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Date of Submission to Coordination Unit:

A. GENERAL INFORMATION

1. Activity NameWork Readiness Program in Tunisia

2. Requestor Information Name: Ms. Kalthoum HAMZAOUI Title: General Manager 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 89 26 53 Email: [email protected]

3. Recipient Entity Name: Mr. Imed TURKI

Name: Mr. Oussama ALIOUA

Name: Ms. Monia MGHIRBI

Title: Chief of Staff

Title: Special Advisor

Title: Manager of International Cooperation

Organization and Address: Ministry of Vocational Training and Employment, 10, Rue Ouled Haffouz, 1002 Tunis, Tunisia

Telephone: +216- 71 79 15 72 / 71 79 13 31 / 71 79 81 96 Email: : [email protected] / [email protected] / [email protected]

4. ISA SC RepresentativeName: Mr. Jacob KOLSTER Title: Director

Organization and Address: African Development Bank, North Africa regional department (ORNA), Immeuble Zahrabed, Rue du Dollar, Les Berges Du Lac II, Tunis 1053, Tunisia

Telephone: +216- 71 10 29 53 Email: [email protected]

5. Type of Execution (check the applicable box)√ Type Endorsements Justification√ Country-Execution Attach written endorsement

from designated ISAJoint Country/ISA-Execution

Attach written endorsement from designated ISA

(Provide justification for ISA-Execution)

ISA-Execution for Country Attach written endorsement from designated ISA

(Provide justification for ISA-Execution)

ISA-Execution for Parliaments

Attach written endorsements from designated Ministry and ISA

December 4, 2015

mailto:[email protected]




6. Geographic FocusIndividual country (name of country): Republic of Tunisia

Regional or multiple countries (list countries): NA

7. Amount Requested (USD) Amount Requested for direct Project Activities:(of which Amount Requested for direct ISA-Executed Project Activities):

US$ 2,460,000

Amount Requested for ISA Indirect Costs:1 US$ 100,000Total Amount Requested: US$ 2,560,000

8. Expected Project Start, Closing and Final Disbursement DatesStart Date: 01 Mars 2016 Closing

Date:28 February 2018 End Disbursement

Date:31

May2018

9. Pillar(s) to which Activity RespondsPillar Primary

(One only)Secondary(All that apply)

Pillar Primary(One only)

Secondary(All that apply)

Investing in Sustainable Growth. This could include such topics as innovation and technology policy, enhancing the business environment (including for small and medium-sized enterprises as well as for local and foreign investment promotion), competition policy, private sector development strategies, access to finance, addressing urban congestion and energy intensity.

Enhancing Economic Governance. This could include areas such as transparency, anti-corruption and accountability policies, asset recovery, public financial management and oversight, public sector audit and evaluation, integrity, procurement reform, regulatory quality and administrative simplification, investor and consumer protection, access to economic data and information, management of environmental and social impacts, capacity building for local government and decentralization, support for the Open Government Partnership, creation of new and innovative government agencies related to new transitional reforms, reform of public service delivery in the social and infrastructure sectors, and sound banking systems.

Inclusive Development and Job Creation. This could include support of policies for integrating lagging regions, skills and labor market policies, increasing youth employability, enhancing female labor force participation, integrating people with disabilities, vocational training, pension reform, improving job conditions and regulations, financial inclusion, promoting equitable fiscal policies and social safety net reform.

Competitiveness and Integration. This could include such topics as logistics, behind-the-border regulatory convergence, trade strategy and negotiations, planning and facilitation of cross-border infrastructure, and promoting and facilitating infrastructure projects, particularly in the areas of urban infrastructure, transport, trade facilitation and private sector development.

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 has made remarkable progress especially in terms of governance and political reforms. The country has organized four successful and transparent parliamentary and presidential elections, adopted a new constitution based on respect for human and civil rights, and witnessed the emergence of an active civil society. More recently, the Tunisian quartet, which played a significant role during the political transition, was awarded the Nobel Peace Prize as a recognition for the country’s positive achievements. Notably, this progress on the political front was achieved in a difficult socio-economic context, which has worsened after the 2011 Revolution at the backdrop of the challenging security situation that marked the region.

Four years after the 2011 Revolution, the Government of Tunisia (GoT) still faces major socio-economic challenges that hamper its ability to respond to social demands of the people, particularly those related to job creation. The Gross Domestic Product (GDP) growth rate was 2.3% in 2014 but is estimated at about 0.5% for 2015. The economic slowdown has widened macroeconomic imbalances2. Political uncertainty weighs also negatively on the competitiveness of Tunisia and is considered as the third most important problem by business operators. Inflationary pressures remain also high. Equally important are inefficiencies in the business environment, which deter private investment. In this context, it is increasingly difficult for the private sector, especially micro, small and medium enterprises (MSMEs) to generate jobs and prosper. In the second quarter of 2015, the unemployment rate for the whole population reached 15.2% against 17.6% in Q2 2012 while that of university graduates decreased from 30% in Q1 2015 down to 28.6 % in Q2 2015. High unemployment does not only reflect limited job creation but also a mismatch between the needs of private companies and the skills of job seekers.

High unemployment threatens social cohesion in Tunisia, since a large cohort 3 of increasingly educated young people struggle to find jobs and participate productively in the economy. The pressure related to employment and inclusive growth remains high despite efforts deployed by the Tunisian government in collaboration with international development partners to address this problem. One young unemployed person out of nine had previously refused a job, with the low salary offered being the main reason for the refusal.

At the same time, based on the National Agency for Employment and Independent Work (ANETI) database, thousands of job offers remain every year unsatisfied as several companies struggle to find the right skills and competencies on the labour market to fill their job vacancies. In fact, the number of vacant positions was estimated at 29,741 posts according to the National Observatory of Employment and Qualifications (ONEQ) survey in 2014, including 11,543 in the “industry” sector. The gap between the supply and demand is persistent and represents a challenge to Tunisia’s economic development. Constraints to economic growth from a skill gap perspective have to be removed and urgently addressed by the GoT. Currently, the GoT does not have a comprehensive national employment policy, which has become an absolute necessity and a very important development pillar in a volatile and rapidly changing world of work.

Government’s support for raising the employability of job seekers and narrowing the skill gaps in the labour market: The GoT, through its Ministry of Vocational Training and Employment (MVTE), has been designing and implementing several employment programs that include a training and employability component in order to

2 The macroeconomic situation is characterized by a stabilization of the budget deficit at 4.8% of GDP in 2015 against 4.9% in 2014 and 6.8% in 2013. The deterioration in the current account balance continued to increase reaching 8.9% of GDP in 2014 from 4.7% of in 2010.3 According to a 2013 study, among 2,895,682 aged 15-29 years, 420,102 are unemployed. Among these there are 244,581 men (58.2%) and 175,521 women (41.8%). Unemployment among young people increases with age, and nearly 20% of people aged 25-29 are unemployed non-students against nearly 17% for young people aged 20-24 and 6% for young aged 15-19 years. A pronounced disparity of youth unemployment is by region. The District of Tunis ranks first with a share of 21.7% of all unemployed, followed by the Central East (21.6%), Central West (15.3%) and the North is (14%).

improve job seekers’ skills and address market needs in terms of skills and competencies. In 2012, MVTE reviewed the existing programs portfolio and decided to introduce four new employment programs including one (Chèque d’amélioration de l’employabilité) focusing on the skill set of the supply side. In addition, in 2015, the Ministry of Higher Education and Scientific Research (MHESR), the Ministry of Education (ME) and the MVTE have formed a Human Resources Committee (one of the most important measure of the General Budget Support Program conducted by the Bank) to coordinate the HR strategy in Tunisia and to ensure better alignment with the economy’s needs. Furthermore, through the MVTE, the GoT will shortly launch the design of the National Employment Strategy to support job creation and enhance human capital. Furthermore, the ANETI is undergoing an organizational restructuring. It aims to optimize the allocation of resources by (i) standardizing the process within employment offices (i.e. Simplified procedures, Front office specialized in welcoming job seekers and registering them , back office accepting only by appointments, etc…);and (ii) freeing up extra time for counselling and advisory by outsourcing the administrative tasks to other units than employment advisors. The restructuring takes into consideration the main objectives of the Work Readiness Program (WRP) as it re-focuses the mission of employment advisors on personalized mentoring and counselling. The expected result is an overall improvement of execution capabilities.

Donors’ support for Human Resources (HR) and employment programs in Tunisia. Donors have been involved in supporting the GoT under its initiatives through either direct financing or budget support. In the field of human capital development, the World Bank Group increased its support for Tunisia to improve governance and accountability, opportunities for women and youth, private sector job creation and investments in interior regions. In September 2015, the French Development Agency (AfD) granted € 24.7 million to GoT in order to fund the promotion of the socio- professional integration of young people with the objective of meeting the needs of companies for qualified personnel, especially in promising industrial sectors. Furthermore, Luxembourg, current president of the council of the European Union, has led very recently efforts to start a € 200 million fund dedicated to improve the HR management and training in North Africa and to increase the mobility of vocational training students between the north and the south shores of the Mediterranean Sea.

AfDB support for HR and employment programs in Tunisia. The AfDB supports HR sectors via a variety of programs such as: (i) the budget support program “Support to regional development and employment creation” that aims to raise $ 200 million that has been approved. The program’s second component focuses on “ Skills Development and Improvement of the quality of labour and social dialogue"; (ii) a Technical assistance in the development and implementation of entrepreneurship training device and active learning for the benefit of universities and vocational training centres in Tunisia; and (iii) the Souk At-Tanmia Partnership, which was launched in 2012 by the AfDB in coordination with 19 partners and aims to support MSMEs development by providing grants (TND 10,000 – 30,000 per project) as down-payment capital that can be leveraged to access market financing. The first edition of Souk At-Tanmia has financed 61 projects, 62% in disadvantaged areas, 53% held by youth, 32% by women and 54% by the previously unemployed. To date, beneficiaries are satisfied with the support they have received.

The GoT has been undertaking a comprehensive set of reforms to transform the Tunisian economy, address the difficult social context, accelerate the inclusive growth and create jobs for the youth. The reforms relate to six main axes: (i) Ensure the stability of the macroeconomic environment; (ii) Modernize the business environment and encourage competition in the local market; (iii) Encourage domestic and foreign investors to invest in Tunisia; (iv) Create a strong financial sector to better serve the development of the private sector; (v) Provide a workforce that is better trained and qualified; and (vi) Strengthen labour market institutions and optimize policies through better segmentation and targeting.

As part of the axes (v) and (iv) reforms, the Tunisian government is considering the strengthening of the ANETI and the MVTE, the development of complementary training curricula for job seekers and the definition and implementation of a comprehensive national employment policy. The whole program aims at

providing a visible change in the medium and short term in the labour market in Tunisia by increasing the capacity of employment public services to implement and evaluate complex programs and by reducing the gap between the economy’s needs and the job seekers skills and competencies. It is critical to identify major growth constraints from a skills gap perspective and understand how to bridge these gaps through a comprehensive framework to train job seekers and orient them to respond to the needs of the economy. This proposal is therefore prepared to contribute to the GoT’s objective of jobs creation and employability development, and to improve the impact on growth inclusiveness.

11. Alignment with Transition Fund Objective

The objective of the Transition Fund is “to support the reforms currently under way in transition countries and improve the lives of their citizens, including by supporting policies for improving skills and labour market policies, increasing youth employability and improving job conditions and regulations”.

The Program fits in the MENA Transition Fund’s objectives and scope, especially in terms of fostering sustainable economic growth by enhancing job creation and inclusive development. The main resources will be used to implement this Program at the macro, meso and micro levels:

(i) At the macro level, it will contribute to narrowing the skill gaps in priority sectors by quantifying the gaps and adopting a plan to satisfy the demand;

(ii) At the meso level, activities will be institution-based, focusing on the needs of the key stakeholders, and will include capacity building, information sharing and dissemination, and the creation of linkages; and

(iii) At the micro level, it will be help in increasing the employability of the socially vulnerable youth and women in cooperation with service providers, technical expertise in the private sector and civil society associations.

12. Alignment with Country’s National Strategy

The Program is well aligned with the GoT’s Strategic Note presented in September 2015 as background to the forthcoming 5-year Strategic Development Plan 2016-2020. The note presents six axes to meet the objectives of accelerating growth and job creation and achieving balanced regional and inclusive development. The WRP fits within the second pillar “From a low-cost economy to an economic hub” and in the third pillar of “Human development and social inclusion”. The Program also aligns well with the fourth pillar for “Realizing the ambitions of the regions” regarding the targeting of disadvantaged regions. Thus, the WRP fully aligns with current GoT agenda.

C. PROJECT DESCRIPTION

13. Project Objective

The WRP aims to provide a visible change in the short and medium term in the labour market in Tunisia by increasing the capacity of employment public services to implement and evaluate complex programs and by reducing the gap between the economy’s needs and the job seekers skills and competencies. More specifically, WRP aims to :

(i) Develop an effective national employment policy;(ii) Increase the implementation capacity of the MVTE and other support agencies and Civil Society organization

through the training of 30 MVTE and ANETI staff members, 15 ONEQ staff members, 250 employment advisors, and 100 civil society associations;

(iii) Improve the employability of 860 socially most vulnerable job seekers; and(iv) Develop a sustainable and scalable model on effective job readiness programs.

The WRP has the following intermediate objectives:

(i) Build the capacity of public employment services and social partners in interior regions by providing them with tools and expertise that are necessary to implement impactful and successful employability programs;

(ii) Develop a national employment policy that involves all relevant actors;

(iii) Identify key sectors with high potential for employment creation and economic development, but which face growth constraints due to scarcity of required skills (both quantitative and qualitative);

(iv) Orient job seekers to these key economic sectors by identifying the available profiles that could integrate these sectors and by offering them additional training and reconversion advisory; and

(v) Improve professional and interpersonal skills of Tunisian job seekers. The program combines a personalized evaluation, targeted training in technical and soft skills, coaching, and internships.

14. Project Components

The WRP is a program initiated by MVTE to tackle the pressing issue of unemployment in Tunisia, especially among disadvantaged groups. Specifically, the WRP will aim to enhance the employability of Tunisian job seekers by improving their skills and significantly building the capacity of public institutions that provide assistance to them. Hence, the direct beneficiaries of this nationwide program will be Tunisian administration, youth, women and other vulnerable people who are failing to find jobs. It is aimed at developing their own skills and competencies, and supporting private companies who plan to create more jobs and hire young Tunisians, and local communities. The indirect beneficiaries will include families of direct beneficiaries and the entire Tunisian population through the supply-chain effect and spillovers from the direct beneficiaries through consumption and other activities. Moreover, the population including youth, women, the vulnerable and rural poor, especially those in disadvantaged regions, will be targeted as a priority.

Thus, the Program consists of the following three components:

Component 1: Capacity building for key stakeholders participating in employment programs and increasing the employability job seekers

This first component achieves the first objective of the WRP: Build the capacity of public employment services and further key stakeholders in the regions by providing them with tools and expertise that are necessary to successfully implement employment programs. In addition, this component should achieve the second objective of the Work Readiness Program: Increasing the employability of socially vulnerable job seekers with very low employability.

Sub-component 1.1: Capacity building for the Government and key stakeholders in designing and managing

employment programs and initiatives

The first sub-component aims at strengthening labour market institutions in Tunisia through support for the Government in providing an enabling strategic framework and in coordinating and overseeing labour market active programs.

Public Employment Services currently manage a database of all unemployed Tunisians registered with them along their key skills and attributes such as the level of education and the job interviews they did in the past. The database includes highly valuable information and statistics, which should be used to analyze the labor market, develop and test profiling models and build an information tool to provide vocational guidance for pupils, students and applicants. Moreover, employment advisors need to build their capacity to differentiate job seekers according to the degree of their vulnerability in the labor market. The model of expertise lies precisely in the ability of an advisor to elaborate, during a conversation with the job seeker, a comprehensive understanding of the job seeker’s position in the labor market and of his prospects for return to employment in order to determine the type of support he/she needs. Employment offices need to adopt and implement a methodology for systematically profiling, categorizing job seekers and identifying their needs in terms of counselling, training and coaching. They also need to adopt a client-oriented approach by focusing on satisfying both job seekers and companies and monitoring the satisfaction rate. At the same time, the Ministry for Vocational Training and Employment must improve its capacity to evaluate the impact and assess the efficiency of its programs to identify weaknesses that need to be addressed through revisions in these programs.

The MVTE is still constrained in critical capacities such as structuring initiatives, developing programs, and managing and evaluating them. The Work Readiness Program will help build capacity for the Ministry in program management and evaluation. More specifically, the achievements during the pilot and rollout phase of the Work Readiness Program will be used to shape this capacity building. For example, the procedures manual issued on the implementation of the program can be adopted by the GoT as a base to develop implementation guidelines for other programs. Furthermore, the national employment agency ANETI will acquire critical capabilities to adopt segmented approach in supporting job seekers.

In order to establish strategic partnership with the private sector, developing partnerships and agreements between public employment services and businesses is a requirement for improved intermediation and better alignment of the economic environment needs with the employment programs. Furthermore, there is a significant and urgent need to develop the cooperation and coordination with the private employment agencies and the civil society in order to address the diverse needs of jobseekers and enterprises and the massive development of employment programs. The capacity of ANETI to offer individual counselling and mentoring to Tunisian job seekers is very limited and estimated to be at 10,000 to 15,000 job seekers simultaneously. This capacity is one of the most important barriers to implement large-scale employment programs and needs to be increased to 80,000 to 100,000 job seekers. Civil society, external counsellors and private employment agencies can help alleviate the pressure.

Henceforth, capacity building for the GoT in program management and evaluation will be carried out in the following aspects:

A. Strengthening the Ministry of Vocational Training and Employment in designing and rolling-out strategic programs:

a. Enhance the performance of the division of the labour market active programs in designing and evaluating labour and HR programs and policies;

b. Enable the government to identify, mobilize and cooperate with private sector, especially through technical cooperation in the fields of the identification of business needs and skills gaps;

c. Identifying tools and means able to improve the statistical approaches of the Ministry of Vocational Training; and

d. Hiring a monitoring and evaluation consultant for the Project Implementation Unit (PIU).

B. Strengthening support services (coaching and consulting) in the local employment offices:a. Organize workshop for career counselling and training to enhance the skills of employment

advisors; especially in the disadvantaged regions;b. Identify the tools and means in the employment offices that require reinforcement with the

involvement of other actors (associations, private sector);c. Provide training for database management and statistical tools in matter of unemployment and

skills gaps; andd. Assistance for building regional skills map.

Key activities under this sub-component include: Organize training sessions for the National Observatory of Employment and Qualifications (ONEQ) to

enhance their evaluation and assessment capabilities; Organize training sessions for senior MVTE and ANETI staff focusing on their project management skills; Organize a training workshop for employment advisors to improve their counselling and community

management capabilities; Form a dedicated Task Force and organize visits to employment offices – especially in impoverished

regions – to assist them, financed by MVTE budget; Analyse the regulatory framework for private employment agencies in Tunisia and formulate

recommendations to reform it; and Train relevant associations and external counsellors to build-up their coaching and counselling

capabilities.

Sub-component 1.2: Introducing community management approach to employment offices

Individual counselling relies on the personal relationship between the employment advisor and the job seeker. This relationship depends on mutual trust. The advisor should spend more time with his “community” of job seekers and organize regular sessions to raise labour market awareness. Employment advisors need to be familiar with “community management” approach and apply it in a first step to a small cohort of job seekers with low employability mainly based in impoverished and disadvantaged regions. This pool includes young male and female Tunisians, who come from a poor family background and who (i) left school very early before obtaining any degree or professional certificate; or (ii) gave up the idea of working after a long unsuccessful job search and felt marginalized by society. Selected candidates from this pool will be offered basic and complementary training to enhance their employability potential, upgrade their skills and motivate them to enter the labour market. The selection will be based on a certain number of criteria that should reflect the social vulnerability and the need to raise employability of selected candidates. The Development index (Index established by MDICI) of the region of the job seeker, the social background of his family, the length of his unemployment period and the assessment of his employability and skills will be all taken into account.

The curriculum primarily addresses the strong belief that the public sector is the sole guarantor of stability and job security in return for minimal effort from employees. This conviction prevails among vulnerable job seekers in Tunisia. Possible curriculum for the basic training may include following modules: (i) languages and communication; (ii) logic of the labour market (Building a search strategy in the labour market); and (iii) competitiveness and Fitness (to develop job seeker’s ability to navigate through the local professional network and to define a personal development plan with the objective of finding and securing a decent job).

Key activities under this sub-component include:

Contract providers to train 860 job seekers (40 job seekers from each of the 14 most impoverished regions and 30 from each remaining region) in the different modules of the basic curriculum and then in the complementary curriculum;

Conduct routine supervision of the pipeline and on-going training; and Collect feedbacks from job seekers who have received the training, via the online platform.

Component 2: Supporting the development of the National Employment Policy

This component aims at building capacities on the design, implementation, monitoring and evaluation of effective national employment policies and plans.

Sub-component 2.1: Diagnosing the skills gaps and general trends in labour market

Cross-sector skills gap will be diagnosed quantified and mapped to job description and required profiles using four main sources:

National sectorial policies. The most concrete and imminent one is the "Smart Tunisia" program, which has been recently launched and aims to attract foreign companies and convince them to outsource some of their support functions to Tunisia;

Bilateral agreements between Tunisian and other countries and requests of labour force sent by the authorities of foreign countries to GoT;

Job offers being posted at ANETI using the conventional procedure and remaining unsatisfied after a certain amount of time (only valid if a critical mass is reached);

Requests from professional associations, chambers of commerce and employers’ organizations to anticipate skill needs not available on the market.

This sub-component will be the main lever in the job market to accompany the national employment strategy and sectorial policies by qualifying and orienting human resources to economic priority sectors.

Hire a consulting firm to:

Organize local workshops across the country that involve employers and job seekers to identify local unsatisfied job offers;

Analyze current labour demand vs. supply in priority sectors such as Offshoring (BPO Voice and Data, ITO and R&D), Electrical, Electricity and Mechanical Engineering (e.g. wielding, assembly, maintenance, quality…), Construction and real estates (e.g. plumbers, carpenters, electricians, project managers);

Quantify the gap and characterize the quality requirements in terms of content delivered (specific technical, language, soft skills), training institutions, type of program, etc.; and

Prioritize the gaps to be addressed based a certain number of criteria: size and potential of the employment opportunity, availability of job seekers whose profiles correspond to the reconversion requirements, sector growth constraints from skill gaps.

The diagnosis will be very important to develop the national employment policy.

Sub-component 2.2: Development of National Employment Policy

The employment policy-making process will be based on tripartite social dialogue and involve all actors with an interest in the measures to be taken:

The technical areas that may constitute its main pillars;

The elements of a policy implementation strategy; and

The relevant monitoring and evaluation systems and impact assessment techniques.

The main actors are the Ministry of Vocational Training and Employment, the Ministry of Finance, the Ministry of Development, Investment and International Cooperation and the Ministry of Social affairs. A team consisting of representatives of the four ministries and the social counterparts will be in charge of the design and coordination of the national employment policy. The team will need technical expertise to accomplish its mission.

The key activity is to hire a Firm with a proven record of accomplishment in developing employment policies.

Component 3: Program management and support tools

Under this component, activities related to program management will be addressed. It aims to: (i) Put in place a PIU, which will be in charge of the Program implementation and consist of members from Ministry’s cabinet, Division of Employment Promotion and ANETI; (ii) Build an online platform dedicated for satisfaction surveys and feedback of customers (employers, trainees and job seekers); (iii) Purchase IT materials (75 laptops) for PIU and employment offices; Conduct an audit to the program; (iv) Assess the efficiency of the program and evaluate its impact; and (v) Produce required reporting.

The activities under this component include mainly: (i) hiring consultants, (ii) assisting with the roll-out of the program, and (iii) preparing quarterly monitoring and evaluation (M&E) report, annual audits, and a program completion report (PCR) upon completion of the Program.

Procurement activities relevant to establishing the PIU will be done with assistance from the ISA in terms of: (i) development of TORs; (ii) identification of potential candidates; and (iii) guidance on setting the technical evaluation criteria. The Government, through the PIU, will ensure the coordination between the Work Readiness Program and other public and private programs in the areas. The coordination is expected to improve value for money and enhance operational efficiency.

15. Key Indicators Linked to Objectives

Public sector staff trained (ONEQ staff members)

Public sector staff trained (MVTE staff members)

Public sector staff trained (ANETI staff members)

Public sector staff trained (Employment advisors)

Report endorsed (Diagnosis of the skills Gap developed and endorsed)

Roadmaps endorsed (National Employment policy and Action Plan developed and adopted)

Individuals trained to improve employability (Job seekers trained)

Individual placed (Job seekers placed in jobs by ANETI in priority sector)

D. IMPLEMENTATION

16. Partnership Arrangements (if applicable)

This project has been drafted taking into consideration the main findings and recommendations emanating from other ongoing and past grants such as EU, WB and IDB. Where possible, the Bank will seek coordination with these partners to draw on lessons learnt and also to ensure technical inputs are obtained from resources and know-how from these partners. In addition, the Project will collaborate with the International labour Organization (ILO) in developing the national employment Strategy.

17. Coordination with Country-led Mechanism/Donor Implemented Activities

Coordination between members of the donor community involved in education and vocational training reform programs as well as local employment initiatives has been set in place to ensure complementarity amongst the different projects currently developed or planed by the donors. Being the main interlocutor of bilateral and

multilateral donors in this field, the MVTE and MDICI have ensured that coordination is handled effectively. In this regard, the donor group has established a coordination platform on youth employment. AfDB and the GIZ jointly head it. In addition, WRP was designed by the MVTE, ensuring coordination with the MDICI, in particular in harmony with the second pillar of the Budget support recently funded by the AfDB and focused on “Skills Development and Improvement of the quality of labour and social dialogue”. MVTE has also designed WRP in complementary with the AfD’s new program focused on the promotion of the socio- professional integration of youth in the industrial sectors and through entrepreneurship.

18. Institutional and Implementation Arrangements

The MVTE will be the Executing Agency representing the GoT. A Project Implementation Unit (PIU) will be set up within the MVTE, which will perform majorly from the government side in coordination and oversight of the implementation of the WRP Program. The PIU will be technically assisted through contracting consultants for implementing the planned activities.

The AfDB, as the ISA, will support the GoT to establish the PIU in assisting in the procurement of the consultants, including developing Terms and References, identifying quality candidates, and issuing criteria for technical and financial evaluation. The GoT, by staffing the PIU, will nominate a Project Coordinator, who is familiar with other relevant government-led initiatives/programs and responsible for coordination among them, an Accountant and a Procurement Officer.

AfDB will carry out prior review of the procurement requests, supervision of disbursements and utilization of funds, supervision on program implementation progress by fielding missions and guiding the M&E.

19. Monitoring and Evaluation of Results

An external expert in monitoring and evaluation will be hired to integrate the PIU. The reporting system on the outputs of the program takes the form of the submission of a progress report every 3 months. Such reporting will be presented the Steering Committee, which has an important role in guiding, monitoring and supporting for the achievement objectives and obtaining intended results.

The Monitoring and evaluation of the project and its expected results will be coordinated by the PIU, which shall regularly report against the targets indicated in the results framework of the project. Quarterly monitoring and progress reports will be prepared and submitted to the AfDB. A mid-term review will be carried out to assess and draw lessons from the project and provide an opportunity to adopt any actions that may be required to ensure that the project meets its development objectives. A final report will be prepared at the end of the project in accordance to the MENA TF specifications.

The CGF (Contrôle Général des Finances) will perform an audit of the project at mid-term and at project closure. These two audits should be performed in line with the Bank terms of reference for audit of grants and trust funds. The audit reports of the program including the report on internal control (Management Letter) shall be submitted to AfDB no later than six months after the concerned audited periods.

E. PROJECT BUDGETING AND FINANCING

20. Project Financing (including ISA Direct Costs4)Cost by Component Transition

Fund(USD)

Country Co-Financing

(USD)

Other Co-Financing

(USD)

Total(USD)

Component 1:

4 ISA 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.

(a) Sub-component 1.1:(b) Sub-component 1.2:

430,0001,455,000

4,400 434,4001,455,000

Component 2:(a) Sub-component 2.1:(b) Sub-component 2.2:

175,000250,000

175,000250,000

Component 3: 90,000 123,600 213,600

Miscellaneous costs (2.5%) 60,000 60,000Total Project Cost 2,460,000 128,000 2,588,000

21. Budget Breakdown of Indirect Costs Requested (USD) Description Amount (USD)

For grant preparation, administration and implementation support:Staff time 70,000Staff travel 30,000

Total Indirect Costs 100,000

F. Results Framework and Monitoring

Project Development Objective (PDO): Provide a visible change in the short and medium term in the labour market in Tunisia by increasing the capacity of employment public services to implement and evaluate complex programs and by reducing the gap between the economy’s needs and the job seekers skills and competencies.

PDO Level Results Indicators*Unit of

MeasureBaselin

e

Cumulative Target Values**

Frequency

Data Source/

Methodology

Responsibility for Data

Collection

Description (indicator

definition etc.)YR 1 YR 2 YR3 YR 4 YR5

Indicator One: Rate of registered job seekers at ANETI

Percentage 34% 36% 40% NA NA NA Annual ANETI and ONEQ

Reports

PIU + Steering committee

Number of registered job seekers with ANETI / Total number of job seekers

Indicator Two: Rate of job offers unsatisfied two months after their posting

Percentage 56% 52% 45% NA NA NA Annual ANETI and ONEQ

Reports


Number of unsatisfied job offers after two months / Total number of job offers

INTERMEDIATE RESULTS

Intermediate Result (Component One): Capacity building for key stakeholders participating in employment programs and increasing the employability job seekers

Intermediate Result indicator One: Public sector staff trained (ONEQ staff members)

Number 0 15 NA NA NA NA Annual Project Reports


Number of ONEQ staff trained in monitoring and evaluating active labour programs

Intermediate Result indicator Two: Public sector staff trained (MVTE and ANETI staff members)

Number 0 30 NA NA NA NA Annual Project Reports


Number of PIU, MVTE and ANETI senior staff trained in managing and rolling-out

large and complex programs

Intermediate Result indicator Three: Public sector staff trained (Employment advisors)

Number 0 100 150 NA NA NA Annual Project Reports


Number of employment advisers trained in profiling, mentoring, coaching job seekers

Intermediate Result indicator Four: Stakeholders trained (Civil society associations)



Number of civil society associations and private employment agencies trained in profiling, mentoring and coaching job seekers

Intermediate Result indicator five: Model of good practices endorsed (Procedures manual on reconversion advisory issued and adopted)

Number 0 1 NA NA NA NA Once Project Reports


One Procedures manual on reconversion advisory issued and adopted by MVTE

Intermediate Result indicator Six: Individual trained to improve employability (Job seekers trained)



Number of socially vulnerable job seekers who are trained to improve their employability

Intermediate Result indicator Seven: Individual placed to improve employability (Job seekers placed in jobs in priority sector)

Number 0 0 0 220 NA NA Annual Project Reports


Number of job seekers placed in jobs by ANETI in priority sector

Intermediate Result (Component Two): Supporting the development of the National Employment Policy

Intermediate Result indicator One: Report endorsed (Diagnosis of the skills Gap developed)

Report 0 1 NA NA NA NA Once Study report


Analysis on priority sectors with high potential for job creation and growth constraints from skills gap issued and approved

Intermediate Result indicator Two: Roadmap endorsed (National Employment policy developed and adopted)

Report 0 NA 1 NA NA NA Once Strategy document


National Employment policy developed by MVTE

Intermediate Result indicator Three: Action plan endorsed (National Employment Action Plan developed and approved)

Report 0 NA 1 NA NA NA Once Strategy document


National Employment Action Plan developed and approved by MVTE

Intermediate Result indicator Four: Workshops to share the results of the Strategy is organized

Number 0 NA 6 NA NA NA Annual Project Reports


Number of Workshops to share the results of the Strategy is organized, especially in the religions

Intermediate Result (Component Three): Program management and support tools

Intermediate Result indicator One: Online platform for feedback of job seekers, trainees and private companies

Number 0 1 NA NA NA NA Once Online platform


The Online platform for feedback of job seekers, trainees and private companies is functional

Intermediate Result indicator Number 0 4 4 NA NA NA Annual Project PIU + Steering The Quarterly

Two: Quarterly M&E report Reports committee M&E report is produced

Intermediate Result indicator Three: Annual auditing report

Report 0 1 1 NA NA NA Annual Project Reports


The Annual auditing report is produced

Intermediate Result indicator Four: Program completion report (PCR)

Report 0 NA NA 1 NA NA Once Project Reports


The PCR is produced

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