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Date of Submission to Coordination Unit:

A. GENERAL INFORMATION

1. Activity NameLeading the Way Program: Pilot project for developing leadership capacity to support Tunisia’s transition (Phase I.1 )

2. Requestor Information Name: Noureddine Kaabi Title: Economic Advisor to the Head of the Government

Organization and Address: Head of the Government, El Kasba, Government of Tunisia

Telephone:+216 (98) 830 845 Email: [email protected]

3. Recipient Entity Name: Dr. Mohamed Najib Mansouri Title: Director

Organization and Address: Unit for Government Programs Coordination and Assessment, Presidency of the Government – Government of TunisiaTelephone:+216 (71) 268295/+216 (98) 244327 Email:[email protected]

4. ISA SC RepresentativesName: Kolster Jacob Title: Director, North Africa Region 1

Organization and Address: African Development Bank

Telephone: +216 71 10 20 65 Email: [email protected]

5. Type of Execution√ Type Endorsements Justification√ Country-Execution Attach written

endorsement from designated ISA

Joint Country/ISA-Execution Attach written endorsement from designated ISA

(Provide justification for ISA-Execution)

ISA-Execution for Country Attach written endorsement from designated ISA

(Provide justification for ISA-Execution)

ISA-Execution for Parliaments Attach written endorsements from designated Ministry and ISA

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25.01.2013

6. Geographic Focus√ Individual country (name of country): Tunisia

Regional or multiple countries (list countries): Tunisia is a pilot country for this project. This program could be extended to other MENA countries after a successful delivery of its first year.

7. Amount Requested (USD) Amount Requested for direct Project Activities: USD 1,475,000.00

Amount Requested for ISA Indirect Costs: USD 125,000.00

Total Amount Requested: USD 1,600,000.00

8. Closing and Final Disbursement Date

Start Date:01/04/2013

Closing Date: 31/03/2014 Final Disbursement Date:

01/05/2014

9. Pillar(s) to which Activity RespondsPillar Primary

(One only)Secondary(All that apply)

Pillar Primary(One only)

Secondary(All that apply)

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

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

√

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

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

√

B. STRATEGIC CONTEXT

10. Country and Sector Issues (no more than 2 paragraphs maximum)

For about 23 years, Ben Ali’s regime grip on Tunisia was maintained by a combination of harsh repression and statist economic development. However, on 14 January 2011, the regime of Ben Ali came to an abrupt end revealing the fallacy of his leadership ‘model’. It became clear that it was mostly those with close ties to the regime who were given opportunities to

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thrive and evolve as leaders in the public and private sectors. Many private businesses benefited from the largesse of the regime and an unfair competitive environment to grow and thrive. Even leaders of organizations in civil society were selected, influenced and pressured by the regime. As a result, only those acquainted with those in power had the opportunity to develop leadership experience, while leadership capacities in the rest of society faded away. Even after the departure of Ben Ali, the old oligarchy still permeates the state apparatus, occupying key positions in the administration, the Interior Ministry, the media, the judiciary and so on.

The new authorities in Tunisia have recognized the development of leadership skills in the private and public sectors as well as in civil society as a critical condition for a successful transition process. In May 2012, the Ministry of Administrative Reforms of the Republic of Tunisia signed a memorandum of understanding with the University of Victoria seeking cooperation and exchange for the development and delivery of training programs in leadership and governance and technical cooperation in the areas of governance and administrative reforms (see Annex I ). In June 2012, the University of Victoria’s Peter B. Gustavson School of Business collaborated with New York University’s Stern School of Business to deliver a coaching program for senior officials in Tunisia over three days, where internationally renowned, transformative states-people and influential scholars exchanged ideas with and advised Tunisian officials. These meetings and coaching sessions informed Tunisian leadership decisions and provided insights into reforms and transition challenges. See Annex II for endorsement letter from Prime Minister Jebali.

Based on this successful experience, the Tunisian Government is hereby proposing to train new leadership at the decision making level of Tunisian society to lead the way. The funding requested from the MENA Transition fund, alongside the Tunisian Government investment, will allow initiation of a Leading the Way pilot project and which will: i) consolidate a delivery consortium, ii) develop program content, and iii) deliver training.

11. Alignment with Transition Fund Objective

“The objective of the Transition Fund is to improve the lives of citizens in transition countries, and to support the transformation currently underway in several countries in the region (the “Transition Countries”) by providing grants for technical cooperation to strengthen governance and public institutions, and foster sustainable and inclusive economic growth by advancing country-led policy and institutional reforms.”

Despite the relatively peaceful revolution in Tunisia and initiation of the process of democratic transition, a number of political and socio-economic challenges threaten Tunisia’s future. The main risk in Tunisia lies in the uneasy coexistence of the old system with the emerging new one without transformative leadership to lead the way and inspire Tunisians to believe in a better and bright future. The fate of Tunisia’s democratic transition rests on whether or not the new leadership of the country will be able to dismantle the previous power structure and replace it with new transparent, engaging and modern governance of public, private and civil society institutions and organizations. Tunisia’s leadership has to undertake major reforms in key strategic sectors in order to successfully achieve democratic transition and move towards a sustainable socio-economic development model. The trajectory of Tunisia’s transition will depend on renewed leadership of the political, economic and social forces and, particularly, on the extent to which they will able to work together and collaborate across all divides of society (private, public and civil society) for a growth agenda based on good governance and inclusiveness.

The development of leadership capacity and synergies between key stakeholders will lay the foundation for a new momentum in Tunisia. This momentum will be based on (i) strengthening governance and public institutions, (ii) fostering sustainable and inclusive economic growth by advancing country-led policy and institutional reforms, (iii) creating the necessary conditions for improving competiveness and integration throughout all pillars of social and economic development, and (iv) contributing to job creation and reducing regional disparities. The Leading the Way pilot project is transformative in nature and will strengthen governance and foster sustainable and inclusive economic growth through the development of new leadership capacity in Tunisia. In particular, this project is aligned with the MENA Transition fund pillars:

• Investing in Sustainable Growth: It is easy to think that the democratic transition in Tunisia (and in MENA countries) is an unstoppable process. However, the quality of the process of democratic transition depends among other factors on transformative and inspiring leadership to lead the way. It goes on to underscore the importance of leaders in bringing about change and in ensuring the sustainability of democracy in Tunisia. Tunisia’s new leaders must incorporate new skills, competencies and trust to inspire a generation of young people, who have only theoretical exposure to freedom of belief, expression, and assembly, into a system that fosters open political debate and contestation, entrepreneurship, innovation, an open-economy, etc. Tunisia’s leaders will then be instrumental in helping the country to overcome its

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challenges through:

i) the promotion of rule of law, security and dialogue needed to encourage investment,ii) the formulation of reforms - identified in a consultative manner - to facilitate the transition of the economy and

the establishment of a new social contract,iii) the development of strong institutions, and iv) the identification of new opportunities for regional and international integration.

World class academic institutions will cooperate with Tunisian institutions and government to create a transformative leadership training and education curriculum to be delivered in Tunisia and abroad to a variety of participants selected for their leadership potential. These new leaders will lead the way through entrepreneurship, innovation and contributions to enhancing the business environment, embracing a global mindset to compete locally and globally, and contributing to the well-being of their communities. The program will allow participants to be exposed to other experiences in developed countries and in countries with successful paths for democratic transition and socio-economic development.

• Inclusive Development and Job Creation: The development of transformative leadership capacity in Tunisia, and in the MENA countries, is a long term program that will be structured along the following leadership tiers:

1. Tier 1 - Senior political leadership: These are political leaders in government or opposition responsible for shaping the future of the country; ministers, advisors, representatives, etc. Figure 1 shows the main officially recognized political parties represented around the main ideological camps.

2. Tier 2 - Executive level leadership: An executive level leader might be a director general in the public sector, chief executive officer or president / director general in the private sector or the top leader of a non-governmental organization like the secretary general of a union or human rights organization. Regional political leaders like “governors” are also considered to be at the executive level.

3. Tier 3 - Working level leadership: A working level leader might be, for example, a director, division chief, or functional area head or regional leader.

Figure 1: Map of Tunisian Political Parties (source: http://www.fhimt.com/2011/04/23/infographie-les-partis-politiques-tunisiens/)

This program is based on a “cohort approach” to all tiers. A cohort will be composed of participants from government, private sector and civil society. Participants will be selected based on their leadership potential and opportunities, with good

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http://www.fhimt.com/2011/04/23/infographie-les-partis-politiques-tunisiens/

representation across genders, regions and age groups. Going through the program together as a cohort will contribute to improving trust among them and will increase networking and future collaboration potential. As in other similar situations, such as South Africa, inclusive development and job creation in neglected regions will happen only when new transformative leadership recognizes the importance of diversity and inclusive entrepreneurship for innovation and creative socio-economic development. The program will include participants from the civil society engaged in social and economic development. It will encourage participation of minorities WITHOUT compromising quality criteria.

• Enhancing Economic Governance: Transformative Leadership is the foundation to introducing modern governance principles such as transparency, anti-corruption and accountability, financial management and oversight, audit and evaluation, integrity, procurement transparency, social responsibility and sustainability. The program will select regional and local government leaders (e.g., governors, delegates) to increase partnership, encourage collaboration and build leadership capacity in each community and across communities. By doing so, the program will foster decentralization and enhance governance of regional socio-economic development. Exposing participants to other states-people, from other countries who faced similar challenges and have successful experience in democratic transition, will provide tangible and practical ideas for regulatory and administrative reform. The program will draw upon participants from both service and manufacturing sectors.

• Competitiveness and Integration: Recent statistics credit management with 64% contribution to the productivity of a given organization or business. Transformative and inspiring leaders are the main thrust to improve Tunisia’s competitiveness in the region and around the world. This holds true for business, government administration and other agencies. The Leading the way program is based on a deep understanding of the fundamental areas of government and business and the awareness of how these areas continuously interact with one another for value creation and sustainable inclusive growth. The program will be structured to induce fundamental knowledge and critical thinking for cross-domain integration and value creation.

12. Alignment with Country’s National StrategyThe Tunisian revolution’s (Jasmine Revolution) demands are for freedom, dignity and social justice. The transition period has revealed crucial requirements for security, stability, national unity and reforms in all sectors, but more importantly economic and social reforms to address social and regional disparities.

The Interim Government has adopted an economic and social development agenda based on the implementation of far-reaching policy reforms to meet the aspirations of the revolution, as well as sectorial policies centered on major infrastructure projects and the implementation of reforms to transform Tunisia's development model . This government agenda aims at strengthening competitiveness and stimulate sustainable growth based on greater social cohesion to ensure a lasting improvement in the living conditions of the population. The Government’s agenda focuses on six key priority areas: (i) Human development and social and regional inclusion; (ii) Governance, social accountability and citizen participation; (iii) Employability, job creation and economic sophistication; (iv) Global integration; (v) Financing of the economy; and (vi) Environment and natural resource management.

The proposed project, while focusing primarily on the Governance, Human Capital development and Social and regional inclusion pillars will have a major spillover effect on the rest of the areas of focus. Indeed – and as stated above - the proposed program will help first and foremost train transformative leaders capable of taking on the challenges facing the country, creating critical mass for change, and leading the way assisted by modern and effective leadership style for making it happen. New leaders will introduce modern governance principles at the highest level of the state while promoting decentralization and empowerment of local and regional leaders. The program, by exposing participants to practical ideas for regulatory and administrative reforms, will facilitate implementation of these concepts. Leaders from all socio-economic sectors will come together in very focused and experiential training program facilitated by international experts to explore new ideas, and develop collaboratively transformative strategies. These new leaders will partner together and will take ownership of the National priorities throughout all socio-economic sectors and in many regions of the country.

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Challenges and Constraints Strategy Pillars Government's Strategy

Establishing participatory democracy:

Restoring macro-economic stability and a sustainable growth model:

Infrastructure development Natural resource management

and climate change. Reducing the poverty rate and

regional disparities: Reducing unemployment and

improving integration: Consolidating the banking sector

and debt control.

Social and

regional in

clusion

Govern

ance

Social Accountability and Citizen Participation

Strengthening Associative Action

Development of competitiveness

Integration into the global econom

y

Financing of the Economy

Access to Information

Participatory reform of the administration

New Trade Policy

Reallocation of powers and resources between the State and the Regions.

Economic Sophistication

and Employability

Hum

an Developm

ent

Reform of banking sector governance and development of financial markets

Development of micro-credit

Strengthening of job creation and integration, especially in the regions

Strengthening technological infrastructure

Figure 2:Tunisian Government Strategy

C. PROJECT DESCRIPTION

13. Project Objective

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Développement huma in

The aim of the proposed program is to develop a critical mass of leadership capacity at decision-making levels of Tunisian society in order to lead the way to long-term institutional effectiveness, efficiency and success. To that end, it has been suggested to start with a pilot project.

The objectives of this pilot project are to:i) Consolidate a consortium of international academic institutions, design program structure & content and

develop a training platform for the successful delivery of transformative leadership program for Tunisia, ii) Build transformative leadership capacity in Tunisia to engage in political, economic and social reformsiii) Enhance Tunisia’s ability to manage its democratic transition and create new synergies between different

stakeholders (public service, private sector and civil society) for a new momentum in the country,iv) Connect Tunisia’s leaders with international mentors and experts to support managing the complexities of

democratic transition, v) Enhance Tunisia’s international competiveness and integration in global economy, and vi) Lay down the foundations for a long term transformative leadership building capacity in Tunisian and

potentially in the MENA region.

After the end of the Apartheid regime, a similar project was implemented in South Africa as part of the reconciliation process, facilitated by Harvard University and the University of the Witwatersrand (Johannesburg), and funded by the World Bank, in order to train leaders in the formerly segregated communities. This proposed project finds its inspirations in this unique experience and draws closely on the expertise of those people involved in the transformative process.

14. Project Components

Program StructureThe proposed pilot project is phase I of a larger leadership development program, targeting three levels:

Tier 1 - Coaching and mentoring program for government officials and politicians: Help Tunisian leaders (current and future ministers, advisors and politicians) develop fundamental state governance skills, and access knowledge and expertise of states-people from around the world with experience in democratic transition and institutional reforms.

Tier 2 - Executive training and mentoring for senior executive staff: Develop more effective executive level managers in the public and private sectors and in civil society (nonprofit organizations and unions). Curriculum will focus on best practices delivered by world class experts and facilitators to help senior executives in Tunisia address the complex challenges and potential opportunities during this transition period.

Tier 3 - Management training and mentoring for middle managers: Tunisian partners will roll out a large scale initiative to train middle-level managers in the public and private sectors around the country. This program will be delivered by Tunisian Partner Institutions and coached by senior experts from the consortium.

The training and coaching activities for all three Tiers will be based on a cohort approach. A balanced representation in each cohort (across gender, regional, and sectorial dimensions) will ensure participants are selected based on their leadership skills and to represent the diversity inherent in Tunisian society. Representation in this program across all ideological stripes is very important and the selection process will take this criterion into account. Tier 2 participants will be selected in roughly equal groups from government, private sector and civil society.

At the end of the complete project, we expect the Leading the Way program to contribute to institutionalizing capacity building in Tunisia (and in other MENA countries) through the education, training and coaching of transformative national leaders. It will help bridge the divides in the society and across sectors (private, public and civil society) and it will contribute to the foundations for good governance and inclusiveness.

The implementation of this program will be executed according to the following phases (see Figure 3):

Phase I: Pilot project, limited to Tier 1 and Tier 2.o Phase I.1 : Content development and tier 1 pilot project.

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o Phase I.2 : Tier 2 cohorts’ pilot project. Phase II: Rolling-out the Tier 1 and Tier 2 programs in Tunisia, and designing, developing and delivering the Tier 3

program, and Phase III: Rolling out the program to other MENA countries.

National Leadership Commitment

Consortium of Excellence

Program Design and Development (First Iteration)

Pilot Cohorts Tier 1

Evaluation Tier 2 (& Phase I)

Roll-Out (Tunisia)

Roll-Out (Regional)

Q1/13 Q4/13Q3/13Q2/13 Q1/14 Q4/14Q3/14Q2/14 Q1/15 Q2/15

3-5 years

3-5 years

Phase I.1 (Reduced Scope Initial Project)

Pilot Cohorts Tier 2

Evaluation Tier 1

Phase I.2

Figure 3: Program structure

Details of Phase I.1 are provided below.

Project Components – Phase I.1

This pilot project is the first step toward building a transformative leadership in Tunisia and throughout the MENA region (see Figure 2). The pilot program constitutes the basis for securing technical cooperation between Tunisia and world class academic institutions to initiate the Leading the Way program.

The pilot project will focus on tier 1 and tier 2 only and will allow implementation of the following components:

1. Consolidation of the program delivery consortium2. Design of program architecture and development of content for tier 1 and partial development for Tier 23. Pilot delivery of the program to two cohorts atTier 14. Evaluation of the pilot project

Component 1: Consolidation of the program delivery consortium (US$150,000)The Transition Fund will provide necessary support to establish the formal technical arrangements and governance structure necessary for managing the Leading the Way program. This effort will include:

1. Negotiation of the partnership agreement : Upon approval of the funding, the Tunisian Government with the support of the African Development Bank and the University of Victoria will lead the negotiation of partnership agreements with the different institutions for implementation of the pilot project;

2. Establishment of the governance structure of the program: o Steering committee: For good and transparent governance of the program, a formal steering committee will

be established and will be chaired by a Tunisian Government Official. The steering committee will be responsible for the overall execution of the project and will approve the program architecture, content and delivery platform. The committee will be responsible for implementing quality assurance procedures and assessing overall performance and impact of the program.

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o Project management office: The project management office will be responsible for planning and execution of all activities of the program and monitoring all aspects of the execution.

o Program secretariat: The Tunisian Government will provide office space and human resources to establish an official secretariat for the program. The secretariat will be responsible for registration of participants.

3. Determination of delivery arrangements: The way the curriculum will be delivered and the format, location and timing of the different activities will be defined.

Component 2: Design of program architecture and development of content (US$900,000)Component 2 of the pilot project will focus on the development of the program architecture and program content for each of the two Tiers selected for this pilot project. The architecture design and content development include the following activities, and will be completed for Tier 1 and partially completed for Tier 2 in Phase I.1:

1. Requirement gathering and analysis : The context and realities of Tunisia need to be reflected fully in the design of the program and its curriculum. A systematic process of gathering relevant information through on-site visits to Tunisia, meetings and discussions with current leaders, focus groups with potential participants, a thorough survey of secondary sources of data, and references to prior experiences will be used to draw a detailed and accurate understanding of the requirements.

2. Curriculum (Program Architecture) Design : Curriculum design will be guided by design principles and based on modern and engaging learning processes. The following design principles will be considered: Emphasis on applying learning to on-going work/leadership issues (skill-development) Help build an overarching framework for leadership effectiveness Understand cognitive-complexity (multiple lenses & frame-breaking) Understand and apply fundamental managerial issues and best practices Foster strategic thinking and change management skills Expose participants to role models/mentors Incorporate international “best practices”

The learning process will be structured around reflection, learning, analysis, application and reflection activities (see Figure 4).

Reflection Analysis

Preparatory Assignments Modules Anchor Assignments

ReflectionLearning Application

Figure 4: Learning Process

3. Content Development : Building on the advantages of having a consortium of world-class universities to design and deliver the training, this project will draw on the breadth and depth of expertise and experience of senior faculty members from these institutions. In essence, the modules and sub-modules in the curriculum will collectively constitute an overall portfolio of leadership competencies necessary for leading large organizations, dealing with a complex and changing environment, and effectively implement large-scale change. Each partner institution in the

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consortium will play to its strengths in developing content for different sub-modules.

4. Delivery Platform : The delivery platform is a combination of formal lectures, guest speakers, coaches and mentors, information management and learning technology and facilities. The project will consider the development of an e-platform and connect it with e-Government solutions. The Government of Tunisia, through its Unit for Government Programs Coordination and Assessment, will take responsibility for the development of the IT platform.

5. Consolidation : The consolidation of sub-modules and modules will be done with an eye to creating a truly integrated, seamless program. The emphasis is on avoiding content “silos” or isolated pockets of knowledge and content but rather ensuring that participants understand the “big picture” and how the overall program/curriculum framework applies to their own leadership challenges. Concurrently, the consolidation has to be done such that the inclusion and relevance of each module and sub-module is clear.

6. Participant Assessment : As per the Learning Process outlined above, a critical part of the program focuses on Reflection, which suggests a very personalized approach to learning. As such, individual assessment of participants is an important feature of this program. A systematic assessment will be conducted at each stage of the program as well as during the program on specific skills and competencies. (For selection into the program, see the discussion below.)A final assessment at the end of the program will also serve as valuable feedback for the participants for continued self-learning and personal growth.

Component 3: Pilot delivery of the program to tier 1 (US$750,000)Component 3 of the pilot project will focus on delivery of two pilot programs for Tier 1. This component will be designed to help Tunisian leaders (actual and future ministers, advisors and politicians) develop fundamental state governance skills, and access knowledge and expertise of states-people from around the world with experience in democratic transition and institutional reforms.The program will target about 60-70 participants from various political parties to facilitate networking among the participants, foster collaboration and promote ideas and knowledge sharing and challenging.

We recognize that over 100 official parties now operate in Tunisia, fewer than 30 of which are represented in the National Constitutive Assembly, including many independents. Many of these parties and groups have already begun to organise themselves into coalitions. The challenge will be to devise a selection process and procedure for inclusion of participants with high leadership potential and ability to play a transformative role. As a starting point, we will focus on leaders already in government and on the parties and participants represented in the National Constitution Assembly, with openness to include other participants from other political parties and civil society. The main reason for this focus is to see transformative action taken while these participants are still in decision-making positions.

Selection : The participants will be selected through a multi-step process in the following sequence: 1. Self-application 2. Endorsement by the political party3. Endorsement by at least 3 other politicians (preferably from other political parties)4. 3 Letters of recommendation:5. Selection interview6. Acceptance offer

Program Structure : The program will include activities such as short seminars and workshops, coaching and mentoring by states-people from other countries, and one-on-one consultations. The emphasis is on learning from other leaders who have successfully dealt with and navigated through similar challenges in the development of their own countries. These seminars and workshops will be organized and delivered by leading universities and international institutions. Opportunities for travelling abroad and connecting with peers from other countries will be planned in order to offer experiential learning opportunities to those leaders engaged in the program. The program will be spread over the course of 3-6 months and participants will be required to participate in all activities. The scheduling of these activities will be done with maximum sensitivity to the heavy workloads of these leaders.

Evaluation and Certification : The evaluation will be structured as follows:– Participants: Each participant will be evaluated at the entry and at the end of the program in order to assess

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his/her progress.– Instructors/program evaluation: Every module (and sub-module) in the program as well as the overall

program will be assessed for quality, relevance and usefulness using quantitative measures as well as qualitative comments from the participants. Likewise, every instructor in the program will be assessed.

– Surveys: Comprehensive surveys of the participants in the short-term (3 months out), medium-term (6 months out) and long-term (12 months out) applicability and use of the learning will be done to assess the validity of the program. Feedback will be used to ensure continued refinement of the program.

– Certification recognizing achievement and excellence will be delivered by the consortium institutions to each participant successfully fulfilling the requirements of these programs. Official convocation ceremonies will be held in Tunisia to recognize graduates’ excellence.

Component 4: Evaluation of the pilot project (U$100,000)The pilot project outputs and outcomes will be evaluated as follows:

Evaluation : During the requirement gathering and analysis, a comprehensive survey of the participants and organizations to assess Leadership Capacity in the country. Then, another set of surveys will be administered 3 months after graduation of the first cohorts to measure short-term impact of the pilot project. If budget and time permits, additional surveys will be administered to measure medium-term (6 months) and long-term (12 months) effects.

Impact Assessments : A research team will develop a proper impact assessment methodology and deploy researchers (e.g., post-doctoral fellow) to collect data and produce a project assessment report. The report will document lessons learned, participants and institutional feedback and effects assessment.

The capstone celebration : A capstone celebration event will be organized for celebrating excellence and success. Senior leaders of the country and international guests will be invited to attend a ceremonial event to hand out certificates of participation and awards of excellence. Awards to participants will focus on exceptional leadership skills and behaviors during the course of the program. Instructors, guest speakers and coachers will be recognized for the excellence of their teaching and inspiration.

Implementation schedule

Pre-development (2 months) – Consortium Initiation &Needs identification The academic partners in the consortium – University of Victoria (Canada), Oxford University (UK), Maastricht University (Netherlands), University of Pretoria (South Africa) and “Ecole Nationale d’Administration de Tunis” (Tunisia) - will come together to discuss terms of operations, agree on roles and responsibilities, develop overarching pedagogical frameworks and management procedures, and initiate the program.

Following launch of the consortium, senior officials and potential participants in Tunisia will be consulted to identify training needs and requirements and validate the training and coaching objectives. This is a key activity that ensures that the consortium members have the right background information to start building the curriculum that is tailored to the Tunisian context, in sync with the long-term objectives, and reflective of the challenges that the participants face on a daily basis in their leadership roles.

Development (6 months) – Formulation of the curriculum Experts from participating institutions will build the curriculum, design the training modules, and develop detailed content for the sessions and the corresponding training materials. The development of training modules will involve world class senior professors and practitioners from the different partner institutions. In line with the Learning Process outlined in Figure 2, the design and the materials will be oriented towards Reflection, Learning, Analysis and Application as the central pieces of the pedagogical approach. In other words, the curriculum will not focus only on the content/activities to be done during

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the actual sessions but include work to be done before and after – making it personalized and making it applied is key to effective learning.

Several iterations of revisions and refinements of the content are anticipated as the different modules are woven into a fully-integrated program. It is important to note that the emphasis is on a program rather than a collection of modules or content. In other words, there needs to be a clear connectivity among the different modules such that the overall package carries meaning, relevance and scholarly integrity. Special attention will be paid to ensuring a seamless integration of the modules and ensuring that the design is such that the participants fully understand “the map of the forest along with the trees”.

Deployment (6 months) – Implementation of capacity building activities (Delivery of pilot)The implementation unit will manage participant enrolment and capacity building delivery (logistics and content) in close collaboration with the head of the academic consortium (see section 15 – partnership agreement). The two pilot programs aim at training about 60-70 senior officials (Tier 1).

Graduates from the first pilot program will be encouraged to mentor and interact with participants in later programs, so that strong networks will be established.

Redeployment (1 month) – Evaluation of Tier 1 PilotThe implementation unit will work in close collaboration with the partner institutions to document evaluation of the pilot project and collect relevant metrics. It will run pilot project evaluations as described in component 4. Proposals for Phase 1.2 will be prepared for implementation in FY2014.

15. Key Indicators Linked to Objectives

At the end of 12 months the project will have achieved the following objectives: Consolidate a technical consortium from international academic institutions Consolidate to support Tunisian

Government Design of Leading the Way Program architecture for Tier 1 and Tier 2 (partial) Program content for Tier 1 and initial draft program for Tier 2 Training of 60-70 senior officials and politicians (tier 1: ministers and alike) Independent and Scientific Assessment of the project impact Detailed project proposals for Phase I.2

This pilot project has the potential for putting the foundations for a transformative leadership capacity to lead the way for a successful and positive democratic, economic and social transformation in Tunisia.

D. IMPLEMENTATION

16. Partnership Arrangements (if applicable)

This ambitious capacity building pilot project for Tunisia will be based on a consortium of institutions led by a project implementation unit hosted by the Presidency of the Government of Tunisia with the support of the African Development Bank.

Tunisian Government The Head of the Government and senior ministers fully endorse the development of this capacity building program. A first experimental coaching workshop (pilot test) took place in Tunis last summer. The Head of the Government and most

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ministers attended the program which was considered successful by all participants. A set of private and group coaching and mentoring sessions were organized and included the Head of the Government providing the Tunisian leaders with insights and lessons learned from other similar democratic transitions (e.g., Georgia, El Salvador, South Africa, and Rwanda). Those meetings had an important impact on Government policies and convinced its leaders about the need to introduce governance reforms and a transformative leadership training program.

On July 2nd, 2012, The Tunisian Government created the Directorate General (“Unit”) responsible for government programs monitoring, performance measurement and public policies assessment (Decree n° 2012-648 dated 2nd of July 2012). This unit will be in charge of the overall implementation and coordination of this pilot project. It is worth noting that the Government has submitted in August 2012 a legislative act to the National Constitution Assembly to transform this Unit into an independent council in order to encourage its transparency and neutrality.

This Unit will oversee the selection process of candidates and the execution of the training activities in close collaboration with the selected academic institutions and the African Development Bank.

The Tunisian Government will also provide facilities and venues for the delivery of the different components of the project. Ministries and public institutions will provide candidates and commit to pay any extra financial contribution for their registration and activities required by the training programs.

National Constitution AssemblyThe pilot project will draw participants to the tier 1 program from the pool of politicians in the National Constitution Assembly. The pilot project implementation unit will work closely with the leadership of the National Constitution Assembly throughout the project to better serve the new Tunisian political leadership. Good representation from among the different stripes of the political spectrum, genders and minorities will be enforced by the steering committee before making acceptance offers to any candidate.

Academic InstitutionsDuring the first phase of the program, the consortium of academic institutions will be established to design the training modules and deliver them. Pre-consultations have already been done to assess interest.The successful delivery of this program will depend on a technical consortium of excellence. Building upon the MOU signed with the Gustavson School at the University of Victoria (see Annex I), the following institutions have agreed to join the core membership of the consortium:

Blavatnik School of Government of the Oxford University (UK), Gordon Institute of Business Science of the University of Pretoria (South Africa), School of Business and Economics of the Maastricht University (Netherlands), and « École Nationale d’Administration de Tunis » (Tunisia).

Other partners including EDHEC School of Business (France) and the Stern School of New York University(USA) have been contacted and are willing to participate in the program as needed. All Tunisians are well trained in Arabic and French. Offering the program in English serves an additional purpose of extending Tunisian leadership skills in order to engage the World more broadly than has historically been the case.

The consortium will potentially call upon other academic and professional institutions, guest speakers and mentors. Each one will be formally invited to join the project and help develop or deliver a specific component of the curriculum.

African Development BankIn addition to assuming fiduciary responsibilities for the proposed project –“as ISA”, The African Development Bank will be in a position to facilitate exchange of experience in the region and across the continent by mobilizing experts and high level officials. Such activities will be implemented in the third and fourth components of this project.

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Private SectorPrivate sector representatives have been consulted and have shown a strong interest in this project. Continual training and education are already part of the Tunisian Private Sector culture. Some fiscal incentives exist in Tunisia to recover a portion of the additional financial contributions that would be required for co-financing this program.

Civil SocietyMany leaders of the civil society have shown strong interest in this project (e.g., unions, NGOs, associations). Given their limited financial resources, most participants representing the civil society will not be asked for additional financial contributions.

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

A Program Secretariat will be in charge of the administration of the project (see section 18). In particular a series of dissemination events targeting development partners and the civil society will be organized. These dissemination events will be used to share experience with other related projects and initiatives and to coordinate efforts among partners. As part of component 2 an electronic platform will be created to further publicize project achievements and allow wider dissemination of the training materials.

In addition, the proposed project will support the execution of the reforms promoted within the 2011 and 2012 multi-donor budget support operations involving the AfDB, the EU, the French Development Agency and the World Bank

In particular, it will help support the reforms undertaken in the Support Program for Social Inclusion and Transition approved in 2011 (Pillar 3 Strengthening participation and citizen control). It will support in particular objectives 3.1 (Improving the level of citizen participation), 3.3 (Promoting access to information), and 3.4 (Strengthen transparency and accountability to citizens). This assistance also strengthens the reforms promoted under the 2012 "Budget support for Economic Recovery and Inclusive Development" and in particular the third pillar: Transparency, Accountability and Participation (Strengthening budget transparency Strengthening the effectiveness and efficiency of budget execution; strengthen public access to information).

18. Institutional and Implementation ArrangementsAs laid out in section 15 implementation of the project will be based on a consortium of institutions led by a project implementation unit hosted by the Presidency of the Government of Tunisia with the support of the African Development Bank and involve a consortium of World-class education and training institutions. The organizational structure for the project implementation unit is shown in figure 5.

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Steering Committee

Tier 1 Program Director

Tier 2 Program Director

Alumni Chapter Manager

Project Manager

AfDB

Tunisian Government

InstiutionsInstiutions

InstiutionsAcademic Instiution

Program Secretariat

Figure 5: Governance Arrangements

Steering CommitteeThe steering committee will be tasked with overall oversight of the project and ensuring that the goals are achieved. It will meet 2 to 3 times per year, and be composed of the following members:

Representative of the Government of Tunisia (chair) Country Director for Tunisia (or her designate), African Development Bank (ISA) Dean, Gustavson School of Business, University of Victoria (deputy chair) Director (or his designate), “École Nationale d’Administration de Tunis” Dean (or her designate), Blavatnik School of Government, Oxford University Dean (or his designate), Gordon Institute of Business Science, University of Pretoria Dean (or his designate), School of Business and Economics, Maastricht University

Project ManagerThe project manager, supported by staff members, will be responsible for overall project management as well as day-to-day administration of the project.

Program DirectorsEach program will have a program director, responsible for the development and delivery of the academic content of the program.

Program SecretariatA program secretariat will be established in Tunisia and hosted by the Unit for Government Programs Coordination and Assessment at the Presidency of the Government. The secretariat will coordinate program activities, registrations, logistics and operations. It will provide working spaces and administrative support to visiting scholars, guest speakers and researchers involved with the pilot project. It will host the alumni chapter activities and coordinate memberships with participating academic institutions. It will keep archives and provide the necessary assistance for project assessment.

Alumni Chapter ManagerAn alumni chapter manager, based in Tunis, will be responsible for maintaining the alumni network and coordinating alumni

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19. Monitoring and Evaluation of ResultsA reporting system on the outputs of the program will be put in place with the production of a progress report every 6 months. A questionnaire will be circulated to all participants after the completion of a training session to evaluate the relevance and quality of the capacity building sessions. Results will be made publicly available in the progress report and teaching material (and participating institutions) adjusted accordingly.

As described above, a set of surveys will be administered 3 months after the graduation of the first cohorts to measure short-term impact of the pilot project. If budget and time permits, additional surveys will be administered to measure medium-term (6 months out) and long-term (12 months out) effects.

A research team (including postdoctoral fellows) will produce a full report to document lessons learned, participants and institutional feedback and effects assessment. Lessons learned and recommendations for improvements will be documented in a final report. If successful after the first year, this program might be extended/exported to Libya and Egypt and other African countries.

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E. PROJECT BUDGETING AND FINANCING

20. Project Financing (Direct Costs)Cost by Component Transition

Fund(USD)Country Co-Financing

(USD)1

Other Co-Financing

(USD)2

Total(USD)

Component 1: Consolidation of the program delivery consortium

125,000 25,000 150,000

Component 2: Design of the program architecture (tiers 1 and 2), development of the content and delivery platform for tier 1, partial development of content and delivery platform for tier 2.

800,000 100,000 900,000

Component 3: Pilot delivery of the program to two Tier 1 cohorts

500,000 100,000 150,000 750,000

Component 4: Evaluation of the pilot program for tier 1 50,000 50,000 100,000

Total Project Cost 1,475,000 275,000 150,000 1,900,000

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

For grant preparation, administration and implementation support:Staff time 110,000Staff travel 15.000

Total Indirect Costs 125,000

1Tunisian Government Contributions will include salaries of the implementation and management unit, facilities, and technical assistance. Registration fees for each participant from the public sector will be charged directly to each ministry or public institution’s existing training budget.2 Private sector participants will be asked to pay an extra registration fees and for extra curriculum business development opportunities.

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F. RESULTS FRAMEWORK AND MONITORING

Project Development Objective (PDO): The primary objective of the proposed project is to build leadership at the decision making level of the Tunisian society to create a new positive collaborative environment (systems, structures and skills) across all divides of the society (private, public and civil society) for a growth agenda based on good governance and inclusiveness.

PDO Level Results Indicators*

Unit of Measure

Baseline

Cumulative Target

Values**Frequency

Data Source/

Methodology

Responsibility for Data Collection

Description (indicator definition etc.)

YR 1 YR 2Indicator 1: A consortium is operational

1 structure 0 1 1 Bi annually Reports Project implementation unit

QuantitativeQualitative (quality of the training delivered)

Indicator 2: the curriculum is developed

1 curricula 0 1 1 Bi annually Reports Project implementation unit

A curricula is made available (including teaching material on the e portal)

Indicator 3 : Number of participants successfully completing their training

# of participants

0 35 70 Bi annually Reports Project implementation unit

Quantitative – number of participants who have successfully completed the training

Indicator 4: impact of national leadership

Surveys and Independent project evaluation

0 1 1 Mid and end of the project

1. National surveys2. Independent evaluation (research team)

Independent research team

Impact assessment Research report to be published by Oxford and other institutionsMedia release

INTERMEDIATE RESULTS

Intermediate Result (Component 1): Consolidation of the program delivery consortiumIndicator 1: Number of partnership agreement negotiated

# 0 4 4 Bi annually Reports Project implementation unit

Memorandum of understanding signed

Indicator 2: The governance structure of the program is established

1 institutional structure


The governance structure is made available in a report

Indicator 3: Delivery arrangements are determined and available

1 institutional structure


The governance structure is made available in a report

Intermediate Result (Component 2): Design of the program architecture, development of the content and delivery platformIndicator 1:Training needs are identified

1 detailed report


The needs are presented in a report (available on the e portal)

Indicator 2 : curriculum modules are developed

Teaching modules


The content of the teaching modules and is available on the e portal

Intermediate Result (Component 3): Pilot delivery of the program to Tier 1Indicator 1:Number of senior officials and politicians trained

Number of people

0 35 70 Bi annually Reports Project implementation

Quantitative – number of participants who have successfully completed the training

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PDO Level Results Indicators*

Unit of Measure

Baseline

Cumulative Target

Values**Frequency

Data Source/

Methodology

Responsibility for Data Collection

Description (indicator definition etc.)

YR 1 YR 2unit

Indicator 2: % of women participating

% of participants

0 40% 40% Bi annually Reports Project implementation unit

% or female participants in the training sessions

Indicator 3 : % of participants from central regions

% of participants

0 50% 50% Bi annually Reports Project implementation unit

% or female participants in the training sessions

Indicator 4: score obtained from participants on quality

Average score


Average Rating obtained from the participants at the end of the training session (1-10 scale; 10 being the highest score)

Intermediate Result (Component 4): Evaluation of the pilot projectIndicator 1: independent impact assessment methodology developed

Methodology and Data Collection Plan (Surveys)

0 1 1 Once Impact assessment methodology


Research team (Researchers, post-doctoral fellow and graduate students) will be hired to design an evaluation plan of the project including data collection plan, surveys, etc.

Indicator 2: Project impact assessment

Independent project evaluation

0 1 1 Mid and end of the program

Impact assessment


The same team as above will be responsible to carry on the assessment and produce a mid and end of project impact assessment

Indicator 2: Capstone celebration organized

# of events 0 1 1 Bi annually Reports Project implementation unit

1 events

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Annex I

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Annex II

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