chapter 3 (component 2). The instrument was devised as a demand-driven capacity-

development mechanism complementing and consolidating the gains of national MGPs.

Indicator 11: Number of national and sub-regional capacity-building actions implemented
Target: 3; Actual: 4; Status: Complete

This indicator incorporates technical assistance activities carried out under national MGPs.
By the project’s end, 3 field visits (Palestine MGP) and one research activity (Tunisia MGP)

have been organised. For details on this see dedicated section 3.2.

Indicator:12 Number of staff participating to the capacity building activities
Target: 20; Actual: 21; Status: Complete
The above outlined technical assistance activities have trained a total of 21 national

ministerial staff.

Indicator 13: Quality of national and sub regional capacity-building actions

Target: high quality perception, Actual: high quality perception; Status: Complete

The indicator measures participants’ perception as an indication for the quality of the
technical assistance provided. The ”high quality perception” observed reflects a general
satisfaction with the assistance provided. This was measured using evaluation forms and

in-depth interviews with participants.

Indicator 14: Number of experts’ days devoted to the implementation ofthe MGP

Target: 250; Actual: 191; Status: Incomplete

A total of 191 expert days were allocated to support the progress of national MGPs. This
number reflects countries’ demand for assistance in light of reported institutional needs.
This allocation of expertise resulted in the delivery of outputs falling under indicator 10 and

11.

Indicator 15: Number of tasked experts at national level to support the MGP

Target: 5; Actual: 5; Status: Complete

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In total, 5 national experts were deployed to participate in the elaboration and

implementation of MGP-related activities across both countries.

Indicator 16: Number of young professionals trained in migration governance
Target: 32; Actuals: 36; Status: Complete
The activity trained 36 young professionals organised in 9 traineeship cycles. For more

details, see dedicated section in 3.3.4.

Indicator 17: Quality of the traineeship program

Target: high quality perception; Actual: high quality perception; Status: Complete

The indicator measures trainees’ level of satisfaction with the traineeship, including
organisational and thematic aspects. The data was collected using the traineeship M&E
tool. By means of questionnajire, interrogated trainees reported a high level of satisfaction

with the programme.

Outcome 3

Indicator 18: Number of unique visitors to the i.Map platform

Target: 500; Actual; N/A; Status: Incomplete

There is no data available for this indicator. A decision was made to suspend the
deployment of a dedicated monitoring tool for the i.Map pending greater platform visibility
among the targeted audience and consolidated promotion efforts. For more information

on this activity, see section 3.3.3.

Indicator 19: Number of journalists trained to contribute to re-balancing the narrative on
migration

Target: 80; Actual: 52; Status: Incomplete

The programme trained a total of 52 journalists and media professionals over the course of
2 dedicated training workshops, in Tunis in Septernber 2018 and Malta in July 2019.
Constraints related to the pandemic’s outbreak in early 2020 have interrupted planning for

the third training workshop.

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Indicator 20: Percentage of trained journalists demonstrating an increase in knowledge on
migration issues

Target: 70%; Actual: 77%; Status: Complete

The first two training workshops showed an increase in knowledge on migration issues for
77% of training participants. The knowledge increase was measured using pre/post-survey

methods.

Indicator 21: Number of governmental communicators informed/trained on re-balancing
the narrative on migration

Target: 100; Actual: 133; Status: Complete

EMM4 informed/trained a total of 133 governmental communicators and related
communication professionals. This was achieved over the course of three Euro-

Mediterranean communicators’ workshops (see section 3.3.2.2)

Indicator 22: Percentage of governmental communicators demonstrating an increase in
knowledge on migration issues

Target: 70%; Actual: N.A; Status: Incomplete

There is no data available for this indicator. Plans for the implementation of evaluation
tools and pre/post-survey methods were withdrawn to conciliate the workshops’ format

and level/nature of attendance.

Indicator 23: Number of publications on the narrative on migration produced

Target: 3; Actual: 4; Status: Complete
See dedicated section 3.3.2.1

Indicator 24: Number of journalists reached and sensitised

Target: 1000; Actual: 841; Status: Incomplete

This indicator encompasses the number of journalists exposed to EMM4’s work related to
media narratives. As a result of its activities, 841 professionals have been sensitised to

programme material, publications or have attended related events. This includes

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predominantly the Migration Media Awards (see section 3.3.2.2) but also affiliated

meetings where EMM4’s work was promoted.

Indicator 25: Number of policy-makers reached and sensitised

Target: 1000; Actual 1180: Status: Complete

This indicator encompasses the number of policy-makers exposed to EMM4’s work related
to public narratives on migration. Through promotion, studies dissemination and event
organisation, EMMA has contributed to raise attention on issues related to migration
narratives amongst 1180 policy-makers. This number notably includes participants to MMA
ceremonies, EMM4 dedicated high-level events, narrative-related workshops and ICMPD’s

Vienna Migration Conference.

Indicator 26: Number of journalistic pieces which contribute to balance the narrative on
migration as a result of the project’s actions
Target: 100; Actual: 175 ; Status: Complete
This number is an aggregation of productions sponsored and delivered in the framework of

the MMA.

Indicator 27: Number of established partnerships with other entities/organisations working
on communication on migration

Target: 4; Actual: 3; Status: Incomplete

A total of 3 partnerships have been established to fulfil programmatic objectives with
regards to communication on migration. These partnerships include: The EUI’s Observatory
on Public Attitudes to Migration (OPAM), Thomson’s Foundation Open Media Hub (OMH)
in the framework of the MMA and the Club of Venice (COV) for the Euro-Mediterranean

Communicators’ Workshops.

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5. CHALLENGES ENCOUNTERED DURING THE REPORTING PERIOD AND CORRECTIVE
ACTIONS TAKEN

EMMA4 faced a number of structural challenges that can be summarised in the following

categories:

-  Programmatic challenges
- Management challenges

- External challenges

This section aims at providing an overview of the main issues encountered and corrective

actions taken.

Programmatic challenges

- EMMA was developed and negotiated in the course of 2014 - 2015, before the new
EU policies and instruments to respond to the 2015 central Mediterranean
migration crisis were rolled out.

The relevance of the programme as originally shaped was particularly affected by
the establishment of the EU Emergency Trust Fund for Africa and the cooperation
on the Joint Valletta Action Plan.

As a technical dialogue platform covering North of Africa and Middle East, EMM4
needed to be reconceptualised to address the renewed policy framework and
mandate provided to structural political dialogues such as Rabat and Khartoum
Processes, which were actively contributing to the efforts under the renewed policy

framework.

Action taken: EMMA gradually realigned to the other dialogues, serving as a technical
platform to sustain dialogue efforts under Rabat and Khartoum Processes. Whenever
relevant, work plans for thematic meetings were coordinated to make a more coherent
approach among the dialogues to avoid overlaps, duplication and offer technical support

with more restricted settings for dialogues and workshops for EMM participating countries.

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The same approach was adopted to gradually review the country support mechanism,
which became redundant after the launch of new funding instrument specifically targeting
migration in the region. In the course of 2017/2018, the country support mechanism
became a demand driven mechanism to contribute to strengthen governance at national
level (MGP). The mechanism was meant to be of support to other EU funded actions (as in
the case of Tunisia) or aimed at filling gaps in the programming (as in the case of Palestine).
All the actions undertaken after the reformulation of activities were agreed upon with DG
NEAR and relevant EU Delegations and an assessment to avoid duplication was

preliminarily done.

- Lack of engagement from partner countries has been a sustained challenge for the
programme.
This can be explained by multiple factors, including:
o Decreased relevance of the action as outlined in the previous point
o  Excessive turnover of National Focal Points and high workload
o Lack of formal consultation mechanism with NFPs at the beginning of
implementation ”
o Weak communication and visibility strategy at the beginning of
implementation
o Structural challenges concerning migration governance at national level
o Low level of interest for the migration dossier at national level compared to
other priorities
o Conflicting countries’ priorities at regional level
o Weak coordination with other dialogue mechanism at the beginning of

implementation

Action taken: to tackle these challenges, EMMA gradually adopted a strategy aimed at
increasing NFPs engagement and ownership of the programme. First, a formal NFPs
consultation mechanism was established to have more structured lines of communications

with country representatives. Bilateral meetings and calls were rolled out with less active

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institutions to call for the appointment of a NFP in those countries that still had not
formalised their participation to the programme.

A better coordination mechanism with other dialogues was also established to facilitate
participation to activities for those NFPs who were also serving as focal points in other fora.
This helped workload management for national counterparts and increased the perceived

relevance ofthe programme as a complementary platform to other dialogues.

Management challenges

- At the beginning of programme implementation, donor coordination was ensured
through a regular yet informal coordination mechanism. The location of the
implementing team, split in two offices, made internal as well as donor
coordination more difficult therefore impacting activities’ implementation and

steering.

Action taken: following a structural reform, ICMPD relocated the whole implementing
team to the Regional Coordination office in Malta, therefore ensuring more coherent
approach in implementation. From the end of 2017, a project steering committee
mechanism composed of EMM4 Project Manager and DG NEAR representatives was
established to meet formally twice a year to discuss and approve six-month work plans,
therefore ensuring better alignment of the programme to DG NEAR priorities and more
efficient monitoring. The steering committee facilitated the implementation of actions
aimed at overcoming challenges due to unexpected delays in the first year of
implementation with the approval of a first request of no cost extension in 2019
(Addendum 002), and the challenges related to the outbreak of Covid 19 pandemic in 2020
(Addendum 003). The additional extension provided enough time to reorganise activities in
an online setting (when feasible) and provide DG NEAR with a modified work plan
approved during the PSC of April 2019 to mitigate the effects of the pandemic to meet

programmatic objectives.

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The adoption of new policies and financial instrument to support migration in the
region, and the subsequent review of the relevance of the programme in a new
policy framework and its managerial implications, particularly affecting activities’

shaping and resource reallocation.

Action taken: Various efforts taken to adapt to changing policy and migratory context in

the region to better address the overall objective of the programme. In consultation with

DG NEAR, a first request to adapt programme’s activities and description, as well as

budget, was presented in 2016 to better adapt activities to a changing policy context

(Addendum 001). Nevertheless, this effort was carried on during 2017 and 2018 when

subsequent modifications of activities were discussed during steering committee meetings

and formalised in the Addendum 002 presented in early 2019. This contributed to boost

activities’ relevance, avoid duplication and align the action to DG NEAR monitoring and

evaluation framework for North Africa actions targeting migration.

External challenges

The Euro-Mediterranean region is highly volatile in terms of political and socio -—
economic stability.

Cooperation with some of the SPCs has been difficult throughout the duration of
the programme for a general lack of interest in regional cooperation mechanisms
targeting migration compared to other priorities (e.g. Algeria) or for the
proliferation of activities targeting migration, where the resources available
through EMM4 were deemed less attractive compared to other initiatives (e.g.
Morocco).

Sustained conflict and recurrent crisis in the region have forced the programme to

suspend activities in some countries (e.g. Syria and Libya, for a period).

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Action taken: more efforts were focused in raising awareness of the complementarity of
the programme with other mechanisms implemented by ICMPD but also other
international organisations. EU Delegations were more involved as of 2018 in programme
activities as a mean to ensure coordination and synergies among EU funded actions
implemented in countries, therefore leading to a better understanding of the
comprehensive cooperation framework contributing to common objectives.

Cooperation in Syria could never resume in the framework of EMM4 due to the
continuation of the conflict, nevertheless EMM4 aimed at supporting neighbouring
countries in facing the challenges deriving from the conflict (e.g. Jordan through
cooperation with other national ICMPD led actions targeting border management).

Libya was gradually reintegrated in programme’s activities as of 2018 due to the close
cooperation with ICMPD led actions targeting Libya.

EMMA focused on the necessity to conceptualise flexible instruments which are easily
adaptable to rapidiy changing context and priorities. The challenges encountered at the
beginning of the EMM4 implementation period entailed mainly the necessity to adapt the
programme to changes in both regional context and national situations but also to a rapid
shift in EU priorities in order to respond to the same regional changing scenario. The
EUROMED Migration aimed therefore at serving as a flexible regional platform to ease
exchange of information, trigger cooperation and synergies and ensure coherence to all the
initiatives implemented in the Neighbourhood South, without duplicating activities at

country level.

- The outbreak of Covid-19 pandemic represented a main challenge for programme
implementation and forced the team to reshape substantially priorities and work
plan for the last year implementation of the programme due to the suspension of
all activities in presence, travels as well as the obvious shift in policy priorities

observed at country level.
Action taken: a request for no cost extension was presented to DG NEAR to allow enough

time to reshuffle activities and budget to ensure a proper closure of the programme while

offering countries a platform to discuss Covid19 challenges affecting migration and mobility

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in the region. All the activities were taking into consideration restrictions and aimed at
providing useful inputs and outputs to NFPs to be better equipped to respond to the
pandemic. This also facilitated a transition towards more sustained and efficient
communications activities that ultimately benefitted the visibility of the programme and

donor and contributed to raise awareness of the EMMA4 among migration stakeholders in

the region.

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