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Date of Submission to Coordination Unit:

A. GENERAL INFORMATION

1. Activity Name Tunisia Delivery Unit

2. Requestor Information Name: Ms Kalthoum Hamzaoui Title: General Director of Multilateral Cooperation Organization and Address: Ministry of Development, Investment and International Cooperation, 98 avenue Mohamed V (Place Pasteur) - Tunis Belvédère, Tunisia Telephone: +216 71 892 653 Email: [email protected]

3. Recipient Entity Name: Ridha Ben Mosbah Title: Advisor to the Head of Government Organization and Address: Presidency of the Government, Place du Gouvernement - La Kasbah, 1020 Tunis, Tunisia Telephone: +216 71 563 808 Email: [email protected]

4. ISASC Representative Name: Franck Bousquet Title: Regional Programs and Partnerships Director, MNARS Organization and Address: World Bank Group, 1818 H Street NW, Washington D.C., USA Telephone: 1 202-473-0309 Email: [email protected]

5. Type of Execution (check the applicable box) √ Type Endorsements Justification Country-Execution Attach written endorsement from designated ISA Joint Country/ISA- Attach written endorsement (Provide justification for ISA-Execution) Execution from designated ISA At the request of the Government of Tunisia, the project will be ISA-executed in view of the Attach written endorsement time-sensitiveness and intensity of √ ISA-Execution for Country from designated ISA disbursement in the very short term, and the fact that it builds on an ongoing World Bank Technical Assistance ISA-Execution for Attach written endorsements Parliaments from designated Ministry and ISA 6. Geographic Focus X Individual country (name of country): Republic of Tunisia Regional or multiple countries (list countries): N/A

7. Amount Requested (USD) Amount Requested for direct Project Activities: $1,730,000 (of which Amount Requested for direct ISA-Executed Project Activities): Amount Requested for ISA Indirect Costs:1 $158,900 Total Amount Requested: $1,888,900

8. Expected Project Start, Closing and Final Disbursement Dates Start Date: May, 2nd 2016 Closing July 1st, 2018 End Disbursement November 1st, 2018 Date: Date:

9. Pillar(s) to which Activity Responds Pillar Primary Secondary Pillar Primary Secondary (One only) (All that apply) (One only) (All that apply) Investing in Sustainable Growth. Enhancing Economic Governance. This could include such topics as This could include areas such as innovation and technology policy, transparency, anti-corruption and enhancing the business environment accountability policies, asset recovery, (including for small and medium- public financial management and sized enterprises as well as for local oversight, public sector audit and and foreign investment promotion), evaluation, integrity, procurement competition policy, private sector reform, regulatory quality and development strategies, access to administrative simplification, investor finance, addressing urban congestion and consumer protection, access to and energy intensity. 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 Competitiveness and Integration. Creation. This could include support This could include such topics as of policies for integrating lagging logistics, behind-the-border regulatory regions, skills and labor market policies, convergence, trade strategy and increasing youth employability, negotiations, planning and facilitation of enhancing female labor force cross-border infrastructure, and participation, integrating people with √ promoting and facilitating √ disabilities, vocational training, pension infrastructure projects, particularly in reform, improving job conditions and the areas of urban infrastructure, regulations, financial inclusion, transport, trade facilitation and promoting equitable fiscal policies private sector development. and social safety net reform.

1 ISA indirect costs are for grant preparation, administration, management (implementation support/supervision) including staff time, travel, consultant costs, etc. B. STRATEGIC CONTEXT

10. Country and Sector Issues Tunisia is the only country so far to emerge from the “Arab Spring” with a democratic state. The process of democratic transition initiated in 2011, followed by parliamentary and presidential elections under the new Constitution in late 2014 and the formation of a new, inclusive government in February 2015 has opened an extraordinary window of opportunity to implement ambitious institutional and structural reforms. Tunisia has ample room to boost both productivity growth and employment rates, while further tackling income inequality and poverty provided structural inefficiencies are addressed through sustained reform efforts. However, there is a pressing need for tangible results on the economic dividends of democracy. Tunisia’s new social contract has yet to fully materialize, and there is growing expectation among stakeholders regarding key revolution “demands”, especially in term of job creation and regional development. The pressure to respond to significant economic and social challenges is further increased due to the recent security developments in the region. But restoring a favorable business climate has been a challenge in 2015, following a significant fall of domestic and foreign direct investments (FDI) during the period 2010-2014. The country has also suffered a significant drop in its competitiveness as shown by the several international rankings (WEF: -60/Doing Business: -5 between 2010/2011 and 2015/2016). A recent internal audit - conducted by the auditing body of the Ministry of Finance - on public projects implementation also showed that over 439 projects, worth about $500 million, are suffering serious delays due to cumbersome administrative procedures, a significant loss of efficiency in terms of public services and a lack of implementing capacities in the regions. Eager to achieve better tangible results after four years of political instability (witnessing four governments), the Government of Tunisia (GoT) announced its intention to launch multiple investment projects, and to embark on a wide number of economic reforms to enhance competitiveness and job creation. In order to fulfill its commitment and restore confidence in the State, enhancing the capacity of the administration to effectively and efficiently implement such projects and reforms emerges in Tunisia today as a make-or-break strategic objective and urgent priority. The Office of the Prime Minister (OPM) has thus requested technical assistance (TA) from the World Bank to identify innovative solutions to improve implementation on its key priorities. The provided technical assistance was seed-funded by the Competitive Industries and Innovation program (CIIP) and helped analyze and benchmark Tunisia’s implementation gap against similar situations in several countries around the globe. This grant application is a request to support the government of Tunisia in implementing priority public actions that enhance competitiveness and improve public services in Tunisia through an innovative and efficient Delivery Unit (DU) at the Office of the Prime Minister, building on the scope and design recommended by the CIIP-funded TA. Seed funding has allowed to lay down the foundations of the DU, while also reserving a budget for capacity building once the team is recruited. The current grant request will serve to legally and physically set up the unit, technically and administratively strengthen it, and support it throughout the first two years of operations to achieve tangible result in a transparent and measurable manner.

11. Alignment with Transition Fund Objective The project is fully aligned with the overarching goals of the Transition Fund of strengthening governance and public institutions, fostering sustainable and inclusive growth by developing, and advancing country-owned programs through supporting transformational reforms. In particular, it contributes to: 1- Enhancing Economic Governance by supporting Open Government Partnership, creation of new and innovative government agencies related to new transitional reforms, reform of public service delivery:

The concept of Delivery Units is not, in itself, an innovation. Many countries have used such an approach in key transitional moments in their recent history to achieve transformational goals. It is thus fair to say that while fully aligned with the transformational agenda of the MENA TF, the concept itself is not innovative on the global scale.

However, the DU supported by this grant innovates within the Tunisian context by introducing and promoting an approach to public service focused on results and based on monitoring and transparent accountability. In many ways, it aims to start materializing a social contract rooted in transparency and result-oriented public action.

It must be noted that the Delivery unit only contributes to the larger goal of public sector reform, by providing a demonstration effect, proof of concept, and building confidence among stakeholders and citizens in the feasibility of this transformational objective; it does not replace the need for public sector reforms, it increases the appetite for it.

Also, as in successful start-ups in the private sector, the DU project “thinks big, starts small, and scales fast”. The DU work program over the next year will start with measurable and concrete initiatives fitting the larger ambition of improving public services and enhancing competitiveness, but relatively small in size. The objective of this gradual approach is to build on tangible result as proof of concept, then quickly evolve into larger transformational objectives.

The institutional and methodological design of the DU that this grant will support is also conceived to be inherently connected and influential on the processes of the rest of the public administration, empowering the agents of change and reform within it to achieve the results they aim for, and capitalizing on the existing will and capacities within the administration to improve public service and enhance competitiveness. It avoids being a duplication of willful civil servants, and chooses to rather be an organized and methodic support and catalyzer of their work.

Finally, the DU team operates in the shadow of champions in the government and the public administration that will carry the reforms and projects it focuses on, but it will put the progress (or lack thereof) on the implementation of these public actions under the lime-light of public scrutiny, and through an open digital platform (dashboard), provide a transparent account to citizens and stakeholders.

2- Competitiveness and integration, by promoting and facilitating infrastructure projects, particularly in the areas of urban infrastructure, transport, trade facilitation and private sector development:

The work program of the Delivery Unit (the public actions it aims to implement on the short and mid-term) is partly focused on enhancing Tunisia’ competitiveness, thus making this project directly aligned with this pillar.

It must be noted that there will be an inherent link between the DU and the Industry-specific Public Private Dialogues (PPD) also coordinated by the Office of the Prime Minister (OPM). Indeed, four such PPDs (which are funded by the CIIP as well, and are part of the same TA that helped design the DU) have been organized in the past two years, and focused on identifying key binding constraints on competitiveness and exports in respective industries/sectors, as well as elaborating action plans to tackle these constraints. In view of the large buy-in they have achieved, and some of the quick-wins they have delivered, the government is expanding this effort to six additional competitive reinforcement PPDs, all coordinated by the OPM, and co-funded by the Let’s Work Program and the African Development Bank. The now total of ten Industry-Specific PPDs will serve as a valuable and original source of information for the work program of the DU on key actions needed to improve the business environment of SMEs and businesses at large. Of course, only a limited number of these recommendations will be coopted by the DU, since it focuses only on actions that are inter-ministerial in nature, and that represent a priority to the Prime Minster himself (see below).

3- Investing in Sustainable Growth, by enhancing the business environment (including for small and medium- sized enterprises as well as for local and foreign investment promotion), and private sector development strategies:

What is valid for the “Competitiveness and integration” pillar is also valid for “investing in Sustainable Growth” pillar. The DU will take on some actions that are directly aligned with this pillar, and deliver on some of the recommendations of the Industry-specific PPDs that relate to the business environment (a case in point is in the Pharmaceutical sector, where the PPDs are helping improve the regulatory environment of the sector, and where the DU could give valuable support to unblock hurdles inherent to inter-ministerial cooperation).

4- Inclusive Development and Job Creation by promoting equitable fiscal policies and social safety net reform :

One of the actions in the work program of the Unit is likely to be a reform in the pharmaceutical sector that improves the targeting of state intervention in affordable medicine towards the poor and the middle class, while efficiently using the resources of the state.

In short, the Delivery Unit is aligned with the objectives of the MENA TF by (i) supporting efficient public services through the creation of a new and innovative government agency related to new transitional public actions, or reforms of public service delivery in the social and economic sectors; but also (ii) facilitating and stimulating inter-ministerial coordination leading to the implementation of key economic and social actions that improve competitiveness, regional development, and public services; and finally (iii) targeting key actions for relaxing constraints to investment in sustainable growth.

12. Alignment with Country’s National Strategy A time for action: the GoT’s 100 Days Plan. The four years of transition have affected the ability of the administration to implement projects and to deliver on public actions. This has in turn added to the scope of structural reforms to be undertaken and increased the legitimate expectations of citizens about their outcomes and the expected material improvement in their living conditions. The 100 days plan announced by the Government of Tunisia in March 2015 has set a special focus on ensuring social peace and security, restoring economic activity and putting the economy back onto a growth trajectory. The implementation of the plan faced considerable challenges, not the least of which are due to complex inter-ministerial cooperation and burdensome procedures.

A momentum for reforms: the new Five-Year Strategic Development Plan. In September 2015, the Government of Tunisia announced its strategic orientations for the “2016-2020 Strategic Development Plan” to restore its macroeconomic imbalances, enhance social inclusion, and achieve high, well-diversified and sustainable economic growth. This orientation note will be the major input into the 5-year plan that is under preparation. A vast consultation process has been deployed to gather feedback from civil society and its various constituencies.

While the government has clearly expressed its intent to implement priority actions and tackle strategic reforms, and is currently identifying key engagement areas in that regard, it recognises that effective and efficient implementation in the coming years will be a central challenge. The Delivery Unit proposal is not only meant to implement some concrete and measurable priorities of the Prime Minister on the short term, but also to provide a demonstration effect that could start reversing the inertia of the recent past, as well as lessons for a more productive modus operandi that will allow Tunisia to finally deliver on its promise.

C. PROJECT DESCRIPTION

13. Project Objective To endow the Office of the Prime Minister with an innovative and efficient Delivery Unit dedicated to the implementation of top priority public actions and to support the Government of Tunisia in delivering concrete and measurable initiatives that help improve public services and enhance the competitiveness of the country.

14. Project Components Project Rationale and Analytical Underpinning :

The CIIP-funded TA on a Competitive Enhancement Unit started with a consultation process of a significant sample of stakeholders, including current and previous ministers (during and before the transition), current and previous cabinet members, as well as high-level civil servants, all involved in the implementation of reforms and projects in Tunisia in the past five years.

High-level workshops were organized to discuss the diagnostic resulting from these consultations, but also key lessons learned from the global “deliverology” practice including (but not restricted to): i) Delivery Units (of any scope) are only effective when they are driven by the Prime Minister’s own sense of priority; ii) a distinction must be made between Policy/Strategy units and Delivery units, while underlining the importance of both, and their complementarity; iii) Communication is crucial for Delivery, including internal communication (among stakeholders involved within the government in the public actions being facilitated) and external communication (towards the constituents of the government, including public opinion and the private sector).

Based on the above, the government is currently finalizing the institutional design of the Delivery Unit, and preparing to launch it as of May 2016. Its prerogatives and objectives will be outlined by the CIIP funded project, but certain key aspects of that design can already be described:

Mission of the DU: The Delivery Unit is dedicated to facilitating the coordination, and accelerating the delivery, of public actions identified as of top and immediate importance by the Prime Minister. The work program of the unit is mainly focused on the improvement of public services for citizens and firms, as well as the enhancement of Tunisia’s competitiveness.

Mandates of the DU: (i) Assist line-ministries and public agencies in the implementation of public actions that constitute a priority to the Prime Minister; (ii) Identify key stakeholders and coordinate their various inputs; (iii) Based on a problem-solving approach, identify bottlenecks and propose innovative solutions, including through the provision of just-in-time expertise, consultancy and capacity building to its counterparts; (iv) Leverage authority of the Prime Minister and its convening power to create consensus or accelerate decision-main, especially when these are inter-ministerial; (v) Monitor progress on the implementation, and report regularly and directly to the Prime minister; (vi) Communicate on the actions and results through a platform accessible to the public; (vii) Support the mainstreaming of a can-do and results orientation in the public sector.

It must also be noted that there will be an inherent link between the DU and the Industry Specific Public Private Dialogues also coordinated by the OMP. These (also) CIIP-funded PPDs are focused on identifying key binding constraints on competitiveness and exports in industries/sectors, and corresponding solutions. As such, they will serve as a valuable and original source of information for the work program of the DU on key actions needed to improve the business environment of SMEs and businesses at large. Project Components:

The project is designed in three main components: Component 1 will provide technical assistance to inform the establishing of the DU as an institution with access to the necessary human and financial resources. Component 2 will provide the necessary support in consultants and expertise needed to remove roadblocks in the implementation process and facilitate the identification of innovative just-in-time solutions. Component 3 ensures that communication is duly thought through and deployed, both internally (among stakeholders) and externally (towards constituencies).

Component 1: Help establish and Strengthen the Delivery Unit The set-up of the DU builds on the recommendations made by the ongoing TA provided by the World Bank and scales up activity to hit operational speed. The work program of the unit will be decided by the Prime Minister, to whom it will report directly and regularly on progress. It will include credible objectives, intermediate targets, a timeline, and indicators to measure success. It will also be based on contributions from the government’s strategic development program as well as the industry-specific Public-Private Dialogues that his office supervises.

Sub-component 1.1: Set-up and launch The objective of this sub-component is to implement the recommendations made by the CIIP-funded TA, which will have already addressed the following aspects: a) Exact mission, goals and objectives of the unit;

b) General area of services and responsibilities of the unit;

c) Legal, institutional and financial frameworks;

d) Internal organizational chart (needed profiles for the unit, roles and responsibilities);

e) Legal advice detailing legislative and regulatory steps to establish the DU.

The subcomponent will include: i) the detailed assessment of its material and human resource needs; and (ii) the assistance in the recruitment process of DU staff, as well as related administrative and technical strengthening.

Sub-component 1.2: Providing the necessary tools for efficient program management and implementation The objective of this sub-component is to provide the unit with the methodological and technological tools it needs to operate effectively, particularly: a) Technical assistance for the preparation an operational manual establishing the mechanisms for coordination with different line Ministries, and other government and non-government institutions;

b) Technical assistance to identify and develop process monitoring systems (including internal dashboards and progress/process monitoring systems) that will allow the DU to facilitate and monitor the implementation of its work program;

Sub-component 1.3: Capacity building of the team The objective of this component is to build the capacity of the delivery team, and a larger immediate circle of key decision makers in partner agencies and counterparts in line-ministries. The training program will provide technical and inter-personal skills needed to achieve results, including change management, mediation and facilitation, media training and a boot camp in economic development training (including microeconomics of competitiveness and trade).

This subcomponent will include study trips that will give firsthand exposure of the delivery team to other Delivery Units around the world, in order to identify best practices and lessons learned. The field visits to 1-2 relevant examples of units in the world will be made by 5-10 core team members of the DU. Complementary knowledge exchange events are also foreseen in this component in order to disseminate acquired knowledge locally and raise awareness of the scope and mission of the DU among its partners and counterparts.

Component 2: Support to team and partner institutions during implementation

One of the DU’s key roles is to leverage its convening power to help stakeholders in line-ministries and partner agencies accelerate decision-making and remove obstacles they face. However, local and international experience demonstrate that, beyond the consolidation of will and buy-in among stakeholders, efficient delivery often stumbles on capacity and knowledge gaps within both the DU’s team and corresponding line-ministries / agencies. In order to achieve its objective and deliver results in the coming two years, the DU needs to be able to leverage a standby budget that can immediately be used to provide just-in-time advisory and capacity building services, not only to its own team members, but also to involved institutions and stakeholders. The budget foreseen in this component will be dedicated to: a) Consultancies hired within the DU to accompany process management that require specific technical profiles (depending on the public action at hand);

b) Punctual expertise and advisory services addressing obstacles encountered during implementation or seeking innovative solutions to the same (including legal and/or technical advice);

c) Punctual capacity building services to the delivery team or its public counterparts when these are necessary and urgent to facilitate implementation.

This implementation budget could be refilled by the government in subsequent years, eventually from the budget of institutions that have benefitted from the DU’s support, but it is nonetheless crucial for the unit to dispose of a budget from the start of operation, and irrespective of the long term financing scheme of that reserve budget.

Component 3: Communication and Transparency

This component should help the DU benefit from communication advisory services, workshops, tools and digital and non-digital outputs for consensus-building and alignment with partners, counterparts and beneficiaries. This component will be accompanied by a prior and post opinion poll exercise, to measure the perception of reform pace supported by the DU during its mandate. This exercise will help measure the impact of the communication actions and the perceptive success of the unit and the reforms implemented.

Sub-component 3.1: Strategic communication with counterparts and involved stakeholders This sub-component will focus on the monitoring of political economy considerations (including grievance redress) and the refining of communication with partners and counterparts throughout the engagement process of the DU in order to facilitate implementation of prioritised public actions. Activities will include a) The recruitment of advisory services specialized in strategic communication based on political economy analysis and strategic stakeholder management;

b) The development and regular update of an adapted strategic communication framework;

c) The production of digital and traditional media content for a fluid and constructive communication;

d) The development and dissemination of knowledge products, and knowledge sharing events to produce a demonstration effect on other public administrations and partner agencies.

Sub component 3.2: Strategic communication with beneficiaries This sub-component will focus on improving access to information to the beneficiaries of the various public actions tackled by the DU through traditional and social media. This includes a) The recruitment of advisory services specialized in open communication;

b) The development and regular update of a strategic communication framework;

c) The production of digital and traditional media outputs to communicate in a timely manner as needed to inform the beneficiaries.

Sub-component 3.3: Transparency and accountability platform Through this sub-component, the project will provide the consulting services needed to set up an open platform that will support government’s communication on progress, showcase successes and keep every stakeholder focused on targets and results. This will be based on existing similar platforms in other contexts (ex: Romania, Maryland) and will be tailored to the specifics of Tunisia’s Open Gov. strategy and commitments. 15. Key Indicators Linked to Objectives The following key indicators will be used to monitor the progress and assess the outcomes and results:

 Legal establishment of the Delivery Unit: this is expected to be initiated during the first months. The key target of the project is to have the unit established and fully functioning during the first year of project implementation, whereby the unit is able to effectively coordinate, support and monitor the top priorities of the OPM in line with the overall national development plan and the PM priorities.  Number of actions implemented by all relevant line Ministries with the support and coordination of the unit: following its establishment, the unit follows-up, supports and facilitates the work of line Ministries in order to improve and accelerate their implementation capacity. The implementation of actions will be monitored and reported for each priority area.  Establishment of an open platform through which the general public will have access to the status of the implementation of government actions. This project corresponds overall with the Transition Fund Pillar 3 Development Objective and Outcome Indicator 3.1 “Improved good governance in the public sector” and with Cross Pillar 5 Development Objective and Outcome Indicator 5.1 “Improved enabling environment and government capacity.” Section E (Results Framework and Monitoring) identifies the project’s key indicators and progress measures of intermediate results. D. IMPLEMENTATION

16. Partnership Arrangements (if applicable) N/A

17. Coordination with Country-led Mechanism/Donor Implemented Activities The project is aligned with the WBG’s Country Partnership Framework (CPF), for FY15-19. The first round of CPF consultations identified the improvement of institutional efficiency and economic management as one of main priority topics. The CPF focuses on three key drivers to support structural changes initiated while addressing near-term challenges created by the fragile environment: (i) restoring an environment conducive to sustainable growth and private sector-led job creation; (ii) reducing regional disparities; and (iii) promoting increased social inclusion and reducing fragility with an emphasis on youth and two crosscutting theme of gender and governance. The improvement of institutional efficiency and economic management will be about improved performance and quality of institutions of economic management, which involves, in addition to supporting selected public sector entities, support to the Center of Government.

The Delivery Unit Project is also closely coordinated with the World Bank’s project on four Industry-specific Public- Private Dialogues aiming at accelerating the growth and enhancing the competiveness of four pilot clusters/industries in Tunisia. The CIIP-funded pilot project has shown proof of concept by securing a large by-in among private sector participants, leading the government to ask an extension to 6 more industries (two will be funded by the Let’s Work Program and executed by the World Bank, 4 will be funded by the AfDB). The PPDs will inform the work plan of the Delivery Unit by identifying a short list of priority actions that benefit from Public and Private support, but that are challenging to implement, thus benefitting from the support of the Delivery Unit.

Finally, the project team has been coordinating with several donors and international organisations (e.g. UNDP, European Commission, United Kingdom) to ensure complementarity and coordination and to avoid overlapping of scope or duplication of activities. In particular, the UK has earmarked funds for supporting a reform of the Center of Government. This work is being coordinated with the World Bank, which is taking the leadership in supporting the delivery unit. Other donors might be interested in supporting other aspects of the Center of Government reengineering.

18. Institutional and Implementation Arrangements The main beneficiary of the project is the Office of the Prime Minister, which will ensure the overall coordination of the project from the government side. Indirect beneficiaries and relevant institutions for the implementation of the project comprise line Ministries and the Central Bank of Tunisia. As such, the OPM will retain overall responsibility for implementation of the project under the coordination of the leader of the Unit,

As implementing agency, the World Bank will be in charge of the management and implementation of the project in support to the head of the DU, including transfer of best international practices, training of governmental staff, consultations and communication, and management of procumbent processes.

In the first phase, prior to full establishment of the Unit, the OPM will be responsible for finalizing the design based on the recommendations of the CIIP-funded Delivery Unit TA, and preparing the recruitment and legal process. The team will be complemented by the necessary staff wherever needed. In the second phase, after the team is technically and administratively strengthened and capacitated, the Unit will start fully exercising its mandate. Coordination mechanisms will be established with relevant external partners (e.g. DFID, EU, AfDB, UNDP…), which are involved or interested in working on Center of Government (CoG) issues.

19. Monitoring and Evaluation of Results Regular and in-depth monitoring of progress and evaluation of results and outcomes is essential for the success of the project. The World Bank will be responsible for the overall monitoring and evaluation of the project with the support of the technical experts and the project management team at the Office of the Prime Minister.

An M&E coordinator will be assigned to lead and oversee M&E activities and report progress on project activities in a timely manner. In order to collect the required data, the M&E Coordinator will directly liaise with the Unit when fully established and functional. In addition, in collaboration with the Unit, the project M&E coordinator will work closely with all institutions implementing project activities and all relevant Ministries for monitoring progress on the implementation of public actions and policies.The M&E system will be consistent with the reporting requirements of the MENA Transition Fund. E. PROJECT BUDGETING AND FINANCING

20. Project Financing (including ISA Direct Costs2) Cost by Component Transition Fund (USD) Country Co-Financing (USD) Co-Financing (USD) Total (USD)

Component 1: Establishment and Strengthening 513,000 228,000 170,000 911,000 sub-component 1.1 Setting up and legaly establising the Delivery Unit 200,000 92,000 292,000 sub-component 1.2 Providing the DU with necessary tools and resources for efficient program management 183,000 116,000 299,000 sub-component 1.3 Capacity building of the DU 130,000 20,000 170,000 320,000

Component 2: Support of team and partner agencies throughout the implementation process 896,000 154,000 0 1,050,000 sub-component 2.1 Just-in-time techncial capacity building to team and partners during implementation 180,000 122,000 302,000 sub-component 2.2 Just-in-time consultancies and ready-to-deliver expertise in support of facilitation and “unbottlenecking’ activities 716,000 32,000 748,000

Component 3: Communication 321,000 95,000 0 416,000 sub-component 3.1 Strategic communication with counterparts and involved stakeholders 95,000 30,000 125,000 sub-component 3.2 Strategic communication with beneficiaries 136,000 50,000 186,000 sub-component 3.3 Transparency and accountability platform 90,000 15,000 105,000

Total Amount Requested 1,730,000 477,000 170,000.00 2,377,000

21. Budget Breakdown of Indirect Costs Requested (USD) Description Amount (USD) For grant preparation, administration and implementation support: Staff time 105 000 Staff travel 33 400 Trust Fund Administration 20 500

Total Indirect Costs 158,900

2ISA direct costs are those costs related to the ISA’s direct provision of technical assistance within the project. Also see Paragraph 47 of the Operations Manual. F. RESULTS FRAMEWORKAND MONITORING

PDO: To endow the Office of the Prime Minister with an innovative and efficient Delivery Unit dedicated to the implementation of top priority public actions and to support the Government of Tunisia in delivering concrete and measurable initiatives that help improve public services and enhance the competitiveness of the country.

MENA Transition Cumulative Target Values Data Source/ Data Collection Fund Pillar 3 Unit of Measure Baseline Frequency Methodology Description Responsibility Indicators YR1 YR2 YR3 Target P r oj e ct I m p Output 3.1.2: le DU and partner institutions in line Government m ministries received support in the bodies and e form of methodological and institutions Y/N - yes yes yes Y Annual n DU technological tools and advisory including Local t services aimed at increasing their governments a capacity to delivery public services supported ti to constituents o n R e p o rt s MENA Transition Cumulative Target Values Data Source/ Data Collection Fund Cross Pillar Unit of Measure Baseline Frequency Methodology Description Responsibility 5 Indicators YR1 YR2 YR3 Target P r o g Number of roadmaps, frameworks, r Output 5.1.1: procedures, regulatory reform e Documents documents produced or endorsed # 0 10 30 50 50 Annual s DU Produced and designed to enhance s Endorsed competitiveness and service R delivery e p o rt Output 5.1.2: # 0 2 10 18 18 Annual P DU Decrees Issued or r Number of laws, policies, or Structures o regulations endorsed and number Established g of units and systems established r through capacity building or TA e s s activities to enhance the delivery R of services and competiveness e p o rt P r o g Number of public sector staff Output 5.1.3: Staff r receiving training in the DU and Trained e client agencies to improve capacity # 0 25 50 70 70 Annual s DU for enhanced service delivery to s constituents R e p o rt

Data Source/ Cumulative Target Values Frequency Description PDO Level Results Unit of Methodology Measure Indicators* YR1 YR2 YR3 YR4 Indicator one: Establishment of Text Establishment of the unit Establish Establishm Establishment of the unit Annual Project Implementation DU within the OPM Detailed Definition the Delivery Unit completed, fully ment of ent of the completed, fully functioning Reports, Decrees, Laws Line Ministries. of the Stages of the functioning the unit unit etc. Establishment of complete completed, the unit d, fully fully functioni functioning ng Completion of the Establishment of the unit: the legal document creating the unit has been finalized and approved by all relevant institutions. The legal document appointing all` critical administrators of the unit has been signed/approved and published.

Unit Established and Fully Functioning: Main administrators of the unit have entered in their function, unit has all material means to function and at least 75% of unit positions have been filled

Number 10 18 18 18 Annual Project Implementation OM, Delivery of key Reports DU public actions: Line Ministries Implementation of critical aspects of Indicator two: Number of new public actions have public actions implemented by been completed or relevant line Ministries and have been initiated agencies with the support and and are on-track to coordination of the DU. being completed within a period of no more than 6 months.

Completion of the Establishment of Establish the platform: ment of Establishm website developed, the ent of the progress indicators Establishment of the Establishment of the Indicator three: Establishment of platform platform Project Implementation and relevant Text platform completed, fully platform completed, fully Annual DU complete completed, Reports information an open communication platform functioning functioning d, fully fully material available functioni functioning and updated and ng feedback mechanism in place.

Intermediate Results Indicators

Component 1 - Establishment and Strengthening of the Delivery Unit

Text Organization structure, Organizatio Organizati Organization structure, 6 months Progress Report OPM, DU Delivery Unit staffing and skill n structure, on staffing and skill organization requirements defined staffing and structure, requirements defined structure is Intermediate Result indicator one: skill staffing defined; staff kill Organization structure, staffing and requiremen and skill requirements are skill requirements defined ts defined requireme established with nts defined reference to best- international practices Intermediate Result indicator two: 6 months Progress Report OPM, DU Delivery Unit is Number 5 10 10 10 Number of Delivery Unit staff adequately staffed recruited Operational Toolkits Toolkits manual and DU Intermediate Result indicator three: and and Toolkits and operating Toolkits and operating toolkit are Text operating operating 6 months Progress Report DU Toolkit, operating manuals and manuals undefined manuals defined available. manuals manuals procedures defined Procedures are defined defined defined. Intermediate Result indicator four: IT system IT system IT platform is Text IT system in place IT system in place 6 months Progress Report DU IT system in place in place in place operational Course-pack tailored to needs of Tunisia’s DU Course- Course- (change Intermediate Result indicator five: pack & pack & Course-pack & training Course-pack & training Course-pack for training management, Text training training 6 months DU & feedback from training participants Tailored training materials are modules in place modules in place program mediation and modules in modules in prepared facilitation) are place place prepared, including case- studies. Staff trained and Intermediate Result indicator six: contacts Number of DU staff trained in Number 5 10 10 10 Annually Progress Report DU established with workshops other partner institutions Intermediate Result indicator seven: Number of staff benefiting from an Number 5 5 5 5 Annually Progress Report DU Number of staff in exchange with exchange with other recognized /established DU recognized DU.

Component 2 – Support to team and partner institutions during implementation

Intermediate Result indicator eight: Operations undertaken by the Number of Just-in-time advisory DU staff to resolve services for DU to address specific Number 5 10 10 10 Annually Progress Report DU specific technical obstacles encountered during issues and knowledge implementation transferred. Staff of partner Intermediate Result indicator nine: intuitions trained on specific aspects Number of capacity building Number 2 4 4 4 Annually Progress Report DU and underlying workshops for partner institutions and sectoral issues line Ministries resolved. Number of partner Intermediate Result indicator ten: intuitions Number 10 30 30 30 Annually Progress Report DU& feedback from training participants Number of staff trained in workshops benefitting from capacity building. Operations Intermediate Result indicator eleven: undertaken by Number of Just-in-time advisory consultants in and Number 5 10 10 10 Annually Progress Report DU with staff from services for partner institutions and partner line Ministries institutions and obstacles removed. Number 10 18 18 18 Initiation of Reforms and Policy Actions: (i) technical and institutional Intermediate Result indicator twelve: analysis of Number of reforms and new policy proposed or Annually Progress Report DU planned reforms or actions implemented by relevant policy actions, (ii) partner institutions and line Ministries. drafting of decrees, laws, (iii) submission to relevant institutions for approval.

Component 3 – Communication and transparency Communication framework based Communicati Communica Communic on political Intermediate Result indicator on strategy Communication strategy tion ation Communication strategy economy analysis not yet Annually Progress Report DU thirteen: Communication strategy and developed strategy strategy adopted and strategic developed framework developed and adopted adopted adopted stakeholder and adopted management adopted Intermediate Result indicator Communication Number 2 4 4 4 Annually Progress Report DU fourteen: Number of communication products designed products Intermediate Result indicator fifteen: Round tables and workshops with Number of consultation and Number 2 2 2 2 Annually Progress Report DU civil society and the private sector knowledge sharing events organized, Platform developed and Transpare Intermediate Result indicator Transparen publically ncy and Transparency and cy and Transparency and accessible. accountabil sixteen: Transparency and Text accountability platform accountabil accountability platform Annually Progress Report DU Improved access to ity developed ity platform developed information to the accountability platform platform developed beneficiaries of the development developed various public actions granted.

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