Date of Submission to Coordination Unit: A. GENERAL INFORMATION 1. Activity Name Tunisian Youth in Public Life: Towards open and inclusive youth engagement 2. Requestor Information Name: Kalthoum Hamzaoui Title: Director General of International Cooperation Organization and Address: Ministry of Development and International Cooperation, 98 Avenue Mohamed V (Place Pasteur), Tunis-Belvédère, Tunisia Telephone: (+216) 71 892 653 Email: [email protected]3. Recipient Entity Name: Kamel Ayadi Title: Minister of Civil Service, Governance, and Fight against Corruption Organization and Address: Ministry of Civil Service, Governance, and Fight against Corruption, La Kasbah, Tunis, Tunisia Telephone: (+216) 71 560 219 Email: [email protected]4. ISA SC Representative Name: Andreas Schaal Title: Head of the Sherpa Office and Global Governance Unit Organization and Address: Organisation for Economic Co-operation and 27/04/2016
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Date of Submission to Coordination Unit:
A. GENERAL INFORMATION
1. Activity NameTunisian Youth in Public Life: Towards open and inclusive youth engagement
2. Requestor Information Name: Kalthoum Hamzaoui
Title: Director General of International Cooperation
Organization and Address: Ministry of Development and International Cooperation, 98 Avenue Mohamed V (Place Pasteur), Tunis-Belvédère, Tunisia
3. Recipient Entity Name: Kamel Ayadi Title: Minister of Civil Service, Governance, and Fight
against Corruption
Organization and Address: Ministry of Civil Service, Governance, and Fight against Corruption, La Kasbah, Tunis, TunisiaTelephone: (+216) 71 560 219 Email: [email protected]
4. ISA SC Representative
Name: Andreas Schaal Title: Head of the Sherpa Office and Global Governance Unit
Organization and Address: Organisation for Economic Co-operation and Development, 2 RUE ANDRE PASCAL, PARIS, FRANCE
Type Endorsements JustificationCountry-Execution Attach written endorsement
from designated ISAJoint Country/ISA-Execution
Attach written endorsement from designated ISA
√ ISA-Execution for Country Attach written endorsement from designated ISA
This submission is part of a regional project for which ISA-execution of activities is recommended by the Operations Manual of the Transition Fund.
The project “Tunisian Youth in Public Life: Towards open and inclusive youth engagement“ (the “Project”) will be implemented by the Organisation for Economic Cooperation and Development (OECD) in consultation with the Tunisian government.
The OECD’s strategic advantage in the international environment lies in its robust and long-term knowledge and policy dialogue to support reform agendas in member and non-member countries. This multidisciplinary knowledge-building approach is of increasing interest to non-members seeking advice and dialogue on good practices. The Project time-frame is 3 years.
The OECD will be the ISA responsible for the direct implementation support that will strengthen the work carried out by the recipients by: (i) Supporting the inclusive formulation and implementation of the National Integrated Youth Strategy 2030; (ii) Scaling up the institutional and legal framework for youth engagement in public life; and (iii) Promoting new forms of youth engagement to mainstream their considerations in public policies and governance.
This project is part of a regional project benefiting Tunisia, Morocco, Egypt and Jordan. All three components outlined above will be completed by a regional dialogue with policy practitioners from the beneficiary, MENA and OECD member countries to share international practices
and support peer-to-peer learning.
The OECD methodology involves an interactive peer-review process that draws on the work of the MENA-OECD Initiative. Tunisia is a founding member of that Initiative and the current chair of the MENA-OECD Governance Programme. Through this Programme, the OECD has recently published “Youth in the MENA region: How to bring them in?” which outlines pathways for governments to promote the participation of young men and women in decision-making and mainstream youth considerations in public policies and strategies. The Report builds on insights of the recently completed MENA Transition Fund Project on “Investing in Youth”, implemented in cooperation with the OECD and Islamic Development Bank.
Through the MENA-OECD Governance Programme, the OECD has been engaged with the Government of Tunisia for over a decade to analyse and implement public governance reform for socio-economic development and inclusive growth. Key areas of collaboration and deliverables include analytical and implementation support in regarding: (a) implementation of open government policies at the central and local level (e.g. OECD Open Government Review of Tunisia, 2014); (b) strengthening public sector integrity (e.g. OECD reports “OECD Integrity Review of Tunisia”, “Renforcer l’intégrité en Tunisie: L’élaboration de norms pour les agents publics et le renforcement du système de declaration du patrimoine; Examen de l´OCDE du système de contrôle et d´audit en Tunisie) (c) strengthening public financial management and PPPs (e.g. OECD review on Bugdet Transparency and the MENA Transition Fund on PPPs implemented in cooperation with the AfDB); (d) strengthening local governance (e.g. OECD policy paper on decentralization and regional development).
Through these strategic collaborations to support the country’s national
development priorities, Tunisia has experience in accessing OECD research and tools and demonstrated capacity to absorb OECD expertise. The proposed project will build on the results of this partnership.
The project will draw on the accumulated expertise of the 34 OECD member countries and offer direct access to OECD and MENA networks. It will mobilize peers from OECD and MENA countries to foster the exchange of knowledge and good practices among policy practitioners in the area of active and inclusive youth engagement in public life. The results of the project will be presented in the OECD Public Governance Committee (PGC).
ISA-Execution for Parliaments
Attach written endorsements from designated Ministry and ISA
6. Geographic FocusIndividual country (name of country):
X Regional or multiple countries (list countries): Tunisia, Morocco, Jordan, Egypt
7. Amount Requested (USD) Amount Requested for direct Project Activities:(of which Amount Requested for direct ISA-Executed Project Activities):
1,208,730
Amount Requested for ISA Indirect Costs:1 81,270Total Amount Requested: 1,290,000
8. Expected Project Start, Closing and Final Disbursement DatesStart Date:
1 September 2016
Closing Date:
31 August 2019 End Disbursement Date:
30 November 2019
9. Pillar(s) to which Activity RespondsPillar Primary
(One only)
Secondary
(All that apply)
Pillar Primary(One only)
Secondary(All that apply)
Investing in Sustainable √ Enhancing Economic √
1 ISA indirect costs are for grant preparation, administration, management (implementation support/supervision) including staff time, travel, consultant costs, etc.
Growth. This could include such topics as innovation and technology policy, enhancing the business environment (including for small and medium-sized enterprises as well as for local and foreign investment promotion), competition policy, private sector development strategies, access to finance, addressing urban congestion and energy intensity.
Governance. This could include areas such as transparency, anti-corruption and accountability policies, asset recovery, public financial management and oversight, public sector audit and evaluation, integrity, procurement reform, regulatory quality and administrative simplification, investor and consumer protection, access to economic data and information, management of environmental and social impacts, capacity building for local government and decentralization, support for the Open Government Partnership, creation of new and innovative government agencies related to new transitional reforms, reform of public service delivery in the social and infrastructure sectors, and sound banking systems.
Inclusive Development and Job Creation. This could include support of policies for integrating lagging regions, skills and labor market policies, increasing youth employability, enhancing female labor force participation, integrating people with disabilities, vocational training, pension reform, improving job conditions and regulations, financial inclusion, promoting equitable fiscal policies and social safety net reform.
√ Competitiveness and Integration. This could include such topics as logistics, behind-the-border regulatory convergence, trade strategy and negotiations, planning and facilitation of cross-border infrastructure, and promoting and facilitating infrastructure projects, particularly in the areas of urban infrastructure, transport, trade facilitation and private sector development.
√
B. STRATEGIC CONTEXT
10. Country and Sector Issues Youth in Tunisia was at the forefront of the civil uprisings that led to the toppling of the dictatorship and the transition towards more democratic governance. However, as the recent demonstrations of January 2016 in several municipalities showed remaining discontent, young Tunisians feel that major progress is still need to be made and that economic, social and political inclusion and engagement in public life of youth continue to be low 2. In 2015, unemployment rate reached 15.2% and 19.9% among young graduates3. In 2014, the NEET rate (share of young people not in employment, education or training) for young men in urban areas was 20.3% and 32.4% for young women4. Recently, the government organised a national congress on youth employment and will conduct a dialogue to address this key challenge. Moreover, despite the growing number of civil society organisations (CSOs), youth activity within these associations has been on the decline after a very prominent role during and immediately after the revolution5. The low representation of Tunisian youth has a direct impact both on addressing the needs of young women and men and on their access to employment and public services (e.g. health, education). This has also led to low levels of public trust in government (only 8.8% of rural youth and 31.3% of urban youth trust the political system6). This pattern has led to frustration, little faith in political institutions, and, in some cases, risky behaviour or a move towards radicalisation and extremism. The phenomenon of youth being recruited by extremist groups is particularly prevalent in Tunisia. Therefore, Tunisian youth faces several challenges following the 2011 uprising and needs to be better engaged in the current transition process; to have their ideas and opinions taken in consideration as they are an asset in this process.
The 2014 Constitution’s provisions on youth reflect a commitment by Tunisia to foster young people’s active and inclusive engagement in public life. Article 8 stresses that youth should be an active force in the nation building and stipulates that the State should create the necessary conditions to develop and implement youth’s capacities for young people to be able to contribute to social, economic, cultural and political development. Furthermore, article 133 stipulates that the electoral law guarantees youth representation in local councils7. Additionally, article 25 of the new Electoral Law of 2014 provides that in the electoral districts with 4 or more seats, every electoral list must contain one candidate of less than 35 years old8. The draft law on local elections, which will soon be submitted to the parliament, also guarantees the participation of youth.
The Ministry of Youth and Sports is responsible for the implementation of youth policies. For instance, the Ministry elaborated the Youth Strategy 2009-2014. However, as youth presents a cross-cutting policy field, various ministries and departments are typically involved in the formulation and delivery of youth-related policies and services. Services to young people are delivered through centralized administrative units and a network of youth centres 9. The National Youth Observatory is part of the Ministry of Youth and Sports and is in charge of promoting communication and dialogue among youth, conducting surveys in order to identify young people’s needs, and organizing youth consultation. However, the Ministry of Youth does not play a major role in the current process of formulating an Integrated National Youth Strategy due to the lack of sufficient steering and coordination capacity.
The coordination between the main stakeholders represents a challenge as it impacts negatively on the coherence of policy interventions in favor of youth. The need for a joint vision along with efficient monitoring and evaluation techniques is repeatedly highlighted. Moreover, in order to fully take in consideration Tunisian youth’s needs and implement comprehensive policies, youth organisations and associations must be included. This would also
give more legitimacy to the new framework. In this perspective, the President of the Tunisian Republic, Mr. Béji Caïd Essebsi, announced that a National Congress on Youth will be held on 14 May 2016 in order to expose the issues faced by young people and identify the sectors that could be improved10. The National Congress will officially launch a consultation process with youth representatives that will feed into the formulation of the Integrated National Youth Strategy 2030. On this occasion, the President of the Republic is expected to announce the entity responsible for leading the consultation process which will lead to the preparation of the Strategy. Reportedly, efforts have already been undertaken to consult with specific segments of youth and to identify the thematic areas that the Strategy may reflect. A series of youth consultations at the regional and local level will take place between mid-May and September 2016. Civil society has also been supporting new initiatives such as the creation of a “Superior Youth Council” that would be in charge of establishing new policies for youth in close collaboration with all relevant stakeholders including civil society and experts11.
Several governance-related initiatives taken by the Government can also have a significant impact on youth-inclusive strategy both at national and local level. The decentralisation reform, started in 2015, is determined by article 137 of the 2014 Constitution, which stipulates that local communities will adopt participatory democracy mechanisms and open government principles in order to include larger parts of citizens and civil society in the elaboration of development projects and territorial planning and in their execution12. For instance, the implementation of participatory budget system in some municipalities could enhance youth participation in decision-making at local level13. The reform also includes the creation and implementation of local “dialogue spots” between the State, local authorities and citizens in five pilot municipalities14.
11. Alignment with Transition Fund Objective
The objective of the MENA Transition Fund is to improve the lives of citizens in transition countries, and to support the transformation currently underway. As one of the main pillars, the Transition Fund identifies economic governance as core priority to support the transition. The Project “Towards the active and inclusive engagement of Tunisian youth in public life” is contributing to this objective. Including youth in the policy-making cycle is critical for Tunisia given the demographic make-up with over 24% of the population being between 18-30 years. For young men and women to become a driving force and beneficiary of a more inclusive growth, government frameworks in Tunisia need to adjust and become responsive to the needs of the youth.
Giving youth a voice in the policy-making process can help to mainstream youth considerations across policies and levels of governments. It can create the needed accountability mechanism, oversight and improvements of major public services. Finally, including youth is a natural necessity to implement open government principles in practice – a core priority of the Deauville Partnership and its recently endorsed Compact of Economic Governance.
Yet, despite the fact that the youth was among the driving force of the civil uprisings in the Arab Countries in Transition (ACT), calling for more transparent, inclusive and accountable governments, opportunities for youth’s association and youth people to influence policy outcomes remain fairly limited in Tunisia. The main reasons are related to the absence of youth considerations in public sector strategies, institutions and processes that impede pro-youth outcomes.
OECD evidence suggests that better policies rest upon stakeholder engagement, including the youth. Involving young people in policy making and giving them a voice will also help to reduce political alienation, bringing them back in to society and reduce the risks of radicalization. The project will support the Ministry of Civil Service, Governance, and
Fight against Corruption in close coordination with the Presidency of the Republic, the Presidency of the Government, the Ministry of Youth and Sports (including the National Observatory of Youth) and the Steering Committee in charge of the preparation of the consultation process for the elaboration of the Integrated National Youth Strategy 2030, and with other ministries that have a stake in youth.. Thereby, the project will contribute to increasing public trust in the government’s capacities to set and steer the economy and consolidating pillars of building democratic systems and active citizenship.
The project is thus fully aligned with the Transition Fund’s objective to improve transparency, accountability and public service delivery in Tunisia and create catalysis for change in the high impact area of youth engagement to enhance economic governance and inclusive growth (pillar 1 and 2).
12. Alignment with Country’s National StrategyThe project is in line with the priorities of the Tunisian government in terms of focusing on necessary measures that will enhance youth’s role in Tunisian society. During the closing of the National Employment Dialogue on 29 March 2016, Mr. Habib Essid, Tunisia’s Prime Minister, stressed the need to offer more possibilities to young people and highlighted youth’s great potential. The objective is to make them the backbone of the country’s growth15.
The project is fully aligned with Tunisia’s strategy to formulate and implement youth-inclusive policies. It aims at ensuring the efficient implementation of the youth-related provisions in the 2014 Constitution by strengthening the institutional framework for youth participation in the country´s development and ensuring their representation at the local level.
The project supports the current economic and social development programmes of the Tunisian Government. For instance, it will contribute to the objective of the decentralisation program to involve citizens, including young men and women, in decision-making at the local level (e.g. participatory budget initiatives in municipalities; youth participation in local elections and regional development plans). It also responds to the Strategic Orientation Note for the National Development Plan 2016-2020 which highlights inclusion as the basis of social justice, notably through the inclusion of all the vital forces (youth and women) in the development process16.
Tunisia is one of the 5 pilot countries that joined an initiative to implement Sustainable Development Goal Number 16 ahead of time and integrate the goal into activities to promote a vigilant cohesive and participatory society.
C. PROJECT DESCRIPTION
13. Project ObjectiveThe project will contribute to advance Tunisia’s reform process towards the active and inclusive engagement of young men and women in public life by: (i) Supporting the inclusive formulation and implementation of the Integrated National Youth Strategy 2030 (the “Strategy”); (ii) Scaling up the legal and institutional framework to foster youth engagement; and (iii) Promoting new forms of youth engagement to mainstream youth considerations in public policies and governance.
The first objective is to promote an inclusive approach to the formulation and implementation of the Integrated National Youth Strategy 2030 and youth policy more generally. To 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.
The second objective is to reinforce 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.
The third objective is to promote 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).
14. Project ComponentsThe project with Tunisia is part of a regional project with Tunisia, Egypt, Morocco and Jordan to strengthen youth engagement in public life and mainstream youth considerations in public policies and governance. It is based on three components, with additional sub-components.
Component 1: Supporting the inclusive formulation and implementation of the National Integrated Youth Strategy 2030;
Component 2: Scaling up the institutional and legal framework for youth engagement in public life;
Component 3: Promoting new forms of youth engagement to mainstream their considerations in public policies and governance.
All three components will include activities aimed at increasing the participation of Tunisian public officials, and representatives from youth associations and civil society in the international and regional dialogue on good governance, open government policies and citizen participation and youth engagement.
Component 1: Supporting the inclusive formulation and implementation of the National Integrated Youth Strategy 2030 (US$ 649,182)
Since the revolution in 2011, Tunisia has made considerable efforts to provide young men and women with better opportunities to become a driving force for the socio-economic development of their country. The 2014 Constitution stipulates that the youth is a driving force for the construction of the Nation and that the State is responsible for “providing the conditions which allow youth to develop their capabilities, unfold their energy, assume their responsibilities and broaden their participation in social, economic, cultural and political development” (Article 8). In line with the commitment to foster a more active role for young men and women, the Constitution requests that the Electoral Law must guarantee the representation of young people in local government councils (Article 133) ( Conseils des collectivités locales).
Tunisia is also a signatory of the African Youth Charter (2011) which identifies key principles for the formulation and implementation of a national youth policy. With the elaboration of a National Youth Policy, Tunisia joins an increasing number of MENA countries and governments worldwide in the intention to improve the horizontal and vertical coordination and coherence of pro-youth policies and services over a multi-year horizon. As a cross-cutting policy field, youth policy covers a variety of thematic areas (e.g. education, health, employment, mobility, security, housing). It requires a holistic/whole-of-government approach in which policy sectors, ministries and other relevant entities work jointly towards a set of strategic and actionable objectives. An integrated strategic framework, such as a National Youth Strategy, can help in guiding legislation, programmes and initiatives and measure progress against benchmarks as indicated by the Baku Commitment to Youth Policies (2014). Moreover, given that the local level is the place where government and citizens interact directly, sub-national institutions play a critical role in providing evidence and, in turn, implementing the Strategy. In the current context of decentralization reform in Tunisia, local
authorities and institutions are expected to benefit from greater autonomy in the elaboration of programmes and will therefore be a critical agent in formulating and implementing the Strategy.
The elaboration of the Integrated National Youth Strategy 2030 is the most comprehensive and systematic effort undertaken by the Tunisian government to create a coherent framework for youth policy and promote their engagement in public life. At the sub-national level, experiments to involve youth have been initiated at municipal level (e.g. participation of youth in participatory budgeting processes in La Marsa, Menzel Bourguiba, Tozeur and Gabes) and civil society (e.g. organisation of public consultations between local authorities and youth and activities to mobilise young people to register to vote in the parliamentary and presidential elections by IWatch; organisation of youth parliaments by Tun’Act). Moreover, youth-led civil society organisations in Tunisia have played a major role in holding government to account in the transition process towards democracy (e.g. monitoring of public budgets through the Marsad Budget project by Al Bawsala). These initiatives attest to the intention of the government to involve youth at the different levels of government in the elaboration of public policies and strategies. However, the legal and institutional mechanisms to involve youth and other more vulnerable groups more systematically are only emerging. Government-driven initiatives such as the "Agora - Débat de la ville" project run by the National Observatory of Youth to create public spaces for youth to shape the future of their neighbourhoods are not embedded in a more systematic effort to involve them into political decision-making processes. For instance, while 27 of 34 OECD member countries have a National Youth Council to represent youth expectations vis-à-vis the government, a similar institutional arrangement has not yet been created in Tunisia. While Tunisia has made significant achievements in promoting stakeholder consultation over the last years, for instance in the framework of its membership to the Open Government Partnership, specific requirements to involve youth and tools to facilitate their engagement are largely absent.
Through Component 1, 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.
This component will consist of 3 sub-components:
Sub-component 1a : Strategic mapping of Tunisia’s public governance framework to prepare and implement the Integrated National Youth Strategy 2030;
Sub-component 1b : Capacity building for an integrated approach to the delivery of youth policy;
Sub-component 1c : Regional conference for MENA countries (in particular MOR, TUN, JOR, EG) on the formulation and implementation of national youth strategies [Regional component].
Sub-component 1a): Strategic mapping of Tunisia’s public governance framework to prepare and implement the Integrated National Youth Strategy 2030
This sub-component will lay the ground for an upgrade of collaboration mechanisms both horizontally and vertically to ensure the successful formulation and implementation of the Integrated National Youth Strategy 2030. The OECD will assess the capacities and coordination mechanisms of the existing institutions in charge of youth affairs to steer youth policy across the public administration and for effective stakeholder consultation. The mapping will analyse the legislative and institutional mechanisms in place as well as policies and actual practices to identify potential bottlenecks. It will analyse whether the key entities involved in formulating youth-related policies and services at the central level (e.g. Ministry of Youth and Sports, Ministry of Education, Ministry of Higher Education and Scientific Research, Ministry of Professional Training and Employment, Ministry of Health, Ministry of Social Affairs) are successful in coordinating their strategic plans and programmes for a coherent approach and where improvements
are necessary. It will further analyse the interplay between the central and the sub-national level in collecting evidence and translating youth demands into programmes and initiatives. The focus on the multi-level governance framework for youth policy recognises that restricted access to public services or low quality thereof is the result of poor vertical coordination. As local authorities in Tunisia are expected to assume greater responsibilities in the context of the decentralisation reform, their capacities to contribute to the formulation and delivery of national youth policy are critical to ensure its success.
Tunisia is in the early stages of formulating its Integrated National Youth Strategy 2030. For the Strategy to become a reference document for youth-related policies and programmes over the next 15 years, it must be based on sound evidence and the active contribution of its target group. Involving youth in public consultations, including additional efforts to reach out to those which are at a greater risk of marginalisation (e.g. the unemployed, less educated, rural areas, women), will ultimately determine its legitimacy and ownership. Promoting an inclusive approach raises important questions as to the availability of capacities, tools and mechanisms to ensure young people’s active involvement in the formulating of the National Strategy across the levels of government.
The mapping will point to the specific challenges for effective vertical, horizontal and cross-sectorial co-ordination and will provide ad hoc and actionable recommendations to improve the situation in line with OECD principles, standards, instruments and good practices.
The evidence for the mapping will be collected through fact-finding missions, surveys and roundtables with senior public officials from all levels of government, youth associations/civil society, the private sector as well as peers from MENA and OECD countries. The peer review-driven approach will allow for the systematic exchange of information and lead to actionable policy recommendations based on the experience of policy practitioners in the field (e.g. representatives from inter-ministerial bodies in charge of the implementation and monitoring of a national strategy for youth). A first draft of the mapping will be broadly circulated for review to validate the findings followed by an official launching conference.
The output of this sub-component will be an OECD Review of Tunisia’s Public Governance Framework to formulate and implement the Integrated National Youth Strategy 2030 and achieve its objectives across the different levels of government. The comprehensive analysis of the mapping work / review will include actionable policy recommendations based on good practices in OECD and MENA countries. A “Key priorities for policy action” brief (max. 5-10 pages) will be delivered with suggestions to prioritize government interventions in favour of fostering youth engagement in public life in the short-, medium- and long-term.
The policy recommendations will be disseminated through a high-level national conference and a series of capacity building seminars with government officials, youth associations and other key entities from the different levels of government.
The outcome of this sub-component will be a better understanding among key entities for how to foster inclusive and effective youth consultation and the active engagement of youth (associations) throughout the elaboration of the National Strategy. Based on the mapping of public governance frameworks in place, it will contribute to clarify responsibilities and possible bottlenecks in the formulation and delivery of the Strategy and contribute to a more coordinated approach across administrative departments at the central level and the different levels of government.
Sub Component 1b): Capacity building for an integrated approach to the delivery of youth policy
The cross-cutting nature of youth policy and the forthcoming Integrated National Youth Policy 2030 require a joint-up and collaborative effort by the various actors involved. The alignment of the various actors in working towards a joint vision and objectives can be ensured if the right set of tools, capacities and mechanisms (e.g. strategic planning, communication, monitoring and evaluation, stakeholder engagement) as well as a sound institutional framework (e.g. inter-ministerial coordination bodies, mechanisms for systematic public consultation) are put in place. This is a key challenge both to ensure the horizontal coordination at the central level and the vertical coordination between the
different levels of government.
Based on the findings and recommendations of the strategic mapping, the OECD will organise a series of capacity building seminars. The activities will feature the participation of high-level public officials from ministries and departments with a significant youth portfolio, youth associations/civil society and local authorities to discuss:
Capacity building activity 1: A practical approach to the elaboration and implementation of the Integrated National Youth Strategy 2030. Based on the strategic mapping, this seminar will share its results and actionable policy recommendations to foster the systematic consultation and engagement of young men and women in the elaboration of the Strategy. Peers from MENA and OECD countries will present good practices and lessons learned in bridging the gap between young men and women and public officials for a partnership approach in defining a joint vision for youth.
Capacity building activity 2: Ensuring effective horizontal and vertical coordination in implementing the Integrated National Youth Strategy 2030. This seminar will focus on the distribution of mandates and responsibilities between the key entities involved in the implementation of the Strategy. With a view to strengthening steering, (horizontal and vertical) coordination and monitoring capacities, it will feature the participation of government and non-government representatives from the different levels of government and international experts.
The output of this sub-component are two capacity building seminars at the central and sub-national level to support Tunisia in promoting an inclusive approach to the formulation of the Integrated National Youth Strategy 2030 and foster effective coordination in its delivery. Based on the identified challenges, practical training material will be elaborated and disseminated widely among the participants.
More specifically, a “Lessons learned” brief will be shared among the participants of each capacity building activity to summarise the key findings, good practices and recommendations provided by the OECD and MENA peers and experts in these events. The brief will provide an essential element to advance the reform discussions in the beneficiary countries.
The outcome of this sub-component is a better understanding of mechanisms to engage youth systematically in the formulation of the Strategy. This will allow young people to actively contribute to the design of the Strategy and ensure that their needs and expectations are indeed reflected which will increase legitimacy and ownership. The capacity building seminars will further strengthen the efficient translation of the Strategy into concrete activities and services for youth based on a shared understanding of the mandate by each actor involved (e.g. governmental/non-governmental; central/sub-national level).
Sub-component 1c): Regional conference for MENA countries (in particular MOR, TUN, JOR, EG) on the formulation and implementation of national youth strategies [Regional component]
The project with Tunisia is part of a regional project which will benefit Tunisia, Morocco, Egypt and Jordan. All three countries have undertaken significant efforts to elaborate or implement comprehensive youth strategies and engage young men and women more systematically across the policy cycle. The different level of advancement in the implementation of legal and institutional reform as well as the specific approach undertaken by each country in designing a national youth policy provide for rich opportunities to exchange learning experiences and good practices.
The output of this sub-component will be 1 regional conference with high-level youth stakeholders from the MENA region (in particular from Tunisia, Morocco, Jordan and Egypt) to exchange on the progress made in formulating and implementing their respective national strategies and foster mutual learning experiences. The thematic orientation and the hosting country of the conference will be determined in consultation with all three countries. Upon the demand of the beneficiary institutions, the regional conference could be organised either as a high-level event with the aim of securing political commitments or a workshop at technical level to exchange in greater detail about the technical aspects of policy implementation.
A “Lessons learned” brief will be shared among the participants of the regional dialogue to summarise the key findings, good practices and recommendations provided by the OECD and MENA peers and experts in these events. The brief will provide an essential element to advance the reform discussions in the beneficiary countries.
The outcome of this sub-component will be a good understanding of the factors for the success and/or failure of delivering pro-youth policies and services. Despite distinct context factors in each country, the exchange of “what works” and “what does not work” with peers and experienced practitioners in MENA and OECD countries will stimulate debate and new approaches to overcome similar challenges faced by all countries.
Component 2: Scaling up the institutional and legal framework for youth engagement in public life (US$ 180,298)
With the ongoing preparation of the Integrated National Youth Strategy 2030, Tunisia has made a first but significant step to deliver on the constitutional provision to provide the conditions for enlarged youth participation in social, economic, cultural and political development (Article 8). In recent years, as part of the country´s transition process towards more democratic governance, Tunisia has started to use mechanisms for citizen participation (e.g. Open Government Joint Consultative Committee; National Employment Dialogue; participatory budgeting at the local level; formulation of the development plan]. However, these mechanisms are still at an early stage of development and remain insufficient to represent the specific needs and expectations young people formulate vis-à-vis the government. If opportunities to engage with public officials exist, they are the result of specific short-term (and often donor-driven) initiatives rather than the outcome of a systematic approach to engage youth on a regular basis. The reform of the Electoral Law foreseen by Article 133 of the Constitution addresses the important aspect that youth are largely underrepresented in government bodies. While a reform of the Electoral Law could lead to a more solid representation of youth in politics, they do not provide new opportunities for the direct engagement of the many with the aspiration to influence the decision-making process and embrace active citizenship. Initiatives driven by civil society to create participatory bodies for the younger generation (e.g. youth parliaments) lack sustainability due to precarious funding schemes.
In MENA countries and elsewhere, governments increasingly acknowledge the need to engage youth more systematically in the design and delivery of relevant public policies and services. With a stake in the process of formulating and monitoring public policies, young men and women can inform the process with their views and contribute to better tailored policy outcomes. This can eventually contribute to reinforcing the legitimacy of political institutions, fostering active citizenship and strengthening trust in government. As youth are heavy users of public services, such as basic infrastructure services, social services and quality-of-life services (e.g. public safety, urban planning, culture and entertainment, sport, public space), their absence in the formulation and delivery may also render them less accessible or poorly tailored. To upgrade youth engagement in public life, institutional reform must be complemented by a solid legal framework. This will increase both the sustainability and predictability of the youth-government interaction and manage expectations based on a clear process.
National youth councils and similar institutional arrangements provide a more sustainable basis to raise their voice and engage in processes of consultation or, in some cases as for the Lithuania Youth Council, “co-management“ and “co-decision making“. In Morocco, for instance, the government is expected to finalise soon the creation of an Advisory Council for Youth and Associative Action (Conseil Consultative de la Jeunesse et de l´Action Associative) with the mandate to make proposals on any topic of economic, social and cultural interest to youth. It also envisages the creation of sub-national youth councils.
Through Component 2, 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.
This component will consist of 2 sub-components:
Sub-component 2a : Capacity building to strengthen the legal and institutional framework for youth engagement in public life at the central and sub-national level;
Sub-component 2b : Regional conference for MENA countries (in particular for MOR, TUN, JOR, EG) on the institutional and legal framework for inclusive youth engagement in public life [Regional component].
Sub-component 2a): Capacity building to strengthen the legal and institutional framework for youth engagement in public life at the central and sub-national level
In line with the priority of the Tunisian government to raise young people´s voice in policy-making, the sub-component will organise a series of capacity building seminars to discuss an approach that would build on the existing legal and institutional framework. It will introduce mechanisms and tools to reach out to youth and share good practice cases from MENA and OECD countries with a track record in engaging the younger generation in civic and political affairs. The seminars will include a strong focus on the sub-national level to support a more regular dialogue and partnership between youth, associations and local authorities. This will contribute to an exchange of knowledge and experiences among Tunisian local authorities from different regions with the aim of raising awareness for the importance of creating representative youth bodies/mechanisms for systematic youth engagement across the territory.
Capacity building activity 1: Scaling up institutional and legal arrangements at the central level to foster inclusive and effective youth engagement. The seminar will discuss opportunities to scale up the institutional and legal framework at the central level for youth engagement in public life based on the mechanisms in place and good practice examples from MENA and OECD countries. The seminars will feature government officials and representatives from a National Youth Council to introduce the concept in Tunisia.
Capacity building activity 2: Scaling up institutional and legal arrangements at the sub-national level to foster inclusive and effective youth engagement. The decentralisation process in Tunisia is expected to offer new opportunities for citizens to engage with local authorities and become a driving force in the socio-economic development of their region. Given the fragmented nature of civil society and youth associations in Tunisia, local youth councils or similar arrangements can provide a forum to institutionalise the interplay between local authorities, youth associations and activists. The seminar will share experiences of local authorities and youth representatives in MENA and OECD countries in working jointly towards identifying policy solutions to the social, economic and political challenges at the sub-national level.
The output of this sub-component is two capacity building seminars. Based on the identified challenges, practical training material will be elaborated and disseminated widely among the participants. The first seminar will be delivered in Tunis while the second seminar will be organised at the sub-national level.
More specifically, a “Lessons learned” brief will be shared among the participants of each capacity building activity to summarise the key findings, good practices and recommendations provided by the OECD and MENA peers and experts in these events. The brief will provide an essential element to advance the reform discussions in the beneficiary countries.
The outcome of this sub-component is a better understanding among public officials and youth stakeholders at the different levels of government for the success/failure factors of institutionalised forms of youth representation and engagement. The activities will raise awareness for the constructive role youth can play in the development of their
communities if the right mechanisms, tools and processes are put in place.
Sub-component 2b): Regional conference for MENA countries (in particular for MOR, TUN, JOR, EG) on the institutional and legal framework for inclusive youth engagement in public life [Regional component]
This project with Tunisia is part of a regional project which will benefit stakeholders in Tunisia, Morocco, Jordan and Egypt. All four countries are engaged in a process of creating or strengthening institutional frameworks to interact with youth on a more systematic basis. The different level of advancement in the creation and operationalisation of representative youth bodies offers an opportune momentum to exchange learning experiences and good practices. This sub-component will feed into ongoing discussions in all four beneficiary countries as to how citizen participation at the local level can be stimulated in the context of the ongoing decentralisation reform.
The output of this sub-component will be 1 regional conference with high-level youth stakeholders in Tunisia, Morocco, Jordan and Egypt to discuss the experiences made in setting up representative youth bodies and/or youth engagement mechanisms with a focus on the sub-national level . Upon the demand of the beneficiary institutions, the regional conference could be organised either as a high-level event with the aim of securing political commitments or an extensive workshop at technical level to delve into the technical aspects of policy implementation.
A “Lessons learned” brief will be shared among the participants of the regional dialogue to summarise the key findings, good practices and recommendations provided by the OECD and MENA peers and experts in these events. The brief will provide an essential element to advance the reform discussions in the beneficiary countries. The outcome of this sub-component will be a good understanding of the factors for the success and/or failure of setting up youth representative bodies and/or engagement mechanisms and their interplay with central and in particular local public authorities. Policy practitioners will inform the discussions with presentations on similar reform efforts and case studies in OECD member countries.
Component 3: Promoting new forms of youth engagement to mainstream their considerations in public policies and governance (US$ 379,250)
Low levels of traditional or conventional forms of participation (e.g. membership in political parties, voting) in Tunisia and elsewhere point to an increasing disappointment among youth with existing mechanisms to drive change. Indeed, the prominent role of young men and women in the civil uprisings known as the “Arab Spring” did not result in a greater involvement in forms of conventional participation – partly due to a lack of systematic efforts by governments to make them more accessible and appealing to the younger generation as argued by the OECD regional report “Youth in the MENA region: How to bring them in”. Furthermore, the conditions for youth to use these channels vary greatly depending upon their socio-economic and cultural background, sex, territory, and other factors. While youth as a social group tend to be marginalised from the political process, young women, youth from rural areas and those from less fortunate socio-economic backgrounds face additional obstacles to make their voices heard.
On the other side, tech-savvy youth in Tunisia have made unprecedented use of social media, blogs and other more informal channels to raise their political voice, especially since 2011. It reflects the fact that youth are a highly heterogeneous group with different preferences and means to engage with government. In turn, in the wake of the popular movements, the government adopted the decree 2011-88 on the formation and funding of associations which has resulted in a mushrooming of new and often youth-led civil society organisations and youth associations. In the framework of Tunisia´s adherence to the Open Government Partnership, civil society organisations joined online networks such as opengov.tn and tnOGP to advocate for transparency and good governance in the consultation process for Tunisia´s OGP Action Plan. Both civil society and public authorities increasingly recognise the value of a partnership approach in areas that have traditionally been at the exclusive discretion of the government. In 2014, youth were invited to participate in allocating 2% of the municipal budgets of La Marsa, Menzel Bourguiba, Tozeur
and Gabes. Moreover, a citizen budget was designed to facilitate the understanding of the allocation of public funds and increase accountability.
Through an exchange between public officials and youth representatives, this component will foster a joint understanding among both sides for ways to exploit innovative forms of engagement. This component is complementary to the efforts aiming at strengthening conventional forms of engagement.
This component will consist of 3 sub-components:
Sub-component 3a : Capacity building to disseminate innovative tools, mechanisms and channels for youth engagement;
Sub-component 3b : Good practice guide to engage youth through innovative forms of participation in policy-making and public governance;
Sub-component 3c : Regional dialogue on innovative forms of youth engagement in policy-making and public governance [Regional component].
Sub-component 3a): Capacity building to disseminate innovative tools, mechanisms and channels for youth engagement
The sub-component will highlight how non-conventional forms of youth engagement can effectively complement more traditional forms of engagement, in particular by appealing to youth who would otherwise be reluctant to voice their opinion vis-à-vis public authorities.
Through a series of capacity building seminars, the sub-component will share practical cases to strengthen the use of digital technologies to expand youth consultation (e.g. user surveys, opinion research) and new forms of interaction and public service delivery via social media or app-based solutions. The activities will highlight the need for further investments into the skills and capacities of public officials to exploit these new pathways (e.g. how to deliver messages that are appealing to youth) and institutional arrangements to ensure sustainability (e.g. modules in the annual training plans for public officials). Good practice cases from MENA and OECD countries will highlight public services areas of particular interest to youth that could be made available within limited technical, human and financial resources (e.g. free legal counsel).
The activities will feature the participation of civil society and youth associations which, in turn, will benefit from a better understanding of how to approach public officials through non-conventional forms and increase coordination among them.
Capacity building activity 1: Digital technologies and social media as a “game changer” to foster youth engagement? As Tunisian youth are increasingly growing up as “digital natives” this seminar will discuss pathways for innovative youth engagement through social media and other forms of harnessing digital technologies (dedicated platform, networks…). This could include presentations aiming at fostering exchange of ideas and enhancing collaboration between youth-related organisations and associations in better using Information and Communication Technology for youth public engagement.
Capacity building activity 2: Mainstream youth considerations in public policies and governance (e.g. access to information, integrity, participatory budgeting, social responsibility, accountability). In line with the argument put forward by the OECD regional report “Youth in the MENA region: How to bring them in”, the seminar will explore opportunities to engage youth in governance processes to mainstream their considerations in public policies and strategies. This could include the presentation by relevant stakeholders (youth-related associations and organisations) of already existing mechanisms and the identification of what
works and what does not in order to mainstream youth interests in public life.
The output of this sub-component is two capacity building seminars as outlined above. The first seminar will be delivered in Tunis while the second seminar will be organised at the sub-national level.
More specifically, a “Lessons learned” brief will be shared among the participants of each capacity building activity to summarise the key findings, good practices and recommendations provided by the OECD and MENA peers and experts in these events. The brief will provide an essential element to advance the reform discussions in the beneficiary countries.
The outcome of this sub-component is a better understanding among public officials and youth stakeholders of how to use and exploit non-conventional forms of interaction and dialogue. While the first seminar will highlight the critical role of digital technologies in promoting new partnerships between the government and youth, the second seminar will offer new pathways for local governments to engage youth and mainstream their concerns.
Sub-component 3b: Good practice guide to engage youth through innovative forms of participation in policy-making and public governance
Good practice cases from government-driven initiatives, civil society and youth associations for innovative forms of youth engagement will feed into a good practice guide including relevant information as to the costs and outcomes (e.g. timeline, budget, impact) to encourage implementation in other contexts or countries. This document will be disseminated widely among the participants of the project activities.
The output of this sub-component is a Good Practice Guide to engage youth in new forms of participation in policy-making, public service delivery and public governance. The input to the guide will be collected in the related capacity building activities and fact-finding missions in all four beneficiary countries.
The outcome of this sub-component is an increasing awareness among all youth stakeholders as to the ongoing initiatives of government bodies, civil society and youth associations in each beneficiary country as well as of good practice cases from other MENA and OECD countries to engage youth through innovative forms.
Sub-component 3c: Regional dialogue on innovative forms of youth engagement in policy-making and public governance [Regional component]
The project with Tunisia is part of a regional project which will benefit stakeholders in Tunisia, Morocco, Egypt and Jordan. The project will benefit from OECD expertise in promoting effective stakeholder engagement and more than 10 years of support to promote inclusive policy-making in MENA economies through the MENA-OECD Governance Programme. Through its institutional structure of thematic working groups and networks, the MENA-OECD Governance Programme brings together government officials, independent institutions, parliament, civil society, and academia to advance comparative analysis, dialogue and the exchange of good practices on open and inclusive policy-making and public service delivery (e.g. MENA-OECD Working Group on Open and Innovative Government, Women in Government Platform, CSOs Advisory Council). The progress made in the project will be discussed in the OECD Public Governance Committee and, in turn, benefit from cutting-edge discussions in this format.
The output of this sub-component is a) 1 regional conference with youth stakeholders from the MENA region (in particular MOR, TUN, JOR) to discuss innovative forms of youth engagement in policy-making and public governance. Moreover, this sub-component will b) feature the regular participation of 6 representatives from the government/civil society to the annual meetings of the relevant working groups of the MENA-OECD Governance Programme, OECD conferences and activities.
The outcome of this sub-component is the exposure of decision-makers and civil society representatives to innovative forms of engaging youth in policy-making and public governance through an exchange with OECD and MENA peers. The regional/international format of the conferences and working groups further provide a space to report on the progress of commitments made and thus increase accountability.
15. Key Indicators Linked to Objectives
Results indicators for the project are:
Number of Studies, assessments, reports, action plans, roadmaps, models of good practices or frameworks endorsed
Number of CSOs, women or youth groups engaged and empowered by the local government Number of national institutions, regions, municipalities and youth associations mobilized in youth
engagement in public life. Public sector staff trained in engaging youth in public life Improved enabling environment and government capacity to implement the Integrated National Youth
Strategy Specific/special stakeholder groups engaged in the elaboration, implementation and monitoring of youth
policies
D. IMPLEMENTATION
16. Partnership Arrangements (if applicable)
The project will be implemented by the OECD as ISA in close coordination with the main recipient – the Ministry of Civil Service, Governance and Fight against Corruption.
In the delivery of the project components and outputs, it will closely coordinate with the Presidency of the Republic, the Presidency of the Government, the Ministry of Youth and Sports (including the National Observatory of Youth) and the Steering Committee in charge of the preparation of the consultation process for the elaboration of the Integrated National Youth Strategy 2030.
Throughout its activities, the project will feature the participation of youth in the form of youth associations, civil society, university students and activists. A Project Implementation Team composed of staff from the OECD Secretariat assisted by a local project consultant in Tunisia will carry out the project.
The activities of the project will be implemented in close collaboration with the MENA-OECD Governance Programme. Through the Working Group on Open and Innovative Government (WG II) and the Civil Society Advisory Board, the Programme provides a sustainable institutional structure to exchange international good practices and experiences in fostering inclusive policy-making, citizen participation and systematic consultation throughout the policy cycle. Through these networks, the MENA-OECD Governance Programme regularly invites donors, international organisations and civil society representatives providing a space to coordinate activities, react to emerging priorities and benefit from possible synergies with multilateral or country-specific initiatives. As a multilateral partner organisation of the Open Government Partnership (OGP), supporting Tunisia in the implementation of open government policies, the OECD will also explore opportunities to establish synergies in the areas of inclusive policy
making.
17. Coordination with Country-led Mechanism/Donor Implemented Activities The OECD will consult closely with country-led mechanisms as well as other international organisations and donors that support Tunisia in implementing an inclusive approach for youth in public life. The project has been designed with a view to exploiting synergies with existing and forthcoming initiatives.
In particular, the OECD will closely work with the International Republican Institute (IRI) which is providing support to the Tunisian government in organizing the current consultation process to identify the major areas that will be covered by the Strategy.
UNESCO’s Networks of Mediterranean (NET-MED) Youth Project in Tunisia held a three-day brainstorming workshop in March 2016. This workshop, held by Tunisian youth organisations’ representatives, provided support to the project of setting up a Youth National Council in Tunisia. The experts shared their methodologies, observations and recommendations in order to identify the key concepts, a legal framework and a communication plan for the creation and implementation of this Council. The participants redacted a consensus document with all the relevant points agreed on during the workshop17. The project will work in cooperation with NET-MED Youth Project in Tunisia in order to facilitate the potential creation of this Council.
In its “Breaking the Barriers to Youth Inclusion” report of 201418, the World Bank emphasises the necessity to promote youth inclusive participation in public life by strengthening the efforts to provide subsidies to youth NGOs in rural and disadvantages areas, enhance community development initiatives by youth NGOs, and building youth-led institutions in order to enforce their voice in policy-making. The project’s component on fostering young people´s active and inclusive engagement in public life, policies and strategies will be partly based on this report’s findings.
United Nations Development Program’s (UNDP) survey on Youth’s Expectations regarding the Constitutional Process and Democratic Transition in Tunisia (2013) was conducted in order to collect information on Tunisian youth’s political engagement through political parties and civil society at national and sub-national level 19. Moreover, UNDP launched in 2014 its Youth Strategy 2014-201720. The project will be notably based on the information and data collected by UNDP’s survey in order to better identify youth’s needs regarding Tunisia’s legal and institutional framework. Additionally, this could also be based on the findings of British Council’s and Gerhart Center for Philanthropy and Civic Engagement’s study The Revolutionary Promise: Youth Perceptions in Egypt, Libya and Tunisia (2013)21.
Euro-Med Youth Unit IV (EMYU) for Tunisia organised in December 2015 a Youth Forum on “Youth and Participatory Democracy and Active Citizenship”22.
The Institut Français de Tunisie (IFT) has developed with the Agence Française de Développement (AFD) cooperation
projects that notably aim to develop an exchange program of young volunteers for civic service in order to strengthen Tunisian associations’ capacities and young Tunisians’ expertise in the association field 23. Moreover, the 5th Youth Forum was held in May 2015 and brought together over 300 young people from Tunisia and the Mediterranean region to debate and build projects together for the Tunisia of the future. They are supported by experts, representatives of international associations and of technical and financial partners24. The project could collaborate and exchange methodologies and civil society Tunisian experts’ networks with IFT and French Ministry of Foreign Affairs.
In 2013, USAID’s Office of Transition Initiatives (OTI), in partnership with the Association of Young Leaders Entrepreneurs (YLE), a youth mentorship association, developed a two-phase activity aimed at increasing participation of young Tunisians in the voting process entitled Countdown: Build Tunisia in 20 Hours25. The project will aim at working closely with the workshops’ methods aimed at enhancing Tunisian youth participation in public life.
OECD’s report “Investing in Youth: Tunisia – Strengthening the Employability of Youth during the Transition to a Green Economy” (2015)26 provides a detailed diagnosis of the youth labour market in Tunisia, including a focus on vocational education and training and entrepreneurship, and within the context of Tunisia's transition to a green economy. The project will benefit from the findings of the study.
The MENA-OECD Initiative on Governance and Competitiveness for Development is a strategic partnership between MENA and OECD countries to share knowledge and expertise, with a view of disseminating standards and principles of good governance that support the ongoing process of reform in the MENA region. This Initiative will be used as a platform for the project in order to disseminate results and coordinate with donors . Moreover, regular meetings with the other donors and international stakeholders (e.g. UNESCO, EU, UNDP, World Bank) will be organized to coordinate activities, exchange findings and ensure a coherent approach and the alignment of recommendations to Tunisians stakeholders.
Regular meetings with the other donors will be organized to coordinate activities, exchange findings and ensure a coherent approach and the alignment of recommendations to Tunisians stakeholders.
18. Institutional and Implementation ArrangementsThe project will be ISA-executed with the lead partner institution, the Ministry of Civil Service, Governance and Fight against Corruption in Tunisia.
A project Working Group, consisting of the major stakeholders, shall be created. The role of the Working Group is to provide guidance/ recommendations on reforms, work programs and ensure adequate coordination among the key stakeholders for the project. The Working Group will report on a quarterly basis to ensure that the project is on track in the delivery of activities and outputs as outlined above. In addition, the Working Group will coordinate closely with major donors in youth in Tunisia and the region and create synergies with other ongoing projects.
The OECD will submit twice per year the progress reports to the Coordination Unit of the Transition Fund.
In the event that the Project involves missions to be carried out in high risk destinations, and if the OECD deems there to be an unacceptable risk to the security of OECD personnel and experts, the OECD can cancel some or all of the scheduled activities. The OECD will discuss the possibility of resuming the work at a later date or carrying out the activities in a different location.
19. Monitoring and Evaluation of ResultsThe monitoring and evaluation of the project and its expected results will be coordinated by the Working Group (see 18.), which shall regularly report against the targets indicated in the results framework of the project. Quarterly monitoring and progress reports will be prepared and submitted to the OECD. The local consultant in Tunisia will ensure close monitoring and provide timely support to the executing agency as required.
A mid-term review will be carried out to assess and draw lessons from the project and provide an opportunity to readjust any activities to ensure that the project meets its objectives. A final report will be prepared at the end of the Project.
E. PROJECT BUDGETING AND FINANCING
20. Project Financing (including ISA Direct Costs27), Estimated budgetCost by Component Total
For grant preparation and administration support:OECD indirect costs* 81,270
Total Indirect Costs 81,270
27 ISA direct costs are those costs related to the ISA’s direct provision of technical assistance within the project.
* Since 1 March 2005, the Organisation applies an indirect VC administration charge to all voluntary contributions accepted. A new cost recovery policy was adopted by Council in November 2009. The current base rate is 6.3% of the total amount of the contribution to which adjustments may apply.
F. Results Framework and Monitoring
PDO: Contribute to advance Tunisia’s reform process towards the active and inclusive engagement of young men and women in public life
PDO Indicators Unit of Measure Baseline
Cumulative Target Values Frequency Data Source/Methodology
Data Collection Responsibility Description
YR1 YR2 YR3 Target
Number of Studies, assessments, reports, action plans, roadmaps, models of good practices or frameworks endorsed;
Nr. of reports 0 0 1 2 2 Annually Progress Report
Project Implementation
Team (PIT)
This will include, one OECD Review and one good practice guide.
Number of CSOs, women or youth groups engaged and empowered by the local government
Quantitative 0 0 2 4 4 Annually Progress Report
Project Implementation
Team (PIT)
Number of youth associations engaged in processes of public consultation / decision-making at the local level
Number of national institutions, regions, municipalities and youth associations mobilized in youth engagement in public life.
Quantitative 0 0 5 15 15 Annually Progress Report
Project Implementation
Team (PIT)
National and local institutions encouraging youth engagement in public life.
Public sector staff trained in engaging youth in public life
Number of public officials from the central and local level participating in the capacity building seminars
Improved enabling environment and government capacity to implement the Integrated National Youth Strategy
Quantitative 0 0 2 5 5 Annually Progress Report
Project Implementation
Team (PIT)
Number of initiatives undertaken by the government such as legal, institutional, policy or procedural reform and activities to implement the Strategy.
Specific/special stakeholder groups engaged in the elaboration, implementation and monitoring of youth policies
Quantitative 0 0 1 3 3 Annually Progress Report
Project Implementation
Team (PIT)
Number of initiatives undertaken by central and local authorities to foster youth representative bodies at the central and local level.
Intermediate Results IndicatorsComponent 1 Supporting the implementation of the National Youth Strategy 2015-30 across the different levels of government
Number of review produced and endorsed Quantitative 0 1 1 1 1 Annually Progress Report Project
Implementation Team (PIT)
OECD Review of Tunisia’s Public Governance Framework to formulate and implement the Integrated National Youth Strategy 2030
Number of capacity-building Quantitative 0 1 2 2 2 Annually Progress Report Two capacity building
seminars Project Implementation
Team (PIT)
seminars to promote an inclusive approach to the formulation of the Integrated National Youth Strategy 2030.
Number of regional conferences Nr. of conferences 0 1 1 1 1 Annually Progress Report
Project Implementation
Team (PIT)
1 regional conference with high-level youth stakeholders from Morocco, Tunisia, Egypt and Jordan and the MENA region to exchange on the progress made in formulating and implementing their respective national strategies
Component 2 – Scaling up the institutional and legal framework for youth engagement in public life
Number of capacity-building seminars Quantitative 0 1 2 2 2 Annually Progress Report Project
Implementation Team (PIT)
Two capacity-building seminars
Number of regional conferencesNr. of
conferences
0 0 1 1 1 Annually Progress ReportProject
Implementation Team (PIT)
1 regional conference with high-level youth stakeholders from Morocco, Tunisia, Egypt and Jordan and the MENA region to exchange on the institutional and legal framework for inclusive youth engagement in public life
Specific/special stakeholder groups engaged in the elaboration, implementation and monitoring of youth policies
Number of initiatives to foster youth representative bodies at the central and local level
Component 3 – Promoting new forms of youth engagement to mainstream their considerations in public policies and governance
Number of capacity-building seminars Quantitative 0 0 1 2 2 Annually Progress Report Project
Implementation Team (PIT)
Two capacity-building seminars
Number of guides produced and endorsed Nr of guide 0 0 0 1 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
Regional dialogue on innovative Nr of events 0 0 0 1 1 Annually Progress Report 1 regional conference with
forms of youth engagement
Project Implementation
Team (PIT)
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.
