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Tunisia Individual Project Progress Reports: Annex 5 to the Main Report

December 30, 2018

Table of Contents

Tunisia Portfolio Progress Overview.........................................................................3Individual Project Progress Reports as of December 2018.......................................4

Enhancing governance and economic growth in Tunisia: public procurement.............4Enhancing Domestic Resource Mobilisation through Effective Tax System Design . .10Operationalizing Public Private Partnership in Tunisia...............................................24Regional Affordable Housing Project: Tunisia Activities.............................................37Logismed Soft Regional Project: Tunisia Activities.....................................................55Regional Integration through Trade and Transport Corridors: Tunisia Activities........61Establishment of Tunisia Investment Authority..........................................................65Strengthening the Employability of Youth during Tunisia’s Transition to a Green Economy..................................................................................................................................... 1Tunisian Energy Reform Plan (TUNEREP)...................................................................11Tunisia Social Protection Reform Support Project......................................................17Virtual Market Places for the Development of Export SMEs: Tunisia Activities..........22Broadband Internet and ICT for Education Acceleration Project.................................32Implementing Priority Actions for Competitiveness & Improved Public Services.......46Supporting the Design and Implementation of Economic and Social Reforms- Inclusive Growth....................................................................................................................... 61

Youth In Public Life: Open & Inclusive Youth Engagement – Tunisia Activities........69Towards Inclusive and Open Governments: Promoting Women’s Participation in Parliaments ................................................................................................................................... 80Enhance Gas Sector Governance and Competitiveness.............................................87Public Employment Services......................................................................................94

Tunisia Portfolio Progress Overview

This table presents the length of time projects have been in implementation, most recent disbursements rates, and progress ratings over the last year.

Project Name Approval Date Start Date Closing Date

Total Funding Received

% Direct Cost Disb.

Additional Financing Leveraged

Progress to Objectives

Impl. Progress

JUN 2018

JUN 2018

JUN 2018

Dec 2018

OECD/AfDB Operationalizing Public Private Partnerships 2/20/2013 4/1/2013 6/30/2019 2,300,000 45% 1,380,000 S S S S

WB Social Protection Reforms Support Project 5/15/2013 11/1/2013 5/31/2019 5,055,000 77% 62,000 MS MS MS MS

OFID Tunisian Energy Reform Plan (TUNEREP) 6/7/2013 8/1/2013 12/31/2019 3,836,000 14% - MS MS U U

IsDB/OECD Strengthening the Employability of Youth in a Green Economy 7/22/2013 9/1/2013 3/31/2019 4,475,000 68% 2,050,000 S S S S

EIB Regional Integration through Trade and Transport Corridors 12/5/2013 10/31/2014 6/30/2021 3,800,000 69% - S S S S

AMF/WB Regional Affordable Housing Project - Tunisia activities 12/31/2013 1/1/2014 12/31/2020 2,110,460 63% - S S S S

AfDB Enhancing governance and economic growth in Tunisia: promoting transparency and integrity in public procurement

5/18/2015 2/28/2016 12/31/2020 2,528,900 - 150,000 U U U U

WB Broadband Internet and ICT for Education Acceleration Project 12/8/2015 2/5/2016 5/31/2019 3,285,750 48% - MS MS MS MS

WB Implementing priority public actions to enhance competitiveness and improve public services through an innovative delivery mechanism.

12/8/2015 2/1/2016 11/30/2019 1,888,900 54% 477,000 MS S MS MS

AfDB/OECD Supporting the Design and Implementation of Economic and Social Reforms

5/30/2016 9/1/2016 8/31/2019 3,902,270 44% 231,000 S S S MS

OECD Youth in Public Life: Towards open and inclusive youth engagement 5/30/2016 9/1/2016 8/31/2019 1,290,000 49% - S S S S

OECD Towards inclusive and open government: Promoting women’s participation in parliament, local councils and policy-making

5/30/2016 9/1/2016 8/31/2019 850,975 81% - S S S S

WB TA to Enhance Gas Sector Governance and Competitiveness 5/23/2017 6/30/2017 8/30/2020 3,500,000 34% 100,000 S S S S

AfDB Public Employment Services 9/26/2018 10/1/2018 3/30/2021 2,560,000 - - NA NR NA NR

EIB Logismed soft project (Regional)1 2/20/2013 7/31/2013 12/11/2018 1,565,000 22% 680,000 MS CLSD MS CLSD

IFC Set-up of Tunisia Investment Authority 2/20/2013 7/1/2013 6/30/2018 1,900,000 100% - MS CLSD MS CSLD

AfDB/OECD Enhancing Domestic Resource Mobilisation Effective Tax System 12/5/2013 5/6/2014 6/30/2018 4,401,800 43% - MS CLSD MS CLSD

WB Development of SMEs Exports Through Virtual Market Place 2/11/2014 5/26/2014 6/30/2018 1,000,000 100% S CLSD S CLSD

Individual Project Progress Reports as of December 2018

Enhancing governance and economic growth in Tunisia: promoting transparency and integrity in public procurement

A. Basic Project InformationActivity Name: Enhancing governance and economic growth in Tunisia: promoting transparency and integrity in public procurementCountry Name: TUNISIA Name of Implementation Support

Agency(ies): African Development BankName of ISA Project Leader: Olivier Bretéché

Email of ISA Project Leader: [email protected]

Recipient Entity: Haute Instance de la Commande Publique (HAICOP)

Name and Email of Recipient Entity Contact: ELHEM [email protected]

Total Amount Approved by the Transition Fund (US$): 2,528,900 USD

Additional Funds Leveraged and Source(s), if any (US$): 150,000 USD (Government of Tunisia)

Total Amount Disbursed (Direct and Indirect in US$): USD 2,990 and USD 230,000

Steering Committee Approval Date: May 18, 2015

Project Implementation Start Date:05 April 2016 (date of signature of the letter of agreement)

Project Closing Date:Dec 31, 2020

Pillar(s) to which Activity Responds (as per the proposal approved by the Steering Committee)

Primary Pillar (select only one):

Enhancing Economic Governance

Secondary Pillar(s) (select as many as applicable):

Competitiveness and IntegrationChoose an item.Choose an item.

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The purpose of the project is to support the Tunisian Government’s ongoing reforms to strengthen its public procurement systemRating for progress towards achievement of objective:

Unsatisfactory on the way of improvement (positive trend)

Rating for overall implementation progress:

Unsatisfactory on the way of improvement (positive trend)

Brief Summary of Project Implementation Status: The Letter of agreement of the project was signed between the Tunisian government (TG) and the African development Bank (AfDB) in April 5th 2016. Almost a year after the Steering committee approval date.A one-day launching workshop was organized between the AfDB and the Recipient Entity (HAICOP) on May 19th 2016.The procurement Plan was finalized in November 2016, and validated by the Bank (ISA) in December 2016.The EOI (expression of interest) for the recruitment of the Project Manager (PM - Consultant)

mailto:[email protected]

was published 16 Dec. 2016 (until the 5th January 2017). None of the short listed candidates was hired for various reasons (availability, short-term contract (since the project was finishing in less than a year). Another process of PM recruitment was launched and was finalized over February 2018. The contract of the project manager (PM) expired in August 2018 and another process of PM recruitment was launched. In the meantime, an extension of the closing date has been approved with a revised closing date is now December 31st 2020. A first disbursement occurred in March 2018. As regards the maintenance of the TUNEPS platform, 2 contracts were signed and are under implementation. The tender process is ongoing and publication documentation under review for the certification of auditors and buyers. As regards the recruitment of the consultants for the development of quality assurance standards and procedures (ISO 9001 certification), the short list is being established. After a period of unsatisfactory management of the project, the activities are now being developed and overall the situation of the project (including under MIC fund financing) are on the verge of taking off. The next six months are focused on the finalization of the procurement activities and the delivery of the activities were framed in the new implementation calendar.

Actions to be Taken Responsible Party

Expected Date of Delivery

Finalization of the recruitment of the Project Manager (individual consultant). DONE

HAICOP 2/20/2018

New procedure 2/25/2019Reinforce the professional skills of forty (40) procurement expert officials within the HAICOP. Process ongoing.

HAICOP and AfDB

10/31/2019

Improvement of the TUNEPS architecture: Replacement of the existing framework by another Open Source. Process ongoing

HAICOP and AfDB

12/15/2019

the recruitment of consultants for the development of quality assurance standards and procedures for the “Haute Instance de la Commande Publique”/HAICOP) ISO 9001 certification. Process ongoing

HAICOP and AfDB

12/30/2019

ISO 9000 certification (2015 version) of the HAICOPEnd of assignment

HAICOP and AfDB

10/15/2020

Procurement of the equipment for the new e-procurement platform and associated IT tools). End of assignment

HAICOP and AfDB

8/30/2020

Recruitment of Specialist in electronic archiving. Process ongoing. HAICOP and AfDB

9/30/2019

Training of Trainers in Public Procurement HAICOP and AfDB

9/15/2019

Recruitment of an event agency HAICOP and AfDB

12/15/2019

Consultant for the development and setting up of a fully integrated Public Procurement and Monitoring Information System (PPMIS)End of assignment

HAICOP and AfDB

11/30/2020

C. Implementation Status of Components Component 1: Increase efficiency of procurement processing and streamline the information systemPrevious Rating: Moderately Unsatisfactory

Current Rating: Moderately Unsatisfactory

Cost (US$): 1,549,900 USD

Sub-component 1.1: Assist in implementing activities set forth in the Action Plan including financing of consultancy contracts for studies needed to help decision making, more specifically: (i) the recruitment of consultants specialized in IT application development and electronic archiving for the development of an electronic archiving system (e-archiving); (ii) the recruitment of consultants for the development of quality assurance standards and procedures for the “Haute Instance de la Commande Publique”/HAICOP) ISO 9001 certification.

Status of Implementation: Process OngoingSub-component 1.2: Support the “Conseil National de la Commande Publique” (CNCP) former CNCS and the “Haute Instance de la Commande Publique” (HAICOP) by (i) the recruitment of consultants for the development and setting up of a fully integrated Public Procurement and Monitoring Information System (PPMIS) which should also aim at integrating or interlink, in the long term, the various IT systems addressed by sub-component 1.1 such as managing archives; (ii) the financing of logistics costs needed for dissemination and training countrywide on the use of the system; (iii) the acquisition of office equipment and IT equipment including for the new e-procurement platform; and (iii) maintenance services for TUNEPS e-procurement platform.

Status of Implementation: Process Ongoing

Component 2: Capacity building and strengthening of procurement workforcePrevious Rating: Moderately Unsatisfactory


Cost (US$): 450,000 USD

Sub-componen t 2.1: Reinforce the professional skills of forty (40) procurement expert officials within the HAICOP and the bodies that control and/ or audit public procurement (State Control, Control of public expenditure, General control of public services, General control of finance), by providing on-site tailored training and certification provided by certified institutes on purchasing (such as trainings sessions offered by the Chartered Institute of Purchasing and Supply -CIPS) so to increase the officials’ understanding of purchasing strategies and supply chain, procurement risk and management.

Status of Implementation: Process OngoingSub-component 2.2: Reinforce the professional skills of forty (40) procurement expert officials within the HAICOP, by providing on-site tailored training and certification provided by certified institutes on procurement auditing procedures such as trainings sessions offered by the Institute of Internal Auditors (IIA). Training and certification will follow international standards such as those followed by CIPS, IIA and INTOSAI.Status of Implementation: Process Ongoing

Component 3: Knowledge development and disseminationPrevious Rating: Choose an item.

Current Rating: Choose an item.

Cost (US$): 199,000 USD

Sub-component 3.1: Organize and promote regional peer learning and exchange of

experiences among the HAICOP procurement officials through study trips to audit and control bodies of partner international organizations or countries.

Status of Implementation: Not yet implemented

Component 4: Project ManagementPrevious Rating: Choose an item.


Cost (US$): 150,000 USD

Sub-component 4.1: The objective of Project component 4 is the management of activities and the financial audit of funds.Status of Implementation: Process ongoing

D. Disbursements of Transition Fund Funds for Direct Project Activities Country-Execution

(US$)

(x)

Direct Cost for ISA-Execution (US$)

(y)

Total (US$)

Approved Amount for Direct Project Activities (a):

2,298,900 USD (excluding 230,000

USD ISA fees)

2,298,900 USD

Amount Received from Trustee (b):

2,298,900 USD (excluding 230,000

USD ISA fees)

2,298,900 USD

Actual Amount Disbursed (c):

USD 2,990 (direct) and USD 230,000 (indirect)

USD 2,990 (direct) and USD 230,000 (indirect)

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)

Year Jan-June Jul-Dec Total by Year End2017 0 0 02018 / 3040 USD 3040 USD2019 500,000 USD 550,000 USD 1,250,000 USD2020 750,000 USD 645,860 USD 1045,860 USD

F. Disbursements of Funds for Indirect Costs (US$)Disbursed Available Total230,000 0 230,000 USD

G. Results Framework and Monitoring

Project Development Objective (PDO): Support the Tunisian Government’s ongoing reforms to strengthen its public procurement system (impact = Increased transparency and Integrity in public procurement service delivery)

PDO Level Results Indicators* Unit of Measure

Baseline

Cumulative Target Values**

Frequency

Data Source/Methodology

Responsibility for Data

Collection

Description (indicator

definition etc.)Jan-Dec 2015

A

Jan-Dec

2016A

Jan-Dec

2017A

Jan-Aug 2018

A

Aug-Dec

2018A

Jan-2018Dec

2019F

Indicator One: Average Procurement lead time (from advertisement to signing)

days 150 days 150 days

150 150 90 days 90 days

150 days

Bi annually

Reports by the HAICOP/ CNCP

HAICOP QuantitativeQualitative

Indicator Two: Number of exhaustive analytic report on public procurement processing published per year

# 0 0 0 0 0 0 1 Bi annually


HAICOP Quantitative

Indicator Three: Number of Ministries that have adopted the New Quality Standards for public procurement

# 0 0 0 0 0 0 1 Bi annually



Indicator Four: Percentage of Ministries with staff certified in public procurement

% 0 0% 0 0 50% 50% Bi annually



INTERMEDIATE RESULTS

Intermediate Result (Component One): The procurement system is operating efficiently

Intermediate Result indicator One: Number of activities (including procurement or legal documents) implemented under the Action Plan

# 3 3 3 3 3 3 6 Bi annually


HAICOP Quantitative

Intermediate Result indicator Two: Number of hits per day to access ONMP/HAICOP website

day 850/day 850/day 1194/day

890/day

1200/day 1224/day

1500/day

Bi annually


HAICOP Quantitative

Intermediate Result indicator Three: Development and setting up of fully integrated PPMIS

# 0 0 0 0 0 0 95% Bi annually


HAICOP fully integrated PPMIS available

Intermediate Result (Component Two): The Capacity of public procurement officials is strengthened

Intermediate Result indicator One: Completion rate of tailored CIPS, IIA type training on purchasing for public officials

% 0% 0% 0 0 0 0 100%

Bi annually



Intermediate Result indicator Two: Number of Public officials certified in procurement auditing

# 0 0 0 0 25 participants of which 10 females

25 40 participants of which 10 females

Bi annually


HAICOP Quantitative – number of participants who have successfully completed the training

Intermediate Result (Component Three): Knowledge development and dissemination is done across the region

Intermediate Result indicator: Number of HAICOP officials involved in regional peer learning and experience sharing

# 0 0 0 0 10 officials of which 5 females

23 officials of which 11 fema

les

30 officials of which 13 females

Bi annually


HAICOP Quantitative – number of participants who have successfully completed the training

Enhancing Domestic Resource Mobilisation through Effective Tax System Design and Improved Transparency and International

Cooperation(Last PR: June 2018)

A. Basic Project InformationActivity Name: Enhancing Domestic Resource Mobilisation through Effective Tax System Design and Improved Transparency and International Cooperation Country Name: Tunisia Name of Implementation Support Agencies

(ISA): AfDB OECD

Name of ISA Project Leader: AfDB : Mohamed El Azizi, Regional Director, Development and Service Delivery Regional Office for North AfricaAbdoulaye Coulibaly, Division Manager, Governance and Public Financial Management Coordination Office.Ammar Kessab, Senior Governance Specialist, Development and Service Delivery Regional Office for North Africa.

OECD: Nicolas Pinaud - Head of Sherpa Office and Governance UnitBen Dickinson - Head of Global Relations and Development Division Samia Abdelghani, Tax Advisor, Global Relations and Development Division

Email address of ISA Project Leader: AfDB:

[email protected]

a.coulibaly @afdb.org

[email protected]

OECD:[email protected]

ben. [email protected]

[email protected]

Recipient Entity: The Ministry of Finance of Tunisia (MoF)

Name and Email Address of Recipient Entity Contacts:Mr Sami Zoubeidi Head of the Directorate General for Taxes (as of November 2016)[email protected] - [email protected] Phone: +216 71 894 033Mrs Sihem Boughdiri NemsiaHead of the DGELF (as of March 2016) [email protected]; [email protected]: +216 71 783 786

Total Amount Approved by the Transition Fund (US$):

Additional Funds Leveraged and Source(s), if any (US$):

Total Amount Disbursed (Direct and Indirect in US$):









USD 4, 401,800 (of which USD 2,943,900 AfDB as ISA)

AfDB: OECD: 1,343,583 USDTOTAL:

Steering Committee Approval Date:5/12/2013

Project Implementation Start Date:05/06/2014

Project Closing Date:30/06/2018


Primary Pillar: Enhancing Economic Governance

Secondary Pillar(s): Inclusive Development and Job CreationCompetitiveness and IntegrationEnhancing Economic Governance

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The project aims to assist the government of Tunisia (GoT) to mobilise domestic resources to foster sustainable economic growth and income redistribution by improving the design of taxation policies and improving transparency and international cooperation.Rating for progress towards achievement of objective:

Moderately Satisfactory



Brief Summary of Project Implementation Status: The project continued to make progress on implementing its key components during the first half of 2018. On 12 June 2018, the GoT notified the AfDB of its decision to cancel the project and retain the allocated funds for six months in order to use them for a new project submission. By email dated 19 June 2018, the Transition Fund Secretariat confirmed that the cancelled funds will remain allocated to Tunisia until December 2018 for either a new project submission or additional financing for existing projects. These funds have to be reallocated by 11 December 2018.

Progress leading up to June 2018:Major benefits from the technical assistance provided by the OECD and the Global Forum on Transparency and Exchange of Information (GFTEI) have included a preliminary assessment of the legal and practical framework against the 2016 GFTEI terms of reference undertaken by the GFTEI during the first quarter of 2018. This was followed by an on-site visit to Tunisia during which discussions were held with various stakeholders to assess the practice of transparency and exchange of information and follow up on the recommendations contained in the Phase I Peer Review Report of Tunisia. A report including recommendations was sent to Tunisia on 13 April 2018 to help address the shortcomings that were identified in the legal and practical framework. In addition, as requested by the Government of Tunisia (GoT), the GFTEI conducted an on-site visit to Tunisia to assess the confidentiality and data safeguard requirements of the automatic exchange of information (AEOI) standard, including the information security management, in the second quarter of 2018. The advice provided during the onsite visit, including on the possible relocation of the Tunisian Competent Authority for exchange of information (EoI) purposes in new facilities aimed at ensuring adequate access control and data security, will help Tunisia prepare its peer review against the exchange of information on request standard scheduled to take place in the third quarter of 2018. Moreover, a training seminar on “Understanding and using exchange of information in international tax audits” was delivered by the GFTEI on 29 - 30 March 2018 in Tunis, attended

by 30 participants from the EoI Unit and tax audit teams.Important progress has also been made to assist Tunisia to counteract Base Erosion and Profit Shifting (BEPS) which undermines the tax system integrity and the trust of citizens. Revenue losses from BEPS are conservatively estimated at USD 100-240 billion annually, or 4-10% of global corporate income tax (CIT) revenues. Tunisia has taken an active role in the OECD/G20 BEPS Project to counteract tax avoidance by participating in meetings and hosting the first regional meeting of the BEPS Inclusive Framework for Francophone countries, co-organised by the OECD and the Cercle de reflexion et d’échanges des dirigeants des administrations fiscales (CREDAF), in November 2016 in Tunis. As a consequence, the GoT joined the Inclusive Framework for the implementation of BEPS as an Associate in November 2017 and therefore committed to implement the four BEPS minimum standards relating to harmful tax practices, treaty abuse, country-by-country reporting and dispute resolution mechanisms in order to tackle base erosion and profit shifting. The GoT also signed the Multilateral Convention to Implement Tax Treaty Related Measures to Prevent BEPS (MLI) on 24 January 2018. This innovative multilateral convention will swiftly implement a series of tax treaty measures to update the Tunisian existing network of bilateral tax treaties and reduce opportunities for tax avoidance by multinational enterprises. The OECD provided Tunisia with technical assistance for the completion of their MLI position and also for BEPS Action 6 peer review relating to treaty abuse. On 16-17 April 2018 the OECD delivered a technical workshop on the implementation of the four BEPS minimum standards in Tunis attended by fifty Tunisian tax officials. Moreover, the OECD has completed a BEPS diagnose of Tunisia and is currently assisting the GoT in redrafting their transfer pricing legislation and regulations. Five capacity building workshops based on the Action Plan designed with Tunisia have been delivered by the OECD. The expected outcome of the OECD assistance is a more predictable business environment for Multinational Enterprises, in accordance with internationally agreed upon tax principles, in order to encourage cross border trade and investment.With respect to tax policy analysis and planning, many achievements have been made. The OECD has delivered four models to measure the tax burden on income in Tunisia for the Fiscal Analysis Unit. The OECD also developed a detailed proposal for reforming the Tunisian VAT Code and aligning it with international standards and best practices. A workshop took place in Tunis in May 2018 to discuss the proposals for reform in further detail and to enhance the experience and know-how of Tunisian tax officials concerning best practices in VAT tax policy design. The final report on the VAT reform in Tunisia was provided to the GoT on 27 June 2018. Furthermore, in the first half of 2018, the OECD assisted the Tunisian authorities in the collection of data according to the OECD methodology for the publication of the third edition of Revenue Statistics in Africa. Having internationally comparable indicators enables Tunisian tax policymakers to make better informed decisions, improves their ability to mobilise domestic resources to support sustainable economic growth and address inequality. The third edition of Revenue Statistics in Africa will be published in October 2018 and includes data from 21 countries.Finally, progress has also been made to assist Tunisia to strengthen tax compliance, including risk assessment and risk management, and the capacity of tax crime investigators to tackle illicit financial flows. Since 2013, the OECD has been providing targeted training courses to Tunisian tax officials through its International Academies on Criminal Tax Investigations based in Italy and Kenya. The management of the project is going smoothly. The OECD had a long-established and very good relationship with its Tunisian counterparts who are implicated in the design of proposals and capacity building activities. Mr. Sami Zoubeidi, Head of the Directorate General for Taxes (Direction générale des impôts - DGI) and Mrs. Sihem Boughdiri Nemsia, Head of the Tax Legislation Directorate (Direction générale des études et de la legislation fiscale - DGELF) had regular meetings with the OECD to take stock of what have been done to date and what remains to be done in the framework of the project.Since the beginning of the programme, the OECD has engaged in regular contact with the

other donors working in Tunisia (the IMF, the IFC, the EU, France and the USAID mission based in Tunisia) to take stock of each institution’s activities related to Tunisian fiscal and administrative reform and co-ordinate the activities whenever needed, while avoiding duplication. As a result, the overall assessment of the performance of the Project activities implemented by the OECD is satisfactory and all components have been completed as planned.

Important AfBD activities were achieved in the first half of 2018: (i) AfDB funded the Tunisian tax officials’ participation in 9 International events and forums (Paris, Vienna, Dakar, Nairobi and Brussels). (ii) AfDB funded the acquisition of several equipment, including 52 computers, 22 printers, 38 scanners and 11 photocopiers for the make operational different Units.

Some essential activities such as the hiring of three consultants for the establishment of the UNILEF, for the implementation of a risk management process and for the conception of a communication strategy have progressed on a somewhat slower pace since the expressions of interest were unsuccessful in October 2017. The closing date of the project is June 30 2018.

C. Implementation Status of Components Component 1: Assisting with the implementation of international tax standards on tax transparency and information exchange on requestAs a member of the GFTEI, Tunisia has committed to implement the international standard of exchange of information on request. The OECD assistance has not only helped Tunisia to be in line with the standard, but also to fully benefit from the progress made in counteracting offshore tax evasion and avoidance, enhancing tax receipts, economic governance, improving the international visibility of the country and improving the trust of tax treaty partners and investors.Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 628,200Sub-component 1.1: Reviewing the current framework and practices making recommendations and assisting with legislative and process change (OECD executed) Status of Implementation: Tunisia benefited from the technical assistance of the GFTEI, which then resulted in a legislative amendment to the Finance Bill of 2016, allowing access to bank information without limitations for exchange of information on request. The Finance Bill of 2017 repealed the obligation to obtain a court order to access bank information for domestic tax purposes. This will further facilitate the fight against tax evasion.The GFTEI completed the review of Tunisia’s legal and regulatory framework for transparency and exchange of information and approved the Phase I Peer Review Report on 14 March 2016 (see the report at http://www.oecdbookshop.org/browse.asp?pid=title-detail&lang=en&ds=Global-Forum-on-Transparency-and-Exchange-of-Information-for-Tax-Purposes-Peer-Reviews-Tunisia-2016&K=5JM5GNHXXFR3 ) . On 30 November 2017, the GFTEI organised a roundtable in Tunis to assist Tunisia in its peer review against the exchange of information on request standard. Around 130 officials from various public authorities and business representatives gathered to contribute to Tunisia’s peer review scheduled in the third quarter of 2018. Tunisia has benefited from the technical assistance of the GFTEI in preparation of the new round of peer reviews, which is scheduled for the third quarter of 2018. A preliminary assessment of the legal and practical framework against the 2016 GFTEI terms of reference was undertaken by the GFTEI during the first quarter of 2018. This was followed by an on-site visit to Tunisia during which discussions were held with various stakeholders to assess the practice of transparency and exchange of information and follow up on the recommendations contained in the Phase I Peer Review Report of Tunisia. A report including recommendations was sent to Tunisia on 13 April 2018 to help address the shortcomings that

http://www.oecdbookshop.org/browse.asp?pid=title-detail&lang=en&ds=Global-Forum-on-Transparency-and-Exchange-of-Information-for-Tax-Purposes-Peer-Reviews-Tunisia-2016&K=5JM5GNHXXFR3



were identified in the legal and practical framework. The assistance also consisted in advice provided on the draft bill aimed at creating a new company registry, which must maintain the beneficial ownership-related information among other things.Tunisia intends to implement the Standard for automatic exchange of financial account information in tax matters (the AEOI standard) and requested to that effect assistance from the GFTEI with respect to information security management. The GFTEI has conducted an on-site visit to Tunisia in the second quarter of 2018, to assess the confidentiality and data safeguard requirements of the AEOI standard, including the information security management The advice provided during the onsite visit, including on the possible relocation of the Competent Authority for EoI purposes in new facilities aimed at ensuring adequate access control and data security, will help Tunisia prepare its peer review against the exchange of information on request standard. The outcomes of this preliminary assessment will also help Tunisia decide on a specific timeframe to commence AEOI given the prerequisites that need to be put in place to be able to implement the Common Reporting Standard and receive information on financial accounts held in foreign countries.

Sub-component 1.2 : Establishing an effective exchange of information unit (GoT/OECD executed)Status of Implementation: A consultant for the establishment of the exchange of information unit was hired in July 2016 and completed her work in March 2017. She assisted the Tunisian tax administration in establishing an effective exchange of information unit and maximizing the benefits of the effective implementation of the Multilateral Convention on Mutual Administrative Assistance in Tax Matters. She produced several reports (diagnosis, legal framework, unit models, IT system, results and prospects), a mapping process and a procedures manual for the Tunisian exchange of information unit. In May 2017, the consultant presented her recommendations to improve the EoI unit and its working methods to the Tunisian tax administration.Tunisia is currently being assisted by the OECD and the GFTEI to improve processes, design guidelines, and monitor systems for exchange of information. The OECD undertook an assessment of the EoI unit in April 2018. The organisation and functioning of the EoI Unit were key components of the preliminary assessment of the practice of transparency and exchange of information in Tunisia. Areas of weakness were identified and recommendations for improvement were provided to Tunisia.In addition, the GFTEI delivered a workshop on “Exchange of Information as a Tool to Combat Offshore Tax Evasion” to raise awareness about the potential of exchange of information to improve tax audit performance of cross border transactions and counteract base erosion and profit shifting, on 27-30 November 2017 in Tunis. This workshop was attended by 30 participants from the EoI Unit and tax audit teams.A second training seminar on “Understanding and using exchange of information in international tax audits” was delivered by the GFTEI on 29 – 30 March 2018 in Tunis, attended by 30 participants from the EoI Unit and tax audit teams.The AfDB gave a no-objection in November 2017 for the acquisition of equipment for the benefit of the exchange of information unit, including computers, software, etc. AfDB funded the acquisition of 52 computers, 22 printers, 38 scanners and 11 photocopiers for the make operational the exchange of information unit and the Criminal Tax Investigation Unit.

Sub-component 1.3: Exploiting the Multilateral Convention on Mutual Administrative Assistance in Tax Matters (OECD executed)Status of Implementation: The Multilateral Convention on Mutual Administrative Assistance in Tax Matters (hereafter the Convention) is in effect for tax years opened as of 1 January 2015 in Tunisia. There are now over 120 jurisdictions participating to the Convention. See the chart of participating jurisdictions at

http://www.oecd.org/ctp/exchange-of-tax-information/Status_of_convention.pdf The OECD and the GFTEI have continued to raise Tunisia’s awareness about the potential of exchange of information to tackle tax evasion and avoidance.The OECD and the GFTEI organised two workshops in Tunis about the potential of the Convention to improve tax audit performance of cross border transactions to raise awareness of tax auditors from the Large Business Unit and regional tax offices, respectively in February 2016 and December 2016.Sub-component 1.4: Capacity building through staff assignment and participation at multilateral events (GoT executed) Status of Implementation: Two tax officials from the Tunisian EoI unit have completed three-month secondments at the GFTEI to work on exchange of information issues, from September 2017 to November 2017 for the first one and from January to March 2018 for the second one. Both have worked with the GFTEI technical assistance team on the implementation of the recommendations made to Tunisia, to improve its current situation against the international standards.The OECD assisted Tunisia to organise onsite visits of EoI units of France and Belgium in order to learn onsite from the French and Belgian experiences and gain insight into their practices. Those onsite visits took place respectively in January 2018 in Paris and in April 2018 in Brussels.

Component 2: Addressing Base Erosion and Profit Shifting (BEPS) BEPS refers to tax planning strategies that exploit gaps and mismatches in tax rules to artificially shift profits to low or no-tax locations where there is little or no economic activity. This undermines the fairness and integrity of tax systems because businesses that operate across borders can use BEPS to gain a competitive advantage over enterprises that operate at a domestic level. Moreover, when taxpayers see multinational corporations legally avoiding income tax, it undermines voluntary compliance by all taxpayers. BEPS is of major significance for developing countries due to their heavy reliance on corporate income tax, particularly from multinational enterprises. The major sources of BEPS identified by the GoT are: excessive or unwarranted payments to MNE affiliates, wasteful tax incentives, and lack of availability of quality comparability data for transfer pricing purposes. The GoT has taken an active role in the OECD/G20 BEPS Project to counteract tax avoidance by participating in the meetings of the Inclusive Framework in January and June 2017 as well as in January 2018 and also by hosting the first regional meeting of the BEPS Inclusive Framework for Francophone countries, co-organised by the OECD and the CREDAF, in November 2016 in Tunis. As a consequence, the GoT joined the Inclusive Framework for the implementation of BEPS as an Associate in November 2017 and therefore committed to implement the four minimum standards relating to harmful tax practices, treaty abuse, country-by-country reporting and dispute resolution mechanisms, in order to tackle base erosion and profit shifting. To date, the BEPS Inclusive Framework counts 116 countries and jurisdictions that collaborate on an equal footing on the implementation of the OECD/ G20 BEPS Project.The work on this component have been progressing satisfactorily in particular as regards the work on transfer pricing legislation and BEPS measures.Previous Rating: Moderately Satisfactory

Current Rating: Satisfactory Cost (US$): 1,135,300

Sub-component 2.1: Reviewing Tunisia’s current laws, treaties and practices (OECD executed)

Status of Implementation: The OECD carried out a diagnosis of BEPS related risks in Tunisia and has prepared and agreed upon an action plan with the GoT. The action plan was also discussed with representatives of the business community. As a result of the Action Plan agreed, the OECD is pursuing its assistance to the GoT in redrafting their transfer pricing legislation and regulations.

http://www.oecd.org/ctp/exchange-of-tax-information/Status_of_convention.pdf

In addition to the support provided on transfer pricing, on 17-19 July 2017 the OECD delivered a technical workshop on tax treaties in Tunis to assist the GoT in examining their tax treaty network in order to identify shortcomings. This workshop was attended by 11 participants from the tax legislation department and the Directorate general for taxes. The GoT was invited to sign the Multilateral Convention to Implement Tax Treaty Related Measures to Prevent BEPS (MLI) on 7 June 2017. This innovative multilateral convention will swiftly implement a series of tax treaty measures to update the existing network of bilateral tax treaties and reduce opportunities for tax avoidance by multinational enterprises. The GoT participated in the MLI signing ceremony held on 7 June 2017 and expressed a formal intent to sign such instrument in the nearby future. The OECD provided technical assistance to Tunisia to perform the preparatory work needed before signing the MLI. The Minister of Finance of Tunisia signed the MLI on 24 January 2018 in Paris. On this occasion, OECD senior officials met with the Minister of Finance of Tunisia to discuss ongoing tax cooperation between Tunisia and the OECD.In the first half of 2018, the OECD assisted the GoT in the completion of their MLI position and for BEPS Action 6 peer review relating to treaty abuse.In addition, the OECD is currently assisting the GoT in the review of their tax preferential regimes considering that Tunisia committed in January 2018 to amend them by December 2018 in order not to be listed as a non-cooperative jurisdiction for tax purposes by the European Union.

Sub-component 2.2: Assistance to develop and implement a strategy on Transfer Pricing Rules (OECD executed) Status of Implementation: Building on the results of the BEPS transfer pricing diagnosis, the OECD, together with the GoT, designed an action plan on transfer pricing and BEPS. It includes capacity building and assistance in drafting legislation and guidelines on transfer pricing. The OECD is currently assisting the GoT in redrafting their transfer pricing legislation and regulations. A workshop was delivered by the OECD in Tunis on 18-19 April 2018 attended by 12 senior tax officials from the tax legislation department and the Directorate general for taxes. The next workshop on transfer pricing legislation will take place the week of 23 July in Tunis.In addition, on 17-18 April 2018 the OECD delivered a technical workshop on the implementation of the four BEPS minimum standards relating to harmful tax practices, treaty abuse, country-by-country reporting and dispute resolution mechanisms in order to raise awareness of tax officials on the commitment made by GoT to implement such standards. This workshop was attended by fifty tax officials from the Directorate general for taxes and the tax legislation department.

Sub-component 2.3: Auditing multinationals (OECD executed) Status of Implementation: As part of the BEPS/ transfer pricing action plan, the OECD delivered five capacity building workshops on transfer pricing and auditing MNEs, the fifth one took place on 10-14 April 2017 in Tunis. 30 tax auditors attended the workshops focused on practical case studies. These trainings strengthened Tunisia’s capacity to protect its tax base against aggressive tax planning by MNEs as well as profit shifting through transfer pricing or other means, while avoiding double taxation that would be detrimental to the overall business climate.Moreover, assistance in the implementation of the BEPS toolkits relevant to Tunisia and designed to address BEPS issues is provided by the OECD as these toolkits become available. The toolkit for addressing difficulties in accessing comparable data for transfer pricing analyses published in July 2017 was provided to Tunisian tax auditors. Tunisia have also been offered assistance from the OECD/ UNDP joint initiative Tax Inspectors Without Borders (TIWB) that provides tax audit capacity building using a practical “learning by doing” approach (see TIWB website at http://www.tiwb.org/). The GoT expressed interest in such initiative. However, they did not yet formalise a TIWB assistance request.Sub-component 2.4: Capacity building through participation in multilateral events (GoT executed)

http://www.tiwb.org/

Status of implementation: Two Tunisian tax officials participated in a workshop on transfer pricing organised jointly by the OECD and the CREDAF in Ouagadougou (Burkina Faso) on 19-21 February 2018. In addition, two other Tunisian tax officials attended a workshop on “Implementing BEPS minimum standards” held at the OECD Multilateral Tax Centre in Vienna on 12-16 March 2018 in order to assist their tax administration in the implementation of the four BEPS minimum standards related to harmful tax practices, treaty abuse, country-by-country reporting and dispute resolution mechanisms (see the 2018 Global Relations Programme at http://www.oecd.org/ctp/tax-global/global-relations-calendar-of-events.htm ). Moreover, in the first half of 2018, nine Tunisian tax officials participated in OECD meetings on digital economy, harmful tax practices and tax treaties as well as in the Inclusive Framework meeting held on 24-25 January 2018 in Paris.AfDB funded the Tunisian tax officials’ participation in 9 International trainings and forums, including:

- Meeting on the digital economy (Paris, 13-15 March 2018).- International Francophone Africa Seminar on the Beneficial Owner Concept (Dakar, 21-

23 May 2018).- Training on “Financial Investigations" (Nairobi, 11-22 June 2018).- 4th BEPS Inclusive Framework Meeting (Paris, 24 and 25 January 2018).- 5th BEPS Inclusive Framework Meeting (Lima, Peru, 27-28 June 2018).

Component 3: Tax policy analysis and planning Developing databases and analytical capabilities and systems for tax policy analysis will ensure that policy decisions are based on complete information about their likely impacts.Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 1,475,700Sub-component 3.1: Establishing a Fiscal Analysis Unit (FAU) (OECD executed)

Status of Implementation: While the USAID mission assisted Tunisia in the establishment of the FAU, the OECD developed several models to measure the tax burden on income in Tunisia for the FAU. The models were presented and delivered to the Tunisian tax policy analysis unit during a workshop held in Tunis on 21-23 June 2016 and included:

a corporate effective tax rates model a corporate tax revenue model a taxing wages model taxing wages macro which allow calculation and graphical presentation of taxing wages tax

burden indicators across a wide range of incomes (e.g. 50% to 250% of the average wage).The GoT is currently using the models developed by the OECD to measure the tax burden on income in Tunisia.Sub-component 3.2: Developing internationally comparable revenue statistics data (OECD executed)

Status of Implementation: The OECD assisted the Tunisian authorities for the collection of data according to the OECD methodology for the publication of the third edition of Revenue Statistics in Africa. Extending the OECD methodology to African countries enables comparisons about tax levels and tax structures to be carried out on a consistent basis, both among African economies and with OECD, Latin American, Caribbean and Asian economies. Having internationally comparable indicators enables Tunisian tax policymakers to make better informed decisions, improves their ability to mobilise domestic resources to support sustainable economic growth and address inequality. Tunisia was one of the eight countries included in the first edition of Revenue Statistics in Africa published on 1st April 2016 and also one of the sixteen countries included in the second edition of Revenue Statistics in Africa

http://www.oecd.org/ctp/tax-global/global-relations-calendar-of-events.htm

published on 12 October 2017 (see the publication at https://www.oecd-ilibrary.org/docserver/9789264280854-en-fr.pdf?expires=1530050486&id=id&accname=ocid84004878&checksum=6A995A316A29D3304A5DADE6BB5DBF04). The statistics show that reported tax revenues in Tunisia represent 30.3% of GDP (the highest ratio of the sixteen African countries included in the publication). In 2018, onsite technical support was provided by the OECD for the collection of data for the third edition of Revenue Statistics in Africa to be published in October 2018 which will includes data from 21 countries. As part of the capacity building programme, two Tunisian senior tax officials benefited from a three-month internship at the OECD Tax Policy and Statistics Division, one from March to May 2015 and the other from September to November 2015.

Sub-component 3.3: Review of indirect tax structures and assisting in implementation of necessary reforms (OECD executed) Status of Implementation: The IMF and the OECD agreed that the OECD would focus primarily on assisting Tunisia with the legislative implementation of the VAT reform. The OECD provided Tunisia with a proposal for reforming the Tunisian VAT Code and aligning it with international standards and best practices. A workshop took place in Tunis on 21 -25 May 2018 to discuss the proposals for reform in further detail and to enhance the experience and know-how of Tunisian tax officials concerning best practices in VAT tax policy design. The proposed reform of Tunisia’s VAT Code was finalised in June 2018 and a detailed report on VAT reform in Tunisia was provided to GoT on 27 June 2018. The report focuses primarily on the modernisation of Tunisia’s VAT code and on the improvement of its legal design. It notably provides guidance on the effective application of VAT to cross-border trade and for the collection of VAT on e-commerce. The report was agreed by GoT.As part of the capacity building programme, two Tunisian senior tax officials benefited from a three-month internship at the OECD Consumption Taxes Unit, one from March to May 2015 and the other from September to November 2015.Sub-component 3.4 : Consensus-Building and Communication (GoT executed) Status of Implementation: Expertise France has delivered seminars on communication strategy for the Tunisian tax administration. It was expected that Tunisia would hire a consultant to design and implement a communication strategy in early 2018. However, the expressions of interest for a consultant were unsuccessful in October 2017 due to a lack of suitable applications.Sub-component 3.5: Capacity building through staff assignment and participation in multilateral events (GoT executed)Status of Implementation: Two Tunisian senior tax officials participated in the Global Forum on VAT held in Paris in April 2017 which was attended by more than 300 participants. Two other Tunisian senior tax officials attended the meeting of the Working Party n°2 on tax policy analysis and tax statistics held in Paris in May 2017. Four Tunisian tax officials benefited from a three-month internship at the OECD Centre for Tax Policy and Administration to work on value added tax issues and revenue statistics.

Component 4: Tax Administration Reform, Managing and Improving Tax Compliance Strengthen tax compliance, including risk assessment and risk management, tax audit capabilities, and the capacity of tax crime investigators to tackle illicit financial flows.Previous Rating: Moderately Satisfactory

Current Rating: Moderately Satisfactory

Cost (US$): 900,800

Sub-component 4.1: Establishing a Criminal Tax Investigation Unit (GoT/OECD executed)

https://www.oecd-ilibrary.org/docserver/9789264280854-en-fr.pdf?expires=1530050486&id=id&accname=ocid84004878&checksum=6A995A316A29D3304A5DADE6BB5DBF04



Status of Implementation: Article 80 bis of the Finance Bill of 2017 established a Tax Police (Unité nationale des enquêtes et de lutte contre l’évasion fiscale - UNILEF) within the Tunisian tax administration to undertake investigations of sophisticated tax crimes. It was expected that Tunisia would hire a consultant to assist the tax administration in the establishment of the UNILEF and in the design of an anti-fraud strategy. However the expressions of interest for a consultant were unsuccessful in October 2017 due to a lack of suitable applications.The OECD is currently providing capacity building to the Tunisian tax officials who will be working at UNILEF, through its International Tax Academies For Tax Crime Investigation based in Italy and Kenya. To date, thirteen Tunisian tax officials have attended foundation, intermediate and specialty training courses aimed at improving skills in the detection and investigation of financial crimes, and recovering the proceeds of these crimes. In addition, two Tunisian senior tax officials participated in the fifth Forum on Tax and Crime held on 7-8 November 2017 in London, which was attended by more than 200 global tax and economic crime experts.AfDB funded the acquisition of 52 computers, 22 printers, 38 scanners and 11 photocopiers for the make operational the exchange of information unit and the Criminal Tax Investigation Unit.Sub-component 4.2: Designing a strategy and assisting with the implementation of a risk management process (GoT/OECD executed)Status of implementation: The USAID mission has been providing technical assistance to develop a new Audit Criteria Selection System (ACSS), to flag high-risk cases for audit. In addition, it was expected that Tunisia would hire a consultant to assist the tax administration in the implementation of a strategy and a risk management process. However expressions of interest for a consultant were unsuccessful in October 2017 due to a lack of suitable applications.In order to avoid duplication with the work done by the USAID mission, the OECD proposed GoT to assist them in the delivery of seminars to improve risk assessment in economic sectors identified by the GoT as high-risk such as the oil, financial and telecommunications sectors. However, as GoT faced difficulties to identify an appropriate Tunisian training agency as well as legal constrains to hire foreign experts that will deliver these seminars. The delivery of seminars did not happen in the first half of 2018.

Sub-component 4.3: Designing a Taxpayer Education Programme (OECD executed) Status of Implementation: The OECD provided GoT with its publication “Building Tax Culture, compliance and citizenship: A Global Source Book on Taxpayer Education” which illustrates the innovations underway in how governments can reach out to inform their taxpayers, to strengthen tax morale and tax compliance and delivered a presentation on the key findings of the publication. A summary of the OECD publication is available at http://www.oecd.org/fr/publications/edifier-une-culture-fiscale-du-civisme-et-de-citoyennete-9789264230163-fr.htm The OECD was supposed to assist GoT in the organisation of a workshop to discuss countries’ best practices that will build on the findings of the aforementioned publication, in the second half of 2018 as GoT prioritised workshops on EoI and BEPS in the first half of 2018. This activity on taxpayer education could be included in the proposal for a new MENA project to be submitted by GoT by December 2018.

Sub-component 4.4 Capacity building through participation in multilateral events (GoT executed)Status of Implementation: In March 2017, two Tunisian senior tax officials attended the foundation training courses on “Conducting financial investigations” at the OECD International Academy For Tax Crime Investigation based in Ostia (Italy). In October 2017, two tax officials participated in a specialty

http://www.oecd.org/fr/publications/edifier-une-culture-fiscale-du-civisme-et-de-citoyennete-9789264230163-fr.htm

http://www.oecd.org/fr/publications/edifier-une-culture-fiscale-du-civisme-et-de-citoyennete-9789264230163-fr.htm

course on VAT/GST fraud and two other tax officials participated in a specialty course on “asset recovery” at the same OECD Academy. In June 2018, a Tunisian tax official attended the intermediate training course on “Managing financial investigations” at the OECD International Academy For Tax Crime Investigation based in Nairobi (Kenya). To date, thirteen Tunisian senior tax officials have attended foundation, intermediate and specialty training courses aimed at improving skills in the detection and investigation of financial crimes, and recovering the proceeds of these crimes at the OECD International Academy For Tax Crime Investigation. In addition, two Tunisian senior tax officials attended the fifth Forum on Tax and Crime held on 7-8 November 2017 in London, which was attended by more than 200 global tax and economic crime experts.These training courses help build technical skills and knowledge for the UNILEF established by the Finance Bill of 2017. For more information on the OECD International Academy For Tax Crime Investigation, see http://www.oecd.org/ctp/crime/tax-crime-academy.htm.

Component 5: Project management and monitoring (GoT executed)Previous Rating: Satisfactory

Current Rating:Satisfactory Cost (US$): 367,600

The initial project co-ordination team established by GoT and composed of Mr. Riadh Karoui (Director General of Taxes), Co-ordinator, and Mrs. Habiba Louati (Director of the DGELF), Alternate Co-ordinator, changed composition in 2016. The current project coordination team is composed of Mr. Sami Zoubeidi (General Director of Taxes - appointed in November 2016), Co-ordinator, and Mrs. Sihem Boughdiri Nemsia (Director General of the DGELF - appointed in March 2016), Alternate Co-ordinator.

Tunisia initially envisioned hiring a consultant for the drafting of an administrative and financial management manual. However, the call for expressions of interest and the terms of reference related to the selection of a consultant have not been published by the GoT.


(US$)

(x)

Direct Cost for ISA-Execution

(US$)(y)

Total (US$)


AfDB: 2,843,900 OECD: 1,375,400 USD 4,219,300


AfDB: 2,843,900 OECD: 1,104,980 USD

3,948,880


AfDB: 550,360 OECD: 1,251,735 USD 1,802,095


Year Jan-June Jul-Dec Total by Year End2018 AfDB: cancelled – awaiting

new request nowOECD:

AfDB: cancelled – awaiting new request nowOECD: N/A

AfDB: cancelled – awaiting new request nowOECD: N/A

F. Disbursements of Funds for Indirect Costs (US$)Disbursed (US$) Available (US$) Total (US$)

AfDB: 50,000OECD: 91,848 USD

AfDB: 50,000OECD: 0 USD

AfDB: 50,000OECD: 91,848 USD

http://www.oecd.org/ctp/crime/tax-crime-academy.htm


Project Development Objective (PDO): The proposed project development objective is to strengthen institutional capacity to enhance domestic resource mobilisation and improve transparency and international cooperation

PDO Level Results Indicators*Unit of

MeasureBaseline

Cumulative Target Values**Frequen

cyData Source/Methodology


Collection


definition etc.)2014

A2015

A2016

A2017

A2018

AIndicator 1:Improved domestic revenue mobilisationTax revenue as % of GDP

Quantitative

20.8% (2012)

30.9%.

30,3%

29,4% n/a n/a Yearly Public Revenue Statistics for Africa

PCU Tax revenues increased and tax collection rates improved

Indicator 2 : Improved tax transparency and international co-operation

Qualitative Bank secrecy for tax purposes

Partial lifting of bank secrecy for tax purposes

Multilateral Convention entered into effect

Full lifting of bank secrecy for exchange of information on request

Multilateral Convention into effect

GFTEI approved Phase 1 Peer Review report

Finance Bill 2017 further improved access to bank information


Phase 1 Peer Review report approved by the GFTEI



GFTEI assesses legal and practical framework for transpa

Phase 1 Peer Review report approved by the GFTEI



GFTEI assesses legal and practical framework for transpa

Once Terms of reference of the GFTEI.

PCU and GFTEI

Combined peer review of the EoI legal framework and practice published in 2018

22

rency and EoI

rency and EoI

GFTEI launches the combined Peer Review

Indicator 3:Direct project beneficiaries of :A. EoI Unit staff B. TP team trained basicC. TP trained on business

restructuringD. TP team trained on APA

MAPs etc E. Trainers trained on TP F. FA Unit staff trained on

using ETR models G. Unilef Unit staff trainedH. MoF staff participated

at multilateral tax events

I. MoF staff seconded to the OECD

J. Tax treaty team trainedK. Tax officials trained on

BEPS

Cumulative

A NumberB Number C Number

D Number

E NumberF

G numberH number

0

0

00

0

40

A 2000

H 20

0

105

A 55B 30

H 20

I 4 for 3 months

224

A 55 B 67 C 37

F 15

G 5H 45

I 4 for 3 months

390

A 115B 67C 37

D 30 E 30 F 15

G 12H 73

I 5 for 3 monthsJ 11

495

A 145B 69C 37

D 30 E 30 F 15

G 13H 87

I 6 for 3 monthsJ 13K 50

Quarterly

Project Monitoring and Evaluation Database

PCU Total number of beneficiaries from all components of the project combined

Indicator 4: Tax reform plan prepared and disseminated

Qualitative None n/a Yes Yes Yes Yes Once Project Coordination Reports

PCU TP legislation and regulations adopted


Component 1: Assisting with the implementation of international tax standards on tax transparency and information exchange

Reviewing the current framework and practices, making recommendations and assisting with legislative and process changesLegal and institutional reforms adopted

Qualitative Current framework and practices not reviewed

Yes Yes Legal and institutional reforms are adopted

Legal and institutional reforms adopted

Legal and institutional reforms adopted

Once Pre phase 1 report by GFTEI

PCT

Exchange of Information (EOI) unit established

Qualitative EoI Unit not establish

None One (1) EoI

One (1) EoI

One (1) EoI Unit establis

One (1) EoI Unit establis

Once Project Implementation Reports

PCT

23

ed Unit established

Unit established

hed hed

Assessment of the EoI Unit

Component 2: Addressing Base Erosion and Profit Shifting

Strategy on Transfer pricing (TP) rules elaborated

Qualitative Strategy on Transfer pricing rules not elaborated

Action plan on TP and

BEPS capac

ity developme

nt

Action plan on TP and BEPS capacity development

One (1) Strategy on TP rules is validated





Implementation of strategy on TP rules – work in progress



Implementation of strategy on TP rules – work in progress

Capacity built on auditing tax affairs of multinationals

Number 0 6 60 60 164

Component 3: Tax policy analysis and planning

Fiscal Analysis Unit established

Qualitative FAU not establish

ed

n/a One (1) FAU

established

One (1) FAU established

4 models provided to FAU

One (1) FAU establis

hed

4 models provide

d to FAU

One (1) FAU establis

hed

4 models provide

d to FAU


PCT Report disseminated

24

Internationally comparable revenue statistics data developed

Qualitative Statistics database

not develope

d

n/a One (1)

Statistics

database

developed

One (1)

Statistics

database

developed

Tunisia include

d in the 1st

publication of Reven

ue Statisti

cs Africa

One (1) Statisti

cs databa

se develo

ped

Tunisia included in the 1st and

2nd

publication of Revenu

e Statisti

cs Africa

One (1) Statisti

cs databa

se develo

ped

Tunisia included in the 1st, 2nd

and third

publication of Revenu

e Statisti

cs Africa



Component 4: Tax Administration Reform, Managing and Improving Tax Compliance

Tax police quantitative

Tax Police established

by

Tax Police established by

Tax Police

established by

Tax Police

established by

Report disseminated

A risk-based approach for tax collection and effective resource mobilization developed

Quantitative

Number of risk-based

inspection actions

n/a n/a 50 50 50 Quarterly

Project Implementation Reports


Taxpayer Education Program took place

Quantitative

Number of

persons trained

n/a n/a n/a n/a n/a Quarterly

Project Implementation Reports


** Indicate ‘A’ for ‘Actual’ and ‘F’ for ‘Forecast’

25

Operationalizing Public Private Partnership in TunisiaA. Basic Project Information

Activity Name: Operationalizing Public Private Partnership in Tunisia

Country Name: Tunisia Name of Implementation Support Agency(ies): AfDB, OECD

Name of ISA Project Leader: OECD: Andreas Schaal/Iza Lejarraga / Ian Hawkesworth AfDB: Abdourahmane Diaw

Email of ISA Project Leader: [email protected] ; [email protected]; [email protected]; [email protected]

Recipient Entity: Office of the Prime Minister - Instance Générale de Partenariat Public Privé – Présidence du Gouvernement

Name and Email of Recipient Entity Contact: M. Atef Majdoub ([email protected] ) & Mme Sonia Attia ([email protected] )

Total Amount Approved by the Transition Fund (US$): 2.3M (0.8M OECD-executed + 1.4M GoT executed + 0.1M indirect costs)

Additional Funds Leveraged and Source(s), if any (US$): - AfDB co-financing of 1.2M through the Middle Income Countries Trust Fund- In-kind GoT contributions of 179,000

Total Amount Disbursed (Direct and Indirect in US$): OECD :

749,000 USD (direct)

50.400 USD (indirect)

AfDB: 221,877.75 USD

AfDB: 100,000 USD (indirect)





Primary Pillar: Competitiveness and Integration

Secondary Pillar(s): Enhancing Economic GovernanceInclusive Development and Job CreationInvesting in Sustainable Growth

B. Summary of Project Implementation Progress and Key Issues

Project Development Objective: The objective of the project is to support the Government of Tunisia in operationalizing the forthcoming PPP law and implementation decrees, in a manner which will promote transparency, efficiency and effectiveness of public spending, and help the government of Tunisia in meeting its public policy objectives (economic transformation, job creation, reduction of regional disparities and closing poverty and social gaps,). The project should also help develop an effective institutional framework for PPP development, notably by building the capacity of the forthcoming PPP Unit. This should enable the rapid implementation of a number of PPP projects with the goal to improve public service delivery to Tunisians and overcome the above discussed challenges that the country is facing.

Rating for progress towards achievement of objective: Satisfactory

Rating for overall implementation progress: Satisfactory

Brief Summary of Project Implementation Status:

A Public Private Partnership law was adopted by the Assembly of the Representatives of the People (Tunisia’s national assembly) in November 2015 and its 5 implementation decrees were adopted between June and October 2016. This has allowed Tunisia to have a full-fledged legal framework for PPPs.

The implementation status of planned activities can be summarized as follows:

26





The analytical reports (components 1B and 2B) have been finalised (three reports) . The reports were finalised in close collaboration with the USC (“Unité de suivi des concessions”) which was later replaced by the Instance Générale du Partenariat Public Prive ‘IGPP) and publicly launched during a high level workshop on June 3 rd 2016 (component 5B). 3 workshops were organized to prepare these reports. 2 Information sessions were also held in June 2015 and June 2016.

With the finalisation and the launch of the reports, all components for which the OECD is an ISA (components 1.B, 2.B, 3.B, and 5.B) have been completed.

Project management: the recruitment of an individual consultant Mr Amri was finalized in August 2015.Since the signature of his contract in April 2016, including Over the reporting period (jan-june 2017), Mr Amri has been assisting in IGPP in reviewing various deliverables submitted by the consortium that was retained to deliver institutional support (component funded by AfDB MIC grant). Mr Amri was also involved in the preparation of the request for proposals that was submitted to the short listed firms for component 4 (funded by the MENA TF).Note that AfDB has granted a 20-month non-cost extension to the contract of Mr Amri so that he is able to continue assisting USC in the management of remaining deliverables related to this project (both funded through MIC and MENA TF).

Preparation of 2 pilot projects: The procurement process for hiring an advisory firm took longer than originally planned. It has had to be launched twice because it either did not meet the beneficiary’s expectations in terms of quality (only two firms out of seventeen were considered eligible) or did not comply with the bank’s rules in terms of the minimum number of short listed firms. This process is now finalized and the contract with an advisory firm was signed in November 2017. The work of the consortium has started in December for a planned period of 14 months. The two pilot projects have been already identified (sanitation plant El Hessiane and desalination plant in Gabes).

Institutional support: this component is not funded by MENA TF grant but by an AfDB grant mobilized from the Trust Fund for Middle Income Countries. Activities performed during the reporting period are:

o Training of 20 officials over a 6-month period using a 10- module curriculum that was especially designed for this project. The graduation ceremony was held on May 12 th, 2017. A training manual was also prepared and shared with trainees.

o A PPP guide were prepared and approved by the executing agency and steering committee. Standard contracts are being reviewed for validation.

o The website of the PPP unit is finalized and can access at this address: igppp.gov.tn. ciIT system, GED and Communication is ongoing and reports of the IT system and GED is ready. Some communication activities were also performed especially for the forum 2020 where national citizens and international investors and firms were informed of the existence of the PPP unit and a specific framework for PPP projects 5A.

Note that the executing agency and its new management has proven to be a valuable partner to the OECD and the AfDB, and continued communication and flexibility have been displayed by all partners on this project. The progress has been satisfactory since project restructuring and efforts are ongoing to provide high quality deliverables that complement each other.

The closing date of this project was extended to June 2019. This extension will allow to continue accompanying and advising GoT in carrying out two major projects in PPP, which is considered the most important activity of the technical assistance. Moreover, the project should enable the rapid execution of a number of PPP transactions so as to deliver tangible results and achieve quick wins. This is significantly important since Tunisia is currently facing a critical budgetary constraint which led GoT to turn towards this new mode of financing to help relieve public finances and attract more private investments. The good outcomes could also be replicated in other upcoming PPP projects and help build capacity and expertise at the level of the Tunisian authorities.

Add specific actions, as appropriate, that need to be taken over the next six-months to advance project implementation. This is a mandatory field to report on for red-flagged and watch-listed projects



27

Recruitment of the consortium that will execute Component 4

USC under AfDB oversight

6/1/2019

Follow up of the work of the consortium and review of the first deliverable

USC 2/1/2018

C. Implementation Status of Components

Component 1: PPP policy and institutional framework

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): OECD sub-component 1.B: USD 374,800 AfDB funded sub-component 1.A (non-Transition Fund): 500,000

Sub-component 1.A: Leading PPP policy and institutional framework (this subcomponent is funded by AfDB MIC TAF – not by the MENA TF)

Status of Implementation: Completed in June 2017.

The recruitment of the consortium in charge of implementing these activities (i.e. institutional support, communication and capacity building) was finalized in February 2016 and a contract was signed with “SOFRECO / Nathan Associates". Actual implementation started in April 2016 and the status of deliverables could be summarized as follow

Review of the legal and institutional framework is finalized and validated by the Executing Agency (EA) A PPP guide was finalized and approved The reports for the Standard contracts, temporal process, organizational structure were finalized and validated by the

EA A operating manual was prepared and approved by the EA

Sub-component 1.B: Advisory analytical work on: 1)PPP legal framework, 2)current institutional set up (ISA: OECD)

Status of Implementation: Completed

This sub-component has been completed. The analytical reports and recommendations on the legal and institutional frameworks in Tunisia were based on the September 2014 draft PPP project. In collaboration with the IGPP the reports have been substantially reviewed in light of the adoption of the PPP law in November 2015.

Component 2: Establishing the PPP Unit

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): OECD sub-component 2.B: USD 149,920AfDB funded component 2.A (Non Transition Fund): USD 310,000

Sub-component 2.A: Lead in establishing the PPP Unit (this subcomponent is funded by AfDB MIC TAF – not by the MENA TF )

Status of Implementation:

The IGPPP is fully implemented. It was established by Government Decree 1185 of 14 October 2016, on the Organization and powers of the General Instance Public private partnership. Mr. Atef Majdoub was appointed president of the IGPPP in October 2017, the staff of IGPPP includes 1 Director General who currently is in charge of the monitoring of PPP projects including concessions, and 7 managers including 3 Directors (appointment pending). 1 head of Department and 3 other managers are being recruited.

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Sub-component 2.B: Analysis of the budgetary framework (ISA: OECD)

Status of Implementation: Complete

This sub-component is completed. The analytical report and recommendations on the budgetary framework in Tunisia was based on the September 2014 draft PPP project. In collaboration with the USC, the report have been substantially reviewed in light of the adoption of the PPP law in November 2015.

Component 3: Developing Capacity and Skills Transfer

Previous Rating: Moderately satisfactory Current Rating: Satisfactory Cost (US$): OECD sub-component 3.B: USD 149,920AfDB funded component 3A (non- Transition Fund): USD 140,000

Sub-component 3.A: Lead in developing capacity and skill transfer (this subcomponent is funded by AfDB MIC TAF – not by MENA TF)


The curriculum for the training was submitted by the consortium and reviewed and approved by the USC. Over the reporting period, 20 officials were trained over a 6-month period using a 10- module curriculum that was especially designed for this project. The graduation ceremony was held on May 12th, 2017. A training manual was also prepared and shared with trainees. A training of trainers targeting trainers from the national public administration (ENA) school was carried out in July 2017.

Sub-component 3.B: Tailored workshop & training materials on PPP implementation (ISA: OECD)


This sub-component has been completed. A training workshop was organised in Tunis in November 2015 following the adoption of the PPP law (see January 2016 progress report for more details about the training).

In addition, as a capacity building and policy dialogue around Tunisia’s investment policy reform efforts activity, the General Director of the USC, Mr. Atef Mahjoub, and another USC staff, Ms. Amira Benboubaker were invited to attend the OECD 9th annual Network meeting of Senior Infrastructure and PPP Officials (1 March 2015) and the Symposium on Governance of Infrastructure (29 February 2015), both held in Paris.

Component 4: Development of a PPP pipeline and preparation of pilot projects (ISA: AfDB) - Note: this subcomponent is funded by the MENA TF – not by the AfDB MIC TAF

Previous Rating: Moderately Satisfactory

Current Rating: Satisfactory Cost (US$): GoT executed activities: USD 1,200,000

Status of Implementation: OngoingThe recruitment process of the consortium that will be retained to prepare the two pilot projects is completed since November 2017 (Contract signed). The two pilot projects have been already identified (sanitation plant El Hessiane and desalination plant in Gabes). The work of the consortium has started in December 2017. A first deliverable was delivered in February 2018.

Component 5: Consultation and communication

Previous Rating: Moderately satisfactory Current Rating: satisfactory Cost (US$): OECD sub-component 5.B: USD 74,960

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AfDB funded subcomponent 5.A (non-Transition Fund): USD 250,000

Sub-component 5.A: Leading consultation and communication activities (this subcomponent is funded by AfDB MIC TAF)

Status of Implementation: Completed.

This component has been successfully completed, the web site of the instance is functional, collaborative electronic platform is functional and facilitates already work within the IGPPP (Team / Board members / public persons)

Sub-component 5.B: Communication around OECD activities & Tunisia’s investment policy reform efforts (ISA: OECD)


Spearheaded by the USC, and in cooperation with the AfDB, a high level launch event was organized by the OECD in cooperation with AfFB and the Presidency of the Government on 3 June 2016 to launch the three following reports:

1. Operationalising Public-Private Partnerships in Tunisia: an overview2. Operationalising Public-Private Partnerships in Tunisia: the institutional and legal framework3. Operationalising Public-Private Partnerships in Tunisia: the budgetary framework

The decrees accompanying the law were presented by the USC for the first time during this event, two days after their validation by the Tunisian authorities. The event featured around 50 participants from several ministries and governmental institutions, senior international speakers, and private sector representatives. The debates during the event were very constructive and focused on how to move forward with the implementation of the law and the operationalization of PPPs in Tunisia. International experts presented the experiences of European and other MENA countries. The event was appreciated and both OECD and AfDB were commended for their assistance.

Component 6: Program Management (ISA: AfDB)

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): GoT executed activities: USD 200,000

Status of Implementation: the project manager has been in place since August 2015 and proved extremely useful. So far, AfDB disbursed several requests see table D below. The project manager proved very useful in assisting USC in the execution of the project’s other components. A 20-month no cost extension of the project manager’s contract was granted to the EA by the AfDB to allow him to continue overseeing project activities and assisting the EA.

D. Commitments and Disbursements of Transition Fund Funds for Direct Project Activities

Country-Execution (US$)

(x)


(y)

Total (US$)


AfDB: 1,400,000 OECD: 749,600 2,149,600


AfDB: 1,400,000 1,200,000 component 4 +200,000 component6

OECD: 664,817

Actual Amount Disbursed (c): AfDB: 221,877.75 OECD: 749,000 970,877.75 (OECD+AfDB)


Year Jan-June Jul-Dec Total by Year End

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2018 AfDB: 623,000 AfDB: 623,000 AfDB: 1,246,400

E’ -Actual and future disbursementsPeriod Amounts Component Source of funding

August 2015-December 2016

48.611,41

25,260.64

6

1,2,3,5A

MENA TF

MIC TAF

2017

562,860*

90,041

1,2,3,5A

6-4

MIC TAF

MENA TF

2018 1,246,400 4-6 MENA TF

2019 390,000

900,000

1,2,3,5

4,6

MIC TAF

MENA TF

*The full value of the contract with the service provider stands at 588,120 Euros and covers all planned activities. 100% of the contract value has been disbursed in 2017. The savings will be either reallocated or cancelled.

F. Disbursements of Funds for Indirect Costs (US$)

Disbursed (US$) Available (US$) Total (US$)

OECD: 50,400

AfDB: 100,000

OECD: 0

AfDB: 0

OECD: 50,400

AfDB: 100,000

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G. Results Framework and Monitoring Project Development Objective (PDO): Improvement of Public-Private Governance, Improvement of Public Service Delivery, Investment Mobilization and Job Creation

PDO Level Results Indicators*

Unit of Measure Baseline


FrequencyData Source/

Methodology

Responsibility for Data Collection

Description (indicator definition etc.)

Apr 2013 – Mar 2014

A

Apr 2014 – Dec 2015

A

Apr 2014 – Dec 2017

A

Jan 2018

-Dec

2019

F

Indicator one: number of policy reforms identified in view of strengthening the legal framework for PPPs

# policy reforms 0 0 1 4 4 12 months reports Project implementation unit, OECD & GoT counterparts

Priority reforms on the legal framework have been identified by the Tunisian government with the support of the OECD and implementation plan is developed. The policy reforms identified here include progress made on the two concessions laws (2013), the public procurement law (2014) and the PPP law (adopted in November 2015)

Indicator two: a co-ordination platform is established within GoT for monitoring PPP and infrastructure-related policies

Co-ordination platform

0 1 1 1 1 3 months

Reports & dialogue with platform

OECD & GoT counterparts (platform)

Inter-ministerial taskforce set up to co-ordinate inputs to OECD policy review process; taskforce remains active after conclusion of review exercise. The taskforce is presided by the USC

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Indicator three: a functional PPP Unit is in place

PPP unit 0 0 0 1 1 6 months reports Project implementation unit

The decree defining the organization and scope of the PPP unit is implemented.

Indicator four: PPPs pipeline is developed

# of PPP projects identified

0 0 5 5 5 6 months reports Project implementation unit

# Projects identified so far as potential PPP candidates. Yet, final list will be dependent on the – year national plan.

Indicator five: PPP pilot projects are prepared

# of bids launched to select private partners

0 0 0 2 2 2 pilot projects were identified. The firm is hired; the contract is signed since December, 2017. The 1st invoice is paid and other deliverables are expected according to the PPM established; 4 are already under review

Indicator six: Private sector investments crowded in

Million USD 0 0 0 0 0 6 months Reports ; Ministry of finance

Project implementation unit

Investments mobilized through the establishment of the PPP Unit and dissemination/ communication efforts. Also expected to begin in 2017.

Indicator seven:

Institutional PPP awareness

# of staff trained 0 30 60 60 60 3months Reports Project implementation unit

Number of staff trained (including within USC and across relevant ministries) during 2014 workshops to discuss OECD assessment of the legal, institutional and budgetary frameworks for PPPs in Tunisia; and during PPP training workshops in 2015 and AfDB implemented training

33

activities

Intermediate Result indicator One (with inputs from OECD network) : Implementation of PPP Unit and institutional framework

Unit in place

Institutional framework in place

0 0 1 1 1 3 months Reports Project implementation unit & OECD network (including Network of Senior Budget Officials)

PPP Policy is adopted, institutional framework is agreed, including with benefit from OECD best-practices in fiscal management. The PPP unit is fully implemented. The institutional framework was prepared and validated by IGPPP.

Intermediate Result indicator two (led by OECD):

Co-ordination platform for monitoring PPP and infrastructure-related policies

Inter-ministerial taskforce set up to co-ordinate inputs to OECD policy review process.

0 1 1 1 1 3 months Regular communication with task-force partnering with OECD in policy review process

Government task-force established for providing responses to OECD questionnaire and reviewing drafts of analytical reports; and OECD analytical team

Timely responses to OECD questionnaire provided by inter-ministerial taskforce; active leadership & participation of taskforce at all stages of the self-assessment & review process; taskforce remains active after conclusion of review exercise.

Intermediate Result indicator three (led by OECD):

Identifying and facilitating reforms to the PPP policy

Implementation plan for priority reforms.

0 0 1 1 1 6 months All-stakeholder workshops held in context of policy review exercise

OECD analytical team attending implementation workshops

Priorities have been identified within suggested recommendations in 2014. In 2015 and together with the PPP training programme, a timeline and implementation plan was discussed, for elaboration in

34

framework 2015.

Intermediate Result indicator One (with OECD inputs) : Organization structure, staffing and skill requirements

Business plan in place

0 0 0 0 0 6 months Reports Project implementation unit & OECD analytical team

PPP Unit organization structure is defined, staff skill requirements are established with reference to best-practices across OECD and non-OECD countries. The PPP unit is fully implemented. The consortium that will be handling this component has been recruited and the report was prepared and is being validated by USC.

Intermediate Result indicator two : PPP Unit staff recruited

Reforms proposed 0 0 0 2 3 6 months Reports Project implementation unit

PPP Unit is adequately staffed (again, will only really be verified once PPP Unit is staffed). Note that USC was set up and staff recruited.

Intermediate Result indicator three : Toolkit, operating manuals and procedure defined

Financing strategy in place

0 0 1 1 6 months Reports Project implementation unit

All the documents have been prepared and validated since June 2017 and are posted on the website pf the IGPPP

Intermediate Result indicator four: IT system in place

Operational manual in place


IT platform is operational since October 2017. The consortium that will be handling this component has been recruited and initial architecture of the It

35

system and website submitted to USC for review

Intermediate Result One (led by OECD):

Tailored training materials are prepared

Course-pack & PPP training modules in place

0 0.5 1 1 1 6 months Course-pack for training programme

Project implementation unit & feedback from training participants

Course-pack tailored to needs of Tunisia’s PPP Unit (has been prepared, including case-studies .

Intermediate Result indicator two (led by OECD) : Training sessions are organized

#PPP unit staff

# Staff at sector ministries

# external participants/experts sharing country experiences

0 10 30 40 40 6 months Reports OECD training staff & feedback from training participants

Number of staff trained and contacts established with other PPP experts across the region/ internationally. The workshops held in 2014 and 2015, and the high-level event in june 2016, were highly useful for sharing experiences and discussing key risks and opportunities of PPPs with members of the USC and other government officials (future PPP Unit). The 40 figure includes training sessions organized by AfDB.

Intermediate Result indicator three (with inputs from OECD) : transfer of experience

#of seminars organised

0 2 3 3 3 6 months Reports Project implementation unit & PPP Unit

Number of seminars organized (including to follow up on experiences gathered during PPP Training programme). Two workshops were held in 2014 (April and October) while the PPP Training Programme was held in

36

May 2015.

Intermediate Result indicator one: Project reviewed

# of projects 0 0 5 5 5 6 months Reports Project implementation unit

Projects reviewed by the PPP unit as potential PPP candidates

Intermediate Result indicator two: Project shortlisted


2 projects have been short listed by the USC and the recruitment of the firms that will prepared them is being finalized.

Intermediate Result indicator three: Project prepared


Project prepared by the PPP unit. Consortia that will prepare the projects is being recruited and should start work over the upcoming month or so.

Intermediate Result indicator four: expert panel

# of panel 0 1 1 1 1 6 months Reports Project implementation unit

A panel of experts (legal, technical, financial, environmental, social) is established. This is already well on its way thanks to the stakeholder taskforce gathered by USC.

Intermediate Result indicator one (with support from OECD): consultation

# of Round tables / other consultation platforms


High-level events, Round table & bilateral with government, civil society and the private sector.

37

platforms

Intermediate Result indicator two (with OECD inputs): communication material

# of communication products

0 2 4 4 4 6 months Reports Project implementation unit & OECD

The consortium that will be handling this component has been recruited. Flyers were prepared for the Investment Forum last November.

Intermediate Result indicator three: web site

# of dedicated website

0 0 0 1 1 6 months Reports Project implementation unit

Website is functional.

Intermediate Result indicator four (with input from OECD networks): project specific road-shows & international presentations

# of roadshows

# international / regional conferences at which experience is discussed & presented

0 0 1 2 2 6 months Reports Project implementation unit

Project roadshows to market Tunisian PPPs;

International/ regional conferences used as an opportunity for GoT (PPP Unit) to present on ongoing reforms and to raise awareness on the status of the PPP pipeline, among development partners as well as the private sector. This will come at a later stage once the projects are technically ready.

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Regional Affordable Housing Project: Tunisia ActivitiesA. Basic Project Information

Activity Name: MENA Regional Affordable Housing Project –Tunisia activitiesCountry Name: Tunisia Name of Implementation Support

Agency(ies): World Bank, Arab Monetary FundName of ISA Project Leader: Fadwa Bennani (WB) / Jean Michel Lobet (WB)Yisr Barnieh (AMF) / Habib Attia (AMF)

Email of ISA Project Leader: [email protected], [email protected], [email protected]; [email protected]

Recipient Entity: Ministry of Finance, Ministry of Equipment, Territorial and Sustainable Development, Secretariat of State for Housing, Central Bank of Tunisia

Name and Email of Recipient Entity Contact: Najib SNOUSSI; [email protected]

Total Amount Approved by the Transition Fund (US$): 1,880,460


Total Amount Disbursed (Direct and Indirect in US$): $): 1,357,706





Primary Pillar: Investing in Sustainable GrowthInvesting in Sustainable Growth

Secondary Pillar(s): Enhancing Economic GovernanceEnhancing Economic GovernanceInclusive Development and Job CreationInclusive Development and Job CreationCompetitiveness and IntegrationCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The objective of the proposed project is to support the Government of Tunisia in designing reforms of programs and policies to promote access to affordable housing for the low to middle income households. Rating for progress towards achievement of objective:

Satisfactory


Satisfactory

Brief Summary of Project Implementation Status: The prospects of achieving the development objectives for this project remain good in Tunisia. Following the completion of a set of eight diagnostic studies1 and the delivery of the new

1 covering assessment of the contribution of the housing sector to the economy and employment; housing supply; housing demand and affordability analysis; informal housing; owner driven-construction; urban planning and land use instruments; rental housing; finance and sector related subsidies.

39





housing strategy, the project has also delivered technical assistance in three key areas: (i) review of credit linked housing subsidies and provision of recommendations to improve their effectiveness and efficiency; (ii) review of urban regulations and planning tools; and (iii) operational and regulatory tools for land development programming and financing. In addition, three additional studies have been delivered: (i) rental sector review; (ii) definition of incentives for developer-led affordable housing production for middle and low-income households; and (iii) feasibility study for the creation of a credit guarantee fund for low and informal income households.

The study for the housing guarantee scheme was well-received by the client and has generated an important reform momentum. As a result, the government included the creation of the housing guarantee fund in the 2018 Finance Law. The Tunisian government has now asked the World Bank to support the operationalization of the fund (i.e. adoption of implementing regulations, interinstitutional agreements and HR, IT arrangements). Work in this area is progressing well. An international consultant was recruited to support the SOTUGAR with the preparation of the new organizational structure, information systems, and internal policies for the operationalization of the mortgage guarantee scheme. The Tunisian government adopted on September 7, 2018 a Decree operationalizing the guarantee fund. The fund is expected to start operation in July 2019. During the last six months, an international consultant has been supporting the Sotugar with the organizational arrangements of the new fund particularly in the area of risk management and with the preparation of the memorandum of understanding Sotugar/Mof and Sotugar/Banks. A workshop with key government authorities and potential participating banks was organized in December 2018 to obtain feedback on the MoU. A subsequent workshop was organized in January 2019 which resulted in three banks (including one private bank) enlisting for rolling out the guarantee program in June/July 2019.

Regarding the FROPOLOS and rental sector activities that were expected to start between January and June 2019, consultants have been identified and terms of reference have been prepared to move forward with these two workstreams. Technical assistance will be deployed in the course of this fiscal year.




Launch the technical assistance in support of Implementation of medium term reforms to credit -linked government support mechanisms (FOPROLOS)

WB in conjunction with Ministry of Housing and Ministry of Finance

03/01/2019

Launch technical assistance for the implementation of the reforms included in the rental sector study

WB in conjunction with Ministry of Housing and Ministry of Finance

3/01/2019

Organize study tour to the French housing guarantee WB in 01/20/2019

40

fund SGFGAS conjunction with Ministry of Housing and Ministry of Finance and Sotugar

Finalize IT and HR requirements for housing guarantee fund

WB in conjunction with Ministry of Housing and Ministry of Finance and Sotugar

03/30/2019

Finalize memorandum of understanding banks-Sotugar WB in conjunction with Ministry of Housing and Ministry of Finance and Sotugar

02/20/2019

Signature of MoU with the regional partner university for the Wharton housing finance training

AMF in conjunction with World Bank and Wharton

2/1/2019

Finalize the data collection for the online affordable housing finance knowledge platform and resource center for the MENA region

AMF 3/28/2019

C. Implementation Status of Components Component 1: Scaling up the Supply of Affordable Housing (WB)


Current Rating: Satisfactory Cost (US$): 1.1 million

Sub-component 1.1: Evaluation of the effectiveness of government programs and recommendations for reformsStatus of Implementation: Activities under this component have been delivered. A number of background studies have been completed which aimed at conducting a detailed evaluation of the successes and shortcomings of the government’s housing policy. Based on this detailed analysis, the project team supported the preparation and delivery of a new housing strategy for Tunisia together with a strategy action plan. The strategy action plan was endorsed by the Government and stakeholders, as part of a one-day seminar that took place on October 5, 2015 (World Housing Day), attended by over 70 participants and which received wide national TV, written press and social media coverage. The new housing strategy is presently permanently advertised under the Ministry of Equipment and Housing’s website.

Over the course of the last 6 months, technical assistance activities have been advanced in the following areas and in continuation of the implementation of the strategy action plan under this component: (i) a study on the definition of incentives (fiscal, urban regulation and financing) for producing affordable housing; (ii) a detailed rental sector review.

- The detailed rental sector review has been delivered in July 2017. The study provided an i) in depth

41

diagnostic of the rental sector, (ii) a set of policy recommendations to stimulate and incentivize the development of rental market in Tunisia. Recommendations include: (1) establishing a new law on landlords and tenants’ rights and duties, to improve relationships between them; (2) introducing tax incentives for investors in social rental housing; (3) supporting corporate investment and operation of rental housing.

- The study on the definition of incentives (fiscal, urban regulation and financing) for producing affordable housing has been delivered in September 30, 2017.

Sub-component 1.2: Review of tools for land supply and recommendations of reformStatus of Implementation: A broad analysis of the supply and demand for land for housing in Tunisia has been carried out which allowed a better understanding of how access to suitable land constrains the various affordable housing production processes in Tunisia and subsequently the development of a set of strategic recommendations to alleviate the identified constraints. An additional study has been delivered to inform the Government and developers on instruments to improve profitability of residential land development operations (so called land value capture mechanisms). Finally, a study will be launched in relation to an institutional framework of urban land provision for housing, over the course of 2017, subject to formal request from the Ministry of Housing. The team is still waiting a request from the client counterparts.On the urban regulations and procedures side, a technical assistance was provided to shorten the production cycle of urban plans (reduction of decision chains, introduce a simplified procedure of revision of urban plans and the use of digital tools for the production of maps) and to better integrate low income housing into the urban planning process (through minimal urban standards that are more suitable to low income housing production). A dissemination workshop has been organized for the delivery of the report and to discuss a timeline for endorsement of its recommendations. The Ministry of Housing has subsequently initiated some changes to the urban code which reflect some of the main outcomes of this TA. Sub-component 1.3: Feasibility study of suburbanizationStatus of Implementation: Based on the housing strategy that has been endorsed by the new government, this study does not appear in the action plan. It has been agreed by project stakeholders that this study will not be conducted as described specifically in the project proposal. That being said, several activities related to Sub-component 1.2 will look into this question.

Component 2: Expanding Access to Affordable Housing Finance (WB)

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 0.7 millionSub-component 2.1: Increasing access to housing finance to low income and informal income households Status of Implementation: The new housing strategy identified three strategic proposals to promote access to housing finance to low income and informal income households; the implementation of which is supported by the project: (i) the reform of credit linked-subsidy schemes (credit related public support mechanisms to low income households); (ii) exploring the potential for development of micro-credit schemes for housing; (iii) ) and defining conditions for expanding access to housing credit to creditworthy households in the informal sector through a guarantee instrument.

Reform of credit linked-subsidy schemes: The report which provides recommendations to reform credit –linked subsidies (FOPROLOS, FNAH and savings for housing scheme) has been delivered and disseminated in the context of a workshop which took place on May 30, 2016 and which was chaired by H.E. the Minister of Housing and attended by high level representatives from the Ministry of Finance, Central Bank of Tunisia, and the Prime Minister’s

42

office (among 12 participants). The report was extremely well received. Subsequently, the team was informed that, on the basis of the short term recommendations of the report, a decree reviewing the eligibility criteria and operating mechanisms of the main housing finance support mechanism has been approved and promulgated by the Government (the Decree No. 2016-1126 of August 18, 2016, revising the eligibility criteria of the Social Housing Promotion Fund (FOPROLOS or Fonds de Promotion du Logement pour les Salariés) has been published in the Official Gazette No. 71 dated August 30, 2016) . The decree has revised eligibility criteria as follows: (i) higher prices for eligible homes; (ii) authorizing self-construction and small land acquisition (subject to conditions). The project supports follow-up work for a more comprehensive reform of FOPROLOS which relate to (i) opening the support mechanisms to all lenders (beyond the Housing Bank); (ii) moving to an instrument that leverages financial sector credit (hence multiplies the impact of public support) and improves the solvency of low income households. This work will start in the next three months

Opportunity study for housing micro-finance: This study has been put on hold for the time being given important limitations that are imposed by the current legal framework for the microfinance sector (very low loan amount caps for housing related loans). The study will be reconsidered if plans to review the microfinance law are put forward by the Government.

Feasibility study of a mortgage guarantee fund for informal income households: A first phase of this study has been completed, with an initial assessment of the scope of the informal / undocumented borrower segment, and an estimation of the number of households who could potentially be served by such guarantee fund. At the initiative of the Ministry of housing and the Ministry of Finance, a workshop has been organized on April 2017 (i) to inform all stakeholders about the ongoing feasibility study of a mortgage guarantee fund for informal income households, (ii) to initiate consultations on preliminary financial and operational parameters of the fund, (iii) to provide an opportunity to present relevant foreign experiences from similar funds internationally. The workshop was very well attended with over 25 participants among senior management and staff of Ministry of Finance, Ministry of Housing, banks, microfinance institutions, Central Bank, Housing developers.

The Project sponsored the training of the head of the Financial Stability Department of the Central Bank of Tunisia in the 2017 International Housing Finance Program course “Improving and Expanding Housing Finance Systems,” which was taught at the Wharton School over the period of June 5 through June 17, 2017. The course provided hands on capacity building around HF topics.

The team has provided technical assistance in the following areas for the development of the housing guarantee fund: (i) eligibility criteria for guaranteed loans; (ii) loan standards tailored to the target borrowers; (iii) simulation of capitalization needs for the PCG fund over the first 10 years of operations on the basis of a business plan that underlines various scenarios of guarantee production and defaults; (iv) options for the management of the fund. This technical assistance has been well-received by the counterparts. As a result, an article of the 2018 Finance Law officially created the housing guarantee fund in November 2017. Over the last six months the team has supported client counterparts with the preparation of the following items required for the operationalization of the fund: (i) drafting of the agreements between the Ministry of Finance and the Sotugar for the management of the fund, (ii) drafting agreements between the banks and Sotugar, and (iii) provide technical assistance on HR, IT and operational capacity issues to the Sotugar to ensure smooth start of operations of the fund. The Tunisian government adopted on September 7, 2018 a Decree operationalizing the guarantee fund. The fund is expected to start operation in July 2019. During the last six months, an international consultant has been supporting the Sotugar with the organizational

43

arrangements of the new fund particularly in the area of risk management and with the preparation of the memorandum of understanding fund-banks. A workshop with key government authorities and potential participating banks was organized in December 2018 to obtain feedback on the MoU. A subsequent workshop was organized in January 2019 which resulted in three banks enlisting for rolling out the guarantee program in June/July 2019. In the next six months, further TA will be provided to deal with the final operational requirements of the fund (IT and HR) to allow the smooth launch of the program in June/July 2019. A study tour to the French housing guarantee fund will take place in January 2019. The study tour will allow for practical exchange of experiences on both institutional and operational matters.

Sub-component 2.2: Development of long-term finance for housingStatus of Implementation: Preparatory work for this key study is being carried out through sub-component 2.1. Terms of references for this study have been completed. Launch of this study has been postponed as the priority for the next six months of the government is to launch of the housing guarantee scheme.

Component 3: Affordable Housing and Housing Finance Capacity Building and Knowledge Sharing (AMF)Previous Rating: Moderately Satisfactory


Cost (US$): 0.2 million

Sub-component 3.1: Strengthening technical capacity in affordable housing sectorStatus of Implementation: The terms of reference of the regional housing finance training in partnership with the Wharton School together with an agenda and a financial plan were prepared. The WB-AMF team is in the process of identifying a country / university in the region to host the course. Several discussions have taken place with a number of universities in the region to confirm strategic interest in housing finance, track record, faculty strength and hosting capabilities. The team is currently pursuing final discussions with one strong regional university which appears to comply with most of these criteria. A Memorandum of Understanding has been drafted between the four institutions (AMF, World Bank, Wharton and proposed host university) and is pending finalization and validation by the four institutions. Sub-component 3.2: Affordable Housing and Housing Finance Capacity Building and Knowledge Sharing Status of Implementation: Online affordable housing finance knowledge platform and resource center for the MENA region. The existing Hofinet platform will be supported to develop and maintain a regional MENA section of the portal that will show comparative data on the sector, relevant studies, laws, news and will maintain a blog for regional discussions and knowledge exchange. Initial terms of reference for this activity were prepared.

In addition, the team is jointly working with the AMF on the organization of peer to peer learning event that will be held in 2019 in Tunisia. The event will bring policy makers from all the Arab world to share their reform experiences in the area of housing finance. A concept note and agenda of the event have been prepared and now the two teams are working on the logistical aspects of the event.


(US$)

(x)


(US$)(y)

Total (US$)


AMF: 200,000WB: 1,800,000

AMF: 200,000WB: 1,800,000

44


AMF: 200,000WB: 1,800,000

AMF: 200,000WB: 1,800,000


AMF: 21,432WB: 1,247,246

AMF: 21,432WB: 1,247,246


Year Jan-June Jul-Dec Total by Year End2014 AMF: 0

WB: 105,657AMF: 0

WB: 142,137AMF: 0

WB: 247,7952015 AMF: 0

WB: 297,105AMF: 21,432 WB: 51,764

AMF: 21,432 WB: 348,175

2016 AMF: 0 WB: 105,581

AMF: 0 WB: 37,952

AMF: 0 WB: 143,533

2017 AMF:0 WB: 182,450

AMF: 0 WB: 153,629

AMF: 0WB: 336,079

2018 AMF: 0 WB: 116,789

AMF: 0WB: 58,039

AMF: 0 WB: 174,728

2019 AMF: 5,000WB: 115,000

AMF: 40,000WB: 135,000

AMF: 45,000WB: 250,000

2020 AMF: 66,000WB: 136,117

AMF: 67,568WB: 140,117

AMF: 133,568WB: 276,234


AMF: 2,810WB: 80,460

AMF: 27,190WB: 0

AMF: 30,000WB: 80,460

45


Project Development Objective (PDO): The objective of the proposed project is to support the Government of Tunisia in designing reforms of programs and policies to promote access to affordable housing for the low to middle income households. The objective will be achieved by supporting the Government in (i) the evaluation of their existing programs for affordable housing, (ii) designing the key policies that will be catalytic and transformational in improving the supply of affordable housing and the availability of affordable housing finance, and (iii) cross-regional knowledge sharing and expertise strengthening in the area of affordable housing and housing finance.


Unit of Measure

Baseline


Frequency

Data Source/

Methodology

Responsibility for

Data Collection


Jan 2014 – Dec 2014

A

Jan 2015 – Dec 2015

F (A)

Jan 2016 – Dec 2016

F (A)

Jan 2017- Dec 2017

F (A)

Jan 2018- Dec 2018

F (A)

Jan 2019- Dec 2019

F (A)

Jan 2020- Dec 2020

F (A)

Indicator 1Counterparts endorse project recommendations in designing or modifying relevant housing policies and programs.

Number of recommendations endorsed by key stakeholders that feed into housing policy and program formulation.

0 0 4(A: 1)

6(A:2)

6(A:3)

6(A;3)

3 3 Bi-annually Endorsement as reported by the Ministry of Public Works and Housing and the Ministry of Finance.

World Bank- New housing

strategy endorsed by the Government.

- The Ministry of housing initiated changes to the urban code to simplify procedures for urban plans and introduce minimal urban standards that are more suitable to low income housing production

- Ministry of housing and Ministry of Finance have launched a new program supporting

46

access to housing finance for middle class households (Programme Premier Logement) in a form whereby government aid leverages credit from several Tunisian private commercial banks.

Indicator 2

Counterparts endorse project recommendations for improved access to affordable housing finance for the low and informal income population.

Number of recommendations endorsed by key stakeholders that feed into formulation of policy and programs for improved access to housing finance by the low income population

0 0 2 (A:1)

3(A:2)

3(A:3)

3(A;4)

2 2 Bi-annually Endorsement as reported by the Ministry of Public Works and Housing, Central Bank, and the Ministry of Finance.

World Bank- Decree No. 2016-1126 of August 18, 2016, revising the eligibility criteria of the Social Housing Promotion Fund (FOPROLOS or Fonds de Promotion du Logement pour les Salariés) has been published in the Official Gazette No. 71 dated August 30, 2016- The 2018 budget law created a

47

partial Credit Guarantee fund for informal and low income households - On September 7, 2018 an “arrete gouvernmental” was adopted to officially operationalize the Housing Guarantee Fund within the Sotugar. - The Central bank of Tunisia (BCT) relaxed requirement for fixed interest rates for mortgage loans over 15 years.

Indicator 3

Improved capacity of Tunisian policy makers for formulating and implementing affordable housing and housing finance policy

No. of participants in workshops or trainings

0 0(A; 40)

20(A; 102)

30(A; 102)

30(A; 128)

30(A;158)

20 10 Bi-annually Training, conferences and workshops reports and beneficiary surveys.

Arab Monetary Fund And the World Bank

- National consultation workshop was held over the course of October 2014 to present and collect feedback on

48

through the capacity building and knowledge sharing initiatives supported by the Project.

the findings of the evaluation of the housing sector and current government housing policy, as part of an iterative consultation process for the new housing strategy formulation. - Two participants from Tunisia attended a capacity building event on international experiences for rental sector development which was held in Rabat on May 25 & 26, 2015. - Over 60 participants from Tunisia’s public and private sector stakeholders attended a seminar on

49

October 5, 2015 that presented and discussed the new housing strategy and its action plan (event opened by the Prime Minister and Minister of Housing, organized by the Ministry of Housing with technical support from the ISAs).

- Training of one Central Bank senior staff in the international housing finance program of Wharton USA (June 2017)- Workshop on April 27 2017 around international best practices and design parameters of the

50

mortgage guarantee fund for informal income households. The workshop was attended by around 25 participants among Tunisian policy makers, banking and microfinance practitioners.- Workshop on the Moroccan experience on housing credit guarantees.

INTERMEDIATE RESULTSIntermediate Result (Component One): Scaling-up the supply of affordable housing.Sub-component 1.1: Evaluation of the effectiveness of government programs and recommendations for reformsSub-component 1.2: Review of tools for land supply and recommendations of reform Sub-component 1.3: Feasibility study of suburbanization.

Intermediate Result indicator: Market analysis of supply and demand, evaluation of effectiveness of government programs and recommendations.

Number of reports completed.

0 1(A: 1)

2(A; 3)

3(A; 3)

3(A; 5)

3 (A; 5)

2 2 Bi-annually Reports and studies produced.

World Bank Supply and demand analysis completed.

Evaluation of government housing policy completed.

New Housing strategy and related

51

action plan delivered.

Rental Sector Study delivered.

Intermediate Result indicator: Technical analysis, feasibility studies and policy support for increasing supply of urban land for residential development (including the feasibility study on suburbanization).

Number of reports completed.

0 1(A: 1)

2(A: 2)

3(A: 3)

3(A; 3)

3 (A; 3)


World Bank Land and urban development issues study completed.

Review of urban regulations completed.

Study on instruments to improve profitability of residential land development operations completed

Intermediate Result (Component Two): Expanding access to affordable housing finance.Sub-component 2.1: Increasing access to housing finance for low and informal income households.Sub-component 2.2: Development of long-term finance for housing.

Intermediate Result indicator: Feasibility report guarantee mechanism to increase access to housing finance to low income and informal income groups and development of lending standards

Number of reports completed

0 0 2(A:1,5)

2(A:1,5)

2(A:1,8)

2 (A; 2)


World Bank Almost completed.

Study on analysis of informal income households completed.

Feasibility Study for the guarantee mechanism completed.

Development

52

of lending standards pending launch of the funds (second half 2018)

MoU Sotugar – MoF

MoU Sotugar/banks

Note: Intermediate results Indicator to be modified to reflect broader work on this pillar (which also includes the review of credit-linked subsidies),

Intermediate Result indicator: Feasibility reports to develop long term finance and action plan to improve regulatory setting.

Number of reports completed

0 0 2(A;0)

2(A;0)

O(A;0)

1(A;0)


World Bank Activity to be launched in second half of 2019.

Intermediate Result (Component Three): Affordable housing and housing finance capacity building and knowledge sharing.Sub-component 3.1: Building Technical Capacity in Affordable Housing Sector.Sub-component 3.2: MENA regional integration and knowledge sharing.

Intermediate Result indicator: Workshops and trainings undertaken on affordable housing finance and policy.

# events 0 1 4(A;2)

6(A;3)

6(A;5)

6(A; 7)

2 1 Annually Training, conference and workshop participant surveys

Arab Monetary Fund

- National consultation workshop was held over the course of October

53

2014 to present and collect feedback on the findings of the evaluation of the housing sector and current government housing policy, as part of an iterative consultation process for the new housing strategy formulation.

- Two participants from Tunisia attended a capacity building event on international experiences for rental sector development which was held in Rabat on May 25 & 26, 2015.

- Over 60 participant

54

s from Tunisia’s public and private sector stakeholders attended a seminar on October 5, 2015 that presented and discussed the new housing strategy and its action plan (event opened by the Prime Minister and Minister of Housing, organized by the Ministry of Housing with technical support from the ISAs).

- Training of one Central Bank senior staff in the international housing finance

55

program of Wharton USA (June 2017)

- Workshop on April 27 2017 around international best practices and design parameters of the mortgage guarantee fund for informal income households. The workshop was attended by around 25 participants among Tunisian policy makers, banking and microfinance practitioners.

- Worshop with banking profession on the housing guarantee fund

- Workshop to discuss

56

MoU between banks and Sotugar

Intermediate Result indicator: Content on an e-platform to consolidate housing data, information.

Percentage of progress

0 0% 25% (A) 25% (A) 50% 75% 90% 100% Annually Progress report

Arab Monetary Fund

To be launched

57

Logismed Soft Regional Project: Tunisia ActivitiesA. Basic Project Information

Activity Name: LOGISMED soft project – Regional project – Activities in TunisiaCountry Name: Tunisia

Name of Implementation Support Agency(ies): European Investment Bank

Name of ISA Project Leader: Mr. Stephen O’DRISCOLL


Recipient Entity: Ministry of Transport

Name and Email of Recipient Entity Contact:Mr. Wissem Gaida [email protected]

Total Amount Approved by the Transition Fund (US$): 1,423,000 US$ (Direct) + 142,000 US$ (Indirect) = 1,565,000.00 US$- 557,376.43$ (partial cancellation) = 1,008,026.57$

Additional Funds Leveraged and Source(s), if any (US$): EUR 3 m from the European Commission for 5 countries including Tunisia (Agreement finalized between EC and EIB in November 2013)


313,590.86 US$2+142,309 US$ (Indirect) = 455,899.86 US$

Steering Committee Approval Date:20 February 2013

Project Implementation Start Date:31 July 2013

Project Closing Date:11 December 2018


Primary Pillar: Competitiveness and Integration: Logistics

Secondary Pillar(s):Investing in Sustainable growthInclusive Development and Job CreationEnhancing economic governance

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective:The objective of LOGISMED is to support the enhancement of logistic platform capacities in Egypt, Morocco and Tunisia as well as the creation of a collaborative network between these logistic platforms in order to improve country capacities and to attract foreign investments, affecting directly country and citizens development.

Rating for progress towards achievement of objective: Moderately satisfactoryRating for overall implementation progress: Moderately satisfactoryBrief Summary of Project Implementation Status:

In January 2018, the 3rd SCM was held in Rabat. No participant from Tunisia attended the meeting. However a conference call with the Tunisian focal point was organised to review the progress in Tunisia and plan the final year ahead. The project has been carried out according to this plan during 2018. The progress for all the components is adequate and most of the activities are finalised.




Launching of the LOGISMED website as a knowledge tool for promoters of logistics platforms; CETMO 2/6/2019

Holding the third knowledge networking event; CETMO 2/6/2019Training on the LOGISMED Logistics Platforms Guide for Private CETMO 2/25/2019

2 Please note that EIB classifies this project as “Regional”. Therefore, the total amount has not been allocated to each Country concerned but rather, for reporting purposes, the total amount was divided into three equal tranches. Total disbursements were EUR 746,763.44, converted with an exchange rate of 1 EUR = 1.2598 US$, equalling 940,772.58 US$. Therefore, an amount of direct costs of 313,590.86 US$ is reported, representing a third of the total direct costs.

58



Promotors in Tunisia;Publishing the results and analysis of the Regional LOGISMED logistics observatory; CETMO 2/6/2019

C. Implementation Status of Components Component 1: LOGISMED CoordinationPrevious Rating: Moderately Satisfactory


Cost (US$): 314,340

Sub-component 1.1: Promotion of LOGISMED project

Status of Implementation: In November 2017, the first intake of training sessions with the Public Administration was held. Training sessions with private promoters will be organised in February 2019.Sub-component 1.2: Definition of the LOGISMED network of platforms

Status of Implementation: Two knowledge networking event have been held so far. A third logistics network event will take place in Cairo on 6 th

February 2019. In this event, role of logistics associations in identifying training needs and providing courses will be analysed jointly.Immediate activities for Component 1 include:

Training sessions around the concept of LOGISMED logistics platforms and network with private promotors (CETMO), February 2019;

Launching the LOGISMED Website (CETMO), 6th February 2019; 3rd Networking activity of the LOGISMED logistics platforms network (CETMO), 6th February 2019.

Component 2: LOGISMED Training ActivitiesPrevious Rating: Moderately Unsatisfactory

Current Rating: Moderately Unsatisfactory Cost (US$): 491,660

Sub-component 2.1: LOGISMED Country Training ActivitiesStatus of Implementation: Training activities foreseen in Tunisia through the EC grant have been correctly finalised as agreed during the 3 rd SCM.Sub-component 2.2: LOGISMED Platform Training ActivitiesStatus of Implementation: The “Train the Trainers” activity has been implemented in Tunisia. More than one hundred blue-collar logistics employees have been trained during the last semester of 2018.Immediate activities for Component 2 include:

Fourth meeting of the Steering Committee of LOGISMED Soft, 5th and 6th February 2019, Cairo.

Component 3: LOGISMED ObservatoryPrevious Rating: Moderately Satisfactory


Cost (US$): 617,000

Sub-component 3.1: Action Plan for LOGISMED ObservatoryStatus of Implementation: This sub-component is completed, as earlier reported.Sub-component 3.2: Observe and analyse regional developments Status of Implementation:The activities linked to this sub-component have been finalised in 2018 (elaborating the indicators, implementing technical assistances to collect new data or improving the existing data and preparing the results and analysis of the indicators). Indicators, analysis and results will be published in the website of the LOGISMED initiative (sub-component 1.2).Sub-component 3.3: Promoting the emergence of national observatories of logistics and transportsStatus of Implementation: This component was launched in the spring of 2015. Tunisian authorities confirmed during the LOGISMED kick-off meeting their interest to create a national observatory to monitor the progress of logistics development, whilst pointing out limitations of Tunisia’s human and budgetary resources dedicated to this. The setting-up of a Tunisian logistics agency to promote the sector was at that time under assessment by the Tunisian authorities, and it currently remains under study. The national observatory for logistics and transport monitoring (ONLT) is foreseen to be embedded within this agency. However, while waiting for the set-up of the agency, the General Directorate for Logistics and Multimodal

59

Transport (DGLTM) of the Transport Ministry will assume the role of the observatory. The lack of human resources has limited any good development of the National Observatory work during the project. A decision was taken to concentrate efforts in the cooperation through the regional observatory. Immediate activities for Component 3 include:

Disseminating and publishing indicators, analysis and other results from the Observatory, through the LOGISMED website.

D. Disbursements of Transition Fund Funds for Direct Project Activities Country-Execution (US$)

(x)


(y)Total (US$)

Approved Amount for Direct Project Activities (a): 0 1,423,000 1,423,000

Amount Received from Trustee (b): 0 1,423,000 1,423,000

Actual Amount Disbursed (c): 0 313,590.86 313,590.86

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)Year Jan-June Jul-Dec Total by Year End2019 45,000 - 45,000


142,000 0 142,000

60

G. Results Framework and MonitoringProject Development Objective (PDO): To support the enhancement of platform capacities as well as the creation of a collaborative network between these platforms.


Unit of Measure

Baseline


Frequency

Data Source/

Methodology


Collection


definition etc.)

Aug 2013 – Jul 2014

A

Aug 2014 – Jul 2015

A

Aug 2015 – Jul 2016

A

Aug 2016 – Jul 2017

A

Aug 2017 –

Dec 2018

A

Indicator One:Logistics Performance Index (LPI)

unit 3.2 n/a 2.52.5 (LPI

2016)2.5

2.57 (LPI

2018)

Each 2 years

WB LPI report EIB

Logistics Performance Index (LPI)

measures the logistics

"friendliness" of 155 countries

Indicator Two:Labour force occupied by the transport and logistics sector

%5.99(May 2012)

6.0(1T

2013)

5.8(1T

2014)

5.4(1T

2016)

5.5(1T

2017)

5.4(1T

2018)

Once per year

National statistic

institutesEIB

Percentage of the Number of

employees working on the transport and

logistics sector.Indicator Three:Tonnes and value of the intra-Mediterranean external trade

Millions of

Tones

3.5(2008)

4.5(2013) n/a 4,7

2015 3,3

(2016)3.1

(2017)Once per

year

COMTRADE (United Nations)

EIB

Volume and value of the exports and

imports among the MENA countries.


Intermediate Result: Component I: LOGISMED coordination

SCI.1: Promotion of the LOGISMED projectSCI.2: Definition of the LOGISMED platform network


Unit of Measure

Baseline

Cumulative Target Values** Frequency Data Source/

Methodology


Description (indicator definition

etc.)Aug 2013 – Jul 2014

Aug 2014 – Jul 2015

Aug 2015 – Jul 2016

Aug 2016 – Jul 2017

Aug 2017

– Dec

61

A A A A 2018A

Intermediate Result indicator One: Number of platforms that study the opportunity to be part of the LOGISMED network

# platform

s0 0 0 0 2 na

Once per year

Forms asking for information

about procedures

Consortium leader

The promotion of the LOGISMED

project try to disseminate the need to upgrade

logistics and transport sector

and also to implement logistics

platforms under the LOGISMED

standardsIntermediate Result indicator Two:Number of platform infrastructures promoted by the national authorities

# platform

s1 0 0

2 under study

9 under study

9 under study

Once per year

Country planning / Projects launched

Ministry of Transport

National structures are involved in the

promotion of the Logistic platform

offer

Intermediate Result:Component II: LOGISMED Training Activities

SCII.1: LOGISMED country Training ActivitiesSCII.2: LOGISMED platform Training Activities


Unit of Measure

Baseline


Frequency

Data Source/

Methodology



etc.)

Aug 2013 – Jul 2014

A

Aug 2014 – Jul 2015

A

Aug 2015 – Jul 2016

A

Aug 2016 – Jul 2017

A

Aug 2017 – Dec 2018

AIntermediate Result indicator One:Number of national logistics associations in place

# assoc. 0 0 0 0 1 1 Once per year

Ministry of Transport

Continuity and sustainability of the project and of the logistic

promotion comes from a

powerful sector asking for their

needs. This indicator

measure the number of national

associations working

Intermediate Result # 0 0 0 0 30 206 Once per Participants in Consortium This indicator

62

indicator Two:Number of people participating in training (general public)

persons year the training sessions leader

measure the capacity of the

project to generate sufficient

capacity in countries to

provide independently a

consolidated training offer

Intermediate Result indicator Three:Number of platform workers trained #

workers 0 0 0 0 0 110 Once per year

Participants in the training sessions

Consortium leader

This indicator measure the

capacity of the project to

generate the human

resources to operate the platforms

Intermediate Result (Component Three):Component III: LOGISMED Observatory

SCIII.1: Action Plan for the LOGISMED ObservatorySCIII.2: Observe and analyze the region developments in logistic & transport SCIII.3: Promotion the emergence of national observatories of logistics & transports


Unit of Measure

Baseline


Frequency

Data Source/

Methodology



Aug 2013 – Jul 2014

A

Aug 2014 – Jul 2015

A

Aug 2015 – Jul 2016

A

Aug 2016 – Jul 2017

A

Aug 2017 – Dec 2018

AIntermediate Result indicator One:Number of quality indicators in the database

# records 0 0 0 8

(draft)15

(draft)50 Once per

yearLOGISMED

databaseConsortium

leader

Number of quality indicators in the database describing the

evolution of the transport and logistics sector

Intermediate Result indicator Two:Number of national observatories in place or in progress to be set up

# observ. 0 0 0

1(in

progress)

1(in

progress)

1(in

progress)

Once per year

Ministry of transport

Consortium leader

The continuity of the project depends on the country capacity

to generate the statistics and indicators to analyse

themselves their transport and logistics system.

63

Regional Integration through Trade and Transport Corridors: Tunisia Activities

A. Basic Project InformationActivity Name: Regional Integration through Trade and Transport Corridors (TRANSTRAC) – Tunisia ActivitiesCountry Name: Tunisia

Name of Implementation Support Agency(ies): European Investment Bank

Name of ISA Project Leader: Mr. Stephen O’DRISCOLL


Recipient Entity: Ministry of TransportMinistry of Equipment

Name and Email of Recipient Entity Contact:Mr. Sassi HAMMAMI [email protected]

Total Amount Approved by the Transition Fund (US$): 3,800,000.00 (incl. 200,000 US$ indirect costs)

Additional Funds Leveraged and Source(s), if any (US$):0.00

Total Amount Disbursed (Direct and Indirect in US$): 2,477,140.07 US$ (Direct cost) + 200,000 US$ (indirect cost) = 2,677,140.07 US$


Project Implementation Start Date:

10/31/2014

Project Closing Date:

6/30/2021


Primary Pillar: Investing in Sustainable Growth

Secondary Pillar(s):Inclusive Development and Job CreationCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The objective of TRANSTRAC is to promote the reduction of trade and transport barriers along the priority trade corridors of Tunisia and in related border crossings.Rating for progress towards achievement of objective:

Satisfactory

Rating for overall implementation progress: SatisfactoryBrief Summary of Project Implementation Status: The procurement and implementation of almost all components of the TRANSTRAC programme for Tunisia has started and is advancing at a good pace and with satisfactory outcomes.On 8 January 2019 the MTF Steering Committee has approved the restructuring proposal presented by the EIB. The new project closing date is set to 30 June 2021. The restructuring of activities will allow the country and the EIB to use residual TRANSTRAC funds, resulting from: (a) savings as a consequence of competitive bidding processes and (b) partial/full cancellation of activities, which turned out to be unnecessary/inopportune for a variety of reasons.

C. Implementation Status of Components Component 1: Institutional and capacity building for regional and trade framework improvement.

Previous Rating: Not Applicable Current Rating: Moderately Satisfactory Cost (US$): 250,000

Sub-component 1.1: TA to Customs

Status of Implementation: This training component was cancelled in agreement with the counterpart to provide additional funds for the TA for border crossings (component 2.4).Sub-component 1.2: TA to Transportation (region-wide component)


64



Activity proposed to be restructured.Sub-component 1.3: Preparation of Road Safety Assessment and Action Plan (region-wide component) (TA2014022 R0 DTF)

Status of Implementation: This activity was completed within schedule.

Component 2: Preparatory studies for infrastructure improvements of the priority corridorsPrevious Rating: Not Applicable Current Rating: Satisfactory Cost (US$): 2,950,000Sub-component 2.1: East-West Strategic Corridor study (TA2014024 TN DTF)

Status of Implementation: This activity is now completed.Sub-component 2.2: Sectoral Port and Logistics Study (TA2015006 TN DTF)

Status of Implementation: Following the final presentation to project stakeholders held in April 2018 in Tunis, the activity was closed and is now completed.Sub-component 2.3: Rail Network Extension Study (TA2015014 TN DTF)Status of Implementation: The preliminary design was delivered in February and exchanges between the consultant and the promoter took place in the first semester of 2018. Additional studies are required on the whole line in order to contextualize the findings of the feasibility study.Final deliverables (APS/preliminary design) were submitted by the Consultant on 7 February 2018 for final approval. The EIB is still waiting for feedback from the Promoter.Sub Component 2.4: Upgrading of Border crossings (TA2014105 TN DTF)Status of implementation:The activity is considered as completed, however only part of the deliverables were produced.

Component 3: Project preparation, Management, Coordination, Monitoring and Evaluation (PMU)Previous Rating: Not Applicable Current Rating: Not Applicable Cost (US$): 400,000Status of Implementation: Activity proposed to be restructured.

D. Disbursements of Transition Fund Funds for Direct Project Activities (US$)Country-Execution

(US$)(x)


(y)Total (US$)

Approved Amount for Direct Project Activities (a): 0 3,600,000 3,600,000

Amount Received from Trustee (b): 0 3,600,000 3,600,000

Actual Amount Disbursed (c): 0 2,477,140.07 2,477,140.07

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)Year Jan-June Jul-Dec Total by Year End2019 250,000 250,000 500,0002020 250,000 250,000 500,0002021 122,859.93 - 66,695.57


200,000 0 200,000

65

G. Results Framework and MonitoringProject Development Objective (PDO): The objective of the proposed project is to promote reduction of trade and transport barriers along the priority trade corridors of the country and in related border crossings.


Unit of Measure

Baseline


Frequency

Data Source/Methodolog

y



etc.)

Jan. 2018

– Dec. 2018

A

Jan 2019 –

Dec 2019

F

Jan 2020 – Dec 2020

F

Jan. 2021

– June 2021

F

Indicator One:About 80 staff trained in road safety and other aspects.

# of participants 0 80 80 80 80 Bi-annually Reports Focal Points with EIB

input

Quantitative – number of

participants who have

successfully completed the

trainingIndicator Two:

Studies completed: (i) East-West Strategic Corridor

; (ii) Sectoral Port and Logistics; (iii) Rail Network Extension;(iv) Upgrading of Border crossings; (v) Road safety action plan

Percentage progress and # of studies

0%

0

100%

5

100%

5

100%

5

100%

5 Bi-annuallyReportsStudies

produced

Focal Points with EIB input

Quality and number of

studies completed and

approved

Indicator three: detailed design study & tender documents for works for the railway line between kalaa shira/Sousse and Kairouan

Percentage progress

and studies completed

0%

0N/A 45% 95% 100% Bi-annually

ReportsStudies

produced

Focal Points with EIB input

Quality and number of

studies completed and

approved


Intermediate Result (Component One): Institutional arrangements, capacity building and regional trade frameworkSub-component 1.3 Road safety assessment and action plan

Intermediate Result indicator three: Road safety assessment and action plan

Percentage progress 0 100% 100% 100%

100%

3 -months Reports PMCU, Focal Points with EIB input

Study & action plan

produced / approved

66

Intermediate Result (Component Two): Preparatory studies for infrastructure improvements of the priority corridorsSub-component 2.1: East-West Strategic CorridorSub-component 2.2: Sectoral Port and LogisticsSub-component 2.3: Rail Network ExtensionSub-component 2.4: Upgrading of border crossings

Intermediate Result indicator One: Sub-component 2.1: East-West Strategic Corridor study

Percentage progress

and action plan

completed

0 100% 100% 100% 100% 3-months Reports PMCU, Focal Points with EIB input

Quality studies completed and

approved

Intermediate Result indicator Two: Sub-component 2.2: Sectoral Port and Logistics study

Percentage progress

and action plan

completed



approved

Intermediate Result indicator Three: Sub-component 2.3: Rail Network Extension Study

Percentage progress

and action plan

completed



approved

Intermediate Result indicator Four: Sub-component 2.4: Upgrading of border crossings

Percentage progress

and action plan

completed



approved

Intermediate Result:indicator five: detailed design study & tender documents for works for the railway line between kalaa shira/Sousse and Kairouan

Percentage progress

and studies completed

0 N/A 45% 95%100%

3-months Reports PMCU, Focal Points with EIB input


approved

67

Establishment of Tunisia Investment Authority(last PR: June 2018)

A. Basic Project InformationActivity Name: : Establishment of Tunisia Investment AuthorityCountry Name: Republic of Tunisia Name of Implementation Support Agency(ies):

International Finance Corporation, Organization for Economic Co-operation and Development

Name of ISA Project Leader: Alejandro Alvarez de la Campa, Mohamed El-Shiaty, Mouna Hamden (IFC)Nicolas Pinaud, Iza Lejárraga (OECD)

Email of ISA Project Leader: [email protected] ; [email protected] ; [email protected] [email protected]; I [email protected]

Recipient Entity: Ministry of Development and International Cooperation

Name and Email of Recipient Entity Contact: Ms. Kalthoum Hamzaoui, General Director of Multilateral Cooperation, k [email protected]

Total Amount Approved by the Transition Fund (US$): 1,900,000 (IFC: 1,100,000; and OECD: 800,000)

Additional Funds Leveraged and Source(s), if any (US$): TBD

Total Amount Disbursed (Direct and Indirect in US$): IFC: US$ 1,099,9903

OECD: US$ 749,600 Total direct: US$ 1,849,590

Indirect: OECD: US$ 50,400 Steering Committee Approval Date: 2/20/2013







Investing in Sustainable GrowthInclusive Development and Job CreationCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: This project aims at improving the investment environment, increasing investments and increasing the number of firms investing by reforming the institutional framework responsible for investment-related functions in Tunisia. A revised institutional framework will help improve the investment attraction of the country in general by streamlining the different functions of existing investment-related institutions and providing clear mandates and government structures. In more detail, the project will aim at:

Focusing on the development of an investment strategy to allow Tunisia to upgrade in Global Value Chains in particular in the transport and logistics sectors;

Improving public sector governance, by clearly defining roles and responsibilities of the Investment institutions and ensuring public and private sector participation in investment-related decisions;

Reforming public service delivery, through the review, simplification and reengineering of investment-related processes;

Providing institutional capacity building, through training of investment related institutions’ management and staff, exchange of experiences and knowledge (including south-south participation), study tours and other capacity building tools; and

Introducing state-of-the-art IT tools including client tracking systems and website development.

3 Includes committed amount of US$ 223,870 due before October 2018.68





Rating for progress towards achievement of objective:


Rating for overall implementation progress: Moderately Satisfactory

Brief Summary of Project Implementation Status: The project has benefited from the continued high-level interest of the Tunisian authorities. It allowed to stimulate the debate regarding the investment climate in Tunisia and helped in finalizing the latest version of the code submitted to the parliament in October, 2015. The parliament approved the new investment law on 17 september 2016, which is effective since April, 2017. Investment law decrees were approved in December 30, 2016 in ministerial committee and were published in March 2017. The new law establishes a high Investment Authority that will provide a one stop shop for large investment projects and will contribute to boost investments. The law also announced the creation of Management By Objectives Unit that will lead efforts on streamlining and simplifying authorizations linked to investment, economic activities and market access.The project also put in motion the policy work to further integrate the economy in the GVC through the logistics and transport sector . The Government of Tunisia (GoT) has been actively engaged in the project, participating in the recruitment of local experts, reviewing and providing feedback on the analytical outputs, co-organizing and securing high-level participation in relevant events, and participating in peer-review and learning experiences. The project has been implemented in a sequential manner with Components 1, 2 and 4 being implemented first, and the remaining components to be implemented next.

Component 1 (analysis of the existing institutional framework) and Component 2 (institutional design and governance) have been finalised. Building on the studies and different scenarios developed with the help of IFC experts and a local firm, a revised draft investment code and a revised institutional set-up were developed in May 2015. The parliament approved the new investment law on 17 september 2016, and it is effective since April, 2017. The new law establishes a high Investment Authority that will provide a one stop shop for large investment projects and will contribute to boost investments.

Component 3 (Investment in transports and logistics to upgrade Tunisia in the Global Value Chains - formerly Horizontal Linkages and Consultation Platform) has been finalised: The objective of this component was to support Tunisian authorities in identifying institutional and legal obstacles to implement effective, coherent, and well-coordinated logistics policies. In co-operation with the Ministry of Transport, a national conference to present the results of the OECD report: “Promoting investment in the logistics sector in Tunisia: The role of public policy” was held on 11 April 2017 in Tunis. The preparation of a report and the organisation of a workshop to present the findings and and initiate a policy dialogue were the outputs of this component.

Component 4 (Sector-specific investment Strategies to upgrade Tunisia in the GVCs): The report was completed following the integration of the country in the OECD Trade in Value Added (TiVA) database in autumn 2015. The final version of the report was submitted to the Tunisian Authorities in December 2015.

The main activities under Components 5 and 6 are underway. Based on MDCI request, the activities were amended under component 5 and 6, to cover namely streamlining investment entry authorizations. To improve market access and investment entry to both local and foreign investors, the projecthelping the Ministry of Development and International Cooperation “MDCI” to develop a 5-year plan to streamline authorizations. The request for proposal process was completed and led to the selection of consulting company. A kick-off meeting with the Minister MDCI, IFC and the consultants is planned for mid-January 2018. In parallel, IFC followed up with MDCI on the different steps of the mapping process as indicated in the investment law. A unit under MDCI is currently mapping all economic activities subject to authorizations, with the intention of significantly reducing and simplifying such list over the coming 24 months. The publication of the “as is” list in a decree is expected in January 2017 which will significantly increase transparency to investors, and will be also be a good base for the streamlining efforts that is included in technical assistance that the project is providing.

In light of the delays which occurred in 2014-2015 in relation to the adoption of : (i) the investment law, (ii) the investment decrees, and hence, (iii) the hiring of the core team responsible for the set up of the new investment

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authority (which have negatively impacted the progress in Components 5 and 6 in the last two reporting cycles), IFC proposed to provide capacity building to FIPA in relation to lead generation activites with the aim introducing FIPA staff to best practices and exploring new markets/segments not currently covered by the investment promotion agency. These activites are also helping FIPA and TIA rethink their strategy.

IFC supported the implementation of the newly adopted investment law (Active in April, 2017) to improve market access and investment entry to both local and foreign investors. IFC supported the Ministry of Development and International Cooperation “MDCI” to streamline investment entry authorization. In this context, Tunisia has approved a reduced list of economic activities that remain subject to authorizations, and defined the deadlines and procedures for processing authorization requests of economic activities under said reduced list, pursuant to Decree No. 2018-417, dated May 11, 2018 and published in the Official Gazette No. 38 dated May 11, 2018.

C. Implementation Status of Components Component 1: Institutional Framework Analysis (IFC and OECD)Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): IFC budget: 100,000 Sub-component 1.1: Baseline and Benchmark Reports

Status of Implementation: CompletedComponent 1 (analysis of the existing institutional framework) has been finalized. Both the baseline and benchmark reports, which were developed with the help of a local firm and IFC experts, have been presented to the COMEX (Executive Committee) and the new Minster of Development and International Cooperation. The baseline and benchmark reports have allowed to identify the main shortcomings of Tunisia’s current institutional framework in terms of functional, sectoral and geographic coverage, and to draw best practices and lessons learned from other countries experiences that are beneficial in the Tunisian context.

Component 2: Institutional Design and Governance of Investment-related Agencies (IFC)Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): IFC budget: 450,000Sub-component 2.1: Development of Scenarios for the future institutional framework

Status of Implementation: Activities under Component 2 (Institutional Design and Governance) are completed: The team responsible for the project (the Government’s Executive Committee for the project “COMEX”, the IFC team, and the local firm hired to assist) developed multiple scenarios to improve the institutional framework, that vary in terms of effectiveness, and ease/timeframe of implementation. The different scenarios were presented to the new Minister of Development and International Cooperation, and were used as an input for the revised draft code, including the chapter on institutional set-up. The project team worked closely on the draft code until it was approved by the Government during this reporting cycle, and is now submitted to the ARP for approval. The COMEX, IFC team and the local consulting firm hired discussed in details the institutional Design and governance. The Tunisian Investment Authority will have a private-sector like status giving flexibility to hire the best talent. This was approved by the minister and will be reflected in the discussion with the parliament.

Component 3: Investment in transports and logistics to upgrade Tunisia in the Global Value Chains (OECD)



Cost (US$): OECD budget: 234,250

Sub-component 3.1: Investment in transports and logistics to upgrade Tunisia in the Global Value Chains (OECD)

Status of Implementation: Completed.Activities under component 3 are completed. The objective of this component was to support the Tunisian authorities in identifying the main institutional and legal obstacles to implement effective, coherent, and

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well-coordinated logistics policies. The Tunisian authorities are revising the institutional framework in charge of the delivery of logistics policies and their implementation. In that context, the authorities are considering establishing a specialised structure that will be, inter alia, in charge of setting up four logistics areas in the country, in line with the objectives of the 2016-2020 National Development Plan. The OECD worked with three infrastructure and logistics experts (two local experts and one international expert), in coordination with the Ministry of Transport, to identify the key bottlenecks to the development of the logistics sector in Tunisia. In that context, the local experts held three fact-findings meetings with the Directorate in charge of the logistics sector at the Minisry of Transport. The international expert provided a study on international experiences in the development of the logstics sector and how lessons could be drawn for the Tunisian case. Drafts versions of report were shared with the Ministry of Transport in early 2017 for comments. In co-operation with the Ministry of Transport, a national conference was organised on 11 April 2017 in Tunis to present the results of the OECD report: “Promoting investment in the logistics sector in Tunisia: The role of public policy”. The conference took place in the context of the MENA Transition Fund project “Tunisia Investment Authority”, implemented jointly by the OECD and IFC (see agenda below). The event was opened by the Tunisian Minister of transport, Mr. Anis GHEDIRA, and Mrs. Mathilde MESNARD, Deputy Director at the OECD. It gathered an audience of 150-200 participants, both from the government and private sector, and attracted the presence of the local media. The DG of the Export Promotion Agency, members of the parliament, representatives from embassies (Spain), and IFIs (WBG, AfDB, and EBRD) were among the panellists. The Tunisian private sector was also strongly represented (UTICA, IACE, and CONECT). Completing the list of panellists were the OECD external logistics experts who authored the report as well as other OECD economists, which presented international experiences with respect to logistics policy. The report was well received by the government and the participants. The document pointed out the lack of competitiveness of the logistics sector relative to other emerging economies. This situation is explained by the lack of coordination, the lack of coherent policies and the delay in the implementation of certain reforms. In addition, Tunisian companies and foreign investors are confronted with certain obstacles in terms of administrative and regulatory procedures. The preliminary results of the study called for more coordinated institutional mechanisms to formulate and implement effective logistics policies and achieve the objectives of the 2016-2020 Development Plan, in particular to improve Tunisia's connectivity to Global Value Chains. The OECD is waiting for potential comments from the Ministry of transport to share the final version with the government.

Component 4: Sector-specific investment Strategies to upgrade Tunisia in the GVCs (OECD)

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): OECD budget: 515,350Sub-component 4.1: Analytical report on investment policies impacting Tunisia’s participation in GVCs

Status of Implementation: Completed.The report was completed in June 2015 following the integration of the country in the Trade in Value Added (TiVA) database in autumn 2015 and was shared with the Tunisian Authorities. A preliminary version was presented at a high-level OECD event held in 10-11 March 2015, which was marked by the visit of the OECD Secretary General to Tunisia. The event was attended by the Secretary of State for international cooperation, the Minister of Labour and a large number of representatives from the Tunisian government and civil society.

Component 5: Institutional Capacity Building (IFC) Previous Rating: Satisfactory Current Rating: Moderately

SatisfactoryCost (US$): IFC budget: 150,000

Status of Implementation: The delay in adopting the investment law and decrees and subsequently the creation of the Tunisia Investment Authority, have impacted this component with a risk of not finishing activities on time. During different meetings with MDCI, project team urged the need to nominate a core team of members for the investment authority that can start benefiting from capacity building activities. In June, 2017, MDCI appointed the head of Tunisia Investment Authority (Mr. Khalil Laabidi) and core team members from the public sector. Ongoing discussions with newly appointed team on capacity building needs are taking place.

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Four meetings were held with the core team of Tunisia Investment Authority in order to understand the needs in terms of capacity buiding. IFC prepared a benchmark of other institutions that could help TIA on the two identified needs: i) understanding the internal procedures with other investment related bodies and ii) managing big investment projects. TIA and IFC are selecting together the investment promotion agency that will help on these two aspects. A study visit with the objective of capacity building will take place before June 2018.IFC efforts on capacity building for TIA included the participation of the head of TIA and the head of investment department of MDCI to the WBG Investment Competitiveness Forum in Vienna in October, 2017. Tunisia was selected as a Founding Member of the Investment Reformers Network. This was a good opportunity for high level participants from TIA and MDCI to connect with governments, investors and international investor intermediaries with a view to foster synergies in promoting and disseminating information about transformational investment related reformsIFC prepared also a benchmark of other institutions that could help TIA on i) understanding the internal procedures with other investment related bodies and ii) managing big investment projects. TIA and IFC selected together the Polish agency PAIH that helped on these topics. A study visit to Poland with 5 key staff of TIA took place in June and helped in learning from the Polish experience and to prepare for a partnership between both agencies (TIA and PAIH). This study tour builds on a first discussion between both agencies that was held in April with the help of GIZ.

Component 6: Process and IT (IFC) Previous Rating: Satisfactory Current Rating: Moderately

SatisfactoryCost (US$): IFC budget: 400,000

Status of Implementation: The main activities for the development of new processes or IT systems will start after the end of implementation of the first and second components’ activities, and after the parliament approves the GOT choice of institutional model. This got delayed due to the delays in the adoption of the investment code. At this stage, a first draft of the baseline report describing key procedures in the investor project life cycle has been developed, and presented to the Tunisian Government. After the approval of one year extension requested by MDCI, the project team started the competituive procurement process to conduct additional activities needed. In addition to the original activities, the following will be added:

a) Provide recommendations on how to eliminate / simplify the authorizations/cahiers de charge based on analysis from investment policy, competition and trade angles. This assistance will be provided to the newly appointed Management by Objective Unit according to the new investment law. In order to improve market access and investment entry, IFC project team launched a RFP. Under these activities, we held several meetings with Cooperation Director and the head of newly appointed Management by Objective Unit head in charge of streamlining investment entry authorizations.team in order to set up the objectives and timeline of the technical assistance. A first mapping of investment entry authorizations with required documents and timomg was drafted by UGPO. A consulting company was selected under a competitive process to help the UGPO on streamlining investment entry authorizations with a focus on 4 sectors. A kick off meeting with the Minister, IFC and consultants is planned for mid January, 2018.

b) Lead generation Services in order to boost FDIs. Terms of references for this assistance were finalized in coordination with Foreign Investment and promotion Agency team and procurement process will be completed by mid-July. The lead generation mission with FIPA in close coordination with TIA started in September, 2017. The key objective of the assistance is to support FIPA in conducting proactive investment attraction (lead generation) in 3 new target countries and to attract more FDI to Tunisia. The assistance included capacity building activities on i) defining lead generation approach, ii) developing an investor targeted database and iii) preparaing promotional material of Tunisia and specifically for 4 key sectors (Automotive, aeronautics, ICT and agribusiness). Training for FIPA team was held in Tunis, Three lead

72

generation missions to Canada, Japan and China took place. This generated a good quality pipeline of potential investors that FIPA is working on

c) Beside capacity building and lead generation efforts, this assistance helped also FIPA and TIA to rethink their strategy with more focus on targeted potential investors (as opposed to participation to larger events).

d) TIA is receiving a TA from Microsoft on implemeting anew information system. TIA has been discussing with Microsoft the scope of the assistance and did not have clarity on the additiobnal needs from IFC. Based on this unclarity of the needs, IFC decided to redirect some fundings to other activities (lead generation, capacity building).


(US$)(x)


(y)

Total (US$)


Not applicable IFC: 1,100,000OECD:749,600

IFC: 1,100,000OECD:749,600

TOTAL: 1,849,600Amount Received from Trustee (b):

Not applicable IFC: 1,100,000OECD: 678,881

IFC: 1,100,000OECD: 678,881

TOTAL:1,678,881Actual Amount Disbursed (c):

Not applicable IFC: 1,099,990OECD: 749,600

IFC: 1,099,990OECD: 749,600

TOTAL:1,849,590


Year Jan-June Jul-Dec Total by Year End2018 IFC: 0

OECD: 0IFC: 0

OECD: 0


OECD: 50,400 OECD: 0 OECD: 50,400

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G. Results Framework and MonitoringProject Development Objective (PDO):


Measure2011-13 A



Methodology


Collection

Remarks / Comments

2014 A

2015 F2015

A2016F

2016 A

2017 F2017A

2018 F

Indicator One: Increase in Foreign Direct Investments Generated - cumulative

US Dollars Million

1,289 1,063 NA 1,002 37 NA 111 NA* 210 Yearly FIPA Reports MDCI Assuming passage of law / decrees in 2015, 3%, 6% and 8% increase after law passage.

Indicator Two: Increase in Number of Firms Investing

Number 54 36 NA NA 2 NA 4 NA*4 8 Yearly FIPA Reports MDCI Assuming passage of law/decree in 2015

Indicator Three: Increase in FDIs generated in five priority sectors - cumulative

US Dollars Million

199 168 NA 265,64 6 NA 17 NA* 32 Yearly FIPA Reports MDCI Five sectors: Textile, electric/electromechanic/metal/agri-food / tourism ; assuming same increase rate as indiscator 1


Intermediate Result (Component One): Institutional Framework Analysis

Study completed - cumulative Number Zero 1 1 1 1 1 1 1 1 Yearly IFC IFC

4* The investment law entered into effect in April 2017. FDI numbers will be collected starting one year after the law adoption. It was agreed with the IFC Monitoring and Evaluation team to conduct a survey one year after project adoption (April 2018). The objective of the survey is to assess the degree to which the law has contributed to the decision to invest in Tunisia. This will also be useful to capture information related to the amount of investments generated, as well as the number of firms and the number of commitments (the two pending indicators in the outcome log frame). The team will continue to monitor increases in FDI generation for three years after project completion (until June 2021), and will report the cumulative results in due time.

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Intermediate Result (Component Two): Institutional Set-up

Number of decrees/laws approved by GoT and/or enacted by Parliament - cumulative

Number Zero Zero Zero 1 (approved by GoT)

1 2 (new investment code)

2 2 2 Yearly Government records and/ or National Gazette

MDCI

Intermediate Result (Component Three): Investment in transports and logistics to upgrade Tunisia in the global value Chains

Study completed Number Zero Zero Zero zero 1 0 1 1 1 Yearly OECD OECD

Workshop organized Number Zero Zero Zero zero 1 0 1 1 1 Yearly OECD OECD

Number of consultations held - cumulative

Number Zero Zero Zero zero 2 1 2 2 2 Yearly MDCI MDCI

Number of policies and/or procedures effectively improved - cumulative

Number Zero Zero Zero zero 2 2 2 2 2 Yearly Government records

MDCI/Ministry of transport

Intermediate Result (Component Four): Investment Strategy for Upgrading in GVCs

Study completed Number Zero Zero Zero zero 1 1 1 1 Yearly OECD OECD

Number of training sessions / workshops / seminars / conferences - cumulative

Number Zero 4 4 4 4 4 4 4 4 Yearly OECD/MDCI OECD/MDCI

Development of policy tools / instruments

Number Zero 1 1 1 1 1 1 1 1 Yearly OECD OECD

Number of policy and institutional improvements

Number Zero Zero 1 1 1 NA 2 NA 2 Yearly Government records

MDCI

Intermediate Result (Component Five): Institutional Capacity Building

Number of training sessions / workshops / seminars / conferences - cumulative

Number Zero 3 4 4 N4 4 6 9 13 Yearly Attendance Sheets

MDCI

Number of participants in cap. building events cumulative

Number Zero 9 12 12 12 12 30 38 38 Yearly Attendance Sheets

MDCI

Intermediate Result (Component Six): Process and IT Support

75

Number of procedures / policies eliminated or improved - cumulative

Number Zero Zero Zero Zero Zero Zero 2 1 4 Yearly Government records

MDCI

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1

Project Development Objective:

The Project Development Objective is to support the Tunisian government in its endeavour to set the Tunisian economy on a path of more sustainable and inclusive growth, in particular by strengthening the employability of Tunisian young generations. This is achieved by means of two concrete deliverables:

a) The definition of a comprehensive action plan for youth. In line with the goals of the National Employment Strategy, the action plan will set out practical policy guidelines conducive to the creation of an enabling environment where Tunisian youth can realize their work aspiration through the right skills mix needed to integrate themselves into the formal labour market, while at the same time accessing more Rating for progress towards achievement of

objective:Satisfactory



As far as Component 1 is concerned, the project has been completed. On 7 October 2018 the OECD team working on the project travelled to Tunis to present the draft report at an informal seminar organised by the Ministry of

Strengthening the Employability of Youth during Tunisia’s Transition to a Green Economy

. Basic Project Information

Activity Name: Strengthening the Employability of Youth during Tunisia’s Transition to a Green Economy

Country Name: Tunisia Name of Implementation Support Agency(ies):

Name of ISA Project Leader:

OECD: Mr Andreas Schaal; Mr. Alessandro

Goglio; IsDB: Mr. Abderrahman Beddi

Email of ISA Project Leader:

A n d re a s .S c h a a l @o e c d . o r g ; A le ss a n d r o . g o g l i o@o e c d . o r g /

Recipient Entity: Ministry of Vocational Training and

Employment (MVTE)

Name and Email of Recipient Entity Contact: Mr Hatem

Dahmen ([email protected])Total Amount Approved by the

Transition Fund (US$):

4,475,000

Additional Funds Leveraged and

Source(s), if any (US$):

US$ 1,750,000 from the Tunisian Bank of

Solidarity (BTS).

Total Amount Disbursed (Direct and

Indirect in US$):

Direct Costs:

IsDB: US$ 2,468,162Steering Committee Approval Date:

7/22/2013


Expected: 9/1/2013


Initial Closing date: 12/31/2016

Pillar(s) to which Activity Responds (as per the proposal approved by the Steering

Primary Pillar: Inclusive Development and Job Creation

Secondary Pillar(s): Choose an item.

Investing in Sustainable Growth


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recommendations set out within the context of a comprehensive strategic framework to raise the employability of Tunisian youth and the quality of their jobs. In the following weeks the MVTE has collected written comments from the bodies represented at the Seminar, on which basis the OECD team has finalised report. The revised report was sent to the MVTE on 16 December 2014, and any additional comments received were subsequently worked into the report. The final report was launched on the 9th of March 2015 in Tunis by the Secretary General of the OECD and the Minister of Vocational Training and Employment of Tunisia. The report was also presented at a number of other events across Tunisia in the days following the official launch and received considerable media coverage.

The actual implementation of Component 2 targeted young job seekers, who have benefited from the individual support through 2 paths: (i) youth professional integration to the green jobs; and (ii) youths green business creation pathway.

For the professional integration path, 85 new young people were enrolled in the project during the second semester of 2018. This group benefited from a range of personalized counselling and coaching services provided by the project professionals. They also benefited from soft skills trainings. As a result, 30 of them were integrated into the green labour market. These young people are currently benefiting from active post-integration measures (individual coaching) in order to consolidate and maintain their placement into companies.

With regard to business creation path, in the second half of 2018, 10 young people with project ideas benefited from the individual advisory services of the project consultants. In addition to individual sessions, young people have been trained to prepare their green business plan with all its components.

At the end of this second semester 2018, we registered the creation of 4 new companies, bringing the total creation to 49 green business companies. These young promoters currently benefit from post-coaching support and management consulting, marketing and networking. Also, 15 additional projects are being processed for their subsequent submission for financing from the Solidarity Tunisian Bank (BTS).

With regard to partner training and capacity building in the areas of green economy and green jobs, specific measures have been implemented, both locally and internationally. These actions targeted government officials, public authorities, private companies and civil society. These specific actions aim at strengthening the commitment of the partners directly involved in the implementation of the project.

Networking and Key Events

The project team continued to organize a series of working meetings with key local and national partners to establish formal partnerships. These partners are mainly private companies in the pilot region and associations working in the environmental field. These contacts have led to new partnership agreements to integrate young people into the labour market.

The project continued to advocate for the promotion of green jobs in the region and to conclude agreements with civil society organizations to formalize cooperation with the project.

Locally, the project team participated actively in the second edition of the “smart city” event organized in late April 2018 in Bizerte. Internationally, through the participation of a delegation composed of 12 members of the project team, representatives of partners (Ministry of Employment, employment offices, social partners, associations, and project beneficiaries), the project Green Jobs Platform organized a study tour to Barcelone, Spain in order to take part in the SwitchMed Connect 2018 event on November 13, 14 & 15, 2018. Participants

3

had the opportunity to get in touch with foreign Mediterranean public structures and green start-ups and learned from their experience. Upon their return, participants are expected to share the knowledge and experience gained during the study tour with colleagues at their institutions.

Actions to be Taken

Responsible Party Expected Date of

Selection of the last wave of candidates in the job integration path (50 youths)

MVTE/UNOPS January 2019

Technical training and certification for youth enrolled in the project MVTE/UNOPS March 2019

Post integration individualized support for the consolidation of

Employment

MVTE/UNOPS Continuous process until completion

Coaching for green companies in post-creation MVTE/UNOPS Continuous process until completion

Establishment of the Green Job digital platform MVTE/UNOPS March 2019

Field Study on local jobs in the Bizerte region MVTE/ANETI/UNOPS

March 2019

Partners training at national and international levels MVTE/UNOPS January- march 2019

Evaluation of the project MVTE/UNOPS/IsDB 2019

C. Implementation Status of Components

Component 1: OECD Report on Investing in Youth Tunisia: Strengthening the Employability of Youth during Tunisia’s Transition to a Green Economy (ISA: OECD).

This report provides an in-depth analysis of the obstacles to improve labour market outcomes in the formal sector for Tunisia’s youth and discusses the most promising labour market and social policies to remove them. The report also proposes viable policy strategies for promoting employment and employability among under-represented youth, such as women. Furthermore, it identifies cost-effective policy options to strengthen the vocational education and training system and to move towards effective entrepreneurship support programmes. The report also lays the ground to support Tunisia’s youth in the transition towards a green economy, which is a key priority for the country. The report is in 5 Chapters, plus an executive Summary and a self-contained Policy Toolkit Chapter (Chapter 0), which as extracted from the main Report and reproduced as a separate Brochure. The report is complete in both English and French.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): USD 487.000

Sub-component 1.1: Sub-component 1.1: Labour market analysis and policy discussion (three Chapters).


Sub-component 1.2: Sub-component 1.2: Discussion of the attractiveness of Vocational Education and Training (VET) in Tunisia (Chapter 4)

4


Sub-component 1.3: Discussion of the greening of the Tunisian economy and the opportunities it provides to create jobs for youth (Chapter 5)


Component 2: DEVELOPING AND IMPLEMENTING THE GREEN JOBS PLATFORM (ISA: IsDB)

This component is executed by the Ministry of Vocational Training and Employment (MTVE) with the support of UNOPS (United Nations Office for Project Services) as implementing partner. This component is the pilot to test new approaches for employability and using the green market opportunities for developing job options for qualified youth. The pilot governorate that has been selected by the Government is Bizerte based on specific criteria such as potentialities of green market, dynamic youth organizations, committed local authorities, active private sector and so forth. The GJ Pilot project proposes a personalized support mechanism for young people looking for a decent job, respectful of the environment or aiming to create their Eco- small business.

The GJ project was designed to respond to the specific needs of the MFPE and ANETI through strengthening the function of personalized support to job seekers within the public employment system. The project exploits all effective programs and measures to promote employment and business creation, putting all relevant actors in a dynamic focused on concrete results for improving the employability of young people.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): US$ 3,850,000

Sub-component 2.1: Youth Professional Development in the field Green Jobs Market

Enrolled young unemployed graduates will benefit up to four weeks of training combining theoretical knowledge and practical hand on experience/operational know-how in the field of “green jobs”. They will be provided with the necessary support, monitoring, supervision and backstopping by local and international experts in professional integration and individual trainings before, during and after their conversion to the green economy sector. To this effect a number of tools and instruments will be established to allow the achievements foreseen: (i) Integrated Training to cover know-how, interpersonal skills, job search techniques and key knowledge concerning the green economy. (ii) The Eco Experience to develop practical skills in a green business with a growth potential. It provides an appropriate way to deal with the lack of practical experience for new graduates. The Eco-experience also seeks to strengthen employment-generating projects in the area of green economy. (iii) Coaching and mentoring by several actors (mentors, trainers, integration advisors and employment advisors) to advice, support and orient beneficiaries. (iv) Participation to conferences and debates on the employment and green market. Lecturers are practitioners as well as potential employers.


- 85 new beneficiaries have been enrolled in the job market integration path during this second semester. These beneficiaries benefited from 460 individualized and collective coaching and advisory services provided by specialized consultants. In addition, 21 workshops and group training sessions in soft skills were conducted.

5

- An average of one to two visits to companies in the Bizerte region were planned each month.

- 5 training and sharing sessions were executed for the validation of the professional projects of more than 30 beneficiaries.

- 3 partnership agreements signed with private companies wishing to start a transition process towards the green economy leading to demands for adequate skills.

- 2 agreements concluded with associations and NGOs in the Bizerte region working in the field of youth employment and environmental issues.

Thanks to the support system for active job search and specific training, targeting this category of first-time applicants, 30 young people were professionally integrated during the second semester with a total of 523 integrated youths through an employment contract or an internship. They are currently benefitting from a 6 months post-integration support to keep their current jobs and professional activities. This post-insertion support essentially consists of individual follow-up in the form of visits to places of placement, advice and further training at the request of the placement company.

It should be noted that the project works in partnership with companies wishing to start a transition process towards the green economy. The project helps companies plan the right skills and human skills to ensure this transition. To date, the project has established close cooperation links between employment agencies and employers.

The project is currently in the phase of admission of 50 unemployed youth registered in employment agencies.

Sub-component 2.2: Green Business Creation

This sub-component aims at providing On-the-Job Training (OJT) to the enrolled group of unemployed youth graduates to create their “Green Biz companies”. Local and international experts will coach the selected entrepreneurs throughout the process of business creation and start up. The ultimate objective of this subcomponent is to contribute to the establishment of an integrated green value chain (ex. in the solid waste recycling sector). A series of instruments will be made available to facilitate the launch of the selected projects such as financial and technical assistance, guarantee funds and incubation to facilitate proper development, and other active measures related to the establishment of green enterprises.

This activity is provided by project consultants and professionals in the creation of Eco-companies. It should be noted that the project trained a group of specialists on the job in personalized support for the creation of green businesses. Advisors are responsible for supporting entrepreneurs throughout the process of starting a business.Each "Business Creation Advisor" works with several experts in key areas such as: business plan, feasibility study, marketing, networking, communication and more.The platform has been able to forge partnership links with programs to assist the creation of running businesses. The project has been able to develop a specific modular methodology to improve the effectiveness of support for the creation of the green enterprise


The process consists of accompanying the selected youth in reviewing their proposed projects: business model, business plan, conducting field researches to assess the relevance of the project and then submission for financing by BTS. The project idea- holders have benefited from the individual advice of a consultant in business creation. In addition to individual sessions, young people received training to enable them preparing their green business plan with all its components. These business plans were co-instructed with the Tunisian

6

Solidarity Bank to ensure acceptance of the Bank's request for financing. It is worth noting the coaching process will continue for the post-creation phase to help the concerned youth resolving any issues that may occur during the first year of the business creation. The objective is to advise the young entrepreneur on the good management and the sustainability of their green companies. So far, 49 cleantech companies have been created (35 companies started operating and 14 companies are under establishment phase), while 15 additional projects are being processed for their onward submission for financing by the BTS.

The project owners of the established companies are benefiting from post-creation support provided by consultants in management, green business management, green marketing and networking.

Sub-component 2.3: Financial support

The Project provides financial support to youth entrepreneurs through micro finance schemes to set-up their own companies. It is expected that 50 start-ups will be established, each one will benefit from a financing support of about US$ 35.000. This subcomponent will be financed by the BTS under the coordination of the GJP Steering Committee.


An agreement has been signed on 12th November 2015 between the MVTE, BTS and UNOPS for the financing of company creation. The purpose of the agreement is to formalize the process of funding the creation of 50 Green Businesses in accordance with the project design.

To date, the BTS has approved the financing of twenty-eight (28) projects amounting to TND 1.322,000. The business plans of fifteen (15) new projects are under preparation for their submission for financing by BTS.

Sub-component 2.4: Capacity development of local partners

This subcomponent aims at building the capacities of the locally identified advisors, MTVE and BTS staff in the pilot governorate as well as the central level through training sessions and personalized curricula. Under this subcomponent, the Project will benefit from international experienced and qualified experts to ensure effective transfer of knowledge and know-how for employability, employment and integration advisors. The subcomponent will include: (i) Training of Employability Advisors; (ii) Training of Employment Advisors; (iii) Training of Integration Advisors; (iv) Capacity Building for MTVE and BTS staff.

Status of Implementation

The main activities carried out for the benefit of the partners are as follows:

- Workshop for the production of social projects idea generation: Following a request from the MTVE, the GJ project organized for three days 10, 12 and 13 September 2018 a workshop for the production of business ideas in the context of social and green economy. The workshop helps to formulate priority activities to be implemented until the end of March 2019; it also helped collecting the successful practices and key experiences (agreed with partners) on the future scenario of launching a “city of green jobs”. Senior project advisors led this design-thinking workshop, which was attended by representatives of the

7

Disbursed (US$) Available (US$) Total (US$)OECD: 38,325 OECD: 0 OECD: 38,325

MTVE, employment offices and also regional employment advisers and GJ advisers. Six potential GJP candidates took part in this workshop.

- Environmental governance day: on September 26th and in collaboration with four partner associations of the project in Bizerte, the GJP project organized a plenary day on the theme of "environmental governance". Three experts led the day with the presence of more than 100 participants from regional partners.

- Through the participation of a delegation composed of 12 members of the project team, representatives of partners (Ministry of Employment, employment offices, social partners, associations, and project beneficiaries), the project Green Jobs Platform organized a study tour to Barcelone, Spain in order to take part in the SwitchMed Connect 2018 event on November 13, 14 & 15, 2018. Participants had the opportunity to get in touch with foreign Mediterranean public structures and green start-ups and learned from their experience. Upon their return, participants are expected to share the knowledge and experience gained during the study tour with colleagues at their institutions.

Signature of agreements with Partners- 24 agreements signed with private companies willing to start a transition process to the green economy

resulting in demands for adequate skills.- 37 agreements signed with associations and NGOs in the Bizerte region working in the field of youth

employment and environmental issues,- 5 agreements signed with organizations and structures supporting entrepreneurship

D. Disbursements of Transition Fund Funds for Direct Project ActivitiesCountry-Execution (US$)

Direct Cost for ISA-

Execution (US$)

Total (US$)

Approved Amount for Direct 3,850,000 486,675 4,337,000Project Activities (a):

Amount Received from Trustee

3,850,000 248,463 4,098,463

Actual Amount Disbursed (c): 2,468,162 486,675 2,954,837

D. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)

Year Jan-June

Jul-Dec Total by Year End20132014 IsDB: 21,830 IsDB: 187,310 IsDB: 209,1402015 IsDB: 0 IsDB: 500,000 IsDB: 500,0002016 IsDB: 334,559 IsDB: 269,618 IsDB: 604,1772017 IsDB: 270,560 IsDB: 500,000 IsDB: 770,5602018 IsDB: 384,285 IsDB: 0 IsDB: 384,2852019 IsDB 500,000 IsDB 400,000 IsDB: 900,000



P r o j e ct D e ve lop me n t O b j e c t i ve ( P D O ) : The Project Development Objective is to support the Tunisian government in its endeavour to set the Tunisian economy on a path of more sustainable and inclusive growth, in particular by strengthening the employability of Tunisian young generations.

PDO Level Results

Indicators*

Unit of Measure

Baseline Cumulative Target Values** Frequency

Data

Source/ Me

thodology

Responsibility for

Data Collection


2014–

2015

(A)

2016 (A)

2017 (A)

2018 (A)

2019 (F)

Indicator One: OECD report assessing the broader policy framework for investing in youth, in particular to promote the employability of youth, through better labour market, education and training policies.

Legal and institutional reforms are adopted

0 1

1 1 1

Yearly MVTE / Reports

OECD in cooperation with MVTE and IDB Delivery of the OECD report.

Indicator Two: Enrolled beneficiaries are employed or have launched their own projects

Percentage 70% 0% 18% 47% 70% Yearly MVTE

GJP Steering Committee + IDB + UNOPS

Number of enrolled beneficiaries employed.

Indicator path Three: Creating small and medium sized "Green Companies”. Number 50 0 10 35 49 65 Yearly MVTE


Number of small and medium

"Green Companies” created.

Indicator Four: Direct and indirect jobs generated by the “Green Companies” Number 300 0 11 147 214 280 Yearly MVTE

GJP Steering

Committee + IDB + UNOPS

Number of jobs created by incubators.

INTERMEDIATE RESULTSIntermediate Result (Component One): Comprehensive VT and Employment policy framework analysis

Intermediate Result indicator One: Co-ordination platform for monitoring VT and employment related policies

Inter-ministerial taskforce set up to co-ordinate inputs to policy review process

0 1 6 months

Regular communication with taskforce partnering in policy review process

Inter-ministerial taskforce led by MVTE + OECD + IDB

Preparation of OECD questionnaire.

The MFPE will be in charge of

providing answers to the questionnaire, possibly consulting with other experts and officials from the relevant Tunisian authorities. Collection of responses from MFPE. Kick-off seminar back-to-back with OECD mission. Reporting back seminar before finalisation of OECD report to collect comments and feedbacks from Tunisian authorities on preliminary draft. OECD to host a

Intermediate Result indicator

Two: Invest in Youth: Analytical report 0 1 6 months Reports

OECD, MFPE and

IDB teams attending two workshops (together with other experts)

OECD Report completed, published

and disseminated. Publication of OECD report on policy Options for Investing in Youth will complete the mission of the OECD.Intermediate Result (Component Two): Setting-up the Green Jobs Platform *

Intermediate Result indicator One: Organization structure, pilot identified, staffing and skill requirements, including

Organization structure, pilot identified, staff skills, procedures defined, gender focus

0 1 (A) 1 6 months

Work plan and Implementation set up;


GJP organization structure is defined; pilot identified, staff skill requirements are established including gender focus.

Intermediate Result indicator Two: youth professional preparation for the green markets’ jobs and its potential in Tunisia: approach, arrangements

Approach

including a

combined set up of an integrated (academic and practical) training

1 (A) 1 10 months

Arrangement

s and

integrated training pack, eco experience , coaching and

GJP Steering Committee + IDB + UNOPS& feedback from enrolled beneficiaries

Arrangements and integrated training pack are prepared, including eco- experience, coaching and mentoring programmes;

10

coaching and

mentoring arrangement in place.

programme

prepared

Intermediate Result indicator Three: Integrated Training sessions are organized as

well as eco-experiences and

# enrolled

beneficiaries # external participants/experts sharing

0 0 62 620 874 950 10 months Reports

Experts &training staff & feedback from training participants

Number of beneficiaries trained, coached and mentored; contacts established with practitioners and other experts and network including at the international level

Intermediate Result indicator

Four: Green Biz companies are created and established including its related technical and financial instruments

# of companies 0 0 10 35 49

10 months

MVTE statistics on creation of start-ups accompanied by the GJP.


Technical and financial instruments established to facilitate Projects launched and established in the framework of the Green Jobs Platform

Intermediate Result indicator Five: Direct and Indirect Jobs are generated

# of jobs 0 0 11 147 214 280 10 months

MVTE statistics, Mission report of monitoring and evaluation and periodic

reports to the Steering


Number of direct and indirect jobs generated by the Green companies + incubators

Intermediate Result indicator Six: Capacity Development provided for selected MVTE staff and qualified youth in the pilot governorate

#of staff in training, internships and exchange programme

0 0 30254 300

6 months Reports GJP Steering

Number of staff and youth benefiting from training programs, including internships and exchange programmes with partner countries.

Tunisian Energy Reform Plan (TUNEREP)

A. Basic Project InformationActivity Name: Tunisian Energy Reform Plan (TUNEREP)Country Name: Tunisia Name of Implementation Support

Agency(ies): OFIDName of ISA Project Leader: Mr Fuad Albassam


Recipient Entity: Ministry of Industry and SMEs

Name and Email of Recipient Entity Contact:

Mr Mohamed Ali Khelil – Director General of Strategy and [email protected]

Total Amount Approved by the Transition Fund (US$): US$ 3,836,000

Additional Funds Leveraged and Source(s), if any (US$):N/A

Total Amount Disbursed (Direct and Indirect in US$): US$ 575,000





Primary Pillar: Investing in Sustainable Growth

Secondary Pillar(s): Enhancing Economic GovernanceCompetitiveness and IntegrationInclusive Development and Job Creation

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: To align the institutional and investment plans of the operational and central entities of the sector with the emerging policy framework of the government through: (i) limiting costly energy dependence by way of demand management and increase of domestic production of all sources of primary energy; and (ii) ensuring that the country realizes its renewable energy potential and contributes to the development of the regional market and benefit from its strategic geographic position.Rating for progress towards achievement of objective:



Unsatisfactory

Brief Summary of Project Implementation Status: The project encountered substantial delays from the onset as it has been initiated in a context of high volatility. The protracted and heavy procurement process in place in Tunisia has also proven rather cumbersome. This is a clear impediment since the ultimate crucial challenge lying ahead refers to the recruitment of the individual consultants in charge of providing the technical assistance required under the various project’s components. In spite of these setbacks, it should be noted that the recruitment of the



consortium has reached its ultimate stage. The Higher Commission of Procurements has now indeed approved the results of the Technical Review Committee and negotiations are currently taking place with the selected Consortium. We hence expect the signature of a contract in due course. The parallel recruitment of the consultant in charge of quality assurance and coordination is also in progress. It should be noted that the Ministry of Energy, Mines and Renewable Energy (i.e. the Recipient Entity) has been dissolved in August 2018, and the different structures integrated into the Ministry of Industry and SMEs.



Recruitment of the consultant in charge of quality assurance and coordination – RFP issuance

Transition Country

3/1/2019

Selection of the consortium of consultants Transition Country

2/1/2019

C. Implementation Status of Components Component 1: Development Plans and SWOT Analyses Elaboration / confirmation of investment and financing plans for the years 2014 -2018, and analysis of the strengths and weaknesses of the operating entities in the context of a changing business environment, and validation through technical assistance.Previous Rating: Moderately Satisfactory


Cost (US$): 545,000

Sub-component 1.1: Support to ETAP through (i) the elaboration of a development plan and SWOT analysis: and (ii) recruitment of consultants for high-level technical assistance

Status of Implementation: Selection of consultants underwaySub-component 1.2: Support to STEG through: (i) the updating of an existing development plan and SWOT analysis; and (ii) recruitment of consultants for high-level technical assistance

Status of Implementation: Selection of consultants underwaySub-component 1.3: Support to ANME through: (i) the elaboration of a development plan and SWOT analysis; and (ii) recruitment of consultants for high-level technical assistance

Status of Implementation: Selection of consultants underwaySub-component 1.4: Support to STIR through: (i) the elaboration of a development plan and SWOT analysis; and (ii) recruitment of consultants for high-level technical assistanceStatus of Implementation: Selection of consultants underwaySub-component 1.5: Support to SNDP through: (i) the elaboration of a development plan and SWOT analysis; and (ii) recruitment of consultants for high-level technical assistanceStatus of Implementation: Selection of consultants underwaySub-component 1.6: Support to DGE through: (i) a study on the reorganization of the DGE in response to a new energy context; and (ii) recruitment of consultants for high-level technical assistanceStatus of Implementation: Selection of consultants underway

Component 2: Energy Monitoring and Strategic Surveillance System Strengthening - DGEPrevious Rating: Moderately Current Rating: Unsatisfactory Cost (US$): 243,000

SatisfactorySub-component 2.1: Enhancement of the Energy Information System (EIS)

Status of Implementation: Selection of consultants underway

Component 3: Energy Efficiency Enhancement - ANMEPrevious Rating: Moderately Satisfactory

Current Rating: Unsatisfactory Cost (US$): 500,000

Sub-component 3.1: Setting-up of an Energy Efficiency Monitoring, Reporting and Evaluation System (MERS)

Status of Implementation: Selection of consultants underwaySub-component 3.2: Study on the Integration of the Social and Regional Dimensions into the Energy Efficiency Strategy


Component 4: Electricity Sector Support - STEGPrevious Rating: Moderately Satisfactory


Sub-component 4.1: Study on the Security of Mid- to Long-term Natural Gas Supply

Status of Implementation: Selection of consultants underwaySub-component 4.2: Review of Household Consumption Patterns (including air conditioning), and Review of Load Curves


Component 5: ETAP’s Organizational Strengthening - ETAPPrevious Rating: Moderately Satisfactory


Sub-component 5.1: Pre-Feasibility Study on the Enhancement of ETAP’s Operational Procedures


Component 6: Oil Products Supply Strategy - STIRPrevious Rating: Moderately Satisfactory


Sub-component 6.1: Strategic Study on the Production and Supply of Oil Products by 2030


Component 7: Oil Products Distribution Strategy - SNDP Previous Rating: Moderately Satisfactory


Sub-component 7.1: Strategic Study on the Oil Products’ Distribution Sector

Status of Implementation: Selection of consultants underwaySub-component 7.2: Strategic Study on the Positioning of SNDP by 2030


Component 8: Project Coordination and Quality ControlPrevious Rating: Moderately Satisfactory


Status of Implementation: Project Implementation and Coordination Unit (PMCU) formally set-up. Operations manual drafted. Revised RFP to be issued by 15 February 2019


(US$)

(x)


(US$)(y)

Total (US$)


3,488,000 0 3,488,000


750,000 0 750,000


500,000 0 500,000


Year Jan-June Jul-Dec Total by Year End2013 0 0 02014 0 0 02015 0 500,000 500,0002016 0 0 02017 0 0 02018 0 0 02019 888,000 888,0002020 945,000 1,155,000 2,100,000


75,000 273,000 348,000


Project Development Objective (PDO): To align the institutional and investment plans of the operational and central entities of the sector with the emerging policy framework of the government through: (i) limiting costly energy dependence by way of demand management and increase of domestic production of all sources of primary energy; and (ii) ensuring that the country realizes its renewable energy potential and contributes to the development of the regional market and benefit from its strategic geographic position.


MeasureBaseline


FrequencyData Source/Methodology


Collection


definition etc.)

2017 2018

Feb 2019 –

Sep 2019

F

Oct 2019 –

Dec 2019

F

Jan 2020 –

May2020

FIndicator One:SWOT analyses and institutional and operational development plans

SWOT Reports &Dev.Plans

None Draft SWOT Report& Plans

Validated SWOT Report& Draft Plans discussed

Validated Dev. Plans

Quarterly Operating Entities/PMCU

Operating Entities/PMCU

Indicator Two:Energy Monitoring

Report None Data sourcing & analysis

EIS validated & tested

EIS operational

Quarterly Operating Entities /PMCU

DGE

Indicator Three:Energy Efficiency

Report None Household energysurvey(pilot)

MERS outline discussed

Household energy survey(generalized)MERSvalidated & tested

Action Plan finalized

MERS operational

Quarterly STEG ANME

ANME

Indicator Four: Study None Draft Valida Work Quarterly ETAP ETAP

Oil Supply & Distribution studies

ted studies

programs & implementation plans

STIRSNDP

STIRSNDP

INTERMEDIATE RESULTS5

Intermediate Result (Component One):

Intermediate Result indicator One:Intermediate Result indicator Two:Intermediate Result (Component Two):

Intermediate Result indicator One:Intermediate Result indicator Two:Intermediate Result (Component Three):

Intermediate Result indicator One:Intermediate Result indicator Two:

5 In view of the nature of the work (essentially studies and plans ) Intermediate results are outlined as stages under’’ cumulative target values’’

Tunisia Social Protection Reform Support ProjectA. Basic Project Information

Activity Name: Tunisia Social Protection Reforms Support Project (P144674, TF015956, TF014278)

Country Name: Tunisia Name of Implementation Support Agency(ies): Ministry of Finance (PIU)

Name of ISA Project Leader: Yuko Okamura


Recipient Entity: Ministry of Economy and Finance

Name and Email of Recipient Entity Contact: M. Kais Rziga [email protected], [email protected]


Additional Funds Leveraged and Source(s), if any (US$): BB allocation for FY2018 was US$62,000.

Total Amount Disbursed (Direct and Indirect in US$): Direct: 3.65 million (out of 4,7 million, disbursement rate is 78%) TF015956Indirect: 355,000 (the disbursement rate is 100%) TF014278



Project Closing Date: 5/31/2019



Secondary Pillar(s): Investing in Sustainable GrowthCompetitiveness and IntegrationChoose an item.

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The project development objective is to strengthen institutional capacity to design social protection reforms and improve targeting of safety net programs.Rating for progress towards achievement of objective:





Progress towards achievement of the PDO and overall implementation progress are unchanged since last progress report and both rated Moderately Satisfactory (MS). Progress includes an increase in the number of households surveyed (PDO level indicator) from 143,000 households (since last reporting) to 250,000 households. It is also worth noting the significant progress and the improvements of the fiduciary aspects of the project, as the disbursement rate further rose to 78%. The fiducicary ratings, both Financial Management and procurement, remain Moderately Satisfactory.

On November 22, the Bank received a government’s official request for the third extension of

the project closing date to Devember 31, 2019. The Bank responded to the government on December 4, proposing to keep the current closing date (i.e. May 2019), as the current implementation paln would not require further extension. In the letter, the Bank also emphasized its continued commitment to support the govenrment’s efforts to strengthen social protection system in Tunisia beyond the project closing, through a new Trust-Funded Technical Aassistance from the MENA Multi-Donor TF and new project in pipeline. In fact, this project is serving as a key instrument for the identification of new lending operation, notably GovTech operation (P168425), based on ongoing support on various activities as well as providing various analytical underpinning for the Bank to continue supporting the governmet’s reform agenda in social protection sector.




Implementation completion mission Client/Bank May 31, 2019

C. Implementation Status of Components Component 1: Subsidy and Safety Net Reform Support: support to design of fuel and food subsidy reform strategy and to improving targeting of social safety net programs.Previous Rating: Moderately Satisfactory


Cost (US$): 2.155M

Sub-component 1.1: Technical Assistance to Inter-ministerial Working Group (IWG)

Status of Implementation: COMPLETED. This subcomponent focuses on strengthening capacity for subsidy reform. The project has financed the hiring of three individual consultants to assist the interdepartmental working groups with: (i) the development of a targeting model (2 consultants); (ii) the impact assessment of the various scenarios for reducing energy subsidies, which have been completed by mid 2016. The reports of Phase 1 have been presented and accepted by the respective coordinators of each group. Under the restructuring which was finalized in June 2017, the initially planned activity of “developing an operational guide for a compensatory program for subsidy reform” was eliminated as the Government confirmed no indication of subsidy reform in the short term. Sub-component 1.2: Technical Assistance to Improve Social Safety Net System

Status of Implementation: ONGOING. This subcomponent aims at improving knowledge of Social Safety Nets (SSN) beneficiaries and supports the related targeting and information management system which could be summarized as support to the modernization of the Government’s social assistance system, focusing exclusively on non contributory social protection. Below highlights the progress under this subcomponent during the seond semester of 2018.

Social survey/assessment, social registry. This activity continues to make a solid progress, and the Ministry of Social Affairs completed 250 000 housheolds (compared 143 000 households as of June 2018) (PDO indicator). The number of households registered in the new MIS also increased to 510 000 (compared to 459,000 as June 2018) (intermediate indicator).

Management Information System (MIS): The Ministry of Social Affairs has completed the development of first two modules for their new MIS to systematically manage the information of current and potential beneficiaciaries of social safety nets. For the remaining 5 modules, there has been progress in specificying the business process requirements and the development is underway (intermediate indicator)

Development of targeting tool: The development of the first model is at an advanced stage and the development of the second model is underway.

Component 2: System Integration Support for Social Protection SystemPrevious Rating: Moderately Unsatisfactory



Status of Implementation: ONGOING. This component supports required IT investments that will ensure the interoperability between social insturance funds and social assistance programs. Specific activities consist of: (i) establishment of a unique social identifier (ISU) across social insurance funds and the Ministry of Social Affairs’ social assistance program; (ii) interoperability of information systems across social insurance funds and Ministry of Social Affairs’ social assistance program; (iii) upgrading relevant information technology of social insurance funds to support system integration and to achieve user-friendly services (e.g., customer relations management tool).

Unique social identifier (ISU): . The evaluation to assess the process and the quality of assigning the ISU was launched in November 2019, involvoing all stakeholders. The preliminary results, which will be direct inputs to the design of activities for the new project, are expected to become available in March 2019.

Interoperability : The procurement process was completed and implementation is ongoing to develop the software and the web service for the interopable platform.

Improvement of the Management Information System of social insurance funds. The procurement process was completed and implemention is underway and at the advanced stage.

Component 3: Communication, Project Management and MonitoringPrevious Rating: Moderately Satisfactory



Sub-component 3.1: Enhancing stakeholder communication and citizen engagementStatus of Implementation: ONGOING. Given their cross-cutting nature, the activities related to communciation and grievance redressal was moved from component 1.3 to component 3 under the first restructuring. For communication, the key messages has been developed, and the firm has been hired to develop the tools and detail plans.Sub-component 3.2: Project Management and MonitoringStatus of Implementation: ONGOING. All project documents were found satisfactory. Both financial management and procurement are assessed as moderately satisfactory in the last implementation support mission. There are regular monitoring meetings among the Steering Committee, the Project Implementation Unit, and the implementing agencies to accelerate the project implementation.


(US$)

(x)


(US$)(y)

Total (US$)


4,700,000 4,700,000


4,700,000 4,700,000


3,650,000 3,650,000


Year Jan-June Jul-Dec Total by Year End20132014 500,000 500,0002015 0 400,000 900,0002016 -274,000 621,000 1,247,0002017 753,000 0 2,000,0002018 1,000,000 650,000 3,650,0002019 1,350,000 4,700,000

TOTAL - - 4,700,000


Disbursed (US$) Available (US$) Total (US$)355,000 0 355,000


Indicators Definition, unit, comments

Baseline FY 2016June 2016

FY 2017June 2017 (Actual in RED)

FY2018June 2018 (Actual in RED)

FY2019End target for May 2019

(Actual for Dec 2018 progress report in RED )

PDO Level Results Indicators: To strengthen institutional capacity to design social protection reform and improve targeting of social safety net programs.1: Number of participants in the training which enhances knowledge and capacity

Number of training 0 50 2,0002,067

2,175 2,6452,175

2 : Implementation of social inquiry: Number of households who are updated with complete information

Number of households

0 0 2,000 3,104

143,000 300,000250,000

3 : Development of targeting tool, socioeconomic classification applied to households registered in the database

Qualitative NA No: Targeting framework formalized, including

institutional arrangement

No: Targeting framework formalized, including

institutional arrangement*

No: The results from the first targeting model ready and presented (as the preliminary report to the restricted

counseil of the ministers, in April 2018)

Yes : Targeting model developed, validated, and adjusted, and socioeconomic classification

applied to households registered in the database

No: The development of the targeting model is at the

finalization stage4 : Number of persons who receive unique social identifier

Persons 0 180 000

(174 478)

280,000280,000

378,000 750,000(300,000 households under the

PDO 2 * 2.5 members per household)

547,000

Intermediate Results Indicators:Component 1 : Subsidy and Social Safety Net Reform Support

1.1. Number of registered households in the new MIS

SIFNRLHouseholds

0 215 000 350,000364,338

459,000 400,000510,000

1.2 Number of modules developed for the SIFNRL

SIFNRL 0 2 22

2 3 2

Component 2 : Support to the Integration of Social Protection System

2.1. Implementation of interoperable platform

Between the MIS sytem of MAS (SIFNRL), CNSS, CRES, CNAM, and CNRPS

Designing system architecture plan

Development of specifications on data exchange

requirementsSelection of service provider

Procurement process underway Yes : Implementation of interoperable platformUnder implementation

2.2 CNSS Support for the renovation of pension system

Qualitative NA Identification of business process, online service,

development framework, and training of CNSS team

Procurement process underway Yes : Identification of business process, online service,

development framework, and training of CNSS team Final

acceptance of renovated information system

Under implementation

2.3 CNRPS Re-engineering of procedures of pension management system

Qualitative Preparation Start of improvement of business process

Procurement process underway Yes : Development of application, skills transfer


Component 3 : Project Management, Monitoring, and Communication

3.1 Social communication plan developed and implemented

Qualitative. No No Yes : Social communication plan developed

No: Consultant was recruited in May 2014, the development

of communication plan is underway

No : Procurement process uderway to hire communication agencies

Yes : Social communication plan developed and implemented


Virtual Market Places for the Development of Export SMEs: Tunisia Activities

(last PR: June 2018)

A. Basic Project Information

Activity Name: Development of SMEs Export through Virtual Market Places (Tunisia Activities)

Country Name: Tunisia (this is a regional project that includes Morocco and Jordan)

Name of Implementation Support Agency(ies): The World Bank

Name of ISA Project Leader: Laurent Gonnet


Recipient Entity: World Bank Executed

Name and Email of Recipient Entity Contact:


Additional Funds Leveraged and Source(s), if any (US$): 0

Total Amount Disbursed (Direct and Indirect in US$): 989,432.33

Steering Committee Approval Date: February 11, 2014

Project Implementation Start Date:May 26, 2014 (date signature contract with International Trade Center, implementation partner).

Project Closing Date:June 30, 2018



Inclusive Development and Job Creation


Competitiveness and IntegrationChoose an item.Choose an item.


Project Development Objective: This is a pilot project aimed at a) increasing SMEs exports through Virtual Market Places and b) supporting institutional reforms to create an enabling environment for e-commerce.


Satisfactory


Satisfactory


Project implementation progressed well as outlined in the report. The deliverables

planned in the 2016 and 2017 work plan have been achieved, project implementation in 2018 has moved forward as per the agreed work plan.The project is now closed, effective June 30, 2018.

Summary highlights:

Component 1: Institutional Reform Component

• High-level inter-ministerial committee on e-commerce formally established in Tunisia on 2 December 2016;

• National e-commerce study conducted and i) helped identify the main regulatory and infrastructure constraints preventing the development of SMEs exports through VMPs and ii) proposed a roadmap for reforms to further stimulate e-commerce development;

• Strong lobbying for the introduction and use of the PayPal payment system in Tunisia;

• Signing of an agreement between the Tunisian Post and the Tunisian Export Promotion Agency (CEPEX) to allow SMEs to benefit from reduced tariffs (-50%) for exports via the post;

• 6 meetings of the High-level inter-ministerial committee on e-commerce organized in 2017

• Setting up four thematic committees (e-payment, trust and relationship with the consumer, logistics, legal environment) in order to identify obstacles and present operational solutions;

• Development of a road map to promote exports through virtual markets;• Preparation of a White Book on Exports through VMPs;• The Tunisian Post launched an "Easy Export" pilot project, developed in

cooperation with the Universal Postal Union. Component 2: Capacity Building Program

In H1 2018, 40 new beneficiary companies are being provided with hands-on assistance and customized advisory service based on results of diagnosis of their e-commerce potential and capabilities.

Component 3: Partnerships, Business Intelligence and Certification

Certification: Produce a service certification repository according to the methodological requirements of SGS Service Label and development of the audit procedure according to the SGS Service labelC. Implementation Status of Components

Component 1: Institutional Reform Component

It is important that governments adopt policies, laws and incentives that focus on promoting trust and confidence among e-commerce participants and developing a national framework that is compatible with international norms on e-commerce. This component aims at supporting current discussions and introducing policy and regulatory changes. This component will support the creation of an inter-institutional committee with private sector participation, analytical and diagnostic studies with the objective of shaping reforms needed for development of the enabling environment for e-commerce.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 100,000

1) National study on e-commerce

The Ministry of Industry and Trade requested that the Project to carry out a comprehensive study aiming to identify and analyze issues and challenges affecting the development of e-commerce in Tunisia and, more specifically, the development of exports through VMPs. The study on e-commerce in Tunisia was launched in September 2015 and finalized in March 2016.

2) Retreat of the consultative committee on e-commerce

The results and recommendations of this study were presented to the main national E-commerce stakeholders during a two-day retreat in Hammamet on August 1-2, 2016. All key national institutions dealing with e-commerce, as well as the representatives of the private sector and the VMP project’s Export Advisors (EAs) participated in the retreat and demonstrated a high level of interest and engagement. As a result of productive discussions around study's recommendations, the participants agreed on the crucial barriers preventing a more active use of VMPs by exporters and designed a road map with corresponding reforms. The proposed measures should contribute to more conducive business environment for e-commerce by addressing institutional constraints and enhancing national regulations and, consequently, help beneficiary SMEs better perform on VMPs. The proposed reforms fall into the following 4 areas:

Lack of a supportive legal and regulatory environment; Electronic payments and currency issues; Logistical networks for the prompt and reliable delivery of products; Branding and Trust.

3) High-level inter-ministerial committee on e-commerce (IMC) established

A high-level inter-ministerial committee (IMC) on e-commerce was established on December 2, 2016. It is composed of the following institutions: Ministry of Industry and Trade, Ministry of Communication and Digital Economy, Central Bank of Tunisia, National Post Office, E-Commerce and Distance Selling Union (SEVAD), Monetary Society of Tunisia (SMT), Tunisian Professional Association of Banks and Financial Establishments and Higher Institute of Technological Studies of Sousse.

A first meeting of the IMC took place also on the same day and focused on the proposed road map. The IMC decided to establish four technical subcommittees to elaborate on specific reforms tackling these four topics: Logistics, payment, legal regulations and customs. Concrete proposals towards required reforms will be presented for validation at the upcoming meeting of the Council of Ministers that will be specifically dedicated to e-commerce.

4) High-level inter-ministerial committee on e-commerce (IMC) Two meetings, chaired by the Secretary of State for Trade, were held in January and March 2017. During these meetings, the work of the 4 sub-committees was presented and a list of measures was approved, including the following:

Develop a Guide (“Livre Blanc des Exportations à travers les VMP”) clarifying all

export-related procedures in the domain of e-commerce through virtual market places, in collaboration with all relevant structures (Customs, Central Bank, Ministry of Trade and Tunisia Post). The Guide is being elaborated by national stakeholders with a technical support from ITC E-commerce advisors.

Discuss with the Ministry of Tourism and Handicraft to ease the procedures related to technical export control for handicraft products (mandatory National Office of Handicraft stamps before exporting), taking into account the specificity of e-commerce activity and in order to take advantage of the potential of this sector in terms of employability of youth as well as the diversification of distribution channels for the Tunisian products abroad.

Discuss with the Central Bank of Tunisia the possibility to i) extend the benefit of the International Technological Card (CTI) to market players operating in the e-commerce (craftsmen, e-commerce SMEs) and ii) accelerate the procedures of access to PayPal services in Tunisia.

Collect and amend when necessary legal texts related to the exercise of e-commerce activity in Tunisia.

5) Regional Workshop on "International Virtual Market places: Opportunities and Challenges for Exporting SMEs (April 18 to 19, 2017 – Tunis)

ITC organized a regional workshop convening SMEs, representatives from Ministries of Trade and representatives of Trade Support Institutions from the three partners in order to exchange views, experiences, success stories and solutions promoting e-commerce through international market places. The workshop offered the opportunity to identify specific challenges and opportunities and proposed concrete actions to be undertaken to increase the number of new exporters and markets accessed through the use of VMPs. The workshop was moderated by ITC experts on E-commerce, Ebay and TradeKey.

Component 2: Capacity Building Program

Previous Rating: Satisfactory

Current Rating: Satisfactory

Cost (US$): 445,000

Sub-component 2.1: Capacity Building Program

The sub-component covers the cost of the design and the delivery of a training program that would enable country partners to fully understand the methods, techniques and dynamics of VMPs to maximize the opportunities they offer to increase export and diversify markets.

1) Training materials further improved

Based on the feedback of training participants and partner institutions in the three beneficiary countries (Jordan, Tunisia and Morocco), it was decided to further improve the available training materials. An international expert in e-commerce learning was hired to revise, improve and expand the existing training materials in order to include additional theoretical and practical content. The new training package was used to train the second cohort of EAs in Tunisia (June 2016). The participants assessed the quality of training materials as highly satisfactory.

The updated training materials cover the following items: e-commerce value chain, challenges and solutions for logistics relevant to e-commerce, e-payments, risk mitigation, client management, and after sales service. It also includes description of Virtual Market Places and modalities/conditions of registration to enable advisors to coach selected SMEs on all these technical aspects.

In addition, all training materials, guides and manuals will be made available for all SMEs in the three countries in Arabic, English and French through e-learning platform in 2018.

2) Training workshops and capacity building activities

A second training was organized in June 2016 in Tunis. 20 export advisers (EAs), out of 70 who applied, were selected to participate in the training. It aimed to enable the selected EAs to fully understand methods, techniques and dynamics of VMPs and provide them with a well-defined framework to deliver high-level coaching and advisory services to selected SMEs. Following the training conducted in June 2016, 5 EAs were hired in July 2016 to reinforce the team of existing EAs.

3) Training workshop on TradeKey

Online 3-day training on the utilization of TradeKey platform was organized in January 2017 for the EAs.

4) E-Bay workshop for SMEs

20 EAs participated in the e-Bay training organized April 19, 2017. During the workshop, e-Bay trainers covered key topics such as getting started on eBay, the Seller Dashboard and how to deal with complaints.

Sub-component 2.2: Registration and Coaching of SME.

1) Selection of SMEs

During H1, 2018, 20 new SMEs have been selected and assigned to 2 EAs.

Capacity building of SMEs through coaching provided by the Export Advisors

Following the assignment of the 20 SMEs to their respective EAs in January 2018, the EAs have been providing tailored coaching and support to companies over the period January – June 2018.

Under the supervision of the VMP expert, beneficiary companies have been sensitized on the importance of e-commerce for their businesses. The tailored assistance provided to SMEs by EAs covered the following: Export marketing diagnostic reports produced for each of the new selected SMEs;

Assisting SMEs in content presentation and management, online marketing, including production of high-quality photos, products/firm`s descriptions, management of delivery services, etc.);

Coaching SMEs to adequately provide and manage after sales services (theoretical side);

Usage of business and trade intelligence provided by ITC.

Some examples of SMEs success stories: Etsy:Bakoo: https://www.etsy.com/fr/shop/bakoopapercraftJojodeco: https://www.etsy.com/fr/shop/JOJODECODesignChez CLM: https://www.etsy.com/fr/shop/ChezCLM Akam: https://www.etsy.com/BlownGlassByAKAM(meme)Karesse cosmétique: https://www.etsy.com/fr/shop/KaresseParisPouffy: https://www.etsy.com/shop/pouffdesign?ref=l2-shopheader-nameTradekey: Salma fourati: https://www.tradekey.com/company/Olive-Wood-by-Salma-Fourati-10097099.htmlBB&DD: https://www.tradekey.com/company/bbampdd-Export-10097127.htmlManar thon: https://www.tradekey.com/company/ManarThon-10097075.htmlAmazon: manar thon: https://www.amazon.com/s/ref=ch_clk_El+Manar?rh=k%3Amanar+tuna%2Ci%3Agrocery%2Cp_89%3AEl+Manar&keywords=manar+tuna&ie=UTF8 Organics: Nakawa: https://www.organics.com/vendors/nakawa-bio/

Component 3: Partnerships, Business Intelligence and Certification



Cost (US$): 340,000

Sub-component 3.1: Partnerships with Virtual Market Places.

Objective: To ensure the best use of VMPs, certain high- performing/potential firms will be offered premium accounts on VMPs, so they could gain greater visibility for potential clients. This sub-component will cover the expenses related to the subscription to these premium accounts.

In July 2016, ITC reached an agreement with eBay. Due to this partnership, beneficiary companies will benefit from free access to eBay premium accounts and increased visibility on this international platform. E-Bay will make available their so-called ‘anchor stores’ for enterprises supported by ITC, an enhanced vendor account that provides greater online visibility for these companies’ offerings and, consequently, a possibility to reach more clients. SMEs participating in the program will gain access to eBay’s network of fulfilment centers, opening up for more cost-effective logistics operations. The companies will also benefit from the eBay’s cutting-edge e-commerce research, allowing them to leverage this knowledge and better position their offerings in selected target markets.

Earlier, ITC has signed a contract with Tradekey. This VMP is a B2B platform that connects traders with global whole sellers, buyers, importers & exporters, manufacturers and distributors with a special focus on Asia and the Middle East markets that are of particular interest to beneficiary companies. 14 new SME have registered on Tradekey in December 2016.

https://www.organics.com/vendors/nakawa-bio/

https://www.amazon.com/s/ref=ch_clk_El+Manar?rh=k%3Amanar+tuna%2Ci%3Agrocery%2Cp_89%3AEl+Manar&keywords=manar+tuna&ie=UTF8

https://www.amazon.com/s/ref=ch_clk_El+Manar?rh=k%3Amanar+tuna%2Ci%3Agrocery%2Cp_89%3AEl+Manar&keywords=manar+tuna&ie=UTF8

https://www.tradekey.com/company/ManarThon-10097075.html

https://www.tradekey.com/company/bbampdd-Export-10097127.html

https://www.tradekey.com/company/Olive-Wood-by-Salma-Fourati-10097099.html

https://www.etsy.com/shop/pouffdesign?ref=l2-shopheader-name

https://www.etsy.com/fr/shop/KaresseParis

https://www.etsy.com/BlownGlassByAKAM(meme

https://www.etsy.com/fr/shop/ChezCLM

https://www.etsy.com/fr/shop/JOJODECODesign

https://www.etsy.com/fr/shop/bakoopapercraft

Sub-component 3.2: Business Intelligence Development

Furthermore, the project will benefit from statistics on users, accesses and transactions, which may allow for a comparative performance evaluation of SMEs under different VMPs.

To benefit from the VMPs data (market trends, number of visitors, keywords searches, etc.) and allow SMEs and the national Trade promotion organization (CEPEX) to access relevant information, ITC is developing a trade intelligence system. To this end, an international intelligence expert was hired in July 2016 to help better track information and alert SMEs about the key relevant topics (e.g. markets, opportunities, competitors, trends, risk). The tracking will be implemented on VMPs and also on relevant sources of information that correspond to the selected sectors. The expert finalized the feasibility study to set up the e-commerce observatory. The report was validated by CEPEX in December 2016. Sub-component 3.3: Certification

In H1 2018, the project requested SGS, the world's leading inspection, verification, testing and certification company, to support the Association of E-commerce and Distance selling (SEDA) in the design of the requirements of the label and the compliance assessment procedures and guidelines for the award, withdrawal, and suspension of the label.

Component 4: Project Management



Cost (US$): 90,000

Sub-component 4.1: Project Management

This component finances the PIUs at country level.

1) Project Oversight Committee (POC)The POC meeting took place in February 2016. The meeting was chaired by the Chief of Cabinet of the Minister of Trade. During the meeting, the project team delivered a presentation on the implementation progress and the work plan. The meeting ensured that the project is aligned with the national priorities and supports the Government’s effort to stimulate exports and promote digital economy.

Two coordination meetings took place in January 2017 and in March 2017 to present the work plan for 2017 and agreed on the objective in terms outputs for 2017. During the meeting, ITC made a presentation on the implementation progress and the work plan. The meeting ensured that the project is aligned with the national priorities and supports the Government`s effort to boost exports.

2) The project implementation unit (PIU)

The PIU is in place and operational since January 2015. The PIU is in charge of the country level day-to day management of the project. The PIU organizes monthly meetings with the EAs to discuss the status of implementation and find solutions to any issues that may arise.

Sub-component 4.2: Impact Evaluation Assessment

Status of Implementation: The component will be implemented at the end of the project.

D. Commitments and Disbursements of Transition Fund Funds for Direct ProjectActivities

Country-Execution

Direct Cost 1 for ISA-

Total (US$)

Approved Amount for Direct ProjectActivities (a):

975,000 975,000

Amount Received from Trustee (b): 975,000 975,000Actual Amount Disbursed (c): 964,432.33 964,432.33


Year Jan-June Jul-Dec Total by Year End2014 94,169 94,1692015 188,337 94,169 282,5062016 282,506 0 282,5062017 315,820 315,8202018Total 786,023 188,338 975,000

F. Commitments and Disbursements of Funds for Indirect Costs (US$)

Disbursed Available Total25,000 0 25,000

Indicators by

Component

Unit Baseline

Cumulative Target Values Frequency Data Source/ Methodology


Description (Indicator

Definition, etc)2014

A

2015

A

2016

A2017

A

2018

A

PDO LEVEL RESULTS INDICATORS:

The proposed project development objective (PDO) is to (i) increase SMEs access to and exports via Virtual Market Places, and (ii) support institutional reforms to create an enabling environment for e-commerce in targeted countries.

Indicator 1: RegisteredSMEs with at least one export transaction completed via

Number0 0 0 20 50 60 Quarterly Statistics

VMPplatforms/ Feedback

from s

PIU Number of transactionsconducted by

registered SMEs Value of ExportsIndicator 2.

Roadmap forthe reforms improving the enabling businessenvironment for e-

Yes/No No No Yes Yes Yes Yes Bi-annual Reporting by theO

versightC

ommittee; Ministries

PIU - ITC Roadmap documentendorsed by the OC

Indicator 3. SMEsregistered on VMPs Number

0 80 120 190 235 255 Quarterly Captured by EAsand

monitored through

PIU-ITC Registration involves

opening of a VMP

INTERMEDIATE OUTCOMES

COMPONENT I. INSTITUTIONAL REFORM

Indicators by Component

Unit Baseline

Cumulative Target Values Frequency

Data Source/ Methodology


Description (Indicator

Definition, etc)2014 2015 2016 2017 2018

Workshops conducted

Analytical work delivered on key e-commerce topics

Number 0 2 9 11 18 18 Bi-annual Reporting PIU-ITC

PIU-ITC Output Delivered –

Workshop report

A. Results Framework and MonitoringG

COMPONENT II. EXPORT MARKETS ACCESSED THROUGH VMPS

ndicators by omponent

Unit Baseline Cumulative Target Values Frequency Data Source/ Methodology


Description (Indicator Definition, etc)

2014 2015 2016 2017 2018

xport Advisors Trained Number 0 40 40 60 60 60 Bi-annual Reporting PIU-

ITC

PIU/ITC Captures number of

EAs trained on

VMPs

xport Advisors Certified Percent 0 0% 0% 38% 50% 50% Quarterly Training

provider assesses

performance

PIU-ITC Percent of EAs who

receive certification, out of total number

of trained EAs; Not all EAs may end up qualifying;




Collection

Description

(Indicator

Definition, etc)

2014 2015 2016 2017 2018

raining program for TSIs

elivered (# activities)

Number 0 2 5 8 12 12 Quarterly M&E Database PIU-ITC # Training sessions

Report disseminated and workshops

evaluations

# Number of advisory services

provided

#SMEs satisfaction with TSIs service COMPONENT III. VMP PARTNERSHIPS, CERTIFICATION AND BUSINESS INTELLIGENCE




Description

(Indicator

2014 2015 2016 2017 2018Collaborative partnerships

with VMPs

Number 0 0 1 4 4 Bi-annual Quarterly Project

implementatio

n reports

PIU MoU, Letter of

Intent or other agreement-related

documentation.

Newsletters published by

TSIs to roll out the

Competitive Intelligence

Mechanism

Number

0 0 0 0 0 Bi-annual Quarterly PIU and RIA PIU and EA # product

(newsletter) delivery by the partnering

TSIs

Indicators by Component



Description (Indicator Definition,

etc)2014 2015 2016 2017 2018

Premium Accounts

awarded – Certifications Number

0 0 15 30 30 30 Quarterly Project

Implementatio

n

ITC/PIU Trust label

certificates

Assessment body created

Yes/No

No No No Yes YEs Yes Quarterly Project

Implementatio

WB/ITC/PIU Creation of

Conformity

Broadband Internet and ICT for Education Acceleration ProjectA. Basic Project Information

Activity Name: Broadband Internet and ICT for Education Acceleration ProjectCountry Name: Tunisia Name of Implementation Support

Agency(ies): World BankName of ISA Project Leader: Carlo M. Rossotto


Recipient Entity: Ministry of Communication Technologies and Digital Economy

Name and Email of Recipient Entity Contact:Mhamed Dalla, Advisor to the Minister, [email protected] Bouzidi, Advisor of the Minister, MTCEN

[email protected] Debbabi, Advisor to the Minister [email protected]

Total Amount Approved by the Transition Fund (US$): $3,791.250


Total Amount Disbursed (Direct and Indirect in US$): $1,490.080 (Direct); $66,250 (Indirect)





Primary Pillar: Investing in Sustainable GrowthSecondary Pillar(s): Inclusive Development and Job

CreationCompetitiveness and IntegrationChoose an item.

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The primary objective of the proposed project is to support the Government of Tunisia (GoT) in accelerating access to high speed internet in Tunisia and to improving service delivery in Tunisia’s education sector by the use of information and communications technologies (ICT). Rating for progress towards achievement of objective:





The project consists of 5 components : (1) deepening reforms on telecoms liberalization and broadband regulation ; (2) examining the strategic options for the state-owned incumbent telecoms operator in the context of the plan for overall sector liberalization ; (3) introducing new models of broadband infrastructure supply ; (4) testing and evaluation of promising approaches and drafting a detailed implementation strategy including policy reforms at the macro level and training and investments at the school and classroom level for ICT4E (ICT for Education) ; and (5)



conducting an Impact Evaluation (IE) to ascertain the effects of broadband infrastructure and accompanying e-education program on the economic and social outcomes of beneficiaries.

For component 1 (Deepening reforms on telecoms liberalization and broadband regulation), the technical assistance provided by the experts to the preparation of the digital law has been fully satisfactory, very substantive, and crucial to the success of the digital law. MTCEN (Ministry of Communication Technologies and Digital Economy) finalized the new law end of Dec 2018 and it is expected to be approved by the Government for submission to the Assembly of People's Representatives before June 2019. The extensive collaborative approach put in place to address the legal drafting, and the desire to have at each stage of the process a maximum of feedback from the different stakeholders, both public and private, have extended the implementation period of this assistance for longer than expected. However, the technical inputs and extensive consultation will help in the approval of the law. Complementary technical assistance in the area of telecom liberalization was provided in the area of international termination rates with the objective to provide regulatory tools to reduce the cost of international calls. A study on digital payments in Tunisia was also launched and EY was selected following open and competitive tendering.

Component 2 (Examining the strategic options for the state-owned incumbent telecoms operator in the context of the plan for overall sector liberalization) has also shown some good progress. This component was structured around 2 activities: (i) improving the operational performance of the enterprises of the sector; and (ii) assisting in the reorganization and enhancement of the operational performance of Tunisie Telecom (TT). The expert recruited for the first activity of this component has worked in cooperation with INT, MTCEN and the telcos to create an actionable framework for the monitoring of the QoS in the regions. As a result an agreement has been signed between the Ministry of Employment and the Ministry of Technologies on January 2018. Both parties agreed to the creation of 34 start-ups to measure and control the QoS of service in all governorates of Tunisia. Ministry of Employment will pay for the set-up cost of the start-ups (vehicle, software to measure the QoS, PCs…) while the INT (Tunisia’s telecom regulator) will directly contract with the start-up for a 3-year period to cover their operational costs. As a result, 34 start-ups should be created (creating 472 direct jobs). Their business model should easily be adjusted in the future to include additional tasks. A decree has been drafted to allow INT to contract directly with the start-ups, but the smooth running of the project has been hampered by the unexpected departure of INT president followed by the departure of the secretary of state for the digital economy, who was driving the project for the Ministry of Technologies. Discussions have started with the new teams to move forward with the creation of the start-ups in 2019. As for the second activity of this component, a mixed working group has been established: two experts were appointed by MTCEN and the trade unions also appointed two experts. Several workshops with TT management already took place and a joint report is in the process of being prepared.

As part of the activities of the MENA TF, a study to assess the future of the digital infrastructure in Tunisia was launched. This study was organized in two lots: (i) to provide a vision of the future of the digital infrastructure for 2020 and beyond to enable the Government of Tunisia (GoT) to update its ICT strategy plan; (ii) to study the possible strategic positioning for Tunisie Telecom in this context. The process of selecting a consulting firm to conduct this study started in July 2018 but in September 2018 MTCEN got informed that TT already started internally studies that would overlap with the current study. In order to avoid duplication, following the official request of the MTCEN received on December 27, 2018, the mission proceeded to the cancellation of the current call for tender and will quickly restart a new bidding process based on revised terms of reference.

The progress of Component 3 (Introducing new models of broadband infrastructure supply) is mixed, but for decisions of the government partially outside of the activities of the grant. On one hand, Tunisia has successfully completed the tender for a wholesale operator. The license was awarded to a consortium ("Level 4") in August 2017, bringing together a local technology company, Meninx, the Agence Tunisienne de l'Internet (partly controlled by incumbent operator Tunisie Telecom), and a Turkish cable manufacturer operator. The official agreement was signed on December 11, 2017 between the MTCEN and Level 4. The decree granting the license to Level 4 has been signed in June 2018 and should be officially published in July 2018. The World Bank team has provided extensive assistance, including regulatory and strategy advice provided in coordination with component 1 of the grant. However, given that the deployment of the

wholesale network by Level 4 will impact the perimeter of commercially feasible broadband networks, MTCEN asked the Bank to cancel the support to a downstream PPP transaction, and associated funds have been re-allocated to other pressing technical assistance needs under the program.

Component 4 (ICT for Education) is moving forward quickly, with one key objective already achieved. The consulting firm for the component 4 of the project started work in June 2016 on a draft Operational Development Plan for the Digital School 2016-2020 (PSEN) Strategic Plan. The Operational Development Plan produced by the firm and the Ministry of Education was validated and finalized by the Govt on April 10, 2017, achieving Indicator Four and Intermediate Result Indicator Two of Component 4. The procurement process for the second planned activity under Component 4, assistance and evaluation of the preliminary phase of the PSEN, was completed and technical assistance began in June 2017. The first phase of the contract to provide technical assistance to the Ministry of Education for the implementation of the Digital School National Plan (PSEN) was completed and is currently under review. The first phase consisted in supporting the Ministry of Education to review the methodology and overall organization and process for the implementation of the PSEN in the pilot schools. A key output achieved was to review the governance put in place for the execution of the pilot. A second phase should begin soon, and it will focus on the pedagogical aspects of the PSEN for the pilot schools. As for the intermediate indicator: the PSEN was prepared with an operation plan for its implementation. But in the text of the Concept Note we also talked about: “conduct an “Implementation and Policy Lab” to develop specific solutions with detailed implementation timeframes and costs, with technical assistance from the World Bank and expert technical consultants and facilitators”. This is what we are trying to achieve with PwC.

Possible extensions of Component 4 were discussed with the Government: 1) Introduce accelerated coding and trainings in Tunisia. On the model of Hack Reactor and other providers, introduce these accelerated coding programs in Tunisia. The programs (8 to 18 weeks) are intensive programs for software engineers and other disciplines, and have a high impact on the marketability of graduates. A similar pilot is currently deployed in Jordan, with a 100% employment rate after the course; 2) Support the Digital Talents initiative launched on October 10th, 2017; 3) Audit of the quality and quantity of services in national education using the World Bank methodology (SABER SDI - System Approach for Better Education Results - Service Delivery Indicators) to make a diagnosis in order to propose ways to improve governance and services in national education.

Component 5 (Conduct an Impact Evaluation) has been restructured since MTCEN asked the Bank to restructure the support to the impact evaluation program to re-allocated US$ 195.000 (out of US$ 695.000) to other pressing technical assistance needs under the program.

Next Actions to be Taken Responsible Party


Get final validation from RVP for the extension of the duration of the program by 1 year (June 2020) and the additional resources (500 000 USD)

World Bank with GoT and TF

2/28/2019

C. Implementation Status of Components Component 1: Deepening reforms on telecoms liberalization and broadband regulationPrevious Rating: Not Applicable


Cost (US$): 645,000

Status of Implementation: Tunisia is in the process of preparing the new Digital Law (“Code du Numerique”), which promises an overhaul and modernization of the current legal and regulatory framework for telecommunications, a redefinition of the role of the state in information security, and the introduction of

measures to support the digital economy. MTCEN has created a multi-disciplinary working group, to assist with the drafting of the Code. It has also

adopted a plan to involve different government agencies, main sector stakeholders, private sector and civil society. Mr. Ridha Debbabi of MTC is the project coordinator for this component.

The elaboration of a new Digital Law has been identified as a core component of the development policy component of the DPO series, supported by the World Bank.

After validation of TORs by MTCEN, the World Bank launched three EOI to recruit IC to support the working group. As an outcome of the selection process -which saw a very good response from international and Tunisian experts- the following experts were retained (January and February 2017):

o Senior Lawyer – Mr. Zied Miledo Expert in Stakeholder Consultations – Mr. Anis Dakhlio Digital Economy Economist – Ms. Mona Badran

In addition, the World Bank Team, supported by Xavier Decoster, STC expert with strong telecom regulatory expertise, supported directly the efforts around the Digital Tunisia Code, through specific technical advice and policy dialogue.

In just five months, the experts supported the working group with several deliverables, all filed under the MENA TF. These include:

o Report « Facilitateur pour la prise de décision par consensus » and related activitieso Strategic presentation summarizing workflow, identifying main counterparts, identifying tasks and

project milestones (Anis Dakhli)o Draft Public Stakeholders Consultation Document (Anis Dakhli)o Report “Benchmarks on Coordination between Competition Authority and Telecom Regulatory

Authority)” (Mona Badran, with senior guidance from Zied Miled)o Report “International Interconnection Regulation, Mona Badran)o Strategic Presentation Digital Economy Strategies in Morocco and South Africa. Policy Implication for

Tunisia (Mona Badran) The first draft of the new law (Code du Numérique) was released in April 2018 in Arabic. The French translation

of the first draft of the Digital Code has been done by the World Bank. The World Bank also recruited an expert consultant in digital law and telecommunications (Thibault Verbiest) to validate the quality of the French translation and coordinate the technical review of the document by World Bank experts..

The new law has been finalized end of Dec 2018. It should be approved by the Government in February 2019 for submission to the Assembly of People’s Representatives before June 2019.

In terms of measuring the effectiveness of the technical assistance provided to the working group, the support of the experts has been fully satisfactory, very substantive, and crucial to the success of the digital law.

However, in terms of progress towards the preparation of an actionable draft digital code, fully embedding stakeholders feedback, the progress has been slower than expected, even though most areas are being finalized.

Component 2: Examining the strategic options for the state-owned incumbent telecoms operator in the context of the plan for overall sector liberalizationPrevious Rating: Not Applicable


Cost (US$): 445,000


o The MENA TF supported the recruitment of an individual consultant to assist the MTC in : a) improving the

operational performance of the enterprises of the sector and b) assisting in the reorganization and enhancement of the operational performance of Tunisie Telecom.

o This component has shown outstanding results in the few months of assistance.o Improvement of the performance of the enterprises in the sector. First, the expert has created a framework -in

cooperation with INT, MTCEN and the telcos- to create an actionable framework for the monitoring of QoS in the regions. Second, As a result an agreement has been signed between the Ministry of Employment and the Ministry of Technologies on January 2018. Both parties agreed to the creation of 34 start-ups to measure and control the QoS of service in all governorates of Tunisia. Ministry of Employment will pay for the set-up cost of the start-ups (vehicle, software to measure the QoS, PCs…) while the INT (Tunisia’s telecom regulator) will directly contract with the start-up for a 3-year period to cover their operational costs. As a result, 34 start-ups should be created (creating 472 direct jobs). Their business model should easily be adjusted in the future to include additional tasks. A decree has been drafted to allow INT to contract directly with the start-ups, but the smooth running of the project has been hampered by the unexpected departure of INT president followed by the departure of the secretary of state for the digital economy, who was driving the project for the Ministry of Technologies. Discussions have started with the new teams to move forward with the creation of the start-ups in 2019.

o Reorganization of Tunisie Telecom. A mixed working group has been established. Two experts were appointed by MTCEN, M. Ben Younes and former INT President, M. Saadaoui. The trade unions appointed two experts. Two workshops with the Management of Tunisie Telecom took place, on May 29 and June 6 2017, involving external experts. This contributed to depoliticize the reform of Tunisie Telecom, and focus the discussion on technical matters. A joint report is in the process of being prepared.

o These results are impressive, given the complexity of the situation and the short time in which they have been achieved. There are two next steps that can be envisaged:

o Provision of international experts to support the joint government-union-management working group. For example, the examples of successful reform of Deutsche Telekom and Maroc Telecom (achieved through the participation of the trade unions and management of the companies), could be provided. The example of Turk Telekom is also excellent, but there may be political sensitivities.

o Assistance in the implementation of the chosen restructuring option.o As a result of this preparatory work, the Government of Tunisia was able to arrange for

the sale of the share of TT held by Emirati investor to Abraaj, a private equity fund which intends to increase the value of TT through some enhancements in its financial and operational performances. Unfortunately, this operation is currently on hold due to internal issues related to the Abraaj Group. There is no indication to date whether this operation will be completed or not.

The Government of Tunisia has also asked the bank to fund, under MENA TF, a study to assess the future of the digital infrastructure in Tunisia. This study will be organized in two lots: (i) to provide a vision of the future of the digital infrastructure for 2020 and beyond to enable the Government of Tunisia (GoT) to update its ICT strategy plan; (ii) to study the possible strategic positioning for Tunisie Telecom in this context. The mission and the MTCEN have agreed on the Terms of Reference for the study.. The process of selecting a consulting firm to conduct this study started in July 2018 but in September 2018 MTCEN got informed that TT already started internally studies that would overlap with the current study. In order to avoid duplication, following the official request of the MTCEN received on December 27, 2018, the mission proceeded to the cancellation of the current call for tender and will quickly restart a new bidding process based on revised terms of reference.

Component 3: Introducing new models of broadband infrastructure supplyPrevious Rating: Not Applicable


Cost (US$): 945,000

Status of Implementation: o The progress of this component is mixed. On one hand, Tunisia has successfully completed the tender for a

wholesale operator, raising the interest of one responsive bidder. The bids were opened on June 30, 2017. o The team has provided informal advice, which has been only partially taken into account. First, the World Bank

team assisted in the stakeholder consultation process, led by INT. Second, the team has provided advice on the terms of the tender, discouraging from imposing onerous obligations, and focusing on expanding the rights to be granted to the bidder.

o Given that the deployment of the wholesale network by the licensee will impact the perimeter of commercially feasible broadband networks, MTCEN asked the Bank to cancel the support to a downstream PPP transaction (estimated at $900,000).

o MTCEN asked the Bank team to consider, in place of the funding of the PPP transaction, funding a study on regulation of wholesale and retail telecom services in Tunisia (estimated at $900,000).

Component 4: Testing and evaluation of promising approaches and drafting a detailed implementation strategy including policy reforms at the macro level and training and investments at the school and classroom level for ICT4E (ICT for Education)Previous Rating: Not Applicable

Current Rating: Satisfactory Cost (US$): 495,000

Status of Implementation: The specialized consulting firm, Education Impact, completed assistance to the Ministry of Education and the

MTCEN to elaborate a digital strategy for the education sector in Tunisia. A final report has been delivered, accepted by the Govt (April 10, 2017) and is available in the system.

A second consulting firm, PWC-Tunisia, won the procurement for technical assistance for the second activity under this component in June 2017. The technical assistance is focused on evaluating the implementation of the national digital education strategy. This will include assistance to improve overall implementation, with a specific focus on ICT learning opportunities for hearing-impaired and sight-impaired students, as per the TF agreement. However, some adjustments to this activity will be proposed as a part of the restructuring following requests from the Ministry of Education.

Possible extensions of this component were discussed as part of the proposed restructuring: o Study on emerging technology niches in the ICT sector and in preparation of the digital economy

(fintech, IoT, Artificial Intelligence)o Support to Digital Talent initiativeo Support to a study on digital payments o In addition to this activity, the counterparts propose to use the additional $500k recently awarded for

education to do Audit of the quality and quantity of services in national education using the

World Bank methodology (SABER SDI - System Approach for Better Education Results - Service Delivery Indicators) to make a diagnosis in order to propose ways to improve governance and services in national education ($250k) and

Introduce accelerated coding and trainings in Tunisia. On the model of Hack Reactor and other providers, introduce these accelerated coding programs in Tunisia. The programs (8 to 18 weeks) are intensive programs for software engineers and other disciplines, and have a high impact on the marketability of graduates. A similar pilot is currently deployed in Jordan, with a 100% employment rate after the course ($250k);

The task team believes this is likely an effective use of funds that will directly feed into the proposed

IBRD loan for the education sector, currently in preparation (P162297).

Component 5: Conducting an Impact Evaluation (IE) to ascertain the effects of broadband infrastructure and accompanying e-education program on the economic and social outcomes of beneficiariesPrevious Rating: Not Applicable


Cost (US$): 695,000


The economic consultant working on the Code du Numerique will work on the statistical indicators for the ICT sector and the digital economy in FY19.. This Component has been restructured since MTCEN asked the Bank to restructure the support to the impact evaluation program to re-allocated US$ 195.000 (out of US$ 695.000) to other pressing technical assistance needs under the program.


(US$)

(x)


(US$)(y)

Total (US$)


US$ 3,725,000 US$ 3,725,000


US$ 3,225,000 US$ 3,225,000


US$ 1,490,080 US$ 1,490,080


Year Jan-June Jul-Dec Total by Year End2016 $200,000 $595,000 $7950002017 $600,000 $600,000 $1,200,0002018 $350,000 $350,000 $700,0002019 $300,000 $230,000 $530,0002020 $250,000 $250,000 $500,000


$66,250 0 $66,250


Project Development Objective (PDO): The primary objective of the proposed project is to support the Government of Tunisia (GoT) in accelerating access to high speed internet in Tunisia and to improving service delivery in Tunisia’s education sector by the use of information and communications technologies (ICT).


MeasureBaseline




Collection


definition etc.)Jan-Dec

2016A

Jan-Dec

2017A

Jan-Dec

2018A

Jan – May 2019

F

YR5

Fund-Level Indicators:

Businesses, including MSMEs, demonstrated increased performance after receipt of support/advisory services

Number 0 35 Increased private sector participation in the telecoms / broadband sector

Yearly Ministry in charge of Digital Economy / sector regulator INT

Ministry in charge of Digital Economy

Number and revenues of operators and service providers in the telecoms / broadband sector

Programs and projects designed and implemented to promote more efficient and equitable allocation of government resources

document

No document

Intervention drafted

Intervention design completed; however the legal framework is still under preparation

Yearly Ministry in charge of Education records and World Bank records

Ministry in charge of Education and World Bank

Design of intervention to provide special needs students with appropriate learning software

Project-Level Indicators:

Indicator One: Adoption of key broadband-related regulations by the Government

document

Primary legislation (basic telecom Law - PPP), secondary telecom legislation and decisions of the sectoral regulator INT in need of revision

Revise the basic telecom law to introduce the notion of Dominant Operator and strengthen institutional framework for INT and for the universal access fund

Introduce full set of wholesale broabdand offers in line with best practice



Indicator Two: Adoption of a strategic options for the state-owned incumbent telecoms operator by the Government

document

Absence of strategic options for the state-owned incumbent operator

GoT selects its preferred optionfor the state-owned incumbent operator

Technical assistance was launched

Yearly Ministry in charge of Digital Economy


Indicator Three: Adoption of the enabling environment for a PPP for ultrafast broadband networks by the Government

document

Absence of enabling environment for a PPP for ultrafast broadband networks

GoT prepared approach for ultrafast broadband PPP models based on best practices

Putting in place of adequate PPP legislation (if not already there)

Draft license/cahier des charge for the infrastructure operator is available

License awarded to a new entrant, Level 4.



Indicator Four: Adoption of the detailed implementation strategy for ICT4E by the Government

document

No Digital Education Implementation Plan

Digital Implementation Plan finalized TARGET MET (February 2017)

Digital Implementation Plan adopted by Government TARGET MET (April 2017)

Yearly Ministry in charge of Education records and World Bank records

Ministry in charge of Education and World Bank

An implementation plan including policy work and training activities and connectivity for schools and software and hardware investments

Indicator Five: Implementation of Impact Evaluation (IE) for High-Speed Internet Access by the Government

document

No Impact Evaluation (IE) available

Final Analysis Report Completed



Randomized Controlled Trial


Intermediate Result (Deepening reforms on telecoms liberalization and broadband regulation):

Intermediate Result indicator document No Introd Yearly Ministry in Ministry in

One: Availability of key transparency of regulation instruments

mandatory public consultation process for the INT established following public consultation on the said process

uce a requirement for [all] decision of INT to be published as a draft for a period of 20 days, to give stakeholders the opportunity to comment before undertaking final determinations

charge of Digital Economy / sector regulator INT

charge of Digital Economy

Intermediate Result indicator Two: Availability of key universal service fund regulatory instruments

document

Absence of universal service fund manual

Universal service fund manual available



Intermediate Result (Examining the strategic options for the state-owned incumbent telecoms operator in the context of the plan for overall sector liberalization): not applicable

Intermediate Result indicator One:

Document

Absence of a set of options for

Availability

Yearly Ministry in charge of

Ministry in charge of Digital

the state-owned incumbent operator

of a set of option for the state-owned incumbent operator

Digital Economy / sector regulator INT

Economy

Intermediate Result indicator Two:

Absence prefered option for the state-owned incumbent operator

New prospective study launched to help select the best option for Tunisie Telecom



Intermediate Result (Introducing new models of broadband infrastructure supply):

Intermediate Result indicator One: Existence of private operator for the ultrafast broadband PPP

Document

Absence of private operator for the ultrafast broadband PPP

Private operator for the ultrafast broadband PPP selected

Level 4 has been awarded a wholesale licence



Intermediate Result indicator Two: GoT’s officials have enhanced capacity to monitor the execution of the ultrafast broadband PPP

document GoT’s officials have limited capaacity to monitor the execution

GoT’s officials trained on procedures and



of the ultrafast broadband PPP

systems to monitor the execution of the ultrafast broadband PPP

Intermediate Result (Testing and evaluation of promising approaches and drafting a detailed implementation strategy including policy reforms at the macro level and training and investments at the school and classroom level for ICT4E (ICT for Education): Intermediate Result indicator One: Availability of Evaluations and solutions testing

document

Absence of Evaluations

and solutions testing

Evaluations and

solutions

testing completed on at least three intervention

s

Yearly Ministry of Education

Ministry Education and

World Bank

The interventions to

be examined and solutions to

be tested will focus on (i)

uptake of school administration tools by school directors and

content provision for (ii)

hearing impaired and

(iii) sight impaired students

Intermediate Result indicator Two: Availability of implementation plan

Document

Absence of Implementation plan

Implementa

tion plan draft

completed

TARGET

MET(Febr

iaru 2017)

Yearly Ministry in charge of Education

records and World Bank

records

Ministry in charge of

Education and World Bank

A full draft of the

implementation plan will be

completed in Y1

Intermediate Result (Conducting an Impact Evaluation (IE) to ascertain the effects of broadband infrastructure and accompanying e-education program on the economic and social outcomes of beneficiaries): Intermediate Result indicator One: Availability of Baseline Data

Data set

No Baseline Data

Collected

Baseline

Data Collect

ed


Digital Economy


Economy


Intermediate Result indicator Two: Availability of Follow-up Data

Data set

No Follow-up Data

Collected

Follow-up

Data Collect

ed


Digital Economy


Economy


Implementing Priority Actions for Competitiveness & Improved Public Services

A. Basic Project InformationActivity Name: Implementing priority public actions to enhance competitiveness and improve public services in Tunisia.

Country Name: Tunisia Name of Implementation Support Agency(ies): World Bank

Name of ISA Project Leader: Simon Carl O’Meally


Recipient Entity: Presidency of the Government (particularly Office of the Prime Minister)

Name and Email of Recipient Entity Contact: Lotfi Bensassi Advisor to the Head of Government, [email protected]

Total Amount Approved by the Transition Fund (US$): $1,868, 122

Additional Funds Leveraged and Source(s), if any (US$): 477,000, country co-funding (received in kind, such as office space, staff from public administration).


1,075,913.71

Steering Committee Approval Date:

12/8/2015


1/2/2016


11/30/2019


Primary Pillar: Enhancing Economic Governance

Secondary Pillar(s): Investing in Sustainable Growth

Choose an item.

Choose an item.

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: To endow the Prime Minister’s (PM) Office with an innovative and efficient Delivery Unit dedicated to the implementation of top priority public actions and to support the Government of Tunisia in delivering concrete and measurable initiatives that will help improve public services and enhance the competitiveness of the country and to provide the Unit with the means, latitudes and missions ensuring its legitimacy to pursue the mission of execution of governmental and national priorities.


Satisfactory


Moderately satisfactory


Since June 2018 (the last report), the project has made progress and also encountered challenges in a few areas. The below is a brief summary. Further details are provided in the results framework and the annex.

Staffing and Resources

a) Staffing of the Delivery Unit (DU): One key expert in the field of Financial Digitalization and ‘Decashing’ was recruited to coordinate DU’s contribution to this new priority area.

b) Capacity-building : Selected DU staff have received sector-specific training on the new priority areas the Unit has been requested to work more closely on issues of financial digitalization.

Priorities and results

The Prime Minister has recently put an emphasis on three major priorities, which are all supported to differing degrees by the DU: (a) digitalization; (b) start-ups/entrepreneurialism; and, (c) renewable energies.

The DU has carved out an important role in the coordination of the development of the digital finance and decashing strategy, a national priority area. This subject is vast and covers a lot of different aspects of the digitalization of the financial sector. It also holds a lot of potential to help manage important topics such as the financing of terrorism, the informal market and financial inclusion to mention a few.

Parallel to this, the DU ensures continuity in the priority areas it has been working on, having contributed to the steady advancement of the following projects. In this reporting period, the DU has been solicited to work on the following projects:

The Finance Law (FL) 2019: The DU elaborated proposals for new measures to the Finance Law 2019. On top of this, the DU prepared a presentation for the press and members of government containing the key measures of the Law.

Accelerating private investment projects : The DU is actively working on unblocking and accelerating the implementation of selected private investment projects, with the aim of creating jobs in some critical regions and in relevant sectors. During these past 6 months, the DU has contributed to the speedier implementation of 24 major private sector projects, including 15 projects in industry, 2 projects in renewable energy, 1 projet in salt mining, 1 project in digitalization as well as 5 projects in agribusiness. These projects represent 600 million

TND worth in investments. These investments, if successfully implemented, are predicted to create 10,500 new jobs.

Supporting public investment projects : The DU is supporting the Prime Minister’s Office and Ministry to monitor and accelerate the implementation of 10 key public projects. These projects included 4 renewable energy projects, 1 on railway 13 (SNCFT), 1 on the Tunis Carthage Airport, 1 on the Deep-water port of Ennfidha, 1 on the Rades port 8 and 9 as well as 1 on the RFR high-speed railway network.

Flagship programs of the Prime Ministry: The aim of the Micro-credit project is to increase access to micro-credits in Tunisia via the allocation of 250 Million Tunisian dinars worth of public funds. In this reporting period, the DU has contributed to increasing the total amount of micro-credit to a worth of ca. 60 million TND (ca. 20 million USD). This translates into 1728 micro-credits issued for SMEs and to the potential creation of roughly 13000 jobs.

The DU also provides deep-dive analysis and recommendations on high priority projects: - At the request of the Prime Minister, the DU made contributions to the elaboration of a national decashing

strategy. In this context, the consulting company, Eurogroup, was commissioned to provide a benchmarking study presenting international best practices. Through this particular mission, the DU brought together key stakeholders namely the Tunisian Central Bank, the Ministry of Finance, the Ministry of Technology, the Post as well as the Tunisian Professional Association of Banking and Financial Institutions. It furthermore mobilized this cooperation to adopt a much more holistic approach to the topic of decashing, moving the dossier on decashing from focusing only on mobile payments to also include topics such as interoperability and alternative finance services. Finally, this mission allowed the DU to strengthen its presence in the governmental ecosystem.

- Under the official lead of the Ministry of Finance and close collaboration with the UK Cabinet, the DU has supported an “Independent Review of the Tunisian Banking Sector”. In this context, the DU supported the examination of the current banking system and donor support. The study included an analysis of the Tunisian banking system’s performance in driving sustainable economic growth. Finally, it makes recommendations for quick-wins and strategic options for the banking and SMEs sector.

Disbursements

The project is on track to full disburse by the end of the project lifetime. The disbursement burn rate stands now at 58% and a number of new contracts are planned for February and March to use up the remaining budget. Disbursement was slower than planned because: (1) the communications firm contract was cancelled due to contextual issues about funding government communications by donor agencies; and, (2) there was a reshuffle in the government in later 2018 which slowed down planning.

Overall Justification of the Ratings

The project’s level of achievement with regards to the objective is rated as satisfactory. The DU has been able to meet

almost all targets outlined in the results framework, having contributed to the advancements of the Prime Minister’s priority areas. However, in this reporting period, the DU missed the target for two indicators:

- The first one refers to the recruitment of staff. With its new central role in supporting the government to roll out the digitalization program, it has already been confirmed that the DU will take on a central role in governmental efforts to promote the digitalization of other fields of governance. The DU will have to recruit more staff until the end of the project period in order to meet this growing demand.

- The other indicator and unachieved target had the goal of studying the impact of strategic communication work. The DU had planned an extensive mission to support the government in communicating its reform plans in a more strategic manner. However, following public outcry over a UK financed governmental communication project, the DU decided not to pursue this activity.

Following the restructuring of the project’s Results Framework at the end of the last reporting period, the DU made important changes to its monitoring system by introducing impact indicators for its key priority areas. It was able to meet all targets linked to these new indicators. However, in order to further strengthen its monitoring and evaluation system, the DU should demonstrate in more detail the impact chain of its contributions.

Implementation progress is rated as moderately satisfactory. The operations of the DU have continued progressing in this reporting period. In fact, the DU has managed to take on an important role in the coordination of a key priority area, that is linked to the decashing strategy. This helps cement the DU’s role in the governmental ecosystem and paves the way for further DU contributions in the vast field of govtech. However, the DU staffing remains limited compared to the ambition of its role and it could step up its work on technical and communication issues. The DU has also lost two key staff members in January who have left the DU for other opportunities. Moreover, with national elections taking place at the end of 2019, the DU will have to stand the test of not getting sidetracked by political concerns, and instead continuing to accompany the key priority actions it is mandated to work on. The project therefore reiterates the following recommendations: In order for DU to ensure that it can continue to work on its core tasks and thereby its sustainability, (i) DU should embed its work within routines and institutionalize a forward looking strategic plan; (ii) diffuse the delivery work culture in a more pro-active manner (i.e. organize workshops focusing on institutional strengthening within line ministries and other governmental agencies, including introducing results-oriented work processes and tools as well as demonstrated strategic communication methods); and, (iii) DU should have a clear financial sustainability plan as well as country contributions (as per Transition Fund agreement).

*Note: DU communicates all of its tasks to the WBG on a monthly basis. Documents and notes and other deliverables developed by DU are shared to WBG if they are non confidential – if they are confidential they are reported about but not shared with WBG.

Actions planned for first half of 2019 Responsible Party Expected Date of Delivery

Elaborating ToR for technical expertise needed for DU interventions (i.e. in the field of govtech, digitalization of governance fields)

OPM Jan-June 2019

Support other ministries such as the Ministry of Technology on setting up their own Delivery Unit.

OPM On going

Organizing a conference for donors and line ministries presenting the DU and its mandate and exchanging with DU internationally

OPM Jan-June 2019

Create synergies and optimize efforts with decashing and govtech missions of the World Bank

OPM On Going

Revisit the DU results framework and communications strategy to see what the next steps should be.

OPM March 2019

Monthly monitoring of the implementation of the flagship measures (micro-credit, social housing and unemployment), 25 major public investment projects, unblocking of private investment projects

OPM On going

Prepare ToR for the elaboration of a sustainability study for the DU post–TF-support

OPM June 2019

Participation in the follow-up meetings of Ministerial board and Prime Ministry decisions, and proposition of improvements and effective cooperation with the DU.

OPM On going

Undertaking strategic training and capacity building of the DU staff to strengthen their skills in strategic areas.

OPM March to June 2019

The follow-up of the actions planned for the reporting period are in annex 1.

C. Implementation Status of Components Component 1: Establishment and Strengthening of the Delivery Unit

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 624,000

Sub-component 1.1: Set up and launch

Status of Implementation: The focus in this reporting period in this sub-component lay on capacity-building of DU staff and efforts to increase the core team. The DU recruited a staff member with expertise in decashing to accompany its important contributions to the coordination of the national decashing strategy development and implementation.

Sub-component 1.2: Providing the necessary tools for efficient program management and implementation

Status of Implementation: The project continues to apply already existing tools and acquired training especially in its

cooperation with line ministries and other governmental authorities in order to inculcate a ‘delivery’ culture within partner structures.

Sub-component 1.3: Capacity Building of the team

The DU organized a workshop concerning decashing with the staff of the Tunisian Central Bank and Eurogroup experts. To ensure superior performance related to this subject.

Component 2: Support to team and partner institutions during implementation


Current Rating: Satisfactory Cost (US$): 780,000

Status of Implementation: A number of activities have been implemented that have had impacts on the implementation of priority areas of the Prime Minister’s Cabinet (see details in ‘Priority and results’ (above) as well as ‘Results Framework’).

Component 3: Communication and transparency

Previous Rating: Moderately Unsatisfactory


Cost (US$): 326,000

Sub-component 3.1: Strategic communication with counterparts and involved stakeholders

Status of Implementation: Following public outcry both abroad as well as in Tunisia regarding a UK financed project to support the communication work of the government, the project has decided not to continue supporting communication related activities as this kind of support at this high level can too easily be perceived as being used for political objectives. The DU will continue communications work but largely internally and in a subtle manner. A new communications strategy will be developed in the coming months.

Sub-component 3.2: Strategic communication with beneficiaries

Status of Implementation: See above

Sub-component 3.3: Transparency and accountability platform

Status of Implementation: See above


(US$)

(x)


(y)

Total (US$)

Approved Amount for 0 1,730,000 1,730,000

Direct Project Activities (a):


0 0 0


0

943,554.800

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)Year Jan-June Jul-Nov Total by Year End

2019 400,000 342,977.01 742,997.01


132,358.91 5,763.09 138,122


G1. Original Results Framework & Results Monitoring as of January 2019

PDO: To endow the Office of the Prime Minister with an innovative and efficient delivery mechanism dedicated to the implementation of top priority, concrete and measurable initiatives that increase the efficiency of public services and enhance the competitiveness of Tunisia.

MENA Transition Fund Pillar 3 Indicators

Unit of Measure

Status as of last report in June/July 2018

Status as of January 2019 (cumulative value)

A*

Cumulative Target Values


Methodology

Data Collection Responsibility

DescriptionJuly-Dec 2018

Forecast for reporting period

2019

F*

Output 3.1.2: Government bodies and institutions including local governments supported

# of operations

11 11 14 20 Annual Progress Reports DU

DU and partner institutions in line ministries received support in the form of methodological and technological tools and advisory services aimed at increasing their capacity to delivery public services to constituents

MENA Transition Fund Cross Pillar 5 Indicators

Unit of Measure



A


Frequency Data Source/ Methodology

Data Collection Responsibility

DescriptionJuly-Dec 2018


2019

F

Output 5.1.1: Documents Produced and Endorsed #

91

Target (50) achieved

91 / /

Annual Progress Report DU

Output 5.1.2: Decrees Issued or Structures Established #

18


18 / / Annual Progress Report DU

Output 5.1.3: Staff Trained # 70

Target

70 / 80 Annual Progress Report DU Number of public sector staff receiving training in the DU and client agencies to improve capacity for enhanced service

(70) achieved delivery to constituents


Unit of Measure



A


Frequency

Data Source/

Methodology Data Collection

Responsibility

Description

July-Dec 2018


2019

F

Indicator one: Establishment of the Delivery Unit

Delivery Unit

1

Target (1) achieved / / / Annual

Project Implementation Reports, Decrees, Laws etc.

DU within the OPM

Line Ministries.

Indicator two: Number of new public actions implemented by relevant line Ministries and agencies with the support and coordination of the DU.

# of actions

38


48 45 60 AnnualProject Implementation Reports

OPM,

DU,

Line Ministries

- The circular of payment institutions - The decashing strategy- Mainly recommendations for the

improvement of the business environment Doing Business

- The government roadmap to the election period in 2019

- The circular on infrastructure in public institutions

- The startup act law- The decrees for the application of

the startup act law- The creation of interdepartmental

commissions - The finance law of 2019- The draft law for the reform of

social security funds

Indicator three: Establishment of an open communication platform

Communication platform

0

0 Target (1) not achieved

Request to omit indicator is no longer relevant. DU’s mandate is to keep a low-profile and

/ / AnnualProject Implementation Reports

DU

support stakeholder communication instead.

Intermediate Results Indicators

Component 1 - Establishment and Strengthening of the Delivery Unit

Intermediate Result indicator one: Organization structure, staffing and skill requirements

Organization structure, staff skills, procedures defined.

1

Target (1) achieved

/1

6 months Progress Report OPM, DU

Intermediate Result indicator two: Delivery Unit staff recruited

DU recruitment

4

5 Target 2018 not achieved, target 2019 on track

7 76 months Progress Report OPM, DU

Recruitment of a decashing expert to provide technical assistance in DU’s contribution to the development and implementation of the national decashing strategy.

Intermediate Result indicator three: Toolkit, operating manuals and procedure defined

Toolkits and operating manuals

1

Target (1) achieved

/ 1 6 months Progress Report DU

Intermediate Result indicator four: IT system in place

IT system

1

Target (1) achieved

/ 1

1

IT system in place

Progress Report DU

Intermediate Result indicator five: Tailored training materials are prepared

Course-pack & training modules in place

1

Target (1) achieved

/ 1 6 months Course-pack for training program

DU & feedback from training participants

Intermediate Result indicator six: Number of DU staff trained in workshops

#of staff trained 6 7 Target

achieved 7 7Annual Progress Report DU

The DU organized a workshop concerning decashing with the staff of the Tunisian Central Bank and Eurogroup experts

Intermediate Result indicator seven: Staff exchange with other recognized /established DU

#of staff in exchange 0

8 Target on track

8 staff in total equivalent to one exchange

10 staff in total equivalent to one more exchange

Annual Progress Report DUThe DU engaged in regular exchanges with institutions setting up their own delivery units.

NEW Intermediate Result indicator:

An independent sustainability report is carried out towards the end of the project period in order to evaluate the performance of the project, identify lessons learned for future support and eventually propose sustainability measures for the longevity of the DU

Sustainability Report

0New target on track

1

At the end of the project period

Sustainability Report

DU

Component 2 – Support to team and partner institutions during implementation

Intermediate Result indicator one: Just-in-time advisory services for DU to address specific obstacles encountered during implementation

# of operation

16


/ 10 Annual Progress Report DU

Intermediate Result indicator two: Punctual capacity building workshops for partner institutions and line Ministries

# of workshops 7 10 Target

achieved / 10Annual Progress Report DU

- Ministry of Finance: workshop on digital payments

- Central bank of Tunisia: workshop on decashing

- Ministry of Information and Communication Technologies: workshop on the digitalization of public services

Intermediate Result indicator three: Number of staff trained in workshops

# Staff at sector ministries

# external participants/experts sharing country experienc

62


/ / 60 Annual Progress Report DU & feedback from training participants

es

Intermediate Result indicator four: Just-in-time advisory services for partner institutions and line Ministries

# of operations 11

17 Target achieved and on track for 2019 target

14 20 Annual Progress Report DU

- Decashing (MF + BCT): Benchmarking and proposition of an action plan.

- Banking review (MF + BCT): Assessment report and recommended action plan.

- Payment institutions (BCT): Technical Expertise on a decree project

- Payment's infrastructure (BCT): participation in the commission on the standardization of the payment's infrastructure

- Telecom operator (TIC): digital evolution of the charging system (TOP UP).

- Doing Business (MDICI): Indicator analysis, recommendations and distribution of instructions by ministry.

Intermediate Result indicator five: Number of reforms and new policy actions implemented by relevant partner institutions and line Ministries.

# of actions 40 50 Target

achieved / 50 Annual Progress Report DU

The DU has contributed to:

- The circular of payment institutions - The decashing strategy- Mainly recommendations for the

improvement of the business environment Doing Business

- The government roadmap to the election period in 2019

- The circular on infrastructure in public institutions

- The startup act law- The decrees for the application of

the startup act law- The creation of interdepartmental

commissions - The finance law of 2019- The draft law for the reform of

social security funds

NEW Result indicator 6a: # of micro-credits issued for SMEs

/


1500 3000 Annual Report DU

NEW Result indicator 6b: # of micro credit projects issued for small-scale enterprises

/


10k 20k Annual Report DU

NEW Associated result indicator 6.1: # Jobs to be created

/


13k 26k Annual Report DU

NEW Associated result indicator 6.2: Amount in TND disbursed

/

59,65 million Target achieved and on track for 2019 target

40 million 80 million Annual Report DU

NEW Result indicator 7: # of public investment projects

unblocked /

10 Target achieved and on track for 2019


The public investment projects unblocked are as follows:

- the railway 13 (SNCFT)- tunis carthage airport- deep-water port Ennfidha- Port Rades quays 8 and 9- the RFR high-speed rail

network4 Renewable energy projects

NEW Intermediate Result indicator 8: # of private investment projects unblocked

/24 Target achieved and on track for 2019


sector: number of projects:

industry 15

renewable energies 2

mines (salt) 1

digital 1

agriculture 5

NEW Associated result indicator 8.1: # Jobs to be created

/10500 Target achieved and on track for 2019

10k 20k Annual Report DUThe largest one is the SAIC project (industry sector) with a total value of $500 million and 5000 new potential jobs.

NEW Associated result indicator 8.2: Amount of private investment unblocked in TND

/600 million Target achieved

300 million 600 million Annual Report DUThe largest one is the SAIC project (industry sector) with a total value of $500 million and 5000 new potential jobs.

Component 3 – Communication and transparency

Intermediate Result indicator one: Communication strategy and framework developed and adopted

Communication strategy

1

Target (1) achieved

/ / / Annual Progress Report DU

Intermediate Result indicator two: Communication material

# of communication products

25 40 Target achieved


- Report about the Government Roadmap and Priorities until 2019 Elections.

- Presentation of the main measures of the draft Finance law 2019.

- Report on the productivity of the administration.

- Report about the improvement of the business environment in Tunisia “Doing Business” (Indicator analysis, recommendations and distribution of instructions by ministry).

- Report on the government's social effort.

- Presentation related to the Presidency of Government’s intervention in the "Tunisian Investment Forum" event.

- Presentation of the prominent public projects to the assembly of people's representatives.

- Presentation of public projects that can be carried out within the framework of a public-private partnership and the promotion of private investment.

- 6 monthly reports on the country's economic and financial evolution.

- monitoring of phosphate and oil’s production during 2017 and 2018.

Intermediate Result indicator three: Consultation

# of events

3 4 6 Annual Progress Report DU - International Forum on Public Private Partnerships organized by

and knowledge sharing events

5 Target achieved and target 2019 on track

MDICI.- the state-owned company in

Tunisia: News, challenges and prospects organized by the presidency of government.

Intermediate Result indicator four: Transparency and accountability platform development

Web platform 0

0

Target not achieved

Request to omit indicator as no longer relevant. DU’s mandate is to keep a low-profile and support stakeholder communication instead.

/ / Annual Progress Report DU

Corresponds with Transition Fund Output 5.1.2 “Structures established”. Platform developed and publically accessible. Improved access to information to the beneficiaries of the various public actions granted.

Intermediate Result indicator five: Qualitative and quantitative surveys

Opinion polls 1

0

Request to omit and replace with an indicator that will measure the impact of the strategic communications mission (below)

/ / 2 Years Progress Report DU

Prior and post opinion poll exercise, to measure the perception of reform pace supported by the DU undertaken and impact of the communication actions assessed.

NEW intermediate result indicator:

An indicator capturing the impact of the service contract on communication work

0New target on track


Supporting the Design and Implementation of Economic and Social Reforms- Inclusive Growth

A. Basic Project InformationActivity Name: Supporting the design and implementation of economic and social reforms for inclusive growth in Tunisia through capacity building in statistics, monitoring and evaluationCountry Name: Tunisia Name of Implementation Support

Agency(ies): African Development Bank (AfDB); Organisation for Economic Co-operation and Development (OECD)

Name of ISA Project Leader:

OECD: Nicolas Pinaud / Guillaume Lecaros de CossioAfDB: Philippe Trape

Email of ISA Project Leader:

OECD: [email protected]; [email protected]

AfDB: [email protected] Entity: Ministry of Investment Development and International Cooperation (MIDIC)

Name and Email of Recipient EntityContact: Rached Ben Romdhane, Director of Cabinet, MIDIC; Email: rached.benromdhane@ tunisia . gov . tn


Additional Funds Leveraged and Source(s), if any (US$): 231,000(Government counterpart funding)

Total Amount Disbursed (Direct and Indirect in US$): AfDB: 0.00OECD: 1,767,693 USD





Primary Pillar: Enhancing Economic GovernanceSecondary Pillar(s): Investing in Sustainable Growth

Inclusive Development and Job CreationCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The objective of this project is to enhance efficiency and effectiveness in the implementation of the Government of Tunisia (GoT)’s 5-year Strategic Development Plan 2016-2020 (SDP) and future structural reforms and policies by strengthening its capacity in statistics, impact assessment, monitoring and evaluation. Notably, the project presents a perfect opportunity to support Tunisia’s efforts to achieve its economic transition and structural transformation. The project is expected to support the delivery of sustainable and inclusive growth by serving three key areas: (1) support to the design and implementation of macroeconomic and structural policies; (2) support to inclusive regional development through improved regional statistics and monitoring and evaluation; and (3) support to Tunisia’s open data agenda through the design and installation of a new statistical dissemination infrastructure.






Satisfactory



Brief Summary of Project Implementation StatusFollowing the project’s approval by the steering committee in May 2016, the two ISAs have been working with the Ministry of Development, Investment and International Cooperation (MIDCI) on the implementation of project activities.

OECD activities: The implementation of the OECD-executed activities continues to be on track. The activities have benefited from the continued high-level interest and engagement of the Tunisian authorities.

Activities under Component 1 included the publication of the 5th set of economic projections and a note on recent developments and policy options in the context of the OECD Economic Outlook all of this while maintaining a constant policy dialogue with Tunisian senior officials.

All the activities of the Sub-component 2.A: Support the GoT in developing a system of internationally comparable indicators at the sub-national level were implemented in accordance with the roadmap. The survey on the governance of regional statistics was submitted and analysed and the background paper drafted. The capacity building workshop was organised on 27th November 2017 in Tunis at the presence of about 100 key stakeholders, including the Minister of MDICI. The capacity building of an INS official for two weeks at the OECD in Paris was also completed on September 2018 and training activities were organised. The main findings and recommendations of the draft report were presented at the Working Party on Territorial Indicators on November 2018 for comments and discussion. The draft report on the will be completed by February 2019 and shared with the Tunisian authorities.

The ‘Go Live+’ version of the INS.Stat platform has been delivered in Dec as planned and rolled-out at INS with the first set of data modelled and prepared by the INS team. The fine-tuning of the platform, in terms of features, performance and new data will continue iteratively over the next months, as well as continued effort at INS to model and produce more data. The project extension to the Nov 2019-Nov 2021 will enable continued technical assistance to INS in order to capitalise on the work done and further enrich the scope and quality of data disseminated.

C. Implementation Status of Components Component 1: Support for the implementation of macro-economic and structural policies and reforms: This component is aimed at the definition of clear and well-defined outcome and policy indicators as well as the development of adequate capacities for the planning, design, implementation, and monitoring and evaluation of reforms.Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 1,883,985Sub-component 1.A: Benchmarking Tunisia’s economic performance and policies (OECD)

Benchmarking Tunisia’s economic performance and policies against OECD countries and key emerging economies will serve to better design policies and structural reforms, and to monitor progress in policy implementation and outcomes. An in-depth policy analysis based on well-tested OECD methodologies will allow Tunisia to learn from the experience of other countries, to build expertise at the government level and to enrich the policy dialogue with key stakeholders.

Status of Implementation: Activities under this Sub-component are proceeding according to plan.

Over the last 6 months of 2018, the desk produced the 5th set of economic projections and a note on recent developments and policy options in the context of the OECD Economic Outlook 104.

It produced a note for the next Going for Growth based on an in-depth analysis of structural policies and their outcomes, relying on a set of internationally comparable and regularly updated policy indicators (including the newly computed Product Market Regulation indicators for Tunisia) with a well-established link to performance. Policy priorities and recommendations have been derived. The report will be published in June 2019.

The desk was invited to participate in a conference on “Economic Policies, Trade Integration and Sustainable Job Creation – A View from Mediterranean Countries” jointly organised by Banco de Espana, Banque centrale de Tunisie and IEMed in Tunis to give a presentation in the session on Boosting economic spillovers through domestic value chains. The desk was also invited to give a presentation at the University of Tunis El Manar on the OECD Economic Survey of Tunisia, with a focus on investment (one special chapter of the Survey), and on a paper on Tunisia’s participation in global value chains co-authored with ITCEQ.

The desk organised a seminar with Tunisian officials in Paris to present the OECD methodology to calculate the Product Market Regulation indicators and to evaluate the impact of reforms on growth and employment. The French experience on this exercise was also shared with the participants.

In the first half of 2019, the desk will produce the 6th set of economic projections and a note on recent developments and policy options in the context of the OECD Economic Outlook 105.

Sub-component 1.B: Enhancing MIDIC forecasting, planning and monitoring capacities (GoT/AfDB)This sub-component aims at strengthening the capacity of the MDICI in planning, designing and implementing reforms under the 2016-2020 SDP and beyond. Specifically the component will seek to: (i) Enhance GoT’s forecasting and implementation capacity of macroeconomic policies, (ii) Improve Quantitative Impact assessment of structural reforms, and (iii) Develop dashboards that would ensure more effective monitoring of Tunisia’s economic performance.

Status of Implementation: Little progress has been achieved hitherto on this sub-objective. Future progress will depend upon the recruitment of the international consultant to provide support to ITCEQ as the executing agency. However the consultation process has been completed on GoT’s side and transmitted to AfDB for a no-objection in December 2018. It is expected that the no-objection will be given before the end of January 2019.

Component 2: Support to inclusive regional development through improved regional statistics and M&E capacityThis component includes two complementary and mutually-reinforcing components aimed at

strengthening the capacity of GoT to design and implement regional development policies through improved statistics and monitoring and evaluation systems.Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 1,118,160Sub-component 2.A: Support the GoT in developing a system of internationally comparable indicators at the sub-national level (OECD). This sub-component is aimed at improving the implementation, monitoring and evaluation of regional development and social policies in Tunisia through a strengthened governance of regional statistics. The work will offer a diagnosis of the legal and regulatory frameworks, data gaps in the context of a reformed multi-level governance system, as well as capacity needs at the national and the sub-national level to carry out new functions in the production and use of regional statistics.Status of Implementation:

After undertaking the first mission and Steering Committee meeting (March 2017), developing and submitting the Survey on the Governance or Regional Statistics to the relevant stakeholders in the first half of 2017 and organising the capacity building workshop "Améliorer les statistiques régionales pour soutenir le développement régional inclusif" on 27 November 2017 in Tunis, the OECD team completed the following activities from June to December 2018:

• Capacity-building to strengthen the capacities of INS. The OECD hosted one official from INS in Paris for two weeks (2- 14 September 2018) to work with the team on the territorial analysis of Tunisia. The OECD regional databases were presented to the INS official: the Metropolitan Database; the Regional Well-being web tool; Regions in OECD member countries; Regions at a Glance. The INS official also contributed to clarify and provide information to complement the draft report on the governance of regional statistics in Tunisia.

• Complete the classification of Tunisian territories based on the adaptation of the OECD methodology based on the data collected through the survey and complementary data transmitted by INS and other governmental bodies. Regions in OECD member countries are classified into two territorial levels (TL) to facilitate international comparisons. The higher level (territorial level 2, TL2) consists of macro-regions, and the lower level (territorial level 3, TL3), micro-regions. In addition, the small regions (territorial level 3) of the OECD are classified according to their typology and remoteness: essentially urban, intermediate, mainly rural near a city and essentially rural remote. One of the main findings of this work is that 41% of the Tunisian population lives in predominantly urban regions that account for almost 12% of Tunisia's surface, which are close to those of the average of the OECD countries, 40% and 10% respectively.

• Inclusion of Tunisia in the OECD flagship publication “Regions and Cities at a Glance 2018”. The report looks at how regions and cities across the OECD and some partner countries are progressing towards stronger economies, higher quality of life for their citizens and more inclusive societies. This edition presents regional and metropolitan updates for more than 40 indicators to assess disparities within countries and their evolution since the turn of the new millennium. Tunisian regions are covered in several sections of the publication, including the demographic and well-being sections and the business demography one.

• Discussion of the main findings and recommendations of the project – including an updated analysis on regional development in Tunisia – was held, on 6 November 2018, at the Working Party on Territorial Indicators of the OECD Regional Development Policy Committee.Sub-component 2.B: Enhance effectiveness of Tunisia’s regional development policies through strengthened M&E capacity and improved indicators (GoT/AfDB). The main objective of this sub-component is to enhance the efficiency and effectiveness of

regional development policies by (i) reviewing historical regional development policies to identify gaps and weaknesses, (ii) building indicators that measure the attractiveness of regions with the goal to identify areas for interventions and priorities, and (iii) strengthening the GoT’s capacity in monitoring and evaluating the impact of regional development policies.Status of Implementation: No progress achieved on this sub-objective. Discussions are under way with Institut national de la statistique (INS).

Component 3: Support Tunisia’s open data agenda through a new statistical dissemination infrastructure (OECD) This component will support the development of a sustainable and robust statistical dissemination infrastructure to provide relevant and timely data to monitor progress of Tunisia’s economic situation and policies through relevant indicators, and data enriched policy dialogue with civil society and key partners.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 541,872Status of Implementation: The two-step delivery of the platform has been executed as planned: the ‘Go Live’ version with all major features will delivered for intense testing to INS in mid-July 2018, the ‘Go Live+’ with additional enhancements delivered in Nov 2018 and deployed in the INS production environment by end of 2018, with the first set of data modelled and prepared by the INS team.

Regular capacity building activities have taken place, as well as close engagement in the context of SIS-CC of which INS is now an official Member: weekly meetings for agreeing on functional and technical design, attendance of the SIS-CC ATF (Architecture Task Force) workshop in Tunis in early October (during which the technical roadmap for the platform in 2019 was agreed), attendance of the SDMX expert group meetings in October in Paris as part of the SDMX capacity building process.

The actions to be taken and the expected timeline for implementation under this component are as follows:1. Following the delivery of ‘Go Live+’ version of INS.Stat, some features have been delayed to Q1 2019 (mainly due to dependency on Eurostat SDMX project – close follow up with our Eurostat colleagues is ongoing); the roll-out of externally accessible platform is dependent on resolution of infrastructure issues by ATI (Tunisian IT agency), to be followed by an IT security audit (expert company selected by OECD and ready to execute the audit as soon as the ATI infrastructure is up and running).2. Platform to go public with INS data (parallel run with current applications and progressive data migration): from as soon as ATI infrastructure is ready to mid-2019. At some point in 2019 (exact date yet to be decided by INS, also depending on how much data have been suitably modelled and prepared by the INS team) the existing dissemination platform will be switched off and replaced with the INS.Stat platform.3. Support and evolution of the INS.Stat platform under standard SIS-CC agreement: from Dec 2018 to Nov 2019, and then from Dec 2019 to Nov 2021 thanks to recently agreed project extension.

Some of the potential risks identified at the outset of the project have actualized, including: availability of key resources (notably: move of the project manager on INS side to the AfDB); availability of suitable infrastructure at ATI (Tunisian Government IT agency) for public-facing platform; availability of suitably prepared data for loading into the platform; and dependencies of the project on delayed deliverables by the Eurostat SDMX project. These risks have led to a rearrangement of the project milestones – still in line with the main project objectives.Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 541,872Component 4: Component 4: Project Management and audit: This component will support the project management and audit activities for the project, including the recruitment of a project manager and an auditor for the GoT-executed activities.Status of Implementation: Actual implementation of this component can only start once the service provider is recruited. The EOI and TORs have been prepared and the project manager

is expected to be onboard by October 2018. Previous Rating: Not Applicable

Current Rating: Not Applicable Cost (US$): 365,000

D. Disbursements of Transition Fund Funds for Direct Project Activities Country-

Execution (US$)

(x)


(US$)(y)

Total (US$)


AfDB: 1,830,000 OECD: 1,848,017 USD

AfDB: 1,830,000OECD: 1,848,017

USDAmount Received from Trustee (b):

AfDB: 1,830,000 OECD: 1,397,630 USD

AfDB: 1,830,000OECD: 1,397,630

USDActual Amount Disbursed (c):

AfDB: 0,00 OECD: 1,643,440 USD

OECD: 1,643,440 USD


Year Jan-June Jul-Dec Total by Year End2019 AfDB: 630,000

OECD: 154,228 USDAfDB: 1,000,000OECD: 50,349 USD

AfDB: 1,630,000OECD: 204,577 USD


AfDB: 0OECD: 124,253 USD

AfDB: 100,000OECD: 0

AfDB: 100,000OECD: 124,253 USD


Project Development Objective (PDO): Enhance efficiency and effectiveness in the implementation of Tunisia’s 5-year Strategic Development Plan and structural reforms by strengthening the Government’s statistical, monitoring and evaluation capacity in project and reform managementPDO Level Results Indicators Unit Baseline Cumulative Target Values Frequency Data Source/

MethodologyResponsibility

for Data Collection

Description (Indicator Definition, etc)

2017 A 2018 A 2019 FPDO indicator 1: Enhanced economic growth measured

Quantitative 0.8% (INS) 2.3%n (target: 2%)

3% 4% Annual National Institute of Statistics and DGP (MDICI)

Project Implementation Team (PIT); MDICI

Annual GDP growth rate for 2016, 2017 and 2018

PDO indicator 2: Reduced regional disparities

Quantitative 30 percentage points

- - 20 percentage points

Once National Institute of Statistics (INS)

Project Implementation Team (PIT)

Difference between highest and lowest regional unemployment rates

PDO indicator 3: Improved enabling environment and government capacity to implement the SDP 2016-2020 (MENA TF pillar indicator 5.1)

Qualitative Capacity gaps

- - Improved capacity

Annual Project reports capturing progress and results


Qualitative assessment of improved government capacity to implement the SDP effectively

PDO indicator 5: Documents produced (MENA TF pillar indicator 5.1.1)

Quantitative 0 1 7 10 Annual for OECD, once for GoT

Project reports capturing progress and results; documents produced


Studies, assessments, reports, action plans, roadmaps, models of good practices or frameworks designed and (if applicable) endorsed by the GoT

PDO indicator 6: Government bodies and institutions including local governments supported (MENA TF pillar indicator 3.1.2)

Quantitative 0 8 8 9 Annual Project reports capturing progress and results


Government bodies and institutions receiving support (target: DGP, DGDR, ITCEQ, ODS, ODNO, ODCO, CGDR, CNS, INS)


Component 1: Support for the implementation of macro-economic and structural policies under the Strategic Development Plan and the design of future reforms and policies

Indicator 1.1: Availability of economic projections for Tunisia based on OECD methodology

Quantitative

Economic projections not benchmarked

2 3 5 Semi-annually OECD Economic Outlook

PIT Development of economic projections in line with OECD standards allowing for benchmarking under the bi-annual OECD Economic Outlook.

Indicator 1.2: Availability of structural indicators and policy recommendations

Quantitative

Tunisia not participating

1 1 (interim) 3 (interim and main report)

Annual (bi-annual main report and interim reports)

OECD Going for Growth publication

PIT Inclusion of Tunisia in the OECD Going for Growth publication, including capacity building to maintain indicators in the

futureIndicator 1.3: Availability of in-depth policy analysis (Economic Report), including policy recommendations

Quantitative

No report - 1 1 Once Tunisia Economic Report

PIT Economic Report covering macroeconomic and structural aspects and policy recommendations, followed by a workshop on structural reforms

Indicator 1.4: Capacity building through seminars in Tunisia / participation of government officials in OECD Committees

Quantitative

None 1 2 3 Annually Project progress reports; minutes of meetings and seminars

PIT Number of seminars organised in Tunisia / Number of missions of Tunisian officials to OECD HQ

Indicator 1.5: Number of Tunisian officials seconded to the OECD to foster knowledge transfer

Quantitative

None 2 2 2 Annually Project progress reports

PIT Number of secondees to the OECD

Indicator 1.6: Number of structural reforms and policies for which ex-ante quantitative impact assessment is performed

Qualitative 0 - 4 4 Annually Project progress reports

PIT Assessment for 2018 to be carried out

Indicator 1.7: Models developed for enhanced forecasting, planning and monitoring by MDICI

Qualitative 0 - 3 3 Annually Project progress reports

PIT Development and operationalisation of DGSE, dynamic factor and CGE models; related training activities

Indicator 1.8: Number of Training sessions organized

Quantitative

0 - 4 7 Once Project progress reports

PIT Training related to maintenance and use of DGSE, dynamic factor and CGE models;

Component 2: Support to inclusive regional development policies through improved regional statistical capacity

Indicator 2.1: Capacity building through workshop on the production of regional indicators

Quantitative

None 1 1 1 Once Project progress report; workshop report

PIT Workshop focusing on the production of regional indicators and their sustainability over time

Indicator 2.2: Diagnostic of the governance of statistics for regional development developed

Quantitative

None 1 1 Once Diagnostic report, minutes of Working Party Meeting

PIT/OECD Diagnostic report , including targeted recommendations, to be peer reviewed by the OECD Working Party on Territorial Indicators and discussed at MENA OECD Governance Programme

Indicator 2.3: Tunisia’s benchmarking through participation in the OECD Regions at a Glance

Quantitative

None - 1 1 Annually OECD Regions at a Glance

OECD Benchmarking of regional contributions to national prosperity and well-being

publication completed through Regions at a Glance publication

Indicator 2.4: Diagnostic assessment of historical regional development policies finalised

Quantitative

None - 1 1 Once Diagnostic assessment

PIT Diagnostic assessment of regional development policies including best practices and weaknesses; dissemination seminar

Indicator 2.5: Monitoring and evaluation system of regional development policies is active

Quantitative

None - 1 1 Once Project progress reports

PIT M&E tool involving civil society will also monitor public projects implemented in the regions under SDP

Indicator 2.7: National indicators measuring regional attractiveness are available

Quantitative

None - 1 1 Annually Project progress reports

PIT Indicator set developed and published

Indicator 2.8: Number of staff of MDICI and sectoral ministries participating in capacity building on M&E of regional policies

Quantitative

None 100 110 120 Once Project progress reports; training reports

PIT Capacity building including trainings and / or study visits

Component 3: Support to Tunisia’s open data agenda through a new statistical dissemination infrastructure

Indicator 3.1: Statistical dissemination infrastructure installed and operational

Qualitative None - 1 1 Once Project progress report, .Stat infrastructure

PIT INS.Stat system developed and operational

Youth In Public Life: Open & Inclusive Youth Engagement – Tunisia Activities

A. Basic Project InformationActivity Name: Youth in Public Life: Towards open and inclusive youth engagement – Tunisia Country Name: Tunisia Name of Implementation Support

Agency(ies): OECDName of ISA Project Leader: Nicolas Pinaud; Miriam Allam

Email of ISA Project Leader: [email protected] ; [email protected]

Recipient Entity: Presidency of the Government

Name and Email of Recipient Entity Contact: Secretary General of the Government : [email protected] / Riadh Mouakhar since November 2018, [email protected]



Total Amount Disbursed (Direct and Indirect in US$): 674, 351 USD



Project Closing Date:6

8/31/2019


Primary Pillar: Enhancing Economic GovernanceEnhancing Economic GovernanceEnhancing Economic Governance

Secondary Pillar(s): Investing in Sustainable GrowthInvesting in Sustainable GrowthInvesting in Sustainable GrowthInclusive Development and Job CreationInclusive Development and Job CreationInclusive Development and Job CreationCompetitiveness and IntegrationCompetitiveness and IntegrationCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The project will support Tunisia’s reform process towards the active and inclusive engagement of young men and women in public life by:

I. Promoting an inclusive approach to the formulation and implementation of the Integrated National Youth Strategy 2030 and youth policy more generally. To

6 An extension of the project was approved during the last MENA TF SC committee held on 10 December 2018. These changes are not reflected in the current progress but will be included in the following ones





guarantee its success, the project will support Tunisia in defining the mandate of all key stakeholders involved, strengthen monitoring and evaluation as well as mechanisms for horizontal and vertical coordination to increase coherence of government interventions in favour of youth.

II. Reinforcing the legal and institutional framework to foster youth engagement in public life. With regard to the existing governance framework, OECD support will focus on supporting legal and institutional reform to increase youth participation in decision-making (e.g. via a National Youth Council) and institutionalize the interplay between local authorities and youth.

III. Promoting new forms of youth engagement to mainstream youth considerations in public policies and governance. OECD assistance will explore new forms for a more inclusive youth-government dialogue (e.g. via digital technologies) and innovative partnerships in the formulation and delivery of public policies and services (e.g. engagement in governance processes such as public budgeting or strengthening integrity frameworks).

The project with Tunisia is part of a regional project, which will also benefit stakeholders inform Morocco and Jordan.Rating for progress towards achievement of objective:

SatisfactorySatisfactorySatisfactory


SatisfactorySatisfactorySatisfactory


Progress and outcomesThanks to strong ownership and continued commitment, progress has been achieved in all components of the project, despite the government reshuffle in November 2018, with the appointment of a new Secretary General of the Government and 10 new ministers including the Minister of Youth Affairs and Sports and the Minister of Public Administration. Indeed, component 1 is almost completed; a steering committee gathering representatives of the Presidency of the Government, the Ministry of Youth, line ministries as well as the Parliamentary Commission in charge of youth affairs and civil society organisations was established and advisory sessions have been held on 6 August and 1 October 2018 to discuss in detail the concrete projects of the Sectorial Vision for youth 2018-2020 of the Ministry of Youth and identify the role of each line ministry in its implementation. Component 2 is now completed with the second regional conference “Local Engagement: YOUTHink about it!” organised on 27-28 November 2018 in Tunis, under the High Patronage of the Head of Government and in cooperation with the Presidency of the Government and the Ministry of Youth Affairs and Sport.

Responses to the MENA Youth Governance Survey, which was sent to Ministries of Youth and Line Ministries in Jordan, Morocco and Tunisia to explore the role of governments to engage and empower young people in public life, were collected. The data received from the Tunisian Ministry of Youth as well as more than 15 line ministries will complement the data collected through peer-review missions held at the central and local level in March and July 2017 and feed into the OECD Tunisia Youth Governance Review, which will be launched in Summer 2019. This review will complement information presented in the draft regional report (2018) “Youth engagement and empowerment in Jordan, Morocco and Tunisia”. Preliminary analysis allowed drawing up “Seven key findings from the Youth Governance Survey” which were

https://www.slideshare.net/OECD-GOV/seven-key-findings-from-the-youth-governance-survey

http://www.oecd.org/mena/governance/youth-engagement-and-empowerment-report.pdf

discussed at the second regional youth conference on 27-28 November 2018 in Tunisia. Existing and potential challenges

Frequent changes in the Government and the latest Government reshuffle in early November 2018 have slowed down work at the central level, with a new Secretary General, and 10 new ministers including the Minister of Youth Affairs and Sports and the Minister of Public Administration. However, the strong commitment of the Secretary of State for Youth and the team leading the project within the Presidency of the Government and the Ministry of Youth affairs and Sports has been key in advancing in the implementation of the 2018 work plan.

Donor coordination

The project team continued to create synergies with existing initiatives and various stakeholders. The Regional Conference held in Tunis in November 2018 provided an opportunity for Ms. Irene Hors, OECD Deputy Director of the Public Governance Directorate to meet the Canadian and Dutch Ambassadors to Tunisia to discuss possible synergies. Key international organizations such as UNDP, UNICEF, UNESCO, EU, World Bank, GIZ, USAID, AECID, Norwegian Refugee Council, Democracy Reporting and Search for Common Grounds, also participated in the events and bilateral discussions were held on the sidelines of the Conference.

In addition, the OECD was invited to present the project and its outcomes during several high-level events. Most notably, the project was selected for the Paris Peace Forum (high-level panel on the role of youth in building peace and stability, 13 November, Paris) and participated with presentations in the MENA Evidence Symposium on Adolescents and Youth (25 September, Beirut), a programming workshop organised by the Norwegian Refugee Council (11 October, Amman) and in the UNESCO Partner Forum on Youth Empowerment for Peace (11 September, Paris).

Coordination with OECD Committees and member countries

The project benefits from alignment with the OECD bodies, most notably the Public Governance Committee (PGC). Progress on the achievements of this project is reported twice a year to the PGC.

Participation in the MENA-OECD regional dialogue

Under the High Patronage of the Head of Government and in cooperation with the Presidency of the Government and the Ministry of Youth Affairs and Sport, the OECD organised the regional conference “Local engagement: YOUTHink about it!” on 27 and 28 November 2018 in Tunis. The Conference brought together around 160 public officials from Ministries of Youth and line ministries, members of parliaments, elected local officials and both organised and non-organised youth. Participants represented 7 MENA countries (i.e. Jordan, Lebanon, Morocco, Palestinian Authority, Qatar, Tunisia, UAE) and 4 OECD countries (i.e. France Norway, Portugal, UK), alongside officials from UNDP, UNICEF, UNESCO, EU, World Bank, GIZ, USAID, AECID, Norwegian Refugee Council, Democracy Reporting and Search for Common Grounds participated. Canada, the Netherlands and Hungary attended the conference at Ambassador level, along with the Honorary Consul of Mexico in Tunisia (see Component 2.2 for additional information).

Furthermore, the OECD presented the project and its achievements in the high-level MENA-OECD dialogue on “Women’s leadership and political participation”, held on 10-11 July 2018 in Rabat. The conference was organised in the framework of the MENA Transition Fund project “Towards inclusive and open governments: Promoting women’s participation in parliaments and policy-making”.

On 10 December 2018, the Steering Committee of the MENA Transition Fund approved the application for top-up activities in the framework of this project (166K USD, implementation period: 30 November 2020). In line with OECD findings, the top-up activities will support Tunisia in addressing two major challenges for better policies and services for young people: 1) a capacity building programme for public officials in the Ministry of Youth, line ministries and departments with a significant youth portfolio, and local authorities (e.g. on how to engage young people; improving monitoring and evaluation and inter-ministerial coordination); and 2) the regional Young Policy Shapers Programme which will equip young people with the necessary skills to partner with public officials in implementing youth policy and programming.

Actions to be Taken Responsible Party Expected Date of Delivery

Receive remaining answers from line ministries to the Youth Governance Survey (Sub-component 1.1)

The OECD / line ministries

February 2019

Presentation of the OECD Youth Governance Review of Tunisia (Sub-component 1.1)

The OECD in collaboration with the Project Working Group

July 2019

Capacity building activity on innovative tools, mechanisms and channels for youth engagement (Sub-component 3.1)

The OECD in collaboration with the Project Working Group

August 2019 (tbc)

C. Implementation Status of Components Component 1: Supporting the inclusive formulation and implementation of the National Integrated Youth Strategy 2030

The project will support Tunisia in strengthening public governance systems to support the inclusive formulation and implementation of the Integrated National Youth Strategy 2030 across the different levels of government.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 649,182Sub-component 1.1: Strategic mapping of Tunisia’s public governance framework to prepare and implement the Integrated National Youth Strategy 2030

Status of Implementation: Ongoing

Following the first peer-review mission at the central level that took place in Tunis in March 2017, the second peer-review mission took place from 4 to 7 July 2017 and focused on the local level, to further develop the strategic mapping of the framework at the subnational level, and feed into the elaboration of the OECD Tunisia Youth Governance Review (to be presented in the Summer 2019).

The Review will build on good practice examples and lessons learned from the 36 OECD

https://www.oecd.org/mena/governance/youth-engagement-and-empowerment-report.pdf

member countries as presented in the OECD Youth Stocktaking report, the first of its kind to take stock of what it takes for governments and public administrations to deliver policies and services that are responsive to youth needs and create spaces for meaningful youth participation.

In parallel, to further consolidate the findings from the Discussion Papers for Jordan, Morocco and Tunisia and allow for a comparative analysis of the governance challenges and opportunities to engage and empower youth, the OECD updated the regional report “Youth Engagement and Empowerment in Jordan, Morocco and Tunisia”. It provides a comparative analysis across eight priority themes:

1. Towards National Integrated Youth Strategies 2. Strengthening the formal body responsible for coordinating youth policy and inter-

ministerial coordination 3. Tools for integrating a youth perspective in policy formulation and service design 4. Youth engagement in public and political life 5. Addressing the double challenge faced by young women 6. Reinforcing coordination across central and subnational levels and leveraging

decentralisation reforms 7. Restructuring and building capacities across local youth centres 8. Open government tools and mechanisms to support youth engagement

The draft regional report was presented at the annual Steering Group meeting of the MENA-OECD Initiative, held on 19 March 2018 in Paris. The regional report was finalised and updated in November 2018. It was presented at the Youth Regional conference, which was held in Tunis on 27-28 November 2018, and served as a basis for discussions It is now being translated in French to ensure wider dissemination.

In parallel, responses to the MENA Youth Governance Survey have been collected during the reporting period, with more than 15 line ministries and public institutions from Tunisia participating. Based on the data collected, preliminary analysis allowed drawing up the “Seven key findings from the Youth Governance Survey ” , which was presented during the Regional Conference in Tunis on 27-28 November 2018. The report finds :

1. National Youth Law Strategies are becoming increasingly frequent but suffer from weak funding

2. High turn-over and lack of institutional mechanisms present key challenges for inter-ministerial coordination on youth affairs

3. Serving young people outside the capital city requires additional capacities and coordination

4. More and better tools are needed for policy makers to “think youth”5. Lack of interest vs. Lack of institutional opportunities – Perceptions about the main

challenge for youth to participate in public life vary6. Young men and women: A yet untapped partner of governments in shaping public

policies and services7. Legal barriers may discourage young people from becoming engaged.

This analysis will feed into the Tunisia Youth Governance review to be presented in Summer 2019.

Sub-component 1.2: Capacity building for an integrated approach to the delivery of youth policy



http://www.oecd.org/gov/youth-stocktaking-report.htm


Building on the conclusions drawn from the activities held in the first phase of the project, including the high level seminar on youth strategy and advisory sessions held with the Ministry of Youth and the National Youth Observatory about comprehensive and holistic approach to the preparation and implementation of the various youth policies as part of the National Youth Strategy, a steering committee gathering representatives from the Presidency of the Government, the Ministry of Youth, and line ministries with a direct or indirect stake on youth, along with representatives of civil society involved with the youth was created. Also building on the discussions held in February 2018, two advisory sessions were held on 6 August and 1 October 2018, with representatives of the ministry of youth and other ministries having a direct or indirect stake on youth as well as representatives of civil society. These sessions provided a space to discuss in detail the concrete projects of the National Integrated Vision of the Ministry of Youth and to identify the role of each ministry and stakeholder in the implementation of the Vision. To this end, several Memoranda of Agreement have been adopted with the relevant line ministries to coordinate the implementation of concrete projects within the Vision of the Ministry of Youth.

These meetings also provided the opportunity to discuss the topics of the upcoming Regional conference, as well as to present and discuss the MENA OECD Youth Governance surveys.

Sub-component 1.3: Regional conference for MENA countries on the formulation and implementation of national youth strategies [Regional component]


In cooperation with the Ministry of Youth and Sports in Morocco, the OECD organised the first regional conference on the theme “Bringing youth closer to public life” in Rabat, on 3-4 October 2017. The conference was opened by the Minister of Youth and Sports in Morocco, Mr. Rachid Talbi Alami, OECD Deputy Secretary General, Ms. Mari Kiviniemi, and the Tunisian Secretary of State in charge of Youth, Mr. Abdelkoddous Saadaoui. The Ambassador of Canada to Morocco, Ms. Natalie Dubé, represented G7 countries in the opening session. The conference brought together more than 120 representatives from youth associations, public officials from ministries of youth and line ministries and local elected officials from 6 OECD (i.e. Germany, Finland, France, United Kingdom, Slovenia and Portugal) and 6 MENA economies (i.e. Jordan, Morocco, Tunisia, Palestinian Authority, Lebanon, Kuwait). From among international partners, various UN agencies (i.e. UNESCO, USAID, UNICEF, UNDP, UNFPA), the EU and the European Youth Forum participated. Spain, Germany, Sweden, Norway, Turkey, and Mexico attended the conference at Ambassador level. From Jordan, the youngest elected mayor, the youngest female member of a Governorate Council and representatives from youth-led civil society organisations participated (e.g. New Think, Al Hayat Center for Civil Society Development, I Dare, and Partners Jordan). The “Rabat conclusions” were adopted by the participants to define the way forward in the implementation of project activities in 2018 (for additional information, please see December 2017 report).

Component 2: Scaling up the institutional and legal framework for youth engagement in public life

The project will support Tunisia in scaling up mechanisms for young people's civic engagement and political participation at the central and sub-national level. The support will build on the existing structures and exchange good international practices through a series of capacity building with policy practitioners and experts from MENA and OECD countries.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 180.298Sub-component 2.1: Capacity building to strengthen the legal and institutional framework for youth engagement in public life at the central and sub-national level


Building on the high-level seminar on “Listening to youth and taking their voice into account: Youth consultation and representation in Tunisia”, held in May 2017, and on the discussions around the Discussion Paper, a second capacity building activity focused on fostering youth engagement at the local level.

This workshop took place on 8-10 May 2018 in Tunis, and was organised In the framework of the 6th edition of the Mediterranean University on youth and citizenship, in coordination with the North-South Centre of the Council of Europe and the Tunisian observatory of Youth.

The workshop gathered 20 young participants from Tunisia, Morocco, Jordan, Portugal, Spain and Slovenia, and a peer from UK, to discuss mechanisms and tools to foster youth participation at the local level. Representatives from the national and local councils of Slovenia, Spain and Portugal shared their experiences, and highlighted success stories as well as challenges. Participants were sensitised to the key principles of Open Government and the tools that can strengthen their participation such as participatory decision-making, representation, transparency, responsibility, accountability. They could apply these concepts through practical exercises and group simulations (e.g. setting up of an annual planning of a municipal youth council, mock elections).

The project team further attended the seminar “Enhancing the Quadrilogue approach in the Euro-Mediterranean Youth cooperation” on 11 May, which was followed by a quadrilogue meeting with the North South Centre of the Council of Europe, international partners, and representatives of Civil Society, to discuss multilateral cooperation and coordination. This meeting resulted in a joint call for stronger cooperation on youth work in the Mediterranean region

Sub-component 2.2: Regional conference for MENA countries on the institutional and legal framework for inclusive youth engagement in public life [Regional component]


Under the High Patronage of the Head of Government and in cooperation with the Presidency of the Government and the Ministry of Youth Affairs and Sport, the OECD organised the regional conference “Local engagement: YOUTHink about it!” on 27-28 November 2018 in Tunisia.

The high-level conference was opened by the Tunisian Minister of Youth and Sport, Ms. Sonia Ben Cheikh, the Tunisian Secretary of State for Youth, Mr. Abdelkaddous Saadaoui, the Advisor to the Tunisian Head of Government in charge of Youth, Mr. Chokri Terzi and the Secretary General of the Ministry of Youth in Jordan, Mr. Thabet Al-Nabulsi. The Ambassador of Canada to Tunisia, Ms. Carole McQueen, delivered opening remarks on behalf of G7 countries; the Deputy Director of the Public Governance Directorate, Ms. Irene Hors, spoke on behalf of the OECD.

The Conference brought together around 160 public officials from MoYs and line ministries, members of parliaments, elected local officials and both organised and non-organised youth.

Participants represented 7 MENA countries (i.e. Jordan, Lebanon, Morocco, Palestinian Authority, Qatar, Tunisia, UAE) and 4 OECD member countries (France, Norway, Portugal, UK), alongside officials from UNDP, UNICEF, UNESCO, EU, World Bank, GIZ, USAID, AECID, Norwegian Refugee Council, Democracy Reporting and Search for Common Grounds participated. Canada, the Netherlands and Hungary attended the conference at Ambassador level, along with the Honorary Consul of Mexico in Tunisia.

One year after the first regional conference in Rabat, the event took stock of the efforts undertaken by MENA countries to implement national youth policies and engage young people in public life, with a focus at the local level. Innovative formats, such as the “Meet the Minister/Parliamentarian” session, allowed young people to exchange one-to-one with the Secretary of State for Youth in Tunisia, a member of the commission for youth affairs in the Tunisian parliament and a newly elected young mayor, on how to improve youth participation and representation in policy-making.. Through the Youth TEDx Talk, young pioneers from, Jordan, Lebanon, Morocco and Tunisia presented their youth empowerment initiatives to the audience.

The breakout sessions were an occasion to outline the 5 pillars of governance of youth affairs presented in the the OECD Youth Stocktaking report, and to present the key findings of the MENA-OECD Youth Governance survey (launched across seven MENA countries). The paper “Seven key findings from the Youth Governance Survey”. builds on OECD’s analytical framework to assess the performance of governments in delivering youth-responsive policies and services and engage young people in public life. Participants underlined the importance of instruments and mechanisms that allow for meaningful youth participation across all levels of government.

With members of the Tunisian parliament, the Norwegian Refugee Council and UNDP, a reflection group discussed governance responses for a better inclusion of young migrants and refugees. Participants encouraged the OECD to carry out a stocktaking exercise with important host countries in the MENA region.

The outcomes of the Conference were presented in the “Tunis Conclusions” which sets out the strategic orientations for the project activities for the upcoming months.

Component 3: Promoting new forms of youth engagement to mainstream their considerations in public policies and governance

Low levels of traditional or conventional forms of participation (e.g. membership in political parties, voting) in Tunisia point to an increasing disappointment among youth with existing mechanisms to drive change. For public officials, the variety and new behaviour patterns present both a challenge and an opportunity to reach out and foster inclusion. A set of new skills, tools and mechanisms will be required to interact with youth in both online and offline networks and communicate in a clear manner how their ideas have been taken into account.

Through an exchange between public officials and youth representatives, this component will foster a joint understanding among on how to develop innovative forms of engagement. This component is complementary to the efforts aiming at strengthening conventional forms of engagement.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 379,250Sub-component 3.1: Capacity building to disseminate innovative tools, mechanisms and channels for youth engagement.


Status of Implementation: On-going

In order to support the government to fulfil its OGP commitment, the OECD organised a reflection seminar on the “Development of an online platform for youth in Tunisia” on 16 February 2017 in Tunis, in collaboration with the Ministry of Youth Affairs and Sports, and the Presidency of the Government. Building on this first capacity building activity on "new mechanisms to promote interaction with the youth and enable them to pursue dialogue about public policies”, on the discussions around the Discussion Paper, a second activity will be held in 2019. The date and exact topic will be agreed upon with the Project Working Group in due course.

Sub-component 3.2: Good practice guide to engage youth through innovative forms of participation in policy-making and public governance

Status of Implementation: On-going

In collaboration with OECD peers from Belgium, Québec, France, Germany, Portugal, Slovenia, Sweden and the UK and PGC delegates from all OECD countries, good practices for young people to engage through innovative forms and channels have been identified – some of which were also highlighted in the OECD Youth Stocktaking report (2018). Specific intersections with youth engagement in open government national action plans and a focus on how institutional communication can support engagement have been identified as key areas of focus for this guide. Good practices have also been identified from the results of the survey on youth centres/maison de jeunesse which was prepared for the first regional conference held in Rabat in 2017

Sub-component 3.3: Regional dialogue on innovative forms of youth engagement in policy-making and public governance [Regional component]

Status of Implementation: The third regional conference will take place in July 2019 (tbc) and will be hosted by Jordan. The exact topics of the Conference will be identified by the Project Working Group.


(US$)

(x)


(US$)(y)

Total (US$)


OECD: 1,208,730 USD

OECD: 1,208,730 USD

Amount Received from Trustee (b): OECD: 443,420 USD OECD: 443,420 USDActual Amount Disbursed (c): OECD: 593,081 USD OECD: 593,081 USD


Year Jan-June Jul-Dec Total by Year End2019 OECD: 400,000 USD OECD: 215,649 USD OECD: 615,649 USD


Disbursed (US$) Available (US$) Total (US$)OECD: 81,270 USD OECD: 0 USD OECD: 81,270 USD


Project Development Objective (PDO):


MeasureBaseline




Collection


YR1 09/2016 – 08/2017

A

YR2 09/2017

– 08/2018

A

YR3 09/2018

– 08/2019F/A(until

and including

Dec 2018)

Target

Indicator One: Number of Studies, assessments, reports, action plans, roadmaps, models of good practices or frameworks endorsed

Nr. of reports 0 1* 1 2 (F)

1 (A)2

Annually Progress ReportProject

Implementation Team (PIT)

One OECD Review and one good practice guide will be prepared in Y2 and 3. A discussion paper was prepared and presented to the Steering Committee of the Project as a basis for the review.

Indicator Two: Number of CSOs, women or youth groups engaged and empowered by the local government

Nr. Of groups 0 0 15 33(A) 4 Annually Progress Report

Project Implementation

Team (PIT)

Number of youth associations engaged in processes of public consultation / decision-making at the local level.During the Youth Regional Conference on 27-28 November 2018, in Tunis, 14 youth-led associations from Tunisia shared good practices from their work on youth engagement at central and local during. These CSOs are, ITDD, ATGL, Gogetter’s association, Association Mashed, Les Scouts tunisiens JCI Gafsa, Youth decides, Anjez, PCDH, Manarat Media, ONET, One Step Forward, Ontj, KFM from Tunisia, as well as 5 youth Web-Radio , and young members and trainers from 14 youth houses

Indicator Three: Number of national institutions, regions, municipalities and youth associations mobilized in youth engagement in public life

Nr. Of institutions 0 0 7 15 (F) 15 Annually Progress Report


Team (PIT)

National and local institutions encouraging youth engagement in public life. INLUCC signed a MoU with the ministry of youth. At the local level, five municipalities are engaged in creating local youth councils (Cité ettadhamen, Douar hicher, Testour, Kalat snane, Hezoua). The ongoing consultation led by the Presidency of the Government on the third action plan for open government gathers several CSOs, national institutions.

Indicator Four: Public sector Nr. Of public 0 50 100 (F) 100 Annually Progress Report Project Number of public officials from the central

staff trained in engaging youth in public life

sector staff 79 79 (A) Implementation Team (PIT)

and local level participating in the capacity building seminars: 50 public officials from the central and local level participated in the 2016 and 2017 capacity building activities. 19 public officials from the central and local levels as well as independent institutions participated in the 2018 activities.

Indicator Five: Improved enabling environment and government capacity to implement the Integrated National Youth Strategy

Nr. Of initiatives 0 0 3

5 (F)3 (A) 5 Annually Progress Report


Team (PIT)

Number of initiatives undertaken by the government such as legal, institutional, policy or procedural reform and activities to implement the Strategy.Elaboration of the strategic vision of the Ministry of Youth and ongoing implementation of the engagements of the government within the open government action plan (youth platform and youth local councils in 5 pilot areas)

Indicator Six: Specific/special stakeholder groups engaged in the elaboration, implementation and monitoring of youth policies

Nr. Of initiatives 0 0 1 3 (F)

1 (A) 3 Annually Progress ReportProject


Number of initiatives undertaken by central and local authorities to foster youth representative bodies at the central and local level.Transformation of youth houses to YH of generation 2 with more financial, technological and human resources.

INTERMEDIATE RESULT INDICATORS

Component One: Supporting the implementation of the National Youth Strategy 2015-30 across the different levels of government

Intermediate Result indicator One: Number of reviews produced and endorsed

Number of reviews 0 1* 1 1 1 Annually Progress Report Project


Discussion paper prepared and presented to the Steering Committee of the Project.

Intermediate Result indicator Two: Number of capacity-building seminars

Nr. of seminars

0 1 2 2 2 Annually Progress Report


Team (PIT)

One capacity building seminar was organised in 2017 to promote an inclusive approach to the formulation of the Integrated National Youth Strategy 2030.Two advisory sessions were held on 6 August and 1 October 2018, with representatives of the ministry of youth and other ministries having a direct or indirect stake on youth as well as representatives of civil society , to discuss in detail the concrete projects of the National Integrated Vision of the Ministry of Youth and identify the role of each ministry and stakeholder in the implementation of the

Vision.

Intermediate Result indicator Three: Number of regional conferences Nr. of

conferences 0 1 1 1 1 Annually Progress Report


Team (PIT)

1 regional conference with high-level youth stakeholders from Morocco, Tunisia, Egypt and Jordan and the MENA region was organised in Morocco on 3, 4 October 2017 to exchange on the progress made in formulating and implementing their respective national strategies

Component Two: Scaling up the institutional and legal framework for youth engagement in public life

Intermediate Result indicator One: Number of capacity-building seminars

Nr. of seminars 0 1 2 2 2 Annually Progress Report Project


One capacity-building seminar was organised in 2017 on the national and local youth councils, and one workshop was organised on 8-10 May 2018 in the framework of the 6th edition of the Mediterranean University.

Intermediate Result indicator Two: Number of regional conferences

Nr. of conferences 0 0 0

1 (F)1 (A) 1 Annually Progress Report Project


The 2nd regional conference with high-level youth stakeholders from Morocco, Tunisia, Jordan and the MENA region was organised in Tunis on 27, 28 November 2018 to exchange on good practices and initiatives to reinforce youth engagement in public life in particular at the local level

Intermediate Result indicator Three: Specific/special stakeholder groups engaged in the elaboration, implementation and monitoring of youth policies

Nr. of initiatives 0 0 1 3 (F)

1(A) 3 Annually Progress Report Project Implementation

Team (PIT)

Transformation of youth houses to YH of generation 2 with more financial, technological and human resources.

Component Three: Promoting new forms of youth engagement to mainstream their considerations in public policies and governance

Intermediate Result indicator One: Number of capacity-building seminars

Nr. of seminars 0 1 1 2 (F)

1(A) 2 Annually Progress Report Project Implementation

Team (PIT)

One capacity-building seminar was organised on 2017 on "e-platform for youth"

Intermediate Result indicator Two: Number of guides produced and endorsed Nr. of guides 0 0 0 1 (F)

O (A) 1 Annually Progress Report Project Implementation

Team (PIT)

Good Practice Guide featuring good practice examples to engage youth in non-traditional forms of participation in policy-making, public service delivery and public governance

Intermediate Result indicator Three: Regional dialogue on innovative forms of youth engagement

Nr. of events 0 0 0 1 (F)0 (A) 1 Annually Progress Report Project


1 regional conference with youth stakeholders from the MENA region (in particular MOR, TUN, JOR, EG) to discuss innovative forms of youth engagement in policy-making and public governance, to be held in July 2019 in Jordan.

Towards Inclusive and Open Governments: Promoting Women’s Participation in Parliaments and Policy-making – Tunisia

A. Basic Project InformationActivity Name: Towards inclusive and open governments: Promoting women’s participation in parliaments and policy-making

Country Name: Tunisia Name of Implementation Support Agency(ies): OECD

Name of ISA Project Leader: Nicolas Pinaud; Tatyana Teplova

Email of ISA Project Leader: [email protected]; [email protected]

Recipient Entity: The Tunisian Parliament Name and Email of Recipient Entity Contact: Ms. Faten Sliti ; Special advisor in the office of the President of the Parliament, in charge of international cooperation Email: [email protected]

Total Amount Approved by the Transition Fund (US$): 850,975



701,746

Steering Committee Approval Date:

5/30/2016


9/1/2016


8/31/2019



Secondary Pillar(s): Enhancing Economic GovernanceInvesting in Sustainable GrowthCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The project supports Tunisia in fostering inclusive growth and good governance by leveraging open government policies and mainstreaming gender perspectives in parliamentary operations.

The proposed project provides direct country support to Tunisia and complements the current regional project in Morocco, Jordan and Egypt that was approved by the Steering committee of the MENA Transition Fund in June 2015.

The project aims to promote women’s participation in parliaments, local elected councils and policy-making by:

1) Making legislatures and local elected councils more transparent, equitable and gender-sensitive;

2) Empowering and strengthening the capacity and skills of women electoral candidates at the national and local levels; and

3) Improving public consultation capacity of parliaments, local elected council’s and women’s CSOs in law-making processes.

This will be complemented by regular regional meetings as an integral part of this project. This regional dialogue is a cross-cutting element for the continuity of the knowledge sharing process for implementation of reforms and transformation on the ground. In this context “learning loops” will offer a multi-level mechanism for interaction and new policy approaches among parliamentarians and policy makers in the region.

Rating for progress towards achievement of objective: Satisfactory



Brief Summary of Project Implementation Status: Prior to the local elections that took place on 6 May 2018, the OECD conducted a second Training of Trainers (TOT) workshop on 3-4 February 2018, as part of Component 2 of the project which aims to support women candidates running for local elections. In this context, the OECD also organized training sessions in Tunis and Kairouan in March 2018 and in Béjà, Sfax and Nabeul in April 2018 for 315 candidates, out of which 97 won seats in local councils in the election on 6 May (i.e. 31% of women trained).

On 10-11 July 2018, the Tunisian Delegation participated in the high-level Regional Conference in Morocco as well as in a regional steering committee meeting on the implementation of the project with representatives of participating countries from all parties. These two meetings provided a cross-cutting forum for policy dialogue and exchange of good practices for MENA, OECD and G7 countries. On these occasions, participants were able to further discuss the following issues: 1) empowering women to fully participate in public life including leadership posts; 2) strengthening legal frameworks and public institutions for promoting gender equality; 3) mainstreaming gender in the policy, budget and service delivery process.

The OECD conducted a fact-finding mission in Tunis on 10-12 December 2018. This mission aimed at producing a clear picture of the parliamentary processes and policy frameworks in terms of gender sensitivity (anti-harassment and anti-discrimination policies, work/life balance, inclusion of female parliamentarians in the legislative process, use of gender analysis and gender budgeting, etc). It helped gather information and data on women’s political participation in Tunisia at the national level and thus served to improve understanding of the advances and remaining challenges in terms of women’s integration in public life and in the policy-making process in Tunisia. The OECD delegation was able to meet with a large panel of privileged interlocutors, including members of Parliament, the Secretary General of the Parliament, the Commission for Women’s, Family, Childhood, Youth and Senior’s Affairs, the Instance Supérieure Indépendante pour les élections (ISIE) and representatives of civil society organisations. This mission provided a good overview of women’s current access to decision-making and leadership posts in Tunisia and helped identify concrete next steps in implementing gender equality in Tunisian public life. The information gathered during the mission will be used to draft a report on the same topic in early 2019, which will be launched during the regional dialogue conference in Tunisia.




Advisory sessions for Parliamentarians (Comp. 1.2) The OECD in collaboration with the Tunisian Parliament

End of February 2019

Public consultation sessions for Parliamentarians and civil society organizations (Comp. 3)

The OECD in collaboration with the Tunisian Parliament

March 2019

Study visit of Tunisian and Egyptian parliamentarians to an OECD country (Elements of Comp. 1.2 and of Comp. 2.2)

The OECD in collaboration with the Tunisian Parliament

March- May 2019

Regional conference in Tunisia (Comp. 4) The OECD in collaboration

July-August 2019

with the Tunisian Parliament

Publication of the country assessment (Comp. 1.1 and 2.1) The OECD in collaboration with the Tunisian Parliament

July-August 2019

C. Implementation Status of Components Component 1: Making Parliament and local elected councils more transparent, equitable, and gender-sensitive: This component addresses some of the internal and external principal issues concerning the operations of the Parliament and local councils as employers, the gender sensitivity of the election processes and law and local regulatory making processes.Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): $245,703Sub-component 1.1: Mapping and gender analysis of electoral and workplace operations, processes and policy frameworks in Parliament and selected local elected councils. This peer-review exercise will result in developing a country-specific action plan for gender-sensitive parliamentary operations and policy frameworks. Through consultations and analyses, the peer-review will provide policy recommendations including good practices to be taken into consideration for gender-sensitive policies in parliament, electoral committees and public institutions. Status of Implementation: The OECD conducted a fact-finding mission in Tunis on 10-12 December 2018 which aimed at producing a clear picture of the parliamentary processes and policy frameworks in terms of gender sensitivity. The OECD delegation was able to meet with a large panel of privileged interlocutors, including members of Parliament, the Secretary General of the Parliament, the Commission for Women’s, Family, Childhood, Youth and Senior’s Affairs, the Instance Supérieure Indépendante pour les élections (ISIE) and representatives of civil society organisations. This mission provided a good overview of women’s current access to decision-making and leadership posts in Tunisia and helped identify concrete next steps in implementing gender equality in Tunisian public life.

Findings from the fact-finding mission that took place in May 2017 will also serve to draft this assessment; the mission focused on mapping operations and processes at the local level. The final assessment is currently being elaborated and a draft version of the report will be presented to the counterparts in early 2019.

A meeting of the Steering Committee was conducted which helped define the action plan and the approach to the events while securing commitment to the study visit. Sub-component 1.2: Country-based capacity building activities to parliamentarians, selected local electoral committees and secretariats

Status of Implementation: The advisory sessions (including for MPs & members of the Secretariat and local elected officials) are scheduled for February 2019, building on the success of the advisory sessions implemented in Egypt, Jordan and Morocco in 2017 and 2018. Given the intense activities around Tunisia’s local elections in May 2018, which are part of component 2, the capacity building activities with parliamentarians under this component have been moved to 2019. The advisory sessions will focus on gender-sensitive law-making and parliamentary practices, including the use of gender-sensitive language in legislative drafting, use of gender impact assessments, anti-harassment, anti-discrimination and employment practices within parliaments. They aim to support parliamentarians in fulfilling their mandates enriching it with a gender lens. A study visit of Tunisian parliamentarians to an OECD country (Italy) is tentatively scheduled to take place in April 2019. This study visit will bring together parliamentarians from Tunisia and Egypt and will thus offer an opportunity for an exchange between peers and to discover the Italian model concerning the integration and mainstreaming of gender sensitive principles in their policies, as well as to exchange experience on similar reform processes and their implementation. The Tunisian counterparts are closely involved in the planning and preparation of this activity, as

well as in the selection of suitable candidates to participate in the study visit.

Component 2: Strengthening capacity and skills of women electoral candidates at the national and local levels: This component addresses these barriers facing women in their political career and will build on the accumulated knowledge and good practices to build capacities of women candidates with the required set of skills to assume their representative role effectively. It also aims to develop capacities and strengthen effectiveness of future female local councilors’ response to the growing expectations of the voters in terms of high quality decision making, transparency and inclusiveness. In particular, the project will enable local councilors to develop their full capacity to perform their basic legislative, oversight and representational roles, to review policy matters and proposed bills and to have sound negotiation and leadership skills. Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 300,501Sub-component 2.1: Conducting a country-based assessment of the existing opportunities and the current challenges faced by women candidates

Status of Implementation: Tunisia’s local elections took place on 6 May 2018. In preparation for the latter, the OECD conducted a fact-finding mission and peer reviews from 9 to 12 May 2017 to identify existing opportunities and current challenges faced by women candidates running for local elections. Preliminary findings of this assessment fed into the contextualization of training modules for women candidates running for local elections (Component 2.2) to adapt the training to the needs of women candidates. In addition, the fact-finding mission from December 2018 served to improve understanding of the advances and remaining challenges in terms of women’s integration in public life and in the policy-making process in Tunisia (see component 1.1). The final assessment is currently being elaborated and a draft version of the report will be presented to the counterparts in early 2019.Sub-component 2.2: Strengthening women’s access and capacities to participate in elections at national and sub-national levels

Status of Implementation: A second training of Trainers (TOT) workshop was organized on 3-4 February 2018. From the 20 Tunisian trainers that participated in the first TOT session in September 2017, 8 were selected to participate in this workshop which aimed at further customizing and finalizing the OECD training modules for the Tunisian context and thus equipping a network of Tunisian trainers to train women candidates to run for the local elections in May 2018 as well as future elections. The TOT is based on a full, regional training package to support women running for elections that has been created by the OECD in the framework of this regional project. Training workshops for women candidates were organized by the OECD in Kairouan on 3-4 March 2018 and in Tunis on 10-11 March 2018. In cooperation with the association “Tunisian Institute for Democracy & Development”, further training sessions were organized in Béja on 7-8 April 2018, in Sfax on 12-13 April 2018 and in Nabeul on 14-15 April 2018. Altogether, 315 women candidates participated in these 5 training sessions. The pool of candidates covered 9 political parties represented in the ARP as well as around 15 independent lists. From the 315 trained candidates, 97 were able to win a seat in the local elections of 6 May, which equals an election rate of 31%. As already mentioned under 1.2, a study visit providing professional development opportunities is scheduled to take place in April 2019.

Component 3: Strengthening the public consultation capacity of the Parliament, local elected councils and women’s CSOs in law-making processes This component will focus on building the capacities of the Parliament, local elected councils and civil society to effectively engage with one another in the law-making process, in response to the calls for greater openness, and gender responsiveness of public institutions, including parliaments. These activities will reinforce the ones proposed as part of sub-component 2.2 on strengthening gender-sensitive law making capacities.

Status of Implementation: The advisory sessions dedicated to Parliamentarians will be held on a day in March 2019. Trainers from the parliamentarian Academy will participate and will have a “training for trainers” in order to

share the content of the sessions with members of the Academy. The public consultation sessions dedicated to Parliamentarians and to organizations dedicated to women’s rights will take place end of February 2019.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): Component 4: Regional Policy Dialogue.The components will be complemented by a yearly regional policy dialogue, with the participation of ACTs, OECD Member and non-Member countries, where possible. The Regional Dialogue will build on the existing OECD Women in Government Platform, which includes representatives from governments, parliaments, courts and civil society, as well as members of the Women in Parliaments Global Forum (WIP). It will take place in each of the beneficiary countries of this project (e.g. Jordan in 2016, Egypt in 2017, Morocco in 2018, and Tunisia in 2019), and provide an opportunity to network, exchange lessons learned leverage open government practices and share good practices and enhance women’s participation in the policy-making process. This component should also provide an opportunity to integrate the beneficiary countries into the broader OECD policy dialogue on women’s empowerment in public life and the gender-sensitive policy-making process.This year’s regional dialogue took place in Rabat on 10-11 July and was launched jointly by Morocco’s Minister of Family, Solidarity, Equality and Social Development Ms. Bassima Hakkaoui and the Deputy Secretary-General of the OECD Ms. Mari Kiviniemi. Entitled “Women’s Leadership and Political Representation”, the conference featured the launch of the OECD assessment reports of Morocco, Jordan and Egypt on gender-sensitive practices within parliaments and women’s political participation at the central and local levels. The conference sessions focused on : women’s political participation at the local level and in rural areas; the voice and capacities of elected women; reinforcing women’s empowerment by aligning legislative and constitutional frameworks; combating violence and stereotypes to reinforce women’s political leadership; and the role of the media and civil society in supporting women’s political representation.In the framework of the regional MENA Transition Fund Project on “Women’s participation in parliaments and policy-making”, parliamentarians, and local councilors from Tunisia had the opportunity to attend and actively participate in the regional conference in Morocco.The next regional dialogue is scheduled to take place in 2019 in Tunisia. The themes and format are currently being discussed with the project’s steering committee.Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 60,235

D. Disbursements of Transition Fund Funds for Direct Project Activities Country-Execution (US$)

(x)


(y)

Total (US$)


OECD: 797,364 USD OECD: 797,364 USD


OECD: 534,240 USD OECD: 534,240 USD

Actual Amount Disbursed (c): OECD: 648,135 USD OECD: 648,135 USD

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)Year Jan-June Jul-Dec Total by Year End2019 OECD: 100,000 USD OECD: 49,229 USD OECD: 149,229 USD


OECD: 53,611 USD OECD: 0 USD OECD: 53,611 USD


Project Development Objective (PDO): Towards inclusive and open governments: Promoting women’s participation in parliaments, local elected councils and policy-makingIndicators by Component Unit Baseli

neCumulative Target Values Frequency Data

Source/Methodol

ogy


Collection

Description (Indicator Definition,

etc)2016- 2017‘A’

2017 - 2018‘A’

2018-2019‘F’

Indicator 1: No. of assessments and guidelines completed and approved(e.g. Documents produced and endorsed

Quantitative

Existing

3 5 10 once Project progress reports


Assessments, reports, action plans, roadmaps, models of good practices or frameworks designed to enhance the enabling environment

Indicator 2: Decrees issued or structures established (e.g No. of internal regulations and policy proposals endorsed

Quantitative

Existing

0 0 10 annually Project progress reports


Internal parliamentary operations, parliamentary secretariat which may include regulations or laws endorsed or entities, units or systems established to ensure gender sensitivity of the workplace and policy-making in Parliaments and local councils

Indicator 3: Improved effectiveness of social safety net and other programs targeting the most vulnerable

Qualitative

none n/a n/a n/a annually Project progress reports


Programmes and projects that support reform of government safety net systems, subsidy policies and other related programme

s and thereby promote more efficient and equitable allocation of resources

Indicator4 : Government bodies and institutions including Local governments supported (Parliament, local councils, government bodies and institutions) received support to conduct mapping exercise of the current situation

Quantitative

none



Government bodies, institutions and local government units received support services aimed at increasing their capacity to delivery public services to constituents

Indicator5 : No. of staff trained --representatives of parliamentary secretariat, parliamentarians, local elected officials and (potential) women candidates

Quantitative

none 0 343 600 annually Project progress reports


Public sector staff received training in various thematic areas to improve their capacity for better public service delivery

Indicator 6: No. of CSOs, women’s associations or youth groups engaged and empowered at the central and local level

Quantitative

Existing



Number of CSO’s, women’s associations and youth groups involved in creating an engagement strategy for public consultations, that partake in capacity building and “train the trainers” workshops

Enhance Gas Sector Governance and CompetitivenessA. Basic Project Information

Activity Name: Tunisia Enhance Gas Sector Governance and Competitiveness (P163810)Country Name: Tunisia Name of Implementation Support

Agency(ies): Bank-executed projectName of ISA Project Leader: Ilhem Salamon, 234880 Email of ISA Project Leader: [email protected] Entity: The Ministry of Energy, Mines and Renewables (Ministère de l'Energie, des Mines et des Energies Renouvelables)

Name and Email of Recipient Entity Contact: Ms. Kalthoum HamzaouiGeneral Director of Multilateral CooperationMinistry of Investment & International [email protected] Amount Approved by the Transition Fund (US$): 3,500,000.00

Additional Funds Leveraged and Source(s), if any (US$): 100,000.00 (Extractives Global Programmatic Support / EGPS funding)

Total Amount Disbursed (Direct and Indirect in US$): 1,185,046.83







Enhancing Economic GovernanceInclusive Development and Job CreationCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: To support the Government of Tunisia lay the groundwork to strengthen the regulatory framework and improve governance in the upstream gas sector.Rating for progress towards achievement of objective:

Satisfactory

Rating for overall Satisfactory

implementation progress:Brief Summary of Project Implementation Status: This technical assistance aims to support the Government of Tunisia lay the groundwork to strengthen the regulatory framework and improve governance in the upstream gas sector. In this context, it supports the following objectives:

1. Revise the Hydrocarbon Code to enhance gas sector governance and competitiveness in view of resuming exploration and production;

2. Redefine the role, organization and structure of the national oil and gas company, ETAP vis a vis the Ministry of Energy, to avoid conflict of interest and ensure a more effective in the promotion of natural resources;

3. Develop a tailored strategy to promote Exploration and Production (E&P) in the areas already extensively explored, in the totally unexplored areas, and in the areas with tight reservoirs.

A preliminary diagnosis of the legal, fiscal and regulatory framework of the hydrocarbons sector was performed and discussed in the context of a one-week technical workshop attended by key members from the Ministry and ETAP in August 2017. On the basis of this workshop and the follow up work, terms of references have been developed and advertised for the recruitment of a specialized Law firm, which will support the Government efforts to enhance the legal,, regulatory and fiscal framework for upstream hydrocarbon developments. The Law firm has now been recruited and started its assignment. A high-level workshop is scheduled late February 2019 to share the legal and diagnosis with line Ministers and the Energy Commission of the Parliament.

A review of the strategy to promote Exploration and Production was also performed and it identified key weaknesses in the information system made available to private investors, as well as in the organization of the national oil and gas company. While all investors are organized to seek opportunities associated to 6 geologic themes, the promotion of the Tunisian geology does not provide relevant information on these themes. As a result, the national oil company is only promoting non-conventional potential, such shale gas, which are associated with the perception of high social and environmental risks and are therefore a challenging investment target for most countries around the world. Also, data on the Tunisian geology was lacking reliability and therefore readiness to be used for effective exploration promotion. To remedy these weaknesses series of technical studies have been developed and disseminated. Their main conclusions show that out of the 6 geologic themes that are sought by international investors, 4 are present in Tunisia. Moreover, approximation of seismic – including gravimetry and seep studies – show the existence of a petroleum system in the northern offshore, which has not been promoted until now by the national oil and gas company. Finally, a ‘Prospect Book’ has been prepared to ensure that the Tunisian Government has reliable and comprehensive information regarding the outcome of past explorations, as well as potential prospects and leads. This will be a key set of data for future gas exploration promotion.



Expected Date of

DeliveryGovernment provides all relevant information to the legal expert

Government of Tunisia

2/01/2019

Launch of institutional review activities and dissemination of the outcomes of the technical studies

World Bank and Government of Tunisia

6/30/2019

C. Implementation Status of Components 7Component 1: Enhance the legal, fiscal, contractual and regulatory framework of the hydrocarbon sector.Previous Rating: Satisfactory Current Rating: Satisfactory Planned Cost (US$): $0.9M (actual cost up to $1M)Sub-component 1.1: Produce analytical work to inform the country’s best objectives in the hydrocarbons sectorStatus of Implementation: Activity is ongoing.Sub-component 1.2: Take stock of international best practices regarding the legal, fiscal and regulatory framework in the hydrocarbon sectorStatus of Implementation: Activity is ongoing.Sub-component 1.3: Conduct review and provide recommendation to the legal, fiscal and regulatory framework of the hydrocarbon sector to immediately align the Hydrocarbons Code with the provisions of the new Constitution.Status of Implementation: Activity is ongoing.Sub-component 1.4: Conduct diagnosis of the existing Hydrocarbons Code and based on the findings, make recommendations to ensure the Code is aligned with the country’s best interests and international best practices.Status of Implementation: Activity is ongoing.Component 2: Institutional reorganization and strengthening of the state-owned, ETAP.Previous Rating: Satisfactory Current Rating: Satisfactory Planned Cost (US$): $1M (actual cost up to $1.5M)Sub-component 2.1: Conduct institutional analysis to redefine the role, organization, and resources required by ETAP to fulfill its mandate as manager of national assets and partner of hydrocarbons operators with a specific a mission.Status of Implementation: Not yet started.Sub-component 2.2: Recommend business plan, human resources policy (especially in terms of hiring and competitive pay), legal status, and transparent budgets for ETAP.

7 Include for each component: (i) qualitative achievements, (ii) key milestones (current or future), (iii) any significant changes in project components or budget reallocations, and as applicable (i) reasons for implementation delays, (ii) implementation challenges, (iii) funding status, and (iv) other relevant information.

Status of Implementation: Preliminary diagnosis performed.Sub-component 2.3: Strengthen the capacity of ETAP and its staff by provide tailored trainings.Status of Implementation: On-going.Component 3: Institutional reorganization and strengthening of the Ministry of Energy, Mines, and Renewable Energy.Previous Rating: Satisfactory Current Rating: Satisfactory Planned Cost (US$): $1M(actual cost up to $1.5M)Sub-component 3.1: Conduct institutional analysis to redefine the role of MEMER as upstream hydrocarbons sector regulator.Status of Implementation: Not yet started.Sub-component 3.2: Through tailored training sessions on reservoir engineering, procurement and project management, strengthen the capacity of the MEMER.Status of Implementation: Not yet started.Sub-component 3.3: Review the Zarat field development concept to assess its technical and financial robustness before giving the green light to implementation.Status of Implementation: Completed. Zarat field development concept includes major legal, technical and fiscal risks and it should not be undertaken by ETAP.Component 4: Promoting hydrocarbon prospection and exploration.Previous Rating: Satisfactory Current Rating: Satisfactory Planned Cost (US$): $0.4M(actual cost up to $1.5M)Sub-component 4.1: Provide technical advice to MEMER and ETAP on preparing a strategy for promoting prospection and exploration that reflects the specifics of the three-main hydrocarbon “regions” (Northern Mediterranean Offshore; Conventional and Shale Gas Potential zones) and its varying levels of maturity; and identify the role of the Ministry and of ETAP in such a promotion strategy.Status of Implementation: Activity is completed. Studies have been completed on: (1) offshore northern Tunisia gravimetry review, (2) review of structural geology, (3) offshore northern Tunisia satellite seeps studies, and (4) seismic improvement studies. Final report and results have been disseminated and shared with MEMER and ETAP. A dissemination to other key stakeholders – such as the energy commission of the Parliament – is needed. Sub-component 4.2: Develop scoping of geological studies to be carried out by MEMER and ETAP with the help of specialized consultants, especially for the conventional zone but also for the source-rocks or tight reservoirs.Status of Implementation: Activity is ongoing.Sub-component 4.3: Provide technical recommendations to MEMER and ETAP on developing a strategy that uses seismic studies to inform and enhance the attractiveness of the northern Mediterranean. This strategy should be defined and developed by MEMER and ETAP with the

support of internationally recognized consultants.Status of Implementation: Activity is completed.

D. Disbursements of Transition Fund Funds for Direct Project Activities8 Country-Execution (US$)(x)

Direct Cost for ISA-Execution (US$)(y)Total (US$)

Approved Amount for Direct Project Activities (a): 3,461,500 3,461,500

Amount Received from Trustee (b): 3,461,500 3,461,500Actual Amount Disbursed (c): 1,185,046.83 1,185,046.83

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)Year Jan-June Jul-Dec Total by Year End2017 US$ 0.00 US$ 90,989.00 US$ 90,989.002018 US$ 689,864.00 US$ 400,000.00 US$ 1,089,864.002019 US$600,000 US$800,000 US$1,400,0002020 US$300,000 US$280,647 US$580,647F. Disbursements of Funds for Indirect Costs (US$)Disbursed (US$) Available (US$) Total (US$)38,500 38,500

8 Funds for direct project activities should include approved allocations for both country- and ISA-executed activities.


PDO Level Results Indicators


Jul 2017 – Jun 2018

A

Jul 2018 – Jun 2019

F

Jul 2019 – Jun 2020

FEnd Target Frequency Data Source/

Methodology


Project Development Objective (PDO): Support the Government of Tunisia lay the groundwork to strengthen the regulatory framework and improve governance in the upstream gas sector.Government bodies, institutions and local government units received support services

Number 0 1 1 2 Once Status Reports;

Completion Report

The World Bank; MEMER

Studies, assessments, reports, action plans, roadmaps, models of good practices or framework endorsed


Completion Report


A study laying the groundwork for the re-organization and re-structuring of MEMER is developed and endorsed

Yes/No N N Y Y Once Status Reports;

Completion Report


A study laying the groundwork for the re-organization and re-structuring of ETAP is developed and endorsed


Completion Report

The World Bank; ETAP

A strategic study for promoting prospection and exploration that reflects the specifics of the country’s three main hydrocarbons “regions” is developed and endorsed


Completion Report


An action plan is produced for and endorsed by MEMER to operationalize the aforementioned strategy for promoting prospection and exploration


Completion Report


Regulations or laws endorsed or





Jul 2017 – Jun 2018

A

Jul 2018 – Jun 2019

F

Jul 2019 – Jun 2020


Methodology


entities, unit or systems established

Completion Report

An assessment report of the Hydrocarbons Code is performed and endorsed


Completion Report


Staff from MEMER and ETAP are trained in international best practices on upstream gas regulatory and governance frameworks, exploration and production, investment promotion, etc.

Number 0 0 Y TBD Once Status Reports;

Completion Report


Intermediate Results Component AAnalytical study finalized to inform Tunisia’s strategy for the hydrocarbons sector based on international best practices


Completion Report


Stocktaking of international best practices regarding the legal, fiscal and regulatory framework in the hydrocarbon sector accomplished


Completion Report


Intermediate Results Component BInstitutional analysis of ETAP conducted

Yes/No N N N Y Y Once Status Reports;

Completion Report


Implementation recommendations for reorganization of ETAP developed


Completion Report

The World Bank; ETAP

Training sessions for ETAP staff delivered


Completion Report


Intermediate Results Component C

Institutional Yes/No N N Y Y Once Status The World



Jul 2017 – Jun 2018

A

Jul 2018 – Jun 2019

F

Jul 2019 – Jun 2020


Methodology


analysis of MEMER conducted

Reports; Completion

Report

Bank; MEMER

Implementation recommendations for reorganization of MEMER developed


Completion Report


Training sessions for MEMER staff delivered


Completion Report


Intermediate Results Component DTechnical advice for promoting prospection and exploration that reflects the specifics of the country’s three main hydrocarbons “regions” produced and provided to MEMER and ETAP


Completion Report


Production of scoping of geological studies conducted and provided to MEMER and ETAP for further action

Yes/No N Y Y Y Once Status Reports;

Completion Report


Technical recommendations produced and provided to MEMER and ETAP as a basis for developing a strategy to enhance the attractiveness of the northern Mediterranean E&P zones

Yes/No N Y Y Y Once Status Reports;

Completion Report


Public Employment ServicesA. Basic Project Information

Activity Name: Public Employment Services in Tunisia: From a mass to a client-oriented approachCountry Name: Tunisia Name of Implementation Support

Agency(ies): African Development Bank – North Africa Regional Office

Name of ISA Project Leader: Mouhamed GUEYE


Recipient Entity: Ministry of Vocational Training and Employment, 10, Rue Ouled Haffouz, 1002 Tunis, Tunisia

Name and Email of Recipient Entity Contact:Ms. Saida [email protected]: +216- 71 79 81 96 / 71 79 73 31


Additional Funds Leveraged and Source(s), if any (US$): 128,000 –Country Co-financing)

Total Amount Disbursed (Direct and Indirect in US$): N/A






Secondary Pillar(s): Competitiveness and IntegrationEnhancing Economic GovernanceInvesting in Sustainable Growth

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: Rating for progress towards achievement of objective:

Not Applicable


Not Applicable

Brief Summary of Project Implementation Status: The Project is still not effective. The Grant agreement in being drafted and it is expected to be finalized and signed by mid-February 2019. In the meantime, a technical working meeting has been organized by the implementing (ANETI) in December 18, 2018 to discuss the project implementation plan and agree on the key milestones. It has been agreed with ANETI to start working on the terms of reference for the major activities and prepare the Project.



Finalize the Grant agreement AfDB 2/11/2019Sign the Grant Agreement with the Government of Tunisia

AfDB and the Government

2/18/2019


of TunisiaDraft and finalize the Procurement Plan Government

of Tunisia2/25/2019

C. Implementation Status of Components Component 1: Development and implementation of a pilot statistically profiling model and a skills matching solution. This first component achieves the following objectives of the program: (i) introduce the use of statistical profiling techniques at ANETI, (ii) finalize, validate and utilize a national classification of occupations and skills; and (iii) implement a competency matching solution and scoring methods of job seekers’ skills at ANETI’s offices.

Previous Rating: Not Applicable

Current Rating: Not Applicable Cost (US$): 1,242,300

Sub-component 1.1:

Status of Implementation: Sub-component 1.2:


Component 2: Capacity building and project management. This second component of the project aims to strengthen the capacity of the MTVE, ANETI and the other relevant stakeholders including the public and private service providers and the Civil Society to better improve the governance of the entrepreneurship ecosystem. In particular, this component includes the following activities: (i)Realization of a feasibility study that defines the technical, legal and financial aspects for the creation of a national agency/platform in charge of the promotion of entrepreneurship and the development of the social and solidarity-based economy; (ii) Implementation of a process of international certification and training of a national task-force composed of counselors, coaches, mentors and referent trainers from the ANETI’s staff as well as other public and private institutions and civil society; and (iii) Implementation of a monitoring and evaluation system for policies, programs, projects and performance management within the MVTE.

Previous Rating: Not Applicable

Current Rating: Not Applicable Cost (US$):

Sub-component 2.1:



Component 3:

Previous Rating: Choose an item.

Current Rating: Choose an item.

Cost (US$): 1,345,700

Sub-component 3.1:




(US$)

(x)


(US$)(y)

Total (US$)


2,460,000 2,460,000


2,460,000 2,460,000


0 0


Year Jan-June Jul-Dec Total by Year End2019 225,000 350,000 575,0002020 650,000 650,0002021 685,000 N/A 685,000


N/A 100,000 100,000


Project Development Objective (PDO): This project aims to promote youth’s inclusion and empowerment in public employment services by providing professional support and personalized services for both job seekers and young entrepreneurs in the disadvantaged regions of Tunisia..


Unit of Measure

Baseline

Cumulative Target Values**Frequenc

y

Data Source/

Methodology



definition etc.)2018A

YR 2F

YR3F

YR 4F

YR5F

Indicator One:Number of ANETI registered job seekers

Number 75,073(2016)

- - 81,000

NA NA Annual ANETIAdministr

atibe data base

PIU + Steering

committee

Number of registered job seekers with ANETI / Total number of job seekers

Indicator Two: Number of job offers expressed by employers and satisfied

Indicator Three: Number of new employment opportunities created

Number 45 910(2016)

- - 68,865

NA NA Annual ANETI PIU + Steering

committee

Number of unsatisfied job offers after two months / Total number of job offers

Number 0 - 4900 6500 Annual ANETI PIU Number of new employment opportunities created


Intermediate Result (Component One): Development and implementation of a pilot statistically profiling model and a skills matching solutionIntermediate Result indicator One: Number of statistically assisted profiling models developed

Number 0 0 NA NA NA NA Once ANETI PIU + Steering

committee

Number of statistically assisted profiling models developed

Intermediate Result indicator Two: Number of MVTE and ANETI staff members trained in statistically assisted profiling

Number 0 0 110 110 NA NA Annual Project Reports

PIU + Steering

committee

Number of MVTE and ANETI staff members trained in statistically assisted profiling

Intermediate Result indicator Three: Number of employment advisors trained


PIU + Steering

committee

Number of employment advisors trained

Intermediate Result indicator four: Number of individuals trained to improve employability or

Number 0 0 220 230 NA NA Annual ANETI PIU Number of individuals trained to improve employability or

self-employment self-employmentIntermediate Result indicator Four: Percentage of job seekers introduced in the profiling database by ANETI

Percentage

0 0 0 95 NA NA Annual Project Reports

PIU + Steering

committee

Percentage of job seekers introduced in the profiling database by ANETI

Intermediate Result indicator five: Number of tailored package of services offered to each group of job seekers by ANETI

Number 0 0 3 NA NA NA Once Project Reports

PIU + Steering

committee

Number of tailored package of services offered to each group of job seekers by ANETI

Intermediate Result indicator Six: National classification of occupations and skills adopted

Number 0 0 0 1 NA NA Once Project Reports

PIU + Steering

committee

National classification of occupations and skills adopted

Intermediate Result indicator Seven: Semantic solutions for skill matching and scoring of registered job seekers developed


PIU + Steering

committee

Semantic solutions for skill matching and scoring of registered job seekers developed

Intermediate Result indicator eight: Percentage of ANETI’s offices equipped with semantic skills matching and scoring solutions

Percentage

0 0 50 100 NA NA Annual Project Reports

PIU + Steering

committee

Percentage of ANETI’s offices equipped with semantic skills matching and scoring solutions

Intermediate Result indicator nine: Number of ANETI’s staff who develop expertise in identifying the skills of job seekers and to analyze the compatibility between applicants' profiles and job offers


PIU + Steering

committee

Number of ANETI’s staff who develop expertise in identifying the skills of job seekers and to analyze the compatibility between applicants' profiles and job offers

Intermediate Result (Component Two): Capacity building and project managementIntermediate Result indicator One: Feasibility study that defines the technical, legal and financial aspects for the creation of a national platform/agency for the promotion of entrepreneurship and for

Report 0 0 1 NA NA NA Once Study report

PIU + Steering

committee

Feasibility study that defines the technical, legal and financial aspects for the creation of a national platform/agency for the promotion of entrepreneurship

the development of the social and solidarity

and for the development of the social and solidarity

Intermediate Result indicator Two: Number of trained advisors, coaches and referent trainers


PIU + Steering

committee

Number of trained advisors, coaches and referent trainers

Intermediate Result indicator Three: Number of Government bodies, institutions and local government units which receive support services from the project

Number 0 0 5 N/A N/A N/A Annual Project Reports

PIU + Steering

committee

Number of Government bodies, institutions and local government units that directly benefit from the project investment.

Intermediate Result indicator four: A diagnosis report of the current situation in terms of monitoring and evaluation and in terms of performance management

Report 0 NA 1 NA NA NA Once Diagnostic report

PIU + Steering

committee

A diagnosis report of the current situation in terms of monitoring and evaluation and in terms of performance management is validated

Intermediate Result indicator Five: A monitoring and evaluation system is set up for policies, programs and projects

Operational system

0 0 1 NA NA NA Once Project Reports

PIU + Steering

committee

A Monitoring and evaluation system developed and implemented

Intermediate Result indicator six: A performance management and contracting system is implemented

Operational system

0 0 1 NA NA NA Once Project Reports

PIU + Steering

committee

A performance management and contracting system is implemented

Intermediate Result indicator seven: Number of workshops and validation seminars organized

Events 0 5 5 5 NA NA Annual Project Reports

PIU + Steering

committee

Number of workshops and validation seminars organized

Intermediate Result indicator eight: Quarterly M&E report

Report 0 4 4 4 NA NA Quarterly Project Reports

PIU + Steering

committee

Quarterly M&E report produced

Intermediate Result indicator nine: Annual auditing report

Report 0 0 1 1 NA NA Annual Auditing report

PIU + Steering

committee

Annually auditing report produced

Tunisia Portfolio Progress Overview - Mena … · Web viewThe AfDB gave a no-objection in November...

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