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Original: English

AFRICAN DEVELOPMENT BANK

Grant Proposal for Financing under the MENA TRANSITION FUND: Public Employment Services in Tunisia: From a mass to a client-oriented approach

COUNTRY: The Republic of Tunisia

Date: September 2018

Table of Contents

1. Introduction 2

1.1 Background Information 2

1.2 Project Objectives 5

1.3 Proposal Preparation 6

1.4 Justifications and Rationale for the Use of Resources 7

2. Project Description 7

2.1 Component 1: Development and implementation of a pilot statistically profiling model and a skills matching solution 7

2.2 Component 2: Capacity building and project management 8

3. Program Cost Estimates 9

4. Procurement 11

5. Implementation 12

5.1 Implementation Schedule 12

5.2 Implementation Arrangement 13

6. Financial Management arrangements 14

7. Conclusions and Recommendations for Bank’s Consideration 15

Annex 1: Government’s Request 15

Annex 2: Terms of reference 18

Annex 3: Procurement Plans 20

2

Currency Equivalents

1 UA = 1.45 USD

1 UA= 3.52 TND

1 USD = 2.42 TNDJuly 2018

Acronyms and Abbreviations

AfDB African Development BankANETI National Agency of Employment and Independent WorkCSP Country Strategy PaperEA Executing AgencyERP Enterprise Resource PlanningGDP Gross Domestic ProductGoT Government of TunisiaGPN General Procurement NoticeHSBM Holistic Social Business MovementISA Implementing Support Agency (under MENA Transition Fund)ME Ministry Of EducationM&E Monitoring and EvaluationMENA Middle East and North AfricaMHESR Ministry of Higher Education and Scientific Research MSME Micro, Small and Medium EnterpriseMVTE Ministry of Vocational Training and EmploymentONEQ National Observatory of Employment and QualificationsAHHD Human Development Department (AfDB)PIU Project Implementing UnitQCBS Quality and Cost Based SelectionSME Small and Medium EnterprisesTND Tunisian dinarTORs Terms of ReferenceUSD United States of America Dollar

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Grant Information

Client’s Information:

RECIPIENT: Government of Tunisia

IMPLEMENTING AGENCY: The Ministry of Vocational Training and Employment

Financing Plan:

Source Amount Instrument

AfDB USD 2,460,000 MENA TFGovernment USD 128,000 Government BudgetTotal Cost USD 2,588,000

ADB’s Key Financing Information:

MENA Grant Currency USD

Timeframe – Main Milestones

Concept Note Approval August 2018Project approval September 2018Effectiveness September 2018Last closing March 2021Completion September 2021

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A. Results-based Logical FrameworkCountry and project name: Grant Proposal for Financing under the MENA TRANSITION FUND: Public Employment Services in Tunisia: From a mass to a

client-oriented approach Purpose of the project: This project aims to promote youth’s inclusion and empowerment in public employment services by providing professional support

and personalized services for both job seekers and young entrepreneurs in the disadvantaged regions of Tunisia.

RESULTS CHAINPERFORMANCE INDICATORS MEANS OF

VERIFICATION

RISKS / MITIGATION MEASURESIndicator Baseline Target

IMPA

CT

Impact Unemployment rate 15.41%(2018)

13%(2022)

National Institute of Statistics and

ONEQ

OU

TC

OM

ES

Outcome 1Improved coverage of job seekers by ANETI

Number of ANETI registered job seekers 75,073(2016) 81,000(2022)

ANETIAdministrative

data base

Survey

Risk: The increasing budget deficit dampens the government’s transfer to the less developed regions and private investment decreases in less developed regions /Mitigation risk: the Bank, and other Development Partners are bringing their support to finance the budget deficit, under which reducing regional disparity is a key component.

Risk: The procurement risk for the grant implementation is high. Mitigation risk: The corrective measures which have been agreed are the following: (i) The hiring of a qualified procurement officer familiar to Bank’s rules

Percentage of trained stakeholders’ representatives who perceive positive changes because of their participation.

0 (2018) 75% (2022)

Percentage of the offices where new practices beyond participating staff are perceived to be adopted due to the project.

0 (2018) 50% (2022)

Outcome 2 : Improved Government capacity in addressing the skills gap in labor market

Number of job offers expressed by employers and satisfied through the matching solution

45 910(2016) 68,865(2022)

Number of new employment opportunities created with the project

0 (2017) 11400 (2022) ANETIAdministrative

data base

OU

TPU

TS

COMPONENT 1: DEVELOPMENT AND IMPLEMENTATION OF A PILOT STATISTICALLY PROFILING MODEL AND A SKILLS MATCHING SOLUTION Output 1.1.

Output 1.2.

Output 1.3.

Output 1.4.

Number of statistically assisted profiling models developed

No. of MVTE and ANETI staff members trained in statistically assisted profiling

No. of employment advisors trained

No. of individuals trained to improve employability or self-employment

0 ( 2018)

0 ( 2018)

0 ( 2018)

0 ( 2018)

01 (2020)

220 ( 2020)

220 ( 2021)

550 (2021)

Project Reports

Project Reports

1 Source: INS- Quarter 1, 2018

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and procedures; (ii) a massive and a continuous support from the Bank’s team throughout the implementation phase for capacity enhancement on Bank procedures; (iii) the use of the Bank’s SBDs; and (iv) a Bank’s prior review adapted to the situation.Risk: The low implementation capacity of the MVTE and ANETI. /

Mitigation measures:(i) The PIU is led by an experienced manager familiar with the implementation of complex programs (ii) Senior staff of MVTE and ANETI will be trained in project management and implementation.

Output 1.5.

Output 1.6.

Output 1.7.

Percentage of job seekers introduced in the profiling database by ANETI Number of tailored package of services offered to each group of job seekers by ANETINational classification of occupations and skills adopted

N/A

N/A

N/A

95% ( 2021)

3 ( 2021)

National classification of occupations and skills adopted

Project reports

Project reports

Project report

Output 1.8.

Output 1.9.

Output 1.10.

Semantic solutions for skill matching and scoring of registered job seekers developed

Percentage of ANETI’s offices equipped with semantic skills matching and scoring solutions;Number of ANETI’s staff who develop expertise in identifying the skills of job seekers and to analyze the compatibility between applicants' profiles and job offers.

N/A

N/A

N/A

01 Semantic solutions for skill matching and scoring developed and implemented (2019

100% ( 2021)

110 ( 2021)

Project reports

Project Reports

COMPONENT 2: CAPACITY BUILDING AND PROJECT MANAGEMENT.Output 2.1.

Output 2.2.

Output 2.3

Output 2.4

Output 2.5

Feasibility study that defines the technical, legal and financial aspects for the creation of a national platform/agency for the promotion of entrepreneurship and for the development of the social and solidarity

Number of trained advisors, coaches and referent trainers.

A diagnosis report of the current situation in terms of monitoring and evaluation and in terms of performance management is validated.

Number of Government bodies, institutions and local government units which receive support services from the project

A monitoring and evaluation system is set up for policies, programs and projects

N/A

N/A

N/A

N/A

N/A

01 feasibility study conducted in 2019

200 ( 2021)

Diagnosis report validated.

08 (2021)

Monitoring and evaluation system

developed and implemented

Official report

Project Reports

Project Reports

Project Reports

Output 2.6

Output 2.7Output 2.8Output 2.9

A performance management and contracting system is implemented.

Number of workshops and validation seminars organizedQuarterly M&E reportAnnual auditing report

N/A

N/AN/A

Annually

Performance management system

implemented

15 ateliers ( 2021)Quarterly producedAnnually produced

Project Reports

Workshop reportsProject ReportsProject Reports

vi

KE

Y

AC

TIV

ITIE

SCOMPONENTS

Component 1. Development and implementation of a pilot statistically profiling model and a skills matching solution.

Component 2. Capacity building and project management.

INPUTSComponent 1: Consultancy, technical expertise and training (USD 1150,000)Component 2: Consultancy, technical expertise and training (USD 1250,000)Contingency: USD 60,000

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1. Introduction

1.1 Background Information

1.1.1 Seven years after the Revolution, the social climate remains tense. The labor market in Tunisia continues to suffer from several structural and functional constraints aggravated by the social and political events following the revolution of January 14, 2011. The high unemployment rate is due to a lack of job-creation capacity on the one hand, and to a lack of skills acquired by jobseekers and those required by job positions on the other hand. On the employment front, the situation has deteriorated. After peaking at 18.9% in 2011, the unemployment rate has remained at around 15% since 2013. By end of 2017, Tunisia registered 639,000 unemployed people, i.e. 15.5% of the labour force estimated at 4.1 million people according to the National Population and Employment Survey carried out by the National Institute of Statistics (INS). The unemployment rate among women (22.9%) is almost double that for men (12.5%). The unemployment rate decreases with age. Unemployment affects much more 15-34 year old youth. The unemployment rate for young people between the ages of 15-24 is about 33%. This particular group finds it difficult to get the first job at the beginning of the career. In this same age group, women are more affected by unemployment than young men. The general trend in the unemployment rate of young men is decreasing with age. On the other hand, the unemployment rate of women decreases from the age of 29. Between the ages of 20 and 24, young women have the highest unemployment rate at 37%. For young men, the highest unemployment rate is in the 20-24 age group.

Significant regional disparities in unemployment are also noted as most economic opportunities in Tunisia are concentrated in the coastal regions, especially the big cities (Tunis, Sfax, Sousse). According to ITCEQ, the governorates of southern Tunisia record the highest unemployment rate, with 26.6% in the south-east region and 22.3% in the southern region. The northeastern and central-eastern governorates had the lowest unemployment rate at 8.9% and 9.9% respectively. Vulnerable groups are often trapped in a vicious circle: the difficulty of finding a job leads to general discouragement that sometimes leads to early withdrawal from the labor market. According to ITCEQ, this removal of young people from the labor market early in their careers can jeopardize their long-term employment prospects and, over time, leads to a gradual downgrading of their job skills. Long-term unemployment can be a cause of chronic poverty, marginalization and social unrest.

Graduate unemployment (29.9%) remains a major challenge since the current growth level prevents the absorption of the approximately 60,000 graduates who annually enter the labour market. The analysis of the relationship between training and employment has shown that the expansion of the supply of graduates between 2006 and 2016, which is thwarted by a low demand for work, has spawned a devaluation of the diploma. Declining demand increases competition for hiring and workers are more likely to accept a job that does not match their skill level. Such an adjustment of the labor market has led to an increase in the phenomenon of apparent overeducation. According to INS, not all graduates are in the same category. Indeed, the number of unemployed varies according to the specialization and level of graduation. The graduates most affected by unemployment are the master degree holders in exact sciences (29.9%). The unemployed graduates in these Higher Education specialties are still looking for jobs in the public service that cannot absorb the huge stock of employment seekers.

Moreover, the current socioeconomic context of Tunisia seems unfavorable for a revival of economic activity capable to fully absorb the large part of the unemployed youth. For both women and men graduates, unemployment has become a critical and prolonged

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situation. The decline in the demand for work has led to the development of long-term unemployment (duration exceeding 12 months). In fact, according to ANETI, the share of tertiary graduates who have been looking for a job for two years is equal to 50% of the total number of jobseekers registered in the employment offices. In general, young people and especially graduates are likely to experience an extended period without employment.

1.1.2 In Tunisia, the mismatch is largely responsible for the persistence of unemployment at a high level. The mismatch between graduate training and the needs of the Tunisian economy is a real problem. This is confirmed by the results of the employment surveys jointly carried out by IACE (Institut Arabe des Chefs d’Entreprises) and INS. The findings of the survey on employment prepared by the IACE in 2016 (cited in ITCEQ, 2017) shows that many job positions remained unfilled because according to the employers job seekers do not have the qualifications required. The companies surveyed provide 145508 unfilled vacancies. The distribution of manpower requirements remaining unsatisfied is as follows: 34813 jobs in the trade and service sectors, 23322 jobs in specialized, scientific and technical occupations, 17829 jobs in the textile and clothing industries, 12719 jobs in ICT and 10849 positions in agro-food and related industries.

The education system in Tunisia is not in tune with the immediate and future needs of the productive system. The productivity of employment depends on the importance of matching the worker's qualification with the needs of the company (or skill match). Thus, unemployment is not only linked to the economic situation (growth failure) but its origins are also structural. This tends to extend the duration of unemployment and to increase the probability to be exposed to precariousness, as it obliges graduates to accept jobs outside their fields of study and / or low productivity.

1.1.3 Under the supervision of the Ministry of Vocational Training and Employment, the ANETI has as a main mission the implementation of the government Policy related to the promotion of employment and it is notably in charge of:

Animating the job market, at national, regional, local and sectoral level through the network of offices of employment and self-employment;

Generating and disseminating information on employment and professional qualifications towards businesses and job seekers;

Implementing the programs of promotion of employment and the socio-economic integration of young people, Bringing the support necessary for the promotion of small businesses and self-employment;

Ensuring the information and vocational guidance for the job-seekers; Organizing and conducting investment transactions of the Tunisian workforce abroad; Facilitating the reintegration of the immigrant workers into the national economy upon

their final return; Assisting the workers dismissed for economic and technical reasons and to the people

with specific needs.

ANETI essentially provides services to: (i) job seekers; (ii) young entrepreneurs trying to settle down their business; and (iii) companies trying to meet their demand in qualified human resources.

1.1.4 The benchmarking with other public employment services at the international level, confirms the needs and the strategic choices detailed in the new ANETI’s Development Strategy. One of the most important strategic objectives of the ANETI is to put into practice the following approach and internalize it in its service delivery model:

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Customer oriented services: Services offered to both job seekers and employers by the ANETI need to be tailored to their individual needs and requirements as much as possible. The ANETI’s services should be designed to adequately respond to individuals’ needs. Until now, the ANETI adopted "one size fits all" models aimed at broadly defined user groups. Personalized services are considered not only to improve customer satisfaction and the effectiveness of the ANETI’s interventions, but also to promote cost efficiency, allowing resources to be used more effectively.

Inclusiveness: The ANETI should be able to offer customer orientated services that are accessible for all citizens and companies. This includes ensuring that appropriate measures are in place to support people who need assistance and inclusion.

Empowerment: There is a need for investing in the empowerment of ANETI’s staff (development of competencies, acquisition of qualifications…) because current and future changes in the labor market affect the ANETI’s staff in the way they operate and in their career management although ANETI needs also to invest in the empowerment of its customers.

Innovation: There is an opportunity for the ANETI to take advantage from partnerships with other service providers (private ones, civil society…) to explore and develop new products and methodologies and to find alternative solutions. Exchanging knowledge and information with stakeholders can encourage innovation and provide strong leverage to improve the implementation of policy and strategy. The ANETI should be capable of and willing to integrate products and services developed together with partners, including customers. The ANETI has undergone several successful experiences of public-private partnerships especially in the field of entrepreneurial coaching and trainings.

Skill Profiling: Traditional tools have captured core client characteristics, such as gender, age, education, occupation, work experience, and vocational participation, among others and linked these to assessments of the likelihood of unemployment, training needs and occupational choices. To effectively identify the crucial skills for workers, it is necessary for the ANETI to be equipped with measurement tools and the capacity to analyze information and links between supply and demand of jobs and skills. To achieve this, the ANETI increasingly needs to adopt a holistic approach that moves away from simply gathering information about an individual job seeker’s employment record, work experience, and formal qualifications and to move toward capturing and describing the job seeker’s generic and soft skills, as well as skills developed through informal learning. This requires the development of specific tools for the ANETI, the acquisition of existent tools similar to those used in innovative public employment services in the other countries and methodologies that include skills profiling, assessment and appraisal. In addition to this, the ANETI’s counselors need to be supported with statistical and IT-based tools to perform such assessments.

Skill Matching: The “simple” matching of labor supply with demand aimed solely at occupations and qualifications is no longer sufficient in the national labor market especially in the context of increasing claims from employers about the mismatch between the university graduates skills and the required skills in a situation where thousands of job offers are unfilled. Hence, ANETI needs to strengthen its capacity to match individuals’ skills, including transferable and soft skills while intervening early before graduation to help universities and vocational training centres use matching tools and methodologies to help students build up a reliable picture of targeted jobs and to readjust their development plans accordingly.

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Partnerships with stakeholders: Focusing on labor market transitions, reducing skill mismatches and aligning skill supply and demand in the labor market require the adoption by the ANETI of a collaborative long-term strategy that involves partnerships and close collaboration with other labor market stakeholders (public, private, and civil society) to continuously develop and improve the use of skills. For instance, working closely with employers is a key for the ANETI to have valid knowledge about trends in the labor market. As employers have information on current and emerging skill needs and about skill mismatches in their own company, the lack of broad contact with employers can limit the ability to build an adequate picture of future skill requirements.

1.1.5 The orientation of young people towards self-employment and entrepreneurship options through support for the establishment of an environment that is conducive to the development of very small, medium and small enterprises is paramount to Tunisia given the limited capacity of absorption of the public and private sectors. For this purpose, the MVTE, through the State Secretariat in charge of vocational training and private initiative is expected to play a leading federating role both at the national and regional levels.

The studies carried out on the entrepreneurial ecosystem as well as the assessments of the various initiatives highlighted the following four lessons: (i) the need to provide differential treatment for the creation of a business and for the acceleration of the development of existing microenterprises; (ii) the need to professionalize coaching and mentoring; (iii) the need to strengthen synergy between actors and to bring more coherence and rationality in the technical and financial support of public management structures and strengthen collaboration with the private sector on the basis of PPPs; and (iv) the importance of providing integrated support to entrepreneurs combining the provision of funding and pre- and post-coaching services. These include: ideation, coaching, fundraising assistance, facilitation of administrative procedures, mentoring, support for access markets. Engaging improvement actions in view of the diagnoses already made is essential since microenterprises represent up to 97% of private companies in Tunisia that are self-employers or very small businesses employing less than six employees2.

1.2 Project Objectives

1.2.1 This project aims to promote youth’s inclusion and empowerment in public employment services by providing professional support and personalized services for both job seekers and young entrepreneurs in the disadvantaged regions of Tunisia.

1.2.2 The specific objectives of this Program are the following : to introduce the use of statistical profiling techniques at the ANETI as a tool to

shift the way of dealing with heterogeneous unemployed customers from a mass undifferentiated perspective to segment based perspective;

to finalize, validate and utilize a national classification of occupations and skills;

to implement a competency matching solution and scoring methods of job seekers’ skills at ANETI’s offices;

2 ITCEQ Survey and analysis based on INS database

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to strengthen the capacity of the Ministry of Vocational training and employment (MVTE), the public employment services and social partners in the regions; and

to improve professional and interpersonal skills of Tunisian job seekers.

1.2.3 The direct beneficiaries of this nationwide program will be the Tunisian administration, youth, women and other vulnerable people who are failing to find jobs. These beneficiaries will be provided with well targeted advises to help them establish career and personal development plans. Private companies that plan to create more jobs and hire young Tunisians, and local communities are also direct beneficiaries of the program. The indirect beneficiaries will include families of direct beneficiaries and the entire Tunisian population through the supply-chain effect and spillovers from the direct beneficiaries through consumption and other activities. Moreover, the population including youth, women, the vulnerable and rural poor, especially those in disadvantaged regions, will be targeted as a priority.

1.3 Proposal Preparation

1.3.1 This proposal was prepared through a collaborative effort by the Ministry of Vocational Training and Employment (MVTE), the Secretary of State in charge of Vocational Training and Private Initiative, the ANETI and the AfDB regional Office in North Africa. This is in line with the MENA Transition Fund’s requirements, whereby the AfDB will act as the Implementing Support Agency (ISA) for this proposal providing the ANETI, as the executing agency through the Minister’s cabinet dedicated project team, with the necessary oversight, guidance and assistance required. In addition, the AfDB rules and procedures will be used throughout the implementation of this Program, as per the ISA criteria.

1.4 Justifications and Rationale for the Use of Resources

1.4.1 The Program fits in the MENA Transition Fund’s objectives and scope, especially in terms of fostering sustainable economic growth by enhancing job creation and inclusive development. The main resources will be used to implement this Program at the macro, meso and micro levels. At the macro level, it will contribute to narrowing the skill gaps in priority sectors by quantifying the gaps and adopting a plan to satisfy the demand. At the meso level, activities will be institution-based, focusing on the needs of the key stakeholders, and will include capacity building, information sharing and dissemination, and the creation of linkages. At the micro level, it will be help in increasing the employability of the socially vulnerable youth and women in cooperation with service providers, technical expertise in the private sector and civil society associations.

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

1.4.3 The Program is in line with the AfDB’s Ten Year Strategy (2013-2022), Jobs for Youth in Africa (JfYA) Strategy (2016-2025) and Country Strategy Paper CSP (2017-2021) for Tunisia. The program is aligned with the objectives of the Country Strategy Paper (2017-2021) for Tunisia focusing on reducing the unemployment rate at national and regional level. Actions financed by the Bank must have a significant content in terms of direct and/or

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indirect jobs, and a leveraging effect on private sector development. The program also fully adheres to the Ten-Year Strategy (2013-2022) of the Bank and its operational High Five Priorities especially the fifth one on “Improving the quality of life for the people of Africa” and the Human Capital Strategy (2014-2018) through its contribution to the development of qualifications.

2. Project Description

The two main pillars of the program are the following:

2.1. Component 1: Development and implementation of a pilot statistically profiling model and a skills matching solution. This first component achieves the following objectives of the program: (i) introduce the use of statistical profiling techniques at ANETI, (ii) finalize, validate and utilize a national classification of occupations and skills; and (iii) implement a competency matching solution and scoring methods of job seekers’ skills at ANETI’s offices.

The key tasks and main activities in this component are the following:

2.1.1. Assessment of feasibility and implementation in the ANETI offices; 1. Assessment of the current counseling and profiling procedures and proposals for improvement; 2. Proposal of prototype models of integration of statistically assisted profiling into existing processes;3. Analysis of each prototype; 4. Conducting a survey on a representative sample of jobseekers registered at the ANETI in order to create a database containing the data needed for profiling on the basis of the chosen prototype;5. Development of operational procedures based on the selected prototype;6. Design, development, testing, production and integration into of an operational information system into the the ANETI's IT ecosystem to support profiling.

2.1.2. Preparation of pilot: Training and Communication; 1. Identification of ANETI offices and counselors which will participate in the pilot; 2. Development of communication strategy and preparation of pilot sites, including disseminating information to non-participating staff;3. Preparation and implementation of training for ANETI trainers and staff, based on procedural package and communication strategy; 4. Deployment of the training for the pilot with the participation of ANETI counselors; 5. Supervision of pilot.

2.1.3. Revising the profiling model and preparation for scale up. 1. Update the statistical profiling model based on complete data of all registered jobseekers at the ANETI offices;2. Proposal of a model for adapting ANETI business processes to the statistically assisted profiling;3. Proposal of a process for monitoring and evaluating the evolution of profiling and access to the labor market;4. Proposal of a model for scale-up.

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2.1.4. Implementing a strategy for the large adoption of the national classification of occupations and skills, and implementation of a competency matching solution and scoring method of candidates' skills at the ANETI. A support will be also provided for the development of dedicated multi-device applications and a web portal. Awareness and information seminars and workshops will be organized by the ANETI to present the national classification, as well as other new achievements to labor market stakeholders including employers and members of professional organizations (UTICA, CONECT,…), the chambers of commerce,.... The exchange of experiences and dissemination of good practices based on the use of the matching solution and the new applications and portal will also be enhanced as well. The targeted online activities (webinars, web-conferences,…) will be carried out via the web portal. The focus groups led by ANETI by bringing together labor market stakeholders (public and private entities, civil society) will contribute to a continuous improvement of the project achievements and this will enable ANETI to accrue valid knowledge about trends in the labor market. These actions will promote the establishment of a network of employers around the ANETI and will allow regular contacts and lead to greater participation of all the stakeholders.

2.1.5. Developing and utilizing semantic solutions at the ANETI’s offices for analysis, research, skill matching and scoring of registered job seekers. The new ANETI’s strategy includes outsourcing as a part of activities that be gradually shared with selected providers (from private sector, civil society or other public entities). Therefore, the development and implementation of the new solutions and services will not be restricted to the ANETI’s offices. These selected partner providers will deliver services to targeted youth segments according to performance-based contracts that will be signed with ANETI.

This includes: (i) Acquisition, development and implementation of semantic skills matching and scoring solutions at the ANETI’s offices and partner entities; and (ii) Training and skills transfer for the benefit of the ANETI’s and other service providers’ staff by providing them with expertise, tools and solutions that are necessary to successfully identify the skills of job seekers and to analyze the compatibility between applicants' profiles and job offers. The participation of employers’ representatives and other market labor stakeholders (public, private and civil society) will be encouraged. Events will be also organized during these training sessions to discuss hot skills, hiring trends, assessments and profiling techniques, etc.

2.2. Component 2: Capacity building and project management.

This second component of the project aims to strengthen the capacity of the MTVE, ANETI and the other relevant stakeholders including the public and private service providers and the Civil Society to better improve the governance of the entrepreneurship ecosystem. In particular, this component includes the following activities:

2.2.1 Realization of a feasibility study that defines the technical, legal and financial aspects for the creation of a national agency/platform in charge of the promotion of entrepreneurship and the development of the social and solidarity-based economy.

This feasibility study will provide decision makers with sufficient and detailed information to guide strategic choices in terms of :

analysis of the expressed needs of the different stakeholders; benchmark analysis covering good practices and lessons learned from setting up

similar agencies/platforms;

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definition of the role of the new agency and its positioning in relation to the entrepreneurial ecosystem and existing structures;

relevant public and private partnerships to be engaged nationally and internationally; models and levels of cooperation with other actors in the entrepreneurial ecosystem at

the national and regional levels; the business model of the agency to be developed at an early stage and to ensure its

long-term financial and operational sustainability; appropriate governance model: identification of governance needs, organization

clearly defined in statutory texts favoring independence and autonomy; needs: training and development of skills in governance and quality management;

computerization of activities; methods and procedures; visibility and international recognition; etc.

proposal of an adequate sequence of activities to be carried out; development of the logical framework to support the creation of the agency/platform.

2.2.2. Implementation of a process of international certification and training of a national task force will be conducted to assure project ownership and sustainability. The task force will be composed of counselors, coaches and referent trainers from the ANETI’s staff as well as other public and private institutions and civil society.

The professionalization of the staff at the ANETI’s offices and in the other institutions providing counseling and coaching services to youths is a condition for the success of the first component of the program. The required change in the performance of the employment counselors and entrepreneurial coaches needs much more than a participation in a training session to enhance employment advisors’ skills. There is a need for working on the mentality of the counselors and coaches besides to the mastery of new procedures, techniques and tools.

This training program will be tailor-made based on the referential skills of employment counselors and entrepreneurial coaches (taking into account the specificities of pre-creation and post-creation support). This work will for instance integrate the findings of other projects about the competencies of employment counselors and entrepreneurial coaches. The program will include a complete training cycle (face-to-face and online), on the job training under the supervision of senior experts and a certification process.

The first target audience consists of 200 participants (counselors, coaches, referent trainers) selected on a competitive basis at the national level. Participants will be selected from the best and most motivated members of the ANETI’s staff as well as other public and private institutions and civil society. They will act as multipliers to form other target audiences.

2.2.3. Implementation of a monitoring and evaluation system for policies, programs, projects and performance management within the MVTE. These activities aim to equip the MVTE with monitoring and evaluation system (for policies, programs and projects) and with performance management system. The major activities are:

A diagnosis of the existing monitoring, evaluation performance management practices and systems (structures, tools, management method, procedures, ...);

Support the design and implementation of a new system for monitoring and evaluation of policies, programs and projects; and

The proposal of a new performance management methodology, tools and system to enable accountability (through performance contracting) among Ministry policy

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makers, managers, administrators, public services providers, private and civil society organizations…

This component also includes activities related to the project management such as: (i) setting a Project Implementation Unit (PIU) at ATNETI in charge of the Program implementation. It will consist of a Project Coordinator at ANETI, a Program Assistant (consultant); a financial management Officer (from ANETI) and a procurement Officer (consultant). A strategic Committee including the Minister of MVTE, the Chief of Cabinet, the State Secretary in Charge of Vocational Training and Private Initiative and the General Director of ANETI will be set up. The project Coordinator will report directly to this Committee. The terms of reference for the Project Coordinator, the Project Assistant and the Procurement Officer are attached in annex n°2.

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

3. Program Cost Estimates

3.1 The program costs are primarily for capacity building and technical assistance services for government (the MVTE and the ANETI), providing complementary training to employment counsellors and entrepreneurial coaches, advisory and coaching services to job seekers and young entrepreneurs, and project management. The total cost of the Program is budgeted at USD 2,588,000 with USD 2,460,000 to be provided through resources of the MENA Transition Fund.

3.2 In line with the MENA Transition Fund Agreement, the AfDB acting as the ISA is eligible to charge the project expenses related to the implementation of the component designated to the ISA, and the provision of guidance and support to the GoT’s executing agency, such as staff time, travel requirements and staff expertise. In this regard, the previous Program has allocated an amount of USD 100,000 for expenses incurred by the ISA over its duration.

Table 1: Budget Summary

Amount (USD)

Local Component

Foreign Component

Project Direct Costs (by MENA Trust Fund) 2,460,000 0% 100%Sum of Costs (by MENA Trust Fund) 2,560,000 0% 100%GoT Counterparty 128,000 5% 0%Sum of Costs 2,588,000 5% 95%

Table 2: Budget Planning by Components

Costs by Item (USD) MENA Trust Fund

Country

Component 1: Development and implementation of a pilot statistically profiling model and a skills matching solution 1150,000

Recruitment of a two year individual consultant to assist ANETI to draft the ToR and provide counter expertise support during the development, implementation, appropriation and large-scale deployment of the profiling system.

50,000

Recruitment of a firm/consortium for the development, pilot implementation and 300,000

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Costs by Item (USD) MENA Trust Fund

Country

preparation for wide deployment of the statistically assisted profiling system of job seekers.Recruitment of a firm for supporting ANETI to finalize and validate the national classification of occupations and skills and to implement a strategy for its large adoption. 200,000

Recruitment of a firm for the development of a multi-device applications and a web portal dedicated to the use of the national classification of occupations and skills. 100,000

Recruitment of a firm/consortium for the development and implementation of a skill matching and scoring solution for registered job seekers 500,000

Component 2: Capacity building and project management. 1250,000Recruitment of a firm to conduct a feasibility study that defines the technical, legal and financial aspects for the creation of a national agency/platform for the promotion of entrepreneurship

200,000

Recruitment of a firm/consortium for the implementation of a process of international certification and training of a national task-force composed of counselors, coaches and referent trainers from the ANETI’s staff as well as other public and private institutions and civil society.

750,000

Recruitment of a firm for the implementation of a monitoring and evaluation system for policies, programs, projects and performance management within the MVTE. 200,000

Recruitment of the program assistant 50,000Recruitment of the procurement specialist 25,000Recruitment of a firm for external auditing 25,000Counterpart Staffing of the PIU In kind

(equivalent to 128,000)

Sum of direct costs 2,400,000Contingency costs (2.5%) 60,000Total direct costs 2,460,000Budget to be requested from the MENA Trust Fund 2,460,000

4. Procurement

4.1 Procurement rules and methods

Procurement activities to be financed by the MENA TF Grant under the project are essentially consulting services, and will be carried out in accordance with the “Procurement Framework and Methodology for Bank Group Funded Operations” (BPM), dated October 2015 and following the provisions stated in the Financing Agreement.

4.1.1 Borrower’s Procurement System (BPS

In this project, no contract will be awarded under the Tunisian procurement system (BPS). The choice of not using the BPS for the consulting services is due to the weaknesses identified in the national system such as the inadequate mechanism for the opening of the consultants' proposals and the absence of a minimum technical qualification score in certain methods.

4.1.2 Bank's Procurement Methods and Procedures (BPM)

All contracts for the consulting services will be awarded in accordance with the Bank's Method and System (BPM) using the relevant Bank Standard Solicitation Documents (SSDs), in line with section 8.6 General elements of a Public Procurement system for consulting services and Annex 3: Attributes of open competitive bidding and other procedures. More precisely:

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Individual consultant services will be procured following comparison of qualifications of at least 3 qualified consultants based on their respective CV.

Consulting firms services for (i) the development of the statistically assisted profiling system, (ii) the development and implementation of semantic skills matching and scoring solutions and the training and skills transfer will be procured through competition among qualified short-listed firms, using quality based selection (QBS).

Consulting firms services for : (i) the development of a multi-device applications and a web portal dedicated to the use of the national classification of occupations and skills, (ii) for supporting ANETI to finalize and validate the national classification of occupations and skills and implement a strategy for its large adoption, (iii) the realization of a feasibility study that defines the technical, legal and financial aspects for the creation of a national agency for the promotion of entrepreneurship and for the development of the social and solidarity economy, (vi) the implementation of a process of international certification and training of a national task-force, and (vi) the implementation of a monitoring and evaluation system for policies, programs, projects and performance management within the MVTE, will be procured through competition among qualified short-listed firms, using quality and cost based selection (QCBS).

External financial audit services will be procured through competition among qualified short-listed firms, using least cost selection (LCS).

4.2 Assessment of the Executing Agency

The ANETI will be the Executing Agency (EA) representing the GoT. The Project Implementation Unit (PIU) set up within the ANETI, will be responsible for all procurement activities of the project including filing and archiving of documentary evidence in collaboration with the MVTE.

During the preparation of the project, the Bank’s mission noticed that the EA had worked with projects financed by different development institutions such as the World Bank, the European Union and staffed with procurement experts who have a good experience with Multilateral Bank procurement rules and procedures.

However, in order to have a dedicated team, and considering the workload the PIU will be strengthened with the recruitment of an experienced procurement officer who is familiar to Bank’s procurement procedures.

Considering the above. The overall procurement risk for the grant implementation is set as substantial. The corrective measures which have been agreed are the following: (i) the hiring of a qualified procurement officer familiar to Bank’s rules and procedures, (ii) a massive and a continuous support from the Bank’s team throughout the implementation phase for capacity enhancement on Bank procedures, (iii) the use of the Bank’s SBDs, and (iv) a Bank’s prior review adapted to the situation.

4.3 General Procurement Notice

The text of a General Procurement Notice (GPN) will be agreed with the PIU and it will be issued for publication in UNDB online and in the Bank’s Internet Website, upon approval by the Bank.

4.4 Prior review

All the procurement process will be submitted to Bank’s prior review. Specifically, the following documents will be submitted to the Bank for approval: (i) General Procurement Notice, (ii) Notice of Expression of Interest, (iii) Requests for Proposals, (iv) Appraisal

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Report technical proposals of the consultants, (v) combined technical and financial evaluation reports including the contract award recommendations, together with the minutes of the negotiations and the initialed draft contract.

4.7 Procurement Planning

A procurement plan has been prepared during the preparation of this grant. This plan, which is presented in the annex 3, will be fine-tuned upon approval of the grant to allow smooth implementation. This Procurement Plan will be updated by the Project Team annually or as required to reflect the actual project implementation needs and improvements in institutional capacity. Any revisions proposed to the Procurement Plan shall be submitted to the Bank prior no objection. The Borrower shall implement the Procurement Plan in the manner in which it has been agreed with the Bank.

5. Implementation

5.1 Implementation Schedule

5.1.1 The Program will be implemented over a period of 30 months. Physical implementation is expected to start immediately upon approval of the proposal, expected by September 2018, and continue until March 2021. Annual work plans and procurement plans will be provided by the implementing agency upon the launching of the Program.

5.1.2 The key milestones of the Program are defined as follows:Table 4: Key Milestones and Timeliness

Milestones Timeliness since the launching of

the ProgramEstablishment of the PIU 1st monthEstablishment of the strategic committee 1st monthRecruitment of the program assistant 1st monthRecruitment of the procurement officer 1st monthRecruitment of a two year individual consultant to assist ANETI to draft the ToR and provide counter expertise support during the development, implementation, appropriation and large-scale deployment of the profiling system.

2nd month

Recruitment of a firm for supporting ANETI to finalize and validate the national classification of occupations and skills and to implement a strategy for its large adoption.

2nd month


2nd month

Recruitment of a firm for realization of a feasibility study that defines the technical, legal and financial aspects for the creation of a national agency for the promotion of entrepreneurship and for the development of the social and solidarity economy.

2nd month

Recruitment of a firm for the implementation of a monitoring and evaluation system for policies, programs, projects and performance management within the MVTE.

2nd month

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Recruitment of a firm/consortium for the development, pilot implementation and preparation for wide deployment of the statistically assisted profiling system of job seekers.

5th month

Recruitment of a firm for external auditing 6th month

Recruitment of a firm for the development of a multi-device applications and a web portal dedicated to the use of the national classification of occupations and skills.

7th month

Recruitment of a firm/consortium for the development and implementation of solutions at the ANETI’s offices for analysis, research, skill matching and scoring of registered job seekers and for training and skills transfer for the benefit of the ANETI’s and other service providers’ staff.

7th month

Completion of final report 30th monthProgram completion 30th month

5.2 Implementation Arrangement

5.2.1 The ANETI will be the Executing Agency representing the GoT. A Project Implementation Unit (PIU) will be set up within the ANETI, which will perform majorly from the government side in coordination and oversight of the implementation of the program. The PIU will be technically assisted through contracting consultants for implementing the planned activities. Technical assistance will be solicited from a monitoring and evaluation (M&E) specialist designated by ANETI.

5.2.2 The GoT, by staffing the PIU, will nominate a Project Coordinator, who is familiar with other relevant government-led initiatives/programs and responsible for coordination among them, an Accountant and a Procurement Officer. The PIU will be supported by individual consultants as detailed in the annex n°2 (project manager, procurement officer,…).

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

6. Financial Management Arrangements

6.1 Disbursements

The disbursement of the MENA TF Grant will be done according to the Bank’s rules on disbursement as set out in the Bank’s Disbursement Handbook. Due to the limited number of contracts financed under the grant resources (IT and other equipment as well as consulting services contracts) and as the ANETI has no previous experience with the Bank procedures, the Direct Payment Method will be used. Therefore, the Bank will transfer money to the final supplier of goods or services based on payment instructions received from the ANETI. The ANETI will complete and sign the relevant withdrawal application forms and submit them to the Bank by clearly indicating the amount/currency, the name and the bank details of the payee and attaching all the relevant supporting documents outlined in the Bank Disbursement Hand Book.

6.2 Financial Management

The Project Implementation Unit will be responsible for the day-to-day financial management of the project. For this purpose, a qualified and experienced Accountant from the Financial

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Management Department at the ANETI should be officially designated and partly assigned to the PIU. His qualifications, previous experience with donor-financed project as well as his detailed terms of reference should be submitted to the Bank non-objection before the grant agreement signature. He will ensure that project expenditures are fully justified and timely recorded and supporting documents (signed contracts, invoices, receipts, bank no-objection…) well kept and archived. A simplified work program and budget should be annually prepared based on the project costs and expected annual outputs. Satisfactory internal controls and procedures should be maintained to ensure that the proceeds of the grant are used for the intended purposes. The accountant will maintain separate accounts for the project in accordance with acceptable accounting standards and procedures. Detailed accounts should facilitate the identification of expenditure by project component, category of expenditure and source of fund. Simplified Annual financial statements should be prepared for the entire project in the form of a simple statement of sources and uses of funds. Interim financial reports should be submitted every six-months as part of the semi-annual progress reports and according to a template agreed with the Bank. A launching mission should be organized following grant signature to present the Bank procedures in terms of disbursements and financial management.

6.3 Audit

An external financial audit firm, procured through competition among qualified short-listed firms will perform an audit of the project at mid-term and at project closure. These two audits should be performed in line with the Bank terms of reference for audit of grants and trust funds. The audit reports of the program including the report on internal control (Management Letter) shall be submitted to the Bank no later than six months after the concerned audited periods.

7. Conclusions and Recommendations for Bank’s Consideration

7.1 In conclusion, it is recommended that a grant not exceeding 2,460,000 USD from MENA TF resources be approved to the Government of Tunisia for financing the program.

7.2 The Bank is requested to approve being an ISA for this Program, for which resources will be forthcoming from the MENA Transition Fund.

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ANNEX 1: GOVERNMENT’S REQUEST

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ANNEX 2: TERMS OF REFERENCE

1/ Title of the Post: Project Coordinator

Duration of Assignment: 30 months (The Project Coordinator is a civil servant designated directly by ANETI based on his/her competences)

Duties and responsibilitiesThe main responsibilities for the Project Coordinator are to manage and oversee the quality and timely implementation of the project and the funded activities. The Project Coordinator will be responsible for recruiting staff members and consultants for the project, and for coordinating and monitoring the work and the deliverables of staff and consultants contracted on behalf of the project, to ensure that submitted deliverables hold a high quality and are submitted on time. Further, the Project Coordinator will be responsible for upholding financial standards and guidelines; for the financial planning, monitoring and reporting; for collecting data, monitoring and reporting on indicators and targets set to evaluate the progress and results achieved by the project; and for planning the implementation. The Project Coordinator will also be responsible for liaising with the MVTE and for briefing the Strategic Committee in a timely manner on progress and obstacles with regards to the implementation of the work plan and the quality of the work conducted. The Project Coordinator will work for ANETI. The Project Coordinator will report both to ANETI, to the MVTE and to the Strategic Committee. He/She will be responsible for: 1. Ensuring timely and duly management of the project and implementation of all activities listed in the Work Plan (WP); 2. Develop TORs and recruiting staff members and consultants to conduct work on specific activities and objectives set forth in the WP; 3. Managing and guiding staff members and consultants contracted and to work on the activities and objectives listed in the WP, and ensuring that their work is conducted in a timely manner and hold high quality;4. Reviewing all deliverables and reports prior to submission and liaise with staff members and consultants to ensure that the quality of the deliverables and reports submitted are according to relevant guidelines, TORs and hold the expected standard of quality; 5. Ensuring accurate and timely submission of all activity progress reports, financial reports and any other required report;6. Collecting data and conducting monitoring and evaluation activities;7. Monitoring project funds, approving project disbursements according to the WP and liaise on budgetary changes if required; 8. Establishing operating arrangements for financial management and accountability, including ensuring all supporting documents are maintained and an orderly filing system is in place;9. Ensuring recommendations made as a result of the audits are implemented; 10. Ensuring facilitation for audits in accordance with requirements and requests; 11. Ensuring transparency and adherence to procurement regulations in procurement processes; 12. Ensuring operational and financial closure of the WP according to procedures;13. Informing ANETI, MVTE and the Bank on progress and obstacles in the implementation and provide necessary documentation related to the project upon request from them; 14. Coordination with partners and stakeholders;

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15. Any other tasks deemed necessary to achieve the project objectives.

2/ Title of the Post: Project Assistant

Duration of Assignment: 30 months

Duties and responsibilitiesThe Project Assistant will be responsible for providing administrative assistance in general project implementation and management and day-to-day liaison with counterparts. He/She will carry out his/her functions under the direct supervision of the Project Coordinator. Specifically, the incumbent will: Monitor project budget and financial expenditures and their conformity to the work-

plan; process direct payments and advance requests and prepare project budget revisions. He/She will ensure that all administrative and financial transactions are properly carried out according to the requirements. Produce financial reports; communicate on the financial issues.

Be co-responsible with the project coordinator for day-to-day project correspondence, information sharing and filing ensuring that appropriate follow-up actions are taken.

Assist in preparing evaluation reports, annual project reports, and update projects files. Prepare minutes of project meetings. Prepare all documentation for contract issuance. Assist in preparation of consultants’ missions, render logistic support. Collect and analyzes data, prepare and update briefs, records and other documents on

project implementation. Provide inputs for publication materials and collect information related to the Project. Liaise with project counterparts on day-to-day implementation of project activities. Perform other duties as determined by the Project Coordinator and the Strategic

committee.

3/ Title of the Post: Procurement officer

Duration of Assignment: 24 months split over 30 months

Duties and responsibilitiesThe Procurement officer will ensure that all procurements under the project are carried out in line with the AfDB Rules and Procedures, Grant Agreement are delivered on time, to the required specifications; and are consistent with the overall Project budgets and objectives.

In consultation with the Project Coordinator, prepare and periodically update the Project Procurement Plan and ensure Bank’s approval of the same.

In cases of procurement actions requiring the Banks clearance and ‘no objection’, review any procurement related documents for compliance with financing agreement, appraisal report or the procurement plan, whichever is appropriate, then coordinate the dispatch and delivery of the documents to the Bank for review and closely follow up with the Bank to get timely responses.

Assist in the preparation of specifications and bills of quantities for procurement of goods and works and preparation of terms of reference for selection of consultants.

In consultation with the Project Coordinator and stakeholders prepare tenders documents, requests for proposal documents.

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Prepare Specific Procurement Notices (SPN); Expression of Interests (EoI), Request for Quotations/shopping, ensure timely publications, collection of bids/RFP/RFQ and prepare relevant paper work for receipt of bids/proposal.

Coordinate the Evaluation Committees’ meetings, provide guidance and assist in the preparation of evaluation reports and ensure internal approval of procurement evaluation reports and decisions prior to submission of the evaluation reports to the Bank for review.

Follow up procurement related correspondences and document submissions facilitate timely analysis and responses to request for clarifications, complaints and issues raised in the procurement contract implementation with clients and the Bank for speedily actions.

Ensure safekeeping and handling of bid securities, performance securities and advance payment guarantees to ensure the validity, timely extensions and timely releases.

Provide support in preparation of the final contracts and ensure timely distribution of copies of contract agreements to relevant stakeholders including the Bank.

Ensure timely and proper arrival of goods and other deliverables, receipt of payment invoices, goods receiving reports and reconcile financial and technical proposals/offers against final invoices.

Take immediate action for short landed and missing items and follow up for claim settlements and report to the Project Coordinator;

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ANNEX 3: PROCUREMENT TABLE OF CONTRACTS FINANCED BY THE MENA TF GRANT

Amount in USD

Procurement method

Duration of future contract

Component 1: Development and implementation of a pilot statistically profiling model and a skills matching solution

Recruitment of a two year individual consultant to assist ANETI to draft the ToR and provide counter expertise support during the development, implementation, appropriation and large-scale deployment of the profiling system.

50,000 individual consultant

5 months over/18

Recruitment of a firm/consortium for the development, pilot implementation and preparation for wide deployment of the statistically assisted profiling system of job seekers.

300,000 QBS 12 months

Recruitment of a firm for supporting ANETI to finalize and validate the national classification of occupations and skills and to implement a strategy for its large adoption.

200,000 QCBS 6 months

Recruitment of a firm for the development of a multi-device applications and a web portal dedicated to the use of the national classification of occupations and skills.



500,000 QBS 12 months

Component 2: Capacity building and project management





Recruitment of a firm for the implementation of a monitoring and evaluation system for policies, programs, projects and performance management within the MVTE.


Recruitment of the program assistant 50,000 Individual consultant 30 months

Recruitment of the procurement specialist 25,000 Individual consultant 24 months

Recruitment of a firm for the external auditing 25,000 LCS 3 months

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ANNEX 3-BIS: SIMPLIFIED PROCUREMENT PLANS - CONSULTANTS SERVICES

Description Selection Method

Estimated amount in

USD

Lump Sum / Time based

Review method

Post/Prior

Date publication of

EOI

Contract start date

Consulting Firms

CF.1Recruitment of a firm/consortium for the development, pilot implementation and preparation for wide deployment of the statistically assisted profiling system of job seekers.

QBS 300,000 Lump Sum Prior 22-Jan-19 2-Avril-19

CF.2Recruitment of a firm for supporting ANETI to finalize and validate the national classification of occupations and skills and to implement a strategy for its large adoption.

QCBS 200,000 Lump Sum Prior 22-Oct-18 2-Fev-19

CF.3Recruitment of a firm for the development of a multi-device applications and a web portal dedicated to the use of the national classification of occupations and skills.

QCBS 100,000 Lump Sum Prior 22-Dec-19 2-ma-2020

CF.4


QBS 500,000 Lump Sum Prior 22-Nov-18 13-Mars-19

CF.5


QCBS 200,000 Lump Sum Prior 22-Nov-18 13-mars-19

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CF.6


QCBS 750,000 Lump Sum Prior 22-Fev-18 2-Juil-19

CF.7Recruitment of a firm for the implementation of a monitoring and evaluation system for policies, programs, projects and performance management within the MVTE.

QCBS 200,000 Lump Sum Prior 22-Sep-18 2-Jan-19

CF.8 Recruitment of a firm for the external auditing LCS 25,000 Lump Sum Prior 1-Fev-19 7-Avril-19

Individual Consultants

CI.01

Recruitment of an individual consultant to assist ANETI to draft the ToR and provide counter expertise support during the development, implementation, appropriation and large-scale deployment of the profiling system.

C.I 50,000 Lump Sum Priori 22-Sep-18 28-Dec-18

CI.02 Recruitment of the program assistant C.I 25,000 Lump Sum Prior 22-Sep-18 7-Sep-18

CI.03 Recruitment of the procurement specialist C.I 25,000 Lump Sum Prior 22-Sep-18 7-Sep-18

Coût total 2,075,000

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