Niger: Call for Expression of Interest - Research and Consulting Firms - Community Perception Survey (Diffa, Niger)

USAID/OTI’s Niger Community Cohesion Initiative (NCCI) implemented by the International Organization for Migration (IOM) is looking to receive Expressions of Interest from research and consulting firms to conduct a community perception survey in the program’s work area in Niger’s Diffa region. Applicant teams ideally will have 1) Previous experience in Niger or West/Northern Africa 2) Francophone staff and capabilities for working/translation in local languages 3) Capacity to deploy local teams to insecure areas in the field (Diffa).

Background

While Niger is relatively stable in comparison to its neighbors, its location at the center of the Sahel-Maghreb makes maintaining its stability critically important for the region. It is also a key partner in the international fight against terrorism, trafficking, and illegal migration. Yet, Niger faces a complex set of internal and external threats to its stability; violent extremist threats within and along Niger’s borders have grown significantly in the past two years.

Boko Haram began attacking civilians in Niger’s Diffa region since February 2015, marking the beginning of a complex humanitarian crisis. The unpredictable, brutal violence of Boko Haram, as well as uncertainty over the recent split into two factions and closer ties to ISIS have the population - including over 300,000 IDPs and refugees - on high alert. Additionally, the state of emergency measures in place since early 2015 stunted the main sources of revenue for local economy: motorbike transportation (and related commerce), fishing, and pepper cultivation and trade. This further exacerbated the impact of three successive years of heavy flooding on local agricultural reserves. Insecurity along the 120 kms of Diffa’s border has disrupted strong historical ties to Nigeria, where Diffa youth would temporarily migrate to continue agricultural and livestock breeding during the dry season.

Despite the sustained threat and ongoing attacks committed by the group in Nigerien territory, MNJTF successes in northern Nigeria have recently inhibited the logistics capacity of Boko Haram and have cleared much of the Sambisa forest, once considered a stronghold for the group. Following this shift, Diffa began to receive a slow trickle of surrendering ex-combatants now reaching over 130 individuals following government negotiations, effectively introducing a new reconciliatory phase to the conflict requiring community support for reintegration of former fighters.

Working in some of the most marginal and remote areas of Niger, the USAID/OTI program partners with local leaders to develop Nigerien-led solutions to address the violent extremist threats as they arise in Niger. The program utilizes a small grants mechanism allowing high levels of flexibility to respond to changes in context to ensure maximum strategic value of programming. Activities target micro problem sets in localities, which build out to tackle the larger regional issue of VE influence in Diffa, covering a wide range of short term programming.

Program Design Outline – Niger Community Cohesion Initiative (NCCI)

Evolving over two years of implementation, the Niger program has shifted from an initial focus on social cohesion into a countering violent extremism (CVE) program. The problem sets vary greatly from region to region in Niger, and are also rapidly changing and dynamic - necessitating local solutions. In a country context that demands a preventative approach, and with overwhelming needs in every community, the program has narrowed its focus to where it can make the most sustainable impact – strengthening local leaders’ ability to respond in areas most at risk of VE. The program objective builds on NCCI’s experience to date, to further emphasize the value of local capacities and resilience. During the life of the program, it has become clear that while there is great fear and concern about VE, few Nigeriens understand violent extremist threats, the risks in their communities, or what they can do about it. This limits the possibilities for impact of CVE activities implemented by outsiders. By focusing on local leaders, the program will empower communities to engage with the issues and to take appropriate action now and into the future as the situation evolves.

Regional Clusters: the program is organized around regional clusters, and seeks to achieve and measure impact at the Diffa, Agadez and Tillaberi level. Each region shares the same program objective, but the approach and target actors vary depending on the context. Diffa’s desired outcomes read as follows:

1. Local leaders' effectiveness is increased through networking
2. Local leaders develop hands-on experience in implementing CVE activities (learning by doing)
3. Community exposure to alternative messages and viewpoints to VE propaganda is increased

The Perception Survey

Purpose:

1. To reveal general trends in thought at the community level and monitor sudden and important changes in perception over time.
2. To use analysis to improve the program’s CVE messaging and general programming in alignment with problem sets in the relevant Diffa localities.
3. To use the survey as an additional M&E tool to triangulate data on progress towards the program’s intended outcomes for the region.
4. To inform program learning and adaptation concerning problem identification.

Proposed Lines of Inquiry:

Developing a better understanding of public perceptions in the below areas was identified as key to better targeting counter violent extremism interventions in Diffa. The service provider will be expected to conduct qualitative research to determine the best methodology for covering the below areas and to build the survey questionnaire. It should have both quantitative and qualitative elements. Topics outside of the survey may be covered through preparatory work.

1. Governance a. Participation – Do communities feel adequately involved in decision making processes? b. Perception of leaders - How do communities view their traditional leaders? Who are the most highly recognized leaders? Are minorities (youth, women, certain ethnicities) represented amongst the leadership? Do they have decision making power? c. Role of authorities in conflict resolution – Which authorities are seen most competent in resolving community issues? d. Security - Which authority are most trusted concerning security and protection? Has the feeling of security increased with stronger military presence?

2. Conflict Mapping a. What are the most serious community conflicts that have or may escalate into violence in the localities? Which have been or are currently exacerbated by the Boko Haram conflict? b. Stigmatization of ethnic communities and specific clans? (Reputation of Kanouri/Fulani/Boudouma). What are the perceptions of fair treatment of individuals by those in positions of authority? What role do identity politics play? c. Youth rebellion-is there a gap of understanding and tolerance between generations? d. Difference in practice of Islam – Perception of ‘modern’ Islamic practices vs. traditional Islam.

3. Violent extremism / Disarmament, Demobilization and Reintegration (DDR) a. Risk factors for recruitment - What were the driving factors for joining Boko Haram (including a review of demographic factors)? Has this changed, and why? b. Perception of Boko Haram – Has support for Boko Haram decreased, if yes why? Are communities aware of different factions within Boko Haram – and are they perceived differently? How receptive are youth to Boko Haram messaging (religious and otherwise)? c. Perception towards the reintegration of defectors – Why or why aren’t communities more/less willing to accept defectors wishing to return to their communities? Under what conditions would they be willing to reintegrate them? d. Perception of governments’ policy towards defectors

Audience: The primary intended users of the evaluation are (1) the program’s Senior Management Team; (2) internal USG; and (3) the broader community of CVE practitioners and policymakers. Data from the evaluation may also be packaged and shared with key local stakeholders of the program.

Methods:

The perception survey will be conducted for a minimum of two rounds, collecting data from communities targeted by NCCI activities in the Diffa region, to reveal changes in perception on the above identified issues. Each round will use a largely identical questionnaire to allow for a more direct comparison of results. Survey rounds will be conducted in 6 months intervals, with a possibility for additional short surveys on emerging topics in between. The selected service provider will be expected to build the questionnaire based on the needs of the program and the current situation in the Diffa region. The development of the survey should include (a) preparatory research (b) development of survey questionnaire and data analysis plan (c) pilot testing of the survey questionnaire (d) finalization of the questionnaire based on pilot testing. The chosen methodology and approach should consider the high sensitivity of the issue of violent extremism in the local context. The final methodology will be decided upon jointly between OTI and the survey manager. NCCI is looking for innovative approaches to the advertised line of inquiry and welcomes the proposition of additional tools.

The survey should include appropriately randomized responses from all of the program’s targeted communes for this cluster: Chetimari, Diffa, Gueskerou, Kablewa, and Maine Soroa. The survey manager, in collaboration with OTI, will determine the precise sampling strategy of communities and geographies in the inception phase.

The survey manager will have access to all monitoring data including activity summaries, final evaluation reports, and research products relevant to this cluster.

The survey manager will keep OTI and key stakeholders involved in the perception survey design process to ensure credibility and usefulness of the survey. The methodology should make every effort to engage directly with the project’s participants where appropriate, relevant, and safe - through data enumerators or direct contact from the Evaluation Team. In order to build further capacity in the region, NCCI welcomes the use of student enumerators from the University of Diffa and other academic institutions in Niger. Implementation Information

Survey Manager:

Locations: Chetimari, Diffa, Gueskerou, Kablewa, and Maine Soroa communes, including some rural villages in the communes (most locations are within a day trip from Diffa town).

Tasks and Deliverables: The survey manager is responsible for completing the following Tasks and submitting the following Deliverables:

a) Survey Plan and presentation. A survey plan that includes: staffing determinations, timeline and methodology for developing the survey questionnaire and response scales, including qualitative phase, data analysis plan, and pilot testing. The plan will also include a draft schedule for 2 rounds of surveys. Any substantial changes to the survey plan after approval will need to be consulted with and approved by NCCI. As soon as the field teams are in country, NCCI will require a presentation of the survey plan with Q&A session to better understand the methodology. Due within 3 weeks of award.

b) Survey questionnaire: The survey team will prepare a first draft questionnaire, and a finalized questionnaire following pilot testing. Following the first survey round, possible adaptations to the questionnaire should be submitted. Draft questionnaire due within two weeks of presentation of survey plan and final questionnaire due one week after draft submission.

b) Data Collection Tools: The assessment team will prepare and submit all the tools used for data collection to NCCI for review and concurrence.

c) Progress reports. Weekly in person or via email updates with the Evaluation Manager and monthly 1 page progress reports.

d) Draft survey report after each survey round with complete raw data sets and code books. The draft survey reports should include findings, conclusions and analysis of changes in perception, including graphics along with the annex of raw data sets. NCCI will provide feedback on this report to the survey team, to be integrated in final version of survey report. Due within four weeks of field visit.

f) Survey presentation after each survey round with Executive Summary with key findings (5 page max) and finalized survey report. A PowerPoint presentation summarizing key findings and conclusions to be presented by the survey manager to NCCI. Within one week of receiving NCCI’s final feedback.

h) Complete Final Report (not to exceed 30 pages) excluding annexes but including methodology (and Limitations), findings and analysis of changes in perception over all rounds of surveys, including visuals. A Top Findings section should identify the major takeaways from the data, akin to an executive summary. Due within three weeks of receiving NCCI’s feedback on final survey round report.

All deliverables will require NCCI concurrence prior to their finalization.

Please submit EOI concept notes to NCCI Management Team by May 15 COB : ncciseniormanagementteam@iom.int

Please indicate availability for a remote and in-country starting dates.