Lesson-71204-190

However, a good practice can be acknowledged in terms of project governance related to the establishment of Tunisian National Action Plan on Child Labor (NAP-TN) Protecte Steering Committee (COPIL) as the governance body of the project. Although the project was initially piloted by an ad-hoc multi-stakeholder Steering Committee that was separate from the NAP-TN Steering Committee - the national governance body on child labour –, the International Labor Organization (ILO) project team soon considered that this may lead to ineffective coordination of efforts between the project and the national governmental bodies. Thus, it became clear that the use of a common steering structure throughout the project’s implementation would be a far more effective lever of governance. Eventually, the ILO project team decided to merge the project’s governance body with the already well-established the NAP-TN Steering Committee. This common steering body combines the governance of the project with that of the NAP-TN, and reinforces project’s coherence with national objectives and its capacity to draw support from decision-makers, thus promoting its sustainability.