Independent Country Programme Evaluation: Tunisia

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Evaluation Plan:
2018-2021, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
12/2018
Completion Date:
12/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
70,300

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Title Independent Country Programme Evaluation: Tunisia
Atlas Project Number:
Evaluation Plan: 2018-2021, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2018
Planned End Date: 12/2018
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 2. Output 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
Evaluation Budget(US $): 70,300
Source of Funding:
Evaluation Expenditure(US $): 62,300
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Deqa Ibrahim Musa Evaluation Specialist and Lead Evaluator SOMALIA
Amanuel Zerihoun Evaluation Specialist and Associate Lead Evaluator
GEF Evaluation: No
Key Stakeholders:
Countries: TUNISIA
Lessons
Findings
1.

Finding 1. UNDP has been an important partner to the Government of Tunisia in its democratic transition. The country programme includes several flagship projects—electoral support, transitional justice, security sector reform, public accountability and support to Parliament—that are helping to lay the foundation of a governance architecture embodying the democratic values of inclusiveness, participation, accountability and good governance. The challenge now is consolidation of the programme’s results given the fluidity and instability inherent in transition processes. 


Tag: Anti-corruption Civic Engagement Election Justice system Local Governance Parliament Rule of law Gender Equality Women's Empowerment Access to Medicines Country Support Platform Donor relations Risk Management Effectiveness Relevance Sustainability Country Government Donor UN Agencies Technical Support

2.

Finding 2. The country programme’s approach to civil society participation is shifting to stand-alone projects aiming to build the capacities of small community-based organizations (CBOs) through implementation of UNDP projects. While relevant for capacity-building, the approach is not line with the upstream focus of the country programme and may limit strategic partnerships with a wider range of CSOs. 


Tag: Capacity Building Anti-corruption Civic Engagement Human rights Rule of law Gender-Based Violence Monitoring and Evaluation Operational Efficiency Partnership Programme Synergy Strategic Positioning Effectiveness Impact Relevance

3.

Finding 3. The programme, while relevant and achieving planned results through the individual projects, lacks a critical mass of interventions in any one sector or location to contribute to the anticipated outcome results. 


Tag: Jobs and Livelihoods Justice system Rule of law Implementation Modality Operational Efficiency Programme Synergy Resource mobilization Coordination

4.

Finding 4. The development of the Strategic Development Plan 2016-2020 and six regional development plans helped to strengthen national development planning, and poverty and vulnerability analysis capacities. 


Tag: Inclusive economic growth Local Governance Mainstreaming, Acceleration and Policy Support (MAPS) SDG monitoring and reporting Voluntary National Review Donor relations Project and Programme management Effectiveness Impact Relevance Policy Advisory

5.

Finding 5. UNDP interventions on job creation and entrepreneurship development were small-scale and lacked the long-term focus required to bring them to fruition. Funding was the main cause for the limited scope of the interventions.


Tag: Capacity Building Inclusive economic growth Jobs and Livelihoods Gender Equality Women's Empowerment Effectiveness Relevance Sustainability Country Government Technical Support

6.

Finding 6. UNDP support helped to create high level political support for coordination of renewable energy development, leading to the adoption of the public-private partnership regulations which have enabled the Government to launch large renewable energy projects with private sector funding.


Tag: Public administration reform Energy Global Environment Facility fund Effectiveness Impact Country Government Private Sector

7.

Finding 7. Support for improved drinking water governance exceeded its targets in terms of the number of beneficiaries provided with access to drinking water; however, it faced difficulties in changing attitudes of partner institutions and the population towards the implementation of an effective water governance system. 


Tag: Climate Change Adaptation Gender Equality Gender Mainstreaming Women's Empowerment Project and Programme management Biodiversity Water resources Effectiveness Impact Policy Advisory

8.

Finding 8. Disaster risk reduction (DRR) awareness and capabilities at national and local levels, particularly preparedness and response mechanisms to increasing climate change risks, have been improved in targeted vulnerable communities.  


Tag: Capacity Building Local Governance Climate Change Adaptation Disaster Risk assessments Disaster Risk Reduction Natural Disaster Vulnerable Effectiveness Impact Sustainability Policy Advisory

9.

Finding 9. The effectiveness of gender mainstreaming in the country programme varied. The governance programme was generally more successful in incorporating gender perspectives in legislation, policy and planning that yielded some concrete results in terms of gender equality and women’s empowerment. 


Tag: Civic Engagement Gender Equality Gender Mainstreaming Gender Parity Gender transformation Gender-Based Violence Women's Empowerment Project and Programme management Effectiveness Impact UN Agencies Technical Support

10.

Finding 10. While there is no specific collaboration between UNV and UNDP, UNV contributes at different levels of the country office supporting the implementation the country programme, including supporting the UNDP presence outside of Tunis. 


Tag: Human and Financial resources Effectiveness UN Agencies

11.

Finding 11. Contextual challenges will for the most part affect opportunities for the sustainability of the results to which UNDP contributes. 


Tag: Public administration reform Project and Programme management Global Environment Facility fund Challenges Effectiveness Sustainability Country Government Policy Advisory Technical Support

12.

Finding 12. UNDP positioned itself successfully as a convener of donors in the democratic transition process, resulting in significant resource mobilization. 


Tag: Anti-corruption Civic Engagement Local Governance Parliament Rule of law Climate Change Adaptation Disaster Risk Reduction Gender-Based Violence Change Management Partnership Global Environment Facility fund Resource mobilization Vertical Trust Funds Effectiveness Efficiency Coordination

13.

Finding 13. The country office has taken important steps towards increasing synergies across programmes and projects by adopting a convergence strategy, which is expected to improve the overall effectiveness of the country programme. 


Tag: Local Governance Monitoring and Evaluation Programme Synergy Coherence Effectiveness Efficiency Technical Support

14.

Finding 14. The country programme has partially implemented the consolidation of its interventions under a programmatic approach as envisaged in 2012 through its change management plan. As a result, the programme design and/or implementation still reflects a project orientation, which has not favoured coordination and synergies across interventions.


Tag: Change Management Programme Synergy Project and Programme management Coherence Effectiveness Relevance Sustainability Country Government Coordination

15.

Finding 15. The M&E capacity of the country office is not commensurate with the level of programmatic activities and with the complexity of the environment in which UNDP operates in Tunisia. This has led to a focus on fulfilling the corporate monitoring requirements with less attention to tracking results at outcome level.


Tag: Capacity Building Change Management Monitoring and Evaluation Operational Efficiency Programme Synergy Project and Programme management Results-Based Management Effectiveness Efficiency Impact

16.

Finding 16. The position of UNDP in Tunisia can be described as catalytic as its presence provides an enabling environment for other United Nations agencies to intervene, acting as an “operational backbone support” for the rest of the United Nations system. 


Tag: Human and Financial resources Integration Operational Efficiency Procurement Aid Coordination Coherence Effectiveness Efficiency Coordination

17.

Finding 17. UNDP support for United Nations coordination has helped to demonstrate its convening role, notably in the areas of SDG mainstreaming and prevention of violent terrorism. However, the use of strategic partnerships with United Nations and non-United Nations development actors that go beyond funding and implementation mechanisms was limited. 


Tag: Mainstreaming, Acceleration and Policy Support (MAPS) SDG Integration Operational Efficiency Partnership Coherence Effectiveness Efficiency Relevance UN Country Team UNDP Regional Bureaux Coordination

Recommendations
1

The new country programme should be more flexible, pursuing greater adaptive planning and management approaches to address the challenge of working in a fluid national context. The results framework of the country programme has remained unchanged despite limited progress in some of the key outcome results. The country office and stakeholders of the country programme need to more explicitly recognize the dynamism and change of speed of the national context, reflecting it in ongoing environmental scanning, risk analysis and rigorous monitoring and evaluation (M&E) processes, which are subsequently used to inform midcourse corrections. This requires greater clarity in the country programme’s theory of change, investments in a M&E function that supports the monitoring of key assumptions for success at project and programme levels, and a greater level of integration of M&E practices.

2

UNDP should seize the opportunity of the preparation of the next country programme to conduct a strategic review to identify a differentiated and strategic niche in the area of job creation with a view to enhancing its value proposition in this area of work. Such positioning should be informed by a thorough analysis and reflection on past successes and failures and the positioning of other stakeholders. As noted in this evaluation, while successive projects are credited for their capacity development support and multi-stakeholder approach, interventions have had limited sustainable results in terms of job creation, and at the same time have not demonstrated an approach distinct from those of other actors. While supporting the development of entrepreneurship and social and economic solidarity is in line with national priorities to address the challenge of unemployment, particularly of youth, UNDP should seek to be more ambitious and innovative in its value proposition and explore other entry points and modalities for supporting job creation, including balancing between supporting self-employment and wage employment options in order to adapt its response to the employment aspirations of Tunisians.

 

3

UNDP should review the current level and nature of partnerships developed with civil society to ensure that such partnerships are at the strategic level required in Tunisia’s middle-income country context. The UNDP strategy for engagement with civil society organizations has focused on supporting the emergence and organizational capacity development of civil society groups in local governance and development. While this level of engagement is relevant, UNDP should re-examine the strategic fit of this approach given the growing influence of larger and more established civil society actors in public debates, with whom partnerships were not developed. There are important synergies, at technical rather than financial levels, that could be explored with existing civil society actors. UNDP should seek opportunities to more systematically consider synergies with existing civil society actors across its portfolio, with due regard to the need to maintain its positioning as a neutral partner.

4

UNDP should consider adopting a more proactive coordination role with regard to its engagement in strategic partnerships with other actors who are contributing to the same objective, so as to enhance coherence and harmonization and optimize collective contributions where relevant. UNDP Tunisia has developed effective partnerships with the national authorities, which has enabled it to position itself as an important development partner in several sectors that are relevant to Tunisia’s development plan, particularly in the area of democratic governance. UNDP is engaged with the relevant national authorities in the implementation of its country programme and is recognized for its positive contribution to development challenges. However, further leveraging existing capacities through strategic partnerships is likely to grow as an imperative for the positioning of UNDP in Tunisia. Given anticipated declines in both UNDP resources and donor funding, the country office should lay the groundwork for strategic partnerships in the current cycle to avoid opportunistic resource mobilization. Different from funding partnerships, the proposed strategic partnerships are centred on leveraging and knowledge exchange.

Management Response Documents
1. Recommendation:

The new country programme should be more flexible, pursuing greater adaptive planning and management approaches to address the challenge of working in a fluid national context. The results framework of the country programme has remained unchanged despite limited progress in some of the key outcome results. The country office and stakeholders of the country programme need to more explicitly recognize the dynamism and change of speed of the national context, reflecting it in ongoing environmental scanning, risk analysis and rigorous monitoring and evaluation (M&E) processes, which are subsequently used to inform midcourse corrections. This requires greater clarity in the country programme’s theory of change, investments in a M&E function that supports the monitoring of key assumptions for success at project and programme levels, and a greater level of integration of M&E practices.

Management Response: [Added: 2019/05/13] [Last Updated: 2020/06/06]

In an unstable and changing environment, the CO has already undertaken major actions in terms of flexibility and agility (including the elaboration of a series of new projects not initially foreseen in the CPD – Joint Programme on SDGs, New integrated programme on SDG16, Project on Preventing Violent Extremism, Project in support to the national strategy on entrepreneurship, Project in support to the implementation of the sectoral vision on Youth) that will be pursued and integrated in the mid-term review of the current CPD and the process of design of new cycle UNDAF / CPD (2021-2024), notably.[1]

 

Action A :

To integrate the independent evaluation’s recommendations alongside the outputs of the two on-going studies on economic inclusion and decentralization in the mid-term review of the country program framework building on the key adjustment that have already been engaged :

Key adjustments that helped to make the CP more relevant and adapted to the major political, social, economic and security changes. Taking into account the recent changes in the PPM, UNDP Tunisia will encourage the development of a portfolio of projects documents that will allow for greater integration and flexibility to adapt to the variable context in the country.

 

Key actions:

  1. To finalize both analyses (the first one is analyzing the necessary programmatic adjustments for the Inclusive Growth and Human Development portfolio in light of the social and economic evolutions in the country; and the second one aiming to strengthen UNDP’s action in terms of the new decentralization process engaged in May 2018 following the National Municipal elections and the promulgation of the national law on local collectivities)
  2. Based on the analyses’ recommendations and the conclusions drawn by the two expertises, the current CPD framework will be reviewed and adjusted.
  3. To elaborate and implement a capacity building plan with a focus on M&E and the theory of change for program and project team.

 

Action B: To continue to reinforce UNDP’s flexibility and responsiveness to the changing environment by building on the recommendations of the above-mentioned analyses and integrate the main findings in the next CPD and the design model of new projects.

 

Key actions:

  1. To integrate the main findings and recommendations resulting from the independent evaluation report and the two economic and social analyses in the new cycle CPD starting 2021-2024

 


[1] All the undertaken actions are explained in annex at the end of the document

Key Actions:

Key Action Responsible DueDate Status Comments Documents
(linked to Action A) 1. The CPD framework will be reviewed based on the analyses’ main recommendations and the field missions of both expert and key partners’ feedbacks; 2. To finalize the CPD review 3. To adjust UNDP’s interventions in the economic domain based on the main findings and recommendations from the expert’s analysis
[Added: 2019/06/07] [Last Updated: 2020/02/17]
Team leaders 2020/04 Overdue-Initiated The new CPD is under design and will take in accout the recommandations. The current re-organization of UNDP office introduced a new cluster on "inclusive growth" with a new team leader recruted. The reflexion on UNDP priorities for Economic has been developped and the strategy for the next 5 years is under process. History
To elaborate an M&E capacity building plan at program and project level, including staffing and training framework with a focus on the theory of change
[Added: 2019/06/07] [Last Updated: 2019/10/09]
Tunisia's RBM 2019/07 Completed Trainings done for project team on M&E, social Impact. Capacity building of project M&E on M&E plan, M&E framework, wording, review of the logical framework. History
(linked to Action B): To integrate the main findings and recommendations resulting from the independent evaluation report and the two economical and social analyses in the new cycle CPD starting 2021-2024
[Added: 2019/06/07]
Team leaders - Country Office 2021/01 Not Initiated
2. Recommendation:

UNDP should seize the opportunity of the preparation of the next country programme to conduct a strategic review to identify a differentiated and strategic niche in the area of job creation with a view to enhancing its value proposition in this area of work. Such positioning should be informed by a thorough analysis and reflection on past successes and failures and the positioning of other stakeholders. As noted in this evaluation, while successive projects are credited for their capacity development support and multi-stakeholder approach, interventions have had limited sustainable results in terms of job creation, and at the same time have not demonstrated an approach distinct from those of other actors. While supporting the development of entrepreneurship and social and economic solidarity is in line with national priorities to address the challenge of unemployment, particularly of youth, UNDP should seek to be more ambitious and innovative in its value proposition and explore other entry points and modalities for supporting job creation, including balancing between supporting self-employment and wage employment options in order to adapt its response to the employment aspirations of Tunisians.

 

Management Response: [Added: 2019/05/13] [Last Updated: 2020/06/07]

Action A :

Based on the main findings and recommendations on the expert’s analysis of the necessary programmatic adjustments in the Inclusive Growth and Human Development programme, to shape, design and implement innovative programs in coherence with the new CPD framework

The first step to reach this objective has already been realized through the project on Entrepreneurship developed by the UNDP to support the Government of Tunisia in developing a national strategy on entrepreneurship in partnership with the Government of Norway. Indeed, this initiative stems from the observation made that UNDP’s previous entrepreneurship program was implemented at micro level with limited harmony between projects. To overcome this observation, the previous program on entrepreneurship was capitalized upon UNDP suggested to the Tunisian Secretary of State to implement one coherent and harmonized program on entrepreneurship which will support the government in elaborating a national strategy on entrepreneurship. This program has become a reality and will cover the period 2018-2021 with an estimated budget of $33 millions of which $18.7 million have already been engaged and allocated to the UNDP by the Government of Norway. The implementation partners are the Ministry of Vocational Training and Employment / Secretary of State’s Office for Vocational Training in the 6 targeted governorates of Tataouine, Medenine, Gabes, Kebili, Tozeur and Gafsa and the Office for Development of the South as activity partners. Other partners include the Agency for employment and self-employment (ANETI) and the Tunisian Solidarity Bank (BTS) and CSOs.

Through the above-mentioned national strategy on entrepreneurship, a greater impact on job creation will be strengthened through the integration of new technologies and innovation as vectors to a more adapted, innovative and open environment to entrepreneurship. This step has already been taken by the UNDP and will be capitalized upon by pursuing the already-launched partnership with ITU.  

 

Key actions:

  • To integrate the main findings and recommendations from the expert’s analysis in the economic programs to inform the development of an integrated portfolio of projects related to the promotion of inclusive growth, job creation and poverty reduction
  • To strengthen the capacities of the country office in this area through the recruitment of at least one international CTA on Entrepreneurship and job creation and one national Team Leader of the Inclusive Growth portfolio
  • To dedicate technical focal points to pursue enhancing synergies between projects and agencies.
  • To pursue a close collaboration with the ILO and synergies between Agencies for the integration of the national strategy on entrepreneurship that will be elaborated in the national strategy on employment that is also currently under development.  This will be done by organizing meetings and workshops with ILO, UN Agencies and key partners.  

 

Action B : To work with all agencies and key implementers to identify where and how UNDP will have an added value and support innovation

 

Key Actions :

  • To  capitalize on the technical focal points by testing a documentation process of the pertinent and applicable good practices
  • To pursue developing the partnership with ITU by formalizing the already engaged joint partnership aiming to integrate ICT into the entrepreneurship projects and hence pursue supporting innovation and technology as vectors to job creation.  
  • To continue to engaging with other agencies and implementers to coordinate and lead participatory reflexions on job creation
  • Cross feed the UNDP programs to capture all the other projects realization for employment to ensure harmony and synergies and inform new proposals

Key Actions:

Key Action Responsible DueDate Status Comments Documents
(linked to Action A) 1. To integrate the main findings and recommendations in the design of all new projects related to employment and entrepreneurship 2. To strengthen the capacities of the country in this area 3. To dedicate technical focal points to pursue enhancing synergies between projects and agencies
[Added: 2019/06/07]
Team leaders 2019/05 Completed Entrepreneurship project developed and signed integrating the ICPE recommendations Dedicated axis dedicated to inclusive growth, aligned with ICPE recommendations and aligned with UNDAF evaluation.
(linked to Action A) 1. To integrate the main findings and recommendations in the design of all new projects related to employment and entrepreneurship 2. To strengthen the capacities of the country in this area 3. To dedicate technical focal points to pursue enhancing synergies between projects and agencies
[Added: 2019/06/07]
Team leaders - country office 2019/05 Completed Dedicated project signed on entrepreneurship and inclusive growth Emphasis on inclusive growth in close cooperation and alignment with UNDAF
To advocate for the integration of the national strategy on entrepreneurship to the national strategy on employment with close collaboration with the ILO and other involved agencies and stakeholder
[Added: 2019/06/07] [Last Updated: 2020/02/18]
DRR - RR -Team leaders 2019/12 Completed The advocacy was made throught the "entrepreneurship and development" project, and towards the two partners (Ministry of Employment and ILO) linkages and synergies were identified and the strategies to be implemented. History
(linked to Action B) 1. capitalize on the technical focal points by testing a documentation process of the pertinent and applicable good practices 2. To pursue the already engaged joint work with the ITU and transform the informal agreement into a formalized partnership 3. To pursue the already engaged steps to regular consultations and sharing sessions with other UN agencies and diversified stakeholders 4. To cross feed UNDP programs to capture all the other projects’ achievement for employment and inform new proposals
[Added: 2019/06/07] [Last Updated: 2020/02/18]
Team leaders 2020/01 Completed Concertation was made with the partners. A new cluster will adress inclusive growth in partnership with the other cluster (cross feeding process). The process for integrating lesson learned and best practices in the new CPD was done. History
3. Recommendation:

UNDP should review the current level and nature of partnerships developed with civil society to ensure that such partnerships are at the strategic level required in Tunisia’s middle-income country context. The UNDP strategy for engagement with civil society organizations has focused on supporting the emergence and organizational capacity development of civil society groups in local governance and development. While this level of engagement is relevant, UNDP should re-examine the strategic fit of this approach given the growing influence of larger and more established civil society actors in public debates, with whom partnerships were not developed. There are important synergies, at technical rather than financial levels, that could be explored with existing civil society actors. UNDP should seek opportunities to more systematically consider synergies with existing civil society actors across its portfolio, with due regard to the need to maintain its positioning as a neutral partner.

Management Response: [Added: 2019/05/13] [Last Updated: 2020/06/06]

Action A : To capitalize on the work already achieved with the small-scale CSOs by facilitating the collaboration, exchange and partnerships between small and larger established civil actors of civil society in public debates, based on the existing mapping of CSOs in support of OTCS (Tunisian organization for social cohesion – ID NUM of reports  : 00092161)

 

Key Actions

  1. To maintain the “Forum de la société civile” organized in the Tamkeen project which gathers, on a yearly basis, the main key CSO partners while ensuring a networking process between the small CSO and larger ones by ensuring the latter’s active participation (ID Num for last reports : 00092161)
  2. Based on the already existing mapping, to identify the most relevant NGOs based on the needs for advocacy in support of public policies, debates and strategies
  3. To ensure that large sectorial NGOs with a strong influence on the national policies and strategies are clearly identified in the design process of new projects to ensure a good balance between small and larger CSOs.
  4. To integrate in the new projects a civil society capacity building framework (mainly in the fields of advocacy and public decision making)
  5. To develop and integrate a criteria check-list in the LPAC
  6. To train UNDP team on tool to measure the CSO’s capacity improvement This tool will allow to evaluate de CSOs capacities on different axes such as vision and planning abilities, Financial abilities, project management abilities, advocacy
  7. To continue investing in emerging actors in order to contribute to the reinforcement of social cohesion

 

Action B : To continue positioning UNDP as a key partner in high level strategic reflections with the Tunisian Government and support appropriation of the win-win partnership and actions by capitalizing on the work already engaged with the Ministry of Youth in order to contribute to create links between Ministries and civil society members through win-win actions (based on the model of what has already been done with INLUCC (National institute against corruption)  – ID num 00101282) and as developed with other ministries

 

Key actions :

 

  • To support the Ministry of Youth in the implementation of its sectorial vision on youth, by associating the civil society organizations with youth centers through formalized partnerships (release of calls for proposals, elaboration of a multi-sectorial national youth policy…)
  • To support the Ministry of Higher Education in the conception and implementation of a joint project for the strengthening of social cohesion through the Universities by associating the student syndicates and the Tunisian organizations (the implementation of mitigation committees in the universities and a mechanism to prevent conflicts)

To support the National Institute Against Corruption in the implication of civil society in the fight against corruption through joints calls to proposals between UNDP and the institute targeted on local and national associations

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. To maintain the “Forum de la société civile” organized in the Tamkeen project which gathers, on a yearly basis, the main key CSO partners while ensuring a networking process between the small CSO and larger ones by ensuring the latter’s active participation (ID Num 00092161) 2. Based on the already existing mapping, to identify the most relevant NGOs based on the needs for advocacy in support of public policies, debates and strategies 3. To ensure that large sectorial NGOs with a strong influence on the national policies and strategies are clearly identified in the design process of new projects to ensure a good balance between small and larger CSOs. 4. To integrate in the new projects a civil society capacity building framework (mainly in the fields of advocacy and public decision making) 5. To develop and integrate a criteria check-list in the LPAC 6. To train UNDP team on tool to measure the CSO’s capacity improvement 7. To continue investing in emerging actors in order to contribute to the reinforcement of social cohesion
[Added: 2019/06/07] [Last Updated: 2020/02/18]
Team leaders, RBM/M&E 2019/12 Completed The “Forum de la société civile” was not reconducted. Based on existing mapping, the most relevant NGOs were involved in the pojects (for example in Community policing project, Human rights and access to justice, Youth envolvment). Large sectorial NGOs were identified and involved in both design and implementation (same then above) The PVE project, as well as Youth engagement and civil society, are working and investing in emerging actors in order to contribute to the reinforcement of social cohesion History
(linked to Action B) - To support the Ministry of Youth in the implementation of its sectorial vision on youth, by associating the civil society organizations with youth centers through formalized partnerships (release of calls for proposals, elaboration of a multi-sectorial national youth policy…) - To support the Ministry of Higher Education in the conception and implementation of a joint project for the strengthening of social cohesion through the Universities by associating the student syndicates and the Tunisian organizations (the implementation of mitigation committees in the universities and a mechanism to prevent conflicts) - To support the National Institute Against Corruption in the implication of civil society in the fight against corruption through joints calls to proposals between UNDP and the institute targeted on local and national associations
[Added: 2019/06/07] [Last Updated: 2020/02/18]
Team leaders, CTP 2019/12 Completed The sectorial vision on youth was designed and implemented in concertation between Ministry of Youth, civil society organizations, youth centers The project aiming to strengthen social cohesion through the Universities is under implementation and includes mitigation committees in the universities and a mechanism to prevent conflicts The National Institute Against Corruption is supported and working with civil society History
4. Recommendation:

UNDP should consider adopting a more proactive coordination role with regard to its engagement in strategic partnerships with other actors who are contributing to the same objective, so as to enhance coherence and harmonization and optimize collective contributions where relevant. UNDP Tunisia has developed effective partnerships with the national authorities, which has enabled it to position itself as an important development partner in several sectors that are relevant to Tunisia’s development plan, particularly in the area of democratic governance. UNDP is engaged with the relevant national authorities in the implementation of its country programme and is recognized for its positive contribution to development challenges. However, further leveraging existing capacities through strategic partnerships is likely to grow as an imperative for the positioning of UNDP in Tunisia. Given anticipated declines in both UNDP resources and donor funding, the country office should lay the groundwork for strategic partnerships in the current cycle to avoid opportunistic resource mobilization. Different from funding partnerships, the proposed strategic partnerships are centred on leveraging and knowledge exchange.

Management Response: [Added: 2019/05/13] [Last Updated: 2020/06/07]

Based on interagency partnership already established notably through the SDG Joint Program,

  1. To continue engaging in joint UN interventions
  2. To continue ensuring exit strategies and a generalization strategy of UNDP interventions on an institutional level
  3. On the UN level, to continue to promote integrated approaches through the SDG Joint Program and joint processes through the Task Forces to mobilize other partners than UN.
  4. To continue and capitalize on the aid coordination platform.
  5. To enlarge the partnerships to Private sector and Islamic Banking (ex: Conect, UTICA, World Bank and EU, BCtA) as already begun.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. To continue engaging in joint UN interventions
[Added: 2019/06/07]
Team leaders, CO office 2020/12 Initiated Gender Forum - joint programming with UN Women PBF - joint programming with Coordinator office Support to Parliament : coordination and joint activities with UN women, as exemples
To continue supporting the implementation of an aid coordination platform
[Added: 2019/06/07]
CTP, Team leaders 2020/12 Initiated
To review and document annual grants with exit strategies
[Added: 2019/06/07]
CTPs, team leaders 2020/12 Initiated
To follow-up on the implementation of a fund mobilization strategy with innovative and diversified partners (through the programmes: SDG, PVE, Environment) such as international financial institutions; and ensure a dedicated focal point at the UNDP level.
[Added: 2019/06/07]
CO Office 2020/12 Initiated Mobilization strategy updated

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