DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Strengthening civil society’s commitment in terms of public Accountability in Tunisia - Partnership with civil society

Final Report 2016-2020

With the support of :

Table of Content ACRONYMS ...... 2 1. PROJECT SUMMARY ...... 2 2. EXECUTIVE SUMMARY ...... 3 2.1 Background (context of the Project) ...... 3 2.2 Operational Overview (implementation structure) ...... 3 2.3 Logical Framework of the Project ...... 5 3. PERFORMANCE REVIEW ...... 9 3.1 Progress Review ...... 9 3.2 IMPLEMENTATION STRATEGY REVIEW ...... 14 3.3 MANAGEMENT EFFECTIVENESS REVIEW ...... 18 4. LESSONS LEARNED ...... 22 5. SIGNATURE ...... 23 Annex ...... 23

1

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

ACRONYMS

CPD Country Programme Documents CPAP Country Program Action Plan CS Civil Society CSO(s) Civil Society Organization(s) DAO Tender document INLUCC National Anti-Corruption Authority KOICA Korean International Cooperation Agency MLAE Ministry of Local Affairs and the Environment NGO Non-Governmental Organization SDG Sustainable Development Goals UNDP United Nations Development Programme UNDAF United Nations Development Assistance Framework

1. PROJECT SUMMARY

The project is aligned with Tunisia’s post-revolution commitment to strengthen integrity, transparency, public accountability and to pursue the fight against corruption. However, the country faces many challenges mostly related to a strong resistance to change within various State organs, administrations, and society. For three years, the project had to address these challenges and built its goals around them.

The democratic transition emerged the need to enhance public accountability and promote change. As the transition continues, the priority was also to ensure that the government was fully investing in the country’s development along a more responsible and active civil society. To achieve these goals, UNDP has been building a strong partnership with civil society. It helped highlighting the need to focus on several areas/problematics such as elections, transitional justice, the fight against violence, youth-inclusive reforms, women’s representativity within public space and conflict management.

While focusing on the need to bolster public accountability, UNDP – through this project – strengthened its long-lasting partnership with civil society. Therefore, the project focused on supporting CSOs in their quest to play a significant role in the promotion of governance and public accountability within the country’s high- priority geographical areas and sectors.

2

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

2. EXECUTIVE SUMMARY

2.1 BACKGROUND (CONTEXT OF THE PROJECT) Tunisia showcased resilience to the instability risks through the actors’ growing willingness to engage in dialogue as well as the emergence of an active civil society. Despite the progress made since 2011, the democratic transition has been fragile. The difficult economic and security context are the main reasons for the lost of citizens’ trust in the State. Such a phenomenon manifested itself through sporadic crises which have been threatening the fragile equilibriums built since 2011. Additionally, popular uprisings have had a positive impact on citizenship within the Arab region. They have helped making accountability a key element of the relationship between society and the State. Nevertheless, urban elites with high instruction levels and socio-economic status are often more concerned by public affairs and public accountability than disadvantaged populations. In fact, various studies highlighted youth’s disaffection from politics through traditional channels (parties, associations, elections). These studies also showed that citizens from high priority regions felt abandoned and excluded, nurturing mistrust towards institutions as well as recurring social frustrations. Fueled by weak formal and informal channels of communication with governments, their distrust grew into a general disillusion towards public affairs and State institutions. As a result, the youth would often turn towards protests, or fall back on violence to be heard. The distrust towards the State is especially present within sectors historically marked by corruption scandals such as the police, health services, municipal authorities, and custom administrations. As a matter of fact, Transparency International showed that 64% of Tunisians believed that corruption has been worsening since 2011. The study asserts that the fight against corruption is one of the main challenges currently faced by the Arab region. Transparency International stresses that this fight could not be won without the implementation and protection of freedom of speech and of association. If CSOs are supported by governments and given the necessary tools, they could be central to the fight against corruption. Nevertheless, Tunisian CSOs have been lacking capacity and support to raise themselves as key actors of the State reform for a better governance, enhanced integrity and transparency. The project challenged these deficiencies by assisting the government in building an environment conducive to the professionalization and empowerment of civil society. By doing so, CSOs were given the possibility to fully contribute to reforms enhancing public accountability and fighting corruption.

2.2 OPERATIONAL OVERVIEW (IMPLEMENTATION STRUCTURE)

(i) Operational Overview

The project strengthened the capacities of CSOs to promote governance, public 3

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

accountability and support the involvement of civil society in the creation of local islands of integrity. To achieve this result, the project focused on 4 outputs: 1. The role of CSOs in contributing to strengthening governance at the legal and institutional levels is supported. 2. The role of civil society in creating islands of integrity is strengthened. 3. CSO initiatives to promote islands of integrity at the local level are strengthened. 4. CSO initiatives to promote islands of integrity at the sectoral level are strengthened. The above outputs were formulated in response to the need for change in sectors or areas - not only on the institutional or legal level but also in terms of accompanying CSOs to enable them to play their critical role in the area of social accountability. The implementation of the project began with the identification of national, local and sectoral CSOs, followed by an assessment of their capacity-building needs, in order to develop and implement a capacity building plan that could address corruption risks. The project also provided technical support and capacity building for CSOs through sharing of comparative experiences to better understand the challenges related to integrity issues and the fight against corruption. The objective is to endow them with the necessary skills for their active participation in the field of integrity and the fight against corruption, through the development of proposals and suggestions to finalize a legal framework and to support the creation of ''islands of integrity'' at the local or sectorial level.

(ii) Implementation structure

The project Project board is composed of the Ministry of Foreign Affairs, ensuring national coordination, as well as the donor (KOICA) and the project’s institutional partner, the National Anticorruption Authority (INLUCC). As the decision-making organ, the Project board’s duties included the approval of annual work plans and budgets as well as the review of progress reports. The Project board also provided strategic recommendations and guidance so that the project could achieve its expected results.

The below organization chart reflects the implementation structure of the project:

4

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Project Organization Chart

Project board (Governance mechanism)

Main beneficiary Executive Main providers [CS – INLUCC] [RR UNDP] [KOICA, UNDP]

Projet Assurance Management Unit [Governance Team Chief Technical Adviser (CTA) Leader ]

Work group A Work group B Work Group C

UNDP worked in close collaboration with involved partners and actors to ensure the implementation of the various project components and the achievement of the expected results. The main beneficiaries of the project were the CSOs. The Resident Representative held an executive role and the main providers are UNDP and KOICA. The project’s CTA monitored the implementation of the project in close collaboration with his counterparts and CTAs of other projects working on the same themes. The coordination of operations and activities were ensured by a management Unit. Technical experts on themes such as the fight against corruption at the sectoral and the territorial levels, provide strategic recommendations and guidance on the conception, management, implementation, monitoring, and evaluation linked to the technical components of the project. National partners are involved in the project through focus groups. Synergies and information sharing were ensured among other UNDP projects working on the same matters and/or governorates and/or within the same partners.

2.3 LOGICAL FRAMEWORK OF THE PROJECT

5

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Targeted results as indicated in the PNUAD / Country [or global / regional] Program results and resources framework Effect UNDAF 1. By 2019, civil, political and administrative institutions are fully operational, respecting the universal principles of human rights, democracy and gender equality Indicators enounced in the CPD [or regional/global] Results and resource framework, including baseline and objectives CPD 1.2 citizens’ participation and institutions and counterpowers’ capacities have been reinforced, allowing better accountability towards citizens. Project’s title and Atlas number : “strengthening of civil society’s involvement on public accountability in Tunisia – partnership with Civil Society” N° Award : 00097630 project N° : 00101282 Expected baseline targets (Planned) data collection, indicators SOURCE Actual outputs Value Year Q4 2016 2017 2018 2019 2020 FINAL METHODS Output 1 : The Knowledge role of CSOs in products 1.1 Number of learning materials Q1 contributing to UNDP 0 5 5 5 15 13 edited, elaborated 2016 strengthening training governance at material the legal and 1.2 Degree of knowledge acquired Pre and Post institutional by the use of learning materials UNDP 1 Q1 2016 3 4 4 4 4,48 evaluation levels is and through training sessions* supported. 1.3 Implementation level of CSOs’ Capacity capacity building plans in target UNDP 0 Q1 2016 30% 50% 70% 80% 80% 100% development regions* plan 1.4 # CS’s initiatives supported by awareness campaigns on the UNDP 0 Q1 2016 0 15 15 15 15 11 MOU’s fight against corruption* Output 2 : The 2.1 Number of carried out Reports and UNDP 0 Q1 2016 2 2 1 5 13 role of civil consultations in sectorial and outputs of

6

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

society in local islands of integrity. consutlations creating ( matrix, islands of action plans, integrity is reports, strengthened charter) Meetingns and 2.2 Number of local or sectorial UNDP 0 Q1 2016 0 2 3 5 2 activities collaborative platforms created. Reports Local or 88 CSO stector (66% of 2.3 % of identified and registered al 0% Q1 2016 0% 25% 50% 75% 75% active Reports CSOs on collaborative platforms. platfor CSO in m Djerba) Output 3 : CSOs’ 3.1 Number of supported CS’s initiatives to initiatives on the promotion of UNDP 0 Q1 2016 0 5 10 15 15 18 MOU’s promote islands of integrity at the local islands of level. integrity at the Minutes of final local level are reviews, strengthened. financials 3.2 Degree of success of locally narratives launched initiatives and UNDP 0 Q1 2016 70% 80% 90%. 90% 100% reports of experiments. CSO’s projects, Monitoring

7

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

matrix

Output 4 : CSOs’ 4.1 Number of supported CS’s initiatives to initiatives on the promotion of UNDP 0 Q1 2016 0 5 10 15 15 35 MOU’s promote islands of integrity at the islands of sectoral level. integrity at the Minutes of final sectoral level reviews, are financials strengthened. 4.2 Degree of success of initiatives narratives and experiments launched at UNDP 0 Q1 2016 70% 80% 90%. 90% 100% reports of the sectoral level. CSO’s projects, Monitoring matrix

* Indicators in blue have been modified in 2017 and validated by the Project board in March 2017.

8

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

3. PERFORMANCE REVIEW

3.1 PROGRESS REVIEW (i) Achievement of development agenda

At the national and local level

Through its output 1 and 2, the project has contributed to the development of a favourable framework in terms of empowerment of the civil society so that it can contribute to the democratic transition reforms, particularly in the areas of public accountability and the fight against corruption. The support to emerging actors, particularly at local level, through a process knowledge dissemination and good practices on anti-corruption was conceived to ensure their active participation in national, local or sectoral dialogue and to facilitate a smooth transition that strengthens the social legitimacy of reforms. To achieve this, the project worked on the involvement of citizens and local communities regarding development choices mainly through citizen consultations which took place in islands of integrity. Such processes include, among others, a consultation of local actors in Djerba, to identify the island’s development priorities, a consultation of citizens and local actors on the refurbishment of the Environment Avenue and a participative process to improve the interface dedicated to the communication between the municipality and its citizens and the municipality services in Houmt Souk (Djerba).

The project has also been oriented towards the involvement of CSOs in institutional and legal reforms and in the creation of islands of integrity. It strengthened CSOs’ capacity to undertake initiatives and carry out monitoring activities, which is key to having CSOs fully involved in the transition process. This contribution falls perfectly in accordance with national priorities, especially the national strategy on good governance and the fight against corruption (2016- 2020). It contributed to the achievement of its 6th guiding principle aiming at enhancing community participation on policymaking, which encourages citizens to support public authorities’ efforts on promoting intangible principles on good governance and the fight against corruption.

Indeed, through outputs 3 and 4, the project managed to: - Build sustainable partnership between public local actors (in various areas) and CSOs which helped them sustaining their involvement and facilitating their work. - Initiate the implementation of efficient public services to fully consider citizens’ expectations through the introduction of social accountability tools. - Strengthen under-represented groups’ inclusion in the implementation of social accountability tools, especially through the dissemination of the concept of accountability among stakeholders. CSO were also providing tools to play their respective roles and successfully enhance the population’s understanding of local public services’ functioning.

9

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

The project has also been working on the INLUCC’s capacity building at the central and regional levels, especially on monitoring and evaluation of associative projects working on social accountability and the fight against corruption. This allowed to enhance the sustainability of their support of local SC initiatives within integrity islands at the local and sectorial level.

At global level

The project aims at strengthening democratic governance systems to respond to citizens' expectations for freedom of expression, development, the rule of law and accountability before the people. Thus, it was aligned with the UNDP Strategic Plans (2014-2017 and 2018-2021) and has contributed to Sustainable Development Goal 16 "Peace, Justice and Effective Institutions", more specifically to targets 16.5 "Substantially reduce corruption and bribery in all their forms" and 16.6. "Develop effective, accountable and transparent institutions at all levels".

(ii) Impact on direct and indirect beneficiaries

According to the independent project evaluation conducted in 2019, the impact on the project beneficiaries was as follows:

1. Impact on supported CSOs:

 Professionalization and specialization

CSOs benefited in capacity building through technical training sessions (on project management and project execution, monitoring and evaluation, etc.) as well as theoretical training sessions on several concepts (social accountability and its required tools, accountability within municipal work, CSOs’ role on the creation of islands of integrity). They acquired new competences such as project writing, goals and results definition, problem-solving and reporting of their activities (Cf. Logical Framework, indicator 1.2 : on a 5 points scale, a 2.7 points skill/knowledge evolution was noted following the capacity building plan implementation). As a result, these CSOs acquired the ability to raise funds from national funds and international NGOs. Additionally, newly created CSOs are now capable of building strong partnerships with fully professionalized NGOs. Overall, such a dynamic allowed for an upgrade as well as a sustainable and strong ownership of good practices among civil society. Additionally, CSOs professionalization on matters linked to public accountability enabled them to become credible interlocutors in the eyes of local authorities. It also pushed them to drop their post-revolution vindictive stance to adopt a sustainable partnership and carry on an effective collaboration with the authorities. Indeed, joint initiatives between CSO’s and local authorities have been carried out to improve: - the quality of municipal services (waste management, public lighting,

10

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

parking, etc), health services and education services (rehabilitation of schools’ monitoring plan and improvement of schools’ maintenance system, support system) and allow their evaluation by citizens through scoring cards and citizen evaluation cards. - institutions’ transparency and access to information through the elaboration and implementation of communication plans, the creation of digital applications and municipalities’ web sites updates. (Projects’ details and their locations are detailed in quarterly and annual reports that have already been shared)

 A greater openness of CSOs towards public authorities and an increased confidence between stakeholders (local authorities, CS and citizens)

The project also supported initiatives aiming at reinforcing dialogue and cooperation between civil society and public actors. CSOs fully acknowledged their mediator role between citizens and public institutions (municipalities, health services, police, etc.). It resulted in citizens regarding them as a legitimate mean to voice their concerns and suggestions at different levels (local and national). CSOs also grasped the necessity to build partnerships with public institutions and to include them in their projects/activities to ensure their success. By doing so, they have helped reinforcing trust towards public institutions while promoting more collaboration with them. For instance, such a dynamic is crucial to some municipalities in which public local institutions have limited funds. Therefore, they rely on associations’ support to share expertise and infrastructures. In Djerba, a development matrix has been developed by the civil society and the municipality in order to establish top-priority actions to encourage development on the island. This dynamic has proven to be essential to the implementation of a local participative governance as well as the reinforcement of public accountability. In fact, throughout the project, CSOs supported the reconstruction of the link between civil society and authorities by promoting active participations.

2. Impact on institutional partners

The project worked hand in hand with the INLUCC providing capacity-building trainings on public accountability and corruption. It had an impact at the central and regional levels. By strengthening the INLUCC’s capacities, the project also reinforced its capacity in monitoring and evaluation of CSO’s projects related to social accountability and partnership management with civil society. As a result, this authority has been building its credibility especially towards local CSOs. At the local level, the project contributed to the establishment of a trusting relationship between CSO and local authorities fueling a stronger involvement in the initiatives’ implementation. However, in many cases, municipalities’ action plans that have been elaborated based on citizens recommendations ended up not being implemented. Such a phenomenon is either due to the complete standstill of the project, ending the renewed accountability dynamic, or either due to municipalities’ lack of sufficient funds. This issue has restricted the projects’ impact on building stronger and better 11

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

functioning institutions as well as improving the relationship between local authorities and citizens. Nevertheless, some initiatives stood out and did not showcase such a phenomenon. For instance, the CSO “Ligue de la citoyenneté et de la liberté” (Citizenship and liberty league), working in Tataouine (Project LG), saw one of its members being elected as a municipal representative in May 2018. As a representative, he remained a strong ally of the project and took the necessary measures to regulate the parking system, allocating a specific municipal budget on the matter. Such an example highlights that political will – that is often lacking – is key to the realization of action plans.

3. Impact on indirect beneficiaries

For the independent evaluation purposes, several CSOs have been interviewed. They reported resistance on the part of beneficiaries during the beginning of their projects’ implementation. As the implementation went on, their resistance has been progressively dissipating. Their initial concern was with regards to the initiatives’ themes that were often perceived as unclear and sensitive. Citizens’ lack of trust in civil society and in its capacity to be a driver of change also played a large part in their resistance to CSOs’ initiatives.

Nevertheless, significant changes on beneficiaries have been monitored throughout the project, especially on young beneficiaries, the main target population. in this respect, significant improvements on their soft skills (behavior, vision, self-confidence, communication) and on their know-hows (public project monitoring, associative governance…) have been witnessed. It considerably bolstered their chances for an effective integration in society. It is important to underline the fact that this result has been even more significant among young beneficiaries that were initially active within civil society organizations.

(iii) Spin-off effects The project led to the creation of platforms to facilitate the intra-civil society dialogue and the documentation of the initiatives carried-out. This network of platforms, either regional, local or sectoral, strengthened the appropriation of the processes of cooperation and involvement of CSOs, beyond the area of transparency and fight against corruption. This methodology could, in fact, be re- used in several fields, as a way to enable an effective and transparent civil participation, engagement and control upon Tunisian democratic life, in order to accelerate structural transformations for a sustainable and inclusive national development. Moreover, the project provided INLUCC with technical support in the development of capacity-building modules aiming at strengthening its support to CSOs. As a result, the INLUCC fully took ownership of UNDP’s approach on CSOs support. The authority can now support its partnered CSOs at the central and local level in the fight against corruption. The collaboration between the INLUCC and CSOs will effectively go beyond the project closure.

12

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

(iv) Gender Mainstreaming

The project was implemented in accordance with a gender equality perspective as promoted by SDGs. In fact, women are often less implicated in decision processes and are more affected by inequality and exclusion than men. Therefore, they were considered as high-priority targets in this project which aimed at sustainably strengthening women’s participation in civic life as well as society’s acknowledgment of their socio-economic role. A gender sensitive approach was implemented from the conception of the project as well as the implementation of its various activities. Aware of the need for gender equity, through a monitoring and evaluation process, the project ensured, as much as possible, an equal participation of men and women in all activities. Additionally, the project provided special support for initiatives targeting women, especially by working with several women associations and by implementing gender sensitive actions. Support was provided to various CSOs in the implementation of gender sensitive initiatives. This was specifically the case within rural areas, where there was a need to reinforce communities’ awareness of the important socio-economic role played by women. For instance, in Tataouine governorate, the association AFAK HAWA provided capacity building to 15 young women who had previously been identified as leaders in their respective communities. This initiative made it possible for them to learn more about communication technics as well as the possibility to engage in debates on municipal accountability. They took part in a simulated municipal council so that, in the future, they would be fully prepared to be involved in municipal affairs. Overall, the project has always been conscious of the need to promote gender equality. It aimed and succeeded in stressing the importance of women’s participation in civic life and public instances. In the end, the project supported women as key figures of a bolstered public accountability. In fact, women represent 52% of 21 907 people involved in CSOs’ initiatives.

(v) Environmental Consideration

As required by UNDP’s strategy, the project, from its conception was aware of environmental considerations. Its monitoring and evaluation process considered the necessity to support sustainable initiatives. The project promoted good practices within its network of CSOs by insisting that they should not, for instance, use single-use banners or make personalized participation kits. The project also supported CSOs environmental initiatives. The landscaping of the Environment Avenue of Houmt Souk, in Djerba, reflects the efforts in providing concrete solutions. It is the continuation of a process implemented by the MLAE (Ministry of Local Affairs and the Environment) and UNDP to revise the concept of the Environment Avenue, in a participatory and inclusive approach involving the

13

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

citizen and all local actors. The rehabilitation work of the Djerba Houmt Souk Associative Resource Centre is also part UNDP’s process of environmental impact awareness, shared by the municipality itself and the Djerba Architects Association.

3.2 IMPLEMENTATION STRATEGY REVIEW (i) Sustainability

All along project implementation, UNDP has successfully established strong and lasting partnerships and networks among central, regional and local authorities, private sector and civil society. This interconnection was supported through a joint workshop on the advantages and modalities of a network of associative actors for strengthening social accountability and the fight against corruption, in which the INLUCC played a central role.

Tools and methodologies for measuring corruption risks as well as sustainable technical capacities have been developed, as well as monitoring and evaluation mechanisms and tools, to support and improve the national knowledge management process. The conception of these tools and methodologies fully took into consideration the need to make them as duplicable as possible. By doing so, the project ensured the effective and sustainable dissemination of its approach.

The project worked on the production of guidebooks, communication materials, brochures, and manuals, distributed to CSOs as well as to other partners working on the same theme. It proved to be key in ensuring lasting results through the dissemination of mechanisms to fight corruption and enhance social accountability and transparency.

Among the above knowledge products, the project provided two learning kits on social accountability destined to CSOs as well as a guide on associative governance. Overall, these tools have been key in strengthening CSOs credibility and professionalisation so that they would be fully autonomous by the end of the project. They now have the possibility to build strong and effective partnerships with each other and with public authorities.

Also, in order to ensure lasting results, one of the project results was to establish a platform of regional, local and sectoral resources in order to support dialogue among civil society and to facilitate the share of experiences, documents and best practices.

(ii) Participatory/consultative processes . The implementation of a participatory and inclusive process has been one of the priorities of the project approach. It has been oriented towards involving CSOs in institutional and legal reforms, as well as in the creation of islands of integrity within the Police, Customs or municipal sectors. In such a way, the project allows CSOs to be a full-fledged source of proposals and monitoring.

14

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

The INLUCC has been fully participating in the elaboration of project annual work plans. As one of the project’s key partners, it was essential to include INLUCC in the project’s direction, thus contributing to strengthening its capacities and enhancing its overall credibility.

Additionally, participatory processes with civil society were implemented in the project’s activities. For instance, several results show the regular involvement of civil society throughout the project:

- The municipality of Houmt Souk, Djerba, has been supported in the implementation of a participatory process to improve the municipal-citizen interface. The writing of an analytical report allowed to identify and suggest ways to improve the municipal-citizen interface, in a concerted manner with civil society and the municipality and to establish a plan of action. Following the same consultative approach, the project paid close attention to the need to strengthen inter-municipal collaboration, in particular through the elaboration of a matrix of priorities for sustainable and inclusive development for the three municipalities of Djerba. It also supported the establishment of a joint management unit.

- The project worked on the construction of the Associative Resource Centre in Djerba, a consultation, coordination and planning platform on the island. The platform was created to enhance local inclusive development and to help associations promoting citizen participation. It will be open to all organizations in the 3 municipalities: a place for exchanges and synergies, training, technical and material support.

- As part of the process of citizen re-appropriation of public spaces, the project also supported the MLAE in the consultations with local stakeholders on the landscaping of the Environment Avenue of Houmt Souk in Djerba.

(iii) Quality of partnerships with stakeholders

Throughout this project and various of its interventions, UNDP has built strong partnerships with institutional partners and CS, which proved to be highly beneficial to the project:

1. Partnerships with national counterparts:

 The INLUCC

UNDP has built a very close partnership with the INLUCC which has been both part of the project’s Board as well as a beneficiary in some cases. Its involvement in the project has been constant from the design, the planification of annual activities, and approval of the annual work plans during the project board meetings. This partnership was key to ensuring the project efficiency and the sustainability of its results. Throughout project implementation, there has been constant

15

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

capacity strengthening to the INLUCC on monitoring and evaluation of associative projects working on the fight against corruption and social accountability. Additionally, UNDP and the INLUCC worked side by side to produce learning materials that have helped a larger dissemination of the project’s expected results towards CSOs.

 3 municipalities of the Djerba Islands and other local authorities, local integrity islands

Given the high level of appropriation by the three municipalities, the citizen consultation, as planned in output 2, presented successful outcomes. It opened the way to the production of a development priorities matrix in Djerba, which led to the establishment of a concrete action plan. Additionally, such an outcome was also responsible for a renewed commitment to improve municipal services through: - Support on the participative elaboration of the reception services’ diagnosis and on the implementation of the action plan (Houmt-Souk municipality for the whole process and municipality of Ajim for the installation of satisfaction terminals allowing to record the feedback of citizens). - Several CS initiatives working on improving communication between municipalities and its citizens as well as finding a better waste management system for example, have also been implemented.

2. Partnership with CSOs

The project’s independent evaluation highlighted a high level of satisfaction from the partnered CSOs regarding their partnership with UNDP and their involvement with the Tamkeen Project. Their partnership with UNDP has been seen as a precious opportunity for them. During the interviews, every CSO expressed its desire to renew its partnership with UNDP. Some of them even participated in several calls for applications carried out by the project. Their primary reasons to showcase their will to keep working with UNDP were the project’ themes and targets – women and young people. Moreover, UNDP’s reputation enhances CSOs’ credibility in their localities as well as towards other international donors Nevertheless, CSOs’ expressed needs and level of satisfaction vary from one structure to another. In fact, it appeared that CSOs that had previously been working with international partners were more demanding in terms of monitoring and support.

(iv) Accountability

“Strengthening civil society engagement in public accountability in Tunisia” has been developed in accordance with the Direct Implementation (DIM), in order to assure accountability and transparency of information all along the project duration.

In this framework, a project board composed of the Tunisian Ministry of Foreign Affairs and the donors (Korean Embassy and KOIKA), with the UNDP Resident

16

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Representative (RR) assuming the executive function, was created. Joint decision- making was ensured with national and international counterparts. The project board also functioned as a coordinating entity at the national level to promote partnership, collaboration and coordination between different initiatives implemented by sectoral players. In this context, other actors have attended its meetings, as beneficiaries of the different activities.

In the target regions, several consultations have been conducted with civil society and public actors, in order to ensure accountability and transparency of information not only during the project implementation, but also to establish lasting cooperation, co-decision and control mechanisms between citizens, local and national institutions. Besides, the application of performance indicators guaranteed joint monitoring and evaluation of the project implementation and performances.

The 2019 AWP, has been implemented according to national defined priorities, identified by a mapping of the different situations to understand the gaps in capacities, needs and development priorities at the local and sectorial level. Concerning the work plan’s daily implementation, the management of the project budget, as well as the general planning and programming of activities, the project board delegated this responsibility to a UNDP program officer, thus responsible for the project quality assurance.

The project made sure its main institutional partner, the INLUCC, was part of every annual work plan conception meeting. This dynamic helped ensuring that the authority possessed a complete knowledge on every aspect of the project.

(v) Communication and publicity

Throughout the implementation of the project, UNDP has ensured the visibility of its institutional donor, KOICA: - Invitations to meetings / workshops, agendas and related documents always contained the expression "this project is funded by the Korean International Cooperation Agency (KOICA) and, if possible, the logos of partner institutions. - The publications / Reports and press releases reflected that this project has been funded by the Korean International Cooperation Agency (KOICA). - Scoreboards for ongoing activities, or other devices (Roll up, Banners, etc.) indicated the Republic of Korea as the donor country of the project. - The photos and video sequences of the project activities referred to the donor "Korean International Cooperation Agency-KOICA". - In addition, the full recognition of the donor (Korea) have been reflected in all communication products and other relevant documents through the display of the logo.

17

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

3.3 MANAGEMENT EFFECTIVENESS REVIEW

(i) Project design

The project was designed in accordance with UNDP procedures regarding programs and projects management (PPM), it includes:

1. Ensuring a wide range of stakeholders’ participation in the formulation of the project: Stakeholders include any parties with an interest in the project, including target beneficiary groups, civil society organizations, governments, the media, UN agencies and donors. The participation of women and disadvantaged groups was ensured throughout the project cycle, as appropriate. The participation of stakeholders ensures that potential opportunities and analysis, including lessons drawn from experience, are taken into account in project design. Their participation was key to promote ownership, sustainability and commitment, without which the results are unlikely to be lasting.

2. Project appraisal Project appraisal is a mandatory process for all UNDP development projects. A Local Project Appraisal Committee (LPAC) is convened to review the proposed project’s quality and the capacity of the implementing partner to deliver before the project approval. The LPAC met on June 28th 2016 : alongside UNDP and KOICA representatives, the INLUCC’s president and various representatives of the ministry of Home Affairs, Customs Directorates and the International Academy on Good Governance were present. The completed Social and Environmental Screening Procedures, and the project appraisal quality assurance report were submitted to the committee before the scheduled appraisal meeting. Quality assurance included the following points: o The project’s theory of change indicates the level of change brought by the project itself; o The project’s alignment with the thematic focus of UNDP’s strategic plan, the SDGs and national priorities such as the five-year development plan; o The project’s strategies to successfully identify its target groups/geographical priorities and to engage them and ensure their participation, while being particularly mindful of excluded and marginalized groups; o The project’s conception takes into account UNDP’s good practices and lessons learned; o The project document contains a clear definition of its governance mechanism, including the Project board’s composition (with a significant representation of beneficiaries and national representatives)

18

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

(ii) Timely delivery of outputs

A no-cost extension was requested to extend the project until February 28th, 2020. This request was due to the following reasons:

- Given the political and institutional context, there is a lack of visibility within the partners, causing important decision-making and validation processes to slow down. - The postponement of municipal elections that were eventually held in 2018 was responsible for the absence of a permanent interlocutor for the project and the partnered CSOs. It resulted in difficulties regarding the implementation of sustainable initiatives. For some municipalities of Djerba - one of the main islands of integrity – the special delegation was not replaced after their resignation, which was also responsible for the absence of a permanent interlocutor at this level. - The frequent institutional changes since the beginning of the project and up until recently, particularly related to the integrity island in the health sector, customs and municipalities, were responsible for the need to take more time to guarantee the achievement and appropriation of the project results; - Due to the sensitivity of accountability-related issues, capacity building processes (knowledge, attitudes and practices) were lengthy. The final implementation phase of accountability mechanisms is key to ensure the appropriation, sustainability and impact of the results, particularly at the municipal level, FSI’s, and requires more time. - The documentation of the approach and results of the integrity islands pilot project, and civil society’s contribution, required a broader consultative and participatory process with beneficiaries and stakeholders in order to develop impactful generalized strategies at sectoral and territorial levels.

(iii) Monitoring and Evaluation

The project’s monitoring and evaluation plan has been based on UNDP’s procedures through a precise plan including: - A quarterly monitoring of the results’ progression; - A quarterly update on risks assessment and risks-management; - A yearly assessment and exchange of good practices observed within the project, with other projects and partners; - A yearly quality assurance to identify the project’s strengths and weaknesses; - At least once a year an internal review on monitoring and evaluation processes; - At the end of the project, a synthesis report presenting the project’s results; - An annual review of the project with the Project board (key stakeholders ad donors). - A mid-term and a final independent evaluation

Additionally, special monitoring and evaluation mechanisms have been implemented and carried by a grants officer team. It consisted in a continuous 19

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

monitoring of the activities as well as periodic field visits. Mid-term and final reviews for every call for proposals permitted to check results and challenges, encouraging a knowledge-sharing dynamic between various associations. The final evaluation will be conducted jointly with a team of independent evaluators assigned by KOICA.

(iv) Technical Capacity

To implement activities related the strengthening of public accountability, it was necessary to involve a national and international expertise with a strong background on areas such as governance, security sector, custom authorities or municipalities. Regarding the project’s level of specificity, a strong support has been required on monitoring within pilot sites. A partnership with education, research or formation institutions, at the national and international level has been considered (Tunis International Academy on Good Governance, other academies…)

The project was supported by UNDP programme for democratic governance and inclusive growth. Within UNDP, Tamkeen Project for the promotion of citizenship, strengthening social cohesion and civil society has an extensive experience in strengthening and fostering legitimacy, efficiency and capabilities of civil society. Since 2012, Tamkeen has extensively contributed to the promotion of citizen participation in public affairs and local governance and has significantly supported civil society initiatives aiming at creating spaces of dialogue, mostly at the local level.

UNDP expertise is proved by the several achievements obtained by previous project in partnership with Civil Society: - Awareness about citizenship issues has been raised among 27 200 people; - 4 guidebooks to learn and promote democracy and citizenship have been produced; - Promotion of a culture of dialogue and non-violence among have been carried out to 6 200 citizens; - 24 facilitation training sessions have been organized in all governorates, aiming at creating a group of 400 facilitators (43% of whom are women); - 334 members of regional political party offices (including 39 women) were trained on dialogue and consensus techniques; - 32,000 people were directly consulted in the context of major reforms; - 16 conferences were organized in 24 regions on 8 issues identified as fundamentals in the democratic transition process (employment, role of women and youth, Security, Corruption, Political violence, regional and environmental gaps); 602 men and 417 women attended these conferences, 13 experts were mobilized, 11 CSOs were involved in organizing the conferences; - 1,100 young people between 18 and 29 years old, from all the 24 Tunisian governorates were interviewed; - 18 communitarian projects on local governance were supported; - 52 initiatives and 13 communitarian projects on strengthening social cohesion and fighting violent extremism have been supported; - 93 active members (presidents, project managers, treasurers) of partner CSOs have been trained on project financial implementation procedures. 40 20

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

communication officers from partner associations have been trained in techniques of associative communication. 31 facilitators from partner OSCs were trained on dialogue and consensus.

The project “Strengthening civil society engagement in public accountability in Tunisia” took advantage of achievements, partnerships, methodologies and tools developed in the framework of UNDP projects “Support for the establishment of a National Integrity System in Tunisia "(2013-2016)", "Support for Security Sector Reform in Tunisia”, “Support for Local Development” (2015-2019).

(v) Cost-effective use of inputs

The project “strengthening of civil society’s involvement on public accountability in Tunisia – partnership with Civil Society”, carried by Tamkeen, has been financially supported by the Korea International Cooperation Agency (KOICA) up to 1 620 000 USD over a four-year period (2016-2019). Initially supposed to be completed in June 2019, UNDP requested an extension of the project to finalize non-implemented activities. The closure date has then been postponed to February 28th, 2020.

In the past few years, a strong depreciation of the Tunisian currency against the USD, which was compensated by a strong inflation, explains the absence of any budget surplus. The inflation especially impacted the construction field which was responsible for the delay on the rehabilitation of the Associative Resource Center in Djerba. The construction work was also delayed by an unsuccessful call for bids linked to a budget overrun and the publication of a new call for bids after a review of the scope of construction work and an additional mobilization of funds, notably from the Netherlands.

Regarding associative projects supported by Tamkeen, financial resources have been deployed in the most effective way to achieve expected the project’s expected goals. Indeed, it was made possible by the upstream mapping of the associative sector, aiming at identifying actors working on matters close to the project’s and allocating subventions to relevant projects and associations. Moreover, several information sessions have been organized when calls for proposal have been launched. They aimed at clarifying the project’s vision as well as UNDP’s expectations regarding CSOs’ initiatives. As a result, these events permitted avoiding “casting errors” and out-of-topic project submissions. Finally, to avoid any favoritism or unnecessary loss of money, a transparent selection process (CSOs names remained anonymous) was used. This thoroughly respected process also contributed to the refining of CSOs selection strategy, and in the end, to ensure an optimal use of the budget dedicated to subventions.

21

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

4. LESSONS LEARNED

- Given CSOs’ weak capacity at the local level, a special effort should be made on the dissemination of calls for proposals and communication. UNDP identified the need to simplify and lighten its application processes. The project also reinforced its monitoring mechanisms to offer CSOs personalized support through bilateral meetings or personalized coaching sessions. These meetings have helped CSOs shaping their plans of action, reviewing their budgets, conducting risks analysis and analysis of stakeholders. Overall, the capacity building sessions allowed CSOs to strengthen their capacities, bolster their professionalization and support them in the implementation of their projects.

- Moreover, the specificity of the topics called for a reinforcement of CSOs’ theoretical skills on basic notions. Throughout the project, several workshops on social cohesion, local governance, accountability and the prevention of violence have been organized in order to build CSO’s capacities on these matters.

- Horizontal cooperation (CSO/CSO) and peer-to-peer learning proved to be effective ways of building capacities and transferring knowledge. In the same perspective, given the lack of CS initiatives’ coordination in the implementation of an inclusive and participative local governance, building and supporting synergies among partnered associations bolstered their cooperation and encouraged them to share their efforts. It also helped avoiding the duplication of CSO’s initiatives.

- Supporting CSOs prior to the implementation of their initiatives guaranteed better results, as CSOs were supported during the conception and planification of their projects.

- The project favored a local approach, as close as possible to local populations. It allowed CSOs to fully consider specific local needs in the implementation of their activities. Such an approach has reduced risks of stigmatization linked to the activities’ central themes (the fight against corruption and social accountability). It also bolstered the interventions’ efficiency.

- Results sustainability have been one of the project’s major concerns. It has been addressed through several activities:

o The elaboration and the dissemination of learning materials towards CSOs, including practical guides on associative governance and social accountability. These materials contributed to CSOs professionalization and specialization. o The creation of the Associative Resource Center in Djerba as a platform fostering and supporting community and associative life. It also aims at reinforcing partnership among local actors. o The development of a local expertise on social accountability through 22

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

CSOs’ professionalization and specialization. Indeed, the project aimed at creating a snowball effect that would enhance local CSO’s development, even after the project’s implementation. o The scaling of approaches developed by institutional partners, mainly by the INLUCC.

- The progress of the project was affected by a combination of several factors, among which the constraints of the security context, the weak commitment or absence of the transitional local authorities, the delay in the elaboration and implementation of the project and the adoption of the electoral law, but also the weak capacities of CSOs. This resulted in many risks and challenges, which could be mitigated through early analysis of potential risks as part of a contextualization exercise. This exercise made it possible to identify, in a precise way, the factors likely to affect the execution of the project and to put in place the strategies required to reduce the possible impact.

5. SIGNATURE

For the project Strengthening civil society’s commitment in terms of public Accountability

Name: Mohamed El Mounir Title: Chief Technical Adviser

Signature:

Date: 26/05/2020

United Nations Development Program (UNDP)

Name: Alissar Chaker Title: Deputy Resident Representative

Signature:

Date: 26/05/2020

Annex Charts, tables and visual aids including photo

23

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Key results and outputs on Citizens’ Initiatives

 2 Target localities: North-West and South-East regions  11 impacted cities: Aïn Drahem, Beja, Ben Guerden, Djerba, Goubellat, Jendouba, Kef, Médenine, Siliana, Tatouine and Tunis  64 supported CSOs  21 907 people involved in initiatives including 52% of women and 58% of young people (under 35 years old)  340 432USD allocated by KOICA

6 fields of interventions covered by citizens’ initiatives:

o Public services review - Citizens’ recommendations regarding several services’ improvement have been identified; - The recommendations were taken in consideration in the strategic plans’ elaboration, execution, and monitoring.

o Public project monitoring and implementation of development planification tools - Monitoring and inclusive supervision mechanisms have been implemented in a participative and following a sustainable logic. - Social accountability tools have been implemented in a participative way and following a sustainable logic.

o Citizens’ control on public spending - Citizens have been included, in cooperation with local representatives, in decision- making processes regarding communal budget and spending - A trusting relationship between various local actors has been strengthened. - Initiatives on the fight against corruption, weak governance or lack of transparency within municipal finances have been strengthened and supported.

o Strengthening of transparency, access to information and complaints management mechanisms. - The communication between public administrations and citizens on policies has been improved; - A tool for a better access to information by citizens has been implemented: - Complaints management tools have been created;

o Support regarding the creation of Islands of Integrity - Basic concept, tools and mechanisms on social accountability have been vulgarized; - Djerba’s local integrity system has been strengthened and the creation of the Health Island of Integrity has been supported - A participative process on the improvement of citizens-municipality interface in Djerba, Houmt Souk has been supported.

o Support regarding media’s role on social accountability’s strengthening - A partnership relation between the media, CSOs and local authorities has been sealed; - The information flow has been improved and social accountability reinforced.

24

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Signing ceremony of partnership conventions on local governance and social accountability, December 15th 2016.

Signing ceremony of partnership conventions December 2018

A few CSOs’ success stories:

CSO: Jeunes et Science de Djerba (young people and Science in Djerba) Project: strengthening public projects’ execution

The supported initiatives made it possible to intervene at the local and sectoral levels with vulnerable population groups, including young people from disadvantaged or marginalized backgrounds in the inland regions, to raise their awareness on the promotion of values and good practices to provide a more suitable environment for the fight against corruption. The initiatives supported by the project contributed to the promotion of good governance culture, through partnerships with public institutions and CSOs from the inland regions.

25

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Development of a mechanism for monitoring and evaluating public policies & a pilot model of signs and billboards in Djerba

For instance, a mechanism for monitoring and evaluating public policies was set up by "Association Jeunes et science de Djerba ", through the establishment of an interactive digital billboard accessible to citizens inside the municipalities of Ajim and Guellela. Through an application monitoring and providing information about public projects, it strengthens the promotion of transparency and accountability. In addition, the interface allows citizens to share their opinion and to be fully involved in the national fight against corruption. Through this initiative, the association was able to achieve its goals, namely: Improving the responsiveness and the engagement associations’ members in the region and citizens regarding the fight against corruption and social accountability, therefore, strengthening municipalities’ monitoring capacities. As a result, the region’s inhabitants have become central actors in the fight against corruption.

Good practices:

> Focus groups were organized at the beginning of the project, allowing a complete diagnosis of hardships encountered in Ajim regarding projects’ planification and monitoring.

> District delegates received training on progress monitoring and evaluation of municipal projects. It allowed them to become effective intermediary between the municipality and its citizens.

> The municipality’s computer technicians also received training sessions to ensure the billboards’ maintenance in each municipality and overall, the results’ sustainability.

26

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

CSO: Djerba Solidarity and Development Project: Health Open Data project

In regional hospital Sadok M’Kaddem in Houmt Souk, Djerba a need for more transparency and equitable access to health services was identified. The Health Open Data project chose to address these issues through an innovative approach using new technologies:

 The creation of a digital system for patients to schedule their appointments from home or on digital terminals in waiting rooms. Therefore, it strengthened transparency around appointments scheduling while reducing waiting lines.  The above-mentioned system also allows patients to make complaints and share their recommendations. It permitted to create a digital intermediary between the structure and its users, therefore reinforcing the hospital’s social accountability.  The project also installed several screens around the hospital to indicate which patient was next-in-line and broadcast awareness messages. It strengthened transparency as well as facilitated access to information.

Through its innovative approach, the project managed to make this hospital an example of transparency and social accountability. It is important to underline that this initiative is the first of its kind in Tunisia. In fact, it is the first complaint management system that have been implemented within a public health structure. In the future, such a system could be disseminated at a larger scale.

27

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

CSO: Krib’s youth voice Project : The Ain El-Krib App (Anchoring social accountability and transparency principles to support good local governance and the fight against corruption)

The app developed by the association “La Voix des Jeunes du Krib” (Krib’s Youth’s voice) has helped anchoring the principles of social accountability and transparency through the improvement of public services and the involvement of civil society in controlling the granting of procurement contracts. A civic engagement has been observed thanks to the 800 downloads of the application by the inhabitants of the region. Most of the irregularities and violations reported by the citizens on the application were addressed. As a matter of fact, the municipality gave a positive response to 120 complaints out of 125 complaints initially received. El-Krib municipality took part an inter-Arab contest organized by Association Tunisienne des Conseils et d’Orientation Géographique. For the creation of this application, El-Krib Municipality received the Golden Tanit award on November 30th 2017.

28

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Skills required for CSOs & capacity building cycle (excerpts from the CSO capacity building plan elaborated in 2017).

29

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Left: Cover of local actors’ capacity-building plan on social accountability and the fight against corruption – (Edited in 2017) Right: Cover of the guide on social accountability’s basic notions and its main tools – (Edited in 2018)

Computer generated images of the Resource Center project for the Associations in Houmt Souk, Djerba

30

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Djerba’s development priorities as seen by local actors: towards an integrative, sustainable, and inclusive development in Djerba.

Between December 2016 and June 2018, 9 consultation workshops on the identification of Djerba’s development priorities have been organized to gather local stakeholders’ perspective. The process, which involved all the local actors (local and regional institutions, CSOs and the private sector with a focus on youth and women), has made it possible, starting from 89 identified actions, to establish a matrix (evidence # 1) comprising 21 priority actions based on three axes: (i) governance system, (ii) energy, environment and spatial planning and (iii) local investments. Thus, the matrix, which presents the consultative process’ main results, allows the phasing of the different dimensions : from the institutional support to the local economic development, the fight against corruption, strategic planning, the promotion of citizenship, the promotion of youth participation, the protection of the environment, etc.

9 workshops bringing all the stakeho Nearly 450 people took part in the lders together: civil society, local pu workshops, including 32% of women blic actors, private sector, women an d young people… 50 young people debated a n d A comprehensive document compilin elaborated 25 proposals on the g 89 action proposals gathered durin sustainable development of the island. g the process. A matrix of results summarizing the  5 actions on the “governance Djerba’s development priorities as per system” axis; ceived by citizens (21 actions based  6 actions on the “local on 3 axes) investment” axis;  10 actions in the field of “energy, environment and spatial planning”

Main results of the participatory process

This process, supported by a working committee representing various UNDP projects, was conducted in partnership with the Ministry of Local Affairs and the Environment and Djerba’s three municipalities. It also involved the Office for the Development of the South, which technically contributed to the conduct of the consultation workshops and the development of action plans.

31

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Cover pages of the report and the matrix

Restitution workshop of the priority actions matrix.

32

DocuSign Envelope ID: 07FE3A49-65E6-4022-9348-E4996C85B1C3

Training session on Monitoring and Evaluation of associative projects towards INLUCC members (25-27 November 2019)

33