surveys with youth, local government officials and leaders of youth organizations. The study promoted national dialogue on youth rights and led to the design and implementation of new programs to encourage youth participation. The work culminated in a national one-day forum to discuss the results, advocate on behalf of youth, and bridge the distance between youth and LGUs.
“Municipal Development and Lending Fund Program (MDP).” Municipal Development Lending Program (MDLF), World Bank (WB), The Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH and Ministry of Local Government (MoLG). 2011.
AWRAD participated in the development of the Municipal Development Program in close partnership with the MDLF. AWRAD facilitated and organized a series of workshops that lead to strategizing a new phase of MDP. The endeavor included high quality organization and mobilization of national partners and international donors.
“Civic Engagement Program (CEP) Impact Assessment.” Tetra tech ARD (previously ARD). 2011.
The assessment aimed at determining whether the impact of CEP’s interventions differed depending on project type, location, and/or grantee type. It also examined the implications of CEP’s program design on programmatic procedure and impact, what effect existing constraints have on programmatic impact, evaluated the CEP mechanism’s capacity to cope with contextual challenges (across project types) and the comparative advantage CEP has in particular project areas and project types. Finally, it examined the relevancy of the CEP mechanism to its social and political context. These goals were accomplished through a mixed-methods research process, defined by survey questionnaires and in-depth interviews with program beneficiaries and other relevant stakeholders.
“Development of Reference/Guide Manual in Public Participation for Local Government Units’ Affairs.” Global Communities.2010.
AWRAD developed a reference manual for public participation in LGUs’ work. The manual was developed based on a comprehensive assessment of the reality of the public participation in LGUs, work that AWRAD conducted using surveys, focus groups and in-depth interviews as tools to complete the assessment.
“Community Leadership Empowerment Program: Baseline.” Creative Associates International. 2010.
AWRAD carried out an evaluation of the Community Leadership Empowerment pProgram (CLEP) implemented by Creative Associates. The team conducted 12 focus groups with selected beneficiary organizations to gauge the impact on two primary objectives: supporting community level leadership and building community agency by increasing community participation through improvements to community spaces.
“Promoting Participatory Local Governance.” Global Communities. 2009.
This Global Communities project aimed to enhance and institutionalize communication mechanisms between citizens and Local Government Units (LGUs), focusing on participatory budgeting, citizen participation in physical planning and participatory monitoring and evaluation. AWRAD developed four training manuals addressing these issues through conducting 4 workshops with the LGUs targeted by the program. As part of the process of developing training manuals for this assignment, AWRAD conducted three one-day workshops for staff of 31 LGUs in Nablus, Bethlehem and Ramallah to build understanding of and skill in communications skills.
“Interim Development Local Strategy in Jericho and Jordan River Rift Valley and Stakeholders' Survey”. Japan International Cooperation Agency (JICA). 2008.
AWRAD, with a JICA Team from KRI International, completed fieldwork for the preparation of, the Interim Development Local Strategy (I-LDS) Process to ensure fair and balanced representation of citizens in deliberation and planning processes in 22 communities in the Jericho and Jordan River Rift Valley. The I-LDS aimed at creating experiences in joint planning by Local Government Units (LGU) in consultation with citizens and in coordination with relevant central government ministries (such as the Ministry of Local Government [MoLG], Education [MoE] and Health [MoH]), and to consolidate prioritized needs for public/community service delivery and community-based income generation in the form of project proposals and simplified GIS maps, ensuring systematic and coordinated implementation through the central government allocation, donor support and LGU budgets. The study provided data, analysis and specific recommendations geared to the development of the 22 communities through socio-economic mapping using interviews and focus groups. Indicators were also generated for use in future program design.
“Identification of Stakeholder Groups and Engagement modalities in the Jordan Valley.” Japanese International Cooperation Agency (JICA). 2008.
AWRAD, with a JICA Team from KRI, completed fieldwork for the preparation of the Interim Development Local Strategy (I-LDS) Process in the Jericho and Jordan River Rift Valley including 16 communities distributed into four clusters to identify stakeholder groups and engagement modalities. In preparation for the project, AWRAD conducted a literature review and mapping of the 16 targeted communities. Preparatory workshops were organized with community members to inform them of the process and lay the ground for fieldwork. Subsequently, AWRAD conducted a series of in-depth interviews and focus groups and authored a final report presenting the findings.
“Village and Neighborhood Development Project: Planning Consultancy.” World Bank, Ministry of Local Government (MoLG). 2007-2009.
The project concentrated on institutionalizing the process for a local or community-driven approach in rural, remote or marginalized areas not currently serviced by such instruments as the Municipal Development Fund. The project focused on the role of Local Government Units (LGUs), Joint Service Councils (JSCs), as well as community participation. AWRAD staff joined the World Bank project team to work on evaluating previous and current community development projects – including those implemented by the World Bank – developing the methodology of the project in testing and catalyzing a 'bottom-up’ approach that would enable marginalized communities to develop a replicable approach to accessing social and economic opportunities. AWRAD was also responsible for devising monitoring and evaluation systems for the project. A large number of participatory tools were utilized. A list of Joint Development Councils (JDC) was developed and plans for each JDC were prepared. AWRAD worked closely with LGUs and JSCs in this project.
“Needs Assessment and Institutional Structures in Three Communities.” KRI International. 2008.
AWRAD was a partner in carrying out a needs assessment in three communities in the West Bank; Jericho region, Shufa't camp and Faraa' camp. The objective of the assessment was to understand and analyze the institutional structures in the communities, as well as needs and priorities in the communities especially in regard to human needs for the people with disability, youth and women. The study was carried out with the International Management Group and supported by the Japanese International Cooperation Agency (JICA).