TAMKIN Project -
Lebanon Municipal Capacity Building and Service Delivery

Duration of the 4-year project
April 2008 - April 2011 (Extended to April 2012)

Funding partner
USAID
(United States Agency for International Development)

Budget
USD 1 Million
(The total budget for the project's overall implementation in Lebanon is 11.3 Million)

Implementing partner
CHF International - Lebanon
(Cooperative Housing Foundation)

In collaboration with
USEK (Universite Saint Esprit Kaslik)
JAA (J.E. Austin Associates, Inc., USA)
AMEEN SAL

Targeted municipalities and communities (Total 44)
TAMKIN was originally planned to target 34 municipalities in 6 clusters in North Lebanon, specifically in the Cazas of:
Akkar: Al Mohammara, Kobet Shomra, Bebnine Al Abdeh, Berkayel, Denbou and Jdeydet Al Kayteh.
Dinnieh: Bakhoon, Harf Siyad, Azki, Mrah Al-Sraj, Kfarshelan, Eimar, Deir Nbouh, Kfarhabo, Bkarsouna, Seer Al-Dinnieh, Aasoun, Al Sfeera, Btormaz, Beit Al-Fokos, Karsita, Nemreen, Ain El-Tineh, Taran, Bekaasefrine and Kfarbneen
Zgharta: Mejdlaya, Alma, Asshash, Rasheen, Meryata, Kferdlakous, Toula and Mazraet Teffah.

In September 2008, additional funding was approved to support the stabilization, rehabilitation, and livelihood recovery of 6 additional Lebanese communities surrounding Naher El Bared Camp (NBC) - first ring (Al Karkaf, Mar Touma, Borj Al Arab, Majdala, Wadi Jamous, Al Humeira).

In August 2010, funding increased to support 4 additional communities in the direct vicinity of the NBC – second ring (Beddaoui, Menieh, Deir Imar, Bhanin).

<< Activities (Workshops, trainings, etc.)
and Business Development Services (Programs) part of TAMKIN >>

Project description
The project aims at transforming 44 peri-urban and rural municipalities in Lebanon into effective agents for leading local socio-economic development through democratic engagement with the private sector and citizenry.
In its first stage, the project worked with 15 municipalities that met specific pre-set criteria (i.e., availability of human and physical resources, readiness for participation, etc.); and during its second and third phases the project is working with an additional 29 municipalities for the life of the program.
Through a participative process (described below), each community will be able to create and lead development projects within their own community, as well as have the tools to continue the process well after the TAMKN program has ended. This process approach provides “on the job” training to the community members and carefully select and analyze projects to positively effect the local socio-economic climate, benefitting all citizens, but especially those most vulnerable, including the un- or under-employed, youth, and women.
PHASE I. Start up Activities and Planning
TAMKIN mobilizes local communities and municipalities and elect Municipal Development Committees (MDCs) in each village [MDC being comprised of 8-12 members representing local municipality, community leaders and private sector stakeholders]. The TAMKIN team then does a scan of the municipal economy by reviewing available literature and conducting assessment meetings with key local business leaders and MDC members; and creates Municipal Economic Profiles (MEPs). The MEPs contents are validated by respective municipalities and MDC members.
PHASE II. Local Economic Development Plans and Specifying Project Details
ith the support of the TAMKIN team, MDC members will be trained on identifying their communities' Strengths, Weaknesses, Opportunities and Threats (SWOT) and how to prioritize investment needs, and plan for resources allocation. Each municipality and MDC then develops a Local Economic Development Plan [LEDP] in close coordination with the TAMKIN team, which acts as the source of all project ideas and local investment opportunities. Based on the LEDP, the MDC, with the support of TAMKIN team, identifies initiatives which will increase micro-enterprise productivity, increase incomes; and improve livelihood and the socio-economy of the area. The MDC then develops the expected results, estimated cost, identify local investment and community resources as matching contributions, and finalizes the project proposals.
PHASE III. Project Implementation
TAMKIN begins selected project implementation, which includes tendering and bidding, project management, and monitoring and evaluation.
Similarly in the NBC adjacent area and in order to achieve economic development in the area as a whole, CHF will form a Joint Committee (to include women and youth) including representatives of the Municipality of Mohammara, the NBC's Traders Committee and community leaders in the area. With the support of the TAMKIN team, the Committee will assess the current economic conditions of the area and identify possible initiatives that could be implemented in order to boost livelihoods of both Palestinians and Lebanese communities. The initiatives with the greatest potential for economic impact will be selected. The Committee shall identify local investment and community resources as matching contributions, and finalize the project proposals; from which a couple will be selected for funding.
Along with several extension services provided through CHF/TAMKIN team in IT, Tourism and Agriculture sectors, CHF has recently introduced a new component to the program which will enable entrepreneurs and microenterprises access micro-credit facilities. TAMKIN will link microenterprises to microfinance providers, mainly AMEEN SAL that will provide special micro-loans tailored to expand micro-enterprises in targeted communities.

Objectives
Improved capacity of municipalities to design and implement socio-economic development programming:
Designated municipal officials will take part in a self-evaluation survey, the CHF Municipal LED Readiness Survey, which will establish clear goals for each municipality, develop benchmarks for performance, and serve as the foundation for municipal action plans. Following this benchmarking, officials will participate in capacity building training and regular one-on-one technical assistance, using best practice tools delivered in a ‘Municipal LED Handbook Series’. Government stakeholders will continually review their progress with the TAMKIN team and reevaluate municipal action plans and training needs on a regular basis. In so doing, municipalities benefiting from the TAMKIN program will have substantially improved understanding of their role in supporting economic development and expanded capacity to plan, manage and deliver related services. Key results from this objective will be the establishment of 40 target municipalities with a dedicated staff member(s) who has designated authority over LED, trained in and applying international LED best practices through investment initiatives.

Broadened stakeholder participation and cooperation in local socio-economic development:
TAMKIN will establish lasting partnerships between local government, the private sector, and citizens so as to leverage the resources and capabilities that are necessary for stimulating growth and attracting investment. This collaboration will manifest itself in a multi-stakeholder Municipal Development Committee (MDC), which will work beside the Municipal Council to identify LED priorities. Members of the MDCs will be trained in conducting economic analysis, prioritizing investment needs, and planning for resource allocation. Joint-planning will culminate in a Local Economic Development Plan (LEDP) which will establish a common LED vision resulting in increased entrepreneurship, job creation, a solid business enabling environment, and an improved quality of life. The TAMKIN program will result in 40 MDCs formed through participatory election, comprised of 8-12 government/private sector/community members, meeting regularly, who have developed and are implementing projects according to publicly available LEDPs. Qualitative changes will include improved attitudes and opinions regarding their local government. Citizens will increase their trust in their community leaders through direct participation in community economic development and increased transparency from procedures introduced during the project. In this context, a Citizens Perception Index will be developed to gauge effectiveness of municipal interventions and services from the public perspective, looking specifically at citizen opinions on transparency of local government decisions, allocation of resources, effectiveness of investments, and involvement of women, youth, and other marginalized groups in local socio-economic investments.

Increased economic growth through effective and sustainable public-private partnerships:
Local implementing partners, government officials, and the newly created MDCs will apply their new capacity and skills through the implementation of visible, results-oriented LED projects. Program resources will be allocated to co-finance specific projects that focus on working with a variety of resources (financial institutions, business service providers, firms, associations, government, universities, and educational facilities) to establish lasting mechanisms in support of businesses and industries to improve productivity, innovate, and pursue market opportunities.  Projects will effectively legitimize new institutions through practical, private-sector actions. Results will include 68 projects publicly tendered and managed by the municipalities with TAMKIN co-financing and at least 50% cost share by government, private sector, and community, and consistent with LEDPs, leading to the creation enhancement of 1,500 short-term and long-term jobs in target areas, 30% increased sales in 3 target industries, and improved worker productivity.

Activities
Town hall meetings and creation of Municipal Development Councils (MDC’s). Facilitate the formation of MDCs and act as non-voting members on them to facilitate discussions as needed and monitor progress.
Collection of primary data. Conducting Leadership mapping. Conducting Interviews with business and non – business leaders. Conducting the Municipal LED Readiness Survey for the targeted municipalities. Conducting the survey related to the Citizens Perception Index (CPI) in the field.
Preparation of meeting for conducting the following two activities by the specialists: SWOT Analysis and Project Sheet
Facilitating the Organization of all municipal capacity building activities including feasibility study trainings, etc.
Participate in all MDCs’ sessions that will lead to the development of the LEDPs (i.e. sessions covering economic analysis, needs’ assessment, projects identification, projects prioritization and grading, etc.)
Review LEDPs developed by the MDCs and assist in making these publicly available prior to finalization.
Assist in the prioritization of LED initiatives and encourage ones that generate income for women and youth.
Assist the MDCs in the tendering and bidding processes, as well as implementation and monitoring of the projects.
Assist in conducting the Initial Environmental Examination (IEE) for all identified projects as per USAID CFR 216 regulations.
Assist the targeted municipalities in leveraging contribution to the projects (Minimum 50% cost share).
Provide linkages to private sector and support public private partnership to ensure projects sustainability.