Knowledge development under this component will encompass the production of a set of
different outputs and activities, including studies, publications, knowledge tools (e.g. media
monitoring tool) and dissemination events.

The approach is meant to be multidisciplinary, in order to mect the needs expressed by the
stakeholder community during EMM4 and in particular to address the knowledge gaps
identified by OPAM during EMMA and by public communicators.

Providing evidence that describes and explains variation in attitudes to migration and how these
can be changed to reduce polarisation it is deemed as pre-requisite to develop sound and
effective communication actions on migration, which are ultimately contributing to promote a
more balanced migration narrative.

Recommendations and tools for communication professionals and policy makers in the Euro-
Mediterranean region will be developed, based on research findings and on needs expressed
through cooperation with public communicators and policy makers.

Activity set 3.4.2: Further development of database of good practices on communication
on migration

Building upon the first pilot database on public communications campaigns, the ICMPD-
OPAM database on public communication initiatives and relevant literature on migration will
be expanded and regularly updated. This will anchor the activities carried out under the
Communications component in sound evidence. A methodology to expand the mapping of
communication campaigns will be also developed, following a multidisciplinary approach. The
database will primarily serve as a basis to develop analysis and test theoretical approaches
before developing recommendations. Furthermore, the database will serve as a repository of
practical tools for public authorities and communications to address challenges identified
through the workshops (Activity 3.3.1). The database will be made available to the general
public via the imap platform (Output 2.4).

The above described body of work under pillar 3 on public attitudes and perceptions will be
implemented in partnership with OPAM, which have extensive experience, expertise and a
global network to facilitate the work to the highest possible standards.

Cross-cutting visibility and communications

Activity set 3.5.1: Organisation of annual visibility events and development of related
material to enhance and raise awareness on the importance of a balanced narrative on
migration

Encompassing the three pillars, annual visibility events to promote activities on communication
and narrative on migration will be organised in order to raise awareness to the general public
and practitioners on the importance of adducing evidence to public perceptions of migration. It
is envisaged to target event organisation or participation to side activities/events in global
relevant fora such as United Nations’ Gencral Assembly Sessions and the Global Forum on
Migration and Development.

29

ENI 2020/218-249

3. DURATION AND INDICATIVE ACTION PLAN FOR
IMPLEMENTING THE ACTION

The duration of the Action will be 36 months. An indicative work plan of the Action is
presented separately (Appendix 3 to the present document represent only the indicative work-
plan for year 1), reflecting the discussions occurred with the European Commission and NFPs
and proposed for validation to the European Commission indicatively twice per year during the
Operational Steering Committee meetings.

4. RISKS ANALYSIS AND MITIGATION

Risk management strategy

    
     
    
  
  
 

Risk Risk Level (H/M/L) Mitigation
Low level of commitment of
partner institutions and
organisations to
participation

Adopt a participatory approach to
increase engagement during the
Programme start up and
implementation
e Incorporate a targeted partner
communications plan as part ofthe
broader communications plan to keep
partners abreast of Programme’s
activities and development
Develop an accountability
framework that clearly defined roles
and responsibilities of the
institutions/entities involved in the
Programme.
e Constant monitoring of the political
and security situation will be
ensured by the EMMS Team.
e Inthecase ofan emergency
situation, the EMM5 Team will
provide a contingency plan and a
revised work plan.
e Include trust-building activities and
goals in Programme plans
«e Emphasise migration governance in
Programme workshops activities

  
   
    

 

Lack of clearly defined roles
and responsibilities between
institutions and entities

  

Instability in the region, M
including spill-over effect
from the Syria and Libya
crisis

Broader lack of trust and/or M
political will to support
migration governance
between some SPCs and
some EU MS

Risk management informing assumptions

Sector or Area

Governmentalofficial
partners

European Commission

Financing

Stability

Dialogue

Media and the public

Informing Assumptions

SPCs and EU MS Programme partner governments and official
stakeholders demonstrate the necessary political will and sufficient
trust to engage in and support Programme activities. This includes
the willingness to introduce and/or adapt legislative, institutional
and regulatory migration frameworks aligned with international
human rights laws.

DG NEAR and EU Delegations provide expert input and
perspectives on Programme design, methodologies and
deliverables, and engage and support all Programme activities.

Financial resources are available and allocated to the Programme.

Regional and national political and economic stability as well as
stable participating institutions and entities, working in an
environment that encourages participation and cooperation.

Programme partners and participants committed to and active in
coordination, communication and dialogue through the
Programme as well as migration management more broadly.

The media and general public in SPCs and the EU MS are open to
learning about and, where needed, to changing their recurrent
perspectives and narratives on migration/migrants through an
incrcased reliance on evidence and facts, rather than stereotypes,
assumptions and prejudice.

5. SUSTAINABILITY
The EMMS5 Programme is built on the following sustainability strategy:

(1) Institutional building and sustainability.

The engagement of representatives from Southern Partner Countries (SPCs) and entities
directly involved in migration govemance and/or issues related to the narrative around
migration will be ensured through an inclusive decision-making and a participatory approach
throughout the Programme’s implementation phase. This approach aims to deepen national
involvement in the processes and ultimately engender shared governmental ownership ofthe
Programme’s results. This will serve as a key strategy for building up official and institutional
involvement in migration governance among SPCs and EU MS. Furthermore, alignment to
wider strategic direction, through involvement of senior ICMPD leadership, will ensure wider
acknowledgement ofresults and recommendations at institutional level throughout initiatives,
beyond the Programme’s duration and to a wider group of stakeholders to ensure coherence
in the implementation of EU funded actions. This will, in turn, help sustain EMMS5’s results
after the Programme’s end.

(2) Resource sustainability.
The harmonisation of programme approaches, methods, standard operating procedures
(SOPs), tools and other resources. Across countries and partners, the EMMS team will
continue to develop and implement a set of standardised approaches, methods, SOPs and
other tools to support Programme meetings, workshops, discussions, advisories, data
collection, analysis, and dissemination strategies. These resources will draw on the experience
ofimplementation of past iterations ofthe Programme as well as other initiatives implemented
by ICMPD in the region. Each resource developed will be adapted to the specific national
context and languages and catered for its use. Producing generic tools will, however, help
ensure the sustainability in the form of tools that Programme partners and other stakeholders
can continue to use and adapt to further migration governance beyond the Action’s lifetime.

(3) Sustainability of knowledge and leaming.
The transfer of knowledge, leaming and expertise. Through workshops, peers-to-peer P2P
events, public sharing Programme findings and results, specific knowledge products and
dissemination of recommendations and policy approaches, as well as through other forms of
formal and informal exchange, ICMPD will transfer knowledge and leaming newly
developed, compiled and/or accumulated during the Programme. This knowledge and
learning will focus, in particular, on good practices on how to build the content of shared,
productive, regional migration governance policy and practice. During the Programme,
partners and participants will thus be able to contribute to and benefit from this acquired
experience and expertise, assimilating new information and skills on which they can capitalise
beyond the Programme’s duration. The knowledge outputs will also form part of the wider
ICMPD knowledge base feeding into migration governance actions in the region and beyond.

(4) Financial sustainability.
The Programme will not require any operating or maintenance costs after its end. All
approaches, strategies, tools and other resources developed and produced in the course of the
Programme will be shared with Programme stakeholders during the Programme — and will
remain accessible via the appropriate information channels after the Programme’s end.

Minimal running costs for maintenance of the imap web platform will be provided in the
duration of the project, with a feeding loop of knowledge products produced and in particular
through the unique selling point ofthe narrative hub. This marketable potential will be further
disentangled through development of a business plan for further market adaptability of the
tool beyond ofthe scope of EMM programme funding.

6. PROGRAMME GOVERNANCE AND HUMAN RESOURCES
STRUCTURE

In line with the recommendations communicated by ENI SPCs and EU MS in the EUROMED
Migration III and IV, a stronger steering role of and a more formal and sustainable relation with
both ENI SPC and EU MS will be secured.

A consultation and steering mechanism is fully embedded under Component 1 to inform the
strategic direction of the Action, including identification of relevant themes and activities.
Ultimately, ICMPD as implementing partner shall have the lead over the management and
implementation of the Action, in close consultation with the Directorate General for
Neighbourhood policy and enlargement negotiations ofthe European Commission as donor. Upon
emerging needs ad-hoc requests may be accommodated provided these are aligned to the Actions’
overall objective and priorities. Should ad hoc requests occur, they will be discussed in terms of
feasibility during the Operational Steering Committee meetings to acknowledge eventual changes
in the work-plan.

The Operational Steering Committee will meet periodically (indicatively biannually) to steer the
Programme implementation and monitor activities. Donor coordination will be also ensured
through regular communication channels with the European Commission in Brussels as well as
with relevant EU Delegations and Member States as required.

The Operational Steering Committee will involve ICMPD as implementing partner and DG
NEAR as main donor in the decision-making structure of the Programme, allowing for a flexible
mechanism that can adapt to rising needs and priorities. The participation to the OSC will be
extended to the EUDs ofthe beneficiary countries, DG DEVCO and DG HOME. Observers may
be invited according to respective competence and relevance to the specific meeting agenda.

In view of the OSC meetings, ICMPD will prepare documents and reports relevant for the
discussion and send them one week in advance.

These mechanisms will be complemented, when deemed relevant, by ad hoc consultation
mechanisms such as:

« Internal ICMPD operational coordination meetings at ICMPD Regional coordination
office for the Mediterranean (RCO MED) level and/or with other relevant initiatives
hosted by other offices to discuss, identify and propose areas for coordination to generate added-
values and possible concerted actions to ensure greater impact and multiplier effect for different
EU funded initiatives;

e EU Inter-service meetings where EC Services and ICMPD can have the opportunity to
discuss on proposed coordination and concerted actions in the context ofthe overall European
migration cooperation.

Cooperation with and support from the EU Delegations in SPCs will be sought for all national
activities. Furthermore, the consultation workshops with EU Delegations in ENI SPCs will
strengthen bilateral programming, regional exchange and synergies in the thematic areas of
migration addressed by the Action.

The Programme will be implemented from RCO MED based in Malta and will benefit from the
support of ICMPD Country offices in the Region, Brussels Official Mission and Headquarters in
Vienna.

The Director for Migration, Dialogue and Cooperation (MCD) based in Vienna will advise the
Regional Coordinator on policy and strategic orientation of the Action in line with other EU
funded initiatives implemented in different regions. Participation in high-profile events of the
Programme will also be secured to ensure wider visibility of results.

The Regional Coordination Office that hosts the action ensures institutional steering and overall
coordination ofthe Action in the region. Compliance and strategic and operational synergies with
other regional initiatives implemented in the Euro-Mediterranean area at regional and national
level. Internal ICMPD operational coordination meetings will address challenges, and identify
and propose areas of coordination and concerted actions under different (EU-funded and non EU-
funded) Projects.

The EMMS team led by the Project Manager and comprised of aCommunications Specialist,
Project Officers and Assistants (see organigram below) ensures day-to-day implementation of
the Programme, including alignment of the activities to the objectives, monitoring of the work
plan and expenditure, and strategie coordination and dialogue with donor and partners.

"Regional Coordinator
| ‚MED

7. COORDINATION AND SYNERGIES

The Action will be closely coordinated and implemented in complementarity with relevant EU-
funded bilateral and regional initiatives as well as other donor’s relevant actions in this field.

Following the Valletta Summit and the creation ofthe EU Emergency Trust Fund for addressing
root causes of irregular migration and forced displacement in Africa, as well as the EU Regional
Trust Fund in Response to the Syrian crisis, the initiatives funded by the EU on migration
dramatically increased in number.

The EUROMED Migration provides the framework for discussing aspects of migration that are
covered by EUTF funded actions bringing the discussion to a regional level, including partner
countries from the Middle East. The EUROMED Migration will focus on all the priorities covered
by the EUTF while remaining adept to include any future EU migration priorities. The Dialogue
component may prove instrumental to discuss and address emerging issues to feed DG NEAR
with relevant information for the formulation ofnew programmes.

Synergies will be ensured and reinforced with ICMPD activities and relevant programmes in
targeted countries. In-house expertise on border management and security, combatting trafficking
of human beings and international protection, among others, will help guide any activities
developed in these areas.

Furthermore, links will be strengthened with other dialogues, including Rabat, Budapest and
Khartoum processes, to ensure complementarity of actions and in particular in the monitoring and
delivery of the Joint Valletta Action Plan (JVAP). As ICMPD is currently the implementing
partner for all the above mentioned EU funded dialogues and support instruments, there is great
added value in entrusting also the implementation of the EMMV to the same entity, in order to
ensure approach coherence and to maximise synergies among the processes, while avoiding
duplication and rationalising the efforts required from participating countries.

Moreover, ICMPD strives to go beyond enhancing coordination and ensure coherence among all
its actions to create a multiplier effect among related initiatives. Mechanisms are in place to apply
the concept of economies of scale in Programme implementation processes in aligned areas of
operation. The following initiatives are in particular taken into consideration:

° Building, disseminating and operationalising cvidence-driven migration
govemance policy and practice in North Africa (eMGPP) — by providing governmental
institutional counterparts to the North Africa Migration Academic Network (NAMAN) in
their capacity to enhance migration and research in the region, as well as contributing to
the development and implementation of a systematic evaluation framework for EUTF
NoA

. Mobility Partnership Facility (MPF) - as a potential tool for developing positive
spill over effects, for example by developing bilateral cooperation mechanisms in priority
countries for the EU, focusing in particular in those countries that signed Mobility
Partnerships or Common Agendas on Migration and Mobility Joint Declarations

. Global Diaspora Facility — enabling capitalisation of knowledge accrued on
diaspora-related matters and dissemination of knowledge to a wider range of stakeholders
from the network

. Mediterranean City-to-City Migration (MC2CM) — acting as a relay for inter-
institutional coordination and multi-level governance vis-A-vis the local government
network and joining up action in the support of awareness raising and promotion of a
balanced narrative on migration

. Support to the Implementation of the National Strategy on Migration of Tunisia
(ProGreS Migration) — by providing a relay on regional knowledge on migration
governance processes and lessons and, where relevant, provide successful regional tools
and mechanisms to enhance goals of improved migration management, cooperation and
data collection in Tunisia

. Strategic and Institutional Management of Migration in Libya — by developing
tools which have a regional relevance and can support in efforts to enhance capacity of
Libyan administration, academia and civil society to improve the management of
migration flows and conditions of migrants

. Migration EU eXpertise (MIEUX) - by further exploring the potential of this tool
as amechanism to support governments in accessing EU migration expertise and technical
support

. Strengthening the Evidence Base for Migration Policies: A Central Migration Data
Management Solution for Jordan — by promoting sharing of experience that can lead to
development of mechanisms for collection of accurate and reliable data on migratory
movements

. Support to the Mobility Partnership (MP) between the European Union (EU) and
the Hashemite Kingdom Of Jordan (JEMPAS) — by providing technical expertise and
support to strengthen the capacity of implementation of the national migration policy

. As an implementing body for a number of Integrated Border Management
initiatives in the region, ICMPD seeks through this Action to enhance the institutional
framework and thus contribute to mitigating vulnerabilities arising from irregular
migration and further improve the framework of protection in these territories.

The Action will also continue to consolidate and expand strategic partnerships with
relevant stakeholders and seek complementarity with other initiatives funded by EU and
other donors.

8. MONITORING AND EVALUATION

ICMPD's internal Monitoring and Evaluation (M&E) standards shall be upheld; they arc based on
ICMPD's framework and focused on project/programme optimisation and organisational learning.
ICMPD's formative approach stipulates that internal M&E will concentrate on: 1) programme
implementation and the delivery oftangible outputs with regard to timeliness of delivery, quantity
and quality of outputs as well as external intervening factors; 2) assumptions necessary to achieve
the envisaged results; 3) the identification of lessons learned that can support the optimisation of
Programme implementation.

The day-to-day technical and financial monitoring of this action will be continuous and ensured
through the application of internal technical and financial monitoring systems. These will be
enacted to drawn up periodic progress reports. Such reports shall include update on programme
implementation, challenges encountered, corrective measures introduced as well as achievements
measured by log frame indicators. Reports will be submitted in accordance to contractual
requirements.

Further to the annual reports, ICMPD will submit quarterly flash reports to both DG NEAR and
EUDs ofthe beneficiary countries.

Furthermore, throughout the implementation phase ICMPD will keep the donor abreast of
developments via informal periodic exchanges and notifications. These shall include a collection
of in-process learning and “success stories” to illustrate key achievements during the process of
implementation.

The Programme set up will include structure and procedures particularly designed, in line with
internal quality management standards to ensure constant quality control and evaluation.

Independent consultants recruited directly by the EU will carry out external, mid-term and final
evaluations, according to the European Commission assessment and requirements. In addition, an
ex-post evaluation may be carried out. An internal evaluation will be undertaken in the course of
the entire action. If necessary, the EU may conduct ad hoc audits or expenditure verification
assignments.