1

Ministry of Foreign Affairs MENA

File no.: 2014-9538 External Grant Committee Meeting 2 December 2014 Agenda Item no.: 2 1. Title: Danish-Arab Partnership Programme 2. Partners: Danish NGO’s, MENA NGO’s, multilateral

organisations, media institutions, special interest organisations, educational institutions, independent institutions, municipalities, central government authorities and agencies, etc.

3. Amount: 255.0 million DKK 4. Duration: 2015 - 2016 5. Presentation to the

programme Committee: 21 September 2012

6. Previous Grants: Danish Arab Partnership Programme (DAPP) 2013

(240 mio. DKK) and 2014 (255 mio.) 7. Strategies and policy priorities: Strategic Framework for the Danish Arab Partnership

Programme 8. Danish National Budget

account code: 06.32.09.10 / 06.32.09.20

9. Desk officer: Pernille Mortensen 10. Head of Department: Jens-Otto Horslund

11. Summary: The DAPP has since 2003 supported development of democratic, prosperous and stable communities in the Middle East and North Africa (MENA-region) while also enhancing dialogue, cooperation and mutual understanding between Danish and Arab partners. It focuses on four thematic areas: 1) Human Rights, Human Freedoms and Good Governance; 2) Women’s Economic Empowerment and Gender Equality; 3) Knowledge-based Societies; and 4) Economic Growth and Job Creation. DAPP operates with seven focus countries (Egypt, Jordan, Libya, Morocco, Syria, Tunisia and Yemen), but is a regional initiative building on synergies between countries and engagements. The initiative is designed to support political reforms in highly politicised, complex and volatile contexts and accordingly relies on a multi-modality approach with a high degree of flexibility. In order to meet the dialogue objectives, the DAPP has a varied range of partners.

1

Programme document

Danish Arab Partnership Programme

2015/2016

December 2014

Final Version

2

List of Contents List of Contents .................................................................................................................................................. 2

Programme summary ........................................................................................................................................ 4

Abbreviations..................................................................................................................................................... 5

0. Introduction ............................................................................................................................................... 6

1. The DAPP Strategic context ....................................................................................................................... 7

1.1 Background ........................................................................................................................................ 7

1.2 The current context of DAPP ............................................................................................................. 8

1.3 Strategic considerations .................................................................................................................... 9

1.4 Building on lessons learned ............................................................................................................... 9

2. Presentation of the programme .............................................................................................................. 10

2.1 Programme Rationale, Theory of Change and Programme Objectives........................................... 10

2.1.1 Programme rationale ............................................................................................................... 10

2.1.2 Theory of Change and Programme Objectives ........................................................................ 11

2.1.3 Assumptions at country-level .................................................................................................. 13

2.2 Thematic focus areas ....................................................................................................................... 14

2.3 Programme implementation strategy ............................................................................................. 16

2.3.1 Relevance vis-à-vis strategic and immediate objectives ......................................................... 16

2.3.2 Applying HRBA ......................................................................................................................... 17

2.3.3 Risk Assessment ....................................................................................................................... 17

2.3.4 Relying on on-going consultations .......................................................................................... 18

2.4 Implementation modalities ............................................................................................................. 18

2.4.1. Strategic Partnerships .............................................................................................................. 18

2.4.2 Project and programme support ............................................................................................. 19

2.4.3 Secondments to International Institutions .............................................................................. 20

2.5 Geographical focus: Regional and Country Specific Interventions.................................................. 20

3. Overview of management set-up at programme level ........................................................................... 22

3.1. MENA Department .......................................................................................................................... 22

3.2. Technical Advisory Offices and embassies ...................................................................................... 22

3.3. Financial Management .................................................................................................................... 23

4. Monitoring and Evaluation ...................................................................................................................... 23

4.1 Monitoring ....................................................................................................................................... 23

4.2 Measuring results ............................................................................................................................ 24

3

4.3 Reviews ............................................................................................................................................ 26

Country-specific reviews ......................................................................................................................... 27

4.4 Evaluations ...................................................................................................................................... 27

5. The programme budget ........................................................................................................................... 27

Annexes ........................................................................................................................................................... 29

1. Partners – brief description ................................................................................................................. 29

2. Results Framework .............................................................................................................................. 32

3. Budget at output level ......................................................................................................................... 33

6. Risk Management Framework ............................................................................................................. 34

5. Summary of appraisal .......................................................................................................................... 36

6. List of supplementary material ............................................................................................................ 37

7. Developments Engagements 2015 ...................................................................................................... 40

8. DAPP Development Engagements under Implementation ................................................................. 54

9. Criteria for selection of Strategic Partners .......................................................................................... 62

4

Programme summary Danish Ministry of Foreign Affairs

Journal nr. 2014-9538

Department MENA

Date: November 2014

Title Danish-Arab Partnership Programme (DAPP)

Country/Region Middle East and North Africa (MENA)

Implementing Partners Danish NGOs, MENA NGOs, multilateral organisations,

media institutions, special interest organisations,

educational institutions, independent institutions,

municipalities, central government authorities and agencies,

etc.

Implementation Period 2015/2016

Budget DKK 255.0 million annually

Strategic Objectives 1) To promote reform and democratisation processes in the

Middle East and North Africa.

2) To improve dialogue, understanding and cooperation

between Denmark and the MENA-Region.

Thematic Area I: Human Rights, Human Freedoms and Good Governance

Thematic Area II: Women’s Empowerment and Gender Equality

Thematic Area III: Knowledge-Based Societies

Thematic Area IV: Economic Growth and Job Creation

5

Abbreviations

Abbreviation Definition

AMG Aid Management Guidelines (Danida)

CSO Civil Society Organisations

DAPP Danish Arab Partnership Programme

DEDI Danish Egyptian Dialogue Institute

DKK Danish Krone

EU European Union

HRBA Human Rights Based Approach

KVA Quality Assurance Department, MFA

MENA Middle East and North Africa

MFA Ministry of Foreign Affairs

NGO Non-Governmental Organisation

SFD Strategic Framework Document

SNE Seconded National Experts

TAO Technical Advisory Offices

UN United Nations

UNDP United Nations Development Programme

USD United States Dollar

6

0. Introduction

The Danish Arab Partnership Programme (DAPP) has since 2003 been a central pillar in Denmark’s

comprehensive foreign policy vis-à-vis the MENA-region. DAPP supports processes of political reform and

democratisation, while it also enhances dialogue between Denmark and the Arab world. It focuses on four

thematic areas, namely human rights and democracy; women’s empowerment and gender equality;

independent knowledge creation; and economic growth and job creation. From the outset, the DAPP has

been characterized by reciprocity, mutual respect and partnerships with a long-term perspective and a

flexible framework able to respond to the volatile political context in the region.

DAPP is based on the Strategic Framework Document (SFD) for the period 2013-2016 which outlines the

overall strategic approach, objectives and rationale of the programme and its four thematic focus areas,

risk-management considerations and core indicators. The SFD was the result of a thorough process,

including discussions in the Council for Development Policy in March 2013 prior to approval by the Foreign

Affairs Committee in April 2013.

DAPP is part of the Global-frame under the Danish Finance Act, which comprises engagements that are not

directly aimed at poverty-reduction. As such, DAPP is a political instrument, playing a central role in Danish

foreign policy vis-a-vis the MENA-region. DAPP combines the focus on democracy and reform with a focus

on dialogue at different levels, not least between Arab and Danish partners, including activities in Denmark.

The DAPP operates in a highly political and volatile environment, which demands a high degree of flexibility

and consciously taking risk in programme management – from planning through implementation to

monitoring and evaluation.

The Programme Document, which covers the remaining two years of the current SFD, is the result of an

iterative process seeking to the extent possible a gradual compliance with the Danida Aid Management

Guidelines (AMG). It is a step-wise process, which requires flexibility and political ear to ensure the best

possible approach. A new Strategic Framework Document for the DAPP will be prepared for a five-year

period (from 2017, exact duration will be determined upon completion of the evaluation) and the next

phases of programme implementation will mainstream the program further to the AMGs, while

accommodating the particular political focus and history of the DAPP. An evaluation of the DAPP has been

initiated and will be carried out in 2015. The findings of the evaluation will inform the next SFD.

The Programme Document covers 2015/2016. However, due to DAPP’s one-year grant-cycle, the concrete

development engagements presented in the Programme Document cover only 2015. The Programme

Document is a revised version of the DAPP Implementation Document recommended for approval by the

External Grant Committee in December 2013. The Programme Document will be adjusted further in the fall

2015 to present planned development engagements for 2016 as well as reflect lessons-learned and

recommendations from the DAPP evaluation. Mandatory annexes as well as supporting documentation

with details of the concrete interventions are attached.

7

1. The DAPP Strategic context The present chapter serves to contextualise the proposed Thematic Focus Areas and Development

Engagements. It contains a presentation of the background of DAPP and a brief account of the current

context situation in the MENA-region. It presents a number of additional strategic considerations which

have guided the formulation of the Programme Document. Finally, it visits the lessons learned from recent

reviews, studies and the media evaluation of DAPP.

1.1 Background In recognition of the fact, that a close and trustful relationship with Europe's neighbours south of the

Mediterranean was of vital importance for Europe as a whole and Denmark, the DAPP was launched in

2003 as a foreign policy initiative. The UNDP Arab Human Development Report from 2002 was used to

inform the formulation of the programme, and it was decided that the DAPP should have a long term

perspective and a double strategic purpose: to support reform processes, and to enhance dialogue and

cooperation between Denmark and the MENA-region. The cooperating partners have since the start been

Arab and Danish Civil Society Organisations, media organisations, political parties, parliaments and reform-

actors within State Administration and legislative bodies, multilateral organisations and labour market

organisations. After the initial phase, DAPP has up until 2011 had an annual budget of approximately 100

million DKK.

The DAPP was significantly expanded after the Arab uprisings in 2011 - also referred to as The Arab Spring.

The budget was raised to 275 million DKK annually, and the DAPP strengthened its support to democratic

transition, including contribution to economic development and job creation in Tunisia and Egypt. The

DAPP focus countries initially limited to three – Jordan, Morocco and Yemen – were expanded to seven

countries by adding Egypt, Tunisia, Syria and Libya.

In 2013 the DAPP marked the 10 years anniversary of the initiative. During its first decade, the DAPP has

supported more than 200 Danish and 600 Arab civil society organisations to strengthen efforts to promote

reform and democratisation as well as partnerships and mutual understanding and dialogue between

Denmark and the Middle East and North Africa.

DAPP has aimed to enhance coordination between international partners and in particular to strengthen

and align with the initiatives and programmes of the EU in the region as part of the EU neighbourhood

programme. One of the means that DAPP applies to promote this is to second Danish national experts to

the EU delegations in the region. Another way is through support to trust funds to encourage multilateral

organisations such as the UN and the World Bank Group to play a stronger strategic role in underpinning

sustainable and democratic developments in the region.

DAPP underwent a technical review in 2014. The review confirmed the overall conclusions of a previous

2009 review that DAPP has been successful and its relevance indisputable. The review concluded that DAPP

has provided a flexible framework able to respond quickly to major developments in the MENA-region in

critical moments of transition. The rapidly changing and difficult context continue to require a flexible and

agile management set-up to ensure the full potential of the DAPP as a foreign policy instrument. The review

recommended that DAPP continued efforts to reduce the number of interventions as well as clarify the

concepts of reform and dialogue. The review as well as the evaluation to be carried out during 2015 will

inform the next DAPP Strategic Framework Document.

8

1.2 The current context of DAPP The context in the MENA region has continued to change rapidly since the SFD was approved. The recent

advance of ISIL across the territory of Syria and Iraq is impacting immensely on the situation in the entire

MENA region generating instability, refugee flows and feeding into the security driven agenda in several

countries. The SFD states that the four countries Egypt, Tunisia, Libya and Yemen were undergoing

democratic transitions after the former political leaders had been replaced. Today, only Tunisia continues

the ‘original’ democratic transition with successful Parliamentary elections in October 2014 as a case in

point.

The focus on stability and security in Jordan and Morocco seem to have taken off steam from popular

demands for political reform in the short run, however, in the longer run peaceful transition depends on

the two countries’ ability to gradually expand the reform agenda. The ongoing violent conflict in Syria,

Yemen and Libya currently poses a threat to regional stability as well as international security. There is a

risk that these countries may turn into safe havens for violent extremists. This is considered an imminent

concern to Europe and globally, including Denmark and Danish security interests. In addition comes the

“foreign fighter’s” aspect, where Danish and other European nationals participate in these conflicts on the

side of the extremists.

A key word to describe the developments in the region is polarization. In Syria, we see a deeply polarized

population which is increasingly divided along sectarian lines. The Syrian crisis has also increased regional

polarization and competition. Millions of Syrian refugees have led to intense pressures on the economy and

social fabric in Lebanon and Jordan. The battle-field has moved into an already unstable Iraq where the

exclusion of the Sunni-minority from the political processes and the advance of ISIL have enhanced

instability. Deep ideological divides have also characterized some of the main developments in the past

year e.g. in Egypt where the space for dissenting voices is shrinking. Polarization is also played out along

tribal and ethnic lines across the region. This is very much the case in both Yemen and Libya, where

centrifugal dynamics have weakened central government and led to a deteriorating security situation with

dire implication for the transition processes in both countries. Social and economic divides are aggravated

by deteriorating living conditions and employment opportunities among growing young populations. This

demographic could have boosted the economies of the region, but is in the midst of political and security

turmoil instead potentially attracting unemployed youth to extremism. Finally, polarization of course has

territorial aspects across the region, as illustrated by the conflict between Israel and Palestine.

The worrying trends of polarization should not deter our attention from the positive dynamics that could

also be observed. The Arab uprisings in 2011 mobilized an entire generation of young people and created a

hope for freedom and dignity among large sections of the population. New NGOs and civil society

organization mushroomed and have – together with academics, media and a number of civil servants –

called for a pluralist democracy. They represent the "drivers of change" for reform and democratization.

The uprisings have also led some Islamist movements to establish political parties and to participate in

electoral processes. However, the changes in the political landscape have created deep mistrust. One of the

conditions for developing a democratic and pluralistic society is therefore currently to build the basis for

mutual trust between the opposing political factions. We have witnessed an increased political awareness

among the populations in the region, especially among the youth, who have also been a key driving force

9

behind the uprisings. In this picture the Tunisian case might play an important role in demonstrating that a

democratic and pluralistic political model may constitute the best platform for social cohesion and further

development.

1.3 Strategic considerations While the SFD continues to provide valuable guidance in terms of the overall principles and approaches

applied under the DAPP, the regional developments have resulted in a need to adjust the programme

intervention areas to adapt to the changed political and security environment in the region. This has also

affected the Theory of Change as original assumptions have changed and new risks to the programme

implementation have emerged.

1.4 Building on lessons learned From its outset, the DAPP’s flexible approach has proven its relevance during the popular uprisings and

DAPP has managed to continue its support to political reform throughout the region, where numerous

DAPP-beneficiaries have been and continue to be central players and drivers of change in ongoing reform

processes.

The identification and selection of DAPP Development Engagements proposed for 2015 is influenced by,

inter alia, the accumulated experiences and lessons learnt over the years since the start of the DAPP in

2003.

A number of reviews, studies and the media evaluation have assessed DAPP in recent years. Main findings

and recommendations from these have contributed to the formulation of the present Programme

Document and the on-going learning within the programme.

Table 1: Overview of reviews, studies, evaluations, assessments

Review / study / evaluation /assement Main findings

DAPP synthesis analysis summarising lessons-learned from DAPP pilot period from 2003 - 2005, May 2006

Maintain broad range of partners and continue focusing on the three challenges identified in the UNDP Arab Human Development (2002) report as the framework for the DAPP, namely human rights, human freedoms and good governance; women’s empowerment and gender equality; and knowledge-based societies. This decision was confirmed by the Danish Parliament (ref. V80 from 2005/2006).

Review of the Arab Initiative, Danish synthesis report, July 2009

Ability to involve partner organisations and focus on professional partnerships.

Comparative study of DAPP and similar initiatives, 2009

Best practices identified: Long-term commitment; relatively clear-cut design not overloaded with too many policy goals; and “modesty” of the approach at various levels.

“Beretning til Statsrevisorerne om Det Arabiske Initiativ”, Office of the Auditor General, 2009

The DAPP has, under very difficult circumstances, proven able to demonstrate results, which supports the DAPP’s objective to create a foundation for strengthened dialogue, understanding and cooperation as well as support existing local reform-processes in the MENA-region. While too early to conclude on long-term effects of DAPP, the report recommended DAPP to strengthen its M&E tools.

“Dialoguing Partnerships. An Analysis of the Dialogue Assumptions of the Danish Partnership for Dialogue and Reform”, and “Building Intercultural Bridges: Lessons from the Danish-Arab Partnership Programme” DIIS 2010.

Mutual prejudices are generally dismantled in the partnerships and social capital is built between Denmark and the Arab world. The relevance of dialogue and partnership was confirmed.

”Dansk-arabiske partnerskaber i Mellemøsten og Nordafrika. Resultater af Partnerskab for Dialog og Reform 2009-2010”. March 2011

Report presenting results of the DAPP from the period 2010-2011.

10

”Notat til Statsrevisorerne om beretning om Det Arabiske Initiativ”, Office of the Auditor General, 2011

The report concluded that the MFA had improved the ability of DAPP to perform results-based management as well as work to improve documenting and measuring intermediate and long-term results.

Evaluation of media cooperation under the Danish Arab Partnership Programme (2005 – 2012), February 2013

Despite extremely fluid and complex circumstances, the media interventions have achieved notable successes, in some cases exceeding expectations. Need to clarify the dialogue concept, including how progress is measured.

Review of the Danish Arab Partnership Programme (DAPP), Ministry of Foreign Affairs Denmark, July 2014.

“The relevance of the DAPP is indisputable” and the programme has “contributed to a significant development in the MENA-region at critical stages of the transition process”. The partnership approach of the DAPP has been a key factor in the success of the programme. There has been a streamlining of the programme and increased harmonisation with AMG. The review recommended that

DAPP seeks increased clarity of the reform concept;

The number of engagements be reduced to allow for focus;

Monitoring & evaluation be enhanced;

The use of DAPP as a political instrument be enhanced.

2. Presentation of the programme The present chapter contains a presentation of the DAPP, including 1) programme rationale, initial Theory

of Change and programme objectives; 2) thematic focus areas; 3) implementation strategy; 4)

implementation modalities; and 5) the geographical focus in relation to regional and country specific

interventions.

For 2015/2016, this Programme Document is the main operational document to be applied for the

engagements under DAPP. This Programme Document will be underpinned by separate grant documents

(through contracts with third parties).

2.1 Programme Rationale, Theory of Change and Programme Objectives

2.1.1 Programme rationale

The Middle East and North Africa is geographically one of Europe’s closest neighbours. A democratic, just

and prosperous Middle East and North Africa will improve stability on Europe’s borders, contributing to

create a bulwark against cross-border crime, contribute to a decline in refugee flows to Europe, increase

business opportunities, and strengthen the mutually beneficial exchange of culture, ideas and people.

Democratic societies are less vulnerable to conflict and more prone to develop sustainable economies. The

EU, including Denmark, thus has a clear self-interest in promoting stability in the region and in supporting

demands for dignity, freedom and improvements in living standards across the MENA-region. This includes

creating a bulwark against radicalisation and violent extremism, which not only constitutes a security risk

that goes beyond the borders of the MENA countries, but also threatens the very values that Denmark

seeks to preserve and promote.

To contribute to this development in the MENA-region, all of Denmark’s foreign policy instruments,

including classic diplomacy (bilateral as well as multilateral), humanitarian aid, stabilisation efforts,

commercial diplomacy and development assistance, are brought into play in a comprehensive approach.

Accordingly, the DAPP is one of the key instruments in Denmark’s comprehensive foreign policy towards

the MENA region. In collaboration with the other instruments, the DAPP is hence carefully designed to

11

support local drivers of change, which can contribute to reform and democratisation, and support an

enhanced dialogue, understanding and cooperation between Denmark and the MENA-region. With DAPP,

Denmark hopes to strengthen Danish insight into the region, establish a network of contacts and dialogue

with key opinion makers, combined with enhanced dialogue initiatives in Denmark, as a platform to move

away from stereotyping and for an effective Danish foreign policy in and increased cooperation with the

MENA region.

However fragile the situation is in the MENA it is more relevant than ever that Denmark continues its

strong political engagement with a broad range of partners throughout the MENA region. More systematic

change is not expected in the short term, however it is in Denmark’s interest to support democratic and

reform oriented forces and thereby create the foundation for a long term transition process.

2.1.2 Theory of Change and Programme Objectives

An initial Theory of Change is presented in the section below. The efforts of developing a more thorough

Theory of Change for the DAPP are on-going and will be further unfolded during 2015 as part of introducing

the newly designed monitoring & evaluation system (Strengthening M&E Framework for the Danish Arab

Partnership Programme, October 2014) as well as in the process of preparing the new DAPP SFD.

The DAPP operates with two overall strategic objectives for which there are separate, yet complementary

rationales: 1) to promote reform and democratisation; and 2) to improve dialogue, understanding and

cooperation between Denmark and the MENA region.

The underlying hypothesis for the reform and democratization objective is that if Denmark can support

changes within the areas of reform and democratization processes, then Denmark will contribute to laying

the ground for future more systemic reform and possible democratic transition processes. Moreover,

through the support for Human Rights defenders and Civil Society Organizations, Denmark contributes to

building important capacity within these organizations and thereby strengthening their ability to create

democratic change. This assumption, however, needs to be carefully revised in light of unfolding events on

the ground in the region as the situation may dramatically change, reducing the space for democratic

reforms.

The underlying hypothesis for the dialogue objective is that if Denmark supports non-governmental

contacts and interrelation in the shape of DAPP partnerships, then it can help to promote mutual

understanding, dismantle stereotypes and combat prejudices – and give Denmark the ability to engage

constructively with the MENA-region as well as the ability to achieve its foreign policy objectives. Another

key assumption is that partnerships built on a sense of mutual understanding and common needs can

enhance mutual benefits and learning, for instance increased opportunities for business development as

well as sharing practical experiences as an example how Danish shelters have been able to draw on

experiences from their work with MENA partners when accommodating Arab women living in Denmark. In

the DAPP SFD, it is outlined that the DAPP operates with the dialogue concept at three different levels:

direct Danish-Arab dialogue; interregional dialogue; dialogue at national level, including ideologically

and/or religious different actors.

12

In order to contribute to the two strategic objectives, the DAPP has identified four intermediate objectives

or thematic areas. The basic assumption is that the four thematic areas – separately and in unison – are

fundamental pillars to contribute to driving progress related to the long-term strategic objectives. For

instance, the assumption is that fundamental human freedom is a prerequisite for broad-based sustainable

reforms because people have the ability to freely express their needs and aspirations in relation to reform

priorities set by the government. Additionally, it is an assumption that a knowledge-based society is a key

element in promoting qualitative national dialogue and removing stereotypes, thus enhancing a qualitative

debate about key reform initiatives. Along the same lines, it is another assumption that job creation will

unleash potential of youth, through decent livelihoods, to more actively demand societal change and more

transparent governance while also lifting pressure from hard-pressed infant democratic governments from

marginalised unemployed youth.

The four thematic areas are underpinned by 12 immediate objectives. The immediate objectives are

founded on basic assumptions as to how to contribute to progress within the four thematic areas. For

instance, it is a basic assumption that gender equality can only be achieved if women are able to participate

actively in society. Another assumption is that independent and qualitative investigative journalism is a

prerequisite for media to play a watchdog function vis-à-vis government institution, enhancing the

accountability of government. Furthermore, it is assumed that access to decent jobs for both men and

women will contribute to strengthening basic human freedom as well as women’s empowerment.

13

These immediate objectives drive the selection of Development Engagements and implementation

modalities. As such, each Development Engagement contributes to one or more of the immediate

objectives. Horizontal linkages and synergies between all three levels of programme objectives are sought

where feasible. For instance, labour market reform will enhance women’s access to the job market and

thus increase the ability for women to participate actively in society. Also, increased media and press

freedom can contribute to enhance basic human rights by focusing on and documenting human rights

abuses or spark public debate on key rights areas.

2.1.3 Assumptions at country-level

As described in the context paragraph, the Middle East and North Africa region is faced with severe

challenges, however attention should not be deterred from the positive developments and trends that can

also be observed. Tunisia, cradle of the Arab uprisings, is the current flagship in that regard. In 2014, Tunisia

achieved a democratic milestone as the National Constituent Assembly (NCA) adopted Tunisia’s new

constitution. That marked a significant achievement and reflected remarkable progress in developing a new

political framework. Thereby Tunisia demonstrated its potential to achieve a successful democratic

transition and act as an example of peaceful transformation for the Arab region and beyond. Though the

Tunisian transition process is also fragile, we have seen an unprecedented will to compromise despite

pervasive distrust and conflicting interests. A successful implementation of the Constitution will require a

strong engagement of civil society and the inclusion and participation of the huge generation of youth.

Also in the other DAPP focus countries it is assumed, that there – within the four thematic areas of DAPP –

will be a room for supporting specific reform areas. In addition, it will be possible to maintain and continue

to support civil society organizations and other actors that, in the medium or long term, can be drivers of

more systematic political reforms. Given that the political space for civil society organizations – and the

media and academia - in countries such as Egypt and Libya and to some extent Jordan is under pressure,

much effort of DAPP 2015 will focus on defending the status quo, or limiting further restrictions in the

policy space. Thus, though any reform effort will attempt to involve duty bearers as well as rights holders,

the latter might be the main partner of cooperation in a number of projects and programmes.

14

In a number of DAPP countries, affected by conflict (Syria, Libya and Yemen), Denmark will continue its

current engagement, while regularly assessing the situation. In Yemen, interventions targeting key reform

areas such as support to key deliverables in the transition roadmap as well as reform actors at grassroots

level will be maintained. In Libya, current interventions will continue where possible to maintain

achievements, but in light of the current situation no new intervention areas are planned. The intervention

in Syria is included in the Syria programme for 2015.

In Egypt, engagements will seek to support drivers of change, e.g. NGO’s, combatting torture and enhance

women’s empowerment as well as promote creation of jobs for Egypt’s young people. In Jordan and

Morocco that presently are stable, it is important that not least DAPP youth programmes as well as efforts

to support women’s political and economic participation, seek to underpin immediate reform potential and

present alternatives for youth to extremist ideologies.

Concurrently, DAPP will contribute to maintaining and further developing Danish insight into the MENA

region in order to understand the challenges and opportunities as well as promote and strengthen Danish-

Arab contacts and cooperation. This assumption is supported by a draft dialogue study of DAPP (yet to be

released), which points to Denmark’s ability as a small state – through these contacts – to be a “first

mover” in an international context to provide support to reform drivers at a critical time. Furthermore, it is

important that Danish partners establish a network, which includes ideologically and/or religiously diverse

drivers of change. Hence, Denmark will continue to strengthen partnerships with a broad range of reform

actors across the DAPP focus countries, taking into consideration the country-specific contextual

developments. Denmark will continue to rely on close dialogue with implementing partners about

possibilities and challenges and endeavour to adjust interventions accordingly.

The regional approach of the DAPP is assumed to foster the creation of broad networks where knowledge

and lessons learned are exchanged not only between a specific MENA country and Denmark but also across

the MENA-region, hence strengthening intraregional and intra-religious dialogue. A concrete example is

MS/Action Aid Denmark’s work to train groups of Jordanian and Syrian youth to become activists in their

local community while also building bridges between Jordanian and Syrian communities. Another example

is Danmission’s work to bring together religious leaders from different religious communities in the region.

For an overview of risks related to implementation and possibilities for obtaining results, please refer to

section 2.3.3 below as well as DAPP risk matrix in annex 4.

2.2 Thematic focus areas As described in the SFD, the thematic focus of the DAPP is framed by the 2002 UNDP Arab Human

Development Report, which identified three key challenges for human development in the region. These,

correspond to the thematic focus areas, namely the enhancement of: 1) Human Rights, Human Freedoms

and Good Governance; 2) Women’s Empowerment and Gender Equality; and 3) Knowledge-based

Societies. In November 2011, assistance to halt the economic downturn and to spur economic growth and

employment was added as a fourth corner stone in meeting one of the overriding DAPP development

objectives of promoting democratization and reforms. Hence the fourth challenge identified is 4) Economic

Growth and Job Creation.

15

For each of the four thematic areas, there are a number of specific Development Engagements with

corresponding immediate objectives. The DAPP covers 7 countries in the MENA-region, mostly through

regional initiatives by strategic partners, but also with country specific projects in Yemen, Tunisia, Egypt,

Morocco and Syria (the latter not covered in the programme document). For thematic area four, economic

growth and job creation, country-specific interventions will be limited to Tunisia and Egypt in line with the

SFD.

The matrix below provides an overview of the DAPP, its thematic focus areas, immediate objectives, main

partners and geographical focus. In addition to these partnerships and projects, a number of Danish

national experts are seconded to the EU, the European Endowment for Democracy (EED) and the World

Bank; and Technical Advisory Offices (TAO) are established and maintained in Jordan, Yemen and Tunisia to

support programme implementation and enhance dialogue. A detailed overview of the Development

Engagements in 2015 under the four thematic areas is included in Annex 8.

Table 2: Programme overview

Thematic focus area Interventions & Immediate objectives

Implementing partners

Geographical focus

1 Human Rights, Human Freedoms & Good Governance

Democratisation: To strengthen processes of democratic transition

EED World Bank UNDP The Danish Prison and Probation Service /Moroccan Ministry of Justice VNG International

Regional Yemen Tunisia Morocco

Human Rights & Combatting Torture: To strengthen human rights and combat torture

Dignity EMHRN DIHR

Regional

Youth participation: To strengthen young people’s participation in public life

MS AADK DUF

Regional

2 Women’s Empowerment and Gender Equality

Gender Friendly Legislation: To promote changes in legislation in favour of gender equality

KVINFO

Regional

Women’s Participation: To increase women’s participation in social, political and economic life Fighting Violence against Women: To combat and prevent violence against women

Women’s Council in Denmark with LOKK and Danner

Regional

3 Knowledge-based Societies

Media & Press Freedom: To strengthen quality and independent media

IMS

Regional

Independent Quality Academia: To strengthen critical and independent academia

Funding modality (to be set-up)

Regional

Interreligious & Intercultural Dialogue: To strengthen knowledge-based intellectual and interreligious dialogue

Danmission

Regional

4 Economic Growth & Job Creation

Job Creation: To create jobs and lower unemployment

ILO Danish Knowledge

Egypt Tunisia

16

Centre for Agriculture & Tunisian Ministry of Agriculture

Innovative Entrepreneurship: To promote micro- and small enterprises and entrepreneurs

AfDB Tunisia

2.3 Programme implementation strategy A common denominator for the principles which ensures the appropriateness of the programme

implementation strategy is the on-going learning process. It is based on continuous updated knowledge on

the situation in the MENA-region and critical joint reflections by Danish and MENA partners. Four main

principles guide the selection of the Development Engagements: 1) relevance; 2) HRBA considerations; 3)

risk assessment; and 4) on-going consultations. The Development Engagements are implemented through

three distinct implementation modalities: strategic partnership agreements; project and programme

support; and secondments.

2.3.1 Relevance vis-à-vis strategic and immediate objectives

First of all, the selection of development engagements is guided by a need to ensure continued relevance

between concrete Development Engagements and the strategic and the intermediate objectives.

With regard to Development Engagements designed under the partnership modality, the selection

is based on an iterative and consultative processes, which systematically analyses the overall

reform dynamics and potentials in each country. Relevant focus areas and partners are identified

based on their comparative advantages and reform and/or dialogue potential; and reviews of

previous activities are undertaken. The final identification and formulation of concrete areas of

collaboration is conducted jointly by Arab and Danish partners based on mutual interest and

competence. To the extent possible, a regional approach is applied to promote synergies and

exchanges of lessons learned between countries.

With regard to Development Engagements designed under the project and programme support

modality to democratisation transition processes, commitments are based on requests, assessed

with regard to relevance and quality by embassies and TAOs; and are committed in dialogue with

other international partners to ensure synergy and appropriate division of work. These are often

pledges made based on political and/or strategic considerations and there are not necessarily any

immediate linkages between the various Development Engagements. The rationale behind the

concrete interventions in 2015 is in particular 1) a continued commitment to support the national

transition process in Yemen, 2) a commitment to support (local governance and) constitution

drafting in Tunisia, 3) continued support to Morocco’s prison systems introducing alternatives to

imprisonment, and 4) a commitment to enable the EU and the European Endowment for

Democracy to enhance efforts in the MENA-region to promote more just and democratic societies.

With regard to project and programme support related to economic growth and employment,

three key criteria are decisive:

1. Focus on tangible results in selected countries: Given the economic and political realities in

Egypt and Tunisia, results should be visible in the communities. Development Engagements are

17

therefore assessed and selected based on, among other aspects, their ability to deliver results

in a challenging environment;

2. Foreign partnerships: Bringing Danish and other international perspectives and practices to

implementing institutions in Tunisia and Egypt and their efforts to support growth and job

creation;

3. Market driven interventions: Job creation necessitates a profound understanding of, and link to,

markets. DAPP support sectors and value chains with clear market potential and realistic

strategies to meet the market demands.

Finally, with regard to Development Engagements designed under the secondments modality, a

number of Danish national experts will continue to be seconded to key EU delegations and units of

the European Union (Commission + External Action Service) and the European Endowment for

Democracy (EED). The specific selection of where to focus this active multilateral engagement is

based on an evaluation of where they may best contribute to European efforts to strengthen

reform and democratisation in the MENA-region. A guidance note stipulating the principles for

secondments lays the foundation for the specific decisions about secondments.

2.3.2 Applying HRBA

As outlined in the SFD, Development Engagements will as far as feasible be based on a human rights-based

approach (HRBA) to development cooperation. This tallies well with DAPP’s decade long overall focus on

human rights and democracy. The application of the relevant Danida guidelines on HRBA will be

strengthened in the next DAPP SFD and programme documents. Several Development Engagements place

overriding focus on strengthening of the capacities of rights-holders to actively participate in policy

dialogue (to make their claims) and/or of duty-bearers to meet their obligations and demonstrate

accountability towards political commitments, plans and rights-holders. The programme will to the extent

possible support initiatives that address participation, accountability, non-discrimination and transparency.

For instance, the DAPP will support investigative journalism as well as efforts to enhance women’s political

and economic participation.

Partners will continue to be supported in actively engaging in national and regional initiatives related to

international human rights conventions and processes, as these are seen as important vehicles for a HRBA.

In particular, the SFD highlights promotion of women’s empowerment and gender equality and the active

participation of women and young people as well as outreach in all aspects of social life as basic principles

in the DAPP, albeit all Development Engagements will, to the extent possible, integrate considerations of

how to best implement the HRBA principles in practice in general and gender equality, youth and outreach

in particular.

2.3.3 Risk Assessment

DAPP is affected by the political development as well as security-related conditions in the MENA-region.

However, it should be noted that risks differ considerably due to very varied political, socio-economic and

security dynamics in the seven focus countries. Across the region, although with varying degree of

likelihood, there is a risk that constitutional, legal and political reforms stall with a risk that DAPP

interventions are stalled or even undermined. Similarly, the signs of increasing restricted space for NGO’s

to operate pose a direct challenge for DAPP partners’ space to operate. This requires a flexible approach

and ability to swiftly adjust programme interventions in dialogue with partners. Economic decline and

18

widespread unemployment, especially among youth, is another risk factor across the region. This includes

women’s economic empowerment. DAPP efforts to promote growth and employment will attempt to

mitigate these risks, but are largely dependent on political will to implement economic reforms. Syria and

Libya are in a state of regular conflict and collapsed government systems, which severely limits

engagements in those countries. Yemen continues its bumpy road to democratic transition, but political

instability and widespread violent struggle for power and access to resources seriously threatens to

undermine any progress in the transition roadmap. Egypt is politically fairly stable, but increasingly suffers

from terror attacks in several parts of the country. Jordan and Morocco are both politically stable, but face

serious security challenges from spill-over from regional conflict, which both threatens the security

situation in the two countries, and risks undermining the appetite for democratic reforms.

A contextual risk matrix, which covers the overall potential adverse outcomes that may arise in the MENA-

region and hence could impact the broader risks at programme and institutional level, is enclosed as annex

4. More detailed programme/project and institutional risks are dealt with in each of the 11 strategic

partnership rolling plans as well as in the background documents for project and programme support to

direct democratization assistance and economic growth and job creation.

2.3.4 Relying on on-going consultations

The DAPP team engages biannually in systematic direct consultations with the 11 strategic partners

involved in the DAPP. In these consultations actual results, challenges and potentials of on-going activities,

as well as ideas for new or continued Development Engagements are discussed. The consultations are

carried out bilaterally and via broader meetings focusing on a thematic area, a specific challenge or a focus

country. It is a deliberate choice to maintain a direct and on-going policy dialogue with the implementing

partners, as an active lessons learned exercise, since it provides in-depth knowledge of the situation on the

ground and a solid platform for decisions on programme adjustments.

The systematic and on-going consultations with Danish partners are complemented by consultations with

local MENA partners and international partners carried out by embassy staff, the Technical Advisory Offices

(TAO) and/or by members of the DAPP-team during frequent visits to focus countries in the region. In

addition, regular consultations are held with key financial partners, for instance a Nordic MENA meeting in

February 2014.

2.4 Implementation modalities The DAPP includes three different modalities for implementation:

1) Strategic partnerships between professionals/technical organizations and institutions in Denmark and the MENA region in order to strengthen Danish-Arab dialogue and work jointly to promote a reform agenda;

2) Project and programme support - Direct democratisation assistance to countries in transition and Support to economic growth and job creation to countries in transition;

3) Secondment of experts to international organisations in the MENA region.

2.4.1. Strategic Partnerships

The overall characteristics of the DAPP have since its outset been reciprocity, mutual respect, partnerships

and flexibility and the strategic partnerships between professionals on issues of mutual interest have been

a cornerstone of the programme. It has been a key consideration that the main Arab partners under the

19

DAPP should not be abandoned abruptly. To the extent possible partnerships should be phased out based

on mutual agreement between the partners.

The partnership modality consists of professional partnerships between Danish and Arab organizations

and/or institutions. The partnership modality is meant to encourage dialogue and networking while at the

same time enhancing partnerships between professionals collaborating on activities related to reform

processes.

Whereas the DAPP has historically involved a very wide group of Danish partners, it was in 2013 decided

that the programme will in the future focus on a limited number of strategic partners with a longer term

perspective. 11 organisations (see annex 1) were selected as strategic partners in February 2013. The

partnerships have been selected based on their relevance vis-à-vis the overall thematic focus areas, their

administrative capacity, their contextual knowledge of the MENA-region and the strength and reciprocity of

their partnerships with local partners in the MENA-region (see annex 9 for selection criteria).

The purpose is to facilitate the possibility for Danish organisations to enter into more robust longer-term

agreements with their MENA partners to implement DAPP-funded activities. This possibility will mainly be

provided to organizations that have demonstrated technical and administrative capacity to implement

DAPP partnership initiatives during a considerable period of time in close collaboration with local Arab

partners. For many DAPP strategic partnerships, one of the objectives is to involve a broad group of Danish

partners in the programme.

Strategic partners may be NGOs, CSOs, media institutions, special interest organizations, educational

institutions and independent institutions. Three of the strategic partnerships will comprise so-called “mini-

pools” to enable other civil society organisations to receive support for minor projects. As recommended by

the 2014 mid-term review, a review of the mini-pools will be conducted in 2015.

Two additional Development Engagements are being formulated separately, namely continued support to

Danish-Egyptian Dialogue Institute (DEDI) and a new Academic Partnership engagement.

2.4.2 Project and programme support

The modality of project and programme support is applied for the two specific areas: Direct

Democratisation Assistance and Support to Economic Growth and Job Creation.

Direct Democratisation Assistance

Direct Democratisation Assistance aims at promoting democratic transition processes and was introduced

following the Arab uprisings in 2011. It is a flexible instrument to enable constructive, timely and relevant

contributions to these transitions. It has allowed Denmark to be a fast mover in supporting urgent priorities

in the transition countries, e.g. support to preparation of elections through the United Nations in Tunisia

and election monitoring in Egypt. Denmark was also a first mover in supporting the National Dialogue

process in Yemen and to the development of political parties in Libya.

The modality targets first and foremost Egypt, Syria, Tunisia and Yemen and to a lesser extent Libya. The

modality is not based on strategic partnerships and is often implemented as part of a joint donor

engagement. The assistance is usually provided in close coordination with local stakeholders at the country

level. Stand-alone bilateral activities may be supported. Before a commitment is made, the relevance and

20

effectiveness of a Danish contribution is assessed in light of needs and the international community’s

response.

Support to Economic Growth and Job Creation

In line with the SFD, support to Economic Growth and Job Creation targets Egypt and Tunisia as well as

regional engagements with the aim to promote economic growth and jobs, which in turn are likely to

underpin democratic transition processes. The modality was introduced following the Arab uprisings in

2011. The selection of Egypt and Tunisia as focus countries was based on the notion that those countries

would have the requisite stability and institutions in place to support sustainable job creation and

economic growth. It was also decided – due to limited resources in the DAPP team – to only include two

focus countries for this modality. For the next DAPP Strategy it will be considered to expand the focus to

other countries as and where feasible.

The concrete interventions are based on proposals received and/or possibilities identified and formulated

at the country level or with regional coverage. It is assessed whether a Danish contribution is relevant and

effective in light of needs expressed and the national authorities and the international community’s

response. The assistance is identified / formulated with no precondition of Danish partnership involvement

during implementation.

In line with the recommendation made by the Danida External Grant Committee of 8 May 2013, the DAPP

increasingly combines bilateral support with cooperation with other international development partners

through multilateral organisations such as the ILO, African Development Bank and the World Bank Group.

2.4.3 Secondments to International Institutions

In May 2011, the EU presented a revised neighbourhood policy stating its will to support the democratic

transitions in North Africa and the Middle East aiming at deepening democratic developments. The revised

policy included a proposal for a new “Euro-Mediterranean Partnership” in which partnerships were to be

developed with a broad range of areas. Through an active multilateral engagement Denmark aims at

supporting this policy and at enhancing synergies and coordination between Denmark and the EU, both in

the political and technical fields.

As part of DAPP, a number of Danish national experts are seconded to the EU representations in the MENA-

region and Brussels. In addition to general support for EU’s reform efforts in the MENA-region, the Danish

secondments contribute to transferring Danish experience and lessons learned in the area. The

secondment to European Endowment for Democracy will be maintained.

2.5 Geographical focus: Regional and Country Specific Interventions Based on the principle of mutual dialogue and enhanced cooperation under the aim of overarching political

dialogue, the DAPP covers the MENA-region and Denmark.

While the DAPP approach is mainly regional, country specific interventions will typically be an integral

element of the regional approach. The regional coverage has evolved over time since 2003, where DAPP

primarily focused on three countries namely Jordan, Morocco and Yemen, with additional regional

programmes. Triggered by the Arab uprisings in 2011, DAPP is today a regional programme with an

enlarged thematic and geographic scope and with country specific Development Engagements.

21

As regards Morocco, the cooperation has gradually developed based on previous achievements and

currently includes collaboration on Women’s Empowerment, Social Dialogue and Labour Market Reform,

and Alternatives to Prison. Collaboration with Jordan is still strong and the DAPP is focusing on anti-torture,

youth, women’s empowerment, media and academia.

Yemen became a “transition country” following the change of power in 2012. New activities to promote

democratic transition were added to the DAPP portfolio in Yemen. While the security situation in Yemen

poses significant challenges to Yemen’s transition process, the transition road map is still on track. In line

with the political decision from May 2014, DAPP support to Yemen will continue and will focus on

democratic transition, human rights, media and women’s empowerment.

Tunisia was included in DAPP in 2011. Activities and partnerships in Tunisia have grown steadily since then

and today Tunisia is a focus country with nine of the strategic DAPP partners actively engaged in the

country within media, women, youth, democratisation, human rights, combatting torture as well as growth

and job creation.

Following the uprising in Egypt, the Foreign Minister also decided early 2011 to expand the collaboration

with Egypt, and several new initiatives were launched on freedom of expression, collaboration on women’s

empowerment and support to civil society as well as support to growth and employment. Direct Danish

bilateral interventions involving collaboration with Egyptian state partners were temporarily put on hold as

a response to the violent removal by security forces of two mass demonstrations in Cairo in August 2013.

However, the interventions were resumed in spring 2014 after the adoption of the new Egyptian

Constitution in order to engage in a critical dialogue with the Egyptian government on the country’s

development, including human rights. Danish and Egyptian NGOs continue their collaboration and to some

extent their activities in Egypt though a number of restrictions have been imposed on the civil society in

Egypt during the past years. The situation is carefully monitored and the DAPP will adjust activities

according to the development in the country.

Following the downfall of Gadhafi in 2011, it was decided to include Libya as a focus country. The Foreign

Minister visited Libya in February 2012 and signed an agreement on cooperation between Denmark and

Libya. The focus areas for collaboration under the DAPP in Libya are human rights, combatting torture and

media freedom. Due to the political turmoil in Libya existing on-going activities will be maintained where

possible, but new Development Engagements are not planned for 2015.

As regards Syria, the continued conflict situation represents a special challenge for Danish transition

assistance. The DAPP has been active in Syria for a number of years through its regional DAPP activities and

Danish civil society and academia. The active Danish engagement with the civil society and the Syrian

Opposition Coalition as well as the traditionally strong Danish role within human rights means that those

are key areas for the Danish collaboration under the DAPP. In addition to the DKK 20 mio. Presented

separately from DAPP as part of the comprehensive Danish transition programme in Syria, there are a

number of DAPP activities involving Syrian partners both in- and outside Syria.

A strategic reserve will be set aside to respond to emerging engagements in accordance with the principles

laid out in the SFD. While these engagements are yet to be defined, they are likely to include pilot

interventions for promoting economic growth and employment in Morocco and Jordan as well as promote

22

improved governance at local level, mainly in Morocco and Yemen. Furthermore, engagements might

include support to women’s economic empowerment and societal participation. Elections support may also

be considered.

The expected tentative yearly financial allocations, subject to change due to the volatile implementation

environment, for new commitments in 2015 distributed for the countries are: Egypt (DKK 24 mio.), Tunisia

(DKK 64 mio.), Yemen (DKK 8 mio.), Syria (DKK 20 mio.), Libya (DKK 0 mio.), Morocco (DKK 7 mio.) and

Jordan (DKK 3 mio.). Remaining funds are regional.

An overview of on-going DAPP development engagements are attached as annex 8.

3. Overview of management set-up at programme level The present chapter presents the overall organisation and management arrangement for the DAPP. It

focuses on effectiveness, efforts of lean management and alignment and coordination with other

development partners. Chapters on financial management arrangements and the newly established

monitoring and evaluation system to be implemented from 2015 are included. Finally, the programme

implementation plan is outlined.

3.1. MENA Department The DAPP is managed by the Ministry of Foreign Affairs’ MENA Department where a DAPP Team

coordinates and handles the day-to-day tasks. The DAPP team leader is responsible for the daily

management and strategic development of DAPP. The incumbent is assisted by desk officers, and the team

ensures coordination with TAOs, embassies and representation offices in the MENA-region as well as with

seconded staff in the EU and international organisations. Matters of overall strategic nature are submitted

to the Department management.

The MENA Department may request technical-professional assistance from the Technical Advisory Services

(TAS) in the Ministry of Foreign Affairs or consultancy firms or single experts in connection with appraisals,

reviews and preliminary surveys.

The DAPP team regularly holds thematic meetings with relevant partners, e.g. on country-specific

interventions or M&E. The DAPP team hosted a communication seminar with partners aimed to enable

more strategic communication about DAPP achievements. Regular status meetings with partners at country

level are conducted (e.g. in Jordan and Morocco in October 2014). The DAPP team further conducts regular

country reviews.

3.2. Technical Advisory Offices and embassies To promote a coherent approach to monitoring, experience and information sharing between the many

partners, two DAPP Technical Advisory Offices (TAO) have been established in Tunis (Tunisia) and Amman

(Jordan), as well as a satellite TAO in Sana’a (Yemen). These offices assist and provide catalytic support as

well as promote synergies between activities in the three countries. The TAOs enhance the dialogue with

local authorities and partners, and keep the MENA DAPP Team abreast of DAPP related developments in

the three countries and promote coordination and harmonisation with partners and relevant authorities. A

TAO seminar is held approximately twice a year supplemented by regular conference calls.

23

The division of labour between MENA, embassies and TAOs is flexible and established on a case-by-case

basis when new Development Engagements are being identified and new commitments are being entered

in order to establish the most effective and efficient management. However, final responsibility for the

approval and administration of the Development Engagements lies with the MENA Department.

The Danish-Egyptian Dialogue Institute (DEDI) is under guidance of the DEDI Board where the Danish

Ambassador in Cairo is a member together with a representative of the Ministry of Foreign Affairs of Egypt.

Country-level Steering Committees are established at a national level in Morocco, Jordan and Yemen under

the Government agreements; however, lately being effective only in Morocco.

3.3. Financial Management The MENA Department holds the financial and administrative responsibility for the Danish Finance Act

budget line regarding “Det Arabiske Initiativ”, i.e. 06.32.09.10 and §06.32.09.20.

MENA applies the general guidelines for accounting and auditing and guidelines for multilateral

cooperation.

A service agreement has been signed between the MENA Department and The Quality Assurance

Department (KVA) covering support to the DAPP Team on budget and accounting matters and yearly

financial visits and financial monitoring of the TAOs. In addition to this, KVA is involved in case of suspected

and possible misuse of funds from the DAPP. It is the responsibility of the MENA Department to report any

presumed or verified misuse to the National Audit Office of Denmark via KVA.

4. Monitoring and Evaluation The monitoring of and reporting from the concrete activities in a volatile region can be challenging, both for

MENA, the embassies and TAOs in the region as well as for contract holders receiving DAPP funding. This

diversity of interventions calls for separate requirements to be tailored to the individual interventions. A

deteriorating security situation in a number of areas may increasingly make monitoring and tracking of

activities difficult.

The contracts signed with DAPP partnership organisations promote increased accountability and quality

assurance. As concerns the project and programme support to direct democracy assistance and support to

economic growth and job creation, other avenues exist to monitor and discuss progress. Typically the

contributions to multilateral interventions include steering committees to enable a discussion and

monitoring of progress as well as knowledge and experience sharing.

4.1 Monitoring The overall monitoring of the DAPP is the responsibility of the MENA Department assisted by TAOs and

Danish embassies in the MENA-region (especially in Cairo, Beirut, and Rabat).

A comprehensive DAPP M&E framework developed in September 2014 contains concrete tools to

strengthen monitoring and evaluation of DAPP Development Engagements. The toolbox enhances the

ability to track progress and results systematically by ensuring solid outcome-based indicators as well as

clearly defined targets and baselines.

24

The performance will be monitored and based on the specific indicators established under each

intervention in conformity with the indicators from the SFD, using the Results Matrix developed as part of

the new M&E framework for the DAPP. The new M&E framework will be introduced in 2015, but reporting

from partners will only gradually meet the M&E standards of the new system, and consequently the results

reporting for 2015 will only to a limited extent respond to the new M&E framework. In addition to MENA’s

own performance reviews, HCP/JTMR/TAS and MENA jointly undertake performance reviews of strategic

partners obtaining funds from both DAPP and the Civil Society Grant.

KVA is responsible for financial monitoring of activities, incl. monitoring visits at regular intervals to the

focus countries. KVA and MENA also perform joint monitoring visits to Danish organisations.

4.2 Measuring results A DAPP Status and Results Report is prepared every 2-4 years. A DAPP results report covering the period

2011 – 2014 has been finalized in November 2014. Examples of results across the four thematic areas are

displayed below:

Human Rights, Human Freedoms and Good Governance

Dignity’s work with local partners to improve prison oversight (Tunisia): Tunisia has issued a significant, progressive law on oversight of prisons and detentions. DIGNITYs partners and activities in Tunisia have contributed to these achievements via constructive dialogues and “show-case work” on detention monitoring

MS/Action Aid workshops on youth advocacy and campaigning (Regional): 24-year-old Hossam used his workshop experience to initiate a local petition to remove waste and dead animals from the water cisterns. Now, his neighbours no longer have to be afraid to drink the water.

Women’s Empowerment and Gender Equality

Men and Women attain equal rights and duties in the new constitution of Tunisia. Both NGO’s such as TAMMS and LET, which are partner organisations to Kvinderådet and KVINFO have influenced the work with the constitution in different ways. TAMMS have promoted the public debate on womens rights in the new constitution and LET works to promote female voices within the parliamentarian system.

The Royal Danish Academy of Fine Arts, School of Design ‘Kunstakademiets Designskole’ in partnership with Moroccan female artisans. Since 2008 Kunstakademiets Designskole have cooperated with a Moroccan cooperative of women, who makes arts and crafts . This has created a whole new generation of self-conscious and independent women in the small villages that the women live and work, and provides a new income for many families.

Knowledge-based societies Establishment of a platform for media professionals (Egypt): DEDI Media Club is now an open and independent space for exchanging opinions between prominent media persons and for the promotion of a balanced, free and independent media.

Support to Mobaderoon Peace Ambassadors project (Syria): Large dialogue and bridge-building networks created inside Syria, which are reducing sectarian tensions and finding interreligious and intercultural solutions to daily life-problems.

Economic Growth and Job Creation

Support to MENA MSME Facility, Technical Assistance (regional): 1.6 million loans with a total value

Support of Labor Intensive Employment under the Social Fund for Development (Egypt):

25

of 1.7 billion USD disbursed to MSMEs by World Bank Group and Bank clients.

More than 270.000 work days created of which more than 2/3 involved women.

The DAPP is a long term commitment, although with one-year funding cycles. With a time horizon beyond

the concrete development engagements presented in this Programme Document, many of the expected

outcomes and results only be achieved beyond 2015. Accordingly, all DAPP interventions will be measured

according to both the overall quantifiable core indicators presented in the SFD as well as according to the

specific quantitative and qualitative indicators elaborated by the partners for each of the specific

interventions in accordance with the revised M&E framework. Results are over time measured against the

two overall objectives of the DAPP:

The Reform and Democratization Objective

To some extent, measuring results with regard to the first overall strategic objective (promoting reform-

and democratization processes) is straightforward. Numbers of partners, projects or elections can be

counted; legislative changes registered etc.

Yet, measuring the effect and impact of these partnerships, projects, legislative changes etc. is palpably

more complicated due to the elusive political nature of the strategic objective, as it is extremely difficult to

measure political reforms:

For one thing, developments within the thematic areas are affected by a wide range of factors –

and in most cases it will be very hard to isolate the specific effect of a concrete DAPP intervention.

As such, for the most part it will only be possible to demonstrate that the intervention has

contributed to a given development. For instance, if new legislation aiming at strengthening efforts

to combat violence against women is introduced in a given country – and Danish partners have

collaborated with civil society activists in the given country to strengthen their activities and

advocacy. An in-depth analysis of the case may reveal the specific contribution of the DAPP.

Secondly, most reform- and democratisation processes are of a long-term nature and set-back

might occur. Although the DAPP has already been in existence for more than 10 years and retains a

long-term perspective, measuring the effect and impact of specific interventions is in many cases

difficult, not least after the set-backs which have occurred during the resent years. For instance,

how does one measure the effect and impact of Danish support to political parties in one of the

countries currently undergoing transition? A possibility is – at a later stage - to find political party

members / participants from the interventions and assess the effect based on their personal

stories.

In addition, reform- and democratisation processes are rarely linear or uniform – and might stall or

reverse. Rather, they are most often complex and ambiguous, making it difficult at any point in

time to make a clear assessment of the long term implications of any specific intervention. This is

especially the case in the liberalising authoritarian regimes in the MENA region, which have for

many years refined the art of introducing limited and reversible reforms, while retaining

fundamentally authoritarian regimes structures. To illustrate the challenge: Danish and Arab

partners may collaborate to strengthen transparency and good governance and find at some point

that the given government establishes an anti-corruption unit. This may be interpreted as an

important first step towards combatting corruption in the given country. Yet, the very institution

26

may as well be a window dressing effort used to take off political pressure for transparency and

good governance or even an instrument applied to target political opponents.

All in all, it is therefore difficult to provide convincing quantitative measurements that specifically measure

the real and long-term effect and impact of concrete DAPP interventions.

In line with the mid-term review, an analysis will be commissioned to further clarify the “reform” objective

under the DAPP. It is expected that this clarification will contribute to inform approaches to better measure

“reform” results.

The Dialogue Objective

As regards the other strategic objective of the DAPP, measuring results may be even more complex. How

does one measure, whether interventions lead to an improvement of the dialogue, understanding and

collaboration between Denmark and the MENA region?

The underlying assumption of the partnership approach is that collaboration between equal partners

working together on a reform related issue of common professional interest provides a constructive

platform for or approach to enhancing dialogue, mutual understanding and overcoming stereotypes. A

number of studies, including an on-going study conducted by Roskilde University (RUC), indicate that the

inherent assumption is credible.

Similarly to the reform objective, quantitative measurements are rather straightforward also for the

dialogue objective. Numbers of partners, meetings, networks, study trips, public presentations, exhibitions,

newspaper articles and other media stories, etc. are easily collected.

Yet, one moreover needs to attempt to measure whether these contacts and such collaborations have

effect and impact on a higher level of “dialogue. Thus, are stereotypes overcome? Is there a multiplier

effect of the different interventions? Lastly, but not least important, does the DAPP reach out to broader

groups beyond the urban, educated, English or French speaking, middle class secular elites – be that in

Denmark or in the MENA-region?

The Danish Egyptian Dialogue Institute (DEDI) will play a role in helping the DAPP forward with regard to

these questions. This implies gathering theoretical and practical insights on intercultural dialogue and

disseminating these insights to the DAPP partners with a view to improve and plan concrete interventions.

Moreover, in order to assess the impact and effect of interventions with regard to reaching the dialogue

objective, a qualitative study is being carried out looking into a sample of specific interventions with a view

to assess results with regard to the dialogue objective – and to provide recommendations at both partner,

project and program level on how to improve efforts to reach this objective. The study will also provide a

set of tools, which will enhance the ability of the DAPP and its partners to measure concrete “dialogue”

results.

4.3 Reviews As stated, a mid-term review has been carried out in May/June 2014. The review concluded that the

relevance of the DAPP as a programme is indisputable and that the unique partner approach has been

instrumental in the relative success of DAPP. The review also pointed to areas where the DAPP can further

27

improve to enhance its efficiency and relevance. This includes providing more clarity as to the concepts of

dialogue and reform as applied under DAPP, enhance M&E, further focus the programme on fewer and

more strategic interventions as well as consider how to enhance the use of DAPP as a political programme.

Some of these recommendations have already or are in the process of being addressed. The

recommendations will contribute to possible adjustments to the DAPP in the medium to long-term (notably

with emphasis on future phases of the DAPP – 2017 onwards).

In addition, the MENA department will carry out performance reviews and capacity assessments of all

strategic partners during this programme period, who have not been subject to a review in the past 4 – 5

years, in accordance with mid-term review recommendations.

Country-specific reviews

Strategic country reviews are carried out every two-three years with the main purpose to check up on the

partnership interventions, assess development and reform in the partner country, and assess whether the

overall strategy and portfolio is valid and expedient in relation to the general objectives and principles for

the DAPP. New Development Engagements build on insights and findings from country reviews. The review

team draft DAPP country papers (analysing in-depth specific reform potentials and challenges) and DAPP

country strategies (which propose areas and partners with reform potential and interest). An example is

Tunisia, where a Country Strategy was completed in 2014. A Country Review in Egypt is planned for spring

2015. Country reviews for Morocco, Jordan and Yemen are expected to be covered by the DAPP evaluation,

which will take place in 2015. To date, review missions have for security reasons not yet included Syria and

they have for the same reason been substantially delayed in Yemen and Libya.

The DAPP country papers and strategies are in turn discussed with Danish partners during the regular

bilateral consultations. Based on the 2014 overall mid-term review recommendation, a different format

integrating these exercises into one is under consideration.

4.4 Evaluations An evaluation covering the whole of DAPP from 2003 – 2014 will be carried out from January to September

2015, and the tender process is on-going. The evaluation will focus on thematic area one and two, while

touching upon thematic area four. Thematic area three will not be covered in detail as a comprehensive

evaluation of the media support through DAPP was conducted in 2013. The evaluation will provide country-

specific assessments of Jordan, Morocco, Yemen and Tunisia. The evaluation will focus on assessing

whether strategic objectives and thematic areas continue to be relevant given the dynamic, rapidly

changing and fragile context of the MENA-region as well as provide and providing lessons learned and

recommendations for preparing the new strategy for DAPP.

5. The programme budget This section will summarize the budget across the programme, including a budget line for the strategic

reserve. A more elaborate budget (per development engagement) is presented in annex 3.

28

The table below is the budget for DAPP for the period January – December 2015 per thematic area

DAPP Budget (in mio. DKK). New Commitments per thematic area 2015

Thematic area 1: Human Rights, Human Freedoms and Good Governance 94

Thematic area 2: Women’s Empowerment and Gender Equality 27

Thematic area 3: Knowledge-based societies 49

Thematic area 4: Economic Growth and Job Creation 56

Other (Strategic Reserve, Public Diplomacy, Secondments, TAO’s etc.) 29

Total DAPP 255.0*

See detailed budget in Annex 3.

*DAPP’s annual appropriation on the Finance Act for 2015 is 275.0 mio. DKK. A total of 20.0 mio. DKK have

been set aside for interventions in Syria in 2015. They will be presented to the Steering Committee of the

Peace and Stabilisation Fund as part of an integrated Syria programme for 2015.

29

Annexes

1. Partners – brief description European Endowment for Democracy (EED). EED was formally established in 2012. The EED was conceived

in the framework of the renewed European Neighbourhood Policy. Its aim is to help political parties, non-

registered NGOs, trade unions and other social partners in a coherent, concerted effort to promote deep

and sustainable democracy as well as respect for human rights and the rule of law. The EED is supported by

the EU Commission and voluntary contributions. It is based in Brussels and registered under Belgian law.

Dignity. Danish Institute Against Torture originated in Amnesty International's first medical group, which

was established in 1974. Dignity is a self-governing institution independent of party politics. In Denmark,

Dignity treats refugees who have survived torture and it undertakes research in torture. Dignity's

international project work is carried out in co-operation with local organisations in connection with projects

aiming at diminishing the after effects of torture or preventing the use of torture and organised violence in

the future.

Danish Institute for Human Rights (DIHR) work with states, independent organizations and the corporate

sector, enabling them to strengthen human rights in their respective countries. DIHR assists in building

well-functioning legal systems abroad and to ensure the influence of the civil societies. Finally DIHR

educates police officers, school teachers, ombudsmen and judges on human rights.

Danish Federation of Industries (DI) is a trade organisation and an employers' association. In its capacity of

trade organisation DI ensures that the Danish business community has the optimum basis for competing,

developing and manufacturing in Denmark and internationally. In its capacity of employers' association DI is

responsible for collective bargaining, at the national level and within the individual sector or enterprise.

Danmission facilitates dialogue to increase peace and mutual understanding, fights poverty and helps

churches to develop. Danmission works in Egypt, Tanzania, India, Cambodia, Lebanon, Syria, Pakistan,

Madagascar, Bangladesh, China and Myanmar (Burma). Also, Danmission works in Denmark to improve the

integration of refugees and immigrants.

The LO/FTF Council is the Danish trade union council for international development co-operation. The

international work of the Danish trade union movement is built on the fundamental conviction that a

democratic trade union movement contributes to the democratic development of society when the trade

union movement influences political, social and economic decisions affecting the whole society, through

negotiation and dialogue.

International Finance Corporation (IFC) is part of the World Bank Group and is the largest global

development institution focused exclusively on the private sector. IFC helps developing countries achieve

sustainable growth by financing investment, mobilizing capital in international financial markets, and

providing advisory services to businesses and governments.

KVINFO is the Danish Centre for Gender, Equality and Ethnicity. The key role of KVINFO is to initiate

research and disseminate information and findings, and to contribute to the development of an equal

society. One of KVINFO’s main roles is to create initiatives and support projects aimed at developing tools

and facilitating processes that promote equality – both nationally and internationally.

30

The International Bank for Reconstruction and Development (IBRD) is part of the World Bank group and

lends to governments of middle-income and creditworthy low-income countries. IBRD is also running a

number of Multi Donor Trust Funds.

The Knowledge Centre for Agriculture (KCA) is the main supplier of professional knowledge for the

agricultural professions. KCA works within all areas of farming including plant production and animal

husbandry in close cooperation with universities, ministries and professional and industrial bodies. KCA is

also working internationally - and our international engagement takes place through a variety of channels.

The International Labour Organization (ILO) is devoted to promoting social justice and internationally

recognized human and labour rights, pursuing its founding mission that labour peace is essential to

prosperity. ILO helps advance the creation of decent work and the economic and working conditions that

give working people and business people a stake in lasting peace, prosperity and progress. Its main aims are

to promote rights at work, encourage decent employment opportunities, enhance social protection and

strengthen dialogue on work-related issues.

African Development Bank (AfDB) Group promotes sustainable economic development and social progress

for its African member countries, thus contributing to poverty reduction. AfDB is also running a number of

Multi Donor Trust Funds.

International Media Support (IMS) is a non-profit organisation working to support local media in countries

affected by armed conflict, human insecurity and political transition. Across four continents, IMS helps to

promote press freedom, strengthen professional journalism and ensure that media can operate in

challenging circumstances.

The Danish Egyptian Dialogue Institute (DEDI) is an intergovernmental body with a strong dialogue

mandate under the Danish Arab Partnership Programme (DAPP). Established in 2004, DEDI’s core mandate

as a “centre of excellence” is to promote political and cultural understanding between Denmark and Egypt

and Europe and the Arab World.

Mellemfolkeligt Samvirke/ActionAid (MS) collaborates with people around the world to put pressure on

those in power, to create democratic and sustainable societies, where the right of every individual is in

focus. As part of the international alliance ActionAid, MS works with human rights based development in

more than 40 countries and reach more than 25 million people.

The Danish Centre for Culture and Development is a self-governing institution under the Danish Ministry

of Foreign Affairs. In close cooperation with Danish embassies and representations, CKU manages culture

and development programmes in The Middle East, Asia, West Africa, and East Africa.

The Women's Council in Denmark is an umbrella organisation for 45 organisations with a total of more

than one million members. The Women's Council member organisations are women's organisations, the

equal status committees of the political parties, trade unions, and professional women's groups, migrant-

and refugee women, women's studies researchers, youth organisations, religious and humanitarian

women's organisations. Women's Council works for women's rights as well as social, professional,

economic and cultural interests.

31

UNDP partners with people at all levels of society to help build nations that can withstand crisis, and drive

and sustain the kind of growth that improves the quality of life for everyone. UNDP's network links and

coordinates global and national efforts to reach the Millennium Development Goals, including the

overarching goal of cutting poverty in half by 2015.

VNG International is the international cooperation agency of the Association of Netherlands Municipalities.

VNG International supports decentralisation processes and facilitates decentralised cooperation by

providing capacity building services to strengthen local governments, their associations, training institutes

and decentralisation task forces both in developing countries and countries in transition.

The World Bank is an associated group of five development institutions. The World Banks mission evolved

from the International Bank for Reconstruction and Development (IBRD) as facilitator of post-war

reconstruction and development to the present-day mandate of worldwide poverty alleviation in close

coordination with its affiliates.

Danish Probation Services’ primary task is to enforce (implement) sanctions in the form of custodial sentences (prison sentences) served in state and local prisons; supervise activities in connection with release on parole and suspended sentences, including community service orders and electronic tagging; control and security – support and motivation; and carry out controls necessary to enforce punishments and motivate offenders to become law-abiding citizens.

32

2. Results Framework DAPP Results Matrix format is attached as a separate annex (A). The Results Matrix was developed as part

of the M&E toolbox described in this Programme Document. The toolbox will be gradually applied to DAPP

engagements starting in 2015, and as such the results matrix format is attached as an illustration of the

efforts to gradually improve M&E within the DAPP.

Indicators, targets and baselines for DAPP develop engagements for 2015 are included under the respective

development engagements in annex 7 below.

33

3. Budget at output level 4. Intervention and Modality Budget Duration

1. Human Rights, Fundamental

Freedoms and Good Governance

European Endowment for Democracy (EED), regional 5.5 2 years

World Bank Joint Engagement Framework, Yemen 8 2 years

VNG International, Tunisia 21.5 2 years

UNDP Constitution Trust Fund, Tunisia 8 2 years

Partnership Agreement with DIGNITY, regional 18 1 year

Partnership Agreement with Danish Institute for Human Rights,

regional 10 1 year

Cooperation between “Kriminalforsorgen” and the Moroccan

Ministry of Justice, Morocco 7 2 years

Partnership Agreement with MS-ActionAid, regional 16 1 year

Sub-total 94

2. Women’s Empowerment and

Gender Equality

Partnership Agreement with KVINFO, regional 23 1 year

Partnership Agreement with Women’s Council in Denmark, regional 4 1 years

Sub-total 27

3. Knowledge-based societies

Partnership Agreement - International Media Support, regional 29 1 year

Partnership Agreement – Danmission, regional 4 1 year

Fund for Academic Cooperation, regional 16 2 years

Sub-total 49

4. Economic Growth and Job Creation

African Development Bank, Tunisia 12 2 years

International Labour Organisation, Egypt 24 1 year

Cooperation between the Tunisian Ministry of Agriculture and the

Danish Knowledge Center for Agriculture, Tunisia 20 1 year

Sub-total 56

Secondments

Seconded national experts to the EU and the EED, regional 5 2 years

Public Diplomacy

Centre for Culture And Development, regional 2.5 1 year

Technical Advisory Offices

TAO Amman, Jordan 3 1 year

TAO Tunis, Tunisia 2.5 1 year

Sub-total 5.5

Strategic Reserve

DAPP activities, regional 14 1 year

Security, regional 1 1 year

Monitoring and Evaluation, regional 1 1 year

Sub-total 16

Total 255

34

6. Risk Management Framework

Contextual Risks

Risk factor Likelihood

Background to assessment

Impact Background

to assessment

Risk response if applicable / potential effect on development cooperation in context

1

Reduced security and

lack of rule of law

Likely

Risk differ considerably from Libya, Syria and

Yemen to Egypt to Jordan, Morocco

and Tunisia

Significant

Promotions of reforms becomes

difficult and partnerships

inhibited

Intensified monitoring via representations, local

partners and multilateral agencies. If continue

consider other modalities or (temporary) stop for

support

2

Constitutional, legal and political

reforms stall

Likely Risk differ, but it is

a concern for all seven countries

Significant

Set-back for all reforms.

Revision of laws not

implemented. Necessary

legislation not aligned in

accordance with Human

rights conventions

Intensified bilateral dialogue and increased

joint international pressure through EU and UN

3 Impunity of human rights

violations Likely

Risk differ, but it is a concern for all seven countries

Major

Lack of trust in justice and of authorities' ability to

protect citizens

Intensified bilateral dialogue and increased

joint international pressure through EU and UN and possible increased support to human rights activists

4 MENA DAPP

partners harassed

Rare Risk differ between

the countries Major

Partnerships and dialogue becomes very

difficult

Partners meet outside the region and through other

means e.g. Skype

5

Economic decline and increased

unemployment

Almost Certain

It is an issue in all the seven countries but with variation

between the countries

Major

Social unrest and popular

disengagement from formal

political institutions

Continued focus on economic development and employment, especially of

young people

6

Increasing strains and

limitations on women's

public participations

Rare Risk differ between

the countries Minor

Women's engagement in

DAPP activities become difficult

Continue dialogue with all partners to ensure that

women's empowerment and gender equality are

mainstreamed and prioritised

7

Misuse of funds and corrupt

practices in the programme

.

Unlikely Rather project

related than country specific

Major

Lack of commitment to

continue DAPP

Report to Auditor General and initiate investigation e.g. special or forensic audit. Follow-up on

accusations. Strengthen monitoring of activities

35

8

Increased security risks

limits ability of partners to meet in the region and

Embassy and programme staff to meet

with and monitor

programme partners

Likely

Risk differ considerably from Libya, Syria and

Yemen to Egypt to Jordan, Morocco

and Tunisia

Significant

Ability to monitor

progress and engage in dialogue reduced

Continue close dialogue with partners through

meetings outside region and through other means

e.g. Skype. If continue consider other modalities or (temporary) stop for

support

9

Foreign funding for civil society banned or increased

control with money transfer

Unlikely

Risk differs with significant problems in Egypt to lees of a problem in most of the other countries

Significant

Delays and obstacles in

implementation and ultimate

break down of partner to

partner support

Use alternative money transfers when needed and

reassess planning

10

Foreign NGOs denied authorization to establish local offices

Unlikely

Risk differs with significant problems in Egypt to lees of a problem in most of the other countries

Major

Delays and obstacles in

implementation and ultimate

break down of partner to

partner support

Partners meet outside of region and through other

means e.g. Skype

36

5. Summary of appraisal Submitted as a separate annex (B)

37

6. List of supplementary material

Danish Strategic Partner Organisations

IMR DAPP Rulleplan 2015-2017, including budget, annual work plan, risk matrix.

EMHRN/F DAPP Rulleplan 2015-2017, including budget, annual work plan, risk matrix.

DIGNITY DAPP Rulleplan 2015-2017, including budget, annual work plan, risk matrix.

EED EED-DK Agreement

MEN note on EED grant December 2013

First annual report 2013

Inception phase review 2014

Guidelines for monitoring and evaluation

Danish Federation of Industries:

Application for Activities Under the Danish-Arab Initiative, 2015-17

LO/FTF Council: Support to Democratic Trade Union Development & Social Dialogue in the MENA Region, 2015-2017

Review of the LO/FTF Council with a special focus on social dialogue, partnership approach and LO/FTF Council’s engagement in DAPP, July 2014

Danmission DAPP Rulleplan 2015-17 Danmission

Annex 1.a Danmission DAPP Budget 2015-2017

IMS IMS MENA - Rolling Plan 2015

4. IMS MCP DAPP Budget - 2015-17

DUF DUF MENA-DK Program - Narrative Description of Activities in 2015

DUF MENA-DK Program - Rulleplan 2014-2016 FINAL

Annex A Budget 2015-2017

Mellemfolkeligt Samvirke /ActionAid

Rolling Plan 2015

Annex 4 Budget 2015 - 2017

Final Report MS-AADK Review 2014

KVINFO Rolling Plan 2015

Budget 2015-2016

Logical Framework Matrix

Programme overview

Implementation Plan

Risk Matrix

Kvinderådet Rolling Plan (Opdateres 11. November)

Budget 2015-2017

LOG Frame 2015-2017

DAPP strategic partners Orientering om valg af strategiske partnerskabsorganisationer

38

International Institutions

African Development Bank: Souk At-tanmia: The way forward – briefing note, September 2014

(Tunisia)

ILO: Decent Jobs for Egypt’s Young People – Tackling the Challenge Together in Qalyubia and Menoufia – Project Document (revised), October 2014 (Egypt)

UNDP Tunisia: Support to the Tunisian parliament 2015 - 2018

Concept note, incl. outline budget

VNGi Tunisia: Concept note, Pagudel Tunisia Programme document, overall budget, budget 2018-2020 (2nd phase), Overall VNGi MENA programme

World Bank: MENA Transition Fund – Annual Report 2013, October 2013 (regional)

MENA Transition Fund – Mid Term Review Report, November 2014 (Regional)

Bilateral Partners

Tunisia: Economic development and Job Creation in the Tunisian Dairy Sector –

Appraisal Report, October 2014

Danish Egyptian Dialogue Institute (DEDI)

Draft DEDI review RAM

Draft Minutes of DEDI's 24th board meeting

DEDI Strategy 2014-16

DEDI Budget 2014

DEDI Annual Workplan 2014 Danish Probation Services/Moroccan Ministry of Justice

Draft project document and status report previous phase

CKU Draft programme outline and budget

Others

Academic Cooperation 141028 DRAFT Intervention Document FACE-programme

TAO’s Description of role, functions and budgets of the three TAO’s

Yemen Notits om tilpasning af det danske DAI engagement i Yemen

Country reviews Country reviews and supplementary material for DAPP’s focus countries.

Syria Concept note for Syria programme

M&E DAPP M&E framework

39

Dialogue Draft dialogue study by Roskilde University

DAPP Concept Note for Programme Commitee, 2012

DAPP Strategic Framework Document 2013 - 2016

DAPP Implementation Document 2014

DAPP Relevant analysis, reviews, media evaluation and assessments (ref. table 1 in PD)

DAPP Desk appraisal DAPP 2013 – 2016, April 2013

DAPP Desk appraisal DAPP Programme Document, November 2014

40

7. Developments Engagements 2015 The purpose of this section is to provide a brief presentation of the specific interventions proposed for

2015, incl. proposed commitments and preliminary indicators, baseline and targets (where possible). These

presentations are found under the headings of each of the DAPP thematic areas.

Supporting documentation with detailed descriptions of interventions, e.g. partnership applications, project

documents, reviews, appraisals etc. can be provided upon request.

1. Thematic area I - Human Rights, Human Freedoms and Good Governance

The intermediate objectives under thematic area 1 are:

1.1: To strengthen processes of democratic transition.

1.2: To strengthen human rights and to combat torture.

1.3: To strengthen young people’s participation in public life.

The below provides overall descriptions of each specific intervention under thematic area 1.

Objective Interventions

1.1. Supporting

democratic transition

(only to ‘transition’

countries, e.g. Egypt,

Tunisia, Libya, Yemen

and Syria).

Regional. DKK 5.6 mio. (2 yrs.) Danish contribution to the European

Endowment for Democracy (EED). Partner: EED. This is a continuation of a

contribution provided in 2013 and 2014. The aim is to foster and encourage

democratisation. EED seeks to ‘support the unsupported’, that includes pro-

democratic civil society organisations, movements and individual activists

acting in favour of a pluralistic multiparty system regardless of their size or

formal status. . In addition, funds have been reserved from the Danida

Neighbourhood Programme to complement funds from DAPP in 2015.

Finally, funds have been reserved to second a Danish national expert to the

EED to strengthen the Secretariat and enable it to deliver results.

Indicators:

Establish EED as a strong and efficient grant maker

EED reaching out to new stakeholders, establishing new partnerships and platform to contribute to innovative democracy assistance

Target:

Well informed and efficient grant making process, ensuring EED value added to democracy support in the EU Neighbourhood and MENA region.

Positioning of EED in the democracy support community as a complementary actor and funding instrument.

Increased recognition of EED through outreach activities and communications tools, both within EU, the EU Neighbourhood Countries and MENA region.

Platform contributing to innovative policies, consensus building and joint efforts on democracy assistance among the EED Board of

41

Governors members.

Ensuring constant and growing engagement of the EED institutional members in the work of EED.

Administrative efficiency and security of operations.

Yemen: DKK 8 mio. (2 yrs.). Strategic support to catalyse the

implementation of a new ‘Compact’ between the Government of Yemen

and Donors, incl. implementing the recommendations from the National

Dialogue and drafting a new Constitution. Partner: The World Bank. In

Yemen’s transition period 2012-14, Denmark, UK and USAID have through a

World Bank MDTF catalysed the implementation of the Mutual

Accountability Framework, MAF between Yemen and Donors on reforms

and programmes. A Yemeni staffed Unit in the Ministry of Cooperation has

been established to support Government institutions with reforms and hold

donors accountable. Moreover, the MDTF underpins change by conducting

strategic studies and dialogue through the local office of the World Bank. A

successor for MAF is being prepared – the Joint Support Framework. The

implementation of the outcome of the National Dialogue and the new

Constitution are expected to be an integral part. In 2015-16 Denmark wishes

to assist catalysing the implementation of the Joint Support Framework,

again in a World Bank MDTF framework.

Indicator: To be developed

Target: To be developed

Baseline: To be developed

Tunisia: DKK 21,5 mio. (2015-16). VNG International (VNGi). The PAGUDEL

(Support Program to Urban Governance and Local Economic Development)

supports the promotion of local governance and economic development in

partnership with 12 Tunisian municipalities. Focus is on the implementation

of the newly adopted constitution, which promotes human rights and

freedom and the principles of separation of powers and local governance.

This activity is a continuation of the support provided to VNGi in 2014. The

activity has been moved from thematic area four (Economic Growth and Job

Creation) to thematic area one (Human Rights, human freedoms and good

governance – supporting democratic transition) in line with an increased

focus on strengthening local governance and service delivery. The focus on

job creation as a central component, however, is maintained.

Indicator: Number of tools, guides and good practices put in place in the

municipalities

Target: 2 tools and/or guides to good practices put in place in each of the

municipalities benefiting from the

Programme

42

Baseline: 2 tools/guides by the end of the program's 3th year (2nd phase)

Tunisia: DKK 8 mio. (2015-16). UNDP : Consolidating the democratic

transition in Tunisia - support to the Tunisian parliament (Phase 2). The

process towards the adoption of the constitution in Tunisia was supported

by Phase 1 of the UNDP programme. Phase 2 will focus on the

implementation of the constitution, especially in regards to supporting the

new Assembly of the Representatives of the People in a structured

implementation of the legislative and institutional framework established in

the new constitution. Activities will include providing technical support to

the Tunisian parliament in the development, adoption, and implementation

of key organic laws and independent institutions provided for in the new

constitution.

Indicator: Technical support to the Tunisian parliament in implementation of

the new constitution

Target: Target and baseline will be developed with the formulation of the

programme document.

Baseline to be established.

Objective Interventions

1.2. Strengthening

human rights and

combating torture.

Regional: DKK 18 mio. DKK (2015). Freedom and Torture – in the Middle

East and North Africa. Partner: Dignity. The overall objective is to support

the fight against torture and ill-treatment following the creation of

mechanisms for preventing torture, and for rehabilitating and redressing

victims of torture. In order to reach the objective the following four

activities will be addressed; 1) Independent systems of regular monitoring of

places of detention are being implemented by civil society organisations; 2)

criminal justice institutions (prosecution and prison services) are taking

preliminary steps to prevent and investigate acts of torture and ill-

treatment; 3) victims of torture have their cases documented and are

referred to rehabilitation and redress; and 4) rehabilitation services are

improving the situation of victims of torture. (Partnership agreement).

Indicator: Progressive human rights organizations in MENA actively and professionally promote detention monitoring as a main venue in the fight against torture.

Target:

Key CSOs from at least 13 countries at regional level prioritize monitoring of places of detention

Coordination between CSOs is systematic in at least 7 countries

Best practices are regionalised

A pool of regional expert is established

43

Baseline:

MENA CSOs working on prevention of torture do not prioritize monitoring of PoD as a primary means

There is no systematic coordination between CSOs at national level on monitoring of PoD

The monitoring work is not effective or independent (i.e. is not professional)

There are very few regional resource persons Morocco: DKK 7 mio. (2015 – 2016). Support to collaboration between Danish Probation Services and the Moroccan Ministry of Justice. The engagement will focus on improved prisoners’ rights through alternatives to prison punishment. The Danish experience, shared through the Project’s first phase ‘Alternatives to prison Punishment in Morocco’ was presented to the Royal Commission for Justice Reforms and has contributed directly and indirectly to the Moroccan white paper on reforms. Alternatives to prison punishment remain one of the main solutions to overcome prison overcrowding and prisoners’ rights violations in Morocco. During the second phase, methods and experiences will be introduced in the judicial system to reduce prison punishment, leading to reduced overcrowding and promotion of human and prisoners’ rights through support to legal and judicial reforms in Morocco and the region in general. An elaborated Programme Document is under development.

Indicator:

The MoJ has the basic capacity to support implementation of the judicial reforms relevant to alternatives to prison punishment.

Judicial aides/secretaries, the police, the gendarmes, lawyers, and prison staff in Morocco possess basic skills and knowledge for implementation of judicial reforms related to alternatives to prison punishment.

The MoJ is actively using the media and is engaging in debates with key stakeholders to inform and influence the public at large about alternatives to imprisonment and the on-going judicial reform.

Justice reforms advocates and decision makers in the region are exposed to new ways of promoting human rights and prisoners’ rights in particular.

Target: To be developed.

Baseline: To be developed.

Regional: DKK 10 mio. (2015). Regional Human Rights Intervention.

Partner: Danish Institute for Human Rights (IMR) The interventions have

two overall objectives; 1) to promote effective national institutions and

structures for the promotion, protection and implementation of human

rights; and 2) to promote public participation as an indispensable element in

44

the development of democracy and fulfilment of human rights, including the

promotion of dialogue, based on nationally owned and evidence based facts

as an effective means of promoting democratic structures, rule of law and

human rights. (Partnership agreement).

Indicator: DIHR contributes to the development of regional human rights knowledge and analysis among human rights across sectors of the Middle East and North Africa Target:

Human rights training of partners at national level: generic human rights training programme and modules for Middle East and North Africa developed on the basis of national experience.

At least one 10 day regional course for app. 25 participants on human rights issues: strengthened capacity of DIHR partners in terms of human rights knowledge and approaches

At least one meeting of the regional Partner Platform for app. 10 participants.

A research paper and a seminar held by the researcher at DIHR

One public debate in Denmark, the Middle East and North Africa on human right issue. (The Copenhagen Debate)

4 articles on themes relevant for DIHR’s engagement in the region, published on DIHR website

Support to and involvement in teaching activities of the regional MA in Democratic Governance and Human Rights: EIUC and DIHR

In-house MENA expertise among project managers and researchers listed on DIHR website

Two journalists have visited DIHR projects in the region and have produced articles relevant for DIHR partners and activities

DIHR staff or partners have participated in TV Baseline:

The second regional course was held in 2014 and new activities including the partner platform and the Copenhagen Debates were launched.

In 2014 the European Inter University Centre became a partner, thus

creating the opportunity of co-operating on a Masters’ Programme

on Governance and Human Rights in the Middle East and North

Africa. A new expected outcome, outcome - and output indicators

have thus been included to reflect this partnership and the recent

international strategy of the Institute.

Objective Interventions

1.3. Strengthening

young people’s

Regional: DKK 16 mio. (2015). Young Women and Men’s Action to address

injustice in the Arab Region. Partner: Mellemfolkeligt Samvirke – ActionAid

45

participation in public

life.

Denmark. The purpose of the interventions are to harness youth leadership

and sustained civil society’s action to demand accountability from duty

bearers on youth-specific issues and equality, access, equity and gender

responsiveness in public services. The objectives are; 1) to enhance the

capacities of young activists, marginalised groups, movements, civil society

organisations and youth groups to act on, challenge and influence processes

of social and political change; 2) to mobilise youth, youth organisations,

movements and civil society organisations to take sustained action to

demand accountability from duty-bearers on youth-specific issues and

equality, access, equity and gender responsiveness in public services 3)

strengthen intercultural cooperation, dialogue, solidarity and exchange of

experiences between youth from Denmark and from the Arab world.

(Partnership agreement).

Regional indicator: Danish-Arab partnerships have contributed to enhancing

capacities and opportunities of young people to influence processes of

change.

Target: 4 (2015)

Baseline: N/A

Egypt indicator: Issues raised with the relevant authorities in Egypt by young

people

Target: 5 issues (2015)

Baseline: 0

Jordan indicator: Issues raised with the relevant authorities in Jordan by

young people

Target: 5 (2015)

Baseline: 0

2. Thematic area II –Women’s Empowerment and Gender Equality

The intermediate objectives of thematic area 2 are:

2.1: To promote changes in legislation in favour of gender equality.

2.2: To increase women’s participation in social, political and economic life.

2.3: To combat and prevent violence against women.

Objective Interventions

2.1. Promoting

legislative changes

that enhance gender

equality.

Regional: DKK 23 mio. (2015) Women’s Societal Empowerment – the Path

to Gender Equality. Partner: KVINFO. KVINFO continues its work within four

thematic activity areas to address and reduce the barriers to women’s

political, economic and social participation in the MENA region and enhance

46

the dialogue and understanding of the importance of gender equality and

cooperation, between Denmark and the MENA region. In order to reach the

objectives KVINFO focuses on four activities; 1) Access to justice; 2) Political

empowerment; 3) Economic empowerment; and 4) Gender research and

documentation. Special attention is given to political empowerment and the

work for gender equality to be ensured inclusion in new constitutions in

several of the programme countries. (Partnership Agreement).

Indicator: Number of actors addressing and/or reducing barriers limiting

gender equal legislation and/or access to justice

Target: Outcome indicator is not measurable before the end of 2014

Baseline: To be established by the end of 2014 for measuring targets as

indicated in output indicators

Objective Interventions

2.2. Increasing

women’s

participation in

social, political and

economic life.

Partner: KVINFO (included in the above 2.1.)

Indicator, target and baseline: See above.

Objective Interventions

2.3. Combatting

violence against

women (VAW).

Regional: DKK 4 mio. (2015). Promotion of initiatives to combat violence

against women (VAW). Partner: Women’s Council in Denmark (in

consortium with the National Organisation of Women’s Shelters in

Denmark (LOKK) and Danner). The Women’s Council works to prevent and

combat violence against women in the MENA-region. Activities consist of

three key engagements; 1) The strengthening of means to handle VAW in

public and private spheres, - this includes increasing capacity of women’s

shelters and other organisations in the field of VAW in the MENA region, 2)

Raising awareness about women’s rights by engaging with community

leaders and opinion makers to break the taboo regarding domestic violence

and 3) Strengthening VAW-related knowledge, mutual understanding,

information and advocacy through dialogue, networking and exchange of

experiences between Danish and MENA partners. (Partnership Agreement).

Indicator Tunisia: Identification of best practice among stakeholders

addressing GBV, enabling stakeholders to develop shared methodology and

tools.

47

Target: A set of tools and shared methodology have been developed upon

consultation with stakeholders. Service providers and front-end personnel

are trained in applying the tools in their daily work with women and children

subjected to GBV

Baseline: 2016

Indicator Morocco: A Training of Trainers program has been developed and

implemented with the aim to improve the service provided by women’s

shelters and counselling centres to women and children. Trainers have been

educated and a group of social workers has been receiving training.

Target: To develop and implement a ToT- program with the aim to improve

the service provided by women’s shelters and counselling centres to women

and children.

Baseline: 2015/2016

Indicator Egypt: Pilot awareness raising sessions for religious leaders held in

Egypt based on a shared methodology for awareness raising developed in a

Danish Egyptian partnership.

Target: 3 (2017)

Baseline: 0

Indicator Regional: The capacity of six MENA organisations in the field of

VAW is improved through training and upgrading of at least 60 staff in the

following topics: shelter work methodology related to women, children and

prevention of secondary traumatization.

Target: The applicant shelters have received training in at least one course,

provided input to development of training material and methodology

handbook, capturing best practices in shelter work.

Baseline: 2016

3. Thematic area III –Knowledge-Based Societies

The intermediate objectives of thematic area 3 are:

3.1: To strengthen quality and independent media.

3.2: To strengthen critical and independent academia

3.3: To strengthen knowledge-based intercultural and interreligious dialogue.

Objective Interventions

3.1. Strengthening

quality and Regional: DKK 29 mio. (2015). Media Cooperation and Reform Programme

in the Middle East and North Africa. Partner: International Media Support.

48

independent media. The overall purpose is to enhance the democratic role of media in the MENA

region. The objectives are; 1) to support an environment conducive to media

freedom and safe working conditions for male and female journalists in

countries undergoing transition/conflict in the MENA-region; 2) to enhance

the organisational, technical and financial capacity of media outlets and key

institutions; 3) to promote media content that is diverse, meets professional

and ethical standards and is guided by the public interest; 4) to support

locally owned media development initiatives in order to make them benefit

from professional networks, and to promote mutual understanding and

exchange between actors within a national, regional and international

context – in particular Danish-Arab dialogue. (Partnership agreement).

Regional indicator: Amount of stories that have led to exposure and

consequences for people abusing their power is increased

Target: 10 % increase in 2015 compared to 2013 (2015)

Baseline: baseline study undertaken to be undertaken

Tunisia indicator: Improved standards for institutional governance and

management implemented in the Tunisian journalists’ Syndicate

Target: reforms implemented (2016)

Baseline: 0

Egypt indicator: Media initiatives supported by IMS produce diversified

content covering the provinces and marginalised communities throughout

2013-16.

Target: 5 (2016)

Baseline: 0

Yemen indicator: Establishment of safety mechanisms for media workers

Target: 80 % of participating media organizations are aware of threats and

risks facing journalists, and take action accordingly (2016)

Baseline: 0

Syria indicator: Key partners demonstrate improved organisational,

administrative and technical capacities including improved capacity for

planning, monitoring and reporting living up to international standards.

Target: 75% of partners demonstrate improvement compared to 2014

(2016)

Baseline: 0

Jordan indicator: Media content produced generates public or government

reactions and debate

Target: 3 times annually (2015)

49

Baseline: 0

Objective Interventions

3.2 Strengthening

critical and

independent

academia.

Regional: DKK 16 mio. (2015-2016). Fund for academic cooperation and

exchange between Denmark and the Arab World. The overall purpose is to

support academic cooperation and exchange that contribute to critical and

independent academic work in order to support reform and democratisation

processes in the MENA-region and to contribute to dialogue and

cooperation between Danish and Arab academic institutions. In order to

ensure a leaner administrative setup, a more professional allocation of funds

and an improved mechanism for monitoring and evaluation, a new funding

modality for applications for partnerships between Danish and Arab

academic actors is to be established. Rather than funding numerous

partnerships directly, the future “Academic Pool” funds will be granted by

an independent granting committee, supported by a secretariat. The

secretariat function will undergo public procurement.

Indicator 1: Academic partners in the MENA region have maintained and/or

strengthened their capacity to carry out critical and independent quality

research within DAPP thematic areas.

Target: 6 (2016)

Baseline: 0

Indicator 2: Academic institutions in the MENA region (or groups of

scholars/students) that are engaged in critical and independent quality

research have contributed to development of knowledge-based policy

initiatives / policy dialogues within DAPP thematic areas.

Target: 3 (2016)

Baseline: 0

Objective Interventions

3.3. Promoting

intercultural and

interreligious

dialogue.

Regional: DKK 4 mio. (2015-2016). Management of religious and cultural

diversities to promote an inclusive and intercultural citizenship. Partner:

Danmission. The overall purpose is to promote an enhanced role of religion

as an integral factor on promoting mutual understanding, social cohesion

and peace-building within and between Danish and Arab societies. The

objectives are; 1) to promote that religious institutions and civil society

actors are supporting and engaging in management of religious, political,

cultural and ethnic diversity and work for an intercultural citizenship; 2)

50

support that youth, leaders and professionals jointly engage in diminishing

extremism related to religion and sectarian violence by fostering

reconciliation, integration and political participation and advocate for

dialogue across religious and cultural gaps; 3) to support an increased

awareness of religion and religious leaders’ impact on communities and

individuals; 4) to support an increased understanding in Denmark on the

role of religion in the Middle East in relation to citizenship, social cohesion,

political reforms and extremism.(Partnership agreement).

Regional indicator: Religious leaders, journalists, researchers and civil society

activists enter new networks, get new insights and build up capacities on

how to manage religious diversity, and they use this to promote inclusive

and rights-based societies

Target: New networks established in Syria, Lebanon, Egypt and Denmark

Baseline: 0

Syria indicator: Young leaders implement collective local civil society

initiatives in at least three regions inside Syria leading to networks that

promote dialogue, new relations and coexistence between the Syrian

citizens

Target: 5 (2016)

Baseline: 0

Lebanon indicator: New educational resources on citizenship and

coexistence are produced by Christian and Muslim institutions in cross-

religious settings

Target: new education resources produced (2016)

Baseline: 0

Egypt indicator: Young leaders implement local initiatives in Egypt focusing

on the role of religion for coexistence, minority rights and relation building

in their own professional settings, meaning media, universities, religious

institutions, civil society organizations and universities

Target: TBD

Baseline: 0

4. Thematic area IV –Economic Growth and Job Creation

The intermediate objectives of thematic area 4 are:

4.1: To create jobs and lower unemployment.

4.2: To promote micro- and small enterprises and entrepreneurs.

4.3: To promote labour market reform and social dialogue.

51

Objective Interventions

4.1. Promoting job

creation & lowering

unemployment.

Egypt: DKK 24 million (2015-17) Decent Jobs for Egypt’s Young People.

Partner: International Labour Organization. An agreement was signed with

ILO to support decent job opportunities for youth in Egypt in 2012. The start

of the second phase planned for 2014 has been postponed till second part of

2015 due to delays in the implementation caused by a political decision to

suspend Danish support to Egyptian Government institutions subsequent to

the ousting of President Morsi in July 2013. Focus: Tackle youth

unemployment by strengthening regional and local level capacity of relevant

institutions related to youth employment and by matching supply and

demand within the labour market including promoting enterprise

development and self-employment. The activities takes place in the two

governorates Menoufia og Qalyoubia and will be expanded in the second

phase to also cover governorates in the Nile-delta.

Indicator: Unemployed young men and women become more employable

Target: 4 job fairs have been held matching 4,000 jobseekers

Baseline: 0

Tunisia: DKK 20 million (2015-16). Support to Agri-food value chain support -

Dairy sector. Partner: Cooperation between the Tunisian Ministry of

Agriculture and Danish Knowledge Center for Agriculture. Due to delays in

project implementation, the second phase is only expected to start 1 July

2015. Focus: Creation of jobs in the agricultural sector through cooperation on

the development of the value chain for milk and milk products, primarily in

the North-West region. A (positive) appraisal has been completed and a

revised project document is being drafted.

Indicator:

Target: Will be developed as part of the project document

Baseline: To be developed

Objective Interventions

4.2. Supporting

micro- and small

enterprises &

entrepreneurs.

Tunisia: DKK 12 million (2015 - 2016). Souk At-tanmia. Partner: AfDB. Third

commitment. The Souk Attanmia was created as an initiative between the

African Development Bank, several donors, the public and private sector as

well as the Tunisian civil society with the objective to create opportunities for

underserved entrepreneurs by helping them start or grow their own business.

The activity was financed as one out of 15 projects under the AfDB MDTF for

countries in transition. The Souk At-tanmia activity is the only project which

will be continued in a new phase. Focus: With the aim to establish a

sustainable model, a new business model offering two separate programmes

52

will be implemented: Business Start-up Programme (grant funding)

transforming concepts/ideas into viable early development stage enterprises

and Business Booster Programme (funding correlated to project profits and

cash flow potential) transforming early development stage enterprises

(business ideas and young SMEs that can’t meet their financing need through

the market) into successful SMEs. A project document is under preparation

and planned start mid-2015.

Indicator: Will be developed as part of the project document.

Target: Will be developed as part of the project document.

Baseline: Will be developed as part of the project document.

Objective Interventions

4.3. Promoting

labour-market

reforms & social

dialogue.

Interventions on-going. No new interventions in 2015.

7. Secondments, Technical Advisory Offices, Public Diplomacy and Strategic Reserve

Objective Interventions

Secondments to EU,

the EED and the

World Bank.

Regional. 5.0 mio. DKK (2015). Seconded national experts to the EU and the

European Endowment for Democracy (EED). Partners: EEAS (EEAS-Brussels

and EU-Delegations), EC, EED and the World Bank. The aim is to strengthen

the ability of the EU and the EED to contribute to processes of reform and

democratisation in the MENA region.

Objective

Intervention

Public Diplomacy

Regional + Denmark: DKK 2.5 mio. (2015). Support to DAPP Newsletter and

Public Diplomacy. Partner: DCCD. DCCD publishes DAPP’s regular newsletter in

Danish and Arabic as well as update and keep the social media platforms for

DAPP, which are go-to media for news and information about dialogue,

understanding and cooperation between Denmark and the Middle East and

North Africa (MENA). A 2014 review recommended continuing the current

communication platforms led by DCCD. Activities in 2015 will focus on: 1)

Portraits, news about MENA activities, science, public events; 2) Students and

young people: online educational material, lectures, targeted stories, events; 3)

Reaching a broader public via external Danish and Arab media: building

53

relations between DAPP partners and journalists with one-on-one meetings,

networking, story pitches, organising press travels.

Objective Interventions

Technical Advisory

Offices (TAOs) in

Amman, Sana’a and

Tunis.

Regional. 5.5 mio. DKK (2015) Partners: DAPP TAOs Amman, Sana’a and

Tunis. The aim is to continue to provide advice and foster partnership and

dialogue through Technical Advisory offices in Amman, Sana’a and Tunis.

A format for workplans have been developed, which will be applied for 2015

onwards. This format will include indicators and targets for TAO’s.

Objective Interventions

Strategic Reserve. Regional. 14 mio. DKK (2015). The aim of the strategic reserve is to enable

fast and flexible response to new reform openings and areas for partnership

and dialogue. This budget line will include costs related to M&E and security.

54

8. DAPP Development Engagements under Implementation

Thematic area I - Human Rights, Human Freedoms and Good Governance

Objective Interventions

1.1. Supporting democratic transition (only to ‘transition’ countries, e.g. Egypt, Tunisia, Libya, Yemen and Syria).

Regional. DKK 6.3 mio. (2013) and DKK 5.5 mio. (2014) Danish contribution to the European Endowment for Democracy (EED). Partner: EED. The aim is to foster and encourage democratization and “deep and sustainable” democracy in countries in political transition and in countries struggling for democratization. The contribution from DAPP will consist of a first installment in 2013 amounting to 750.000 Euro and, subject to progress of the EED, a second installment of 650.000 Euro in 2014. In addition, funds have been reserved from the Danida Neighborhood Programme to complement funds from DAPP in both years. Finally, funds have been reserved to second a Danish national expert to the EED to strengthen the Secretariat and enable it to deliver results. Yemen: DKK 14.0 mio. (2013). Implementing the Mutual Accountability Framework agreed between Yemen’s Government and Donors. Partner: The World Bank The assistance will be an addition to Denmark’s general contribution in 2012 to facilitate Yemen’s implementation of the Mutual Accountability Framework (MAF) through a World Bank multi donor trust fund. The contribution will build capacity in the public sector in Yemen. Yemen: DKK 7.5 mio. (2013) + 19 mio. (2014). Support for elections in Yemen. Partner: UNDP Yemen is confronted with the formidable task of holding three elections in 2013-14: A referendum on a new constitution as well as parliamentary and presidential elections. These elections are part of the international agreement on transition in Yemen from one man rule to democracy. UNDP assisted Yemen in holding elections for an interim President early 2012 (supported, inter alia, by the DAPP). Thus, UNDP will also in 2013-14 be the main vehicle for the international community, including Denmark’s support for the elections in Yemen through a multi donor trust fund. Yemen: DKK 11 mio. (2014). Support to the National Constitution Committee Secretariat: Yemen is currently going through a historical transition process. Denmark has been successful in providing strategic contributions to key issues underpinning the transition process in 2013. As an example, Denmark was a first mover in supporting the National Dialogue Constitution secretariat at a critical time. With the National Dialogue process coming to an end, all eyes are turned to the ensuing constitution process. Denmark will continue its first mover role and support the constitution process. The intervention will assist the transformation of the existing National Dialogue Support structures into support to manage the constitution development Process, including support to the establishment of the Constitution Development Committee

55

and nationwide consultations in order to develop a draft document. Support will also be provided to strengthen public communications and capabilities to achieve broader participation.

Objective Interventions

1.2. Strengthening human rights and combating torture.

Regional: DKK 39 mio. DKK (2013). Freedom and Torture – in the Middle East and North Africa. Partner: Diginity The overall objective is to support the fight against torture and ill-treatment following the creation of mechanisms for preventing torture, and for rehabilitating and redressing victims of torture. In order to reach the objective the following four activities will be addressed; 1) Independent systems of regular monitoring of places of detention are being implemented by civil societ5y organizations; 2) criminal justice institutions (prosecution and prison services) are taking preliminary steps to prevent and investigate acts of torture and ill-treatment; 3) victims of torture have their cases documented and are referred to rehabilitation and redress; and 4) rehabilitation services are improving the situation of victims of torture. (partnership agreement)

Regional: DKK 18 mio. DKK (2013). Promoting and Protection of Human Rights and democratisation in the South and East Mediterranean Region. Partner: EuroMed Human Rights Network and Foundation. The overall objectives are to strengthen human rights and democratic reforms in the South and East Mediterranean region through networking and the provision of flexible financial support to human rights NGOs and defenders at the local and regional levels. The immediate objectives are; 1) to strengthen partnerships between human rights organizations and activists in the Southern Neighbourhood of the EU and human rights organizations in Europe; 2) enhance their capacity to promote human rights values and advocate for reforms on freedom of association and assembly; the independence of the judiciary; gender equality and women’s rights; the Middle East conflict; economic and social rights; anti-discrimination and the right of migrants and refugees, 3) provide flexible funding to human rights defenders at risk as well as to emerging and sensitive local human rights initiatives adapted to the developments on-the-ground. (Partnership agreement). Regional: DKK 12 mio. (2014). Regional Human Rights Intervention. Partner: Danish Institute for Human Rights (IMR) The interventions have two overall objectives; 1) to promote effective national institutions and structures for the promotion, protection and implementation of human

56

rights; and 2) to promote public participation as an indispensable element in the development of democracy and fulfilment of human rights, including the promotion of dialogue, based on nationally owned and evidence based facts as an effective means of promoting democratic structures, rule of law and human rights. (Partnership agreement).

Objective Interventions

1.3. Strengthening young people’s participation in public life.

Regional: DKK 11 mio. (2013). Young Women and Men’s Action to address injustice in the Arab Region. Partner: Mellemfolkeligt Samvirke – ActionAid Denmark. The purpose of the interventions are to harness youth leadership and sustain civil society’s action to demand accountability from duty bearers on issues such as equality, access, equity and gender responsiveness in public services. The objectives are; 1) increase the capacities of and mobilise young activists; marginalised groups; movements; civil society organisations; youth groups to act on and to challenge and influence processes of social and political change; and 2) strengthen intercultural cooperation; dialogue; solidarity; and exchange of experience between youth from Denmark and from the Arab region. (Partnership agreement). Regional: DKK 34 mio. (2014). Youth organizations as drivers for change. Partner: Danish Youth Council (DUF), The overall purpose of the programme is to strengthen civil society and a democratic political culture in the MENA region, where youth are organized and youth organizations have influence. The programme has three objectives; 1) to support youth organizations to increase their capacity in and practical experience with influencing society and contributing to reform and democratization processes; 2) increase capacity in and practical experience with dialogue and cooperation across political, cultural, geographical and other divides between youth and youth organizations in the MENA region and Denmark; and 3) to support Danish youth organizations in order for them to be further committed to support and engage in reform and democratization processes in the MENA region by using and developing own organisational experiences and competences, as well as through participation in debates and public events. (Partnership agreement).

Thematic area II – Women’s Empowerment and Gender Equality

Objective Interventions

2.1. Promoting legislative changes that enhance gender equality.

Regional: DKK 5 mio. (2013) and DKK 23 mio. (2014). Women’s Societal Empowerment – the Path to Gender Equality. Partner: KVINFO. The overall objectives are to address and reduce the barriers to women’s political, economic and social participation in the MENA region and enhance the dialogue and understanding of the importance of gender equality and

57

cooperation, between Denmark and the MENA region. In order to reach the objectives KVINFO focuses on four activities; 1) Access to justice; 2) Political empowerment; 3) Economic empowerment; and 4) Gender research and documentation. The activities are guided by the following strategic approaches; a) Dialogue and debate; b) Partnership; development and sustainability; and c) Human Rights Based Approach (HRBA). (Partnership agreement).

Objective Interventions

2.2. Increasing women’s participation in social, political and economic life.

Partner: KVINFO (included in the above 2.1.)

Objective Interventions

2.3. Combatting violence against women (VAW).

Regional: DKK 5 mio. (2013). Promotion of initiatives to combat violence

against women (VAW). Partner: Women’s Council in Denmark (in

consortium with the National Organization of Women’s Shelters in

Denmark, LOKK and Danner). The objectives are to promote awareness

raising initiatives and advocacy; capacity building of women shelters and

other professionals and organizations working with victims of VAW;

establishment of new and innovative support services; promotion of a

regional network and dissemination of partnership experiences. (Partnership

agreement).

Thematic area III – Knowledge-based Societies

Objective Interventions

3.1. Strengthening quality and independent media.

Regional: DKK 7 mio. (2013) and DKK 29 mio. (2014). Media Cooperation and Reform Programme in the Middle East and North Africa. Partner: International Media Support. The aim is to further free expression and access to reliable and diverse information in the MENA-region through media reform and professionalization and at the same time strengthen professional exchange and mutual understanding between media actors in the MENA-region and Denmark. (Partnership agreement).

Objective Interventions

3.2 Strengthening critical and independent academia.

Regional: DKK 8 mio. (2014). Mini-pool for Academic Partnerships. The aim is to enhance critical and independent academia. Partners: To be finalized. A new funding modality for applications for partnerships between Danish and Arab academic actors is currently under formulation with a view to enhance critical and independent media as well as to promote dialogue between Arab and Danish academic actors. The intervention is currently being formulated based on a number of existing academic DAPP

58

partnerships involving University of Southern Denmark, Roskilde University, Copenhagen University, Danish Institute for International Studies and Danish School of Media and Journalism.

Objective Interventions

3.3. Promoting intercultural and interreligious dialogue.

Regional: DKK 5 mio. (2013). Promotion of peace building, social cohesion and mutual understanding through interreligious dialogue. Partner: Danmission in close cooperation with Danske Kirkers Råd and Dansk-Muslimsk Fællesråd. The aim is an enhanced role of interreligious dialogue as an integral factor of promoting peace building, social cohesion and mutual understanding within and between Arab and Danish societies. (partnership agreements)

Egypt: DKK 2 mio. (2013) and DKK 16 mio. (2014). Support to Danish Egyptian Dialogue Institute (DEDI). Partner DEDI. The aim is to enhance Danish-Egyptian dialogue, to build up dialogue capacity and expertise and to facilitate DAPP activities between Egypt and Denmark. DEDI is an intergovernmental body with a dialogue mandate under the DAPP. Established in 2004 with funding from the DAPP, DEDI’s core mandate is to promote political and cultural understanding between Denmark and Egypt. Dialogue expertise cuts across all activities. DEDI has an important role to play as a platform within the strategic framework for DAPP. DEDI’s comparative advantages in dialogue competence and its unique intergovernmental status allow for a broad scope of governmental and civil society partnerships to be brought together. DEDI has particular comparative advantages due to its location in Cairo to nurture networks and long-term partnerships on a daily basis. DEDI is governed by a Board with three Egyptian and three Danish Board members. A new strategy is being developed for DEDI. Funds in 2013 will be allocated to bridge activities for DEDI in the last months of 2013.

Thematic area IV – Economic Growth and Job Creation

Objective Interventions

4.1. Promoting job

creation & lowering

unemployment.

Egypt. DKK 24.0 mio. Support to “Decent Jobs for Egypt´s Young People”. Phase II: (2015) Partner: ILO. Phase II of project initiated in 2012. Focus: An action plan for youth employment, developing the capacity of training institutions, local public employment services, youth organizations and enterprises, and promoting enterprise development and self-employment. Two governorates: Menoufia og Qalyoubia. Activity is currently suspended and for the time-being postponed to 2015.

Tunisia: DKK 2.0 mio. (2013) Support to reduction of unemployment for young people with a professional or academic education. Partner: Centre des Jeunes Dirigeants d’Enterprise (CJD). Follow-up to pilot project during 2012. Focus: Motivating young unemployed people through the use of mass media to seek jobs in the private sector as well as establishing a professional online platform that provides comprehensive information about educational

59

opportunities and professional training in Tunisia.

Tunisia: DKK 16.5 mio. (2014 - 2016)Decent Jobs for Tunisia’s Young People. Partner: International Labour Organization. An agreement was signed with ILO to support decent job opportunities for youth in Egypt in 2012. A second phase planned for 2014 has been temporarily suspended in line with the political decision to suspend support to Egyptian Government institutions subsequent to the ousting of President Morsi in July 2013. This intervention in Tunisia builds on lessons-learned from the intervention in Egypt. Focus: Contribute to increased productive employment and decent work opportunities for young women and men in Tunisia, particularly targeting vulnerable youth facing compounding labour market challenges and risk of labour market exclusion. Three target regions (Beja, Jendouba and Siliana). The desk appraisal concluded that the project is highly relevant. It stated that the ILO has the mandate to tackle structural labour market challenges together with the Government and the private sector in Tunisia.

Tunisia: DKK 5 mio. (2013) and DKK 15 mio. (2015). Support to Agri-food value chain support- Dairy sector. Partner: Cooperation between the Tunisian Ministry of Agriculture and Danish Knowledge Center for Agriculture. Focus: Creation of jobs in the agricultural sector through cooperation on the development of the value chain for milk and milk products, primarily in the North-West region. Options for cooperation with other Danida development finance instruments. Due to delays in project implementation, second phase is postponed to 2015.

Regional: DKK 9 mio. (2014) Support to Middle East and North Africa (MNA) Region-wide Technical Assistance Multi-Donor Trust. Partner. The World Bank. Focus: A second contribution to the Trust Fund. Focus: To provide catalytic donor support, through a World Bank-administered trust fund, to countries in the region that are currently undergoing historic transition and reform. Trust Fund Activities will focus on, inter alia, creating jobs, e.g.: promoting youth employment; increasing female participation in the labor force; facilitating innovation and technology adaptation; facilitating improved trade, logistics and regional integration; advising on options for creating rural non-farm employment. This activity was approved in 2013, but postponed to 2014 due to delay in implementation of some activities.

Regional: DKK 10 mio. (2013) and 28 mio. (2014 – 2016). G8 Deauville Transition Fund. Partner: The World Bank (Trustee), implementing partners 8 IFI’s. Focus: Support reform of social and economic institutions to strengthen inclusive growth in six countries (Morocco, Tunisia, Libya, Egypt, Jordan and Yemen). Reform will be achieved through country-led technical assistance programmes delivered in partnerships with IFIs. The overall objective is two-fold: 1. Strengthen governance for transparent, accountable governments; and 2. Provide an economic framework for sustainable and inclusive growth. A contribution to the Deauville Fund corresponds with the stated request to focus growth and employment interventions and use multilateral financial modalities where possible. Additionally, a contribution to the Deauville Fund complements existing and planned activities by being able to support large scale reform initiatives, enhancing donor coordination as well

60

as enable substance discussions on reform priorities in the region. An amount of 10 million DKK will be granted in 2013, while a second contribution of 28 million DKK enabling Denmark to be a member of the Steering Committee, is pending a Transition Fund review in mid-2014. A Desk Appraisal recommended that the programme be presented for final approval. Three concrete recommendations, including that Denmark should advocate for a results- and monitoring framework as well as a risk management plan for the fund, are implementable.

Objective Interventions

4.2. Supporting micro-

and small enterprises

& entrepreneurs.

Regional. DKK 20.5 mio. kr. (2013): Support to Corporate Governance and Sustainable Investing Initiative and Climate Change/Green Growth. Partner. IFC.

The IFC has received funding for two regional activities. Firstly, for corporate governance with the aim to assist companies accessing finance and increasing firm performance through various types of corporate governance initiatives. The funds will be allocated through a joint IFC-WB SME Facility. Secondly, a Climate Change/Green Growth Programme. This intervention comprises three elements, namely a resource efficiency program and a clean energy program. The two activities will specifically address Egypt and Tunisia. However, the description of the activities is not yet fully developed. The IFC will therefore prepare detailed project proposals for two facilities. Tunisia: DKK 11 mio. (2014 - 2015). Souk Attanmia. Partner: AfDB. Focus: Expansion of the Souk Attanmia, a “development market” focused on supporting entrepreneurship in Tunisia. The Souk Attanmia was created as an initiative between the African Development Bank and 19 other partners in the wake of the Tunisian revolution in 2011. Based on lessons-learned from the pilot phase (2012 – 2013), a second phase of the project will focus on start-ups and young high-growth companies, has been planned. The support will be arranged as an extension of the 2011 Financing Agreement with AfDB, thus involving no new partners.

Tunisia: DKK 21.5 mio. (2013). Support to democratic local governance: Partner: VNG- CILG. Focus: Consolidation of democratic local governance towards stability and social peace in Tunisia, including the promotion of small and participatory municipal projects adapted to the actual context of crisis and democratic transition.

61

Objective Interventions

4.3. Promoting labor-

market reforms &

social dialogue.

Regional: DKK 19.0 mio. (2013): Support to Democratic Trade Union Development and Social Dialogue in the MENA Region. Partner: LO/FTF Council. Strengthening of democratic labour unions, labour rights, social dialogue and peace at the labour market, economic growth and job creation. (Partnership agreement.

Regional: DKK 5.0 mio. (2014): Support to Partnership for Inclusive Growth and Job Creation. Partner: The Confederation of Danish Industries. Cooperation with the LO/FTF Council (Danish trade unions). Focus: Democratic reforms, business environment, formalization of the labour market and dialogue with the trade unions. Possible incl. support to young IT entrepreneurs. (Partnership agreement).

Secondments, Technical Advisory Offices and Strategic Reserve

Objective Interventions

Secondments to EU, the EED and the World bank.

Regional. 2.0 mio. DKK (2013) and regional 10 mio. DKK (2014). Seconded national experts to the EU, the European Endowment for Democracy (EED) and the World Bank. Partners: EEAS (EEAS-Brussels and EU-Delegations), EC, EED and the World Bank. The aim is to strengthen the ability of the EU, the EED and the World Bank to contribute to processes of reform and democratization in the MENA region.

Objective Interventions

Technical Advisory Offices (TAOs) in Amman, Sana’a and Tunis.

Regional. 2.5 mio. DKK (2013) and 6.8 mio. DKK (2014). Partners: DAPP TAOs Amman, Sana’a and Tunis. The aim is to continue provide advice and foster partnership and dialogue through Technical Advisory offices in Amman, Sana’a and Tunis.

Objective Interventions

Strategic Reserve.

Regional. 32 mio. DKK (2013) and 30.2 mio. DKK (2014). The aim of the strategic reserve is to enable fast and flexible response to new reform openings and areas for partnership and dialogue.

62

9. Criteria for selection of Strategic Partners The selection of DAPP strategic partners has been based on a number of criteria ensuring that the

organisations work in line with the principles and values of the DAPP. The following criteria have been

applied as the basis for assessing the applications:

The activities of the DAPP partner organisation fall within the thematic areas defined;

The interventions target areas that are relevant and genuine in relation to the current development challenges in the region;

The interventions ensure broad outreach and inclusion of a varied range of stakeholders both in Denmark and the MENA region;

The interventions are locally embedded, based on needs defined by the partners, carried out with strong local ownership and based on equal partnership.

The interventions are sustainable and aim at fostering long-term relations and equal partnerships

The Danish organisation has the capacity to facilitate the implementation of the programme possessing the following qualities:

o Professional insight into the thematic areas o Particular Danish expertise o Administrative and professional capacity o Knowledge of and presence in the MENA region o Established collaboration with relevant and qualified partners in the region o Demonstrated wish to engage in genuine partnership based on understanding of and

respect for local needs, views and constraints o Active use of the organisation’s members and networks to promote dialogue

The Arab partners have the will and capacity to implement the activities possessing the following qualities:

o Commitment to the aims of the partnership o Commitment to collaborate with Danish partners o Adequate administrative and professional capacity o Active use of the organizations members and networks to promote dialogue

There is a clear strategy and coherence and clear goals and indicators between goals and means in the application