Project Progress Report - Mena Transition Fund · SME Development Strategy for Libya ... Steering...

ProjectProgressReport

FortheMENATransitionFund

ANNEXITOTHEMAINREPORT

(Egypt,JordanandLibya)

AsofJune30,2015

TableofContents

EgyptProjects..............................................................................................................................................................................................4

GreenGrowth:IndustrialWasteManagementandSMEEntrepreneurshipHub .................................... 5

SupporttoMSMEinOrganicClusterProject ............................................................................................ 11

SupporttoParliament:BuildingCapacity&MainstreamingInclusiveGrowth&Decentralization .... 17

StrengtheningRuleofLaw:Effective&TransparentDeliveryofJustice&Rule‐making ..................... 22

EgyptianCentralBankClearing&SettlementDepositarySystemforGovernmentSecurities ............ 32

MSMESupportProgrammeinEgyptandtheSocialFundforDevelopment ......................................... 39

LogismedSoftRegionalProject:EgyptActivities ..................................................................................... 49

PromotingFinancialInclusionviaMobileFinancialServices:EgyptActivities ..................................... 57

RegionalIntegrationthroughTradeandTransportCorridors:EgyptActivities ................................... 65

LeveragingRegulatoryReformstoAdvanceFinancialInclusioninEgypt ............................................. 72

InclusiveandOpenGovernments:PromotingWomen’sParticipationinParliamentsandPolicy‐MakinginEgypt ............................................................................................................................................................. 76

EnhancingtheInvestmentClimateinEgypt,throughEqualAccessandSimplifiedEnvironmentforInvestmentandFosteredInvestmentPolicy,LegalandInstitutionalFramework .................................................... 83

EnergySocialSafetyNetsSectorReformsTechnicalAssistanceProject ................................................ 90

InclusiveRegulationsforMicrofinance ..................................................................................................... 99

JordanProjects......................................................................................................................................................................................104

NationalCenterforInnovation,HigherCouncilforScienceandTechnology ...................................... 105

ReliableQualityWaterforJordan ............................................................................................................ 115

PromotingFinancialInclusionviaMobileFinancialServices:JordanActivities ................................. 122

SMEGrowthProgramme .......................................................................................................................... 128

RegionalIntegrationthroughTradeandTransportCorridors:JordanActivities ............................... 137

IntegratedInspectionManagementSystem ............................................................................................ 142

LeveragingRegulatoryReformstoAdvanceFinancialInclusioninJordan ......................................... 147

Towardsinclusiveandopengovernments:Promotingwomen’sparticipationinparliamentsandpolicy‐makinginJordan ....................................................................................................................................... 151

JordanCompetitivenessandInvestment ................................................................................................ 158

SupporttoBuildingActiveLaborMarketProgram ................................................................................ 166

EnhancingGovernanceandStrengtheningtheRegulatory&InstitutionalFrameworkforMSMEs .. 173

NationalUnifiedRegistryandOutreachWorkerProgram .................................................................... 178

VirtualMarketPlacesfortheDevelopmentofExportSME:JordanActivities ..................................... 184

LibyaProjects.........................................................................................................................................................................................192

SMEDevelopmentStrategyforLibya ...................................................................................................... 193

LeadingtheWay:ALeadershipCapacityBuildingPilotProject ........................................................... 205

EnergySectorReformTechnicalAssistance ........................................................................................... 212

FinanceandPrivateSectorDevelopmentTechnicalAssistance ........................................................... 217

EgyptProjects

GreenGrowth:IndustrialWasteManagementandSMEEntrepreneurshipHub

A. BasicProjectInformationActivityName:GreenGrowth:IndustrialWasteManagementandSMEEntrepreneurshipHubinEgypt

CountryName:Egypt NameofImplementationSupportAgency(ies):AfricanDevelopmentBank

NameofISAProjectLeader:GehaneElSokkary EmailofISAProjectLeader:[email protected]

RecipientEntity:IndustrialCouncilforTechnology&Innovation/EgyptianNationalCleanerProductionCenter

Eng.HananElHadary,Chairperson,[email protected]

Eng.AliAboSena,[email protected]

TotalAmountApprovedbytheTransitionFund(US$):2,000,000

AdditionalFundsLeveragedandSource(s),ifany(US$):inkindcontributionbyRecipient

TotalAmountDisbursed(DirectandIndirectinUS$):252,500

SteeringCommitteeApprovalDate:

5/15/2013

ProjectImplementationStartDate:12/19/2013

ProjectClosingDate:

9/30/2016

Pillar(s)towhichActivityResponds(aspertheproposalapprovedbytheSteeringCommittee)

PrimaryPillar:

InvestinginSustainableGrowth

SecondaryPillar(s): CompetitivenessandIntegrationEnhancingEconomicGovernanceInclusiveDevelopmentandJobCreation

B. SummaryofProjectImplementationProgressandKeyIssues

ProjectDevelopmentObjective:Theproject’sobjectiveistodevelopasustainableandintegratedindustrialwasteexchangesysteminthepilotareapositionedasaGreenEntrepreneurshipHublinkingindustrialwastesgenerators,potentialusersandrecyclerstoimprovecross‐industryresourceefficiency,promotethedevelopmentofnewinnovativeSMEs,creategreenjobopportunities,reducetheenvironmentalimpactofindustrialwasteandimprovethelivesofEgyptiancitizens.

Ratingforprogresstowardsachievementofobjective: Satisfactory

Ratingforoverallimplementationprogress: ModeratelySatisfactory

BriefSummaryofProjectImplementationStatus:Aftersomeinitialsetupdelays,projectactivitieshavestartedprogressingsmoothly.HowevertheprojectremainsburdenedasittriestofollowboththegovernmentandtheBank’srulesandobtainingdualclearances.Continuousdiscussionsareheldonthiswiththevariousstakeholders,butitisbeyondthecontroloftheproject.Thisisthemainreasonanextensionoftheprojectisanticipated.ArequestwillbesubmittedinOctober2015,followingtheguidelinesoftheMENATF.Thebelowarethemainhighlightsduringthisreportingperiod:0. AlaunchingworkshopwassuccessfullyorganizedinCairo,withtheattendanceofnearly180persons.Theobjective

wastoraiseawarenessontheprojectand itsactivitiesaswellasseekbuy‐inofstakeholdersandcompanies intheprojectarea.Theworkshoppresentedtheoutcomesoftwostudiescommissionedundertheproject(BestpracticesonIndustrialWasteManagement,andReviewofCurrentstatusandPracticesinindustrialwastemanagementinEgypt)aswellaswitnessedthesignatureofanMoUwiththeSouthAfricanCleanproductioncenter,fortransferofknowledgeandincreasedpartnership.Asmallerworkshopwillbeorganizedinthe10thofRamadancity,thegeographicalcoverageareaoftheproject,afterthesummer.

1. Introductionoftwonewsub‐activities:Duringthesupervisionmissionthesub‐activitieswerereviewedanditwasagreed that awebsite/portalwould be important to establish, aswell as a study on legal andbusinessmodels forindustrialwastemanagement.Thesetwonewsub‐activitieswillbeintroducedintheappropriatecomponentsinthe

revisedprocurementplandueendofthemonth.Are‐allocationofexpenseswillensureavailabilityoffundingforthesenewsub‐activities.

2. Disbursement:AfirsttranchedisbursementforUSD252,500wassubmittedtotheBankonJune5,2014,andprocessed

withvaluedate8July2014.ByQ32015,theprojectshouldbeeligibleforaseconddisbursementrequestofaboutUSD250,000,bringingthetotaldisbursementstoabout25%ofthetotalgrantproceeds.

3. Missions:InadditiontothelaunchingmissiononFebruary11,2014,asupervisionmissionwasconductedonJune28,2015.

4. Procurement:

TheGeneralProcurementNotice(GPN)waspostedontheUNDBandtheBank’swebsiteonMay27,2014. ArevisedprocurementplanisanticipatedtobesubmittedtotheBankforapprovalbyendJuly2015. Projectmanagement: Due to health reasons, the project manager resigned and was replaced by a new

consultant,Mr.AhmedAbdelBasset,whojoinedtheprojectonMay15,2015.Thependingrecruitmentsarefor2juniorengineers,ofwhichoneisanticipatedtoberecruitedforAugust/Sept2015.

5. Goods:TheBankclearedtheevaluationreportforaspecificvehicle;howeverthepurchasinghasbeenputonholduntiltheprojectmobilizesresourcesforthepaymentoftaxes/customs.TheprojecthasinitiatedcontactwiththeMinistryofFinanceonthatmatter.Expendituresfortheworkshophavebeenincorporatedundergoods.

C. ImplementationStatusofComponentsComponent1:MappingoftheindustrialwasteattheenterpriselevelintheselectedpilotareaPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):300,000Sub‐component1.1&1.2werecombined:Conductinginformationcollectionanddataanalysisoftheindustrialwasteintheidentifiedpilotarea+developinganinventorydatabaseoftheindustrialwasteStatusofImplementation:Thebiddingprocessstarted:expressionsofinterestwerereceived,therequestforproposalsweresenttotheshort‐listedfirms,thepre‐bidconferencewasheldtoclarifypendingissueswiththecontractors,andtheproposalsweresubmittedonApril23,2015.OnJune11,2015thetechnicalevaluationwasconductedandsubmittedtotheBankforclearance.Afteraninitialreview,furtherdocumentationwasrequiredandprovidedbytheproject.AwardofthecontractisexpectedendofJuly/earlyAugust2015.Component2:PolicyRecommendationstowardsanenablingenvironmentforindustrialwasteexchange(activitywasdisaggregatedinto3sub‐activities)PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):140,000Sub‐component2.1:ReviewingexistingregulationsandlegislationsStatusofImplementation:CVsarebeingcompiledfortheassignment,forwhichToRshavebeencleared.ActivityexpectedtobeconductedduringQ3of2015.Sub‐component2.2:CompilingBestPracticesStatusofImplementation:Assignmentcompleted.Sub‐component2.3:Awarenessraisingseminars&productionofpolicybriefsStatusofImplementation:ExpectedtobeconductedduringQ42015uptoQ22016.Component3:RaisingAwarenessandcapacitybuildingofstakeholdersonIWEXPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):680,000Sub‐component3.1:DisseminationworkshoponnationalandlocallevelsStatusofImplementation:TheLaunchingworkshopwasheldonMay12,2015.Theworkshoppresentedthefindingsoftwostudiesfinalized:“BestPracticesinIndustrialWasteManagement”aswellas“ReviewofStatusandActualpracticesinIndustrialWasteManagementinEgypt.”Inaddition,theNationalCleanProductionCenterofSouthAfricawasinvitedtoattendtheworkshopandanMoUbetweentheEgyptianandSouthAfricancenterswassigned,pavingthewayforfurthercollaboration.Asecondsmallerworkshopisexpectedtobeorganizedin10thofRamadanCitytowardsSeptember2015.Arrangementsareunder‐way.Sub‐component3.2:Developandlaunchamarketingcampaign (activitywillbedividedinto2sub‐activities,oneforlaunchandonetodisseminatetheoutcome.)StatusofImplementation:ToRsareunderpreparationforthisassignment,andwillincorporatetheestablishmentofawebsite/portal.Sub‐component3.3:StudyTour

StatusofImplementation:TheconceptnoteforthefirsttourtobeheldinSouthAfrica,tentativelyplannedformid‐August,hasbeencleared.Preparationsareunderway,includingfinalizationofascheduleofeventswiththeSouthAfricancounterparts.ThesecondSTisplannedfor2016inBrazil.Component4:Implementationof3DemonstrationProjectsinIndustrialWasteExchangeinPilotAreaPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$)280,000Sub‐component4.1Identifypilot

StatusofImplementation:Completed:10thofRamadanIdentified.MoUwithBusinessAssociationsigned.Alocalworkshopisbeingplannedin10thofRamadan.Sub‐component4.2:Conductrapidtechnicalassessmentofgeneratorsandrecyclersofindustrialwaste(In‐kind)StatusofImplementation:Underimplementation.Sub‐component4.3:Preparetechnicalandfinancialfeasibilitystudyforsystemof3pilotsStatusofImplementation:ToRstobepreparedinQ2/Q3of2016,oncethemappingexerciseiscompleted.Sub‐component4.4:RecruitTechnicalsupportconsultantonretainerbasisfor6monthsStatusofImplementation:ToRplannedforQ22016.Component5:ProjectManagementPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$)540,000Sub‐component4.1:Recruitmentsofstaff:projectmanager,chieftechnicaladvisor,seniorexpert,2juniortechnicalengineers,anaccountant,procurementofficer,adriverStatusofImplementation:Fourkeyconsultantshavebeenrecruited.1juniortechnicalengineerisunderrecruitment.Thesecondwillberecruitedbyend2015.Sub‐component4.2:Purchasingofcomputers,equipment,andvehicle

StatusofImplementation:RFQforvehiclefinalizedandbidssubmitted.Theprojectissolvingtheissueoftaxandcustomspayment.RestofitemstobeprocuredinQ3of2015.Sub‐component4.3:ConductindependentexternalauditStatusofImplementation:Undertendering.

D. DisbursementsofTransitionFundFundsforDirectProjectActivities Country‐Execution(US$)

(x)

DirectCostforISA‐Execution(US$)

(y)

Total(US$)

ApprovedAmountforDirectProjectActivities(a):

1,940,000 0 1,940,000

AmountReceivedfromTrustee(b):

1,940,000 0 1,940,000

ActualAmountDisbursed(c): 252,500 0 252,500

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2014 0 252,500 252,5002015 0 250,000 250,0002016 300,000 500,000 800,0002017 500,000 137,500 637,500Total 800,000 1,140,000 1,940,000

F. DisbursementsofFundsforIndirectCosts(US$)

Disbursed(US$) Available(US$) Total(US$)0 60,000 60,000

G. ResultsFrameworkandMonitoring

ProjectDevelopmentObjective:DevelopasustainableandintegratedindustrialwasteexchangesysteminthepilotareaspositionedasaGreenEntrepreneurshipHub,linkingindustrialwastesgenerators,potentialusersandrecyclerstoimprovecross‐industryresourceefficiency,promotethedevelopmentofnewinnovativeSMEs,creategreenjobopportunities,reducetheenvironmentalimpactofindustrialwasteandimprovethelivesofEgyptiancitizens.

PDOLevelResultsIndicators*

UnitofMeasure

Baseline

CumulativeTargetValues** Frequency

DataSource/

Methodology

ResponsibilityforDataCollection

Description(indicator

definitionetc.)

Dec2013‐Dec2014A

Jan2015–Dec2015A

Jan2016–Dec2016F

Jan2017‐Sept2017

F

IndicatorOne:Establishmentofindustrialwasteexchangesysteminpilotareathatisutilized

Binary Noexistingsystem

1(F) Thirdyear Projectcompletionreports

ENCPC‐ ProjectManagementUnitundertheIndustrialCouncilforTechnologyandInnovation

Systemisrunningandisutilizedbyregisteredindustrialestablishments

IndicatorTwo:CreatingaGreenEntrepreneurshipHubforjobcreationinthepilotarea.

Binary Noexistinggreenentrepreneurshipenvironment

1(F) Thirdyear Projectcompletionreports

ENCPCPMU Agreenentrepreneurshipiscreatedinthepilotareafacilitatedbyanenablingenvironment.

INTERMEDIATERESULTS

IntermediateResult(ComponentOne):Inventoryofindustrialwastesdevelopedinpilotarea

IntermediateResultindicatorOne:Acomprehensivesurveyformappingindustrialwastesin

Binary Inadequatemappingofindustrialwastes

0 1Inprocess

Secondyear

Projectprogressreport

ENCPCPMU

pilotareaconductedIntermediateResultindicatorTwo:Integratedinventoryofindustrialwastesinpilotareadevelopedinadatabase

Binary Noinventoryofindustrialwastes

1Inprocess

Secondyear

Projectprogressreport

ENCPCPMU Structureisestablished

IntermediateResult(ComponentTwo):PolicyrecommendationstowardsanenablingenvironmentforindustrialwasteexchangeinEgypt

IntermediateResultindicatorOne:Policymeasuresforregulatingandmonitoringthemarketforindustrialwasteexchangeformulatedandadopted.

Qualitative Insufficientpolicymeasures

1studyidentifyingPolicymeasures

1studywithPolicy

measuresdrafted(F)

Policymeasuresadopted(F)

Annual GapanalysisofpolicyrequirementsConsultationsw/stakeholder

ENCPCPMU

IntermediateResult(ComponentThree):capacitybuildingandraisingawarenessregardingtheindustrialwasteexchangeprogram

IntermediateResultindicatorOne:numberoftraineesfromstakeholdersandsupportinstitutions

Number 0 30(F)12Inprocess(A)

50(F) 70(F) Annual Projectreports

ENCPCPMU

IntermediateResultindicatorTwo:numberofstakeholdersparticipatinginawarenessraisingactivities

Number 0 150(A)


ENCPCPMU

IntermediateResultindicatorThree:numberofparticipantsofthecapacitybuildingprogramengagedinfurtheractivitiesoftheproject.

Number 50(F)0(A)


ENCPCPMU

IntermediateResult(ComponentFour):Implementationofdemonstrationprojectsinindustrialwasteexchangeinpilotarea

IntermediateResultindicatorOne:Numberofcost‐effectivepilotprojectsrealizedandimplementedin3differentwasteexchangeareas.

Number 0 1(F) 3(F) third&fourthyear

Projectreports

ENCPCPMU

IntermediateResultindicatorTwo:NumberofdirectandindirectgreenjobscreatedSMEs

Number 0 20direct60indirectjobs(F)

50direct150indirectjobs(F)

Thirdandfourthyear

Projectreports

ENCPCPMU

SupporttoMSMEinOrganicClusterProject

A. BasicProjectInformationActivityName:SupporttoMicro,SmallandMediumEnterprisesinOrganicClusters



RecipientEntity:EgyptSocialFundforDevelopment MsSohaSoliman,ManagingDirectorofSFD

[email protected]


AdditionalFundsLeveragedandSource(s),ifany(US$):inkindcontribution



2/20/2013

ProjectImplementationStartDate:

5/29/2013

ProjectClosingDate:6/30/2016


PrimaryPillar:


SecondaryPillar(s): InclusiveDevelopmentandJobCreation


ProjectDevelopmentObjective:Theproject’sobjectiveistocreateanoverallenablingenvironmentforMicro,Small,andMediumEnterprises(MSMEs)operatingoutoforganicclustersandincreasetheircontributiontowardseconomicgrowthandemployment.TheoutcomeofthisprojectwillfeedintothelargerpolicyframeworkfortheMSMEwhichisunderdevelopmentandcurrentlyledbytheSFD

Ratingforprogresstowardsachievementofobjective: ModeratelySatisfactory

Ratingforoverallimplementationprogress: ModeratelyUnsatisfactory

BriefSummaryofProjectImplementationStatus:Therehasbeenadelayinimplementationlargelyduetoweakcapacitiesandsomechangesinpolicyatthemacro‐levelthatisaffectingsomeoftheprojectactivities.Forexample,theestablishmentofanewMinistryforMSMEshasbeenannouncedandhence there seems tobehesitancy inmoving forwardwith thedevelopmentof anMSME strategy at this stage andpostponingituntiltheMinistryisformedandtakesownershipofit.Furthermore,clusterdevelopmenthasrecentlybeenannouncedasoneofthegovernmentpriorities,andtheimplementingagencyisseekinghowtoalignthisprojectwiththisnewdevelopment.ConsultationsbetweentheBank,theGovernmentandtheSFDareon‐goingtoidentifyhowbesttomoveforwardgiventhesenewmacrodevelopments.1. Disbursement:AfirsttranchedisbursementforUSD397,700wasprocessedwithvaluedateFeb5,2014.Asecond

trancheisexpectedtoberequestedfordisbursementbySeptember2015.

2. Missions:Todate,3missionshavebeenconductedbytheAfDBasfollows:(i)LaunchingMission,September29,2013;(ii)SupervisionMission,30‐31March2014;(iii)Secondcombinedsupervisionmission,March16‐26,2015.

3. Procurement:

TheGeneralProcurementNotice(GPN)waspostedontheUNDBandtheBank’swebsiteonOct2,2013. Theprojectisintheprocessofrevisingitsprocurementplaninlinewiththeprojectrequirements. Projectstaffrecruitments:

‐FulltimeProjectManagerrecruitedFebruary15,2014.‐AdminOfficer:recruitedinSeptember2014._TheM&Epart‐timeofficerresigned,andistobereplacedwithanotherstaffwhowillhelpexpediteactivities.

Computerandequipmentwerepartiallypurchasedfortheproject.

4. ImplementationofActivities:Policy:Thiscomponentisunderreviewforalignmentwiththenewmacro‐leveldevelopments.Identificationofclusters:GiventhetimeithastakentoprocurethemappingoforganicclustersinEgypt,theprojecthasbeenoperatingaccordingtoatwo‐tracksystem:pre‐mappingtrackandpost‐mapping.Underthepre‐mappingtrack,itwasagreedthattheHand‐MadeCarpetclusterwouldbeselectedforsupportbytheproject.Selectionwasbased on a set of criterion including: employment generation capacity; export potential; gender perspective;comparativeadvantageofthesector.TheMappingassignmentendedearlyJuly2015;hencethesecondclusterisexpected to be identifiedwithin the coming days.Meanwhile, at themacro‐level, the furniture cluster has beenflaggedasapriorityforthegovernment.AllthiswillbetakenintoconsiderationastheidentificationofthesecondclusterisfinalizedTrainingofStakeholdersbyUNIDO:UNIDOhasrevertedbackwithanewcontractproposalthatisbeingreviewedbytheBank.AdecisionshouldbetakenaroundendJulyontheprocurementmodetofollowunderthisactivity.Extension:TheprojecthassubmittedarequestforextensionthatisbeingreviewedbytheBankbeforeitssubmissiontotheMENATF.TheBankwouldliketoensurethattheworkplanpreparedfortheextensionisfeasibleandwillachievetheoutcomesoftheproject..

C. ImplementationStatusofComponents

Component1:PolicyRecommendationtowardsanenablingenvironmentforthedevelopmentofMSMEsinOrganicClusters.PreviousRating:Satisfactory CurrentRating:Moderately

SatisfactoryCost(US$):644,220(upfrom505,000)

Sub‐component1.1:Sub‐component1.1:Informationgatheringanddataanalysiswhichwillspecificallyinclude:a. MappingofOrganicclusters,reviewingandanalyzingexistingnationalprogramssupportingthem;b. CompilingResearchonBestPractices;andc. PotentialGrowthAssessmentof3selectedOrganicClustersandtheirvalue‐chainanalysis.

StatusofImplementation:

a. MappingofOrganicclusters:Assignmentcompleted,andthefinaldeliverablesubmittedonJuly1,2015isunderreviewbytheproject.

b. CompilingResearchonBestPractices:Assignmentcompleted.c. PotentialGrowthAssessmentof3selectedOrganicClusters:ToRsareunderformulationinviewofthe

outcomeofthemappingassignment.TenderingforthisactivityisanticipatedtobelaunchedinAugust2015.Sub‐component1.2:DraftPolicyRecommendationsforInclusioninnationalstrategies.Thissub‐activityisunderreviewgiventhemacro‐leveldevelopments.Theoutputwillbearesultofthefollowingactivities:

a. Multi‐stakeholdervalidationworkshops;b. DevelopmentofMSMENationalStrategy;andc. EstablishmentofSupportInformationSystems.

StatusofImplementation:a. ValidationWorkshop:Oneworkshopisanticipatedtobeconductedbeforeendof2015.b. NationalMSMEStrategy:TheToRsarereadytobevettedbythenewauthoritythatisbeingestablishedforMSME

developmentinEgypt.Itisthereforetemporarilyonhold.c. SupportInformationSystems:Disseminationofknowledgeistheobjectiveofthissub‐component,toensureaccess

of all stakeholders to the wealth of information gathered and produced on clusters andMSMEs. ToRs for theassignmentareunderdevelopment.

Component2:Institutional&OperationalCapacityBuildingforKeySupportInstitutionsandSFDPreviousRating:Satisfactory CurrentRating:Moderately

SatisfactoryCost(US$):370,780(upfrom330,000)

Sub‐component2.1:Enhancethecapacityofgovernmentalandnon‐governmentalsupportinstitutionswithregardstothepilotclusterthough:

a. In‐depthstakeholderanalysisofsupportinstitutionsb. Conductworkshopsandround‐tablediscussionstoraiseawarenessofstakeholders:c. Buildcapacitiesofstakeholders,includingSFDandkeysupportinstitutionstowardsimprovedcluster

identificationandmanagement.ThisconsistsoftrainingthatwillbeoutsourcedtoUNIDOgiventheirdistinctexpertiseinthisarea.

d. Studytour:Twostudytoursforamaximumof6personsfromatleast3stakeholderseachwillbeorganizedtoviewhowclustermanagementisconducted.IndiaandBrazilhavebeenidentifiedforthesetoursastheybothhavedifferentexperiencestoshare.

Statusofimplementation:

a. StakeholderAnalysis:GiventhatthemappingassignmentwasdeliveredinJuly2015,thisassignmentisnowanticipatedtobelaunchedduringQ3of2015.

b. Workshops/RoundtableforAwarenessRaising:AneventtodisseminatetheoutcomesofthemappingandBPassignmentswillbeheldduringQ3/Q4of2015.

c. StakeholderCapacityDevelopment:ThecontractualarrangementswithUNIDOareunderreview.ByendofJuly,itwillbeclearifthisassignmentistoproceedthroughUNIDOoranotherentity.

d. StudyTour:InFebruary2014,thefirststudytourwasfieldedtoIndiatoattend“ChangingParadigmsofClusterDevelopment‐LearningfromGlobalExperience"organizedinNewDelhibyTheMSMEFoundationincollaborationwithUNIDOandotherstakeholders.TwoothersSTareanticipatedtobeheldin2016.

Sub‐component2.2:Establishasustainablemanagementmethodology/systemby:a.Identifysuitableclustermanagementgovernancesystemsandconductafeasibilitystudy.b.CreationofaBDSpricingsystem

StatusofImplementation:

a. FeasibilityStudy:TobetenderedtoafirmduringQ4of2015.b. BDSpricingsystem:tobetenderedduringQ2of2016.

Component3:Component3:IncreaseMSMEcontributiontomanufacturingvalue‐added(pilot)Twopilotswillbeconducted,onepriortothemappingassignmentundercomponent1,andonepost‐mappingassignmentbasedontheassignmentoutput.Underthepre‐mappingtrack,theclusteridentifiedforsupportistheHand‐madecarpetcluster.PreviousRating:Satisfactory CurrentRating:Moderately

SatisfactoryCost(US$):490,000(downfrom710,000)

Sub‐component3.1:Developaclusteractionplanfortheselectedpilotnamely:a. In‐depthdiagnosticstudyofthespecificclusteridentified;andb. Clusterstakeholderconsultations

StatusofImplementation:a. DiagnosticStudy:

Forpre‐mappingcluster:Assignmentcompleted.Forpostmappingcluster:AssignmentexpectedtobetenderedduringQ3of2015.ClusterConsultations:Forpre‐mappingcluster:ThisactivityisexpectedtobeconductedinQ3of2015,basedontheoutcomeofthediagnosticstudythatwassuccessfullycompleted.Forpostmappingcluster:ThisisexpectedtobeconductedinQ4of2015.

Sub‐component3.2:EnhanceBDSandfinancialservicesintheidentifiedpilot:a. DevelopandprovidetailoredBusinessDevelopmentServicestrainingtoMSMEsinorganicclusters:Itisenvisaged

thatthistrainingwillberequiredinawidevarietyoffields,suchasresearchanddevelopment,counselingandtraining,legalandaccounting,designandqualityandprototyping,businesslinkages,testingandmeasurementandcontrol,exportservices,financialservicesandresourcemobilization,etc.

b. Developmentofaspecificloanproductfortheidentifiedcluster.Thisassignmentwillbeundertakentoidentifyandaddressthefinancingneedsofthemicroandsmallenterprisesinthisparticularcluster,sothattheycanhaveincreasedaccesstofinancefortheirproperexpansionandformalization

StatusofImplementation:a. BDSTraining:onceinitiatedthisactivityisexpectedtobeon‐goingtillprojectclosure

Forpre‐mappingcluster:ThiswillbereviewedbasedonthediagnosticstudyandwillbelaunchedasofQ3for2015..

Forpost‐mappingcluster:AplanisexpectedtobedesignedinQ3of2015forimmediateimplementation.

b.DevelopmentofLoanProduct: Forpre‐mappingcluster:activitytobelaunchedinQ3of2015 Forpost‐mappingcluster:activitytobelaunchedinQ1/Q2of2016

Component4:ProjectManagementPreviousRating:Satisfactory CurrentRating:Moderately

SatisfactoryCost(US$):348,000(downfrom395,000)

Sub‐component4.1:Recruitmentoffulltimeprojectmanager,afulltimeprojectofficerandapart‐timeM&Eofficer.StatusofImplementation:

ProjectManagerrecruited AdminOfficerrecruited. Otherrecruitmentsareenvisagedtoassistintheexpediencyofprojectimplementation.

Sub‐component4.2:Purchasingofcomputersandequipment.– on‐goingSub‐component4.3:ProjectCompletionAssessment – tobetenderednearprojectcompletion


(x)


(y)

Total(US$)


1,940,000 0 1,940,000


1,940,000 0 1,940,000


E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2014 397,700 0 397,7002015 0 200,000 200,0002016 500,000 500,000 1,000,0002017 342,300 342,3002018 2019




ProjectDevelopmentObjective(PDO):CreateanoverallenablingenvironmentforMicro,Small,andMediumEnterprises(MSMEs)operatingoutoforganicclustersandincreasetheircontributiontowardseconomicgrowthandemployment.


UnitofMeasure

Baseline

CumulativeTargetValues**

Frequency

DataSource/Methodolo

gy


Description(indicatordefinitionetc.)

Jun2013‐Jun2014A

Jul2014‐Jun2015A

Jul2015‐Jun2016F

(Jun2016‐Jun2017)F

IndicatorOne:Regulationandlawsadoptedbygovernmentrelatedtointegrationoforganicclusterinthedevelopmentplans

Qualitative

Noregulationexist

Policyoptiondeveloped

EndofProject

Qualitativeresearch

SFD/AfDB Projectcontributestoformulationofnewpolicies

IndicatorTwo:Unemploymentrate

% 13 12.8 12.6 12.4

Annual

INTERMEDIATERESULTS

IntermediateResult(ComponentOne):PolicyrecommendationstowardsanenablingenvironmentforthedevelopmentofMSMEsinorganicclustersIntermediateResultindicatorOne:Policyframeworkfororganicclusterdevelopmentdraftedandadvocated

Binary NoFramework

1 1 Annual Policyframeworkavailableanddisseminated

SFD/AfDB

IntermediateResultindicatorTwo:studiessupportingcluster's,policydecisionmakingconducted

Number

0 0 (A)2 4 0 Annual Projectannualreports

SFD/AfDB

IntermediateResult(ComponentTwo):InstitutionalcapacitybuiltforkeysupportinstitutionsandstakeholdersworkingwithorganicMSMEclusters

IntermediateResultindicatorOne:numberofstakeholderstrainees

Number 0 10(F)3(A)

30(F) 50(F) Quarterly

Projectreports

Project

IntermediateResultindicatorTwo:numberofinstitutionsparticipatedinstudytoursandroundtables

Number 0 2(F)1(A)

Annual Projectreports

Project

IntermediateResult(ComponentThree):MSMEcontributiontomanufacturingvalueaddedincreasedinpilot

IntermediateResultindicatorOne:No.ofBDSservicesprovidedtoMSMEsinclusterssupported(genderdisaggregated)

Number 0 0 10(A)1

20 30 Annual Projectreports

Projectcompletionreport

IntermediateResultindicatorTwo:NoofloansprovidedtoMSMEsinclusterssupported(genderdisaggregated)

Number 0 0 2(A)0

10 10 Annual

Projectreports

Project

IntermediateResultThree:Noofjobscreated(genderdisaggregated)

Number 0 0 5(A)0

20 50 Annual Projectreportsandevaluation

Project

**Indicate‘A’for‘Actual’and‘F’for‘Forecast’

SupporttoParliament:BuildingCapacity&MainstreamingInclusiveGrowth&Decentralization

A. BasicProjectInformation

ActivityName:SupporttoParliament:BuildingCapacityandMainstreamingInclusiveGrowthandDecentralizationinEgypt



RecipientEntity:AfricanDevelopmentBank DirectorNorthAfrica,JacobKolster

[email protected]


AdditionalFundsLeveragedandSource(s),ifany(US$):

TotalAmountDisbursed(DirectandIndirectinUS$):0


6/11/2014


TBC(expectedJanuary2016)

Clickheretoenteradate.

ProjectClosingDate9/30/2017


PrimaryPillar:

EnhancingEconomicGovernance

SecondaryPillar(s): CompetitivenessandIntegrationInclusiveDevelopmentandJobCreationInvestinginSustainableGrowth


ProjectDevelopmentObjective: Theobjectiveof theproject is to enhance theperformanceof theEgyptianParliamenttowardsincreasedefficiencyandeffectivenessinresponsetothedemandforimprovedsocialjustice.Ratingforprogresstowardsachievementofobjective:

NotApplicable

Ratingforoverallimplementationprogress: NotApplicable

BriefSummaryofProjectImplementationStatus:Duetosomechallengesintheelectoraldistrictlawanditson‐goingrevision,electionsfortheEgyptianParliamenthavebeenpostponedtillendof2015.Meanwhile,theSecretaryGeneralappointedinOctober2014,servesastheExecutingDirectorofParliament.TheBankcorrespondedwiththeGovernmentinSeptember2014proposingadateforthelaunchoftheProject.Aworkingsessionwith theSecretaryGeneralofParliamentwasarranged through theMinistryof InternationalCooperation, onApril 26, 2015; and soon thereafter the Bank received a response to its letter of Septemberconfirmingthecontinuedinterestintheproject. However,thereseemstobesomehesitancyinlaunchingtheprojectactivitiesbeforetheParliamentaryelectionsareheld.TheBankrecentlycorrespondedwiththeMinistryofInternationalCooperationtoobtainfurtherclarifications.ShouldthefinaldecisionbetopostponethelaunchoftheprojectuntilParliamentconvenes,anextensionistobeenvisaged.Meanwhile,theBankhadstartedtheprocesstorecruitconsultantsfortheproject.Anadvertwasplacedinthenewspapers forthe3positions,andCVswereobtained.A long‐list isbeingprepared.However, theprocess isexpectedtobeputonholduntilfurtherclarificationsareobtainedontheanticipatedstartdate.

InlinewithMENATFprocedures,theprojectisISAexecuted.

GrantApprovalDate June11,2014GrantClosingDate 30September2017GrantAmount USD2,920,000(incl.ISAcharges)


Component1:CapacityBuildingofParliament’sPermanentStaff,withafocusonstaffersinvolvedinCommittees:PreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):500,000Sub‐component1.1:CapacityneedsassessmentStatusofImplementation:ToRswillbedraftedbytheimplementationteamoncerecruitedandtheprojectlaunched.Sub‐component1.2:CapacitybuildingprogramsStatusofImplementation:ToRtobedraftedoncetheprojectislaunched.Sub‐component1.3:FieldvisitsStatusofImplementation:Programtobeestablishedbasedonneeds.Component2:InstitutionalDevelopmentPreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):1,500,000Sub‐component2.1:OrganizationalStructureStatusofImplementation:TBDSub‐component2.2:ITupgradeStatusofImplementation:TBDSub‐component2.3:Introducingthee‐votingsystemtoincreaseefficiencyandenhancetransparencyStatusofImplementation:TBDComponent3:Casestudy:MainstreamingSocialInclusionandDecentralisationPreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):270,000Sub‐component3.1:DevelopmentofadedicatedtrainingprogramStatusofImplementation:Sub‐component3.2:Implementationoftheprogram,throughaseriesofinter‐activeworkshopsStatusofImplementation:Sub‐component3.3:StudyTourfor12personsStatusofImplementation:2tourswillbeorganizedinsimilarcontextcountriestobeidentifiedduringprojectimplementationComponent4:ProjectManagementPreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$)470,000Sub‐component4.1:Recruitmentsofstaff:technicaladvisor,programcoordinator,andprojectofficer

StatusofImplementation:ToRshavebeenfinalized;adverthasbeenpublishedinthepaper;CVswerereceivedandreviewed.Longlistisunderpreparation.Sub‐component4.2:Purchasingofofficeequipment

StatusofImplementation:Tobeprocureduponprojectlaunch.

D. DisbursementsofTransitionFundFundsforDirectProjectActivities

Country‐Execution(US$)

(x)


(y)

Total(US$)


2,740,000 2,740,000


0 0

ActualAmountDisbursed(c): 0 0

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2015 0 0 02016 300,000 500,000 800,0002017 500,000 500,000 1,000,0002018 500,000 440,000 940,000Total 1,300,000 1,440,000 2,740,000




Project Development Objective: Enhance the performance of the Egyptian Parliament towards increased efficiency and effectiveness in response to the demand for improved social justice.

PDO Level Results Indicators* Unit of Measure Baseline

Cumulative Target Values**

Frequency Data Source/ Methodology

Responsibility for Data Collection

Description (indicator definition etc.)

Dec 2014 - Dec 2015

F

Jan 2016- Dec 2016

F

Jan 2017 - Sep 2017

F

Development Impact: Improved performance of Parliament

Proxy indicator:

1. Wastefulness of govt spending

2. Perception of trust in natl govt

Value 2.1, ranked 135/148 in 2013/14 63% yes (2007-2011)

Value 2.2 65%

Value 3 70%

Third year

Global Competitiveness Report UNDP Human Devt Report

AfDB project team AfDB project team

Perception by business community, conducted through the Executive Opinion Survey of the World Economic Forum. % of those responding “yes” to the Gallup World Poll (2012) question: In this country do you have confidence in the national government?

Outcome Indicator One: Performance of Parliament Staffers improved

Qualitative TBD following baseline survey

- - Increase 1st year & last year

Baseline survey conducted upon project launch and project closure

AfDB project team

Outcome Indicator Two: Social Inclusion and Decentralization concepts mainstreamed

No of social inclusion and/or decentralization related briefs developed and presented

0 in 2013/4 - 2 6 Third year Project completion reports & parliament deliberations

AfDB project team

Briefs developed that favor social inclusion and decentralization, presented for discussion in Committees

INTERMEDIATE RESULTS

Intermediate Result (Component One): Capacity Building of Parliament’s Permanent Staff

Intermediate Result indicator One: Dedicated and tailored capacity-building programs established based on skill gaps identified

Qualitative Large gaps in skills exist

Needs assessment conducted Baseline Performance

Technical and Administrative Training programs implemented

800 persons trained (40% women)

Annual Project progress report

AfDB project team

survey conducted

Intermediate Result indicator Two: Awareness raised on local development issues

Quantitative & qualitative

Desk work forms basis of knowledge. Weak linkages with realities on the ground.

2 field visits organized

4 field visits organized

6 field visits organized Performance survey conducted

Annual Satisfaction survey conducted & Project progress report

AfDB project team

Intermediate Result (Component Two): Institutional Development

Intermediate Result indicator One: Organizational structure with clear roles and responsibilities fine-tuned and circulated

Qualitative Structure reviewed by CAOA

Fine-tuning of 1 structure ToRs for functions of 5 specialized committees developed

20 Job Descriptions developed ToRs for functions of 18 specialized committees developed

54 Job Descriptions developed


AfDB project team

Intermediate Result indicator Two: Improved coordination and staff performance due to use of IT equipment

Quantitative Large IT requirements, no website;

Rapid IT assessment Performance survey

IT equipment purchased and operational

Website operational & Performance survey conducted

Annual Project progress report & comparison of performance surveys

AfDB project team

Intermediate Result indicator Three: Improved transparency through use of e-voting system

Quantitative Limited electronic voting system

E-voting assessment reviewed

E-voting system operational


AfDB project team

Intermediate Result (Component Three): Case Study: Mainstreaming Social Inclusion and Decentralization

Intermediate Result indicator One: Social Inclusion and Decentralization Mainstreaming Program developed and concepts used

Number of trainees; Use of concepts

No program exists Program developed

25trained; 2 briefs developed

50 trained; 4 briefs developed

Annual Project reports AfDB project team

Intermediate Result indicator Two: Awareness on Best Practices from other countries raised through Study tours

Number of tours; qualitative

No program exists - 1 tour for 6 persons

2 study tours for 12 persons; recommendations made following tours

Annual Project reports AfDB project team

StrengtheningRuleofLaw:Effective&TransparentDeliveryofJustice&Rule‐making


ActivityName:StrengtheningtheRuleofLaw:Effectiveandtransparentdeliveryofjusticeandrule‐makinginEgypt

CountryName:Egypt NameofImplementationSupportAgency(ies):OECDandAfDB

NameofISAProjectLeader:

OECD:MiriamAllam

AfDB:SamuelIjeh/PrajeshBhakta

EmailofISAProjectLeader

OECD:[email protected]

AfDB: [email protected]; [email protected]

RecipientEntity:NabeelSadek,ChiefJustice,CourtofCassation,MinistryofJusticeandCourtofCassationMaguedSobhy,Judge,MemberofLegislationDept.MinistryofJustice

EmailofRecipientEntity:[email protected] [email protected]

TotalAmountApprovedbytheTransitionFund(US$):4.121.000


Countryco‐financing:2.000.000andin‐kindcontributions

Otherco‐financing:320.000

TotalAmountDisbursed(DirectandIndirectinUS$):

AfDB:0

OECD:348,175


6/11/2014


9/1/2014

ProjectClosingDate:

8/31/2017


PrimaryPillar:


SecondaryPillar(s): EnhancingEconomicGovernanceChooseanitem.Chooseanitem.


ProjectDevelopmentObjective:TheProjectaimsatcontributingtoconsolidatingtheruleoflawandsupportinganenablingbusiness environment through (i) enhancing efficiency and effectiveness in thedelivery of justice and (ii) strengtheningtransparencyandeffectivenessintherule‐makingprocess.

Thefirstobjectiveaddressestheneedtoimprovethedeliveryofjustice,bystrengtheningruleoflaw‐whichisaddressedattheleveloftheCourtofCassation.TheProjectwillaimtodesignandimplementanautomatedcasemanagementsystemfortheCourtofCassation,buildcapacityofCourtofCassationstafftousenewsystems,andreducecasedelaysandimprovetheprovisionofjudicialservicestothepublic.

ThesecondobjectiveislinkedtothebroaderagendaoftheGovernmentonensuringgreatereffectivenessoftherule‐makingprocess.TheProjectwillworkwiththeMoJtobuildcapacitiesinlegislativedraftingandstrengthenmechanismsforbetterregulation.



BriefSummaryofProjectImplementationStatus:

Asregardstotheoverallimplementationofactivitiesofthisproject,noticeabledevelopmenthasbeenachieveddespiteareshufflingofthegovernmentthataffectedtheMinistryofJustice.ActiveandcredibleengagementfromMinistryofJusticeandCourtofCassationprovidedasuitableframeworkforexploitingthepotentialofprojectimplementation.SincethelastreportingroundinJanuary,thestatusoftheprojectimplementationhassteadilyprogressed.InparticularthecomponentsunderOECDexecutionwhereasthepaceoftheimplementationoftheAfDBGovernmentexecutedactivitieswiththeCourtofCassationhaveencounteredsignificantdelayduetocapacityconstraintswithintheCourtofCassationwithregardtoprojectmanagementandprocurement.TheAfDBundertookamissiontoEgyptinJune2015tospecificallyresolveprojectimplementationissuesandreachanagreementonthewayforward.TheprojecthasalsoexperiencedmanychangesoftheprojectimplementationteamsintheMinistryofJusticeandtheCourtofCassation,whichhasrequiredadditionalattentiontoensuringstrongcommunicationandcoordinationtomitigatedisruptionstoprojectimplementation..Inthisregard,theOECDandtheAfDBhasorganizedaseriesofcoordinationmeetingswiththeLegislativeDepartment,MinistryofJusticeandtheCourtofCassationinFebruary,March,AprilandJune.Themainobjectivesofthemeetingsweretodiscuss(a)theimplementationmechanismsfortheprojectwiththerespectivestakeholders,(b)agreeonthemainframeworkofprojectimplementation,(c)thecoordinationbetweentheOECD,AFDB,MinistryofJustice,CourtofCassation,MinistryofInformationandTelecommunicationsandMinistryofPlanningandInternationalCooperation.Mainachievementsinclude:‐Agreementreachedonprojectimplementationplans,withclearexecutiontimelineswithbothMinistryofJusticeandCourtofCassation‐HighLevelPeer‐to‐peerlearningfacilitatedwithOECDcountriesonlegislativedraftingbefittingtheMinistryofJusticeandtheCourtofCassation(subcomponent1.5)‐Mappingexerciseonlegislativedepartmentscapacitybuildingneedscompleted(subcomponent2.1)‐CoordinationassuredwithotherDPsinvolvedinJusticeSector,inparticularEUJusticeprojectTo ensure continued coordination, the project has been reported to the OECD External Relations Committee, PublicGovernance Committee and discussed at various regional meetings organised in the framework of the MENA‐OECDGovernanceProgramme‐aprogrammethatprovidesaforumforthecoordinationofcountry‐anddonor‐ledactivitiesattheregionalandnationallevel.Inaddition,theOECDandAfDBcoordinateverycloselywiththeothermaindonorsworkinginthefieldofjusticeinstitutions(i.eEUprojecton“AdministrationofJustice”andtheAmericanBarAssociationRuleofLawprogrammesinEgypt).TheOECDandAfDBrecognizethatthecomplementaritybetweenprojectactivitiesishigh.Themonthlydonor’scoordinationmeetings,inadditiontoOECD&AfDBregularmeetingswithdonors,areexcellentexamplesofdevelopingaconsortedapproachofmanaging the implementation process without duplication or overlap between activities. Moreover, it also providesadministrators in each recipient entity with tools of better management without falling in a clamor of conflictingcommitmentsgiventheongoingchangesinrolesandresponsibilities.

C. ImplementationStatusofComponentsComponent1:Thiscomponentfocusesonimplementingkey ITreforms,buildingcapacitiesandestablishingsystemsforanautomatedcasemanagementsysteminthecourtofcassation,withtheviewtosignificantlyreducetheprocessingtimespentoneachcase,reducethecurrentbacklogofcasesandenableamoreefficientresearchandopenaccesstocourtfilesandjudgmentsPreviousRating:NotApplicable CurrentRating:Moderately

SatisfactoryCost(US$): 2.397.000

Sub‐component1.1:PreparingandImplementingaReformActionPlanoftheCourtofCassation StatusofImplementation:TheOECDconductedtwoconsultationsmeetingsinMarchandAprilwiththeCourtofCassationasafollowuptotheSeminarofSeptember2014andtodiscusstheupdateoftheimplementationstatusofthe44recommendations.Themeetingon27Apriladvancedinthediscussiontofindamutuallyagreeddateforthedeliveryoftheseminar,studyvisitandapprenticeship.Themeetingresultedinagreementontheimplementationplanforthenext12months.ThenextseminarwilltakeplaceinNovember(duetotheCourt'stightscheduleresultingfromtheendoftheJudicialyearandJudges'recess)inCairo.Theseminar,withobjectivetoequiptheCourtofCassationwiththenecessaryskillsofdesigningandimplementingtheactionplan,underthiscomponentwillfocusonautomatedcasemanagementsystemsincomparativeenvironmentsandwillbecloselycoordinatedwiththeEUtocreatesynergiesbetweenboth

projects.ThedraftprogrammewassubmittedtotheCourtofCassationon27April2015fordiscussion.ThestudyvisitwilltentativelytakeplaceinMarch2016andtheApprenticeshipoftwoweeksinlate2016.Theobjectiveoftheapprenticeshipwillbetofosterafirsthandexchangeofpracticalinformationandviewsonsimilarreformprocessesofthecourtsinotherjurisdictionsandtheirapplication.ThecomponentisexpectedtobecompletedbySpring2017.Sub‐component1.2:TechnicalassistancetodesignanintegratedmodernautomatedcourtmanagementsystemStatusof Implementation:As theCourtofCassationhasnopreviousexperienceon implementingAfDBprojects, ithasexperiencedsignificantchallengesinmeetingcriticalstepsrequiredtoensurethestartofactivities,includingtheopeningofspecial accounts to receive the project funds; preparing procurement notice and terms of reference for the first sets ofprocurements, in particular for the recruitment of theproject support staff‐ includingprocurement officer and financialassistant.During anAfDBmission in June2015, agreementwas reachedonnew implementation arrangements,withanenhancedroleoftheMinistryofInternationalCooperation,whichhasthecapacityandexperiencerequiredtoexecuteAfDBprojects.ItwasalsoagreedthattheMoICTshallprovidesupportonthetechnicalspecificationsgiventheirexperienceandknowledgeofautomatedsystems,aswellastheiroverallcoordinatingroleontechnicalissuesofe‐governance.Sub‐component1.3:Implementationoftheintegratedcourtmanagementsystem StatusofImplementation:N/A–thiscomponentwillbeimplementedaftersub‐component1.2Sub‐component1.4:CapacitybuildingandtrainingofusersforthenewsystemStatusofImplementation:N/ASub‐component1.5:Disseminationtostakeholders,dialoguewithprivateandNGOsectorStatusofImplementation:TheprojectobjectivesweredisseminatedtomajorstakeholdersduringtheprojectlaunchinSeptember2014.Todesignthecommunicationstrategy,ameetingwiththeITteamoftheCourtofCassationwasorganizedon27April2015.Itisevidentfromthediscussionsthatthecourthasmadeastridingprogressindevelopingacommunicationstrategy.ThewebportalofJudicialServicesofthecourthasbeenupgraded.Theportalisconnectedtointernaldatabaseofarchivetocivilandcriminalcases.Theportalprovidesonlineservicesforcitizenstoinquireandtracktheprogressoftheircases.Theportalalsoprovidesstatisticsforstakeholders.Thenextphasewillbetoconnecttheportalwiththedatabasesystemwithothercourtsin/outsideCairo.Thecourtheldvariousconsultationmeetingswithstakeholders(MinistryofInformationandCommunication,TheBarassociation,andPrivatesector).Communicationsprioritiesandtime‐tableoftherolloutofthestrategyarefurthertobediscussedwiththeCourtofCassationinordertocompletethesub‐componentbySpring2017.TheOECDandAfDBattendedthemonthly“RuleofLaw–Donorscoordinationmeeting“inFebruary,MarchandApril.Themeetingdiscussedthestatusofimplementationforeachprojectandexploredareasofsynergisticcollaborationsbetweendonors.TheOECDandAfDBisalsocoordinatingcloselywiththenewlyapprovedprojectactivitiesledbytheEUComponent2:Transparentandeffectiverule‐making.Thiscomponentwillfocusonimplementingnewprocessesandapplyinginternationalgoodpracticesfortransparentandeffectiverule‐makingintheMinistryof Justice.Thecomponentincludes thepilotingof thenewprocedures and techniques todraft thenecessary legislation tomodernize theCourt ofCassationandotherprioritylegislationinlinewiththenewconstitution.Thecomponentthusfocusesontheprocesses,toolsandskillstodraftgoodlegislation.PreviousRating:NotApplicable CurrentRating:Moderately

SatisfactoryCost(US$):1.151.000

Sub‐component2.1:Implementationplanforparticipatoryandtransparentrule‐making.StatusofImplementation:MonthlycoordinationmeetingsinJanuary,February,MarchandAprilwiththeMinistryofJusticeandDeputyMinisterofJusticetookplacetopreparetheimplementationofthisactivitywhichwillstartinSeptember2015.Inaddition,1advisorysessionontheOECDRegulatoryPolicyRecommendationandtheOECDworkonJusticeInstitutionswithexpertsfromtheGovernanceReviewsandPartnershipsDivisionandtheRegulatoryPolicyDivisiontookplaceonthe03rdFebruary,2015.Incarryingoutthisexercise,theOECDintroducedavailabledataandcurrenttrendsinOECDcountrieson access to justice, justicemanagement structures and performance aswell as in alternative dispute settlement (ADR)mechanisms.ThedialoguehelpedtoexplaininpracticetheOECDpeer‐reviewmethodologytotheMinistryofJustice,andOECDandEgyptianpeersdiscusseddifferenttoolstoconsultondraftlaws.Themappingexercisethenstartedon28AprilwiththeDepartmentforLegislationandtheOECD.TheobjectivesofthemappingexerciseistoA)provideabackgroundreport forconsiderationofpossible reformsby theLegislativeDepartment;b)provideanoverviewofandreferences tointernationalpracticesandprocedures,establishedfordraftinglegislationinOECDcountries;c)providesomepreliminaryheadingsforaManualandneedsassessmentsonatraininganddevelopmentprogramme.ThisexercisereliesprimarilyontheinformationreceivedfromtheMinistryofJustice,theOECDiscurrentlypreparingthemappingandwillbefinalizedinthenext3months.Thesub‐component2.1isthusexpectedtobecompletedbyAugust2015.

Sub‐component2.2:Capacitybuildingtoimprovetransparentrule‐makingStatusofImplementation:Thecapacitybuildingactivities,includingtheseminarsandthestudyvisitstoOECDcountries,

suggestedbytheMinistryofJusticeareexpectedtostartinSeptember2015.Theprogrammeofthestudyvisitandpossible

formatofthevisitswerepresentedinJune2015.ThefirststudyvisitwilltakeplaceinFranceinSeptember2015.Thisstudy

visitwillbefollowedbyaseriesof5furthercapacitybuildingactivitiesexpectedtobecompletedbyJune2016.Theentire

componentwillbefinalizedbyJune2017.

Sub‐component2.3:Implementingprocessesandtoolsforeffectiveandtransparentrule‐makingStatusofImplementation:Sub‐component2.3.isexpectedtostartinearly2016andbefinalizedbyJune2017Sub‐component2.4:ProvideimplementationsupporttodraftnewlegislationStatusofImplementation:Sub‐component2.4willbediscussedduringtheimplementationofsub‐component2.2Sub‐component2.5:DatabaseoflegislationandbestpracticesinlegislativedraftingStatusofImplementation:N/AAFDBtoprovideinformationontheprocurementnote.Component3:Projectmanagement,coordinationandmonitoringThiscomponentwillentailsupporttoensuringallprojectactivitiesandtasksareexecuted,coordinationamongallactorsinvolved in project implementation, fulfilling and monitoring procurement and fiduciary requirements and audits, andmonitoringandevaluationofprojectoutcomesandintermediaryresults.[AFDB]PreviousRating:Not Applicable CurrentRating:Moderately

UnsatisfactoryCost(US$):222.000

StatusofImplementation:UnderthiscomponenttheprojectwastorecruittherequiredsupportstafffortheProjectImplementationTeamswithinCoCandMoJtoensureadequateprojectmanagement.However,duetosignificantdelaysinofficiallyappointingprojectcoordinators,openingthespecialaccountsandensuringthatthefirstprocurementsarelaunchedfortherequiredsupportstaff,thePITsarenotyetfunctioning.DuringamissioninJune2015,toaddressimplementationissues,itwasagreedthatprojectexecutionwouldbeassuredbytheMinistryofInternationalCoordination,whichhastherequiredcapacitytodealwithprojectmanagement.ThecourtofcassationandtheMinistryofJusticewillremainresponsiblefortechnicalinputsandqualityassurance,butwillnotneedtomanageprocurementandfinancialreporting.ItisexecutedthatthiswillsignificantlycontributetounblockingthelackofprogressonthiscomponentandtheGovexecutedpartoftheproject.


(x)


(y)

Total(US$)


2,406,000 OECD:1,500,000USD 3,906,000


0 OECD:72,916USD 72,916

ActualAmountDisbursed(c): 0 OECD:247,312USD 247,312

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2015 OECD:275.711

AfDB:115.000OECD:275.711AfDB:115.000

2016 OECD:300.000AfDB:

OECD:250.000AfDB:1,566.000

OECD:550.000AfDB:1,566.000

2017 OECD250.000AfDB:

OECD:150.000AfDB:725.000

OECD:400.000AfDB:725.000


Disbursed(US$) Available(US$) Total(US$)

OECD:100,863USDAfDB:0

OECD:137USDAfDB:114,000

OECD:101.000AfDB:114,000


Project Development Objective (PDO): The proposed project development objective is to strengthen the application of rule of law and an enabling business environment through enhancing effective

and transparent delivery of justice and inclusion in the rule‐making process.

PDO Level Results Indicators* Unit of

Measure Baseline


Frequency Data Source/

Methodology

Responsibility for

Data Collection

Description

(indicator

definition etc.) Sep 2014 –

Sep 2015

F

Oct 2015 ‐

Sep 2016

F

Oct 2016 ‐

Sept 2017

F

Indicator 1: Automation of the Court

of Cassation

Quantitativ

e

Not automated

n/a yes System in place

once Project

progress

reports

Project

Implementation

Team (PIT). CC

System

designed,

equipment and

IT installed

Indicator2: System designed that

allows for effective and consistent

stakeholder engagement and input

into law drafting

Quantitativ

e

n/a yes System in place

annually Project

Progress

Reports,

Website

verification

PIT, MoJ Stakeholder

consultation

process in rule

making

elaborated

Indicator 3: Legislation drafted

according to International good

practices

Quantitativ

e

none n/a yes Four Second and third

year annually

Project

progress

reports

PIT, MoJ Number of hits

on the platform

Indicator4 : Capacity Built:

Number of Staff trained in IT

system use

Number of MoJ Staff trained in

drafting legislation

Number of peer review

exchange programmes

Number of modules and toolkits

developed

Number of secondments, OECD,

CC etc

Quantitativ

e

none

n/a

20

7 study

visits

3 seminars

10 Toolkits

1000 on IT

system use

50 on

legislative

draft.

6 toolkits

Annually Project

Monitoring

Unit

PIT Total number of

beneficiaries

benefitting from

capacity building

for all

components of

the project

combined


Component 1: Supporting the efficient and effective delivery of justice by the Court of Cassation

Indicator 1: Automated court

management system designed

Quantitativ

e

Not automated

System

designed

n/a n/a

Once Project

progress report

PIT, CC Design of

automated court

management

system

Indicator 2: Work flow of the Court of

Cassation automated

Qualitative Rudimentary case recording system not linked

n/a n/a System established

once Project

progress report

PIT, CC Business

processes

automated and

linked

Indicator 3: Archiving system for the

Court of Cassation developed

Quantitativ

e

Paper archive

n/a n/a All new cases archived elecronically

once Project

progress report

PIT, CC Electronic

archive for CC in

place

Indicator 4: Dynamic and Interactive

Website for the CC

Qualitative Website

not

dynamic or

interactive

n/a yes Judgements

by CoC

available on

line

Annually Project

Implementatio

n Reports

PIT, CC Type and

volume of

information

accessible on

website, number

of hits

Indicator 5: Legislation for

automation enacted

Quantitativ

e

Draft legislation to be reviewed

n/a yes n/a once Legislative

reports, Project

progress

reports

PIT, MoJ Legislation to

allow electronic

signatures and

authentication

of electronic

documents

Component 2: Support Transparent Rule‐Making in the Ministry of Justice

Indicator1: Guidelines and Toolkits

developed

Quantitativ

e

None 6 n/a n/a once Project Progress Reports

PIT Number of tool kits developed

Indicator 2: Staff trained on

participatory rule making and impact

assessment

Quantitativ

e

Capacity

not good

yes yes Yes Annually Project Implementation Reports

PIT Number of staff trained in legislative techniques /Number of trainings held

Indicator 3:Pilot legislation

drafted/reviewed according to

international best practices

Quantitativ

e

n/a yes Yes Annually Project Progress Reports

PIT, MoJ Legislation drafted

Indicator 4: User‐friendly e‐

consultation platform established

Quantitativ

e/Qualitati

ve

none n/a yes Yes Second and third

year annually

Website

verification,

project

progress

reports

PIT, MoJ Number of users

on the platform

Indicator 5: Workshops and staff

assignment to OECD

Quantitativ

e

None yes yes Yes Annually Project

Progress

Reports

PIT, OECD Number of staff

assignment and

workshops


Component 1: Supporting the efficient and effective delivery of justice by the Court of Cassation

Indicator 1: Automated court

management system designed

Quantitativ

e

Not automated

System

designed

n/a n/a

Once Project

progress report

PIT, CC Design of

automated court

management

system

Indicator 2: Work flow of the Court of

Cassation automated

Qualitative Rudimentary case recording system not linked

n/a n/a System established

once Project

progress report

PIT, CC Business

processes

automated and

linked

Indicator 3: Archiving system for the

Court of Cassation developed

Quantitativ

e

Paper archive

n/a n/a All new cases archived electronically

once Project

progress report

PIT, CC Electronic

archive for CC in

place

Indicator 4: Dynamic and Interactive

Website for the CC

Qualitative Website

not

dynamic or

interactive

n/a yes Judgments by

CoC available

on line

Annually Project

Implementatio

n Reports

PIT, CC Type and

volume of

information

accessible on

website, number

of hits

Indicator 5: Legislation for

automation enacted

Quantitativ

e

Draft legislation to be reviewed

n/a yes n/a once Legislative

reports, Project

progress

reports

PIT, MoJ Legislation to

allow electronic

signatures and

authentication

of electronic

documents

Component 2: Support Transparent Rule‐Making in the Ministry of Justice

Indicator1: Guidelines and Toolkits

developed

Quantitativ

e

None 6 n/a n/a once Project Progress Reports

PIT Number of tool kits developed

Indicator 2: Staff trained on

participatory rule making and impact

assessment

Quantitativ

e

Capacity

not good

yes yes yes Annually Project Implementation Reports

PIT Number of staff trained in legislative techniques /Number of trainings held

Indicator 3:Pilot legislation

drafted/reviewed according to

international best practices

Quantitativ

e

n/a yes yes Annually Project Progress Reports

PIT, MoJ Legislation drafted

Indicator 4: User‐friendly e‐

consultation platform established

Quantitativ

e/Qualitati

ve

none n/a yes yes Second and third

year annually

Website

verification,

project

progress

reports

PIT, MoJ Number of users

on the platform

Indicator 5: Workshops and staff

assignment to OECD

Quantitativ

e

None yes yes yes Annually Project

Progress

Reports

PIT, OECD Number of staff

assignment and

workshops

EgyptianCentralBankClearing&SettlementDepositarySystemforGovernmentSecurities


ActivityName:EgyptianCentralBankClearing&SettlementDepositarySystem(CSD)forGovernmentSecurities

CountryName:Egypt NameofImplementationSupportAgency(ies):EuropeanBankforReconstructionandDevelopment(EBRD)

NameofISAProjectLeader:HannesTakacs/HughFriel EmailofISAProjectLeader:[email protected];[email protected]

RecipientEntity:

CentralBankofEgypt

NameandEmailofRecipientEntityContact:SalwaAyoub,SeniorITProjectManagerE‐mail:[email protected]


AdditionalFundsLeveragedandSource(s),ifany(US$):3,220,000

1,220,000fromAfDB1,000,000fromEBRD’sSEMEDMulti‐DonorAccount1,000,000fromCBE



6/11/2014


7/1/2014

ProjectClosingDate:

9/1/2017


PrimaryPillar:


SecondaryPillar(s): InvestinginSustainableGrowthInclusiveDevelopmentandJobCreationChooseanitem.


Project Development Objective: The proposed project has three key strategic objectives which are: i) to reducesubstantially the accumulation of potential systemic risks related to payment systems and settlement; ii) to enable theintroduction and pricing of new instruments; iii) to allow for better pricing of government securities and creation of abenchmarkyieldcurvewhichwillfacilitatethegrowthofthecorporatebondmarket.



BriefSummaryofProjectImplementationStatus:Theprojectprogressedsignificantlyduring the6‐monthreportingperiod.TheEBRDproject teamconductedoneon‐sitemissionandorganizedanumberofconferencecalls tocoordinateproject implementationandmonitorprogress.Theco‐operationbetweenCBEandEBRDworksverywell.Duringtheon‐sitemissioninFebruary2015tri‐lateralprojectmeetingsbetweenCBE,EBRDandAfDBtookplace to fine‐tuneproject timelines,responsibilitiesandprocurementprocesses.CBEexpressed theneed to re‐allocate someof theproject fundsprovidedbyAfDB toallow for theprocurementofaProjectManager(PM)whichwillmanagetheCSDimplementationwithinCBE.EBRDcoordinatedwiththeAfricanDevelopmentBank(AfDB)toaccommodateCBE’srequesttoallocatefundssuppliedbyAfDBtotheprimaryauctionsystemandtoafull‐timePMwhichwillsupportCBEinternallyinimplementingtheproject.AnofficialrequestwasreceivedbytheAfDBallowingthemtocommencewiththeirinternalapprovalprocesses.AfDBdraftedTermsofReferencefortheprocurementofthePMandputitforwardforAfDBBoardapprovalinJune2015.AGeneral ProcurementNotice has beenpublishedonEBRD’swebsite and theprocurementof twoproject components,namelyfor(a)YieldCurveModellingand(b)ScopingandImplementationSupportweresuccessfullylaunchedinDecember2014.TheprojectcomponentswereprocuredfollowingtheEBRDprocurementrules.IntegratedTermsofReference(TOR)forthescopingandimplementationsupportconsultantweredraftedandapprovedbyCBEinDecember2014aswellastheTORfortheYCM.ItwasagreedwithCBEthatthescopingandtheimplementationsupportadvisoryserviceswillbeprocured

as one project component to ensure consistency in project implementation. Even though the procurement started inDecember2014asplannedsomedelaysintheprocurementwereexperiencedbasedontheendofyearandspringholidaysinthevariouscountriesandthedeadlineforthesubmissiondeadlineforExpressionofInteresthadtobeextendedtoensureasufficientnumberofprojectapplications.Afterasuccessfultenderprocessthesub‐component2.4YieldCurveModelling(YCM)projectwasawardedtoOGResearch(Czech Republic) by CBE and implementation commenced in May 2015. The final version of the Inception Report wassubmitted in June2015. It is expected that theYCMprojectwill end inOctober2015with thesubmissionof theagreeddeliverablesandthefinalreport.Thetenderprocessforthecomponent1project“Scopingandimplementationsupport”(USD600,000)wasfinalizedaswellastheevaluationofthefinancialproposalsbyCBEinJune2015,wheretheprocesswasslightlyaffectedbythemonthofRamadanandEaster.Contractnegotiationswith the first rankedcompany, “BourseConsult (UK)”,will commenceat thebeginningofJuly2015.ItisexpectedthatthecontractwillbesignedinJulywithprojectkick‐offinAugust2015.Itisplannedthatthetenderdocumentforthecoresystemcomponentswillbereadyattheendof2015/January2016andthatthetwo‐stageprocurementprocesswillstartimmediatelyafterwards.Asfarasdisbursementsareconcerned,asexplainedtotheSteeringCommitteeonpreviousoccasions,majordisbursementsundertheprojectwerenotexpectedinthefirst12‐18monthsofimplementation.Thisisduetoaround80percentofthebudgetbeinglinkedtocoresystemcomponentswhichareplannedtobedeliveredatalaterstageofprojectimplementation.Havingsaidthat,disbursementsareenvisagedtostartacceleratingalreadyinthesecondhalfof2015,asoutlinedbelowinsectionE.

C. ImplementationStatusofComponentsComponent1:ScopingphaseandImplementationSupportGiven the complexities involved in developing the various streams related to a functioning Clearing, Settlement andDepository(CSD)systemattheCBE,asuitablyqualifiedexpertwillbetaskedwithscopingandimplementationsupportforthisCSDproject.Thescopingconsultantwillberequiredtopreparetenderdocumentsfortheselectedprojectcomponentsaspresented.PreviousRating:ModeratelySatisfactory

CurrentRating:ModeratelySatisfactory

Cost(US$):600,000(100,000+500,000)

StatusofImplementation:IntegratedTORforthescopingandimplementationsupportwasdraftedandapprovedbyCBEon3December2014.On5Decemberthe two‐stagebiddingprocessstarted.Basedonthe lownumberofexpressionsofinterests (EoI) receivedbefore thesubmissiondeadline itwasdecided toextend thedeadline.This led toadelay in theprocurementprocess.InJune2015thefinalevaluationoftheproposalswasconcludedandnegotiationswiththefirstrankedconsultingcompanyBourseConsultwillcommenceinJuly2015.ThescopingandimplementationsupportwasprocuredatoncetoensureconsistencyandtimelinessinprojectimplementationasagreedwithCBE.Phase2ProjectManagementandimplementationsupportwillonlystartafterthedeliverablesofprojectPhase1ScopingareapprovedbyCBE.ImplementationisexpectedtostartinAugust2015.Component2:CoreSystemComponentsPreviousRating:ModeratelySatisfactory


Cost(US$):4,450,000

Sub‐component2.1:PrimaryMarket(AuctioningSystem)StatusofImplementation:n/aSub‐component2.2:SecondaryMarket(CSD&CollateralManagementSystem)StatusofImplementation:n/aSub‐component2.3:RepoAuctionStatusofImplementation:n/aSub‐component2.4:YieldCurvePricingModelStatusofImplementation:UnderimplementationsinceMay2015.Sub‐component2.5:TradingPlatformStatusofImplementation:n/aComponent3:InterfacewithotherSystems

PreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):430,000Sub‐component3.1:InterfacewithMCDR&EGXStatusofImplementation:n/aSub‐component3.2:ClearStreamandEuroclearInterfaceStatusofImplementation:n/aSub‐component3.3:BondDealerInterfaceStatusofImplementation:n/aComponent4:DataWarehouses&InformationDisseminationPlatformPreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):100,000StatusofImplementation:n/aComponent5:Legal&RegulatoryFrameworkReformPreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):50,000StatusofImplementation:n/aComponent6:HardwarePreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):1,000,000StatusofImplementation:hardwarewillbein‐kindcontributionfromCentralBankofEgypt


(x)


(y)

Total(US$)


3,510,000 0 3,510,000


600,000 0 600,000


E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2014 ‐ 0 02015 15,000 405,000 420,0002016 640,000 1,080,000 1,720,0002017 700,000 770,000 1,370,0002018 0 0 02019 0 0 0


Disbursed(US$) Available(US$) Total(US$) 107,150 234,750 341,900

G. ResultsFrameworkandMonitoringProject Development Objective (PDO):


Measure Baseline


Frequency

Data

Source/

Methodol

ogy

Responsibil

ity for Data

Collection

Descriptio

n

(indicator

definition

etc.)

Jul 2014 ‐

Jun 2015

A

Jul 2015 –

Jun 2016

Jul 2016 –

Jun 2017

Aug 2017 ‐

Sept 2017

Indicator One: Transaction

efficiency increase (volume of

trading)1

% Project

Start

+15% +20% Semi‐

Annual

Central

Bank of

Egypt

Implementa

tion

Manager

Percentag

e increase

in trading

volume of

governme

nt

treasuries

compared

to pre‐

project

levels.

Indicator Two: Settlement

efficiency increase (% of trades

settled automatically) 2

% Project

Start

60% 80% Semi‐

Annual

Central

Bank of

Egypt

Implementa

tion

Manager

Percentag

e of

trades

settled

automatic

ally

Indicator Three: Uniform

access to market by

participants (minimum

number of bond dealers with

direct access) 3

No. Project

Start

0 ‐ 2 2 Semi‐

Annual

Central

Bank of

Egypt

Implementa

tion

Manager

Number

of players

other than

banks,

granted

direct

access to

the

1 Systems will not be in place before end‐2016, so impact can only be assessed after the implementation of the fully electronic system components 2 Systems will not be in place before end‐2016, so impact can only be assessed after the implementation of the fully electronic system components 3 Systems will not be in place before end‐2016, so impact can only be assessed after the implementation of the fully electronic system components

system

compared

to pre‐

project

Indicator Four: Secondary

market trading of treasury

bonds 4

% Project

Start

15% +20% Semi‐

Annual

Central

Bank of

Egypt

Implementa

tion

Manager

Percentag

e increase

in trading

of

treasury

bonds in

the

secondary

market

Indicator Five: Transparency

and Dissemination (publish

yield curve and website with

debt trading statistics) 5

Project

Start

Monthly Weekly Semi‐

Annual

Central

Bank of

Egypt

Implementa

tion

Manager

Frequency

of

Publicatio

n


Intermediate Result indicator One:6

Automated

Primary

Market

Auction

System 50%

complete

Automated

Primary

Market

Auction

System fully

completed

Central

Bank of

Egypt

Implementa

tion

Manager

Intermediate Result indicator Two: 7

Automated

Secondary

Market

Clearing and

Collateral

Management

System 50%

completed

Automated

Secondary

Market

Clearing and

Collateral

Management

System fully

completed

Central

Bank of

Egypt

Implementa

tion

Manager

4 Systems will not be in place before end‐2016, so impact can only be assessed after the implementation of the fully electronic system components 5 Systems will not be in place before end‐2016, so impact can only be assessed after the implementation of the fully electronic system components 6 Procurement will not be finished before Q2/2016 7 Procurement will not be finished before Q2/2016

Intermediate Result indicator Three:

Yield curve

methodology

analysis for

Egyptian

market

complete

Yield Curve

generation

Central

Bank of

Egypt

Implementa

tion

Manager

Intermediate Result indicator Four: 8

Trading

platform

analysis for

optimal design

complete

Trading

platform for

government

securities

operational

Central

Bank of

Egypt

Implementa

tion

Manager

Intermediate Result Indicator Five: 9

Analysis of

optimal

linkages

Local market

linkages

operational

Central

Bank of

Egypt

Implementa

tion

Manager

Intermediate Result Indicator Six: 10

Design of

warehouse

and website

Data

warehouse

and debt

capital

markets

website

operational

Central

Bank of

Egypt

Implementa

tion

Manager

Intermediate Result Indicator Seven:11

Analysis of

legal and

regulatory set

up

Recommendati

ons for change

Legal and regulatory requirements are consistent across all modules

Central

Bank of

Egypt

Implementa

tion

Manager

8 Procurement will not be finished before Q2/2016 9 Procurement will not be finished before Q2/2016 10 Procurement will not be finished before Q2/2016 11 Analysis of legal and regulatory set‐up is depending on planned market design

MSMESupportProgrammeinEgyptandtheSocialFundforDevelopment


ActivityName:MSMESupportProgrammeinEgyptandtheSocialFundforDevelopment

CountryName:EgyptNameofImplementationSupportAgency(ies):

EuropeanBankforReconstructionandDevelopment(EBRD)


ReemElSaady

EmailofISAProjectLeader:

[email protected]

RecipientEntity:SocialFundforDevelopmentofEgyptNameandEmailofRecipientEntityContact:AyaAbou‐Hadid

[email protected]

TotalAmountApprovedbytheTransitionFund(US$):

2,936,080


EUR625,000(equivalentofUS$812,500)fromEBRD’sSEMEDMulti‐DonorAccount


586,401


2/20/2013


4/1/2013

ProjectClosingDate:

4/1/2018


PrimaryPillar: InvestinginSustainableGrowth

SecondaryPillar(s):InclusiveDevelopmentandJobCreation


ProjectDevelopmentObjective:

TheProject’sobjectiveistostrengthenthecapacityoftheSocialFundforDevelopmenttosupporttheMSMEsectorinEgyptwithaparticularfocusonpromotingwomenentrepreneurship.


Ratingforoverallimplementationprogress: Satisfactory


Sincethelastprogressreport,activitiesunderthisprojecthavecontinuedattherequiredpace.Inparticular,themajorityofconsultantstobeinvolvedunderComponent1havenowbeenretainedandallofthemnowhavedeliveredthefirstsetofdeliverablesaspertheTermsofReferences(seebelowforfurtherdetail).Component2isontrack.ThejointteamoftheSocialFundforDevelopment(SFD)andEBRDhasassisted55womenentrepreneursresultingin64advisoryprojects.Itisworthnotingherethattheoriginallyagreeduponobjectivewastoimplement60projects;however;duetotheincreasingdemand on advisory services and the smaller size of the average project cost, the teamwas capable to overshoot andimplementtodate64projects,andexpecttoreach70projectsbyApril2016,usingthesameallocatedbudget.Inaddition,85womenreceivedentrepreneurshiptrainingsinvarioustopics;2beneficiariesarecurrentlyengagedincoachingprojectsand4areengagedinmentoring.Furthermore,marketdevelopmentactivitieswereimplemented,outreachingtomorethan330womenentrepreneurs,aswellas30consultantsindifferentgovernoratesinordertoincreaseawareness,visibilityandsupply&demandonadvisoryservices.AspartoftheKnow‐Howtransfer,EBRDhasbeenprovidingcapacitybuildingtoSFDthroughon‐the‐jobtrainingtoitsstaff.

WithregardstoComponent3,aconsultanthasnowbeenhiredtoexecutetheassignmentandworkhasbegunonthefirstphaseoftheproject(envisioningandplanning).


Component1:“LegalandregulatoryreformtostrengthenSFDadvocacyandpolicyformulationcapacitytosupporttheMSMEsector”(SFD‐executed):

TheComponent’sobjectiveistoprovideSFDwithtechnicalassistanceandadvicetoallowittofulfilapolicyandadvocacyroleintheMSMEsectorinEgypt.

PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):919,000

Sub‐component1.1:DevelopinganationalstrategyforenhancingthelegalandregulatoryenvironmentofMSMEsandpromotinganadvocacyandpolicyfunctionwithintheSFD

StatusofImplementation:TheSeniorPolicyAdvisorwashiredtoprepareananalysisofthelegalandregulatoryobstaclesforMSMEdevelopment.ThiswillfeedintotheNationalStrategyfortheMSMEsectorthattheSFDispreparing.AdraftofthePolicyPaperwaspreparedandcirculatedwithintheSFDandEBRD.ThereportrequiresfurtherworkinordertofullyaddressthelegalandregulatoryframeworkgoverningSMEsandtoidentifyrelevantobstaclesandbottlenecks.Inthatconnectionadecision has been taken to obtain targeted legal advice to address thesematters and complete the report. Consultationworkshopswill be scheduled to present the final proposed findings and recommendations to both local authorities anddonors. An International Consultant has been retained, whose role consists of advising the SFD on the internationalexperienceofregulationoftheMSMEsectorandtocomplementtheSeniorPolicyAdvisor’sPolicyPaperwithacomparativeperspective.The InternationalConsultantproducedapolicypaperonhowMSMEsector isgoverned, inparticularat thelegislativelevel.Finally,effortsarenowbeingundertakentohireaPolicyAdvisor, toworkcloselywiththeSFDPolicyUnitontheaboveactivities.

Sub‐component1.2:Reviewing thePresidentialDecreeN.40of1991establishing theSFDand the lawon SmallEnterprise(Law141/2004)toclarifySFD’smandate

StatusofImplementation:Thissub‐componenthasbeenputonholdasthepoliticalcontextfortheMSMEsectorisstillunclear(theMinistryofIndustryandTradehasbeengiventheMSMEportfoliothissummer,althoughmanybelievethatthisisonlytemporaryandthatanewMinistryofMSMEcouldbecreatedafterthenextparliamentaryelections).TheSFDthusbelievesthatitisprematuretotrytoamendthelawanddecreewhenthereisnomuchuncertaintyatthemacro‐level.

Sub‐component1.3:ImplementingrecommendationsforabetteroperationalenvironmentforMSMEs

StatusofImplementation:TheLegalandRegulatoryConsultantinchargeofthiscomponenthasstartedtheassignmentsinceOctober2014.TheConsultanthaspreparedanddeliveredadetailedcommentaryontheOneStopShops,togetherwithcertainpreliminaryrecommendations.TheConsultanthasalsopresentedamodelofhowthevariousOSSsinEgyptcouldoperateinaunifiedfashion.TheproposedmodeltakesintoaccountnationalandinternationalexperienceandidentifieshowtheproposedmodelwillbenefitMSMEs.Thisdocumenthasbeen thesubjectofcomments fromtheSFDandEBRD.ThecombinedcommentsofbothSFDandEBRDhavebeendiscussedinameetingheldinCairoon24thand25thMay2015.

Inaddition,anActionPlanhasbeendeveloped,thekeyobjectivesofwhichwereagreedfollowingastrategicmeetingwithSFDmanagementinCairoinJanuary2015.

Component2:Promotionofwomenentrepreneurship(EBRD‐executed)

Theimplementationofthetwoyearpilotprojecttopromotewomenentrepreneurshipiscurrentlywellunderway;theteamhasimplemented64projectsoutof60planedandsupported420womenintrainingorvisibilityevents.

PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):1,625,000

Sub‐component2.1:Implementthreeyearpilotprojecttopromotewomenentrepreneurship

StatusofImplementation:Theprojectimplementationisontrackhavingexceededtheoriginaltarget.Implementationhasbeenespeciallysuccessfulindeliveringresultsintermsofnumberofwomensupportedviaadvisoryprojectsorengagedintrainings and networking events while at the same time engaging SFD staff in project delivery; transferring on‐the jobknowledgeandskillsinalllevelsofimplementationoftheprogramme.ThejointSFDandEBRDteamsuccessfullyassisted55womenentrepreneursoutofatargetof60carryingout64advisoryprojectswithlocalconsultants,outofwhich36havebeensuccessfullycompletedand3havebeenevaluated.85womenhavebeentrainedundertheprogrammeandtheteam

hassuccessfullyengagedwitharound330womenacrossthecountryinMarketDevelopmentActivitiespromotingaccesstoadvisoryservices.

BusinessAdvisoryServices(BAS)projects:Todatetheprogrammehassuccessfullystarted64BASprojectssupporting55womenentrepreneurs.TheprogrammehelpedwomenaccesstherequiredKnow‐Howtogrowtheirbusinessbyraisingtheirunderstandingofthepotentialbenefitsofadvisoryservices.Outofthe64projects,24werelocatedintheDeltaregionnamelyGharbiaGovernorateand4wereinUpperEgyptregion,namelyAssiutandSohag.MostofthebusinessadvisoryservicesimplementedwereinthefieldofmanagementimprovementthroughtheimplementationofEnterpriseResourcePlanningandManagementInformationSystems.Improvingmarketingperformancewasalsoapriorityanditwasprovidedthroughadviceondevelopingon‐linemarketingstrategies,creatingwebsitesand improvingmarketingskillsamongstemployees.Improving financialmanagementwas also requested by a number ofwomen entrepreneurs and local consultantswerecontractedtodevelopcomputerizedfinancialcontrolsystemsaswellasfinancialpoliciesandproceduresmanuals.Theteamhasmanagedtoidentifyandregister30newconsultantsfromCairo,Assiut,SohagandGharbiaengagingtheminBASprojects.Theteamisalsoworkingondevelopingthesupplyandqualityoftheconsultancymarket;2trainingcourseswillbedeliveredduringthethirdandfourthquartersof2015tohelpconsultantsimprovetheirskillsandreachnewMSMEclients.

Inaddition,throughitsNon‐FinancialServicesdepartment,SFDhasmanagedtofacilitatebusinessopportunitiesforwomenentrepreneursimprovingtheiraccesstomarkets:

o 16marketingopportunitiesthroughlocalexhibitionswereprovided.o 2marketingopportunitythroughinternationalexhibitionwasprovided.o 3opportunitiestoparticipateingovernmentalbiddingswerefacilitated.o 2servicesforbar‐codingofproductswereprovidedwith50%discount.o 5matchmakingopportunitieswasprovidedtolinkagewomenproductswithotherwomenclientsorNGOs

OngoingAdvisorySupport(Coaching): totheteamstartedtwoon‐goingcoachingprojectsoutof10.Ongoingbusinessadvisorysupport/coachingisanewSBSinstrumentdesignedforselectedbeneficiariesoftheWiBinitiative.Itisdevelopedtoaddresstheestablishedneedformedium‐termgeneralbusinesscoachingutilizinglocalconsultants,asafollowonorinadditiontostandardtask‐specificBASprojects.

Mentoringprogramme:theteamhasbuiltonexistingEBRDsynergieswiththeCherieBlairFoundation(CBF)tocreateapartnershipunder thisprogrammetoprovide internationalmentoring toaround10mentees;preferablywomen leadinglargerSMEs,whospeakEnglishandwhowouldbeneficiate fromexposure to internationalmarkets.CBFstartedpairingcouplesofmentees,where4womenentrepreneurshavebeenengagedwithCBFasafirstintaketoreceivetheirinternationalmentoring.OntheotherhandandinordertoprovidementoringopportunitiestowomenwhodonotmastertheEnglishlanguage, theprogram is currently preparing a localmentoring contractwithEndeavour Egypt. This is a leading localmentoringorganizationthathelpentrepreneursunleashtheirpotentialthroughlinkingthemwithehbestlocalmentoringnetwork.

Entrepreneurship training courses: in order to enhance the entrepreneurial skills and technical capacities ofwomenentrepreneurs,theprogrammehasdesignedanddeliveredthreecoursestrainingformorethan85womenasfollows:

‐ FashiondesignandPatternMakingTraining: the training’smainobjectivewas to improve the technical skillsofwomenentrepreneursworking in the fieldofreadymadegarmentsmanufacturingand trading.ThetrainingwasdeliveredinJune2014,for10womenentrepreneursinTanta.ThechoiceofTantacitywasbasedonthefactthatmostofthesmallsizedreadymadegarmentsindustriesareconcentratedinGharbiaGovernorateandspecificallyinTantaandMahalacities.Thetrainingwassuccessfulandtrainees’feedbackwasverypositive;manyofthemhaveaskedtotakeafollow‐uptraining:“AdvancedFashionandPatternMakingTraining”.Mostofthetraineesstatedthatthetrainingtheyhavereceivedwillpositivelyimpactthequalityoftheirproductionandwillincreasetheirexportcapabilities.

‐ Digital Strategy and Online Marketing Training: the training’s main objectives were to increase local women‐entrepreneursknowledgeof internetmarketing,e‐businesscommerce,e‐marketingtools(SEO,GoogleAdWords,Googleanalytics)andSocialmedia;toenhancetheonlinepresenceoflocalwomen‐owned/managedSMEsandfinallytoprovide localwomen‐owned/managedSMEswith theknow‐howtoattractnewclients, increasesales,buildabrand,increasemarketpresenceviaonlinetools.ThetrainingwassuccessfullydeliveredinSep2014to21womenentrepreneurs in Cairo. As a result, a number of trainees started applying the online tools acquired during thetraining and a considerable number requested advisory services in the field of on‐linemarketing andweb sitedevelopment.

‐ FundamentalsofFinancialManagement:thetraining’smainobjectivesweretoequipwomenentrepreneurswithbasicaccountingandfinancialmanagementskillstoenablethemtousefinancialinformationtomakebetterbusinessdecisions. Understanding financial information and its implications on business operations will allowmanagers/ownerstomakebetterdecisionsandstayaheadoftheircompetitors.Thetworoundsweresuccessfullydeliveredto54womenentrepreneurs,withthefirstinJanuary2015followedbythesecondinmarch2015inCairoand Tanta.Most of the trainees stated that the training they have receivedwillmake themmore familiarwithfinancialissuesandratios.

LinkingwithSFDpartnerfinancialinstitutions:ThroughtheFinancialDepartmentofSFDandincooperationwiththeEBRDteam,2roundtablediscussionsattendedby17womenentrepreneurswereheldatSFDHQpremisestodiscussthefinancialgapsandeligibilityofwomenclientstogetloansthroughSFD.ThemeetingswereattendedbySFDrepresentatives,partnerfinancialinstitutions’creditofficers,headofthecentraldepartmentoffinancialserviceforSMEs,aswellasEBRDrepresentatives.AsadirectresultoftheseactivitiesandofBASprojects;5womenclientshavemanagedtogetloansthroughSFDforacumulativeloanamountof5.5MillionEGP;4inCairoandoneinGharbia.

NetworkingandVisibilityEvents:Visibility,networkinganddisseminationactivitiesorMarketDevelopmentActivities(MDAs)areconsideredforbothEBRDandSFDasinteractiveplatformstoshowcasebestpracticesandsuccessfulstoriesofwomenentrepreneurs.TheseactivitiesarealignedwithSFD’seffortstocreateaheightenedpublicawarenessoftheroleofwomeninentrepreneurialactivityandthecontributiontheymaketotheeconomyandtosocietyingeneral,andpromotionofentrepreneurshipasaviableandfeasibleemploymentopportunityforwomen.21MarketDevelopmentActivitiesincluding“roundtablediscussions,networking&visibilityeventsandgroupmeetings”havebeenconductedtoincreasethevisibilityoftheprogrammeamongstthebusinesscommunity.TheseMDAswereattendedbyalmost330womenentrepreneursasfollow:

3MeetingsandworkshopswiththegraduatesoftheWELprogramme(womenleadershipprogramme)implementedbytheAmericanUniversityinCairoandGoldmanSachs,thisresultedinengaging(10)womenentrepreneursintheprogramme.

4RoundtabletablediscussionswithSFDstaffand17potentialwomenentrepreneursattheSFDpremises VisibilityeventatthePremisesofSFDinGizaregionalofficetoattract6womenentrepreneursandlocalconsultants. 2VisibilityeventsatthePremisesofSFDinDeltaregionaloffice–Kalubia‐toattract13womenentrepreneursand

localconsultants Visibility event/ presentation conducted at the premises of the National Council for Women in Tanta Gharbia

Governorateandwasattendedby20womenentrepreneursandlocalconsultants Visibilityevent/presentationconductedatthepremisesoftheNationalCouncilforWomeninAssuitGovernorate,

UpperEgyptandwasattendedby17womenentrepreneursandlocalconsultants 2Visibilityevents/presentationconductedatthepremisesoftheSocialFundforDevelopmentintheregionaloffice

ofSohaginUpperEgyptandwasattendedby23womenentrepreneurs 2RoundtablediscussionattheSocialFundforDevelopmentofficeinCairowith10potentialwomenentrepreneurs Roundtable discussion with local consultants and women entrepreneurs as well as SFD staff in Tanta Gharbia

GovernorateinUpperEgyptattendedby6womenentrepreneurs. Onthejobtrainingsessionfor10SFDstaffworkingontheprojectonpromotingtheprogrammeandattractingnew

clients–thetrainingwasconductedbySBSstaff. Anetworkingeventattendedby80womenentrepreneurswhichwascoveredbyregionalandnationalmedia.The

networkingeventwasconductedincollaborationwiththeBusinessWomenAssociation21aswellaswiththeUNIDOprogrammeforSMEsandtheSFD.

Anetworkingandvisibilityevent:“InnovationFundamentals”wasorganizedinDecember2014incollaborationwithSFD.TheeventwasattendedbyMs.SohaSolimanSFDManagingDirectorwellasby90womenentrepreneursandstakeholders.Duringtheeventashortpresentationabouttheimportanceofinnovationinbusinesswasconductedbyaprominentspeakerinthefieldofinnovationanditwaswellperceivedbytheattendees.

Visibilityeventwasconducted incooperationwithDeltaTechnopreneursAssociation(DTA).DTAisanon‐profitorganizationthatworksasahubforITbusinessconsultantscommittedtodevelopacultureofEntrepreneurshipandInnovationandsupportthedevelopmentofanITIndustryintheregionoftheNileDeltaofEgypt.DTAaimstopromoteandincreasethesupplysideofconsultancyservicesencouragingtheestablishmentofICTconsultancyfirmsinDeltagovernorates.TheeventwashostedbyDTAandattendedby30ICTconsultants.

WithintheframeworkofaNational3days’Workshopfor“SuccessfulBusinessWomen”implementedundertheauspicesofMinistryofTourismandTheArabLeagueinthreemainlocations“Cairo,LuxorandAswan”respectively.EBRDWiBEgyptorganizedonedayoutofthisthreedays’workshopwhichtookplaceinLuxorcityinUpperEgypton 08th of Feb 2015. The other two days of the workshopwere organized and financed through the Egyptian

AssociationofBusinessWomen “BWEgypt21” aswell as other Internationaldonors suchas the ILOand theUNWomen .Themainobjectiveof theworkshop is topromoteaccess toknow‐how,advisory services, financeandmarketforWomeninBusiness;specificobjectivesincluderaisingawarenessamongstwomenabouttheimportanceofadvisoryservices,aswellasincreasingWiBvisibility.MorefocuswasgiventotheachievementsoftheEBRDWiBpilotprogrammecurrentlybeingimplementedinpartnershipwithSFD.

An important visibility eventwas organized on 26 Feb 2015 under the title of “SupportingWomen in BusinessForum” to highlight the program achievement, lesson learned and best practiceswithmore focus on successfulstories.TheeventwasattendedbyMs.CharlotteRuheDirector,SmallBusinessSupport,EBRD,Ms.SohaSolimantheheadofSFD.inadditiontorepresentativesofinternationalorganizationsanddonorsaswellasgovernmentalbodiesandSMEsinEgypt.

Inaddition,theteamengagescloselywithlocalstakeholdersandinternationaldonors’community,includingbutnotlimitedtoactivebusinesswomenassociations,theNationalCouncilforWomen,theUNWomenprogrammeandtheILO. TheseeffortsaregearedtowardsseekingcomplementarilyandsynergywithotherexistingdonorfundedprogrammestoavoidduplicationandmaximizeimpactonSMEs.

BuildingtheSFDCapacity:Theobjectiveofthisactivity istobuildthecapacityoftheSFDinamannerthatenablestheinstitutiontosustaintheimplementationoftheadvisoryservicesactivitiesinthefutureandtomaximizethebenefitsgainedfrom the transfer of the EBRD Small Business Support team (SBS) knowledge. The activity is currently on‐going andembeddedinalloftheactivitiesthroughsuccessfuljointimplementationofprojectsscreening,diagnostics,monitoringbutalsointhedesignandimplementationofthetrainingsandnetworkingevents.EBRDisalsoworkingwithSFDondevelopingSFDadvisoryservicesspecificguidelinesandprocedureswiththeobjectiveofdesigninganOperationalManualbeforetheendofthepilotprogramme.Inaddition,basedontheresultsoftheSFDskillsneedsassessmentcarriedoutin2014.EBRDisplanningto implementspecifictrainingsforSFDstaff intheareaofbusinessdiagnostic includingassessmentofbusinessneedsfocusingoncommunicationskills.TheTORofthisspecifictrainingwasdraftedandtheconsultantwasselected.ThetrainingisplannedtostartatQ3of2015forthe31SFDnon‐financialofficers

Sub‐component2.2:Extensionofthepilotanditsfurtherimplementationoveranadditionaltwoyearperiod

StatusofImplementation:Implementationwillstartuponasuccessfulcompletionofthepilotprogramme.

Component3:StrengtheningSFD’sdataanalysistoenhancetargetingandmonitoringmechanisms(SFDexecuted)

ThiscomponentaimstoleveragetheexpertiseofEBRD’sOfficeoftheChiefEconomisttoassisttheSFDinstrengtheningdatacollectionandanalysistofurtherenhanceitsabilitytotargetandmonitoritsloans,BDSdeliveryandtheirimpactontheidentifiedvulnerabletargetgroups(inparticular:womenandyouth).ThiswillalsoguidetherecommendationsforenhancingSFD’soperating environment in theMSMEsectorbyproviding thenecessary evidenceneeded forpolicy formulation. Inaddition, the collection and provision of better‐segmented data will serve to enhance the promotion of womenentrepreneurship(seeComponent2)byimprovingmonitoringofthepilotandguidingitsextension.

Sincetheinceptionoftheproject,thenatureandsubstanceofcomponent3havechangedinsubstantialways.EBRDandSFDhavejointlyrecognizedtheneedtorefocusthescopeofthecomponentandrestructureitinawaythattakesintoaccountsimilarworkalreadycommissionedby theSFD;namely theworkcarriedoutby theUSAID‐fundedconsultantandotherdonor‐fundedstudies.

In this regard, the SFD and EBRD agreed on a new structure and terms of reference for Component 3 to make itcomplementarytoexisting/ongoingwork,whilstmaintainingthebudgetatUSD200,000.AconsultantwashiredinMayandworkonexecutingtheassignmentcommencedinJune.

PreviousRating:ModeratelySatisfactory


Cost(US$):200,000

Sub‐component3.1:Enhancingtargetingandmonitoringmechanisms

Status of Implementation: The consultant has been hired and is now in the envisioning and planning phase of thissubcomponent,whichinvolvesdevelopingSFD’sinformationsystemsforthemanagementofresults‐basedmonitoringdataanddevelopinganautomatedenterprisemanagementsystem.Theconsultantwillberequiredtodesignandimplementapilotdatawarehouseandbusinessintelligencetoolstohelpgenerate,integrate,trackandextractdata.

Sub‐component3.2:StrengtheningSFD’sdataanalysis

Status of Implementation: The consultant has been hired and is now in the envisioning and planning phase of thissubcomponent.

Theautomatedmanagementsystemwill includeadatabaseofoutcomeandimpact indicatorstobetrackedandusedformonitoringprogramresults.TheconsultantwillassistinbuildingsuchadatabaseandlinkingvariablesalreadypresentinSFDdatabasetoexpandvariablescopeandmaximizeanalysiscapacity.

Anassessmentoftheresearchdepartment’spersonnelintheSFDwillbeconducted,withareviewofthecurrentanalysisundertaken,suggestingactionstostrengthenevidence‐basedanalysistechniques.Inaddition,arosterforbusinessserviceproviderswillbedeveloped,helpingtheSFDmovefrombeingaservicedeliveryvehicleforBDSintoafacilitatorrole.



(x)


(y)Total(US$)


1,119,000 1,625,000 2,744,000


1,119,000 812,500 1,931,500

ActualAmountDisbursed(c): 72,585 387,034 459,619

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)

Year Jan‐June Jul‐Dec TotalbyYearEnd2013 0 0 02014 64,042 171,732 235,7742015 223,845 400,000 623,8452016 475,000 475,000 950,0002017 400,000 400,000 800,0002018 139,252 134,3812019


Disbursed(US$) Available(US$) Total(US$)

126,782 65,298 192,080


Project Development Objective (PDO): Strengthen the capacity of the SFD to support the MSME sector in Egypt with a particular focus on promoting women entrepreneurship


Measure Baseline



Methodology

Responsibility

for Data

Collection

Description

(indicator

definition etc.) Apr

2013 –

Mar

2014

A

Apr

2014 –

Mar

2015

A

Apr

2015 –

Mar

2016

F

Apr

2016 –

Mar

2017

F

Apr

2017 –

Apr

2018

F

Indicator One:

Strengthened SFD advocacy and

policy formulation capacity to

support the MSME sector as seen

by

‐ Revision of the Presidential

Decree N. 40 of 1991 and

amendments to the Law

141

‐ Action Plan on the

operational environment

for MSME endorsed by all

stakeholders (including

public administrations

concerned)

‐ Recommendations of

the Action Plan on the

operational

environment for MSME

Binary

Binary

Binary

0

0

0

0

0

0

0

0

0

1

1

25%

Once

Once

Once

Official

Journal or

other official

governmental

/presidential

decree source

SFD Policy

Unit Reports

And

Consultant

Reports

SFD Policy

Unit Reports

SFD

SFD

SFD

Reports should

describe the

consultation

process and

outcomes

Reports should

list and describe

the

implemented

measures in

detail

are implemented for at

least 25%.

And

Consultant

Reports

Indicator Two:12

Impactful business advisory services for MSMEs delivered by the SFD as seen by: Improved performance of 60 assisted women owned/managed enterprises as seen by:

% of assisted enterprises to increase turnover/productivity after completion of the project

% of assisted enterprises to increase employment after completion of the project

% of assisted enterprises to access finance after completion of the project

% of assisted enterprises to engage external advisory services independently after completion of the project

%

0

0

0

0

NA

NA

NA

NA

50

40

10

24

Ongoing

Ongoing

Ongoing

Ongoing

SFD/EBRD

SFD/EBRD

SFD/EBRD

SFD/EBRD

EBRD

EBRD

EBRD

EBRD


Intermediate Result (Component One): Legal and Regulatory Reform to Strengthen SFD Advocacy and Policy Formulation Capacity to support the MSME sector

Intermediate Result indicator

‐ Proposed amendments to

the Presidential Decree

‐ Proposed amendments to

the Law 141

‐ Presentation of a Strategy

for enhancing the legal and

Binary

Binary

0

0

0

0

0

0

1

1

Once

Once

SFD

SFD

SFD

SFD

12 Impact on MSME performance such as increase in number of employees, turnover, access to finance and engagement with external advisory services are measured one year after the completion of the project at evaluation stage, so far no projects have been evaluated.

regulatory environment for

MSMEs to main

stakeholders.

‐ Draft Action Plan on the

operational environment

for MSME

‐ A Policy Unit established

within the SFD comprising

at a minimum two full‐time

staff.

Binary

Binary

Binary

0

0

0

0

0

0

1

1

1

0

0

0

Once

Once

Once

SFD

SFD

SFD

SFD

SFD

SFD

Intermediate Result (Component Two):Strengthened women entrepreneurial activity and strengthened capacity of the SFD to support and promote women entrepreneurship

Intermediate Result indicator One: Women entrepreneurs

assisted with targeted advisory

services, ongoing business

advisory support and mentoring

Number

0

24

64

80i

Ongoing

SFD/EBRD

EBRD

Intermediate Result indicator Two: Women trained in advanced

entrepreneurial skills

0 10 85 150 Ongoing SFD/EBRD EBRD

Intermediate Result indicator Three: Local business advisers trained to support women

entrepreneurs

0 15 Ongoing SFD/EBRD EBRD

Intermediate Result indicator Four: SFD personnel trained on the job to facilitate the provision

of business advisory services to

women entrepreneurs

0 10 10 Ongoing SFD/EBRD EBRD

Intermediate Result indicator Five: Creation of a manual for SFD

personnel documenting the pilot

project

No In process

Yes

Intermediate Result (Component Three):Enhanced targeting and monitoring mechanisms of the SFD for Service Delivery

Intermediate Result indicator One: Linkage and integration of better data analysis and

Qualitative

No

Yes

Annual

Project reports, SFD

EBRD

reporting in the overall SFD service delivery strategy

departments’ reports, and annual plans

Intermediate Result indicator Two: Data system analysis institutionalized in the SFD

Number and qualitative research

No, and 0 staff trained

Yes, and 2 staff trained

SFD/EBRD

EBRD

LogismedSoftRegionalProject:EgyptActivities


ActivityName:LOGISMEDsoftproject–Regionalproject– ActivitiesinEgypt

CountryName:Egypt NameofImplementationSupportAgency(ies):EuropeanInvestmentBank

NameofISAProjectLeader:PasqualeStaffini EmailofISAProjectLeader:[email protected]

RecipientEntity:MinistryofTransport/GeneralAuthorityforLandandDryPorts

NameandEmailofRecipientEntityContact:

Dr.MohamedAliIbrahimmohamed55o@hotmail.comTotalAmountApprovedbytheTransitionFund(US$):1,565,403.00


EUR3mfromtheEuropeanCommissionfor5countriesincludingEgypt(AgreementfinalizedbetweenECandEIBinNovember2013)


191,975


2/20/2013


7/31/2013

ProjectClosingDate:

12/11/2018


PrimaryPillar:

CompetitivenessandIntegration:Logistics

SecondaryPillar(s): InvestinginSustainablegrowthInclusiveDevelopmentandJobCreationEnhancingeconomicgovernance


ProjectDevelopmentObjective:TheobjectiveofLOGISMEDistosupporttheenhancementoflogisticplatformcapacitiesinEgypt,MoroccoandTunisiaaswellasthecreationofacollaborativenetworkbetweentheselogisticplatformsinordertoimprovecountrycapacitiesandtoattractforeigninvestments,affectingdirectlycountryandcitizensdevelopment.

Ratingforprogresstowardsachievementofobjective:

ModeratelyUnsatisfactory


BriefSummaryofProjectImplementationStatus:Logismedhastwocomponents:(i)LogismedHardand(ii)LogismedSoft.TheoverallobjectiveofLogismedHardistopromotethroughtechnicalassistancesuchasfeasibilitystudiestheestablishmentoflogisticsplatformsinthe Mediterranean region. For Logismed Soft, the general objectives are: (i) to facilitate thecoordination/cooperationbetweenthedifferentplayersinthelogisticssectoroftheMediterraneanregion,(ii)toenhance training within the various professional disciplines in the logistics sector and (iii) to establishobservatoriestoconductsectorperformanceanalysesandproducecorrespondingindicators.In2013,LogismedSoftwaslabelledandlaunchedbytheSecretariatoftheUnionfortheMediterranean(UfM).

InordertoimplementLogismedSoft,fundshavebeensecuredfromtheMENATransitionFundandtheEuropeanCommission.

InJune2014,EIBsignedaservicecontractwiththeCETMO(Centred'ÉtudesdesTransportspourlaMéditerranéeOccidentale)forthedaytodaymanagementandimplementationoflargepartsoftheseactivities.CETMO’steamforLogismedSoftwillbeledbyMr.SakiAcimanBeharasprojectdirector(chefdelamission)andMr.AlbertoPalaciosCobetaastechnicalteamleader(responsabletechnique).

Asaresult,adraftCooperationAgreement(CA)wassharedbyEIBwiththeEuromedNationalCoordinatorson2June2014.TheCAregulatesthecooperationbetweentheBankandaPromoterfortheimplementationofatechnicalassistance(TA)project.PromotersneedtosignaCAwiththeBankbeforeconcreteTAactioncanstartintheirrespectivecountry.Fortheinceptionphaseoftheproject,CETMOhadpreparedanimplementationplan,whichwasattached to the lastprogress report.Thisplan includesanumberof criticalpath items,whichareessential to address rapidly in order to remainwithin the overall timeframe of the project. This includes forexampletheupdatingofthetrainingneedsassessmentandthepreparationofdetailedtermsofreferenceforthetrainingactivitiestobecarriedoutbyspecializedconsultantsthatstillneedtobeprocured.AdvancingonkeycriticaltasksrequireCAsignature;countryvisitsareonhold,includingtheestablishmentofcontactswithkeyplayers in thecountryand thepreparationofdetailed termsof reference for the trainingactivities.TheBankreceivedon28 Juneconfirmation that theEgyptianMinistryof InternationalCooperation is ready tosign theCooperationAgreementforthisproject.


Component1:LOGISMEDCoordinationPreviousRating:ModeratelyUnsatisfactory

CurrentRating:Unsatisfactory Cost(US$):314,387

Sub‐component1.1:PromotionofLOGISMEDprojectStatusofImplementation:TermsofReferenceforthiscomponentpreparedandcontractsignedwithCETMO.Thissub‐componentwasforeseentobelaunchedinJuly2014,butthesignatureoftheCAisneededtostartimplementingit.Firstactivitytobecarriedout,onceCAsigned,isavisittoEgypt,inordertomeetrelevantauthoritieschargedoflogisticsdevelopmentandtolookintotheprogressoflogisticsdevelopmentstrategy.Sub‐component1.2:DefinitionofLOGISMEDplatformnetworkStatusofImplementation:TermsofReferenceforthiscomponentpreparedandcontractsignedwithCETMO.Thissub‐componentwasforeseentobelaunchedinJuly2014,butthesignatureoftheCAisneededtostartimplementingit.Atthismomentaproposaloftheexpectedcontentofthereportthatshoulddefinethecharacteristicsandservicesoftheplatformsofthenetworkandalsotheconfigurationofthenetworkhasbeenelaborated.ForeseenfinalizationdataofthisreportisNovember2015.ImmediateactivitiesforComponent1include:

ListofLogisticsplatformscandidatestobeincorporatedintoLogismednetworkandthereforereceivetraining.Untiltheendof2014,EIBhadbeenincontactwiththeEgyptianauthoritiesinordertoprepareTechnicalAssistanceforthedevelopmentofthelogisticsplatformat6thofOctober,whichalsohadbeenanacceptedpriorityprojectofEuromed‐Transportproject,hadreceivedasizeablegrantallocationundertheMENATFTranstracproject,andwouldhavebeenaninterestingcandidateforinclusionintheLogismednetwork.Towardstheendof2014,however,theEgyptianauthoritiesinformedtheEIBthattheywillbeaimingatarapidprivatisationofthe6thofOctoberlogisticszoneprojectanddonolongerrequireTechnicalAssistancefromEIBinthatregard.InsteadtheyrequestedthatEIBwillfocustheirTechnicalAssistanceonthe10thofRamadanlogisticszoneproject.EIBiscurrentlyexploringthisoption.

Identificationofneedsofeachofthelogisticsplatformsselected.Component2:LOGISMEDTrainingActivitiesPreviousRating:ModeratelyUnsatisfactory

CurrentRating:ModeratelyUnsatisfactory

Cost(US$):491,660

Sub‐component2.1:LOGISMEDCountryTrainingActivitiesStatusofImplementation:TermsofreferenceforthemonitoringofthiscomponentpreparedandcontractsignedwithCETMO.CETMOwillbeinchargeofthepreparationofthetermsofreferenceandwillparticipateintheselectionoftheTraininginlogisticsconsultantgroupincooperationwithEIBthatwillbeinchargeoftheimplementationofthiscomponent.TheToRforthetrainingconsultanttobefinancedoutoftheECgranthavenowbeenpreparedandagreedwiththefivecountriesconcerned,andthetenderingisabouttostart.Theintentionistohavecontractedthetrainingconsultantbyend2015.TheideaistousetheDeauvillefundsforasecondwaveoftraining,oncethefirstwavehassufficientlyadvancedandlessonslearnedfromthatareavailable.

Sub‐component2.2:LOGISMEDPlatformTrainingActivitiesStatusofImplementation:TermsofreferenceforthemonitoringofthiscomponentpreparedandcontractsignedwithCETMO.Thisactivitywillbepartoftheworkofthetrainingconsultanttobehiredasdescribedundersub‐component2.1.Futureimplementationofthissub‐componentisrelatedtotheselectionofthelogisticsplatformcandidatetoreceivetraining(Subcomponent1.2).Component3:LOGISMEDObservatoryPreviousRating:ModeratelyUnsatisfactory

CurrentRating:ModeratelyUnsatisfactory

Cost(US$):617,047

Sub‐component3.1:ActionPlanforLOGISMEDObservatoryStatusofImplementation:TermsofReferenceforthiscomponentpreparedandcontractsignedwithCETMO.Thissub‐componentwasforeseentobelaunchedinJuly2014,butthesignatureoftheCAisneededtostartimplementingit.Nevertheless,duetothedelayintheCAsignature,adraftoftheActionPlanhasbeenpreparedinaregionalapproach.AdaptationstothisdraftinordertoincludeEgyptspecificneedswillbeincorporatedafterCAsignatureandspecificworkwithcountry’sauthoritiescouldbelaunched.Sub‐component3.2:ObserveandanalyzeregionaldevelopmentsStatusofImplementation:TermsofReferenceforthis componentpreparedandcontractsignedwithCETMO.Thissub‐componentwasforeseentobelaunchedinJuly2014,butthesignatureoftheCAisneededtostartimplementingit.However,afirstproposalofthematicareasandindicatorsoftheregionalObservatoryhasbeendesigned.Thisproposalwillbeadaptedinordertoincludecountryrequestsandtoharmonizewithstatisticsdataexistingorabletobeproducedinthecountry.ThesignatureoftheCAisneededtocarryonthiswork.Sub‐component3.3:PromotingtheemergenceofnationalobservatoriesoflogisticsandtransportsStatusofImplementation:TermsofReferenceforthiscomponentpreparedandcontractsignedwithCETMO.Thissub‐componentwasforeseentobelaunchedinJuly2014,butthesignatureoftheCAisneededtostartimplementingit.

D. DisbursementsofTransitionFundFundsforDirectProjectActivities Country‐Execution

(US$)(x)


(y)

Total(US$)


0 1,423,094 1,423,094


0 1,423,094 1,423,094

ActualAmountDisbursed(c): 0 49,666 49,666

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2013 2014 26,000 26,0002015 32,500 230,357 262,8572016 232,237 218,547 450,7842017 243,860 241,590 485,4502018 198,003 198,0032019 1,423,094


Disbursed(US$) Available(US$) Total(US$)142,309 0 142,309


ProjectDevelopmentObjective(PDO):

Tosupporttheenhancementofplatformcapacitiesaswellasthecreationofacollaborativenetworkbetweentheseplatforms.

PDOLevelResultsIndicators*UnitofMeasure

Baseline


Frequency

DataSource/

Methodology



definitionetc.)Jul2013‐Jun2014

A

Jul2014–Jun2015

A

Jul2015‐Jun2016

F

Jul2016‐Jun2017

F

Jul2017‐Dec2018

F

IndicatorOne:

LogisticsPerformanceIndex(LPI)

unit 2.98 n/a 2.97 ‐ 3.4 ‐Each2years

WBLPIreport

EIB

LogisticsPerformanceIndex(LPI)measuresthelogistics

"friendliness"of155

countries

IndicatorTwo:

Labourforceemployedbythetransportandlogisticssector

%4.7

(2010)

7.1(2013)

n/a2014datanotyetavailable

5.05 5.30 5.55Onceperyear

Nationalstatisticinstitutes

EIB

PercentageoftheNumberofemployeesworkingonthetransportandlogisticssector.

IndicatorThree:

Tonesandvalueoftheintra‐Mediterraneanexternaltrade

Millionstones

10.5(2008data)

12.5(2013)

n/a2014datanotyetavailable

11.8 12.4 13.6Onceperyear

COMTRADE(UnitedNations)

EIB

VolumeandvalueoftheexportsandimportsamongtheMENA

countries.


Intermediate Result:

ComponentI:LOGISMEDcoordination

SCI.1:PromotionoftheLOGISMEDproject

SCI.2:DefinitionoftheLOGISMEDplatformnetwork


Measure Baseline


Frequency

Data Source/

Methodology

Responsibility

for Data

Collection

Description

(indicator

definition etc.) Jul2013‐Jun2014

Jul2014–Jun2015

Jul2015‐Jun2016

Jul2016‐Jun2017

Jul2017‐Dec2018

Intermediate Result indicator One: Number of platforms that

study the opportunity to be

part of the LOGISMED

network # platforms 0 0 0 2 2 4 Once per

year

Forms asking

for information

about

procedures

Consortium leader

The promotion of

the LOGISMED

project try to

disseminate the

need to upgrade

logistics and

transport sector

and also to

implement

logistics platforms

under the

LOGISMED

standards

Intermediate Result indicator Two: Number of platform

infrastructures promoted by

the national authorities

# platforms 0 0 0 3 4 5 Once per

year

Country

planification /

Projects

launched

Ministry of

transport and

equipment

National

structures are

involved in the

promotion of the

Logistic platform

offer

IntermediateResult:

ComponentII:LOGISMEDTrainingActivities

SCII.1:LOGISMEDcountryTrainingActivities

SCII.2:LOGISMEDplatformTrainingActivities

PDO Level Results Indicators* Unit of Measure

Baseline



Methodology


Description (indicator


Jul2014–Jun2015

Jul2015‐Jun2016

Jul2016‐Jun2017

Jul2017‐Dec2018

Intermediate Result indicator One: Number of national logistics associations in place

# assoc. 0 0 0 1 1 1 Once per year

Ministry of

transport and equipment

Continuity and sustainability of the project and of

the logistic promotion comes from a powerful sector asking for their needs. This indicator measure the number of

national associations working

Intermediate Result indicator Two: Number of people participating in training (general public) # persons 0 0 0 100 120 120

Once per year

Participants in the training sessions

Consortium leader

This indicator measure the capacity of the project to generate sufficient capacity in countries to provide independently a consolidated training offer.

Intermediate Result indicator Three: Number of platform workers trained # workers 0 0 0 150 200 250

Once per year

Participants in the training sessions

Consortium leader

This indicator measure the capacity of the project to

generate the human resources to operate the platforms

IntermediateResult(ComponentThree):

ComponentIII:LOGISMEDObservatory

SCIII.1:ActionPlanfortheLOGISMEDObservatory

SCIII.2:Observeandanalyzetheregiondevelopmentsinlogistic&transport

SCIII.3:Promotiontheemergenceofnationalobservatoriesoflogistics&transports


Baseline



Methodology




Jul2014–Jun2015

Jul2015‐Jun2016

Jul2016‐Jun2017

Jul2017‐Dec2018

Intermediate Result indicator One: Number of quality indicators in the database

# records 0 0 0 8 12 20 Once per year

LOGISMED database

Consortium leader

Number of quality indicators in the

database describing the evolution of the transport and logistics sector

Intermediate Result indicator Two: Number of national observatories in place or in progress to be set up # observ. 0 0 0 1 2 2

Once per year

Ministry of transport

Consortium leader

The continuity of the project

depends on the country capacity to generate the statistics and indicators to

analyse themselves their transport and logistics system.

PromotingFinancialInclusionviaMobileFinancialServices:EgyptActivities

A. BasicProjectInformationActivityName:PromotingfinancialinclusionviamobilefinancialservicesintheSouthernandEasternMediterraneancountries–activitiesinEgypt

CountryName:Egypt

NameofImplementationSupportAgency(ies):EuropeanInvestmentBank

NameofISAProjectLeader:TimothyWinters EmailofISAProjectLeader: [email protected]

RecipientEntity:CentralBankofEgypt NameandEmailofRecipientEntityContact:

AhmedFaragallah,[email protected]

TotalAmountApprovedbytheTransitionFund(US$):USD891,000

AdditionalFundsLeveragedandSource(s),ifany(US$):USD80,000–co‐financingsupportinkindexpectedfromCentralBankofEgypt

TotalAmountDisbursed(DirectandIndirectinUS$):USD56,000


12/5/2013


12/1/2015

ProjectClosingDate:

01/31/2017


PrimaryPillar:


SecondaryPillar(s): InvestinginSustainableGrowthInclusiveDevelopmentandJobCreationCompetitivenessandIntegration


ProjectDevelopmentObjective:ThisprojectobjectiveistopromoteaccesstofinancethroughthedevelopmentofacountrywidestrategytodevelopmobilefinancialservicesandretailpaymentinfrastructureinEgypt.

Ratingforprogresstowardsachievementofobjective: NotApplicable


BriefSummaryofProjectImplementationStatus:TheBankreceivedon28JuneconfirmationthattheEgyptianMinistryofInternationalCooperationisreadytosigntheCooperationAgreementforthisproject.OriginalswillbedispatchedtoEgyptforsignatureassoonasEIBManagementCommitteeapprovalisreceived,expectedw/b20July.Theprocurementprocesswaslaunchedon9May.Enddatewasrevisedto01/31/2017inlinewiththedelayedstartdate,whichisaresultofthefactthatmoretimethanexpectedhasbeenrequiredtopreparetermsofreferenceandengagetheprocurementprocedurefortheproject.AlthoughEgyptisnotformallypartoftheapplicationforUnionfortheMediterraneanlabellingoftheEIB’sregionalmobilefinancialservicesproject,theCentralBankofEgyptisexpectedtoattendthesecondUfMworkshoponmobilefinancialservices,scheduledtotakeplaceinearlySeptember.

C. ImplementationStatusofComponentsComponent1:DevelopinganactionplanwithimplementableactionsfortheCBEtodevelopRetailPaymentsinEgyptforthecoming5years.

PreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD200,000StatusofImplementation:Aspreviouslyreported:Theworkforthiscomponentwillbecarriedoutasproposed,butwithadelayasoutlinedabove.ThetenderingforComponents1,2,3and4willbedoneasonesingleprocedure,basedontheunifiedtermsofreferencedocumentreferredtointhesummaryabove.Theexpectationisthattheselectedconsultantwillproposeateamwhichwillworkonthe4componentssimultaneously,meaningthatworkonall4maincomponentswillbeginassoonascontractingwiththeselectedconsultantiscomplete. Component2:Developingadatacollectionandanalysismethodologytobetterunderstandthemarkettrendsandpropertiesandenableadequatemonitoringofthesystem.PreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD150,000StatusofImplementation:Aspreviouslyreported:Theworkforthiscomponentwillbecarriedoutasproposed,butwithadelayasoutlinedabove.ThetenderingforComponents1,2,3and4willbedoneasonesingleprocedure,basedontheunifiedtermsofreferencedocumentreferredtointhesummary,above.Theexpectationisthattheselectedconsultantwillproposeateamwhichwillworkonthe4componentssimultaneously,meaningthatworkonall4maincomponentswillbeginassoonascontractingwiththeselectedconsultantiscomplete.Component3:DevelopinganactionplanforimprovingefficiencyofbankremittancesinflowstoEgypt.PreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD150,000StatusofImplementation:Aspreviouslyreported:Theworkforthiscomponentwillbecarriedoutasproposed,butwithadelayasoutlinedabove.ThetenderingforComponents1,2,3and4willbedoneasonesingleprocedure,basedontheunifiedtermsofreferencedocumentreferredtointhesummary,above.Theexpectationisthattheselectedconsultantwillproposeateamwhichwillworkonthe4componentssimultaneously,meaningthatworkonall4maincomponentswillbeginassoonascontractingwiththeselectedconsultantiscomplete.Component4:Developinganactionplantargetingfinancialinclusion,definingandprioritizingrequiredactionstopromotetheinclusionofthepoorandthiswithoutaccesstobankingservicesinthefinancialsystem.PreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD200,000StatusofImplementation:Aspreviouslyreported:Theworkforthiscomponentwillbecarriedoutasproposed,butwithadelayasoutlinedabove.ThetenderingforComponents1,2,3and4willbedoneasonesingleprocedure,basedontheunifiedtermsofreferencedocumentreferredtointhesummary,above.Theexpectationisthattheselectedconsultantwillproposeateamwhichwillworkonthe4componentssimultaneously,meaningthatworkonall4maincomponentswillbeginassoonascontractingwiththeselectedconsultantiscomplete.Component5:Knowledgesharingworkshop.PreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD35,000StatusofImplementation:Aspreviouslyreported:TheBankhasproposedtotheEgyptianauthoritiesthatthiscomponentbeincludedinthemainconsultancycontractunderprocurementbytheEIB,inordertostreamlineimplementation.Aspreviouslyindicated,thiscomponentwilltakeplaceonlyaftertheworkforComponents1‐4&6hasbeencarriedout.ItisexpectedthattheUnionfortheMediterraneanwillplayaroleinensuringthattheeventsconsistinanintegralpartofthecapacitybuildingfunctionoftheproject.Component6:SettinguptheimplementationoftheactionplanswithintheCBE.PreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD100,000StatusofImplementation:Aspreviouslyreported:Theworkforthiscomponentwillbecarriedoutasproposed,butwithadelayasoutlinedabove.Component7:ProjectManagement,Coordination,MonitoringandEvaluation.PreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD80,000

(estimationofthein‐kindcontributionofCBEstafftimeduringtheproject)

StatusofImplementation:Aspreviouslyreported:Thisactivity– whichiscountry‐executedbytheCentralBankofEgypt–intermsofcoordinatingtheprojectinternallywillbeginoncethecoreconsultancycontracthasbeenawarded.

D. DisbursementsofTransitionFundFundsforDirectProjectActivities(US$) Country‐Execution(US$)

(x)


(y)

Total(US$)


0 835,000 835,000


0 0 0

ActualAmountDisbursed(c): 0 0 0

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2013 0 0 02014 0 0 02015 0 360,000 360,0002016 0 475,000 475,0002017 n/a n/a n/a2018 n/a n/a n/a2019 n/a n/a n/a




NB:thisistheresultsframeworkassubmittedwiththeprojectproposal.Noupdateshavebeenmade,astheprojectimplementationhasnotyetcommenced.


Measure Baseline



Methodology

Responsibility

for Data

Collection

Description

(indicator

definition etc.) Jan

2015

– Dec

2015

F

Jan

2016

– Mar

2016

F

YR3

F

YR 4

F

YR5

F

Indicator One: Increase in access

metrics (number of active

accounts per

Number To be

determined

at project

start

+ 5% +10% +15

%

20% 25% Annual Reporting to

CBE

CBE Increase in

number of

active accounts

Indicator Two: Per capita

cashless transactions

Number To be

determined

at project

start

+ 5% +10% +15

%


CBE

CBE Per adult (>15)

number of

cashless

transactions

both inter‐

institution and

intra‐institution

Indicator Three: Infrastructure

metrics

Number To be

determined

at project

start

+ 3% +6% +9% 12% 15% Annual Reporting to

CBE

CBE Agents, ATMs

and POS

terminals per

1000

inhabitants

Indicator Four: Reduction in Cost

of Cash deposit and withdrawal,

considering inflation.

Number To be

determined

at project

start

+ 0% 0% 5% 10% 15% Annual Reporting to

CBE

CBE The fees for

deposit and

withdrawal

Indicator Five: Percentage of

payment instructions received

through electronic means

% To be

determined

at project

start

0% 0% 0.5

%

1% 1.5% Annual Reporting to

CBE

CBE Number of

payment

instructions

received

through

electronic

means respect

divided by the

total number of

payment

instructions

Indicator Six: Percentage of

government payment

transactions made through

electronic payment mechanisms

% To be

determined

at project

start

+ 10% +20% +30

%


CBE

CBE Number of

government

payment

transactions

made both as a

payee and a

payer using

electronic

payment

mechanisms

divided by the

total number of

government

payments

Indicator Seven: Reduction in

cost for a domestic remittance

between parties with accounts in

different institutions

% To be

determined

at project

start

0% 0% 2% 4% 6% Annual Reporting to

CBE

CBE The total cost

(for the sender

and for the

receiver) of

making a

domestic

remittance

between parties

maintaining

accounts in two

different

institutions

using the

available

payment

mechanisms

and channels

Divided by the

amount sent

Indicator Eight: Cost to maintain

specific payment product

Number To be

determined

0% 0% 5% 10% 15% Annual Reporting to

CBE

CBE Cost for the

consumer to

accounts by institution type, with

focus on accounts targeting

Financial Inclusion.

at project

start

maintain

specific

payment

product

accounts


Intermediate Results:

Intermediate Result 1:

Developing a strategy for Retail

Payments in Egypt for the coming

5 years, considering market

needs and resources

Report n/a 1 n/a n/a n/a n/a Once, 6

months

after

project

start

Reporting to

the CBE, EIB

Consultants,

CBE

Developed an

implementable

action plan for

retail payments

in Egypt for the

coming 5 years,

considering

market needs

and resources to

be completed

four months

after

commencement

of the

operations and

presented to

the EIB and the

CBE.


Developing a data collection and

analysis methodology to better

understand the market trends

and properties

Report n/a 1 n/a n/a n/a n/a Once, <8

months

after

project

start

Reporting to

the CBE, EIB

Consultants,

CBE

Developed a

data collection

and analysis

methodology to

better

understand the

market trends

and properties

to be completed

six months after

commencement

of the

operations and

presented to

the EIB and CBE.


Developing an action plan

targeting the family remittances

inflow to Egypt.


months

after

project

start

Reporting to

the CBE, EIB

Consultants,

CBE

Developed an

action plan

targeting the

family

remittances

inflow to Egypt

to be completed

eight months

after

commencement

of the

operations and

presented to

the EIB and CBE.


Developing an action plan

targeting financial inclusion,

explaining required actions to

promote the inclusion of the poor

in financial system


months

after

project

start

Reporting to

the CBE, EIB

Consultants,

CBE

Developed an

action plan

targeting

financial

inclusion,

explaining

required actions

to promote the

inclusion of the

poor in the

financial system

to be completed

twelve months

after

commencement

of the

operations and

presented to

the EIB and CBE.

Intermediate Result 5: Workshop

for sharing of knowledge

Workshop n/a 0 1 n/a n/a n/a Once, at

project

completion

Reporting to

the EIB

CBE Successful

completion of a

workshop to

enable

knowledge

sharing of

country

experience

between

countries

participating in

the program.


Establishing an implementation

structure in the CBE

Report n/a 2 3 n/a n/a n/a Six monthly

during

implement

ation and

once at

completion

Consultants/C

BE reporting

to the CBE,

EIB based on

observed

progress in

implementati

on unit

Consultants,

CBE

Establishment

of an

implementation

structure within

the central bank

Intermediate Result 7: Project management team will have

been operating for the project

Report n/a 1 2 n/a n/a n/a Twice,

once

halfway

through

project

implement

ation and

once at

completion

CBE reporting

to the EIB

based on

observed

progress in

implementati

on unit

CBE A report

detailing the

activites of the

CBE in managing

and

implementing

the project will

be shared with

the EIB.

RegionalIntegrationthroughTradeandTransportCorridors:EgyptActivities

A. BasicProjectInformationActivityName:RegionalIntegrationthroughTradeandTransportCorridors(TRANSTRAC)–EgyptActivities

CountryName:Egypt NameofImplementationSupportAgency(ies):EuropeanInvestmentBank


RecipientEntity:MinistryofTransport NameandEmailofRecipientEntityContact:

[email protected]

TotalAmountApprovedbytheTransitionFund(US$):4,230,000.00

AdditionalFundsLeveragedandSource(s),ifany(US$):0.00



5/15/2013


10/31/2014

ProjectClosingDate:

12/31/2016


PrimaryPillar:


SecondaryPillar(s): InclusiveDevelopmentandJobCreationCompetitivenessandIntegrationChooseanitem.


ProjectDevelopmentObjective:TheobjectiveofTRANSTRACistopromotethereductionoftradeandtransportbarriersalongtheprioritytradecorridorsofEgyptandinrelatedbordercrossings.

Ratingforprogresstowardsachievementofobjective: ModeratelyUnsatisfactory



‐ Issues that impact on the delivery of Transtrac in Egypt range from a lack of clear communication lines and decision making to changes of priorities, as well as hazardous situations in project areas (Libyan border).

‐ A key blocking issue for the advancement of those TA components has been the lack of a signed Cooperation Agreement between Egypt and EIB for the Transtrac TA programme. EIB sent a draft Cooperation Agreement in October 2014. Following the May 2015 Steering Committee, Egypt committed to signing the CA shortly. In this context, the authorities (MOIC, MOT) informed EIB on 28 June 2015 they would sign the CA.

‐ Component #1 contains regional activities – covering all TRANSTRAC countries. Services are supposed to

start after Cooperation Agreements are signed by all beneficiary countries. However following the May 2015 Steering Committee meeting, it was suggested to EIB and beneficiary countries that such regional activities could start without waiting for all country signatures. a) Road Safety Action Programme, the ToR was completed and agreed with all relevant country authorities including Egypt in mid-2014. This is a Regional TA to be procured in one Lot together with the actions in Jordan, Morocco and Tunisia. Procurement is done and the consultant was selected. b) TA to transportation activity : by end 2014 ToR had been completed and agreed with all countries including the Egyptian authorities. This is a Regional TA to be procured in one Lot together with the actions in Jordan, Morocco and Tunisia.

‐ Component #2.1 :Preparation of the Suez-Port Said corridor. No progress. The Egyptian Government chose not to pursue and in close cooperation with the relevant authorities, other projects are being explored.

‐ Component #2.2 : EIB was asked by the authorities to focus its TA on another Logistics Centre, called 10th of Ramadan. EIB offered to explore this case, and is awaiting further information from the promoter.

‐ Component #2.3: Border crossing at El Salloum (Libya): no new development.

‐ Component #3: project management unit (PMU): by end 2014 ToR had been completed and agreed with the Egyptian authorities. Procurement will start after Cooperation Agreement with Egypt is signed.

C. ImplementationStatusofComponentsComponent1:Institutionalandcapacitybuildingforregionaltradeframeworkimprovement(region‐widecomponent)PreviousRating:Not Applicable CurrentRating:Moderately

SatisfactoryCost(US$):600,000

Sub‐component1.1:TAtotransportation(region‐widecomponent)StatusofImplementation:

TA to transportation activity in Egypt: Establishment of a PPP unit with the Ministry of Transport, including setting up staffing, operating procedures and documents to be prepared, defining a medium term action plan including identifying potential projects and following up implementation of at least one pilot project. This is a Regional TA to be procured in one lot together with the actions in Morocco, Jordan and Tunisia. Procurement will start after all Cooperation Agreements are signed by all countries. However following the May 2015 Steering Committee meeting, it was suggested to EIB and beneficiary countries that such regional activities could start without waiting for all country signatures. By end 2014 ToR had been completed and agreed with all countries including the Egyptian authorities.

Sub‐component1.2:Preparationofroadsafetyassessmentandactionplan(region‐widecomponent)StatusofImplementation:

MENA Region: Road Safety Action Programme, ToR completed and agreed with all relevant country authorities in mid-2014. This is a Regional TA to be procured in one lot together with the actions in Morocco, Jordan and Tunisia. However following the May 2015 Steering Committee meeting, it was suggested to EIB and beneficiary countries that such regional activities could start without waiting for all country signatures. Procurement is done and consultant selected. Services will start after all Cooperation Agreements are signed by all countries.

Component2:PreparatorystudiesforinfrastructureimprovementsoftheprioritycorridorsPreviousRating:Not Applicable CurrentRating:Unsatisfactory Cost(US$):3,000,000Sub‐component2.1:PreparationoftheSuez‐PortSaidcorridorStatusofImplementation:

The Egyptian Government chose not to pursue. In close cooperation with the relevant authorities, other projects are explored for the rail subsector as the Aswan-Alexandria Railway line. The Steering committee will be informed of progress made and the eventual need for restructuring. Alternatively, the development of efficient railway transport corridors linking the Mediterranean and Red Sea ports passing through different Logistics Centers should be envisaged: Alex./Dekhelia Sea Ports to 6 Oct. Logistic Center; Port Said/Sokhna Sea Ports to 10th of Ramadan Logistics Center; or Railway Link between 6 Oct. and 10th of Ramadan Logistic Centre.

Sub‐component2.2:PreparationofselectedactivitiesfortheInternationalTransportcorridorStatusofImplementation:

Intermodal Corridors under which a particular emphasis was foreseen for the 6th of October Logistics Centre, EIB had carried out a detailed fact finding mission to Egypt (Cairo and Alexandria) during calendar week 26 of 2014 in order to structure a coherent TA package. This TA package and a concrete action plan were set out in a project fiche and submitted to the Egyptian authorities (a copy was submitted with the last progress report to the MENA TF).

In the second part of 2014, the Egyptian authorities informed the EIB that given the urgency of the 6th of October Logistics Centre project, which they would like to present at an investors conference in March 2015, there was not enough time to perform the TA that EIB had suggested and that therefore the project would be promoted without further TA. Instead, EIB was requested to focus its TA on another Logistics Centre, called 10th of Ramadan. EIB offered to explore this case, and is awaiting further information from the promoter.

Sub‐component2.3:TAforpreparationofupgradingandexpansionofBordercrossingfacilitiesSatisfactoryStatusofImplementation:

El Salloum Libya Border Crossing: Master Plan and Final Design, by mid 2014 ToR were completed and agreed with the Egyptian authorities. Procurement of the related consultancy services was launched but suspended due to security concerns in the area. Procurement could be re-launched after Cooperation Agreement with Egypt is signed, depending on the environment. Restructuring will otherwise be required.

Component3:ProjectPreparation,Management,Coordination,MonitoringandEvaluationPreviousRating:Not Applicable CurrentRating:Moderately


StatusofImplementation:A project management unit (PMU) will be established within the lead Ministry to monitor and coordinate implementation of the TAs. By end 2014 ToR had been completed and agreed with the Egyptian authorities. Procurement will start after Cooperation Agreement with Egypt is signed.


(x)


(y)

Total(US$)


700,000 3,300,000 4,000,000


850,000(slightincreaseintheplannedbudgetforCountry‐executedactivitiesduetotheincreaseofplannedbudgetforComponentB(c)toUS$700,000,includingUS$300,000movedfromComponentB(a)) MinoradjustmentstothebudgetaredescribedinTechnicalDescriptionofTAs&ImplementationPlan)

500,000 1,350,000


E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2013

2014

2015 500.000 500.000

2016 1.500.000 1.000.000 2.500.000

2017 700.000 300.000 1.000.000

2018 2019




Project Development Objective (PDO): Theobjectiveoftheproposedprojectistopromotereductionoftradeandtransportbarriersalongtheprioritytradecorridorsofthecountryandinrelatedbordercrossings.

PDO Level Results Indicators* Unit of Measure Baseline



Methodology

Responsibility

for Data

Collection

Description

(indicator definition

etc.) Jan‐

Dec

2015

Jan‐

Dec

2016

Jan‐

Dec

2017

F F F

Indicator One:

About100transportstaff(fromdifferentsub‐sectors:roads,maritimetransport,railways,ports,logistics)trainedin:PPPaspectsandtechniques,roadsafetyanalysisandmanagement,maritimetransportandlogistics,technicalcontrolandsupervisionofworks,managementoffleetofconstructionequipment,andconstructionprojectmanagement.

#ofparticipants

0 10 40 100 Bi‐annually

Reports PMCUandFocalPoints

Quantitative–numberofparticipantswhohavesuccessfullycompletedthetraining

Indicator Two:

Studiescompleted:(i)preparatoryandfeasibilitystudyforSuezcorridorcompleted;(ii)pre‐feasibilitystudy6thOctoberlogisticscentercompleted;(iii)pre‐feasibilitystudyforbordercrossingcompleted;(iv)roadsafetyactionplancompleted.

Percentageprogressand#ofstudies

00

15%1

75%2

100%4

Bi‐annually

ReportsStudiesproduced

PMCU,FocalPointswithEIBinput

Numberofstudiescompletedandapproved


Intermediate Result (Component One): InstitutionalandcapacitybuildingforregionaltradeframeworkSub‐componentA.1:TAtoTransportationSub‐componentA.2:Roadsafetyassessmentandactionplan

Intermediate Result indicator One: TAtotransportation(i)trainingfortechniquesforplanningandfinancingoflogisticsfacilities;(ii)trainingofalltransportsagenciesindifferentPPPaspectsandtechniques;(iii)analysisofoptionsforimplementationofroadassetmanagementinRoadAuthorityandtraininginprojectandconstructionfleetmanagement.

Percentageprogressand#ofstudies#ofparticipants

00

10

50%50

100%100

Bi‐annuallyBi‐annually

ReportsStudiesproducedReports

PMCU,FocalPointswithEIBinputPMCUandFocalPoints

Qualitystudiescompletedandapproved

Qualitative‐numberofparticipantswhohavesuccessfullycompletedthetraining.

Intermediate Result indicator : Roadsafetyassessmentandactionplancompleted

Percentageprogressandactionplancompleted

0 10 50% 100%3‐months

Reports PMCU,FocalPointswithEIBinput

Qualitystudyandactionplanproducedandapproved

Intermediate Result (Component Two): PreparatorystudiesforinfrastructureimprovementsoftheprioritycorridorsSub‐componentB.1:PreparationoftheSuezCanalcorridorSub‐componentB.2:PreparationofselectedactivitiesofIntermodalcorridorSub‐componentB.3:Preparationofupgradingandexpansionofbordercrossingfacilities

Intermediate Result indicator One: PreparationoftheSuez‐PortSaidcorridor:studyofoptionsfortransportmeansandalignmentsalongthecorridorandpre‐feasibilitystudyofselectedalignment

Percentageprogressandstudiescompleted

03‐months


Qualitystudiesproducedandapproved

Intermediate Result indicator Two: PreparationoftheIntermodalTransportcorridor:

Percentageprogressand

0 50% 100%3‐months


Qualitystudyproducedandapproved

studycompleted

Intermediate Result indicator Three: Pre‐feasibilitystudyoftheexpansionanddevelopmentofSalloumlandport(borderwithLibya)

Percentageprogressandstudycompleted

0 10 50% 100%3‐months


Qualitystudyproducedandapproved

Intermediate Result (Component Three): ProjectPreparation,Management,Coordination,MonitoringandEvaluation

Intermediate Result indicator: QualityreportingTimebased

0 33% 60% 100% 3‐months

Reports PMCUandEIB

Qualityreporting,M&E

LeveragingRegulatoryReformstoAdvanceFinancialInclusioninEgypt

A. BasicProjectInformationActivityName:LeveragingRegulatoryReformstoAdvanceFinancialInclusioninEgyptCountryName:Egypt NameofImplementationSupportAgency(ies):International

FinanceCorporationNameofISAProjectLeader:NahlaElOkdah EmailofISAProjectLeader:[email protected]:N/A NameandEmailofRecipientEntityContact:N/A

TotalAmountApprovedbytheTransitionFund(US$):950,000

AdditionalFundsLeveragedandSource(s),ifany(US$):0.Butanestimated1,126,500isplanned


SteeringCommitteeApprovalDate:18May2015

ProjectImplementationStartDate:Notyeteffective

ProjectClosingDate:30June2018


PrimaryPillar(selectonlyone): InclusiveDevelopmentandJobCreationSecondaryPillar(s)(selectasmanyasapplicable):



ProjectDevelopmentObjective:TheobjectiveofthethisprojectistoleveragechangesinmicrofinanceregulationsinEgyptto supportkeymicrofinance serviceproviders,prepare them for,and transform them into for‐profit entitiesand furtheradvancefinancialinclusion.Theprojectwillworkwith3MFIstohelpthemrespondtothechangingregulatoryframework.Ratingforprogresstowardsachievementofobjective: Not ApplicableRatingforoverallimplementationprogress: Not ApplicableBriefSummaryofProjectImplementationStatus:TheTransitionfundproposalwasonlyapprovedinMay2015.OurfinanceteamisnowintheprocessofcreationoflocalTrustFund,butthefirsttrancheofTransitionfundinghasnotyetbeenreceived.Thus,whileformalimplementationofprojectactivitieshasnotyetcommenced,theprojectteamhasalreadybeenindiscussionwithexistingandprospectiveMFIpartnersinEgyptandarepreparingprojectscopesandassemblingateamtobeginimplementationinthecomingperiod.Thus,itisfullyexpectedthatbytheendofthenextreportingperiod(December2015),someoftheactivitiesundereachofthecomponentsoftheprojectwillbeginasoutlinedfurtherinsectionC.


Component1:RiskManagementPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):427,500(thisamount

representsdirectcostsfundedonlythroughtheTransitionFund).

Sub‐component1.1:AssistingMFIsinEgypttodevelopor strengthentheriskmanagementfunctions.StatusofImplementation:‐IFCwillworkwithAlTadamun,amicrofinanceinstitutionbasedinEgyptthatwashard‐hitbythe2011revolution,onanewprojectmodulefocusedonRiskManagement.IFChadpreviouslyconductedariskmanagementdiagnosticwithAlTadamun,includingadetailedassessmentreportwithfindingsandrecommendationsandaworkplanoutliningnextstepsforimplementationwasdeveloped.Inthecomingperiod,anIFCexpertteamwillbeginimplementationofthenewriskmanagementmodulewhichwilltackletherecommendationsandgapshighlightedinthediagnostic,andhelptheMFItodevelopanoverallriskframeworkandintroduceoftoolsforthemanagementcreditrisk,operationalriskandliquidityrisk.

‐Duringthecomingperiod,IFCwillalsocontinuediscussionswithLeadFoundationinEgypt,andpossiblyinitiatediscussionwithotherbanks/MFIs(includingpotentialgreenfieldsorbanksubsidiaries),inordertoagreeonaprojectscope,andsetatimelineforexpectedriskmanagementortransformation‐relatedadvisorysupport.

Component2:TransformationPreparedness,TransformationandEstablishmentofGreenfieldsPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):190,000(thisamount


Sub‐component2.1:AssistingMFIstopreparefortransformationStatusofImplementation:‐IFCwillworkwithDBACD,aleadingmicrofinanceinstitutioninEgypt,onanewmodulefocusedontransformation/commercializationandthecapacitybuildingnecessarytotaketheinstitutiontothenextlevel.Aspartofthismodule,IFCwillarrangeastudytour(inNovember)forateamofDBACDstafftovisitACLEDABankinCambodia,anMFIwhichhasalreadysuccessfullytransformed.Thiswillallowforaknowledgeexchangeontheprocessoftransformationincludingitsbenefits,opportunitiesandchallenges.Furthermore,underTransformationreadinesspreparation,IFCwillbeginworkwithDBACDtoupgradeitsHumanResourceManagementand,timepermitting,mayalsoinitiateaprocessmappingexercisetohelptheMFIfurtherstreamlineprocessestoenhanceefficiencyandreduceriskinthecomingperiodaswell.

Component3:ConsumerProtectionPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):142,500(thisamount


Sub‐component3.1:AssistingMFIsobtaintheSmartCampaignCertificationStatusofImplementation:‐TheaimofthiscomponentistoassistMFIsinEgyptdemonstratingthehighestlevelsofclientprotectionbyobtainingtheSmartCampaigncertification.Already,IFChasbeenindiscussionwiththeSmartCampaign,SocialPerformanceTaskForceandSanabel(theregionalmicrofinancenetwork)toagreeonascopeofwork.Inthecomingperiod,theIFCteamaimstoformalizethispartnership,andaswelltodevelopand(internally)approveanewregionalprojectconcept,includingaspecificfocusonpilotingthecertificationwithselectMFIsinEgyptduringthefirstphase.Ithopestobeginimplementationofthesamebythebeginningof2016,butmayalsotrytoleveragetheupcomingSanabelregionalconferenceinEgypt(October2015)toannouncethenewinitiative.Component4:KnowledgeManagementPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):142,500(thisamount


Sub‐component4.1:Sector‐wideworkshopsandpublicationsStatusofImplementation:REGIONALWORK(alsomentionedinJordanprogressreport)‐Overthecomingperiod,IFCexpectsto:

WorkwithSanabel(theregionalMFnetwork)toorganizetheannualSanabelconferencetobeheldinEgyptandincludeMFIparticipantsaroundtheregion.IFCwillplayastrongroleinshapingtheconferenceagendaandbringingspeakerstoshareitsglobalandregionalexpertise.TheconferenceisexpectedtoincludesessionsonthesubjectshighlightedintheTFproposal,includingnewregulations,transformationandriskmanagement,aswellaspotentiallyClientProtection/SmartCampaign.

PublishanddisseminateaReportsummarizingresultsofasurveyaboutriskdistributedamongMFIstakeholdersintheMENAregion,anddevelopedjointlybyIFC‐Sanabel

Conductaworkshop(inconjunctionwithSanabel)withMFIpartnersandstakeholdersontopicsrelatedtotransformation/commercialization,suchasmovinguptoservethegapinthemarketandtheneedtoforsupporttodevelopnewproducts(includingverysmallenterpriselending)andenhancecapacityinkeyareas

CompleteafirstdraftofthefindingsofasurveyonVerySmallEnterpriselendingintheregion,currentlybeingadministeredjointlybyIFCandSanabel.



Total(US$)


0 902,500 902,500


0 0 0

ActualAmountDisbursed(c):

0 0 0


Year Jan‐June Jul‐Dec TotalbyYearEnd2015 N/A 65,000 65,0002016 100,000 125,000 225,0002017 150,000 175,000 325,0002018 287,500 N/A 287,5002019


Disbursed Available Total0 47,500 47,500


13 IFC captures results after project closure

Project Development Objective (PDO):

PDO Level Results Indicators*

Unit of Measure

Baseline


Frequency

Data Source/ Responsibility for Data Collection

Description (indicator definition

etc.) Jul 2015‐Jun 2016 (F)

Jul 2016‐Jun 2017 (F)

Jul 2017‐Jun 2018 (F)

YR 4 (F)13 YR5 Methodology

Businesses received business support/advisory services or financial investment

Number 0 2 3 3 3 Annual IFC IFC


Intermediate Result: Risk Management and Transformation, Transformation Preparedness and Establishment of Greenfields

Business loans provided or guaranteed Number N/A

325,500 678,000 1,062,500 1,490,000

Annual MFIs IFC

Value of micro loans disbursed USD N/A

99,889,705 211,052,705 333,469,705 469,146,705 Annual MFIs IFC

Number of micro loans outstanding (non‐cumulative)

Number 307,308 325,500 352,500 384,500 427,500

Annual MFIs IFC

Outstanding microfinance loan portfolio of supported institutions (non‐cumulative)

USD

55,337,300 62,180,000 68,600,000 75,420,000 84,200,000

Annual MFIs IFC

Intermediate Result: Facilitating Knowledge‐Sharing Across the Microfinance Sector

Number of workshops, training events, seminars and conferences


TowardsInclusiveandOpenGovernments:PromotingWomen’sParticipationinParliamentsandPolicy‐MakinginEgypt

A. BasicProjectInformationActivityName:Towardsinclusiveandopengovernments:Promotingwomen’sparticipationinparliamentsandpolicy‐making

CountryName:Egypt NameofImplementationSupportAgency(ies):OECD


OECD:AndreasSchaal/TatyanaTeplova


OECD:[email protected];[email protected]

RecipientEntity:NationalCouncilforWomen

Name:AmbassadorMervetTallawy,

PresidentoftheNationalCouncilforWomenOrganizationandAddress:15MohamedHafezStreet,Dokki,Cairo,EgyptTelephone:+2(02)37603518‐37603529Email: [email protected](US$):633,333.00


Countryco‐financing:

Otherco‐financing:



5/19/2015


9/1/2015

ProjectClosingDate:

8/31/2018


PrimaryPillar:


SecondaryPillar(s): InvestinginSustainableGrowthCompetitivenessandIntegrationInclusiveDevelopmentandJobCreation


ProjectDevelopmentObjective:TheprojectwillsupporttheeffortsofMENAcountriesintransitioninfosteringinclusivegrowth and good governance by leveraging open government policies and mainstreaming gender perspectives inparliamentaryoperationstomaximisewomen'sintegrationinpubliclifeandpolicy‐makingprocess.Morespecifically,theprojectaimsto“Promotewomen’sparticipationinparliamentsandpolicy‐making”by

1) Makinglegislaturestransparent,equitableandgender‐sensitiveand;2) Empowering(potential)womenparliamentariansandstrengtheningtheircapacityandskillsatthenational

andlocallevelsand;3) Improvingpublicconsultationcapacityofparliamentsandwomen’sCSOsinlaw‐makingprocesses.

Thiswillbecomplementedbyregularregionalpolicydialogueasanintegralpartofthisproject. Thisdialogueisacross‐cuttingelementforthecontinuityoftheknowledgesharingprocessforimplementationofreformsandtransformationontheground.Inthiscontext,“feedbackloops”or“learningloops”willofferamulti‐levelmechanismforinteractionandnewpolicyapproachesamongparliamentariansandpolicymakersintheregion.




CoordinationmeetingswithstakeholdersareplannedtotakeplaceduringJulytodiscuss(a)theimplementationmechanismsfor the project with the respective stakeholders, (b) the development of an overall project design, (c)the coordinationbetweeninternationaldonororganizations.

ThroughoutthevariousconferencecallsheldsincetheprojectwasapprovedonMay,theNationalCouncilforWomenhasdemonstratedstrongengagementandownershipintheprocess.ItisforeseenthatprojectinaugurationwilltakeplaceinSeptember2015.ItisalsoplannedtostarttherecruitmentprocessforandsetupoftheProjectImplementationUnitteaminSeptember.ThisdependsontheresultsofthecapacityassessmentofeachrecipiententitytobecarriedoutinJuly&Augustoftodeterminetherequiredpersonnelforsuccessfullaunchandimplementationoftheproject.Furthermore,theOECDincooperationwiththeNationalCouncilofWomeniscoordinatingcloselytoidentifythefocalcontactsinpartnerinstitutions.InJune2015,backtobackwiththeOECDWeek,theOECDorganisedabilateralcoordinationmeetingwithrepresentativesof the Women in Parliament Global Forum to discuss the next steps of implementation and coordination. AnothercoordinationmeetingwithUSAID‐JordantookplaceduringtheOECDWeek,wherepartiesagreedtocoordinatecloselyontheimplementationoftheproject.TheOECDisalsocoordinatingwithUNWomenanditisplannedtoholdacoordinationmeetinginJuly.Atthesametime,theOECDisplanningtoholdcoordinationmeetingswithDFIDandNDItolearnabouttheirexperiencesandbuildontheachievementoftheirpreviousprojectsinthefield.ThisprojecthasbeenreportedtotheOECDPublicGovernanceCommitteeandExternalRelationsCommitteeanddiscussedatvariousregionalmeetingsorganised in the frameworkof theMENA‐OECDGovernanceProgramme;aprogrammethatprovidesaforumforthecoordinationofcountry‐anddonor‐ledactivitiesattheregionalandnationallevel.

C. ImplementationStatusofComponentsComponent1:Makinglegislaturestransparent,equitable,andgender‐sensitive.ThiscomponentwilladdressinternalandexternalfunctionsoftheParliament,bothasanemployerandalaw‐makerbyfocusingonensuringthegendersensitivityoftheparliamentaryworkplacepoliciesandelectionandparliamentaryprocessesPreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):200,105.00Sub‐component1.1:Mappingandanalysisofparliamentaryelectoralandworkplaceoperations,processesandpolicyframeworksthroughagenderlens,includinginselectedlocalelectioncouncils.StatusofImplementation:TheOECDisplanningtokickofftheprojectinSeptemberandstartthemappingexercisewithafactfindingmissionwithpeersfromOECDcountries.ThepurposeofthefactfindingmissionwillbetocollectdataontheparliamentaryprocessesandtoconductinterviewswithParliamentsecretariat,seniorpublicofficials,formerparliamentariansandinternationaldonororganization.Themappingexercisewillalsoincludethedisseminationofquestionnaireongendersensitiveworkplaceoperations,processesandpolicyframeworks.ThemappingexercisewillbuildonthekeyfindingsoftheOECD‐CAWTARreport“WomeninPublicLife:Gender,LawandPolicyintheMiddleEastandNorthAfrica”ontheopportunities,challengesandbarriersforpromotingWomen’sparticipationinPublicLife.Sub‐component1.2:Providingcountry‐basedcapacitybuildingactivitiestoparliamentarians,selectedlocalelectoralcommitteesandsecretariatsStatus of Implementation: The parliamentary elections in Egypt are envisaged to take place on September/October,depending on the security situation in the country. The OECD plans to hold the first capacity building activity forparliamentariansinDecember.Component2:Strengtheningcapacityandskillsofwomencandidates forparliament.Thiscomponentwilladdressbarriers facingwomen in theirpoliticalcareerandwillbuildon theaccumulatedknowledgeandgoodpractices tobuildcapacitiesofwomencandidateswiththerequiredsetofskillstoassumetheirrepresentativeroleeffectively.Itwillalsoaimtodevelopcapacitiesandstrengtheneffectivenessoffuturefemaleparliamentarians’responsetothegrowingexpectationsofthevoters.PreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):223,642.00Sub‐component2.1:Conductingcountry‐basedassessmentoftheexistingopportunitiesandthecurrentchallengesfacedbywomencandidatesStatusofImplementation:Thissubcomponentwillbeimplementedinparalleltothesub‐component1atoaligntheoutputswiththecapacitybuildingneedsassessmentforthetrain‐the‐trainermodules.TheassessmentisscheduledtostartinSeptember.TheassessmentwillbuildonthekeyfindingsoftheOECD‐CAWTARreport“WomeninPublicLife:Gender,LawandPolicyintheMiddleEastandNorthAfrica”ontheopportunities,challengesandbarriersforpromotingwomen’sparticipationinpubliclife.TheOECDisalsodeveloping“2015OECDRecommendationoftheCouncilonGenderEqualityinPublicLife”.ThedraftRecommendationaimstoapplytoinstitutionsatrelevantlevelsofgovernment.Itisintendedto

provideusefulguidelinesforallMembersandnon‐MembersadheringtothedraftRecommendationseekingtoaddresschallengesandidentifygoodpracticesrelatedtofosteringgenderdiversityinpubliclife.Itoffersvaluableguidanceandinternationallyrecognisedbenchmarksongenderequality.Sub‐component2.2:Buildingwomen’scapacitiestoparticipateinelectionsandparliamentaryoperationsatnationalandsub‐nationallevelsStatusofImplementation:TheOECDiscoordinatingwiththeNCWtoconductitsfirstcapacitybuildingseminar“Runningsuccessfulcampaigns:CampaignfundraisingandfinancialintegrityofMP”inSeptember/October.TheNCWiscoordinatingwithpoliticalpartiesandindependentcandidatestoagreeonthelistofparticipants.Component3:Strengtheningpublicconsultationcapacityofparliamentsandwomen’sCSOsinlaw‐makingprocessesThiscomponentwillfocusonbuildingcapacitiesofbothParliamentandcivilsocietytoeffectivelyengagewitheachotherinthe lawdraftingprocess, in response to the calls forgreateropenness, andgender responsivenessofpublic institutions,includingparliaments.Theseactivitieswillreinforcetheactivitiesproposedaspartthesub‐component2bonstrengtheninggender‐sensitivelawmakingcapacitiesPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):119,004.00StatusofImplementation:Activitiesofthiscomponentisscheduledtostartin2018.

Component4:regionalpolicydialogueThe regional policy dialogue meeting is an integral part of this project. The regional policy dialogue will provide anopportunity to exchange lessons learned and good practices on leveraging open government to strengthen women’sparticipationinparliaments,makeparliamentsmoreopenandgender‐sensitiveandenhancewomen’sparticipationinthepolicy‐makingprocessandpromotenetworkingamongfemaleparliamentariansintheregionandOECDcountries

PreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):50,682.00StatusofImplementation:Theannualregionalmeeting“Gendermainstreaming:towardsinclusivegendersensitivepolicies”ofMENA‐OECDWomeninGovernmentPlatformwilltakeplaceinDecember2015withtheparticipationofMENAtransitionandOECDcountries,whichincludesrepresentativesofgovernments,parliaments,courtsandcivilsociety,aswellastheGlobalNetworkofWomenParliamentarians.


(x)


(y)

Total(US$)


593,433 593,433


0 0 0


E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2015 98,905.00 98,905.002016 98,905.00 98,905.00 197,811.002017 98,905.00 98,905.00 197,811.002018 98,905.00 98,905.00


Disbursed(US$) Available(US$) Total(US$) 39,900 39,900


Project Development Objective (PDO): Towards inclusive and open governments: Promoting women’s participation in parliaments and policy‐making

Indicators by Component Unit Baseline Cumulative Target Values Frequency Data Source/Methodology


Description (Indicator

Definition, etc) Jul 2015 –

Jun 2016

F

Jul 2016 –

Jun 2017

F

Jul 2017 – Aug

2018

F

Indicator 1: No. of assessments and

guidelines completed and approved

Quantitative Existing yes yes yes once Project progress

reports

Project

Implementation Team

(PIT).

Assessments,

reports, action

plans, roadmaps,

models of good

practices or

frameworks

designed to

enhance the

enabling

environment

Indicator 2: No. of internal regulations

and policy proposals endorsed

Quantitative Existing yes yes yes annually Project progress

reports Project

Implementation Team

(PIT).

Internal

parliamentary

operations,

parliamentary

secretariat

Indicator 3: No. of programs and projects

designed and implemented to promote

more gender sensitive and equitable

allocation of government resources

Quantitative none yes yes yes annually Project progress

reports Project

Implementation Team

(PIT).

Programmes and

projects that

support reform of

government

safety net

systems, subsidy

policies and other

related programs

and thereby

promote more

efficient and

equitable

allocation of

resources

Indicator4 : No. of public institutions

(Parliament, Government Bodies and

institutions) received support to conduct

mapping exercise of the current situation

Quantitative

none

20

40

160

annually Project progress

reports Project

Implementation Team

(PIT).

Government

bodies,

institutions and

local government

units received

support services

aimed at

increasing their

capacity to

delivery public

services to

constituents

Indicator5 : No. of trained

representatives of parliamentary

secretariat, parliamentarians, local

elected officials and women candidates

Quantitative none Yes Yes Yes annually Project progress

reports Project

Implementation Team

(PIT).

Public sector staff

received training

in various

thematic areas to

improve their

capacity for better

public service

delivery

Indicator 6: No. of CSOs, women or youth

groups engaged and empowered at the

central and local level

Quantitative Existing Yes Yes Yes annually Project progress

reports Project

Implementation Team

(PIT).

Number of CSO’s

involved in public

consultations and

Number of

awareness

campaigns, hits on

the website and

regional meetings;

communication

strategies;

electoral

commissions and

parliamentary

secretariat


Component 1: Making legislatures transparent, equitable, and gender‐sensitive

Indicator 1: Parliament,

Government Bodies and institutions

received support to conduct

mapping exercise of the current

situation

Qualitative yes n/a n/a

Once Project

progress report

PIT Mapping exercise for

gender sensitive

parliamentary and

electoral operations,

processes and policy

frameworks

Indicator 2: No. of trained


secretariat, parliamentarians and

local elected officials

Quantitative 40 80 100 Annually Project

progress report

PIT Number of training

seminars, advisory

sessions, toolkits and

guidelines

Component 2: Strengthening capacity and skills of women candidates for parliament

Indicator 3: Studies, assessment,

reports, action plans, roadmaps,

models of good practices or

frameworks endorsed

Quantitative yes yes n/a Once in 1st and 2nd year Project

progress report

PIT set of targeted policy

recommendations,

supported by a

communication

strategy

Indicator 4: Women candidates for

parliamentary elections, youth

groups trained, engaged and

empowered to participate in public

life

Quantitative 40 80 160 Annually Project

progress report

PIT training materials for

the trainers

developed during the

workshops, training

sessions, feedback

from the training

session

Component 3: Strengthening public consultation capacity of parliaments and women’s CSOs in law‐making processes

Indicator 5: CSOs, women or youth

groups engaged and empowered at

the central and local level

Quantitative yes yes yes Annually Project

progress report

PIT CSOs, women or

youth groups engaged

and empowered at

the central and local

level aimed at

increasing the

involvement of these

groups in public

policies

Indicator 6: Parliament and local

elected institutions received support

Quantitative Yes Yes Yes Annually Project

progress report

PIT Parliament and local

elected institutions

services to develop their

engagement capacities

received support

services aimed at

increasing their

capacity to engage

stakeholders,

including women’s

groups and

mainstream gender

sensitive principles

Component 4: regional policy dialogue

Indicator 7: improved enabling

environment and institutional

capacity across the region

Quantitative 1 2 3 Annually Project Progress Reports

PIT Number of models of good practices

Indicator 8 : Documents produced

and endorsed at the regional level

Quantitative Yes Yes Yes Annually Project Progress Reports

PIT Studies, assessments, reports, action plans, roadmaps, models of good practices or framework

EnhancingtheInvestmentClimateinEgypt,throughEqualAccessandSimplifiedEnvironmentforInvestmentandFosteredInvestmentPolicy,Legaland

InstitutionalFramework

A. BasicProjectInformationActivityName:EnhancingtheInvestmentClimateinEgypt, throughEqualAccessandSimplifiedEnvironmentforInvestment(EASE)andFosteredInvestmentPolicy,LegalandInstitutionalFramework

CountryName:Egypt NameofImplementationSupportAgency(ies):WorldBankGroupandOECD


OECD:AndreasSchaal/NicolaEhlermann‐Cache/Marie‐EstelleRey

WB:SherifBahigHamdy/NabilaAssaf


[email protected]; nicola.ehlermann‐[email protected]; marie‐[email protected]

[email protected];[email protected]

RecipientEntity:NameandEmailofRecipientEntityContact

TheGeneralAuthorityforInvestment&FreeZones(GAFI)

Name:Mr.AlaaElDinOmer,ExecutiveDirector,Telephone:+20224055464,Email:[email protected]

TheIndustrialDevelopmentAuthority(IDA) Name:Eng.IsmailGaber,Chairman,Telephone:+201006852840,Email:[email protected]

EgyptianRegulatoryReformandDevelopmentActivity(ERRADA)

Name:TarekHamza,ExecutiveDirector,Telephone:+201005600099,Email:'[email protected]'


7,043,400




5/18/2015


7/1/2015

ProjectClosingDate:

7/1/2018


PrimaryPillar:


SecondaryPillar(s): InclusiveDevelopmentandJobCreationEnhancingEconomicGovernanceCompetitivenessandIntegration



ToimprovetheregulatoryenvironmentforinvestorsthroughsimplifiedindustriallicensingandtransparentlandallocationprocessesandtosupportthegovernmentofEgyptindesigninganewinvestmentpolicyandlegalframework,andinstrengtheningitsinternationalinvestmentregime.



BriefSummaryofProjectImplementationStatus:Giventhestartingdateoftheproject(7/1/2015),noactivitieshavebeencarriedoutyet.However,planningofthefirststepsisbeingdiscussedbetweenthetwoISAsandincoordinationwiththegovernmentcounterparts.

Withaviewtokick‐starttheimplementationofcomponent4,theOECDwillundertakeamissiontoCairointhesecondhalfof September. The OECD is alreadyworking onwork plan and activities’ sequencing in consultationwith the Egyptiancounterparts,andstaffarrangements.TheSeptembermissionwillallowtoholdthefirstProjectSteeringCommittee(undertheauthorityoftheMinisterofInvestment),agreeontheworkplan,launchfirstactivitiesandmeetwithmaindonorsactiveintheareatoensuresynergies.TheWorldBankGroup(WBG)componentsoftheprojecthavenotyetbeenapprovedbytheRegionalVicePresident(RVP)andmadeeffectiveduetoadelayinconfirmingtheNegotiationsdatewiththecounterpart.TheWBGiscurrentlyawaitingthe Ministry of International Cooperation’s (MOIC) confirmation of the Negotiations date. Meanwhile, to prepare forimplementation,theWBGisworkingwiththeprojectclientstoestablishthetwoprojectimplementationunits;oneinGAFIandtheotherinIDAandtofinalizetheprojectoperatingmanual.TheProjectTeamhasalsofinalizedthedocumentsneededforNegotiationsandsharedthemwithMOIC,GAFIandIDA.

C. ImplementationStatusofComponentsComponent1:Facilitatingaccessibleandtransparentinvestorservices(GAFI)WBG‐supportedcomponentPreviousRating:Chooseanitem. CurrentRating:Not Applicable Cost(US$):2,250,000.00Sub‐component1.1:DevelopandImplementOnlineSystemforInvestorServicingatGAFIStatusofImplementation:NotapplicableSub‐component1.2:GAFICapacityBuildingandICTUpgradingStatusofImplementation:NotapplicableSub‐component1.3:ProjectManagementStatusofImplementation:NotapplicableComponent2:IndustrialSectorRegulatoryReform(IDA)WBG‐supportedcomponentPreviousRating:Chooseanitem. CurrentRating:Not Applicable Cost(US$):2,250,000.00Sub‐component2.1:Processre‐engineeringandautomationofindustriallicensingStatusofImplementation:NotapplicableSub‐component2.2:ImplementingaNewApproachtoIndustrialLandManagementandanOnlineLandAllocationSystemStatusofImplementation:NotapplicableSub‐component2.3:IDACapacityBuildingandICTUpgradingStatusofImplementation:NotapplicableComponent3:Capacitybuildingformanagingregulatoryreforms(ERRADA)WBG‐supportedcomponent PreviousRating:Chooseanitem. CurrentRating:Not Applicable Cost(US$):500,000.00Sub‐component3.1:StatusofImplementation:NotapplicableSub‐component3.2:StatusofImplementation:NotapplicableSub‐component3.3:StatusofImplementation:NotapplicableComponent4:SupportthegovernmentofEgyptindesigninganewinvestmentpolicyandlegalframeworkandinstrengtheningitsinternationalinvestmentregimeOECD‐supportedcomponentPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):NotapplicableSub‐component4.1:InvestmentpolicyandlegalregimeStatusofImplementation:Notapplicable

ConsultationswiththeEgyptianauthoritiesallowedtodiscussprioritiesoftheproject.AstheMinistryofEgypthaslaunchedtheconductofaninvestmentmapping,theOECDwillsupporttheprocessthroughastocktakingandpreliminaryanalysisoftheinvestmentpolicy(activity4.1.2)Sub‐component4.2:Business‐relatedlaws,jurisdictionsofinvestmentinstitutionsandlegalcoherenceStatusofImplementation:NotapplicableInordertoconductcomponent4.2,theOECDwilllaunchanoverviewofthebusiness‐relatedlawsandtheirrevisionstatusaccordingtogovernmentpriorities.Sub‐component4.3:InternationalinvestmentagreementsStatusofImplementation:NotapplicableItwasagreedthatthisactivitywillstartnextyear.Sub‐component4.4:InvestmentdisputesettlementStatusofImplementation:NotapplicableItwasagreedthatthisactivitywillstartnextyear.


(x)


(y)

Total(US$)


5,000,000 1,484,000 6,484,000


0 0 0


E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2015 ‐ OECD:247,000

WB:250,000497,000

2016 OECD:247,000WB:250,000

OECD:247,000WB:750,000

1,494,000

2017 OECD:247,000WB:750,000

OECD:247,000WB:1,000,000

2,244,000

2018 OECD:247,000WB:1,000,000

OECD:000WB:500,000

1,747,000

2019 OECD:000WB:500,000

OECD:000WB:,000

500,000


Disbursed(US$) Available(US$) Total(US$)0 OECD:100,000

WB:459,400OECD:100,000WB:459,400


PDO: To improve the regulatory environment for investors through simplified licensing and transparent industrial land allocation processes and to support the government of Egypt in designing a new investment policy and legal framework and in strengthening its international investment regime.

MENA Transition Fund Cross Pillar 5 Indicators

Unit of Measure

Baseline

Cumulative Target Values


Data Collection Responsibility

Description Jul 2015 – Jun 2016 F

Jul 2016 – Jun 2017 F

Jul 2017 – Jul 2018 F

YR4 Target

Output 5.1.1: Documents Produced and Endorsed # 0 111 267 501 501 Annually Progress Report PIU

Number of roadmaps, frameworks, procedures, licensing requirements, regulatory reform documents produced or endorsed designed to enhance the business enabling environment

Output 5.1.2: Decrees Issued or Structures Established

# 0 2 12 24 24 Annually Progress Report PIU

Number of laws, policies, or regulations endorsed and number of units and systems established through capacity building or TA activities to enhance the business enabling environment

Output 5.1.3: Staff Trained # 0 25 95 145 145 Annually Progress Report PIU

Number of public sector staff receiving training in the client agencies to improve capacity for enhanced service delivery to investors

PDO Indicators Unit of Measure Baseline

Cumulative Target ValuesFrequency Data Source/

Methodology Data Collection Responsibility

Description YR1 YR2 YR3 YR4 Target

Av. Duration of Licensing Process Day 320 250 180 75 75 Annually Progress Report PIU

Corresponds with Transition Fund Outcome Indicator 5.1 “Improved enabling environment and government capacity”

Number of land allocation requests processed through the reformed land allocation system


Corresponds with Transition Fund Outcome Indicator 5.1 “Improved enabling environment and government capacity”

Effective investment policy, legal and institutional framework and sound international investment regime

# # no no yes N/A Annually Progress Report PMU

Corresponds with Transition Fund Outcome Indicators 3.1 “improved good governance in the public sector” and 5.1 “Improved enabling environment and government capacity”

Intermediate Results Indicators

Component 1 (WB) ‐ Facilitating Accessible and Transparent Investment Services (GAFI)

Mapping/Simplification of Entry procedures completed

Y/N ‐ Y ‐ ‐ Y Annually Progress Report PIU

Corresponds with Transition Fund Output 5.1.1 “Documents produced and endorsed”; (Yes is equivalent to 1 roadmap)

CRM Platform Operational in OSSs # 0 0 2 5 5 Annually Progress Report PIU Corresponds with Transition Fund Output 5.1.2 “Structures established”

Sectors licensing requirements consolidate/published on GAFI Portal

# 0 100 250 479 479 Annually Progress Report PIU Corresponds with Output 5.1.1 “Documents produced and endorsed”

Capacity Building workshops for GAFI OSS staff completed


Number of GAFI OSS staff trained in workshops

# 0 10 35 50 50 Annually Progress Report PIU Corresponds with Transition Fund Output 5.1.3 “Staff trained”

Component 2 (WB) – Industrial Sector Regulatory Reform (IDA)

Mapping/Simplification of Licensing sub‐processes completed


Corresponds with Transition Fund Output 5.1.1 “Documents produced and endorsed”

Risk based approach for industrial technical evaluation applied

Y/N ‐ Y ‐ ‐ Y Annually Progress Report PIU

Corresponds with Transition Fund Output 5.1.1 “Documents produced and endorsed”; (Yes is equivalent to 1 Risk based framework endorsed)

Industrial Licensing System (ILAS) Deployed in IDA Branches

# 0 2 5 10 10 Annually Progress Report PIU Corresponds with Transition Fund Output 5.1.2 “Structures established”

Online industrial land allocation system designed/deployed

Y/N ‐ ‐ Y ‐ Y Annually Progress Report PIU

Corresponds with Transition Fund Output 5.1.2 “Structures established” (Yes is equivalent to 1 system established)

Industrial Developer land allocation framework designed and deployed

Y/N ‐ ‐ Y ‐ Y Annually Progress Report PIU

Corresponds with Transition Fund Output 5.1.1 “Documents produced and endorsed”; (Yes is equivalent to 1 land allocation framework deployed)

Capacity building workshops for IDA branches staff completed


Number of IDA staff trained in workshops


Component 3 (WB) – Capacity Building for Managing Regulatory Reform (ERRADA)

Regulatory reforms proposed # 0 5 10 15 15 Annually Progress Report PIU

Corresponds with Transition Fund Output 5.1.1 “Documents produced and endorsed”

Private Sector consultation on regulatory reform mechanism applied


Capacity building workshops for ERRADA staff completed


Number of ERRADA staff trained in workshops


Component 4 (OECD) – Support to the government in designing a new investment policy and legal framework and in strengthening its international investment regime

Reliable FDI statistics, compliant with international recommendations

Y/N ‐ no yes yes N/A Annually Progress Report PMU

Adoption by the government of a new investment policy and a revised investment law


Corresponds with Transition Fund Output 5.1.2 “Decrees issued”; (Yes is equivalent to 1 law/policy adopted)

FDI restrictions revised and improved ranking in the OECD FDI Restrictiveness Index


Corresponds with Transition Fund Pillar 4 “improved competitiveness and integration”

Business‐related laws harmonized with Investment Law, jurisdiction of investment‐related institutions approved

# 7 0 4 3 7 Annually Progress Report PMU

Corresponds with Transition Fund Output 5.1.2 “Decrees issued”;

Number of workshops/consultations # 7 3 3 1 7 Annually Progress Report PMU Corresponds with Transition Fund Output 5.1.3 “Staff trained” (unit: events)

BIT network and dispute settlement bodies and procedures assessed

Y/N ‐ no yes yes N/A Annually Progress Report PMU

Number of Egyptian officials trained in negotiating BITs and in preventing and managing investment disputes in workshops

# 30 0 15 15 30 Annually Progress Report PMU

Corresponds with Transition Fund Output 5.1.3 “Staff trained”

Number of investor‐State dispute settlement cases reduced


EnergySocialSafetyNetsSectorReformsTechnicalAssistanceProject

A. BasicProjectInformationActivityName:EnergySocialSafetyNetsSectorReformsTechnicalAssistanceProjectCountryName:Egypt NameofImplementationSupportAgency(ies):WorldBankNameofISAProjectLeader:AshishKhanna/MohabHallouda

EmailofISAProjectLeader:Ashish Khanna <[email protected]>/ [email protected]

RecipientEntity:MinistryofElectricityandRenewableEnergy

NameandEmailofRecipientEntityContact:Eng.AmiraElMalah,AmiraElMallah<[email protected]>


AdditionalFundsLeveragedandSource(s),ifany(US$):0

TotalAmountDisbursed(DirectandIndirectinUS$):744,930.66

SteeringCommitteeApprovalDate:May15,2013

ProjectImplementationStartDate:November25,2013

ProjectClosingDate:December30,2016


PrimaryPillar(selectonlyone): EnhancingEconomicGovernanceSecondaryPillar(s)(selectasmanyasapplicable):

InvestinginSustainableGrowthInclusiveDevelopmentandJobCreationChooseanitem.


ProjectDevelopmentObjective:The proposed project will strengthen the Government of Egypt’s capacity to (i) design a comprehensive fuel subsidy reform strategy, (ii) establish concrete measures for improved financial viability of key energy sector actors and (iii) identify households that would be most vulnerable to the impacts of the fuel subsidy reformRatingforprogresstowardsachievementofobjective: ModeratelyUnsatisfactory


BriefSummaryofProjectImplementationStatus:TheprojectwassuspendedinternallybyGovernmentofEgyptinJanuary2015,duetoaninternalcomplaintonfollowingWorldBankproceduresinsteadofEgyptianprocurementrules.TheLoanAgreementfortheTransitionFundwasclearonWorldBankprocurementrulestobefollowedfortheproject,buttheprojectwentintosuspensionwithnoactivityonconsultancycontractevaluationordisbursementtillApril2015.WorldBankgavealettercitingitsnoobjectiontocontractsawardedtilldate,basedonwhichandinternalevaluation,eventuallytheprojectresumeditsoperationfromApril2015.HoweverfourmonthswerelostinanalreadydelayedTAprogram,becauseofwhichtheprojecthasbeendowngradedtomoderatelyunsatisfactorystatusonachievementofobjectiveandimplementationprogress.SinceJune,progressonprocurementofconsultancycontractshaspickedupagainandimplementationstatusmeetingwasconvenedonJuly8withheadofsteeringcommittee.AsubsequentreviewmissionisproposedforendSeptemberbywhenalotofcomponentareexpectedtoawarded(hencecommitted).Theratingwouldberevisitedsubsequently.

Implementationsummaryofeachcomponentundertakenduringthereviewperiodissummarizedbelow:Consultancy Services from Consulting firms for Sub‐Components 1.1, 2.1, 2.2, 3.1

Final Evaluation reports for SubCs1.1, 2.1 sent to the WB and WB no‐objection received.

First round of Contract Negotiation took place for sub‐components 1.1 &2.1.

Evaluation of technical proposals for SubC2.2 is under review andis expected to be sent to WB for no‐objection during July ,2015

ToR for the consultancy services of establishing UNR system for Subc3.1 reviewed and approved by the WB ,SPN prepared ,approved by the WB and announced.

Consultancy Services from Individual Consultants for Sub‐Component 3.1

Contract for Lead Consultant for SubC3.1 renewed for one year till November 30,2015

Contracts for the two consultants,”Data Base Developer” &”Operation Officer” for SubC 3.1 signed and became effective.

Selection of Senior Data Analyst for SubC3.1 finalized, evaluation report approved by WB.

ToRs for hiring Network specialist, System Administrator and Quality assurance Consultants finalized and WB approval received

Consultancy Services from Individual Consultants for Sub‐Component 3.3

Contracts for Lead M&E, MIS, Director of field operation &financial management and Director of field operation and results monitoring for “Takaful and Karamah” projects were signed and became effective.

Selection of (Takaful and Karamah) Quantitative research consultant finalized, evaluation report approved by the WB and waiting for initialized contract from the Consultant.

IT office Equipment and Software

Financial management software for SC1.4: o WB approved the evaluation report and Supply order and the Contract well be initialized soon. o Contract is pending for signature.

IT office Equipment for SCs 1.4 &3.1 o Supply orders and the Contracts well be initialized soon.

C. ImplementationStatusofComponentsComponent1 Power Sector Institutional Development and Financial Viability Sub‐component1.1:Electricity Utilities Financial Management and GovernanceThis subcomponent will include a comprehensive analysis and assessment of the current structure of the public sector power utilities (EEHC and affiliated companies) including organizational, governance, financial and accounting management, and performance monitoring and evaluation. The assessment will propose options for the power utilities to improve their organization and corporate structure, financial management and governance structure.StatusofImplementation:

Financialenvelopeswereopenedin28/12/2014,andfinancialevaluationistakingplace. PMT sent the WB in 18/1/2015 to ask for noobjectionto extend validity of proposals till Mar.5th,2015

Finalandsignedevaluationresultstookplaceandsenttothebank No‐objectionfromWBreceivedonApril19,2015 ContractNegotiationexpectedtobecompletedbyJuly15,2015 CommencementofservicesbyAugust15,2015

Sub‐component1.2:Fuel to Power Strategy AsteeringcommitteemeetingofthetransitionfundagreedtochangetheprocurementplantoswitchthestudyfromFueltoPowertoRestructuringandstrengtheningEgyptianElectricityTransmissionCompany,asrequiredbythenewElectricityLawthatbecameeffectiveinJuly2015.TheconsultantforthesameforthiscomponentwouldberecruitedbyJanuary2016.StatusofImplementation:TOR has been finalized for the activity and SPN expected to be issued in July 2015. Sub‐component1.3:Action Plan for the Establishment of an Energy Efficiency Unit at the Ministry of Electricity and EnergyThis subcomponent will support the development of an action plan to establish an energy efficiency unit that could be housed at MOEE which would have as its primary objective the implementation of the National Energy Efficiency Action Plan (NEEAP) for the electricity sectorStatusofImplementation:

Financialenvelopeshavebeenopened. PMT sent the WB to ask for noobjectionto extend validity of proposals till Mar.5th,2015

Award by August 2015

Sub‐component 1.4: Implementation Support to the PMT: This subcomponent will provide support to the Project Management Team (PMT) in implementation of the project. The support will be limited to consultancy services to build the capacity of the PMT in undertaking its responsibilities and for the preparation of the required project annual audit reports. PMT received procurement training from the Bank specialist.

StatusofImplementation:o PMT Consultant was hired in June 2014 to support procurement activities, PMT received training on procurement with

members of affiliated subcomponents. o Hiring the project financial auditor: o ToR was prepared o After getting WB noobjection, RFP has been sent to five well known consulting auditor firms in 28/8/2014 o Three of them submitted their technical and financial offers in 13/10/2014 o PMT evaluated the technical offers and sent the technical evaluation in 3/11/2014 for IBRD noobjection o After getting IBRD noobjection, PMT opened financial envelopes in 24/11/2014 and undertook the financial evaluation o PMT sent a notice to World Bank to the final result of evaluation on 1-12-2014 o Contract negotiation took place on 17-12-2014 o Contract is being prepared o Procurement of the project financial Software: o ToR was prepared and sent to five software companies o Three companies submitted their proposals in 20-10-2014. o PMT evaluated the offers and sent the evaluation report to World Bank for IBRD noobjectionin 18-11 o . IBRD noobjectionwas received in 20-11-2014. o Contract is being prepared o Procurement of Goods for PMT (PCs, Lap tops, Printers,..): o Technical specifications and quantities needed are sent to shops o Three technical and financial proposals were received in 21-10-2014 o PMT evaluated the offers and sent the evaluation report to World Bank for IBRD noobjectionin 19-11-2014 o IBRD noobjectionwas received in 20-11-2014 o Contract is being prepared Award of all packaged by August 2015

Component2:Energy Pricing and Fuel Switching Reform Technical AssistanceSub‐component2.1:Energy Pricing and Fuel Switching Reform StrategyThis subcomponent will develop a comprehensive strategy to phase out fuel subsidy including assessment of the effects of such strategy on the economy, specifically on GDP, inflation, employment, including any gender considerations, as appropriate as well as sectorial multipliers.StatusofImplementation:

SPNwaspublishedforthesubcomponentin30‐12‐2013 fifteeninterestedfirmsrespondedtotheSPNin24‐3‐2014 Sixfirmswereshort‐listedin2‐4‐2014 ToRandRFPwerepreparedandsenttoWorldBankfornoobjectionin21‐7‐2014. SendingRFptoshortlistedfirmsin30–7‐2014. Receivingoffersin11‐9‐2014. FinalizingthetechnicalevaluationandsendingittotheWorldBankfornoobjectionin29‐12‐2014. Contractnegotiationsnearlyover Assignment award in August and initiation in September 2015

Sub‐component2.2:Development of a Communication Strategy for Fuel ReformThissubcomponentwilldeliveracommunicationstrategyandcommunicationsroad‐maptosupportimplementationofthefuelsubsidyreformstrategy.StatusofImplementation:

SPNwaspublishedforthesubcomponent30‐12‐2013 finalizingshortlistconsultingfirmsin2‐4‐2014RFPwaspreparedandworldbanknoobjectionwasreceivedin9‐

10‐2014 Submissionofoffersin15‐12‐2014 Technicalevaluationistakingplace. AssignmentawardexpectedinSeptember2015

Component3:Strengthening Social Safety Nets Technical Assistance Sub‐component3.1:Support the Establishment of the Database of the Poor and VulnerableOne of the main objectives of the project is to support the Government of Egypt to better target the poor and thereby to mitigate the adverse impact of subsidy reform. The activities under this subcomponent will support the development of a database of the poor and vulnerableStatusofImplementation:In building the Unified National Registry (UNR), the Ministry of State for Administrative Development (MSAD) will integrate the Family Card System database, as the largest database, with administrative data from other databases. Accordingly, MSAD has to coordinate with different ministries to ensure the smooth sharing and sustainable exchange of the data required. Request for Expression of Interest (REOI) for consulting firms was prepared and Bank noobjectionwas provided for its publication. Bank issued no objection for the TOR and selection of a Sr. Technical Officer for MSAD’s Component 3.1 to begin

working on the Unified Registry team under the supervision of the Smart Card Manager. Bank awaits contract from PMT. HiringconsultingFirmforDatabasedeveloping

IssuingSPNin24‐7‐2014 RFPisdevelopedandwassenttoworldbankin1‐12‐2014fornoobjection ThebanktechnicalteamisreviewingtheRFPforchanges.

HiringtheindividualConsultant(TechnicalOfficer) WorldBankNoObjectionwasreceivedtothecontractin20‐8–2014. Thecontractwasrenewedfortheyear2015.

Hiringthetwoindividualconsultants(operationOfficerandDatabasedeveloper) WorldbankNoObjectionforthehiringwasreceivedin25‐11‐2014. Contractsarewaitingtobesinged

ProcurementofgoodsWorldbankNoObjectionwasreceivedin2‐12‐2014.

Sub‐component3.2:Baseline Survey of Beneficiary FamiliesThis sub‐component’s objective is to undertake the design and collection of a nationally representative baseline survey data to gauge the impact on efficiency in social service delivery and on the beneficiaries of the ongoing and planned reform programs, including the introduction of the smart card system, the planned cash transfer scheme, re‐targeting of fuel subsidies, re‐targeting of the bread subsidy, social health insurance for the poor and so on. The proposed survey will establish a baseline for monitoring and evaluating the medium‐term and long‐term impacts of these reform initiatives. StatusofImplementation:Thebaselinesurveyisstillunderdesign.Thetargetingmethodologytobeusedforthesurveyisinprogress.Sub‐component3.3:Establishment of Technical Working Unit to Support SSN ReformThe main objective of this sub‐component is to support establishing and financing a technical working unit(TWU) of 3‐4 professionals. The TWU will support the committee in charge of overseeing the preparation and introduction of the Cash Transfer Program and developing a medium term social protection strategy and vision.StatusofImplementation:TheEconomicJusticeUnit,attheMOF,wasestablishedandmandatedwiththecoordinationofSocialSafetyNetProgramswithdifferentministries.ThemembersoftheTWU,fortargetingmethodologyandcashtransferprogram,arebeinghiredbytheEJU.BankprovidednoobjectiononSixindividualconsultants.Contractsweresigned Ministry Of social solidarity has been included as beneficiary since 1‐8‐2014. There are four consultants to be hired till now : Program Manager ( World Bank No Objection was received in 25‐ 11‐ 2014 ) and the contract in the process of singing MIS advisor the hiring documents were sent to the World Bank for No Objection since 1‐12‐2014 and waiting for the bank response The Other two individual consultants PMT is reviewing the Hiring Documents to be send to the world Bank for no Objection .

D. DisbursementsofFundsforDirectProjectActivities Country‐Execution

(US$)

(x)


(y)

Total(US$)


6,500,000 6,500,000


6,500,000 6,500,000

TOTALActualAmountDisbursed(c):

376,369.66 376,369.66


Year Jan‐June Jul‐Dec TotalbyYearEnd2014 226,370 226,3702015 81,000 1,000,000 1,810,0002016 2,000,000 2,463,000 4,464,0002017


Disbursed(US$) Available(US$) Total(US$)368,561 228,639 597,200


Annex 1: Results Framework and Monitoring

Country: Egypt, Arab Rep

Project Name: EGYPT Energy/Social Safety Nets Sector Reforms Technical Assistance (P144305)

Results Framework

.

Project Development Objectives

.

PDO Statement

The proposed project will strengthen the Government of Egypt's capacity to (i) design a comprehensive fuel subsidy reform strategy, (ii) establish concrete

measures for improved financial viability of key energy sector actors and (iii) identify households that would be most vulnerable to the impacts of the fuel subsidy

reform.

These results are at Project Level

.

Project Development Objective Indicators

Cumulative Target Values Data Source/ Responsibility for

Indicator Name Core Unit of

Measure Baseline

Nov 2013 ‐

Oct2014

Nov 2014

‐ Oct 2015

Nov 2015

– Oct 2016

Nov 2016

– Dec

2016

End Target Frequency

Methodology Data Collection

Direct project

beneficiaries

Number 0.00 0 (A) 250.00 350.00 500.00 500.00 Semi‐

Annually

Progress

Reports,

Implementati

on Support

Reports

PMT and World

Bank Team

Female

beneficiaries

Percentage

Sub‐Type

Supplemental

0.00 0 (A) 35.00 35.00 35.00 35.00 Semi‐annually

Progress

Reports,

Implementati

on Support

Reports

PMT and World

Bank Team

Reform options

analyzed to

improve the

financial viability

and governance of

EEHC is prepared.

Yes/No No No (A) No Yes Yes Yes Semi‐

Annually

Progress

Reports,

Implementati

on Support

Reports

PMT, and World

Bank Team

A long term

strategy for the

fuel supply to

power generation

is prepared.


Annually

Progress

Reports,

Implementati

on Support

Reports

PMT, and World

Bank Team

An action plan is

prepared for the 1)

establishment of

an Energy

Efficiency Unit at

the Ministry of

Electricity and 2)

for at least two of

the energy

efficiency projects

in NEEAP.

Yes/No No No (A) No No Yes Yes Semi‐

Annually

Progress

Reports,

Implementati

on Support

Reports

PMT, and World

Bank Team

A comprehensive

energy pricing and

fuel switching

strategy for Egypt

including detailed


Annually

Progress

Reports,

Implementati

PMT, World Bank

Team

action plans for

compensatory

measures to

mitigate the

impact of subsidy

removal is

developed.

on Support

Reports

A communication

strategy for fuel

subsidy reform

including public

consultation is

prepared.


Annually

Progress

Reports,

Implementati

on Support

Reports

PMT, and World

Bank Team

A database of the

poor and

vulnerable is

developed with 10

million households

registered in the

new poverty

database.


Annually

Progress

Reports and

Implementati

on Support

Reports

PMT, and World

Bank Team

.

Intermediate Results Indicators

Cumulative Target Values Data Source/ Responsibility for

Indicator Name Core Unit of

Measure Baseline YR1 YR2 YR3 YR4 End Target Frequency

Methodology Data Collection

EEHC Capacity

building program

in financial and

governance is

developed and

number of training

workshops/events

for EEHC.

Yes/No No No (A) Yes Yes Yes Yes Semi‐

Annually

Progress

Reports,

Implementati

on Support

Reports

PMT, and World

Bank Team

Ministry of

Petroleum and

Ministry of Energy

established

coordinating

committee to

develop and

implement fuel to

power.

Yes/No No

Yes (A‐

Coordinati

on exist)

Yes Yes Yes Yes Semi‐

Annually

Progress

Reports,

Implementati

on Support

Reports

PMT, and World

Bank Team

Inter‐ministerial

coordination is

established and

maintained to

facilitate and

implement energy

subsidy and

communication

strategies and

social safety nets

program.

Yes/No Yes (A) No Yes Yes Yes Yes Semi‐

Annually

Progress

Reports,

Implementati

on Support

Reports

PMT, and World

Bank Team

InclusiveRegulationsforMicrofinance

A. BasicProjectInformationActivityName:InclusiveRegulationsforMicrofinance

CountryName:TheArabRepublicofEgyptNameofImplementationSupportAgency(ies):

TheWorldBank

NameofISAProjectLeader:GhadaIsmail EmailofISAProjectLeader:[email protected]

RecipientEntity:TheEgyptianFinancialSupervisoryAuthority


[email protected]





6/11/2014


8/1/2014

ProjectClosingDate:

10/31/2018


PrimaryPillar:


SecondaryPillar(s): InclusiveDevelopmentandJobCreationInvestinginSustainableGrowthChooseanitem.


ProjectDevelopmentObjective:Theprojectdevelopmentobjective(PDO)istostrengthentheregulatoryandinstitutionalframeworkofthemicrofinancesectorinEgypt.




TheProjecthasbeenapprovedforfundingundertheMENATransitionFundbytheTransitionFundSteeringCommitteeonJune11,2014.ThenegotiationsfortheproposedprojectwereconductedandconcludedonJune30,2014inCairo,Egypt.The Grant agreement was signed on August 26, 2014 and became effective as of September 28, 2014. The project isprogressingwell.Alistofsomeachievementssinceeffectivenessinclude:(i)issuanceofPresidentialDecreeNo.141of2014on regulating microfinance activity was published in the Egyptian Gazette; (ii) issuance of related decisions and rulesnecessarytoregulatetheactivityanddeterminelicensingrequirementsforthecompaniesandNGOs;(iii)theestablishmentof microfinance unit in EFSA to supervise civil associations and NGOs microfinance activities with a competent headappointedandappointingkeystaff;(iv)issuanceofdirectiveNo.159of2014regulatingthefunctionsofthemicrofinanceunit;(v)theBoardoftrusteeshasbeenformedwithrepresentationfromallkeystakeholdersincludingTheCentralBankofEgypt,TheSocialFundforDevelopment,MinistryofSocialSolidarity,NGOsandotherrelevantbodies.TheBoardofTrusteesmeetsregularlytofollowupontheactivities;and(vi)AdministeringtheprocessforestablishingtheEgyptianMicrofinanceUnionincorporatingallmicrofinanceplayersinEgypt.


Component1:Developingtheregulatoryframeworkformicrofinance. Thiscomponentwillsupporttheestablishmentofaregulatoryframeworkthatisconducivetogrowthandstabilityofthenon‐bankfinancialinstitutions(NBFIs)inEgypt.CriticaltothesuccessofthedraftMicrofinanceLawaretheexecutiveregulationsthatshouldberobustandcomprehensiveandprovide clear guidelines forNGOMFIs, finance companies, andothermarketplayers to easily complywith thenewsupervisory framework. The new regulations will adopt light prudential requirements, with a focus on fit and properrequirements,stronggovernancerules,consumerprotection(especiallytransparency,disclosure),andinternalandexternalcontrols.

PreviousRating:Not Applicable CurrentRating:Satisfactory Cost(US$):1.5million

Sub‐component1.1:Technical assistance to EFSA in finalizing the Microfinance Executive regulations and supervision manuals. StatusofImplementation:Done. On 13 November, Presidential Decree no.141 of 2014 on regulating microfinance activity was published in the Egyptian Gazette (issue no. 46). The Law was referred EFSA’s Board of Directors (BOD) to issue the necessary detailed decisions. The Authority issued related executive decisions and rules necessary to regulate the activity and determine licensing requirements for the companies and NGOs. These decisions include the following: identifying areas of microfinance, its value, licensing requirements for companies to practice the activity, capital adequacy standards and rules of supervision and control. Also, EFSA’s BOD shall identify the basis set for calculating allocations in light of credential, financial and operational risks light, disclosure rules and the data to be published. Noted that the return on debt (ROD) paid by the company, other means of finance and allocations are deductible costs upon determining the net taxable revenue, that is according to the criteria set by EFSA and what is approved by the company's auditor. Micro-credit Loans and other forms of microfinance are exempted from taxes, fees and stamp duty.

Sub‐component1.2: Technical assistance in forming the NGO Oversight Board and drafting and finalizing its Directives StatusofImplementation:EFSA Board of Directors issued resolution No. 160 /2014 dated 12.03.2014 to form the Board of Trustees to supervise civil associations and NGOs microfinance activity. The Board of Trustees include in its membership all key stakeholders including The Central Bank of Egypt, The Social Fund for Development, Ministry of Social Solidarity, NGOsandotherrelevantbodies.TheBoardofTrusteesmeetsregularlytofollowupontheactivities.TheBoardofTrusteesconvenedfourtimessinceinception.

Sub-component 1.3: Conducting study tours on legal and regulatory framework for Microfinance Institutions StatusofImplementation:Following the complete formation of the microfinance unit. Sub-component 1.4: Advisory services to strengthen the regulatory framework for NBFIs, aiming at enhancing financial inclusionStatusofImplementation:Willstartsecondhalfof2015.TechnicalassistancetoamendtheExecutiveRegulationsoftheLawNo.10oftheyear1981toallowfortheestablishmentandregulationofspecializedmedicalinsurancecompaniestocoverprivatemedicalinsuranceactivityandTPAs,caterfornewtechnologychanges,allowformicro‐insurance,andaddresstheshariaacompliantformofinsurance(Takaful);(ii)amendingtheleasinglaw

Component2:EstablishingandoperationalizingtheMicrofinanceUnitatEFSA.TheobjectiveofthiscomponentistoensurethattheMicrofinanceUnitadoptsinternationalbestpracticesanddevelopsthecapacitynecessarytoimplementthelawandassociatedexecutiveregulationseffectivelysoastosupportthegrowthoftheoverallmicrofinancesectorinEgypt.ItwillsupportEFSAthroughtheprovisionoftechnicalassistanceandadvisoryservicesinestablishingandequippingtheMicrofinanceUnit,whichwouldberesponsibleforoperationalizingtheexecutiveregulationsandpolicy,enforcingrules,ensuringcompliance,andsupervisingMFIs.ThiswillhelpEFSA toestablishappropriateon‐siteandoff‐sitemonitoringsystemsandprocedures,adviceonenforcementmechanismsandtrainingontheoperationalizationoftheMicrofinanceLawanditsexecutiveregulations.TheITsystemwillalsoallowthecompilationofsectoraldatatomonitormacroprudentialindicators,whichwouldallowadequateandtimelymonitoringoftheperformanceandsoundnessofmicrofinancesectorandNBFIs.Thesystemwillalsohelpinidentifyingfinancialinclusionbarrierscreatedbysomefinancialinstitutions(suchasminimumbalanceamountsforopeningabankaccount).

PreviousRating:Not Applicable CurrentRating:Moderately Satisfactory

Cost(US$):1.5million

Sub‐component2.1: Establishing the Microfinance Unit, and capacity building and training of key staffStatusofImplementation:EFSAIssueddecisionno.179of2014tocreateamicrofinanceunitinEFSAtosupervisecivilassociationsandNGOsmicrofinanceactivities.Theunitisestablishedwithacompetentheadappointedasperdirectiveno.1097of2014.Moreover,EFSAissueddirectiveno.159of2014regulatingthefunctionsofthemicrofinanceunit.KeystaffareappointedandCapacitybuildingandtrainingofkeyappointedstaffwillfollow.Sub‐component2.2:Strengtheningtheinstitutionalinfrastructure,withtherequiredequipmentandIT,bothsoftwareandhardware.

StatusofImplementation:Notyet.Willbeconductedthirdquarter2015

Component3:Promotingaccountability,governanceandconsumerprotection.ThiscomponentwillsupportEFSAinenhancing accountability and governance, as well as developing a robust consumer protection capacity within the

microfinanceindustry,andindevelopingfinancialliteracyamongsttargetpopulationgroups.ThetasksrelatedtoconsumerprotectionwillbehandledbyEFSA’sPMU.

PreviousRating:Not Applicable CurrentRating:Satisfactory Cost(US$):1million

Sub‐component3.1:Enhancing Consumer protection, financial literacy, and public awareness campaigns

StatusofImplementationMorethan10differentworkshopstargetedNGOsinvariousgovernoratestoincreasetheirreadinesstocomplywithbasicconsumerprotectionpractices,withmorethan600attendees.

Sub‐component3.2:Conducting study tours StatusofImplementation: Planned second half of 2015 Sub‐component3.3: Training and capacity building of the Microfinance Oversight BoardStatusofImplementation: Planned second half of 2015



(x)


(y)

Total(US$)


4,000,000 4,000,000


0 0

ActualAmountDisbursed(c): 500,000 500,000

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2014 2015 500,000 800,000 1,300,0002016 600,000 500,000 1,100,0002017 500,000 500,000 1,000,0002018 300,000 300,000 600,000


Disbursed(US$) Available(US$) Total(US$)101,435.92 354,009.08 455,445


PROJECT DEVELOPMENT OBJECTIVE: The project development objective (PDO) is to strengthen the regulatory and institutional framework of the microfinance sector in Egypt

PDO Level Results Indicators

Cor

e Unit of Measure

Baseline

Cumulative Target Values Frequenc

y Data Source/ Methodology

Responsibility for Data

Collection

Aug 2014 – Jul 2015

A

Aug 2015 –

Jul 2016 F

Aug 2016 –

Jul 2017

F

Aug 2017 –

Oct 2018

F

New regulatory framework effective for MFIs, including NGOs-MFIs Yes/No No Yes Yes Yes Yes Annual EFSA EFSA

Number of MFIs licensed by EFSA under the Microfinance Law Number 0 440 480 520 560 Annual EFSA

EFSA

Number of NGOs engaged in microfinance activities (reported by the Microfinance NGOs Oversight Board) Number 0 450 490 530 570 Annual EFSA

EFSA

Number of microfinance beneficiaries under the Microfinance Law Number 0 1,521,000 1,550,000

1,580,000

1,600,000 Annual EFSA EFSA

Female MFI beneficiaries of microfinance loans Percentage 0 0 27 30 35

Annual

EFSA

EFSA


Component I: Developing the Regulatory Framework for Microfinance

Issuance of the Microfinance Executive Regulations by EFSA Yes/No No Yes Yes Yes Yes Annual EFSA EFSA

Frequency of meetings of the Microfinance NGOs Oversight Board Number 0 4 6 12 16 Annual EFSA EFSA

Component II: Establishing and Operationalizing the Microfinance Unit at EFSA

Microfinance Unit established and operational at EFSA Yes/No No Yes Yes Yes Yes Annual EFSA EFSA

Number of staff of MFIs trained Number 0 0 6 12 16 Annual EFSA EFSA

Microfinance sector reports disclosed by EFSA Number 0 0 1 3 7 Annual EFSA EFSA

Number of training programs for Microfinance Unit staff Number 0 0 8 11 13 Annual EFSA EFSA

Component III: Promoting accountability, governance and consumer protection

Number of staff and clients trained—workshops, study tours, and capacity building events Number 0 400 450 500 600 Annual EFSA EFSA

Number of awareness and consumer protection initiatives launched and implemented by EFSA Number 0 9 12 14 16 Annual EFSA EFSA

JordanProjects

NationalCenterforInnovation,HigherCouncilforScienceandTechnology

A. BasicProjectInformationActivityName:NationalCenterforInnovation,HigherCouncilforScienceandTechnology

CountryName:Jordan NameofImplementationSupportAgency(ies):EuropeanBankforReconstructionandDevelopment(EBRD)

NameofISAProjectLeader:HildegardGacek EmailofISAProjectLeader: [email protected]

RecipientEntity: HigherCouncilforScienceandTechnology

NameandEmailofRecipientEntityContact: [email protected]


AdditionalFundsLeveragedandSource(s),ifany(US$):N/A

TotalAmountDisbursed(DirectandIndirectinUS$):N/A


5/18/2015


6/1/2015

ProjectClosingDate:

10/31/2018


PrimaryPillar:


SecondaryPillar(s): EnhancingEconomicGovernanceInclusiveDevelopmentandJobCreationChooseanitem.


ProjectDevelopmentObjective:Createaninstitutionalenvironmentfornewandexistinginnovation‐focusedentitiestoimprovecollaborationandadoptinnovationpractices



BriefSummaryofProjectImplementationStatus:TermofReferenceiscurrentlybeingfinalizedandanExpressionofInterestwillbeissuedtoassignconsultantsinordertopreparethefull“NCIMappingStudy”todefineNCI’skeyresponsibilities,tasks,targets/KPIsandactivities,draft4yearbudget,needforconsultancysupportetc.

C. ImplementationStatusofComponentsComponent1:EstablishingtheNCIITPlatformPreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):1,310,000Sub‐component1.1:DevelopmentofproprietaryITPlatformStatusofImplementation:NA

Component2:EstablishmentoftheCenter(Information,ReferralMonitoring&Evaluation,Legal&Policy)‐ LaborCostsPreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):489,610Sub‐component2.1:NCIDirectorStatusofImplementation:NASub‐component2.2:ReferralManagerStatusofImplementation:N/ASub‐component2.3:MonitoringandEvaluationsManagerandtechnicianStatusofImplementation:N/ASub‐component2.4:InformationManagerStatusofImplementation:N/A

Component3:EstablishmentoftheCenterInformation,ReferralMonitoring&Evaluation,Legal&Policy)‐OverheadsPreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):103,200Sub‐component3.1:Procurement(serves,laptops,technicalequipment…etc.)andstafftrainingStatusofImplementation:N/A

Component4:InnovationMarketing/Education/TrainingInitiativeacrossallstakeholders,sectorsandgeneralpopulationPreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):80,000Component5:ConsultantEngagementsPreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):287,500Sub‐component5.1:ForNCIinceptionmappingstudy,systemdesign,implementationsupport,bi‐annualauditofoperations,ProjectClosurewithMENATFStatusofImplementation:N/ASub‐component5.2:LegalandPolicyUnit:Forlegalregulatoryaudits:analysisofexisting lawstosupportinnovationStatusofImplementation:N/ASub‐component5.3:ForMonitoring&Evaluationdesignset‐up,implementationandauditsStatusofImplementation:N/ASub‐component5.4:Fordesignandsupportintheexecutionofbaselineand annualnationalsurveysintargetregionsandcentersofproductivity.StatusofImplementation:N/ASub‐component5.5:ForthescopinganddevelopmentofSectorSkillsCouncils(orsimilarmechanisms)inrelevantsectorsfortheengagementwiththeeducationauthoritiesStatusofImplementation:N/AComponent6:Initiativetoadvanceskills/vocationaltrainingthroughoutJordanPreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):60,000Sub‐component6.1:InnovationManagementTrainingtoSMEsStatusofImplementation:NASub‐component6.2:Mappingsector‐skillsrequirementswithprivatesectorComponent7:ProjectcontingenciesPreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):100,000


(x)


(y)

Total(US$)


2,430,310 0 2,430,310


0 0 0


E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2013 ‐ ‐ ‐2014 ‐ ‐ ‐2015 N/A 80,000 80,00014

2016 N/A N/A N/A2017 N/A N/A N/A2018 N/A N/A N/A2019 ‐ ‐ ‐



14 Disbursement forecast for the remaining period will be established once the “NCI Mapping Study” is complete.


MENA TRANSITION FUND ‐ ENHANCED STATUS QUO RESULTS FRAMEWORK

LEVELOFEXPECTEDRESULTS

TYPEOFEXPECTEDRESULTS

PILLARINDICATOR

PILLARINDICATORDESCRIPTION

PROJECTINDICATORSMAPPEDTOPILLAR

INDICATOR

BASELINE

ACHIEVEDRESULTS

FREQUENCYOFDATA

COLLECTION

DATASOURCE

RESPONSIBLE

ENTITYFORDATACOLLECTI

ON

2015 2016 2017 2018

JuneA

Dec June Dec June Dec June Dec

FundDevelopmentObjective:Toimprovethelivesofcitizensintransitioncountries andtosupportthetransformationcurrentlyunderwaybyprovidinggrantsfortechnicalcooperationtostrengthengovernanceandpublicinstitutionandtofostersustainableandinclusiveeconomicgrowthbyadvancingcountry‐ledpolicyandinstitutionalreforms

CrossPillar5DevelopmentObjective/Impact:Resultsproducedintheformofdocumentsproducedandendorsed,decreesissued,structuresestablishedandpublicsectorstafftrainedacrossthefourpillars

Output5.1.1

Documentsproducedandendorsed

Studies,assessments,reports,actionplans,roadmaps,modelsofgoodpracticesorframeworksendorsed

Studies,assessments,reports,actionplans,roadmaps,modelsofgoodpracticesorframeworksdesignedtoenhancetheenablingenvironmentacrossallpillarareasandendorsed

MappingandscopingstudytosettheprioritiesoftheNCIAnnualNCIreportsonrecommendationstoenhancethedevelopmentofaninnovationbasedsocietyAnnualNCIActionsPlans(includingannualbudgets)

Completedmappingstudy

0 3 5 7 9

Onceinthelifeoftheproject(theMappingstudy)Annually(AnnualNCIreports)

MappingstudyreportNCIrecords

Mappingconsultantandotherprojectconsultants

Outputs5.1.2

Decreesissuedorstructuresestablished

Regulationsorlawsendorsedorentities,unitsorsystemsestablished

Regulationsorlawsendorsedorentities,unitsorsystemsestablishedthroughcapacitybuildingactivitiesortechnicalassistanceinordertoimprovetheenablingenvironmentforvarioussectors

EstablishtheNationalInnovationCenterthroughHCSTdecree

CompleteHCSTdecree

0 1 Onceinthelifeofaproject

Boardresolution/Royalapproval

GeneralSecretaryandBoard

ProjectDevelopmentObjective(PDO):Createaninstitutionalenvironmentfornewandexistinginnovation‐focusedentitiestoimprovecollaborationandadoptinnovationpractices


UnitofMeasure Base

CumulativeTargetValues** Frequency DataSourceResponsibilityforDataCollection

Description

(indicatordefinitionetc.)

Phase12015

Phase22016

Phase32017

Phase42018

IndicatorOne:EstablishingtheNCI

Ammanofficeinfrastructure

CompleteAmmanofficeset‐up

0 YES May‐2015BoardapprovalofNCIDirector

NCIDirector Project

IndicatorTwo:EstablishInformationUnit

a) Assistincommercializationofappliedresearch&tech

Outreachtoresearchcenters,PartnerwithResearchFunds

0 YES Bymonth30One‐on‐onecommunication

InformationManager Project

b) Connectstakeholders;trainingin‘innovationmanagement’tolocalandinternationalstakeholders

Connectstakeholders;InnovationMgmttraining;

0 BEGIN ONGOING ONGOINGBeginbymonth6throughlifeofproject

Personal&MarketingtoIndustryAssoc,BizAssoc,University,Intlpartners,Governorates,Governmententities

InformationManager Project

c) Education&promoteVocationaltraining/workforceproductivity

Vocationaltraining/Workforceproductivity

0 BEGIN ONGOINGBeginbymonth20throughlifeofproject

UtilizeVTC,ETVAT,EJABI,INJAZ,otherlocalNGOs

InformationManageroverseesVocationalTrainingOfficer

Process

d) DevelopproprietaryITPlatform

DevelopITPlatform 0 BEGIN END Completebymonth7includingtesting

UtilizeDesignConsultant&ProgramConsultant

InformationManageroverseesITManager

Project

IndicatorThree:EstablishMonitoringandEvaluationUnit

a) Manageinnovationsurveys

Mgmtinnovationsurveys

0 BEGINONGOING

ONGOING ONGOINGEveryPhasepreparefornextsurvey,everyotherPhaseexecute

Utilizeconsultanttodesignsystem

M&EManager,Consultant,DepartmentofStatistics(MOPIC)

Process

b) TrackSMEdevelopmentprogressthroughnetwork

TrackSMEsinbizdevelopmentservicesnetwork

0 BEGIN ONGOING ONGOINGBeginPhase2,everymonthperformanalysis

PersonalcommunicationwithLocalbizdevelopmentserviceconsultants,SMEsindividually

M&EManagerworkswithReferralManager

Process

c) Economicindicators

Measurementofeconomicindicators

0BEGINBASELINE

LOW‐SCALEREASSESSMENT

EstablishmentCensus

Baselineprepmonth0‐1,beginmonth4‐6,resultsbymonth10;Processrepeatedmonth13,PrepareformajorCensusmonth25,Resultsmonth36

Industryandfirm‐levelsurveysconductedondataset,useofotherannualindices;

M&EManager,Consultant,DepartmentofStatistics

Process

d) Innovationadoption/adaptation

Measureinnovationadoption/adaptation

0BEGINBASELINE


EstablishmentCensus

Every6monthreportingwithlargerresultsbyendmo.6,18and36

Industryandfirm‐levelsurveysconductedondataset,University/R&DCtrs,ITPlatformData

M&EManagerworkswithInformationManager

Process

IndicatorFour:EstablishReferralUnit

a) Matchappliedresearch&techwithprivatesectorandvice‐versa

ConnectR&Dwithprivatesector

0 BEGIN ONGOING ONGOING ContinuousProcess

One‐on‐one,partnerwithResearchFunds,UnivCenters,ResearchCenters.Businesses(includingSMEs)

ReferralManager Process

b) CreatenetworkoftechnicalcooperationbetweenSMEserviceproviders,accesstofinanceandvocationaltrainingorworkforceproductivityenhancement

Buildtechnicalcooperationnetwork

0 BEGIN ONGOING ONGOING ContinuousProcess

One‐on‐onewithlocalconsultants,marketing,NGOpartnerships,national&internationalprograms

ReferralManager Process

IndicatorFive:EstablishLegalandPolicyUnit

toserveasafeedbackvehiclebetweenprivatesectorandgovernmentlegal/regulatorypolicyenvironment

CompleteOfficeestablishment

0

BEGIN Hireandofficeestablishedby2017

Variousministries,chambersofcommerce/industry

NCIDirector Project

INTERMEDIATERESULTS*

IntermediateLevelResultsIndicators*

UnitofMeasure

Base CumulativeTargetValues**

FrequencyData

Source/ResponsibilityforData

Collect


definitionetc.) Phase12015

Phase22016

Phase32017

Phase42018

IntermediateResult(ComponentOne):

Createaninstitutionalenvironmentfornewandexistinginnovation‐focusedentities(publicsector,privatesector,universitiesandresearchcenters)toimprovecollaborationandadoptinnovationpracticesthroughoutvaluechains.

IntermediateResultindicatorOne: Jordanianowned

PrivateSectorContributorstothe

Capital

156,593

10%increase

1x

2011EstablishmentCensus,2016Census

DeptofStatisticsQuantitativeAnalysis

Changesinsizeofformaleconomy‐newregisteredbusinessesinformaleconomy.

IntermediateResultindicatorTwo:

Jordanianownedbyeconomicactivity

156,593

3‐10%dependentonactivity

1x

2011EstablishmentCensus,

2016Census

DeptofStatisticsQuantitativeAnalysis

Newbusinessessetupintargetindustries/sectors.Evaluatebyeconomicactivity

Draftresults‐ willbedefinedduringthemapping/scopingphaseandpresented totheFundaspartofreporting

IntermediateResultindicatorThree:

n/a 0BEGINBASELIN

E

ONGOING

ONGOINGEveryPhase

Baselinemo.0‐6survey,

reoccurringsurveys

NCIDirector,M&EMgr,InformationMgr

QualitativeAnalysis

Qualitativeassessmentonattitudestowardsinnovation.

IntermediateResult(ComponentTwo):

EstablishInformationUnit

IntermediateResultindicatorOne:

Financial

0

BEGINBASELIN

E

LOW‐SCALE

REASSESSMENT

15%increase

4x

Ministries,R&D

Centers,Internatio

nalPrograms

InformationManagerQuantitativeAnalysis

AmountofnationalinvestmentinR&Dknowledgeandtechnologytransfertomarkets.


NumberfromBaseline

0

BEGINBASELIN

E

LOW‐SCALE

REASSESSMENT

5%increase 4x

R&DCenters,innovationsurveys


Numberofnewlinkagesorimprovementstoexistinglinkagesbetweenfirmsandpublicresearchinstitutions:co‐patents


NumberfromBaseline

0

BEGINBASELIN

E


5%increase 4x



Numberofnewlinkagesorimprovementstoexistinglinkagesbetweenfirmsandpublicresearchinstitutions:co‐publications

IntermediateResultindicatorFour:

NumberfromBaseline

0

BEGINBASELIN

E


20% 4x



Numberofnewlinkagesorimprovementstoexistinglinkagesbetweenfirmsandpublicresearchinstitutions:Numberofnewpartnershipagreementssigned

IntermediateResultindicatorFive:

Number 0 BEGINQuarterl

yQuarterlyreporting

TOTALVALUE

16xInformationUnit,

InformationManager,ReferralManager

QuantitativeAnalysis

Numberandtypeofnationalandinternationalstakeholdersthatbecomeinterconnected.

reporting

ReferralUnit

IntermediateResultindicatorEight:

Description

0

BEGIN Accumulatio

n12x

InformationUnit

InformationManager,,JVC,ETVAT,INJAZ,other

NGOs

QualitativeAnalysis

Typeofvocationalorskillenhancementtrainingsconducted.

IntermediateResult(ComponentThree):

EstablishMonitoringandEvaluationUnit


NumberandDescription

0

BEGINCountandnarrative

8xM&EUnit,ReferralUnit

M&EManager,ReferralManager,,Univ,R&D

centers

QualitativeAnalysis

Participationratesandengagementtypesofoutlyinguniversityandresearchcenters



0

BEGINQuarterlyreporting

Countandnarrative


M&EManager,ReferralManager,,Univ,R&D

centers

QualitativeAnalysis Participationratesand

engagementtypesofprivatesector



0


Countandnarrative


M&EManager,ReferralManager,Univ,R&D

centers

QualitativeAnalysis

ParticipationratesandengagementtypesofAmman‐baseduniversityandresearchcentres



0


Countandnarrative



centers

QualitativeAnalysis

ParticipationratesandengagementtypesofAmman‐basedprivatesectorwithHQinnovationcenter.



0


Countandnarrative



centers

QualitativeAnalysis

Participationratesaton‐campusUniversityandResearchCenterInnovationFacilities.

IntermediateResultindicatorSix:

Description 0ONGOING

ONGOING ONGOINGEveryPhase

Baselinemo.0‐6;

M&EMgr,ReferralMgr,InformationMgr

QualitativeAnalysis

Changeinuptakeofinnovationactivitiesatthefirmlevelfrombaseline(innovationadoptioninproducts‐neworchangestoexisting,processorproduction,marketingandorganizationalsystems,expendituresoninnovations(capital)).

BEGINBASELIN

E

innovationsurveys;one‐on‐one

communication

IntermediateResultindicatorSeven:

Number

0

BASELINE

Assessment

10,000;3,000

4x M&EUnitDeptofStatisticsandMinistryofLabor


Numberofnewskilled‐laborjobscreatedandfilledbyJordanians;numberofnon‐skilledlaborjobscreatedandfilledbyJordanianandnon‐Jordanianpopulations.


Number

0

BASELINEFROM2013

Assessment

Assessment

Assessment 4x M&EUnitMinistryof

Industry/Trade;DeptofStatistics


Numberofnewbusinessesregistered(trackriseorfallinstart‐uprates).

IntermediateResult(ComponentFour):

EstablishReferralUnit


Numberanddescription

0 QuarterlyReport

QuarterlyReport

QuarterlyReport

12xReferralUnit

ReferralUnit,M&EUnitQuantitativeandQualitativeAnalysis

NumberandtypeofnationalandinternationalstakeholdersthatbecomeinterconnectedthroughReferralUnit.


Number

0

BEGINMonthly

Monthly Monthly Monthly 48xReferralUnit

ReferralUnitQuantitativeAnalysis

NumberSMEsservedthroughservicereferralnetwork.


Description0

BEGINMonthly


ReferralUnitQualitativeAnalysis Typesofreferredservices

utilizedbySMEs.


Number

0

BEGINMonthly


ReferralUnitQuantitativeAnalysis

Amountofgrowthcapitalintheformofgrant,debtorequity,extendedtoSMEsthroughnetworkservices.


Description0

BEGINMonthly


ReferralUnitQualitativeAnalysis Qualitativeimpactof

referralservicesonSMEs.

IntermediateResultindicatorSix:

Description0

BEGINMonthly


ReferralUnitQualitativeAnalysis Qualityratingsofreferral

servicesprovidedtoSMEs.

IntermediateResultindicatorSeven:


0

QuarterlyReport

QuarterlyReport

QuarterlyReport

12xReferralUnit

ReferralUnit,M&EUnitQuantitativeandQualitativeAnalysis

NumberandtypeofeducationalandtrainingservicesthattransferinternationalknowledgeandexpertiserelatedtoinnovationmanagementtobroaderJordanianaudiences.



0

QuarterlyReport

QuarterlyReport

QuarterlyReport

12x

InformationUnitReferralUnit

ReferralUnit,M&EUnit,InformationUnit,

QuantitativeandQualitativeAnalysis

Numberandtypeofparticipantsininnovationmanagementeducationandtraining.

IntermediateResult(ComponentFive):

Establishlegalandpolicyunit

Description

0

Begin

FullAssessmentofchangesbymonth36

AsneededLegal

consultantLegalconsultant Qualitative

IntermediateResultindicatorone:Buildgovernmentalcapacitytoprotectinnovationandbolsterprivatesectorgrowth.

IntermediateResultindicatorTwo:Reductioninbarrierstoinnovationwithinthebusinessandregulatoryenvironments.

Description 0 Being

FullAssessmentofchangesbymonth36

AsneededLegal

consultantLegalconsultant Qualitative

ReliableQualityWaterforJordan

A. BasicProjectInformationActivityName:ReliableQualityWaterforJordan

CountryName:HashemiteKingdomofJordan NameofImplementationSupportAgency(ies): EuropeanBankforReconstructionandDevelopment(EBRD)

NameofISAProjectLeader:HeikeHarmgart EmailofISAProjectLeader: [email protected]

RecipientEntity:MinistryofPlanningandInternationalCooperation,HashemiteKingdomofJordan

NameandEmailofRecipientEntityContact:[email protected]


AdditionalFundsLeveragedandSource(s),ifany(US$):N/A



12/11/2012


1/31/2013

ProjectClosingDate:

12/31/2016


PrimaryPillar:


SecondaryPillar(s): EnhancingEconomicGovernanceChooseanitem.


ProjectDevelopmentObjective:TheProjectObjectiveistobuildsustainabletechnicalcapacityforreliablequalitywaterfortheWaterAuthorityinJordan(WAJ)andfortheYarmoukWaterCompanythroughtheestablishmentofaUnitofExcellenceatWAJ;andtolaythefoundationfortheinvolvementoftheprivatesectorintheoverallmanagementofwaterservicesinJordan.



BriefSummaryofProjectImplementationStatus:TheUnitforExcellence(component1.1)startedinFebruary2015.TheestablishmentoftheUnitandtheinputprovidedbytheConsultantshasprovidedmoreinformationonthespecificrequirementstoincreaseWAJ’scapacitytomanageprivatesectorparticipationinthewatersector.Inresponsetheremainingcomponentsarebeingenhancedtoensurethattheprojectrespondstothecurrentsituationandmeetstheoverallobjectiveoftheproject.Theoveralldisbursementfigureforthisprojectremainslowtodate,andtheamountsindicatedinpreviousreportswillnotbeachieved.This isdue inpart tothestructureof theprojectandthecomponents;EBRDwillnotdisburseuntilspecificdeliverablesofeachcomponentarecompletedtothesatisfactionoftheboththeclient,inthiscasetheWaterAuthorityofJordanandMoPIC,andtheEBRD.Therefore,disbursementsaremadeafterservicesareprovidedandthis,combinedwiththedelaysinsigningtheumbrellagrantagreement,hasforcedanadjustmentofthedisbursementforecast.Overall,despitetherelativelyslowstarttotheimplementationoftheproject,theteamremainconfidentthattheoriginalobjectiveswillbemet.Toensurethattheprogressoftheprojectasawholeismaintainedandevenfast‐tracked,theEBRDaremovinganexistingstaffmembertoJordantooverseethenext6monthsofactivities.

C. ImplementationStatusofComponentsComponent1:EstablishmentofaUnitofExcellencewithintheWaterAuthorityinJordaninordertoimprovemonitoringoftheoverallwaterquality.PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):940,000Sub‐component1.1:(i)TheestablishmentofaUnitofExcellencetroughincreasingtechnicalcapacityandbuildingupateamwithanadditionalseniorwaterexpertandajuniorwaterconsultantatWAJ;(ii)Increasingthefrequencyofwatertestingandundertakingselectedlaboratorytraining;and,(iii)Introducingwaterqualitymanagementprinciplesthroughaseriesofworkshopsandtrainingsessions.

StatusofImplementation:TheUnitwasestablishedinFebruary2015afterakickoffmeetingheldinAmmanonFebruary9,attendedbyallrelevantstakeholders. Theoriginalobjectives,as follows,areexpectedtobemet: (i)ensure improvedoverall quality and reliability of water and wastewater services; (ii) promote sub‐sovereign financial solutions andproactivelyengagewithbothpublicutilitiesandprivatesectorparticipantstoidentifyopportunitiesforfuturePublicPrivatePartnership(“PPP”)investmentsaswellastoassistthePMUindesigning,structuringandimplementingsuchprojects;and(iii)improvetheoverallmonitoringofwaterstandardsandservicesinJordan,TheoverallpurposeoftheassignmentistosupportthePMUtobuildsufficientandsustainabletechnicalcapacityinordertohelpitachievetheaforementionedthreeobjectives.TheconsultantshavebeenworkingwithWAJtoidentifyanappropriateandeffectiveworkingstrategyfortheassignmentandhaveinitiatedastakeholderregister,whichwillbethebaseforestablishmentoftheUoEwhichwillbetaskedwithvariousissuesrelatedtoformulation,preparationandimplementingmajorinvestmentprojectsinwatersector.ThecasestudyPPPproject,As‐SamraWWTP,hasbeenstartedandtheconsultantcontinuestosupportWAJtomanagetheprocesseffectively.Thecase‐studywillformpartofthePPPGuidelines,toserveasatoolapplicableforalargenumberofprojects,asitisexpectedthatsuchdocumentshallserveassecuringinstitutionalmemorywithinPMUforanynewcomingstaff.TheseguidelineswilltakeintoconsiderationJordan’sPPPlawandEBRD’sprocurementguidelines;aswellastheroleandfunctionsofthenewPPPUnitattheMinistryofFinance.Thelaboratorytestingcomponenthasbeenrevisedfollowingareviewofthecurrentequipmentandpractices.Therearetwoimportantareaswheredetailedinterventionswouldbebeneficialineasingthewaterresource problems of Jordan, these are: control of trade effluents andmunicipalwaste‐water discharges. Therefore theconsultantwillproceedby:makingthefrequencyofwater(andwastewater)testingmoreeffectivebyfocusingonidentifiedrisks;purchasingrelevantadditionallaboratoryandfieldequipmentforwaterandwastewater;and,establishingaWaterQualityManagementScheme.Sub‐component1.2:(i)Promotingdatasharingthroughtheestablishmentofcloserworkingrelationsamongthefullrangeofpublic andprivateorganizations that collectwater‐quality information related to theYarmoukwater source; and, (ii)Designingandimplementingapublichealthcampaign.StatusofImplementation:TheUnitforExcellencewillassistthePMU/WAJlabstocoordinatedatasharingthroughtheestablishmentofcloserworkingrelationsamongthefullrangeofpublicandprivateorganizationsthatcollectwater‐qualityinformationrelatedtotheWAJsystem.However,thefullscopeofthissubcomponentisnotcurrentlywithinthescopeoftheUnit.Therefore,followingtheapprovaloftheinceptionreportfortheUnitinJuly2015thissub‐componentwillbefinalizedandaddedtothescopeoftheUnittofacilitatecoordinationandconsistencybetweenrelevantstakeholders.Component2:Will focus on improving the overall regulatory framework and on strengthening national standards forwastewater discharged from industries and for discharging industrial effluents in the domestic sewer network throughbroaderpolicydialogue.PreviousRating:Moderately Satisfactory

CurrentRating:Moderately Satisfactory

Cost(US$):300,000

Sub‐component2.1:(i)BroaderpolicydialoguewiththeGovernmentanddifferentstakeholdersregardingimprovementstotariff‐settinglegalandinstitutionalframeworks;and,(ii)ManagementandFinancialManagementtrainingbasedonbestpracticesfromtheEBRDTransitionRegionStatusofImplementation:Since inceptiontheEBRDhavehadseveralhigh leveldiscussionswiththeMinisterofWaterincludingtwomissionsfromEBRD’sManagingDirectorforInfrastructuretoAmmantodiscusstariffsettingwithavarietyofstakeholders(Ministry,Utilitycompanies,bilateralandmulti‐lateralpartners).TheBankcontinuestocommunicatedirectlywithotherinvolvedparties,includingOECD,ISSP,UfMandotherstoensurethecomplementarityofthecomponenttoworkundertakenandongoing.Inparticular,toensurealignmentwiththeNationalReportforJordan‐Governance&Financingforthe Med Water Sector Project. The Terms of Reference are being redefined currently given the added emphasis onManagement andFinancialManagement training that has been identified by theUnit for Excellence. To ensure that thetrainingisalignedwiththecapacitybuildingandthePPPGuidelinesproducedbytheUnitforExcellence,ithasbeenidentifiedthatthetrainingwouldbemosteffectiveifundertakenaspartoftheUnit’sscopeofwork.Thus,sub‐component2.1willbedividedalongthelinesindicatedintheabovebox.Sub‐component2.2: Engaging public and private stakeholders in a broader policy dialogue in the area served by theYarmoukWaterCompanywiththeaimofstrengtheningstandards.StatusofImplementation:ACWUAwereselectedtoimplementthecontractandstartedinNovember2014.ThefocusoftheassignmenthasbeenadjustedtothecurrentsituationinYarmouk,theWaterAuthorityofJordanandotherWaterCompanies.Theassignmentisfocusingonthestrengtheningofstandardsfortradeeffluentdischargedfromindustries(JS202/2007),inparticular with respect to Total Dissolved Solids, heavy metals, and other toxic organic materials; and to improve the

regulationrelatedtodischargingindustrialeffluentsinthedomesticsewernetwork.ThepurposeofthisassignmentistoupdatetheinventoryforsourcesoftradeeffluentsinJordanandfacilitatethedialogueworkshopbetweenrelevantpartnerswiththeoverallobjectivetodevelopandimplementastructuredproposaltoestablishaclearandpredictableregulatoryframeworktofosterefficiencyandprofessionalismfordischargestandardsinthewastewatersector.Component3:TwinningJordanwithRomania,buildinguponthe“TransitiontoTransition”InitiativesponsoredbyEBRD.ItalsoaimsatpromotingcooperationintheArabCountrieswaterUtilityAssociations,alsobysharinglessonslearnedfromJordan.PreviousRating:Satisfactory CurrentRating:Moderately


Sub‐component3.1:(i)TwinningJordanwithRomania;and,(ii)AdvancingCollaborationwithintheArabCountriesWaterUtilityAssociations.StatusofImplementation:Supportwasprovidedfortheattendanceof7membersofACWUAattheSecondArabWaterWeekin2013.Consequently,representativesfromthewaterregulatorsfromEgypt,AbuDhabi,PalestineandJordancreatedanew(Regulators)membershipcategorywithintheACWUAmembershipportfoliotoinvitewaterregulatorstocontributetodialoguewithwaterutilitiestowardsimprovementinwaterandsanitationservicesintheregion.RepresentativesoftheWater Regulators now communicate regularly and to consolidate this practice and the achievementsmade to date, theattendanceofafurthergroupofregulatorswassupportedtopartakeinaworkshopoftheregulatorycategoryattheArabWaterWeek2015,whichtookplaceinJanuary.TheregulatoryframeworkinmanycountriesintheArabRegion,includingJordanandEgypt,iseitherextremelyweakornon‐existent.Theworkshopwillfacilitatetheexchangeofexperiencesandpromotedialogueamongutilitiesandrespectiveregulatoryauthorities.Itwillreviewcurrentpracticesanddeterminewhatstepsneedtobetakeninordertoapplycorrectbusinesspractices,promote infrastructurepolicydevelopment, etc.This isparticularly important in the lightof Jordan'scurrentexerciseofreviewingitsownregulatorysetupsothattherightapproachbasedontheexperiencesofotheradvancedmarketsistherefromthestart.Giventhefocusalreadygiventotheimportanceoftheregulatoryfunction,thetwinningassignmentwillcontinuetosupportthisdirection.Thiswill includeexamples,eitherbyvisit,orconference facilities,ofanumberof internationalregulators,includingforexample,Romania,UK,Australia,Californiaandotherwaterscarecountries.Thecomponentandassociatedvisits/collaborationwillbefinalisedbytheendof2015.


(x)


(y)

Total(US$)


1,440,000 0 1,440,000

AmountReceivedfromTrustee: 1,440,000 0 1,440,000ActualAmountDisbursed(c): 229,228.34 0 229,228.3415


Year Jan‐June Jul‐Dec TotalbyYearEnd2013 13,561.11 0 13,561.11

2014 0 25,000 25,000

2015 192,500.00 300,000.00 492,500.00

2016 300,000.00 300,000.00 600,000.00

2017 308,938.90 ‐ 308,938.90

2018 2019

15 Slow disbursement does not correctly reflect project progress. Out of US$ 1,440,000 approved by the MENA TF for direct project costs, till date the EBRD has signed contracts totaling US$ 940,000. However, under applicable EBRD rules and policies, only small, if any, down‐payments are allowed in respect of consultancy contracts, and payments are typically done upon submission of agreed deliverables.


Disbursed(US$) Available(US$) Total(US$)45,667.23 59,332.77 105,000




Measure Baseline


Freq

uenc

y

Data Source/

Methodology

Responsibility for

Data Collection

Description

(indicator

definition etc.) Jan

2013 –

Dec

2013

A

Jan

2014 –

Dec

2014

A

Jan

2015 –

Dec

2015

F

Jan 2016

– Dec

2016

F

Indicator One:

Increased awareness of water

quality issues in lagging areas

served by the company16.

Number of

people

reached in

lagging

areas

through

the public

health

campaign.

0 0 50,000 500,000 Yearl

y

Data will be directly

collected by the

YWC and by EBRD

EBRD [Municipal

Environmental

Infrastructures

(MEI)/Office of

the Chief

Economist (OCE)]

Number of

exchanges on

water quality

(including

workshop)

Indicator Two: Increased

opportunities for transition

through improved regulatory

frameworks and shared best

practice (twinning with Romania

and ACWUA).

Number of

people

trained

0 0 200 300 500 Yearl

y

Data will be

directly collected by

the WAJ and

by EBRD

EBRD

[MEI/OCE]

Number of

officials

trained on

regulatory

frameworks

and on best

practices

Indicator Three: Additional

private sector participation in

one of the three Water

Companies in Jordan

Number of

private

sector

entities

0 0 0 1 1 Yearl

y

Data will be

directly collected

by the WAJ and

by EBRD

EBRD

[MEI/OCE]

Number of

private Sector

entities

involved in the

water sector

16 The Feasibility Study undertaken by ATKINS highlights that there are lagging areas where the Company is unable to test for water quality. It was indicated that lack of resources and equipment prevents them from covering the whole service area. The public health campaign will be targeted to these lagging areas.


Intermediate Result (Component One): Water Quality issues are understood and monitored with increased frequency

Water quality monitoring plan submitted by the Unit of Excellence within the first year of operation

Number 0 0 1 1 Yearly Data will be

directly

collected by

the YWC and

by EBRD

WAJ

and EBRD

(OCE –

MEI)

2 workshops on water quality undertaken within the second year of operation.

Number 0 0 2 2 6 monthly Evidence will

be directly

collected by

the YWC and

by EBRD and

will include

agenda,

summary of

minutes and

attendance.

EBRD

(OCE)

YWC laboratory accreditation by the end of the project17

Text 0 1 Yearly Evidence will

be directly

collected

by the YWC

and by EBRD

WAJ, YWC

and –EBRD

(MEI)

Intermediate Result (Component Two): Dialogue on water tariff and water standards ongoing

Number of stakeholders participating in policy dialogue on water tariffs

Number of

stakehold

ers from

Public and

Private

Sector

None 0 1 tbc 6 monthly Data will be

directly

compiled by

the YWC, WAJ

and by EBRD

EBRD

(MEI/OCE)

1 workshop on standards for wastewater discharged from

Text None 0 1 Yearly Data will be YWC‐OCE

17 The Yarmouk Water Company laboratory is currently not accredited.

industries and on domestic recycling of water organized and Implemented

directly

compiled by

the YWC,

WAJ and by

EBRD

1 public health campaign designed and implemented

Text None 0 1 Yearly Data will be

directly

compiled

by the YWC,

WAJ and by

EBRD

OCE

Intermediate Result (Component Three): Ongoing partnership with twinning country, resulting in increased training opportunities for Public Sector Officials

Number of Jordanian officials that participated in training opportunities through twinning with Romania

Number 0 0 0 125 100 Yearly Data will be

directly

compiled by

the YWC,

WAJ, ACWUA

and EBRD.

This will

include

reports on

attendance

and

participation.

WAJ, YWC‐OCE

ACWUA 1 workshops and 1 benchmarking exercise organized and delivered.

Number 0 1 1 2 Yearly Evidence will

be directly

compiled by

YWC, WAJ,

ACWUA and

EBRD. This

will include

agenda,

summary of

minutes and

attendance.

ACWUA, OCE

PromotingFinancialInclusionviaMobileFinancialServices:JordanActivities

A. BasicProjectInformationActivityName:PromotingfinancialinclusionviamobilefinancialservicesintheSouthernandEasternMediterraneancountries–activitiesinJordan.

CountryName:Jordan

NameofImplementationSupportAgency(ies):EuropeanInvestmentBank

NameofISAProjectLeader:TimothyWinters EmailofISAProjectLeader:[email protected]

RecipientEntity:CentralBankofJordan NameandEmailofRecipientEntityContact:MahaBahou

[email protected]


USD426,000(includingindirectcosts)

(originallyUSD891,000;updatedasperrestructuringmemorandumofMay2015)

AdditionalFundsLeveragedandSource(s),ifany(US$):USD80,000–co‐financingsupportinkindexpectedfromCentralBankofJordan

USD32,000(EUR28,000)–commitmentfromUnionfortheMediterraneanforUfMlabelledproject(totalcommitment,coveringJordanandMorocco,of2workingsessionsatEUR28,000each)


USD56,000


12/5/2013


12/1/2015

ProjectClosingDate:

6/30/2016


PrimaryPillar:


SecondaryPillar(s): InvestinginSustainableGrowthInclusiveDevelopmentandJobCreationCompetitivenessandIntegration


ProjectDevelopmentObjective:ThisprojectaimstoimprovefinancialinclusioninJordanthroughtheprovisionofinnovativemobilefinancialservices,targetingparticularlylow‐incomeJordanianswhodonotusebankingservices.



BriefSummaryofProjectImplementationStatus:Allapprovals(EIBandJordan)havebeenreceivedforthesignatureoftheCooperationAgreementandtheoriginalsofthedocumentweresenttoJordanforsignatureon2July.Theprocurementprocedureisunderway,andthefirstshortlistingmeetingsarescheduledduringw/b13July.Thefulltenderevaluation(attheendofwhichanawardwillbemade)isscheduledforw/b26October2015.ArestructuringmemorandumwassubmittedtotheSteeringCommitteeinMay2015toformalizethemodificationstotheprojectwhichhadbeenreportedintheprevious6‐monthlyreport.BuildingonfromtheOctober2014workshopinBarcelona,afurtherworkshopisbeingorganizedattheUfMheadquartersatwhichrepresentativesfromfourMediterraneancentralbanks(Jordan,Egypt,MoroccoandTunisia)willbepresenttodiscusstheoptionsforimplementingmobilefinancialservicesthroughpartnershipswith,forinstance,microfinanceinstitutions.


Component1:CapacitybuildingandsupportforadaptingtheregulatoryframeworkforretailpaymentserviceprovidersandenhancingtheoversightfunctionofCBJfrompracticalandfunctionalperspective.PreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD335,000Sub‐component1.1:CapacitybuildingfortheoversightfunctionStatusofImplementation:Aspreviouslyreported:TheCentralBankofJordan hasinformedtheEIBthatpartoftheactivitiesproposedforthiscomponentarealreadybeingcarriedoutunderadifferentoperationfundedbytheWorldBank.Onthisbasis,onlytheremainingelementswillbecarriedoutunderthepresentMENATransitionFundoperation.Thefollowingpresentstheupdatedlistofpointstobeaddressedunderthiscomponent.• AssistanceindesigningaPFMImethodologythatsuitsJordananditsrelevantinstitutions;• Assistanceindevelopingalegalframeworkthatprovidesarobustlegalbasefortheoversightprogram;• Developingadisclosureframeworktoensuredisclosureofrelevantdatabyallrelevantparticipantsandjurisdictions;• Developingabalancedscorecard,andassistinginimplementation;• Assistanceinthedevelopmentandimplementationofariskmanagementplan,andstresstestingprocedures;• VisitsbyJordanianofficialstoforeigncentralbanksthatapplybestpracticesinoversightovermobileandretailpayment

systemsandfollowaPFMImethodologytoseehowitisconducted;• TwinningwithothercentralbankstoobservebestpracticesandgiveexposuretoCBJpersonnelonhowbestpracticesare

carriedout.Sub‐component1.2:DevelopingamethodologyinprocessingstatisticalreportsanddatatoproduceconcisereportsinordertoexecuteactionsStatusofImplementation:Theworkforthiscomponentwillbecarriedoutasproposed,butwithadelayasoutlinedabove.Sub‐component1.3:Developmentofpublicawareness/financialinclusioneducationstrategyStatusofImplementation:Aspreviouslyreported:DuringtheprocessofpreparingtheTermsofReference,theCentralBankofJordaninformedtheEIBthattheirinterestinthiscomponentwasnolongerthepreparationofthestrategy,butrathertheimplementationofthisstrategyviatheproductionofmaterials,engagementofpublicrelationsteams,etc.AstheEIBdoesnotfeelthatitisbestplacedtooverseetheprocurementofsuchgoodsandservices,ithasbeendecidednottoincludethiscomponentinthemainconsultancycontractforwhichtheEIBiscurrentlypreparingTermsofReference.Inthecasethatnoothersolutionisfound,itislikelythatthiselementoftheprogramwillberemoved,leadingtoacorrespondingreductionintheoverallbudget.FulldetailswillbecommunicatedtotheSteeringCommitteeassoonaspossible.Component2:KnowledgesharingworkshopPreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD35,000StatusofImplementation:Aspreviouslyreported:TheEIBhasproposedtotheJordanianauthoritiesthatthiscomponentbeincludedinthemainconsultancycontractunderprocurementbytheEIB,inordertostreamlineimplementation.Aspreviouslyindicated,thiscomponentwillbeinstigatedonlyaftertheworkforComponent1hasbeencarriedout.ItisexpectedthattheUnionfortheMediterraneanwillplayaroleinensuringthattheeventsconsistinanintegralpartofthecapacitybuildingfunctionoftheproject.Component3:ProjectManagement,Coordination,MonitoringandEvaluationPreviousRating:Chooseanitem. CurrentRating:Chooseanitem. Cost(US$):USD80,000

(estimationofthein‐kindcontributionofCBJstafftimeduringtheproject)

StatusofImplementation:Aspreviouslyreported:Thisactivity– whichiscountry‐executedbytheCentralBankofJordan–intermsofcoordinatingtheprojectinternallywillbeginoncethecoreconsultancycontracthasbeenawarded.


(x)


(y)

Total(US$)


0 370,000 370,000


0 0 0


E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2014 0 0 02015 0 148,000 148,0002016 222,000 0 222,000




NB:thisistheresultsframeworkassubmittedwiththeprojectproposal.Noupdateshavebeenmade,astheprojectimplementationhasnotyetcommenced.


Baseline


Frequency

Data Source/

Methodology



definition etc.) Jan 2015 – Dec 2015 F

YR 2 F

YR3 F

YR 4 F

YR5 F

Indicator One: Increase in

access metrics

Number 430.8 per 1000 as of 30‐6‐2013

+5% +10% +15% +20% +25% Annual Reporting to CBJ

CBJ Increase in number of accounts

Indicator Two: Per capita

cashless transactions

Number 66.5 Per Capita as of Sept‐2009

+10% +20% +30% 40% 50% Annual Reporting to CBJ

CBJ Per adult (>15) number of cashless transactions through debit and credit cards

Indicator Three: Infrastructure

metrics

Number 3.5 ATMs and POS per 1000 inhabitant 0.13 branch per capita as of Dec 2012


CBJ Agents, ATMs and POS terminals per 1000 inhabitants and number of branches 1000 per capita

Indicator Four: Transactions

per acceptance infrastructure

Number 12043 transaction per POS as of Dec. 2012


CBJ Number of transactions per POS

Indicator Five:

Increased safety and efficiency

of the Payment System

Survey Low Low Medium‐High

High Annual Global Payment Systems Survey, WB, every two years

CBJ Legal and Regulatory Score

Large Value Payment Score

Retail Payment Score

Oversight Score

Indicator Six:

Number of private sector

actors having created new,

innovative payment

products/services (as a

measure of the success of

creating a conducive legal and

regulatory framework, allowing

innovations in retail payments)

Number 0 1 5 Annual CBJ CBJ Number of

institutions

offering

innovative

payment

services

targeting at low

income,

unbanked

segments

Indicator Seven:

Strengthened laws and

supporting regulations enacted

Legal and Regulatory Score

low low Low‐medium

medium

Medium‐high

high Annual Global

Payment

Systems

Survey, WB

CBJ

CBJ Commitment from Government to implement the adopted NPS Strategy


Project Intermediate Result:

Intermediate Result 1: Periodical

progress reports from program of

capacity building for adapting the

regulatory framework for retail

payment service providers and

enhancing the oversight function

of CBJ from practical and

functional perspective

Report n/a As

define

d with

consul

tants

n/a n/a n/a n/a Periodical

during

implement

ation

(2014)

Reporting to

the EIB

Consultants, CBJ See section 14

Intermediate Result 2: Workshop

for sharing of knowledge

Workshop n/a 0 1 n/a n/a n/a Once, at

project

completion

Reporting to

the EIB

CBJ Successful

completion of a

workshop to

enable

knowledge

sharing of

country

experience

between

countries

participating in

the program.


Establishing an implementation

structure in the CBJ

Report n/a 2 n/a n/a n/a n/a Six‐

monthly

during

implement

ation

CBJ reporting

to the EIB

based on

observed

progress in

implementati

on unit

CBJ Establishment

of a

management

team within the

central bank

SMEGrowthProgrammeA. BasicProjectInformation

ActivityName:Jordan’sSMEGrowthProgrammeCountryName:Jordan NameofImplementationSupportAgency(ies):

EuropeanInvestmentBankNameofISAProjectLeader:DavidDemulier EmailofISAProjectLeader:[email protected]:JordanEnterpriseDevelopmentCorporation(JEDCO)

NameandEmailofRecipientEntityContact:HanaUraidi,CEOofJEDCO,[email protected]


AdditionalFundsLeveragedandSource(s),ifany(US$):/

TotalAmountDisbursed(DirectandIndirectinUS$):780,000**

SteeringCommitteeApprovalDate:May15,2013

ProjectImplementationStartDate:20April2015

ProjectClosingDate:20April2018


PrimaryPillar(selectonlyone): InvestinginSustainableGrowthSecondaryPillar(s)(selectasmanyasapplicable):

EnhancingEconomicGovernanceInclusiveDevelopmentandJobCreationCompetitivenessandIntegration


ProjectDevelopmentObjective:TheprojectobjectiveistosupportandsustainStartupsandMSMEs‐withparticularfocusonhigh‐valuegrowthenterprises‐toincreaseproductivityandcompetitivenessthroughadoptingandapplyinginnovation.Ratingforprogresstowardsachievementofobjective:

Satisfactory

Ratingforoverallimplementationprogress:

Satisfactory

Brief Summary of Project Implementation Status: The Cooperation Agreement has been signed,tenderingiscompletedandtheprojecthasnowbeguntheimplementationphase.ProgressisfollowingtheschedulepresentedintheupdatesenttotheTransitionFundinDecember2014.TheprocurementevaluationcommitteemadethefinalchoiceofcandidateinthesecondweekofFebruary.HanaUraidi,CEOatJEDCO,participatedintheprocess.Thecontractwassignedbythewinningconsortiumon16April2015, followedimmediatelybythekick‐offmeeting inAmman,on20April2015.ContractvalueisEUR2.623.400(approximatelyUSD2,940,000).TheBankreceivedtheInceptionReporton14Mayandthefirstmonthlyprogressreporton19June.DuetoRamadanandsummerbreak,thefirstSteeringCommitteewillbeorganizedend‐Augustorearly‐September 2015. The Steering Committee is already in place, comprised of members from JEDCO’sExecutiveCommitteeasperBoardofDirectors,aswellasrepresentativesoftheEUDelegationandtheBritishEmbassy.RelationsbetweentheexpertsandJEDCO’steamareverypositive.TheexpertsareinvolvedandintegratedinwhatisgoingonatJEDCOandthefirstnon‐keyexpertsarebeinghired.Specificactivitiesduringthefirst2monthsofimplementationareasfollows:

‐ Workhascommencedacrossallworkpackagesonpreparingoperationalandorganizational

documentationrequiredforprojectimplementation,particularlyjobdescriptionsforthepositionofGrowthManagersandcoaches,proceduraldocumentsforcoachselectionandrecruitmentandTermsofReferenceforProgrammebodiessuchastheSteeringCommittee,theProgrammeAdvisoryBoardandtheObservatoryAdvisoryBoard.AllofthisdocumentationhasbeensubmittedtoJEDCOforconsiderationandapproval.

‐ InsupportofthisanumberofToR’shavebeenpreparedfornon‐keyexperts(NKEs),experts

identifiedandRequestsforApprovalpreparedforsubmissiontoEIB.Thefirstofthese,aRequestforApprovaltoengagetwoexpertstoCustomiseSMEdiagnostictoolsforuseinJordanhasalreadybeensubmittedandthiswillbecloselyfollowedbyRequestsforApprovalforaSelection,RecruitmentandTrainingofGrowthManagersassignment,aBusinessCoachTrainingAssignment,aRegionalPromotionPlan,anInternationalAccreditationBodyScopingStudyandanObservatoryScopingAssignment.

C. ImplementationStatusofComponentsComponent1*:Identifying,diagnosingandrecruitingStartupsandSMEswithgrowthpotentialmotivatedandcommittedtoinvestindevelopmentandinnovationPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):500,000Sub‐component1.1:Identifying,diagnosingandrecruitingStartupsandSMEswithgrowthpotentialmotivatedandcommittedtoinvestindevelopmentandinnovationStatusofImplementation:ThemethodologytosupportSMEsisbeingdevelopedandprocessesandrolesrequiredtodeliverthissuccessfullyisbeingdefined.Sub‐component1.2:TrainingJEDCOStaffStatusofImplementation:Anumberofmeetingshavetakenplacewithkeystakeholderstodefinetherequirementsinthelightofcurrentaims,objectivesandrevisedstructureatJEDCO. JobDescriptionandToRsofBusinessGrowthManagerExpertinselection,RecruitmentandTrainingofGrowthManagershavebeenprepared.Component2*:ProvidingandTraininginternationallyrecognizedandaccredited,monitoredandspecializedbusinesscoachingserviceprovidersinareasofsustainablegrowth,productivityenhancementandcompetitiveness,technology,innovationandexportsdevelopmentPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):760,000Sub‐component2.1:Identify,recruit,train,qualifyandpromotebusinesscoachingserviceprovidersStatusofImplementation:Themethodologytorecruitanddevelopcoachesisbeingdefined,withmostofthecoachrecruitmentdocumentationdefined. Sub‐component2.2:EstablishBusinessCoachRosterandadvancedMatchmakingcorrelationsandothermonitoringsupportfeaturesdatabase.ThismaybeanonlineandinteractivetoolStatusofImplementation:ProcessunderwayComponent3*:Exclusivelyselectandsupporthigh‐growth(definedasabeinginaphaseinwhichthebusinessisachievingaminimumof20%increaseinturnoverorstaffinthreeconsecutiveyears)companies(andwithpotentialforgreatergenuineandrapidsustainablegrowth),byimplementinganexclusivelyadvancedintensivecoaching,training,certificationsandgrantcontributionAcceleratorprogrammethatistailoredtodeliverthestrategicinterventiontosupporttheaspirationsofthisexclusivegroupofbeneficiarycompaniesPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):1,700,000Sub‐component3.1:ExclusiveStartups&SMEBeneficiarySelectionProcessImplementation

StatusofImplementation:ThemethodologyforStart‐up/SME,CATA/BclassificationhasbeendevelopedbasedonGrowthCCODE,alongwiththeidentificationofcommonissuesfacingSMEs.Theclientapplicationprocesshasbeendefined.Sub‐component3.2:Provisionofsophisticatedtailoredservices,grantsandaftercareservicestoselectedbusinessesStatusofImplementation:ProcessunderwayComponent4*:EstablishingaStartupsandMSMEsGrowthObservatoryatJEDCOPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):500,000Sub‐component4.1:EstablishandEquiptheObservatorywiththenecessaryhardandsoftwaretoestablishaserviceportalandenableoperationStatusofImplementation:ThebroadscopeandoutlineoftheObservatoryoperationhasbeendefinedandtheplantoimplementtheObservatoryisbeingdeveloped.DetailofobservatoryneedstobeagreedwithJEDCOtointegratewiththeirnewstructure.Sub‐component4.2:Recruitandtrain3‐5newspecializedJEDCOstafftomanage/operatetheservice.StatusofImplementation:JobDescriptionsandToRs ofITExpert–Databasedesign,procurement,documenthandlingandportalandExpertinBusinessGrowthObservatory arebeingpreparedComponent5*:Providingapositive,supportedandcredibledealflowtoexistingandfuturenewFundsand/orotherinvestorsPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):190,000Sub‐component5.1:UndertakeduediligenceservicesofidentifieddealflowtotheexistingandnewFundsand/orotherinvestorsStatusofImplementation:Outlineplanhasbeendevelopedandstakeholderengagementplanbeingdefined.Jobdescriptionfordealflowexperthasbeendeveloped. Sub‐component5.2:MonitorthedealflowtotheexistingfundsandprovideadvisorysupportontheduediligenceservicesStatusofImplementation:Processunderway*IncludingUSD5,000eachforsteeringcommitteemeetingparticipationbyJEDCO.


(US$)

(x)


(y)

Total(US$)


3,460,000* 190,000 3,650,000

AmountReceivedfromTrustee(b*):

3,460,000* 190,000 3,650,000


580,000** 0 580,000**

*whileEIBshallprocurethenecessaryexpertsinaccordancewithitsownprocurementrules,asJEDCOisbeingconsultedandprovidessupportateachstageoftheselectionprocess,theinitialallocationbetweenISAvsCountryexecutionismaintained.**includesprefinancingofEUR524,680orapproximatelyUSD580,000(asof30June2015) initiatedbyEIBinMay2015,awaitingprefinancinginvoicebyconsultant.

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)(30June2015Exchangerate)

Year Jan‐June Jul‐Dec TotalbyYearEnd2014 ‐ 0 02015 580,000** 345,000 925,0002016 345,000 345,000 1,615,0002017 345,000 345,000 2,305,0002018 635,000 710,000*** 3,650,000

***remainingfundsforadditionalactivitiestobedeterminedinthecourseoftheproject.

F. DisbursementsofFundsforIndirectCosts(US$)Disbursed Available Total

200,000 0 200,000


PleasenotethattheresultframeworkwillberevisedinlinewiththefinalToRsProjectDevelopmentObjective(PDO):SupportingandsustainingStartupsandSMEs‐withparticularfocusonhigh‐valuegrowthenterprises–toincreaseproductivityandcompetitivenessthroughadoptingandapplyinginnovation.


UnitofMeasureBaselin

e


Frequency

DataSource/Methodology

ResponsibilityforData

Collection


April2015–April2016F



YR4F***

YR5F***

IndicatorOne:a)Identifying,diagnosingandrecruitingStartupsandSMEswithgrowthpotentialmotivatedandcommittedtoinvestindevelopmentandinnovation.b)No.ofJEDCOStaff(AccountManagers)trained

a)No.OfStartups&SMEs

0 100 175 250 300 350

Quarterly

StartupsandSMEsJEDCOContractor

Contractor&JEDCO

b)No.ofStaffTrained

0 5 10 15 25 25

JEDCO

IndicatorTwo:Providinginternationallyrecognizedandaccredited,monitoredandspecializedbusinesscoachingserviceprovidersinareasofsustainablegrowth,competitiveness,technology,innovationandexportsdevelopment.

a)No.OftrainedBusinessCoachesandServiceProviders.

0 25 50 75 100 100

Quarterly

JEDCOContractorServiceProvidersInternationalServiceCertificationBodiesStartupsandSMEs

Contractor&JEDCO

b)GrowthImpactofServicesDeliveredonBusinesses.

0

10% 20% 50% 65% 75%

c)DatabaseatJEDCO

0 1 1 1 1 1

IndicatorThree:Exclusivelyselectandsupporthigh‐growthcompanies,byimplementinganexclusivelyadvancedandintensivecoachingAcceleratorprogrammetosupporttheaspirationsofthisexclusivegroupofbeneficiarycompanies.

a)No.ofexclusivehighgrowthStartups&SMEsselected.

0

25 50 100 135 175

Quarterly

JEDCOContractorProvidersInternationalServiceCertificationBodiesStartupsandSMEs

Contractor&JEDCO

b)Varietyoftailoredservices/CoachingDaysobtained.

0 10 20 30 40 50

IndicatorFour:EstablishingaStartups&SMEsGrowthObservatoryatJEDCO

Observatory3‐5TrainedStaff

0

1

1 1 1 1 Quarterly

JEDCO

Contractor&JEDCO

0 3 5 5 5 5

IndicatorFive:Providingapositive,supportedandcredibledealflowtotheexistingandfuturenewfundsand/orotherinvestors.

No.ofDueDiligenceStudiesandgeneratedDealflows

0

No.willbeestablishedbythe2ndYearofprojectimplementation.Provisionallyitwouldaimatsupporting10%ofthehighgrowthSMEsthatwillbenefitfromtheProgramme.

Quarterly

JEDCO/EIBJordanCapitalforGrowthFundBadiaImpactFund&/orotherinvestors.

Contractor&JEDCO/EIB

0

N.BAnoptiontoincludeanindependentevaluationoftheprojectshouldbeconsideredtoaudittheresultsclaimedbythecontractor.

INTERMEDIATERESULTS

IntermediateResult(ComponentOne):a)Identifying,diagnosingandrecruitingStartupsandSMEswithgrowthpotentialmotivatedandcommittedtoinvestindevelopmentandinnovation.b)No.ofJEDCOStafftrained

IntermediateResultindicator1:ContractorRecruitedandMobilized

Within3months NA Bymonth3

1.Callforproposaltoidentifycontractor.2.EvaluationCommitteeReportson

Contractor&JEDCO

SelectionProcess.3.ContractSignedbetweenJEDCOandContractor.Paymenttransfersforservicesrendered.

IntermediateResultindicator2:MarketingcommunicationcreatedandJEDCOwebsiteupdated


1.JEDCOMarketingCommunicationStrategy.2.JEDCOWebsite

Contractor&JEDCO

IntermediateResultindicator3:ContractorDeliveryofficeandJEDCOimplementationUnitestablished


UnitEstablishment,staffingandoperationsatJEDCO.

Contractor&JEDCO

IntermediateResult(ComponentTwo):Providinginternationallyrecognizedandaccredited,monitoredandspecializedbusinesscoachingserviceprovidersinareasofsustainablegrowth,competitiveness,technology,innovationandexportsdevelopment.

IntermediateResultindicator1:Attract,Recruit&CertifyBusinessCoaches

Within6months NA 15Coaches

30Coaches

50Coaches

65Coaches

85Coaches

Quarterly 1.CallforProposalfrominterestedbusinesscoaches.2.SelectionReportsforthebusinesscoaches.3.Attendancetotrainingrecords.4.CopiesofcertificatesawardedtoBusinessCoaches.

Contractor&JEDCO

IntermediateResultindicator2:OfferServicestoStartups&SMEs

Within6months NA 50 100 150 200 250 Quarterly 1.CopiesofcommunicationlistingtheservicesofferingtotheMSMEcommunity.2.ExpressionsofinterestreceivedfromtheMSMEcommunity.3.CopiesServicescontractstoMSMEs.

Contractor&JEDCO

IntermediateResult(ComponentThree):Exclusivelyselectandsupporthigh‐growthcompanies,byimplementinganexclusivelyadvancedandintensivecoachingAcceleratorprogrammetosupporttheaspirationsofthisexclusivegroupofbeneficiarycompanies.

IntermediateResultindicator1:Identify&EngageWithtargetedStartupsandSMEs

Within6months NA 5 15 35 50 75 Quarterly 1.ApplicationsofInterestfromtheMSMEs.2.AssessmentReportsofapplicantMSMEs.3.CopyofAgreementwithMSMEtocommittothesupportprogram.

Contractor&JEDCO

IntermediateResultindicator2:ProvideTailoredServices

Within6months NA 3 7 15 20 35 Quarterly ListofservicesprovidedandTimeplanforexecution.

Contractor&JEDCO

IntermediateResult(ComponentFour):EstablishingaStartupsandSMEsGrowthObservatoryatJEDCOIntermediateResultindicator1:EstablishingtheObservatory

Within9months 1 1 1 1 1 1 Quarterly JEDCOBoardofDirectorsDecisiontoEstablishandstaffObservatory

Contractor&JEDCO

andintegrateitintheOrganizationalchartaspartofthePolicyDepartmentattheCrossCuttingSupportDirectorate.

IntermediateResultindicator2:Recruiting&TrainingStaff

Within9months 2 3 4 5 5 5 Quarterly 1.Postsadvertisement.2.ShortlistedCandidatesInterviewreports.3.StaffContracts.4.Stafftrainingneedsassessmentreports.5.Staffattendanceoftrainingprograms.

Contractor&JEDCO

IntermediateResult(ComponentFive):Providingapositive,supportedandcredibledealflowtotheexistingandfuturenewFundsand/orotherinvestors.IntermediateResultindicator1:No.ofDueDiligenceStudiesConducted.

ToBeEstablished

NA NAProvisionallyitwouldaimatsupporting10%ofthehighgrowthSMEsthatwillbenefitfromtheProgramme.

Quarterly CopiesofDueDiligenceStudies.


IntermediateResultindicator2:No.ofSuccessfulStartupsandSMEsthatattractinvestments

ToBeEstablished

NA NAProvisionallyitwouldaimatsupporting10%ofthehighgrowthSMEsthatwillbenefitfromtheProgramme.

Quarterly CopiesofInvestmentagreements.


*** For information (beyond end of project implementation period)

RegionalIntegrationthroughTradeandTransportCorridors:JordanActivities


ActivityName:RegionalIntegrationthroughTradeandTransportCorridors(TRANSTRAC)–JordanActivities

CountryName:Jordan NameofImplementationSupportAgency(ies):EuropeanInvestmentBank


RecipientEntity:MinistryofPublicWorksandHousing NameandEmailofRecipientEntityContact:

[email protected] TotalAmountApprovedbytheTransitionFund(US$):2,630,000.00

AdditionalFundsLeveragedandSource(s),ifany(US$):0.00



5/15/2013


9/1/2013

ProjectClosingDate:

9/10/2016


PrimaryPillar:


SecondaryPillar(s): InclusiveDevelopmentandJobCreationCompetitivenessandIntegrationChooseanitem.



TheobjectiveofTRANSTRACistopromotethereductionoftradeandtransportbarriersalongtheprioritytradecorridorsofJordanandinrelatedbordercrossings.




‐ A condition precedent for the EIB to procure and sign consultancy contracts for TA is the signing of a technical assistance (TA) Cooperation Agreement (CA) with the promoter or beneficiary country, signed in February 2015.

‐ Component #1 contains regional activities – covering all TRANSTRAC countries. Services are supposed to start after Cooperation Agreements are signed by all beneficiary countries. However following the May 2015 Steering Committee meeting, it was suggested to EIB and beneficiary countries that such regional activities could start without waiting for all country signatures. a) Road Safety Action Programme, the ToR was completed and agreed with all relevant country authorities including Jordan in mid-2014. This is a Regional TA to be procured in one Lot together with the actions in Morocco, Egypt and Tunisia. Procurement is done and the consultant was selected. Activities will thus start in Jordan in 3rd quarter of 2015. b) TA to transportation activity: by end 2014 ToR had been completed and agreed with all countries including the Jordanian authorities. This is a Regional TA to be procured in one Lot together with the actions in Morocco, Egypt and Tunisia. Procurement will start in 3rd quarter of 2015.

‐ Component #2.1 Rehabilitation and upgrading of routes R15 Amman airport-Aqaba Back Road and R65 North Shouna-South Shouna: Consulting Services started in beginning of March 2015 with a kick off meeting. The first steering committee meeting was organised in Amman end of April 2015. Pre-financing of EUR 400,000 was done in the first quarter of 2015. Next milestone and steering committee meeting will be in October 2015 when an analysis of the proposed design for the R15 will be evaluated.

‐ Component #2.2 Jordan-Iraq border crossing (Al Karamah): no new development.

‐ A project management unit (PMU) will be established within the lead Ministry to monitor and coordinate the TAs.

The unit will be led by a ministry official who will be supported by consultants. By end 2014 ToR had been completed and agreed with the Jordanian authorities. Procurement of the related consultancy services will be launched in third quarter of 2015.


Component1:InstitutionalandcapacitybuildingforregionaltradeframeworkimprovementPreviousRating:Satisfactory CurrentRating:Moderately


Sub‐component1.1:TAtotransportation(regionwidecomponent)StatusofImplementation:

‐ ToR was completed and agreed with all countries including the Jordanian authorities. This is a Regional TA to be procured in one lot together with the actions in Morocco, Egypt and Tunisia. Procurement will start after all Cooperation Agreements are signed by all countries - However following the May 2015 Steering Committee meeting, it was suggested to EIB and beneficiary countries that such regional activities could start without waiting for all country signatures.

‐ In Jordan this item focusses on driver training and improved vehicle inspection within public transport companies.

Sub‐component1.2:Preparationofroadsafetyassessmentandactionplan(regionwidecomponent)StatusofImplementation:

‐ ToR was completed and agreed with all relevant country authorities including Jordan in mid-2014. This is a Regional TA to be procured in one lot together with the actions in Morocco, Egypt and Tunisia. Procurement is done and consultant selected. Services will start after all Cooperation Agreements are signed by all countries. However following the May 2015 Steering Committee meeting, it was suggested to EIB and beneficiary countries that such regional activities could start without waiting for all country signatures.

Component2:PreparatorystudiesforinfrastructureimprovementsoftheprioritycorridorsPreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):1,750,000Sub‐component2.1:UpgradingoftheNorth‐SouthandEast‐WestcorridorsStatusofImplementation:

Rehabilitation and upgrading of routes R15 Amman airport-Aqaba Back Road and R65 North Shouna-South Shouna: Procurement is done and consultant selected. Consulting Services started in beginning of March 2015 with a kick off meeting. Pre-financing of EUR 400,000 was done in the first quarter of 2015. Balance is approximately EUR 600,000 for Phase 1 of this TA (Phase 1 duration is 8 months). The first steering committee meeting was organised in Amman end of April 2015, where the Inception report was presented and discussed. Next milestone and steering committee meeting will be in October 2015 where an analysis of the proposed design for the R15 will be evaluated.

Sub‐component2.2:UpgradingandexpansionofBordercrossingfacilitiesStatusofImplementation:

Jordan-Iraq border crossing (Al Karamah): By mid 2014 ToR had been completed and agreed with the Jordanian authorities. Procurement of the related consultancy services are on hold due to security concerns in the area. Procurement will be launched whenever the situation stabilizes.

Component3:ProjectPreparation,Management,Coordination,MonitoringandEvaluation

PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):400,000Status of Implementation: A project management unit (PMU) will be established within the lead Ministry to monitor and coordinate the TAs. The unit will be led by a ministry official who will be supported by consultants. By end 2014 ToR had been completed and agreed with the Jordanian authorities. Procurement of the related consultancy services will be launched in third quarter of 2015.


(x)


(y)

Total(US$)


550,000 1,950,000 2,500,000


550,000 1,950,000 2,500,000

ActualAmountDisbursed(c): 0 400,000 400,000

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2013 2014 2015 400,000 800,000 1,200,000

2016 850,000 450,000 1,300,000

2017 2018 2019




ProjectDevelopmentObjective(PDO):Theobjectiveoftheproposedprojectistopromotereductionoftradeandtransportbarriersalongtheprioritytradecorridorsofthecountryandinrelatedbordercrossings.


Baseline


FrequencyDataSource/Methodology



definitionetc.)Jan‐Dec

2014A

Jan‐Dec

2015F

Jan‐Dec

2016F

IndicatorOne:About20transportstaff(fromdifferentsub‐sectors)trainedinPPPaspectsandtechniques.

#ofparticipants

0 0 20Bi‐annually

Reports PMCUandFocalPoints


IndicatorTwo:Studiescompleted:(i)priorityNorth‐Southcorridor(s),includingbordercrossings,definedandtechnicalstudiescompleted;(ii)roadsafetyactionplancompleted.

Percentageprogressand#ofstudies

00

50%1

100%3

Bi‐annually

ReportsStudiesproduced


QualityandNumberofstudiescompletedandapproved


IntermediateResult(ComponentOne):InstitutionalandcapacitybuildingforregionaltradeframeworkSub‐componentA.1:TAtotransportationSub‐componentA.2:Roadsafetyassessmentandactionplan


#ofparticipants

0

0

20

Bi‐annually

Reports

PMCUandFocalPoints

Qualitative‐numberofparticipants

TAtoTransportation:traininginPPPaspectsandtechniques

whohavesuccessfullycompletedthetraining.

IntermediateResultindicatorFour: Roadsafetyassessmentandactionplan

Percentageprogressandactionplancompleted

0

10

50%

100%

3‐months

Reports


Qualitystudyandactionplanproducedandapproved

IntermediateResult(ComponentTwo):Preparatorystudiesforinfrastructureimprovementsoftheprioritycorridors

IntermediateResultindicatorOne:PreparationofNorth‐Southroadcorridors(R15andR65)

Percentageprogress

0 50% 100%3‐months Detailed

technicalstudies


QualityStudiesproducedandapproved

IntermediateResultindicatorTwo:PreparationofupgradingandexpansionofBordercrossingfacilities

Report 0 100%

3‐months Report PMCU,

FocalPointsQualityReportproducedandapproved

IntermediateResult(ComponentThree):ProjectPreparation,Management,Coordination,MonitoringandEvaluation

IntermediateResultindicator QualityreportingTimebased

0 33 60% 100% 3‐months Reports PMCU,withEIBinput

Qualityreporting,M&E

IntegratedInspectionManagementSystem

A. BasicProjectInformationActivityName:IntegratedInspectionManagementSystem“IIMS”forJordanCountryName:Jordan NameofImplementationSupportAgency(ies):International

FinanceCorporation

NameofISAProjectLeader:AbeerKamalShalan EmailofISAProjectLeader:[email protected]

RecipientEntity:MinistryofIndustryandTradeandSupplyoftheHashemiteKingdomofJordan


MahaAli,MinisterofIndustryandTradeandSupplyEmailaddress:[email protected]



182,000–USAIDJordan

315,000–GovernmentofJordan’sparallelcontributionforhardwareandinfrastructure


292,439


6/11/2014


7/1/2014

ProjectClosingDate:

7/1/2017


PrimaryPillar:


SecondaryPillar(s): EnhancingEconomicGovernanceChooseanitem.Chooseanitem.



The objective of this project is to reduce unnecessary time and cost burden on the private sector caused by multiple,uncoordinated,andfrequentinspectionvisitsbythevariousinspectorates;enhanceefficiencyanduseofresourcesforbothinspectoratesandbusinesses;andincreaseprivatesectorawarenessofrequirements.

ThisprojectsupportstheGovernmentofJordan“GoJ”inbuildinganintegratedinspectionmanagementsystem“IIMS”thatissharedamonginspectoratesandbasedoninternationalbestpractices.Thissystemprovidesinspectorateswitharegistryofenterprisessubjecttoinspection,andallowsforcoordinationandsharingofinformationbetweeninspectorates.Thisprojectsupports sustainable growth by enhancing the business environment and improving competitiveness, and enhanceseconomicgovernancebyincreasingtransparency,limitingcorruption,andpromotingaccountabilitypoliciesintheinspectionregime.



BriefSummaryofProjectImplementationStatus:‐ FinalizedtheprocurementstrategyandtenderingdocumentsrequiredforhiringanITvendortodeveloptheintegrated

inspectionmanagementsystem‐ Receivedofficialsign‐offfromtheMinistryofIndustry&Trade&Supplyonthetenderingdocuments.‐ IssuedtheRequest forProposals,heldapre‐proposalconferencewithbidders,andwearecurrently in thestageof

providingtechnicalclarificationsbasedonbidders’questions.

Theoverallimplementationprogressisratedas“moderatelysatisfactory”wheretheprojectfacedsomedelaysinreceivingofficialclientsign‐offonthetenderingdocuments.Also,duetothelargevalueestimatedforthiscontract,specialprocurementprocedureswerefollowedtoensuretheeffectiveness,clarity,andfairnessofthisprocurementprocess.

C. ImplementationStatusofComponentsComponent1:BuildingandImplementingadatabaseandworkflowsfortheinspectoratesPreviousRating:Satisfactory CurrentRating:Moderately

SatisfactoryCost(US$):2,290,000(thisamountrepresentsdirectcostsfundedthroughtheTransitionFundonly)

Sub‐component1.1:Design,development,anddeploymentoftheapplication(enterpriseregistryandsoftware)consistingof:‐ Databaseofenterprisessubjecttoinspection;thisregistryshallbesharedamonginspectoratesandeachinspectorate

willhavetheabilityofupdatingitwithinspectionplansandinspectionvisitresults;‐ Automatedworkflowcapabilities forcarryingout inspectionactivitiessuchasplanning, scheduling, riskassessment,

documentingvisitchecklists,reportsandactions,communicationwithbusinessviae‐mailorSMS,etc.;‐ Reportingenginetoenableinspectoratestogeneratereportsandstatisticsabouttheirinspectionactivitiesandresults;‐ Documentmanagementandarchivingcapabilitiestohandleattachmentsuploadedtothesystem,suchas labresults,

photos,andotherdocumentsobtained.

StatusofImplementation:‐ FinalizedtheprocurementstrategyandtenderingdocumentsrequiredforhiringanITvendortodeveloptheintegrated

inspectionmanagementsystem‐ Receivedofficialsign‐offfromtheMinistryofIndustry&Trade&Supplyonthetenderingdocuments.‐ IssuedtheRequest forProposals,heldapre‐proposalconferencewithbidders,andwearecurrently in thestageof

providingtechnicalclarificationsbasedonbidders’questions.Theimplementationprogressofthiscomponentisratedas“moderatelysatisfactory”wheretheprojectfacedsomedelaysinreceivingofficialclientsign‐offonthetenderingdocuments.Also,duetothelargevalueestimatedforthiscontract,specialprocurementprocedureswerefollowedtoensuretheeffectiveness,clarity,andfairnessofthisprocurementprocess.Sub‐component1.2:Trainingofinspectionpersonnelonthenewlydevelopedsystem,thisincludes:‐ end‐user(i.e.inspectionpersonnel)trainingonusingthesystem‐ technicaltrainingforsystemadministratorsensuringproperhand‐overandchangemanagementStatusofImplementation:NotstartedSub‐component1.3:One‐yearimplementationsupportStatusofImplementation:Notstarted


(x)


(y)

Total(US$)


2,290,000 2,290,000


2,290,000 2,290,000

ActualAmountDisbursed(c): 89,990

89,990

Note:ThespendingrateondirectcostsisbelowtheexpectationbecausetheITvendor,whichcomprisesthebulkoftheprojectbudget,hasnotbeenhiredyet.Accordingtothecurrentprocurementtimeline,itisexpectedtosignacontractwiththeITvendorinearlyOctober,wherespendingwouldstarttoincrease.Directexpensesincurredto

datearecomprisedofstafftimeandconsultancywhicharecoveredbythetwofundingsources:TransitionFundandUSAID,wherefiguresintheabovetableincludeexpensesthroughTransitionFundonly.

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2014 0 220,305 220,3052015 403,000 396,000 799,0002016 432,600 437,600 870,2002017 427,600 325,000 752,60020182019

Note:ThisforecastwillbeupdatedbasedonthefinaldeliverablesscheduleandcontractualarrangementsthatwillbeagreedwiththeITvendor(tobehiredbyearlyOctober,2015).

F. DisbursementsofFundsforIndirectCosts(US$)Disbursed(US$) Available(US$) Total(US$)

202,449 149,656 352,105




Measure Baseline



Methodology

Responsibility

for Data

Collection


definition etc.) Jul2014–Jun2015A

Jul2015–Jun2016F

Jul2016–Jul2017F

YR4(Post‐

Completion)F

Indicator One: Averagenumberofinspectionvisitsperenterpriseperyear

Number 31 31 26 26 20 Annual Inspectorates’records

IFC/MinistryofIndustry&Trade

Thisindicatormeasurestheoverallnumberofvisitsconductedbythevariousinspectoratestoasinglebusiness

IndicatorTwo:Averagenumberofinspectoratesvisitinganenterpriseperyear

Number 7 7 5 5 4 Annual Inspectorates’records


Thisindicatormeasurestheaveragenumberofinspectoratesthatvisitasinglebusinessperyear

IndicatorThree:Numberofviolationsandfineissuedagainstenterprisesbyinspectorates

Number 106,700 106,700 96,000 96,000 85,360 Annual Inspectorates’records


Thisindicatorisusedtohelpmeasureimprovementinprivatesectorcompliance

IndicatorFour:Numberofcomplaintsmadebycitizensagainstenterprises

Number 14,400 14,400 13,000 13,000 11,520 Annual Inspectorates’records


Thisindicatorisusedtohelpmeasureimprovementinprivatesectorcompliancebyobservingthenumberofcomplaintsmadebycitizensaboutprivatesectorviolations



Number 0 0 5 5 0 Semi‐annual Projectrecords

IFC

Numberoftrainingsessions,workshops,andawarenessraisingeventsconductedIntermediateResultindicatorTwo:Numberofparticipantsintrainingsessions,workshops,andawarenessraisingevents

Number 0 0 100 100 0 Semi‐annual Projectrecords

IFC

IntermediateResultindicatorThree:Numberofinspectoratesimplementingtheautomatedsystem

Number 0 0 5 5 0 Annual Projectrecords,Inspectoratesrecords


Note: Distribution of

interim targets might be

revised based on the

vendor’s final

implementation plan.

IntermediateResultindicatorFourLaunchoftheintegratedinspectionmanagementsystem

Number 0 0 1 1 0 Projectrecords,Inspectoratesrecords


This is a binary indicator:

0 means “not yet achieved”

1 means “achieved”

LeveragingRegulatoryReformstoAdvanceFinancialInclusioninJordan

A. BasicProjectInformationActivityName:LeveragingRegulatoryReformstoAdvanceFinancialInclusioninJordanCountryName:Jordan NameofImplementationSupportAgency(ies):International

FinanceCorporationNameofISAProjectLeader:NahlaElOkdah EmailofISAProjectLeader:[email protected]:N/A NameandEmailofRecipientEntityContact:N/A

TotalAmountApprovedbytheTransitionFund(US$):750,000

AdditionalFundsLeveragedandSource(s),ifany(US$):0.Butanestimated487,500isplanned



ProjectImplementationStartDate:Notyeteffective

ProjectClosingDate:30June2018





ProjectDevelopmentObjective:TheobjectiveofthisprojectistoleveragechangesinmicrofinanceregulationsinJordantosupportkeymicrofinanceserviceproviders18,preparethemfor,andtransformthemintofor‐profitentitiesandfurtheradvancefinancialinclusion.Theprojectwillworkwith2MFIstohelpthemrespondtothechangingregulatoryframework.Ratingforprogresstowardsachievementofobjective: Not ApplicableRatingforoverallimplementationprogress: Not ApplicableBriefSummaryofProjectImplementationStatus:TheTransitionfundproposalwasonlyapprovedinMay2015.OurfinanceteamisnowintheprocessofcreatingalocalTrustFund,butthefirsttrancheofTransitionfundinghasnotyetbeenreceived.Thus,whileformalimplementationofprojectactivitieshasnotyetcommenced,theprojectteamhasalreadybeenindiscussionwithexistingandprospectiveMFIpartnersinJordanandarepreparingprojectscopesandassemblingateamtobeginimplementationinthecomingperiod.Thus,itisfullyexpectedthatbytheendofthenextreportingperiod(December2015),someoftheactivitiesundereachofthecomponentsoftheprojectwillbeginasoutlinedinsectionC.


Component1:RiskManagementPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):261,250(thisamount


Sub‐component1.1:AssistingMFIsinJordantodeveloporstrengthentheriskmanagementfunctions.StatusofImplementation:‐IFChasalreadyinitiatedaconversationandsharedaproposalforRiskManagementadvisorywithNationalMicrofinanceBank(Watany)inJordan.Duringthecomingperiod,IFCwillalsocontinuediscussionswithWatany,andpossiblyotherpotentialfinancialinstitutionpartners,inordertoagreeonaprojectscope,andsetatimelineforexpectedriskmanagementadvisorysupport.

Component2:TransformationPreparedness,TransformationandEstablishmentofGreenfields

18 Microfinance service providers in the region include microfinance institutions, microfinance banks, non-bank financial institutions, NGOs and postal banks amongst other entities.

PreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):261,250(thisamountrepresentsdirectcostsfundedonlythroughtheTransitionFund).

Sub‐component2.1:AssistingMFIspreparefortransformationStatusofImplementation:‐AspartoftheproposalsubmittedtotheTransitionFund,IFCincludedadvisorysupporttoTamweelcom,aJordanianMFIontransformation.However,giventhedelayinapprovingandreceivingthefunds,IFChasalreadymovedaheadandconductedamissiontoTamweelcomanddevelopedareportonthebenefitsandchallengesoftransformationaswellasconductedaworkshopwithTamweelcom’smanagementandBoard(whichwascoveredwithparallelfunding).Also,linkedtothechangesinregulationandpossibilityfortransformation,Tamweelcomisnowfeelingmoreconfidenttodevelopnewproducts,includinglendingtoverysmallenterprises(VSEs)‐whichwillhelptoexpanditsmarketandimprovesustainability.However,itwasevidentduringarecentmissionthattheMFIstillneedsassistancetomoveeffectivelyintothismarket,soIFCisindiscussiontofinalizeaprojectunderTransformationthatwillconsistofprovidingtrainingandcoachingtoTamweelcom’sVSEunit/staffonhowtobetteranalyzesandservetheseenterprises.Thisactivitymayalsotakeplaceinthecomingreportingperiod.

Component3:ConsumerProtectionPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):142,500(thisamount


Sub‐component3.1:AssistingMFIsobtaintheSmartCampaignCertificationStatusofImplementation:‐TheaimofthiscomponentistoassistMFIsinJordandemonstratingthehighestlevelsofclientprotectionbyobtainingtheSmartCampaigncertification.Already,IFChasbeenindiscussionwiththeSmartCampaign,SocialPerformanceTaskForceandSanabel(theregionalmicrofinancenetwork)toagreeonascopeofwork.Inthecomingperiod,theIFCteamaimstoformalizethispartnership,andaswelltodevelopand(internally)approveanewregionalprojectconcept,includingaspecificfocusonpilotingthecertificationwithselectMFIsinJordanduringthefirstphase.Ithopestobeginimplementationofthesamebythebeginningof2016,butmayalsotrytoleveragetheupcomingSanabelregionalconferenceinEgypt(October2015)toannouncethenewinitiative.Component4:KnowledgeManagementPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):142,500(thisamount


Sub‐component4.1:Sector‐wideworkshopsandpublicationsStatusofImplementation:REGIONALWORK(alsomentionedinEgyptprogressreport)‐Overthecomingperiod,IFCexpectsto:

WorkwithSanabel(theregionalMFnetwork)toorganizetheannualSanabelconferencetobeheldinEgyptandincludeMFIparticipantsaroundtheregion.IFCwillplayastrongroleinshapingtheconferenceagendaandbringingspeakerstoshareitsglobalandregionalexpertise.TheconferenceisexpectedtoincludesessionsonthesubjectshighlightedintheTFproposal,includingnewregulations,transformationandriskmanagement,aswellaspotentiallyClientProtection/SmartCampaign.

PublishanddisseminateaReportsummarizingresultsofasurveyaboutriskdistributedamongMFIstakeholdersintheMENAregion,anddevelopedjointlybyIFC‐Sanabel

Conductaworkshop(inconjunctionwithSanabel)withMFIpartnersandstakeholdersontopicsrelatedtotransformation/commercialization,suchasmovinguptoservethegapinthemarketandtheneedtoforsupporttodevelopnewproducts(includingverysmallenterpriselending)andenhancecapacityinkeyareas

CompleteafirstdraftofthefindingsofasurveyonVerySmallEnterpriselendingintheregion,currentlybeingadministeredjointlybyIFCandSanabel.



Total(US$)


0 712,500 712,500


0 0 0


0 0 0


Year Jan‐June Jul‐Dec TotalbyYearEnd2015 N/A 35,000 35,0002016 50,000 75,000 125,0002017 125,000 175,000 300,0002018 252,500 N/A 252,5002019




19 IFC captures results after project closure



Unit of Measure

Baseline


Frequency

Data Source/ Responsibility for Data Collection


etc.) Jul 2015‐Jun 2016 (F)

Jul 2016‐Jun 2017 (F)

Jul 2017‐Jun 2018 (F)

YR 4 (F)19

Methodology

Businesses received business support/advisory services or financial investment



Intermediate Result: Risk Management and Transformation, Transformation Preparedness and Establishment of Greenfields

Business loans provided or guaranteed Number N/A

122,850 253,682 392,905 540,967

Annual MFIs IFC

Value of micro loans disbursed USD N/A

100,183,811 212,463,185 333,618,320 463,375,356 Annual MFIs IFC

Number of micro loans outstanding (non‐cumulative)

Number 107,998 122,850 130,832 139,222 148,063

Annual MFIs IFC

Outstanding microfinance loan portfolio of supported institutions (non‐cumulative)

USD

54,610,807 63,252,500 68,840,881 73,694,572 78,960,765

Annual MFIs IFC

Intermediate Result: Facilitating Knowledge‐Sharing Across the Microfinance Sector

Number of workshops, training events, seminars and conferences


Towardsinclusiveandopengovernments:Promotingwomen’sparticipationinparliamentsandpolicy‐makinginJordan

A. BasicProjectInformationActivityName:Towardsinclusiveandopengovernments:Promotingwomen’sparticipationinparliamentsandpolicy‐making

CountryName:Jordan NameofImplementationSupportAgency(ies):OECD


OECD:AndreasSchaal/TatyanaTeplova


OECD:[email protected];[email protected]

RecipientEntity:TheJordanianNationalCommissionforWomen

Dr.SalmaNimis

OrganizationandAddress:TheJordanianNationalCommissionforWomen,5118,AMMAN11183,JORDAN

Telephone:+00962(6)5560741

Email:[email protected](US$):633,333.00


Countryco‐financing:

Otherco‐financing:



5/19/2015


9/1/2015

ProjectClosingDate:

8/31/2018


PrimaryPillar:




ProjectDevelopmentObjective:TheprojectwillsupporttheeffortsofMENAcountriesintransitioninfosteringinclusivegrowth and good governance by leveraging open government policies and mainstreaming gender perspectives inparliamentaryoperationstomaximisewomen'sintegrationinpubliclifeandpolicy‐makingprocess.Morespecifically,theprojectaimsto“Promotewomen’sparticipationinparliamentsandpolicy‐making”by

4) Makinglegislaturestransparent,equitableandgender‐sensitiveand;5) Empowering(potential)womenparliamentariansandstrengtheningtheircapacityandskillsatthenational

andlocallevelsand;6) Improvingpublicconsultationcapacityofparliamentsandwomen’sCSOsinlaw‐makingprocesses.

Thiswillbecomplementedbyregularregionalpolicydialogueasanintegralpartofthisproject. Thisdialogueisacross‐cuttingelementforthecontinuityoftheknowledgesharingprocessforimplementationofreformsandtransformationontheground.Inthiscontext,“feedbackloops”or“learningloops”willofferamulti‐levelmechanismforinteractionandnewpolicyapproachesamongparliamentariansandpolicymakersintheregion.




CoordinationmeetingswithstakeholdersareplannedtotakeplaceduringJulytodiscuss(a)theimplementationmechanismsfor the project with the respective stakeholders, (b) the development of an overall project design, (c) the coordinationbetweeninternationaldonororganizations.

ThroughoutthevariousconferencecallsheldsincetheprojectwasapprovedonMay,theJordanianNationalCommissionforWomenhasdemonstratedstrongengagementandownershipintheprocess.ItisforeseenthatprojectinaugurationwilltakeplaceinSeptember2015.ItisalsoplannedtostarttherecruitmentprocessforandsetupoftheProjectImplementationUnitteaminSeptember.ThisdependsontheresultsofthecapacityassessmentofeachrecipiententitytobecarriedoutinJuly&Augusttodeterminetherequiredpersonnelforsuccessfullaunchandimplementationoftheproject.Furthermore,theOECDincooperationwiththeJordanianNationalCommissionforWomeniscoordinatingcloselytoidentifythefocalcontactsinpartnerinstitutions.InJune2015,backtobackwiththeOECDWeek,theOECDorganizedbilateralcoordinationmeetingswithrepresentativesoftheWomeninParliamentGlobalForumtodiscussthenextstepsofimplementationandcoordination.Anothercoordinationmeeting with USAID‐Jordan took place during the OECD Week, where parties agreed to coordinate closely on theimplementationoftheproject.TheOECDisalsocoordinatingwithUNWomenanditisplannedtoholdacoordinationmeetingin July. At the same time, the OECD is planning to hold coordinationmeetingswith DFID andNDI to learn about theirexperiencesandbuildontheachievementoftheirpreviousprojectsinthefield.ThisprojecthasbeenreportedtotheOECDPublicGovernanceCommitteeandExternalRelationsCommitteeanddiscussedatvariousregionalmeetingsorganised in the frameworkof theMENA‐OECDGovernanceProgramme;aprogrammethatprovidesaforumforthecoordinationofcountry‐anddonor‐ledactivitiesattheregionalandnationallevel.

C. ImplementationStatusofComponentsComponent1:Makinglegislaturestransparent,equitable,andgender‐sensitive.ThiscomponentwilladdressinternalandexternalfunctionsoftheParliament,bothasanemployerandalaw‐makerbyfocusingonensuringthegendersensitivityoftheparliamentaryworkplacepoliciesandelectionandparliamentaryprocessesPreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):200,105.00Sub‐component1.1:Mappingandanalysisofparliamentaryelectoralandworkplaceoperations,processesandpolicyframeworksthroughagenderlens,includinginselectedlocalelectioncouncils.StatusofImplementation:TheOECDisplanningtokickofftheprojectinSeptemberandstartthemappingexercisewithafactfindingmissionwithpeersfromOECDcountries.ThepurposeofthefactfindingmissionwillbetocollectdataontheparliamentaryprocessesandtoconductinterviewswithParliamentsecretariat,seniorpublicofficials,parliamentariansandinternationaldonororganization.Themappingexercisewillalsoincludethedisseminationofaquestionnaireongendersensitiveworkplaceoperations,processesandpolicyframeworks.ThemappingexercisewillbuildonthekeyfindingsoftheOECD‐CAWTARreport“WomeninPublicLife:Gender,LawandPolicyintheMiddleEastandNorthAfrica”ontheopportunities,challengesandbarriersforpromotingwomen’sparticipationinpubliclife.Sub‐component1.2:Providingcountry‐basedcapacitybuildingactivitiestoparliamentarians,selectedlocalelectoralcommitteesandsecretariatsStatusofImplementation:thefirstadvisorysession“Work‐lifebalancepolicies,includingarrangementsforparliamentarysitting times” for (20) representatives of parliamentary secretariat, parliamentarians and local elected officials, willtentativelytakeplaceinOctober2015.

Component2:Strengtheningcapacityandskillsofwomencandidates forparliament.Thiscomponentwilladdressbarriers facingwomen in theirpoliticalcareerandwillbuildon theaccumulatedknowledgeandgoodpractices tobuildcapacitiesofwomencandidateswiththerequiredsetofskillstoassumetheirrepresentativeroleeffectively.Itwillalsoaimtodevelopcapacitiesandstrengtheneffectivenessoffuturefemaleparliamentarians’responsetothegrowingexpectationsofthevoters.PreviousRating:NotApplicable CurrentRating:NotApplicable Cost(US$):223,642.00Sub‐component2.1:Conductingcountry‐basedassessmentoftheexistingopportunitiesandthecurrentchallengesfacedbywomencandidatesStatusofImplementation:Thissubcomponentwillbeimplementedinparalleltothesub‐component1atoaligntheoutputswiththecapacitybuildingneedsassessmentforthetrain‐the‐trainermodules.TheassessmentisscheduledtostartinSeptember.TheassessmentwillbuildonthekeyfindingsoftheOECD‐CAWTARreport“WomeninPublicLife:Gender,LawandPolicyintheMiddleEastandNorthAfrica”ontheopportunities,challengesandbarriersforpromotingwomen’s

participationinpubliclife.TheOECDisalsodeveloping“2015OECDRecommendationoftheCouncilonGenderEqualityinPublicLife”.ThedraftRecommendationaimstoapplytoinstitutionsatrelevantlevelsofgovernment.ItisintendedtoprovideusefulguidelinesforallMembersandnon‐MembersadheringtothedraftRecommendationseekingtoaddresschallengesandidentifygoodpracticesrelatedtofosteringgenderdiversityinpubliclife.Itoffersvaluableguidanceandinternationallyrecognisedbenchmarksongenderequality.Sub‐component2.2:Buildingwomen’scapacitiestoparticipateinelectionsandparliamentaryoperationsatnationalandsub‐nationallevelsStatusofImplementation:Thissubcomponentwillstartin2017.Component3:Strengtheningpublicconsultationcapacityofparliamentsandwomen’sCSOsinlaw‐makingprocessesThiscomponentwillfocusonbuildingcapacitiesofbothParliamentandcivilsocietytoeffectivelyengagewitheachotherinthe lawdraftingprocess, in response to the calls forgreateropenness, andgender responsivenessofpublic institutions,includingparliaments.Theseactivitieswillreinforcetheactivitiesproposedaspartthesub‐component2bonstrengtheninggender‐sensitivelawmakingcapacitiesPreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):119,004.00StatusofImplementation:Activitiesofthiscomponentisscheduledtostartin2016.

Component4:regionalpolicydialogueThe regional policy dialogue meeting is an integral part of this project. The regional policy dialogue will provide anopportunity to exchange lessons learned and good practices on leveraging open government to strengthen women’sparticipationinparliaments,makeparliamentsmoreopenandgender‐sensitiveandenhancewomen’sparticipationinthepolicy‐makingprocessandpromotenetworkingamongfemaleparliamentariansintheregionandOECDcountries.

PreviousRating:Not Applicable CurrentRating:Not Applicable Cost(US$):50,682.00StatusofImplementation:Theannualregionalmeeting“Gendermainstreaming:towardsinclusivegendersensitivepolicies”ofMENA‐OECDWomeninGovernmentPlatformwilltakeplaceinDecember2015withtheparticipationofMENAtransitionandOECDcountries,whichincludesrepresentativesofgovernments,parliaments,courtsandcivilsociety,aswellastheGlobalNetworkofWomenParliamentarians.


(x)


(y)

Total(US$)


593,433 593,433


0 0

ActualAmountDisbursed(c): 0 0

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2015 98,905.00 98,905.002016 98,905.00 98,905.00 197,811.002017 98,905.00 98,905.00 197,811.002018 98,905.00 98,905.00


Disbursed(US$) Available(US$) Total(US$) 39,900 39,900


Project Development Objective (PDO): Towards inclusive and open governments: Promoting women’s participation in parliaments and policy‐making

Indicators by Component Unit Baseline Cumulative Target Values Frequency Data Source/Methodology


Description (Indicator

Definition, etc) Jul 2015 –

Jun 2016

F

Jul 2016 –

Jun 2017

F

Jul 2017 – Aug

2018

F

Indicator 1: No. of assessments and

guidelines completed and approved

Quantitative Existing yes yes yes once Project progress

reports

Project

Implementation Team

(PIT).

Assessments,

reports, action

plans, roadmaps,

models of good

practices or

frameworks

designed to

enhance the

enabling

environment

Indicator 2: No. of internal regulations

and policy proposals endorsed

Quantitative Existing yes yes yes annually Project progress

reports Project

Implementation Team

(PIT).

Internal

parliamentary

operations,

parliamentary

secretariat

Indicator 3: No. of programs and projects

designed and implemented to promote

more gender sensitive and equitable

allocation of government resources

Quantitative none yes yes yes annually Project progress

reports Project

Implementation Team

(PIT).

Programmes and

projects that

support reform of

government

safety net

systems, subsidy

policies and other

related programs

and thereby

promote more

efficient and

equitable

allocation of

resources

Indicator4 : No. of public institutions

(Parliament, Government Bodies and

institutions) received support to conduct

mapping exercise of the current situation

Quantitative

none

20

40

160

annually Project progress

reports Project

Implementation Team

(PIT).

Government

bodies,

institutions and

local government

units received

support services

aimed at

increasing their

capacity to

delivery public

services to

constituents

Indicator5 : No. of trained


secretariat, parliamentarians, local

elected officials and women candidates

Quantitative none Yes Yes Yes annually Project progress

reports Project

Implementation Team

(PIT).

Public sector staff

received training

in various

thematic areas to

improve their

capacity for better

public service

delivery

Indicator 6: No. of CSOs, women or youth



Quantitative Existing Yes Yes Yes annually Project progress

reports Project

Implementation Team

(PIT).

Number of CSO’s

involved in public

consultations and

Number of

awareness

campaigns, hits on

the website and

regional meetings;

communication

strategies;

electoral

commissions and

parliamentary

secretariat


Component 1: Making legislatures transparent, equitable, and gender‐sensitive

Indicator 1: Parliament, Government

Bodies and institutions received support

to conduct mapping exercise of the

current situation

Qualitative yes n/a n/a

Once Project progress

report

PIT Mapping exercise

for gender

sensitive

parliamentary and

electoral

operations,

processes and

policy frameworks

Indicator 2: No. of trained


secretariat, parliamentarians and local

elected officials

Quantitative 40 80 100 Annually Project progress

report

PIT Number of

training seminars,

advisory sessions,

toolkits and

guidelines

Component 2: Strengthening capacity and skills of women candidates for parliament

Indicator 3: Studies, assessment, reports,

action plans, roadmaps, models of good

practices or frameworks endorsed

Quantitative yes yes n/a Once in 1st and 2nd

year

Project progress

report

PIT set of targeted

policy

recommendations,

supported by a

communication

strategy

Indicator 4: Women candidates for

parliamentary elections, youth groups

trained, engaged and empowered to

participate in public life

Quantitative 40 80 160 Annually Project progress

report

PIT training materials

for the trainers

developed during

the workshops,

training sessions,

feedback from the

training session

Component 3: Strengthening public consultation capacity of parliaments and women’s CSOs in law‐making processes

Indicator 5: CSOs, women or youth



Quantitative yes yes yes Annually Project progress

report

PIT CSOs, women or

youth groups

engaged and

empowered at the

central and local

level aimed at

increasing the

involvement of

these groups in

public policies

Indicator 6: Parliament and local elected

institutions received support services to

develop their engagement capacities

Quantitative Yes Yes Yes Annually Project progress

report

PIT Parliament and

local elected

institutions

received support

services aimed at

increasing their

capacity to engage

stakeholders,

including women’s

groups and

mainstream

gender sensitive

principles

Component 4: regional policy dialogue

Indicator 7: improved enabling

environment and institutional capacity

across the region

Quantitative 1 2 3 Annually Project Progress Reports

PIT Number of models of good practices

Indicator 8 : Documents produced and

endorsed at the regional level

Quantitative Yes Yes Yes Annually Project Progress Reports

PIT Studies, assessments, reports, action plans, roadmaps, models of good practices or framework

JordanCompetitivenessandInvestment

A. BasicProjectInformationActivityName:JordanCompetitivenessandInvestment

CountryName:Jordan NameofImplementationSupportAgency(ies):OECD,WBG


OECD:AndreasSchaal/Marie‐EstelleRey

WBG:NajyBenhassine/MohamedElShiaty/MohamedBaider


[email protected]; marie‐[email protected]

[email protected] ; [email protected] ; [email protected]

RecipientEntity:

MinistryofPlanningandInternationalCooperation

MinistryofIndustryandTrade

JordanInvestmentCommission


MukhalladOmari,HeadofCompetitivenessTeam,MOPIC,[email protected]

MahaAli,MinisterofIndustryandTrade,[email protected]

MontaserOklah,President,JordanInvestmentCommission,[email protected]



TotalAmountDisbursed(DirectandIndirectinUS$):WorldBank:278,209OECD:219,284

SteeringCommitteeApprovalDate:6/11/2014


ProjectClosingDate:8/1/2017


PrimaryPillar:




ProjectDevelopmentObjective:Inordertoattractmorequalityinvestment,Jordanmustimplementreformsthroughoutthe investment life cycle and the institutional mechanisms, through which investment policy is delivered. The projectproposeswelldefinedsupportinpreciseareasthatwillstrengthennationalandsectorcompetitivenessandattractmuchneededinvestmentintothecountry,whichwillhaveadirectimpactonemploymentandincome.Itiscomposedofactivitiesthataimatstrengtheningtheinvestmentrulesandregulationsbyassessingtheinvestmentframeworkwithaparticularfocuson the core protection provisions, the rules and conditions applying to foreign investors, the incentives regimes, andconsistencywithJordan’sinternationalinvestmentobligations.Theprojectwillalsostrengthentheinvestmentfacilitationprovisions and capacities by streamlining investment procedures for the entry of FDI into the host country through astrengthenedone‐stop‐shop.Inaddition,investmentauthoritieswillbeprovidedwithrecommendationsonhowtoimproveinternalproceduresandregulation,streamlinethedecisionmakingprocess,anddefineefficientprospectiveandestablishedinvestorservices.Theprojectisalsosupportingrelatedreformsinaspecificsector:renewableenergyandenergyefficiency(RE/EE).



BriefSummaryofProjectImplementationStatus:Theimplementationoftheprojectiswellontrack.Substantialprogresshasbeenachievedoncomponent1withanalysisconductedaroundtheinvestmentlegalframework,investmentprotectionandtherenewablesectorbytheOECDandcost‐benefitanalysisstartedbytheWBG,aswellasoncomponent2whereimplementationhasbeenaccelerated.

FollowingthelaunchoftheprojectinSeptember2014withtheorganisationoftheprojectsteeringgroup,asecondmajorstepintheimplementationoftheprojectwastheseriesofworkshopsheldfrom2to5March2015topresentthedeliverablesofthetwoISAsanddiscussworkplansforeachprojectcomponent.Thefollowingworkshopswereheld:WorkshopI–EnergyEfficiency/RenewableEnergy(OECD/WorldBank)WorkshopII–BestPracticesinOSSset‐upandoperations(WorldBank)WorkshopIII–InvestmentPromotionandFacilities(WorldBank)WorkshopIV–LegalInvestmentFramework:ChallengesandtheWayahead(OECD)Duringthatmission,bilateralmeetingswerealsoheld,inparticularwiththenewHeadoftheJordanInvestmentCommission(JIC)andtheMinisterofPlanningandInternationalCooperation.Aco‐ordinationmeetingwasalsoorganizedwithkeydonors(USAID,UE,UK),mainstakeholdersfromthegovernment(MoPIC,JIC),andtheprivatesector(JordanStrategyForum).Themeetingallowedensuringcomplementarity/synergyofactivities,inparticularwithUSAIDJordanCompetitivenessProject.Themeetingwasparticularlyconstructiveandreceivedpositivefeedbacksfromparticipants(Governmentanddonors).During the mission, to respond to the government priorities and address JIC’s agenda and timeline, it was decided toaccelerate three of the sixproject components. The remaining three componentswill continue in the originally plannedtimeframeoftheproject(3years).

OtheractivitiesconductedbytheISAsseparatelytocontinuetheimplementationofcomponent1,including:

theOECDWorkshopontherevisionoftheby‐lawonnon‐Jordanianinvestors(Amman,20May2015) Alocalfirmwashiredtodeliverthesurveyforthestudyoncost‐benefitanalysisforinvestors

Implementationofactivitiesundercomponent2havebeenexpedited,andarewellon‐track:

TheWBteamdevelopeddetailedrecommendationsonthetypeanddesignofOSSexploringdifferentoptionsthatcouldyieldbestresults,anddevelopeddetailedimplementationplansincludingrelatedguidesandmanuals.

Aroadmaptoset‐upinvestmentpromotionfunctionwithinJIChasbeendeveloped,andtheWBteamconductedthreeworkshopswithJICstaff,governmentagenciesoperatinginJIC,andprivatesectortodiscusstheInvestmentwindowdesignandrelatedservices.

AfirmwashiredtoassistJSMOintheupgrading/harmonizationofenergyefficiencystandardsandregulations.Ajoint‐ISAsmissionisplannedinSeptemberinAmmantoholdtheProjectSteeringGroupmeeting,takestockoftheprojectoutcomes, monitor the impact of the activities already delivered, plan the next activities and discuss continuation andexpansionoftheproject’ssupport.Co‐operationbetweenthetwoISAsisexcellentandactivitiesarecomplementary.Oneconcernworthflaggingatthisstageisthelimitedhumanresourcesinthenewly‐formedJIC.Thehiringprocessistakingalotlongerthanexpected,andtheprojectmayfindbottlenecksintheimplementationofsomeactivitiesinthefutureifJIC

staffingisfurtherdelayed.Also,forreformsundercomponent2tobearfruits,additionalfundingisrequired,andasaresult,theJordanianGovernmentwillsubmitseparatelyarequestforchannellingthefundsreleasedfromtheEIBprojecttotheJordanCompetitivenessandInnovationProject.

C. ImplementationStatusofComponentsComponent1:The Component 1 supports the implementation of improved investment rules and regulations, both fordomesticandforeigninvestors,atthenationallevelandintheselectedpilotsectorofRE/EE.Theinvestmentframeworkwillbeassessed,withaparticularfocusonthecoreprotectionprovisions,therulesandconditionsapplyingtoforeigninvestors,theincentivesregimeandtheconsistencywithJordan’sinternationalinvestmentobligations,issuesofspecialimportanceforthefollow‐upoftheOECDInvestmentCommitteerecommendations.Basedontheassessmentoftheinvestmentrulesandregulations,policyadviceandrecommendationswillbeelaboratedtoimplement,improveandstrengthenthereforms.PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):750.000Sub‐component1.1:AnalysisofandadviceonthelegalinvestmentframeworkofJordan(OECD)StatusofImplementation:ThefirstsubstantiveoutputoftheOECDwasthe“AnalysisofthenewInvestmentLawwithafocusontheprotectionofinvestment”. The study provides a comparative overview of the main features of both the former and the new legalinvestmentregimesandshowstheimprovementsbroughtaboutbytheenactmentoftheInvestmentLawNo.30ofOctober2014. It also assesses the protection provisions contained in the Law, based on a comparisonwith international goodpracticesandOECDstandardsand identifiesareas for future improvement in thenewlaw. Itprovidespolicyoptions forimplementingandforstrengtheningfurtherthelegalandregulatoryenvironmentinJordan.ThestudywaspresentedanddiscussedduringtheWorkshopon“LegalInvestmentFramework:ChallengesandtheWayahead”heldon4March2015.Sub‐component1.2:InvestorProtectionandRestrictionsAnalysis(OECD)StatusofImplementation:ThesecondsubstantiveoutputoftheOECDisthe“AnalysisofJordan’sinvestmentregimewithafocusonrestrictionsto foreigndirect investment”. It supports the government in the upcoming revision of the By‐Law on Non‐JordanianInvestors. In light of recognised international investment policy principles and practices and on the basis of the OECDRegulatory Restrictiveness Index, the report provides concrete policy advice for the revision of the by‐law, a countrycomparativeoverviewofJordan’smainregulatoryrestrictionstoFDI,apreliminaryassessmentofthepotentialeffectsofsuchmeasures,andpolicyadviceonthedefinitionofforeigninvestors,tobeintroducedintheby‐law.TherecommendationsofthestudywerepresentedanddiscussedattheWorkshopontherevisionoftheby‐lawonnon‐Jordanianinvestors,on20May2015.Keystakeholdersandlegaladvisorsinchargeofdraftingtheby‐laws(includingtheHeadofJIC,theJICLegalDepartment,legalcounsellorsoftheMinistryofIndustryandTrade,expertsfromtheUSAIDJordanCompetitivenessProjectandrepresentativesoftheITsector)attendedtheworkshopandpositivelyreceivedthereport.Thedraftingteaminchargeofpreparingtheby‐lawonforeigninvestmentiscurrentlyrevisingtheexistingregulationinlightoftheoutcomesoftheworkshop.Technicaladviceonthedraftby‐lawonFDIrestrictionswillbeprovidedbyOECDasafollowtotheworkshop.NextstepsoftheOECDsupport:

Commentontherevisedby‐lawonnon‐Jordanianinvestors Contributiontothepromotionaltools(e.g.InvestorGuide,brochure,website)oninvestorprotectionbasedonthe

OECDanalysisoftheInvestmentLaw Capacity‐buildingondisputesettlement (improvementof the legal framework,preventionmechanismsandcase

management)PolicyadviceonamodernizedModelBIT,capacity‐buildingforfuturetreatynegotiationsSub‐component1.3:ACost‐BenefitAnalysisoftheIncentivesRegime(WB)StatusofImplementation:TheWBteamisconductingacost‐benefit‐analysisofincentivesofferedtoassesstheireffectivenessinachievingthedesiredpolicyoutcomes.Preparationactivitieswerelaunched,including(a)collectionofdataandinformationontaxexpenditureandcostofincentivesfromtaxandcustomsauthorities;(b)preparationoftargetlistforinvestormotivationsurvey(IMS);and(c)alocalsurveyfirmtoimplementIMShasbeenhiredalready.The Government team is aware that he tight deadlines set for some by‐laws/regulations are affecting their quality: Forexample,thenewsetofinvestmentincentivesisnotbasedoncost‐benefitanalysisofthecurrentsetofincentives.Sofar,the

Government team is committed to revisit/improve such regulations in the medium‐term once the JCIP activities areconcludedtoincorporatemainrecommendationsoninvestmentincentives.Sub‐component1.4:AssessmentofpolicyandlegalbarrierstotheRenewableEnergy/EnergyEfficiencysector(OECD)StatusofImplementation:TheOECDiscurrentlydraftingtheJordanCleanEnergyInvestmentPolicyReviewbasedonthegovernment’sneedsandprioritiesidentifiedduringthemissioninAmman(3‐5March)throughbilateralmeetingswithkeystakeholdersincludinggovernmentofficials,privatesectoranddonorswhowelcomedtheproject.ThescopeoftheReviewwaspresented,discussedandapprovedduringtheWorkshopon“Renewable Energy and Energy Efficiency” heldon4March2015.TheReviewaimsatprovidingpolicyrecommendationsforimprovinginvestmentframeworkforprivateinvestmentinrenewable‐energybasedelectricitygeneration,withafocusoncoherenceofinvestmentincentivesforrenewableenergy,gridaccess,enforceabilityintheprocurementprocessanddonorcoordination. Tofactorinkeyconcernsofvariousstakeholdersonpolicyrestrictionstorenewableenergyinvestment,theOECDhasconductedin‐depthinterviewswithkeygovernmentofficials,topdownstreaminvestorsandmajordonorsincludingUSAID.Inparticular,theintervieweesfromprivatesectorincludethosewhohavebeenheadingmajorrenewableenergyprojectsinJordanincludingthe117MWTafilaand90MWFujeijwindfarmprojects,andthe52.5MWShamsMa’ansolarPVproject.TheReviewwillbepresentedattheInvestmentCommitteeoftheOECDthisfallforreviewandcomments.AnOECDexperts’mission is thenplanned topresent theReviewto Jordanianauthoritiesandconductapolicydialoguewithvariousstakeholderstodiscussimplementationoftherecommendations. Component2:SupporttostrengthentheinvestmentserviceprovisionandcapacitiesThecomponentfocusesonstrengtheningthecapacitytoprovideinvestmentfacilitation,investorprotection,trackingandaftercareservicesbuildingonexperiencesfromtheregionandothercountries.Thecomponentproposesthestreamliningofinvestmentprocedures for theentryofFDI into thehostcountry throughastrengthenedone‐stopshop.The investmentauthorities will be provided with recommendations to improve internal procedures and regulations, streamlining thedecisionmakingprocess,anddefiningefficientprospectiveandestablishedinvestors’services.Theservicesinclude,interalia,promotion,one‐stopshop,aftercareservices,marketresearch,andpolicyadvocacy.Basedontherecommendations,ActionPlanswillprovideanexactroadmaptoimprovethepromotioncapacitiesandservicestoinvestors.TheprojectwillnotbeprocuringtheITsystem.PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):300.000Sub‐component2.1:Simplificationoftheinvestorentry(WB)StatusofImplementation:TheWBteamacceleratedactivitiesunderthissub‐componenttomakesurethatJICcanmeetthedeadlineofopeningtheinvestmentwindowwithinsixmonthsoftheissuanceofthenewinvestmentlaw.TheWorldBankteamconductedananalysisof the existingOSS, developeddetailed recommendations on the appropriate type anddesignofOSS exploringdifferentoptionsthatcouldyieldbestresults,anddevelopeddetailedimplementationplansincludingrelatedguidesandmanuals.Threeconsultativeworkshopswith JICstaff,governmentagenciesoperating in JIC,andprivatesectorwereconductedtodiscusstheInvestmentwindowdesignandrelatedservices.Asoft‐openingofthenewinvestmentwindowtookplacealreadyinMay2015.Nowthatthephysicallayouthaschanged,thefocuswillnowshifttothemoredifficultaspectsofthereform.The immediate next step now is to create a system that allows for investor identity management, investment servicemanagement,dynamicformgeneration,applicationtrackingandcasemanagement/archiving.Acomprehensivereformroadmapfromlegal,organizationalandtechnologicalperspectivewasprovidedtoJICtosimplifyinvestorentry,andachievemoretransparentandinvestor/businessfriendlyenvironmentinJordan.Foratransformationalchangeintheinvestorexperience,deeperreformswillberequiredincludingprocesssimplificationandautomationwithinmultiplegovernmententitiesbeyondJIC,whichwillrequireadditionalresourcesandincreasedcoordinationbeyondJICandMoTI.Sub‐component2.2:Strengthenedservicestoinvestors(WB)StatusofImplementation:A needs assessment of the investment promotion function was conducted in March 2015, and recommendations wereprovidedinrelationtothestructure,staffingandtools/platformsrequiredfortheinvestmentpromotiondirectorate.Closecoordinationwith the EU consultant is ongoing to finalize the detailed structure and jobdescriptions of the investmentpromotiondirectorate,Nextstepsarelinkedincapacitybuilding,andhelpingJICinthedevelopmentofaninvestoroutreachcampaign.Thehiringprocessistakingalotlongerthanexpected(andtheinvestmentpromotiondirectorateissufferingthemost).BottlenecksintheimplementationofsomeprojectactivitiesmayhappeninthefutureifJICstaffingisfurtherdelayed.

Sub‐component2.3:BuildingtheRE/EEcapacities(WB)StatusofImplementation:ThescopeofworkwasagreedwiththeJordanStandardsandMetrologyOrganization(JSMO),andmultiplemeetingswiththedifferentdonorswereconductedtoensurecomplementaritywithotheractivitiesinthisspace.ThescopeincludesassistingJSMOinupdatingitsEEtechnicalregulationsandstandardsforelectricalappliances,andharmonizing/transposingthemwithEUregulation,andcapacitybuilding.Thescopealsoincludesthedevelopmentofapolicyframeworkandactionplanforwaterpumpenergyefficiency.An international firmwashired inApril 2015; a kick‐offmeeting tookplace inMay2015, and the inception reportwassubmitted in June2015.Thenextstepswillbeestablishing thegapsbetweencurrent JordanianandEUregulations,andconducting a preparedness assessment with regards to the drafting of new regulations, test procedures, monitoring,verification,enforcementandregularupdates.Component3:Reformimplementationsupportand coordination(WB)Thiscomponentwillsupportreformimplementationthroughalocalstaff,aprojectsteeringgroup,thesettingupofapublic‐privatedialoguemechanismandensuremonitoringandevaluationofprojectactivities.PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):500.000StatusofImplementation:ImplementationissupportedbyaWBGteambasedinAmmanandtheMENAregion,ensuringclosecoordinationandtimelyresponsetoGOJneeds,aswitnessedintheabilitytosignificantlyaccelerateactivitieswhenneeded.WiththelocalWBteampresenceinAmman,andduetotheincreasingfundingrequirementsforactivitiesundercomponent2,theWBteamreallocatedasignificantpartofcomponent3fundingtocomponent2.ThefirstphaseoftheinvestorentryreformfocusedonJICinternalprocessesonlyandlefttheprocessesmanagedbygovernmentagenciesrepresentedinJICtoalaterphase.Forsuchreformtobearfruits,additionalfundingisrequired,andasaresult,theJordanianGovernmentwillsubmit separately a request for channeling the funds released from the EIB project to the Jordan Competitiveness andInnovationProject(component2).


(x)


(y)

Total(US$)


OECD:630,000WB:920,000

OECD:630,000WB:920,000


WB:920,000OECD:9,705

WB:920,000OECD:9,705

ActualAmountDisbursed(c): WB:235,02320OECD:176,696

WB:235,023OECD:176,696

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2015 WB:200,000

OECD:120,000WB:200,000

OECD:120,0002016 WB:200,000

OECD:100,000WB:200,000

OECD:100,000WB:400,000

OECD:200,0002017 WB:85,977

OECD:90,000OECD:43,304 WB:85,977

OECD:133,304

F. DisbursementsofFundsforIndirectCosts(US$)Disbursed(US$) Available(US$) Total(US$)

20WBCommitmentsstandatUSD225,866

WB;43,186OECD:42,588

WB:100OECD:3,412

WB:43,286OECD:46,000


ProjectDevelopmentObjective(PDO):TheprojectaimstosupporttheGovernmentofJordaninstrengtheningthereformimplementationcapacityofselectedinstitutionsresponsibleforinvestmentpolicy,promotionandservices.


Baseline


Frequency

DataSource/

Methodology



definitionetc.)Aug2014–Jul2015(A)

Aug2015–Jul2016

Aug2016–Aug2017

YR4 YR5

IndicatorOne:Adoptionofastrategicplantoimplementanewinvestmentframework;

Binary No No Yes Onetime ISAs

IndicatorTwo:EndorsementoftheActionPlantoimproveservicestoinvestors;

Binary No No Yes Onetime ISAs

IndicatorThree:EndorsementofanActionPlantoimproveservicestoinvestorsintheRE/EEsector.

Binary No No No Yes Onetime ISAs

IndicatorFour:RegularmeetingsofaPublicPrivateDialoguegrouponCompetitivenessandInvestment.

Binary No No Yes Yes Yearly ISAs

INTERMEDIATERESULTS

IntermediateResult(ComponentOne):Supporttostrengthentheinvestmentrulesandregulations

IntermediateResultindicatorOne:Submissionofrecommendationstoensurecoherenceofinternationalinvestmentobligationsforendorsement

Binary No No Yes OnetimeProjectReports

ISAs

IntermediateResultindicatorTwo:EndorsementoftheCostBenefitAnalysisoftheIncentivesRegimeandrelatedreformrecommendations

Binary No No OnetimeProjectReports

ISAs

IntermediateResultindicatorThree:Participantstothetechnicalworkshopsondraftingofthebylawonforeigninvestments

Binary No Yes Yes OnetimeProjectReport

ISAs

IntermediateResultindicatorFour:SubmissionofrecommendationsonhowtostrengtheninvestmentframeworkinEE/REsectorforendorsement.

Binary No No Yes OnetimeProjectReport

ISAs

IntermediateResult(ComponentTwo):Supporttostrengthentheinvestmentserviceprovisionandcapacities

IntermediateResultindicatorOne:AdoptionofanActionPlantoimproveinvestorservices.

Binary No Yes Yes OnetimeProjectreport

ISAs

IntermediateResultindicatorTwo:NumberofstudytourstoOECDandMENAinvestmentpromotionagencies.

Number No n/a 3 n/a InYR2Projectreport

ISAs

IntermediateResultindicatorThree:Numberofparticipantsinworkshopsoninvestmentpromotionfunctionsandtools.

Number No n/a 20 10 YearlyProjectreport

ISAs

IntermediateResultindicatorFour:AdoptionofanActionPlantoimproveservicestoinvestorsintheRE/EEsector.

Binary No n/a Yes OnetimeProjectreport

ISAs

Intermediate Result (Component Three): Reform Implementation Support and Coordination

Intermediate Result indicator One: Number of PPD workshop

participants (public and private

sector) to discuss

competitiveness and investment.

Number No n/a 30 40 Yearly Project

Report ISAs

Intermediate Result indicator Two: Monitoring and evaluation

reports prepared and published

regularly on schedule.

Binary No n/a Yes Yes Yearly Project

Report ISAs

SupporttoBuildingActiveLaborMarketProgram

A. BasicProjectInformationActivityName:Support to Building Active Labor Market Program (ALMP) (P145241)CountryName:Jordan NameofImplementationSupportAgency(ies):World BankNameofISAProjectLeader:Setareh Razmara EmailofISAProjectLeader:[email protected]:Employment, Technical and Vocational Education and Training (E-TVET) Fund


Bashar Soboh (PMU Director) [email protected]

TotalAmountApprovedbytheTransitionFund(US$):4.75M

AdditionalFundsLeveragedandSource(s),ifany(US$):Enterco‐financingamountsandsourcesofthesefunds

TotalAmountDisbursed(DirectandIndirectinUS$):1,019,215.44

SteeringCommitteeApprovalDate:5/15/2013


ProjectClosingDate:12/31/2015[extensionfortheclosingdatetoJune30,2017hasbeenclearedbythesteeringcommitteeandapprovedbytheCountryDirectoronJuly7,2015]



InvestinginSustainableGrowthChooseanitem.Chooseanitem.


ProjectDevelopmentObjective:The project development objective is to increase access to career guidance, job search, and on the job training among targeted youth.Ratingforprogresstowardsachievementofobjective:

Satisfactory

Ratingforoverallimplementationprogress:

Satisfactory

BriefSummaryofProjectImplementationStatus:Overall, satisfactory progress has been achieved since January 2015 in the implementation of the project. Most noteworthy achievements to date include: (i) the finalization by the Project Management Unit team and endorsement by the Bank of the Project Operations

Manual which provides details on implementation of all project components and is a condition of disbursement for the Job Readiness and Placement Program (JRPP);;

(ii) the implementation of delivery of counseling manuals for the School to Work Program has kicked off, the training of trainers (TOT) and counselors has already been completed, and two counseling forums for university graduates in the targeted governorates were organized and attended by more than 1,800 university students;

(iii) the preliminary version of the Electronic Labor Exchange (ELE) is ready and TOT has begun to enable collection of feedback for fine-tuning of the Portal before the official launch planned for August 2015;

(iv) the design of the Job Voucher program for JRPP has been finalized and the recruitment process for the management firm and the employability skills training is ongoing;

(v) an employer needs assessment has been prepared in the three governorates where the JRPP will be piloted to better understand the needs of the employers for hiring youth;

(vi) the external auditor for the project was recruited on time and the first audit report covering the period from November 28, 2013 to December 31, 2014 was sent to the Bank on April 26, 2015 and found acceptable to the Bank.

(vii) Most TORs for various activities of the project were completed and consultants have been hired, or are being selected (out of the twenty-six procurement activities planned in Components 1,2,&3, fourteen contracts have been procured and are currently in progress, seven activities are in the procurement process, three activities are planned, and two activities have been successfully completed).

(viii) the project’s disbursement has increased and is currently at 17%. This is expected to increase further as the assignments for the “School career counseling and guidance” (Component 1) and “Electronic labor exchanges” (Component 2) will be fully completed and paid off before end of 2015 and the implementation of activities for the “Job readiness and placement” (Component 3) will kick off in fall 2015.

While most of the key elements/milestones of the program are on track, it should be noted that the hiring of the management firm, the hiring of the placement firm, and the new hiring of the Financial Officer are critical for the project’s timely delivery; these should be completed in August 2015 to maintain the project timeline as well as the current momentum towards successful project completion. In addition, the Bank team is currently applying for additional funding to finance a rigorous impact evaluation of the Job Voucher program to measure the program’s impact on earnings and employment of beneficiaries. To follow up on the implementation of the activities agreed upon in the implementation plan and provide continuous technical support to the PMU team, regular video and audio conferences are being held between the World Bank team and the PMU team. A restructuration of the project to extend the closing date for 18 months from December 30, 2015 until June 30, 2017 was requested and endorsed by the Transition Fund Steering Committee on May 19, 2015. This extension, approved by the CD, is necessary to ensure successful implementation of the project and achievement of its development objectives. The results framework have not be changed in the restructuring. A slight adjustment has been made with regards to the definition of the beneficiaries of the career counseling/guidance services, now including university students of all levels, instead of limiting it to those in their final years. The extension is budget neutral for the Bank as the E-TVET Fund has agreed to cover the additional cost of the employability skills training (for an additional 1,000 youth) and the existing project savings are expected to cover all PMU salaries for the additional 18 months. The next supervision mission is planned for fall 2015 and is expected to be a mid-term review mission.

C. ImplementationStatusofComponents21

Component1:SchooltoWorkProgram(STW)PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):0.73 millionSub‐component1.1:CareerCounselingServices&JobFairsStatusofImplementation:The International Youth Foundation (IYF) was selected to implement the career counseling services and they have already completed the training of trainers (TOT) and counselors. Moreover, two counseling forums/job fairs for university graduates in the targeted governorates were organized and attended by more than 1,800 university students. The procurement process for the refurbishment of the employment offices and counseling centers in the targeted governorates is ongoing and the implementation is expected to be completed by before end 2015.

21Includeforeachcomponent:(i)qualitativeachievements,(ii)keymilestones(currentorfuture),(iii)anysignificantchangesinprojectcomponentsorbudgetreallocations,andasapplicable(i)reasonsforimplementationdelays,(ii)implementationchallenges,(iii)fundingstatus,and(iv)otherrelevantinformation.

1878 beneficiaries were reached from the career counseling sessions organized in two of the five targeted universities: beneficiaries from Yarmouk (994 students of which 63% are females) and Hussien Ben Talal (884, of which 90% are females). The career guidance and counseling in the remaining universities will be launched by the end of July 2015. Implementation of career counseling in Ministry of Labor Employment Directorates has just started.Sub‐component1.2:NeedsassessmentreportfortargeteduniversitiesandemploymentofficesStatusofImplementation:The Needs Assessment Report for the targeted universities and employment offices was completed and accepted by the Bank. A mapping matrix and a detailed specification of needs and budget have been prepared. Sub‐component1.3:Upgrading career guidance offices at universities and employment offices of the MOL in the targeted governorates including Irbid, Zarka, Maan, Mafraq, and Tafila.StatusofImplementation:The refurbishment will be procured as one activity with different lots for small maintenance and purchase of equipment and furniture. The procurement for the refurbishment of the Employment offices of MOL has been launched and is expected to be completed by fall 2015. Sub‐component1.4:Communication strategy and campaign for Irbid, Zarka, Maan, Mafraq, and Tafila.StatusofImplementation:it was agreed to bundle the communication strategy of the three components of the project. The communication strategy has been launched, including flyers, posters, and ads and is ongoing.

Component2:MarketInformationandJobSearchProgram(MIJS)PreviousRating:Satisfactory CurrentRating:Satisfactory Cost(US$):0.68millionSub‐component2.1:Customization of the Electronic Labor Exchange (ELE) Portal and job-matching engineStatusof Implementation:The customization of the Electronic Labor Exchange (ELE) Portal and job-matching engine has progressed considerably and the preliminary version of the Portal, with the job-matching engine integrated, is already available with more than 400 pages and 28 reports. The Trainings of Trainers [TOTs] are ongoing with a substantial number of trainers being trained, while two awareness workshops have been organized for employers on the ELE portal and the job matching engine to collect feedback and comments on the Portal for potential readjustments. The official launch of the Jobs Portal is planned for August 2015. In addition, two TOTs sessions on the Tamheed Psychometric Tool were held and 56 career counseling advisors were trained. 80 staff members from MOL and KAFD have been trained on the expanded services of ELE including the psychometric tool “Tamheed” which is a part of career guidance services on the portal. The contracted firm also trained 8 TOTs. These TOTs are expected to train about 100 staff (from MoL and KAFD). Sub‐component2.2:Communication strategy and campaign for the whole countryStatusofImplementation:it was agreed to bundle the communication strategy of the three components of the project. The communication strategy has been launched, including flyers, posters, and ads and is ongoing.Sub‐component2.3:EnternameandbriefdescriptionStatusofImplementation:Provideupdateonimplementationstatus

Component3:JobReadinessandPlacementProgram(JRPP)PreviousRating:Satisfactory CurrentRating:Moderately

SatisfactoryCost(US$):2.87million

Sub‐component3.1:Employers’needsassessmentStatusofImplementation:An employers’ needs assessment with the objective to better understand the needs of the employers for hiring youth has been implemented in the three governorates where the Job Voucher program (JRPP) will be piloted. This is an important milestone for the design and implementation of the voucher program, including the targeting of beneficiaries and the matching/intermediation of beneficiaries with employers and firms. Sub‐component3.2:Implementationofskillstrainingandon‐the‐jobtrainingwithwagesubsidyvouchersStatusofImplementation:

The fine-tuning of the design features of the voucher program (eligibility, payment system, monitoring, etc.) was completed. The TORs for the Employability skills training has been prepared and cleared. The recruitments for the firm to implement the basic employability skills training, the management of the wage vouchers, and the placement of youth beneficiaries are ongoing and expected to be completed in August 2015. Implementation is expected to kick off as soon as theses recruitments are finalized and contracts signed. . Sub‐component3.3:CommunicationStrategyStatus of Implementation: As mentioned above, it was agreed to bundle the communication strategy of the three components of the project. The communication strategy has been launched, including flyers, posters, and ads and is ongoing.

D. DisbursementsofTransitionFundFundsforDirectProjectActivities22 Country‐Execution(US$)

(x)

DirectCost23 forISA‐Execution(US$)

(y)

Total(US$)


4,750,000 0 4,750,000


4,750,000 0 4,750,000


826,660.47 0 826,660.47

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)24

Year Jan‐June Jul‐Dec TotalbyYearEnd2013 2014 US$500,000 US$500,0002015 US$500,000 US$1,000,000 US$1,500,0002016 US$1,250,000 US$1,250,000 US$2,500,0002017 US$250,000 ‐‐ US$250,0002018 2019


Disbursed Available TotalUS$192,554.97 US$2,445.03 US$195,000

22Fundsfordirectprojectactivitiesshouldincludeapprovedallocationsforbothcountry‐andISA‐executedactivities.23ISAdirectcostsarethosecostsrelatedtotheISA’sdirectprovisionoftechnicalassistancewithintheproject.PleasealsorefertoParagraph47oftheOperationsManualat(http://www.menatransitionfund.org/content/apply‐funding)24Enteractualdisbursementsforyearspast.


Project Development Objective (PDO): The project development objective is to increase access to career guidance, job search, and on the job training among targeted youth.


Measure

Baseline (A)

Oct2013‐Dec.

2014

Cumulative Target

Values** Frequency

Data Source/

Methodology

Responsibility


definition etc.)

Jan 2015 –

Dec.

2015(F)

Jan.

2016‐

Dec

2016(F)

Indicator One: Total Direct project

beneficiaries:

(a) Total; and (b) Of which are female

Number

Percentage

0 5,200

50

13,700

50

Yearly Administrative

data

Online database

PMU in MOL with

collaboration of

KAFD/ETVET‐Fund

and SSC

Sum of beneficiaries of school to

work program, revamped ELE

and job readiness and

placement program

Indicator Two: Beneficiaries of career

guidance and counseling

(a) Total (b) Of which are female

Number

Percentage

0

3000

50

10, 000

50

Yearly Administrative

Data

PMU/MOL/KAFD Beneficiaries = students in the

final years of community college

& university and unemployed

youth in employment offices of

MOL

Indicator Three: Beneficiaries of

revamped Electronic Labor Exchange


Number

Percentage

0

1,000

50

2,500

50

Yearly Online database PMU/MOL/KAFD Beneficiaries = those who

accessed the revamped ELE

Indicator Four: Beneficiaries of Job

Readiness and Placement Program


Number

Percentage

0 1,200

50

1,200

50

Yearly

Administrative

data

PMU with

collaboration of

MOL/KAFD/ETVET

‐Fund and SSC

Beneficiaries = at least one year

unemployed graduate youth

(19‐25 years) from community

college and university

Indicator Five: Beneficiaries of Labor

Market Programs 25

(a) Total (b) Of which female

Number

Percentage

0 5,200

50

13,700

50

Yearly

Administrative

data

PMU Same as the total beneficiaries

of the project.


Intermediate Result (Component One): School to Work Program (STW)

Intermediate Result indicator One:

Refurbished career counseling centers

in universities and employment

offices

Number 0 5 10 Yearly Administrative

data

PMU/MOL/KAFD/

Universities

Career counseling centers in

selected universities, and

employment offices

Intermediate Result indicator Two:

Trained counselors in universities and

employment offices

Number 0 10 20 Yearly MOL /Universities

database

PMU/MOL/KAFD/

Universities

Counselors in universities and

employment offices

Intermediate Result indicator Three:

System for collecting feedback from

beneficiaries in place

Yes/No NO NO Yes End of project

Beneficiaries of

career counseling

PMU/MOL Based on the beneficiary review.

Intermediate Result (Component Two): Market Information and Job Search Program (Electronic Labor Exchanges)

Intermediate Result indicator One: Staff trained on revamped ELE


data

PMU Staff in universities and

employment offices.

Intermediate Result indicator Second: number of awareness campaigns on

revamped ELE


data

PMU Awareness campaigns to

promote use of revamped ELE

Intermediate Result (Component Three): Job Readiness and Placement Programs

Intermediate Result indicator One: Beneficiaries to complete skills training


data

PMU ETVET Beneficiaries: unemployed

university or community college

graduates who have been

unemployed for a year or more

Intermediate Result indicator Two:

25 Total beneficiaries of Labor Market Programs are limited to the project and equal to total direct project beneficiaries.

Beneficiaries satisfied with on the job

training program Percent 0 20 50 Baseline and

Final

Impact evaluation PMU/ETVET‐Fund Based on impact evaluation of

the voucher program (baseline

and final)


EnhancingGovernanceandStrengtheningtheRegulatory&InstitutionalFrameworkforMSMEDevelopment

A. BasicProjectInformationActivityName:EnhancingGovernanceandStrengtheningtheRegulatoryandInstitutionalFrameworkforMSMEDevelopmentTransitionFund

CountryName:TheHashemiteKingdomofJordan

NameofImplementationSupportAgency(ies):

TheWorldBankinpartnershipwiththeArabFundforEconomicandSocialDevelopment(AFESD)

NameofISAProjectLeader:SaharNasr(outgoingTTL),LailaAbdelkader(incomingTTLasofJune2015)

EmailofISAProjectLeader:[email protected]; [email protected]

RecipientEntity:TheCentralBankofJordan NameandEmailAddressofRecipientEntity:[email protected]





12/5/2013


3/15/2014

ProjectClosingDate:

8/31/2018


PrimaryPillar:


SecondaryPillar(s): EnhancingEconomicGovernanceInclusiveDevelopmentandJobCreationChooseanitem.


ProjectDevelopmentObjective:Theprojectdevelopmentobjective(PDO)istoenhancefinancialservicesandproductsandtostrengthenfinancialprotectionmechanismforMSMEs,whileenhancinggovernance. Ratingforprogresstowardsachievementofobjective:

ModeratelySatisfactory


BriefSummaryofProjectImplementationStatus:Positivestrideshavebeenmaderegardingprojectimplementation;howevermorestillneedstobedone.CBJiscurrentlyplanninganumberofstudytours,inadditiontotheestablishmentofvariousnewspecializedunits. They are also in the process of hiring consultants for hands on training and capacity building,especiallyinthecontextofconsumerprotectionandfinancialliteracy.Hence,disbursementsareexpectedtospeedupverysooninthenearfuture.OnthecreditguaranteecomponentimplementedbyJLGC,greatprogresswasachieved,incollaborationwithIFC.

C. ImplementationStatusofComponentsComponent1:StrengtheningCreditGuaranteesSchemesPreviousRating:Satisfactory CurrentRating:Moderately

SatisfactoryCost(US$):1million

Sub‐component1.1:OrganizationandHumanResources.StatusofImplementation:TherearesignificantgapsthatneedtobeaddressedinorderfortheJLGCtogaintherequiredcompetencies,andenhanceitschancesforthesuccessfulimplementationofthechangeinitiatives.Inthisrespect,JLGChasrecruitedtworesidentadvisors,oneforriskmanagement(toimplementandmanagetheriskframeworktransformationandreformthepaymentrules),andasecondforproductandbusinessdevelopment(tohelplaunchnewproductsandrevamptheexistingones,aswellasoverseeexecutionofstrategicenablers).Athirdmarketingadvisorwillbehiredsoon.TheseresidentadvisorswouldtrainJLGCstaff,andimprovetheirtechnicalknow‐howforchangestobesustained.Sub‐component1.2:Analyticsandsystems.StatusofImplementation:JLGChasalreadyprocuredanEnterpriseResourcePlanning(ERP)system;andenhancedtheirdatawarehousingandanalyticsgeneratingsystems;andareintheprocessofimprovingtheirManagementInformationSystem(MIS)mechanism,andincreasingprocessautomationandbuildinginterfaceswithbanks.JLGChaveacquiredhardwareandsoftwaretosupportallthegrowthinitiatives. Sub‐component1.3:Knowledge.StatusofImplementation:JLGCwillsignificantlybenefitbylearningfrombestpracticeguaranteeschemesaroundtheworld.JLGCteamhasalreadyattendedstudytoursinMalaysia,Morocco,TunisiaandLebanon,andtheyareplanningadditionalstudytoursintheupcomingyears.Sub‐component1.4:Capacitybuildingforbanks.StatusofImplementation:Thereisaneedtobuildthefrontlinepeople’scapacityatbanksthroughtraining,inordertoallowthemtobetterunderstand,bundleandselltheproductsandschemesthatwouldbelaunchedbyJLGC.InthisrespectJLGCisplanningworkshopsforbeneficiarybanksinthenextfewmonths.Component2:EnhancingtheConsumerProtectionMechanismPreviousRating:Satisfactory CurrentRating:Moderately


Sub‐component2.1: EstablishmentofaConsumerProtectionUnitatCBJStatusofImplementation:ThisdivisionwasestablishedwithintheBankingSupervisionDepartment,tosupervisethecompliancewithconsumerprotectionregulations(includingthenewTreatingCustomersFairlyInstructions),andtohandlecomplaints.Thiswillbedonebyconductinganassessmentofthecapacitybuilding,trainingandresourcerequirementsforthedivision,andassistingtheCBJinthedevelopmentofapproachestofulfilltheserequirements.

Sub‐component2.2: Twostudytoursonresponsiblefinanceandfinancialconsumerprotection(aftertheestablishmentofCPU)

StatusofImplementation:Notyet.Willbeconductedduringupcomingyears.Sub‐component2.3: BuildingthecapacityandtrainingofConsumerProtectionUnitstaffStatusofImplementation:ProvidingcapacitybuildingtotheCBJtosupporttheconsumerprotectionfunctions, includingfinancingITequipment(bothsoftwareandhardware).ThiswillhelpCBJtoestablishappropriateon‐siteandoff‐sitemonitoringsystemsandprocedures,provideadviceonenforcementmechanisms,aswellastrainingonhowtouseconsumerresearchonaregularbasis,andonhowtoidentifyfinancialinclusionbarrierscreatedbysomefinancialinstitutions(suchasminimumbalanceamountsforopeningabankaccount).Thetechniquestobeincludedinthistrainingcouldinclude;surveys,qualitativeresearch(focusgroups),mysteryshopping,andanalysisofcomplaintsdata.Sub‐component2.4:PromotingfinancialliteracyStatusofImplementation:throughpublicawarenesscampaignsandmediaprograms,focusingonissuessuchasthelegalrightsofclients,understandingdifferentfinancialproductsofferedinthemarket,andthecomplaintresolutionmechanism.ThiswillcomplementtheeffortsdonebythesteeringandtechnicalcommitteesheadedbytheCBJ(whichwereestablishedbyministerialdecreeinMay2014),astheirmainmandateistoconductafinancialliteracyprograminJordan.

Component3:Supportingthedevelopmentoftheinstitutionalframeworkformicrofinanceandnon‐bankfinancialinstitutions(NBFIs)supervisionPreviousRating:Satisfactory CurrentRating:Moderately


Sub‐component3.1:TechnicalassistancetoCBJStatusofImplementation: ThemicrofinanceregulationwasapprovedbytheCBJBoardontheMay29,2014,andwasrecentlyratifiedbytheCabinetontheDecember14,2014.ItwillbeeffectivefourmonthsafterbeingpublishedintheOfficialGazetteinearlyJanuary2015.Basedonthisbylaw,theCBJhasthemandateandauthoritytoregulateandsupervise themicrofinancesector.Thebylawisconsistentwith internationalgoodpractices,andadoptsprudentialruleswithmorefocusonconsumerprotection,fitandproperrequirements,stronggovernancerules, risk management and internal controls. The bylaw also adopts a general definition of the term“Microfinance” by; including other financial services besidesmicrocredit (with the exception of deposittaking),andtargetingthepoorsegmentsofthepopulation,bycateringtotheunbankedortheunderserved.

TheprojectissupportingtheCBJingatheringallavailabledataabouttheNBFIsthatareengagedinfinancialservices(forexample,consumerlending,unregulatedinvestmentfunds,factoringandfinancialleasing),aswellasthosethatoperatewithoutanyspecializedregulationorsupervision.Thisisdoneinordertoidentifythe risks and issues that need to be covered, in order to further assist the CBJ in adopting a morecomprehensiveapproachofregulatingandsupervisingNBFIs,ratherthanjustbeinglimitedtoMFIs.Thiswill include a comprehensivemarket study, technical assistance in drafting any needed regulation, andbuildingthecapacityofthestaffinchargeofsupervisingtheseinstitutions.

Sub‐component3.2:SupportCBJinestablishingtheUnit(includingstaffandIT)StatusofImplementation:TheWorldBank,inclosecooperationwithGIZ,participatedandassistedinorganizingseveralworkshopsandmeetingswiththeCBJteam,theymanagedtofinalizethefollowing:(i)anestimatedbudgetforallcomponentsoftheproject;(ii)aworkplanandtimeframeforeachsubcomponent;(iii)TermsofReference(TOR)fortheleadconsultantwhowillberesponsibleofassistingtheCBJinconductingthemarketstudyandassessmentregardingNBFIs(andbasedonthisassessmenttoconsidermovingallNBFIsatalaterstageunderthesupervisoryauthorityoftheCBJ);and(iv)preparethemicrofinancecriteriaandmainexecutiveinstructionsthattheCBJwillneedtotakeontheresponsibilityofregulatingandsupervisingMFIsinordertomakeuseofthetimeuntilthemicrofinanceregulationbecomeseffective.



(x)


(y)

Total(US$)


3,000,000 3,000,000


3,000,000 3,000,000


531,007 531,007


Year Jan‐June Jul‐Dec TotalbyYearEnd2014 400,000 0 400,0002015 600,000 400,000 1,000,0002016 500,000 500,000 1,000,000

2017 150,000 200,000 350,0002018 200,000 50,000 250,000




PROJECT DEVELOPMENT OBJECTIVE (PDO): The main objective of the project is to enhance financial services and products and to strengthen financial protection mechanism for MSMEs, while enhancing governance.

PDO Level Results Indicators

Cor

e Unit of Measure

Baseline FY 15

Cumulative Target Values Frequency

Data Source/ Methodology


Collection

Mar 2014 – Feb 2015

A

Mar 2015 –

Feb 2016

Mar 2016 –

Feb 2017

Mar 2017 – Aug 2018

Actual Target Target Target Target Number of microfinance loans after bringing the MFIs under the umbrella of CBJ Number 0 0 0 500 1000 1500 Annual CBJ Report CBJ

Number of SME loans guaranteed by JLGC Number 3000 3575 3200 3,500 4,000 4,500 Annual JLGC CBJ

Number of complaints resolved to the satisfaction of the consumer by the Consumer Protection Unit at CBJ within [30] days.

Number 0 0 0 400 500 600 Annual CBJ Report CBJ

Direct Project Beneficiaries Number 3000 3575 3200 4400 5500 6600

Direct Project Beneficiaries, of which female (%) Percentage 10 10 13 14 16 20

INTERMEDIATE RESULTS Component I: Strengthening the Credit Guarantee Schemes

Value of guarantees issued Million JD 49 65.3 51 54 60 65 Annual JLGC CBJ

Guaranteed loans by JLGC to women-owned SMEs Percentage 5 7 6 7 9 11 Annual JLGC CBJ

Component II: Enhancing the Consumer Protection Mechanism

Consumer Protection Unit at CBJ fully staffed and operational Yes/No No No No Yes Yes Yes Annual CBJ Report CBJ

Completion of the necessary training programs for the staff in the Consumer Protection Unit Number 0 0 0 3 4 5 Annual CBJ Report CBJ

Number of public awareness campaigns and financial literacy programs Number 0 0 0 1 2 3 Annual CBJ Report CBJ

Component III: Supporting the development of the institutional framework for microfinance and non-bank financial institutions (NBFIs) supervision

Microfinance Division at CBJ fully staffed and operational Yes/No No No No Yes Yes Yes Annual CBJ Report CBJ

NationalUnifiedRegistryandOutreachWorkerProgram

A. BasicProjectInformationActivity Name: NATIONAL UNIFIED REGISTRY AND OUTREACH WORKER PROGRAM (P144832)

Country Name: Hashemite Kingdom of Jordan Name of Implementation Support Agency(ies): Income and Sales Tax Department (ISTD) in Ministry of Finance (MOF) for Component 1

Ministry of Planning and International Cooperation for Component 2

Name of ISA Project Leader: Setareh Razmara Email of ISA Project Leader: [email protected]

Recipient Entity: Income and Sales Tax Department (ISTD) in Ministry of Finance (MOF) for Component 1 and Ministry of Planning and International Cooperation (MOPIC) for Component 2.


Eyad Al-Qudah, ISTD ([email protected])

Mukhallad Omari , MOPIC ([email protected])

Total Amount Approved by the Transition Fund (US$): 10,000,000

Additional Funds Leveraged and Source(s), if any (US$):

Total Amount Disbursed (Direct and Indirect in US$): 1,498,883

Steering Committee Approval Date:

2/20/2013

Project Implementation Start Date:

11/30/2013

Project Closing Date:

12/31/2017

Pillar(s) to which Activity Responds (as per the proposal approved by the Steering Committee)

Primary Pillar:

Investing in Sustainable Growth

Secondary Pillar(s): Investing in Sustainable Growth Choose an item.


ProjectDevelopmentObjective:The project development objective is to improve the targeting of social safety net programs and develop an efficient outreach mechanism

Ratingforprogresstowardsachievementofobjective: ModeratelyUnsatisfactory


BriefSummaryofProjectImplementationStatus: Since the last progress report of January 2015, a supervision mission was organized from March 24 to April 2, 2015 and several VC meetings were held in the months of May and June. The findings of the mission and the little progress to date have triggered further downgrading of the PDO progress to Moderately Unsatisfactory. The Overall Implementation rating has been also downgraded to Moderately Unsatisfactory where, despite the political decision that a National Unified Registry Unit should be established implementation of activities has required intensive supervision and hands-on. The Government counterparts are (i) technically weak; and (ii) irresponsive to Bank team technical suggestions and not willing to follow the Bank’s procedures, particularly with respect to Component 2. Component I “Building and Using a National Unified Registry” has seen little progress and main components’ activities have yet to kick-off. Nonetheless, following the Ministerial Cabinet’s Directive (January 2015), the NUR Unit has finally been set up in ISTD with (i) four staff seconded from ISTD and a local technical coordinator recruited by the project, and (ii) a dedicated office space within ISTD. After some delays, the recruitments of the three international and three local consultants, on legal, operations and MIS matters, have been launched. Once on board, they are expected to help operationalize the NUR, kick-off the NUR Unit activities, and support implementation of component activities towards achievement of the development objectives.

Component 2 “Piloting the Integrated Outreach Program”, has recorded some progress but further effort is needed to expedite implementation and particularly ensure quality of work. Since the last supervision mission (March 2015), the training institution Arizona International finalized the training toolkit and completed the first batch of trainings mainly for staff from the National Aid Fund and the PMU. The mapping assignment, to help identify the availability and gaps in relevant services in the three selected governorates (Irbid, Zarka and Maan), was awarded and the contract signed. On the other hand, the selection of the NGO, which will be in charge of implementing the Outreach Program, has been largely delayed mostly because of lack of compliance with Bank procurement procedures. Nonetheless, the NGO contract is expected to be signed during the month of July 2015 to enable outreach activities to kick-off. Finally, given the weak capacities of the PMU in MOPIC and the unsatisfactory work of the consultant hired, the Project Operational Manual, whose completion has also experience a long delay, is being redrafted by the Bank team and is expected to be used in the implementation of both components (NUR and Outreach). Originally, the project’s mid-term review (MTR) was planned for December 2015. However, given the mixed performance of the project, the Bank team is planning the MTR mission for fall (October/November 2015) to reassess the relevance, efficacy, effectiveness of the project design (including project objectives), and the implementation approach. The objective of the MTR is to decide whether there is a need to restructure the project (particularly in terms of activities and results matrix). Prior to the MTR mission, the Bank team will prepare a note on issues and remedial measures to be discussed and agreed with main Bank stakeholders.


Component 1: Building and Using National Unified Registry PreviousRating:Moderately Satisfactory

CurrentRating:Moderately Satisfactory

Cost(US$): 2.5 million

Sub-component 1.1: Setting-up a single registry of potential beneficiaries for social assistance - the National Unified Registry (NUR) – at ISTD that will be used to target subsidies and distribute the compensation benefits/social assistance to eligible households affected by the subsidy reform. Status of Implementation: During the March 2015 mission, the Bank was informed that the Fuel Subsidy Cash Compensation Scheme has been suspended for the remainder of 2015. This is due to the drop in the three-month rolling average of the international oil price to below the $US100 threshold for distributing compensation. This suspension of compensation impacts to some extent the scope of the activities under Component 1, although the PDO still remains valid. On January 14, 2015, the Prime Minister informed the Ministry of Finance (MoF) and MOPIC that the creation of the NUR Unit within the ISTD had been endorsed by the Cabinet and that the ISTD should second qualified staff to work on the steps required for the establishment and operation of this Unit. This was an important policy decision for moving forward on the institutionalization of NUR. Subsequent, to this Ministerial Cabinet’s Directive, (i) the NUR Unit has been set up in ISTD, (ii) partially staffed with a Manager, two IT programmers, and one part-time database engineer all three seconded by ISTD, and (iii) it has a dedicated office space within ISTD. To strengthen the capacity of this core team and most importantly help concretely operationalize the NUR Unit, the Project has funded the hiring of a local Technical Coordinator and 6 consultants (3 international and 3 local) on legal, operations, and MIS matters. After some delays, the recruitments of the three international and three local consultants, on legal, operations and MIS matters, have been launched. Once on board, they are expected to help operationalize the NUR, kick-off the NUR Unit activities, and support implementation of component Nonetheless, the project key development objective of building and using the NUR beyond fuel compensation program remains a complex task and requires time. Sub-component 1.2: Developing and using the NUR for social assistance programs. Status of Implementation: MoF has set-up a steering committee to coordinate both the data input (i.e. administrative information that can inform welfare ranking of prospective and current beneficiaries), as well as NUR database utilization (to assist other agencies in utilizing the database for targeting). However this steering committee is not yet functional. It was agreed, however, that during the MIS Assessment and Systems design stage (which is expected to be carried out by the international consultants hired by the project’s Component 1), the National Aid Fund (NAF) will be one of the agencies surveyed. This MIS assessment is expected to better determine the feasibility, costs, and expected timeline for launching the pilot on utilization of NUR, including data-linkages between NUR and NAF to strengthen NAF targeting and monitoring. The Bank team has also stressed the need for the ISTD team to further investigate other potential social agencies/ministries as utilizers of the NUR and that could be included in the upcoming MIS assessment (such as Ministry of Health with its new health insurance program, etc.). To date, these two program pilots have not yet been confirmed.

Component 2: Piloting Integrated Outreach Workers Program (IOWP) Previous Rating: Satisfactory Current Rating: Moderately Satisfactory Cost (US$):7.0 million Sub-component 2.1: Design, Planning and Training of Outreach Workers program. Status of Implementation: Despite delays, MOPIC has advanced in the implementation of this sub-component. Indeed, since the last report (January 2015), the training institution Arizona International finalized the training toolkit and completed the first batch of trainings mainly for staff from the National Aid Fund and the PMU. The mapping assignment, to help identify the availability and gaps in relevant services in the three selected governorates (Irbid, Zarka and Maan), was awarded and the contract signed. On the other hand, the selection of the NGO, which will be in charge of implementing the Outreach Program, has been largely delayed mostly because of lack of compliance with Bank procurement procedures. Nonetheless, the NGO contract is expected to be signed during the month of July 2015 to enable outreach activities to kick-off. On the other hand, the preparation of the Project Operational Manual, which is a legal covenant overdue more than 18 months, has experience tremendous delays stemming mostly from weak capacities of the PMU in MOPIC and the unsatisfactory work of the consultant who was initially hired to draft the POM. Consequently, to avoid any further delay, is being redrafted by the Bank team and is expected to be used in the implementation of both components (NUR and Outreach). Sub-component 2.2: Outreach Deployment and Monitoring. Status of Implementation: After a long delay stemming largely from non-compliance with Bank’s procurement procedures, the selection of the NGO is being finalized and the contract is expected to be signed over the coming weeks. Two weeks after the signing, an inception Report/detailed technical implementation proposal and plan clarifying in details activities/methodology/data information/referral system used for implementation of the outreach program (including linkages with the training and mapping activities, is expected to be submitted by the NGO. Once this milestone is completed, the activities of this subcomponent will finally kick-off. The project still lacks a solid M&E mechanism, MOPIC needs to advance the work on: (i) developing monitoring and reporting mechanisms and tools, and (ii) agreeing on the structure of a project monitoring database to align with the project’s M&E needs as presented in the results matrix, and ensuring that capable staff can capture the data from the field and collect/analyze performance. The Bank team is expected to provide guidance and support to the PMU to develop an appropriate evaluation mechanism for the outreach program. Furthermore, the project’s M&E specialist has quitted his job and his replacement has yet to be hired.

D. Disbursements of Transition Fund Funds for Direct Project Activities

Country-Execution (US$)

(x)

Direct Cost for ISA-Execution (US$)

(y)

Total (US$)

Approved Amount for Direct Project Activities (a):

9,500,000 9,500,000

Amount Received from Trustee (b):

9,500,000 9,500,000

Actual Amount Disbursed (c): 1,000,000 1,000,000

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$) Year Jan-June Jul-Dec Total by Year End 2013 2014 1,000,000 0 1,000,000 2015 250,000 250,000 1,500,000 2016 2,000,000 2,000,000 55000,000 2017 1,000,000 1,000,000 7,500,000 2018 1,000,000 1,000,000 9,000,000




Project Development Objective (PDO): The project development objective is to “improve the targeting of social safety nets programs and develop an efficient outreach mechanism”.


Cor

e Unit of Measure

Baseline

Cumulative Target Values




Dec 2013 – Nov 2014

A

Dec 2014 –

Nov 2015

F

Dec 2015 – Nov 2016

F

Dec 2016 – Dec 2017

F

Indicator One: Direct project beneficiaries:

(c) Of safety net programs (subsidy compensation program) following new targeting schemes

(d) Of outreach worker program

(e) Of which are female

Household Number

percentage

0

0

500,00026

0

0

6,400

50

0

14,000

50

600,000

22,000

50

Annual Ministry of Finance/ISTD Databases

Implementing NGO databases

Ministry of Finance/ISTD

MOPIC

Sum of beneficiaries of subsidy compensation program and outreach worker program

Indicator Two: Beneficiaries of safety net programs

(c) Total

(d) Of which are female

Number

Percentage

0

2,824,339

50

0

50

0

50

3.4 million

50

Annual Ministry of Finance/ISTD Databases


Beneficiaries = Households whose annual income is below JD10,000 will benefit from the program. This will cover approx 70% of Jordanian population)

26 The size of household is on average 5.7. Therefore total number of beneficiaries is estimated at 2.8 million.

Indicator Three: Poor households as a share of total beneficiaries of subsidy compensation program

Percentage 30 NA 32 35 40 Annual Ministry of Finance/ISTD databases


“Poor households” is defined as those whose incomes range from JD 0-2000/year according to MOPIC/MOF policy that established the Subsidy Compensation Program.

Indicator Four: Beneficiaries of outreach worker program who are receiving the services

Percentage 0 0 50 50 50 Annual Implementing

NGO database and/or survey

Ministry of Planning in partnership with the implementing partners

Beneficiaries = Poor household


Intermediate Result (Component One): (i) Government databases on beneficiaries consolidated into single database; (ii) MOF delivers compensation based using National Unified Registry database

Intermediate Result indicator One: Adopt modified welfare ranking to assess household eligibility for subsidy compensation program

Yes/No No No Yes Yes Yes Annual Revised application form

ISTD ISTD will use additional welfare indicators to establish eligibility.

Intermediate Result indicator Two: Grievance Redress System (GRS) developed and functional.

Yes/No No No Yes Yes Yes Annual GRS reports ISTD/MOF

Intermediate Result Indicator Three: Government databases on beneficiaries consolidated into single database

Yes/No No Yes Yes

Intermediate Result Indicator Four: MOF delivers compensation based using NUR database

Yes/No No Yes Yes

Intermediate Result Indicator Five: Data collected is verified

Percentage 0 0 70% 70% 70%

Intermediate Result Indicator Six: Other Government agencies using NUR in delivering services and assistance

Yes/No No No Yes

Intermediate Results (Component Two): (i) Outreach workers fully integrated in poverty pockets; (ii) poorest households are registered in NUR; (iii) introducing referral system and case management; and (iv) tailoring and delivering services to the needs of households in poverty pockets

Intermediate Result Indicator One: Skilled Outreach Workers deployed

Number 0 0 256 576 896 Quarterly NGO database MOPIC in partnership with the lead NGO

Outreach workers = personnel to be recruited for household case management and supporting the grievance system at NUR

Intermediate Result indicator Two: Supervisors trained to train the outreach workers

Number 0 15 16 36 56 Annual NGO database MOPIC in partnership with the lead NGO

Supervisors = personnel to be recruited as part of the outreach program to train and supervise the outreach workers

Intermediate Result Indicator Three: Case management approach used to assessing the needs of selected households participating in the program.

Percent of Households

0 0 25 50 50 Annual NGO database and rapid assessment reports from the households

MOPIC in partnership with the lead NGO

Households contacted by outreach workers


VirtualMarketPlacesfortheDevelopmentofExportSME:JordanActivities

G. BasicProjectInformationActivityName:DevelopmentofSMEsExportsthroughVirtualMarketPlaces(Jordan)CountryName:Jordan(thisisaregionalprojectthatincludesMoroccoandTunisia)

NameofImplementationSupportAgency(ies):TheWorldBank

NameofISAProjectLeader:LaurentGonnet EmailofISAProject Leader:[email protected]:WorldBankExecuted NameandEmailofRecipientEntityContact:N/ATotalAmountApprovedbytheTransitionFund(US$):1,000,000

AdditionalFundsLeveragedandSource(s),ifany(US$):0


SteeringCommitteeApprovalDate:11February2014

ProjectImplementationStartDate:May26,2014(datesignaturecontractwithInternationalTradeCenter,implementationpartner).

ProjectClosingDate:December30,2016.


PrimaryPillar(selectonlyone): InclusiveDevelopmentandJobCreation

SecondaryPillar(s)(selectasmanyasapplicable):

CompetitivenessandIntegrationChooseanitem.Chooseanitem.

H. SummaryofProjectImplementationProgressandKeyIssues

ProjectDevelopmentObjective:Thisisapilotprojectaimedata)increasingSMEsexportsthroughVirtualMarketPlacesandb)supportinginstitutionalreformstocreateanenablingenvironmentfore‐commerce.Ratingforprogresstowardsachievementofobjective:

Satisfactory.

Ratingforoverallimplementationprogress: Satisfactory.BriefSummaryofProjectImplementationStatus:TheVMPprojectwas launched in Jordanon21September2014. Project implementation isprogressingwell asoutlinedinthereport.Summaryhighlights: Trainingmaterialsdevelopedandcustomized 2trainingworkshopsforexportadvisorsdelivered 20ExportAdvisors(EAs)trainedfromwhich14,thatpassedthetrainingtest,werehired 144SMEssubmittedtheirapplicationamongthem53SMEswereselectedandassignedtotheEAs CoachingofSMEsandregistrationontoVMPsinitiated PartnershipswithsomeVMPestablished ProgrammeImplementationUnitinplaceNomajorrisksjeopardizetheoutlook.Thereissatisfactorylevelofengagementfromourmainpartners.

I. ImplementationStatusofComponents

Component1:InstitutionalReformComponentIt is important thatgovernmentsadoptpolicies, laws,and incentives that focusonpromoting trustandconfidenceamonge‐commerceparticipantsandondevelopinganationalframeworkcompatiblewithinternationalnormsone‐commerce.Thiscomponentaimsatsupportingcurrentdiscussionsandatintroducingpolicyandregulatorychanges.

Thiscomponentwillsupportthecreationofaninter‐ministerialcommitteewiththeprivatesectorparticipation,byanalytical and diagnostic studies, with the objective of concretizing reforms in the enabling environment for e‐commerce.PreviousRating:Chooseanitem. CurrentRating:Satisfactory Cost(US$):100,000InitialproposeddraftoftheTermofReferencefortheInter‐InstitutionalCommitteeonE‐CommercewasdevelopedandsharedwiththeMinistryofTrade.ThedraftproposalwasdevelopedbasedondiscussionsamongITC,MinistryofTrade,MinistryofTelecommunicationandMinistryofTransport, in themonthofApril, about settingupan inter‐InstitutionalCommitteeonE‐Commerce.DuringITCmissiontoJordaninApril,andthemeetingswiththedifferentstakeholders,ITCagreedonthefollowing:The importanceof setting‐up thiscommitteeasa forum for consultingandcoordinatingdifferent tradeand trade‐relatedpolicyissuesconcerninge‐commerce,aimingataddressingconstraintsandproposinganactionplaninrelationtotherequiredpolicyreforms,thatwillcreateamoreconduciveenvironmenttohelpSMEsbetterperformonvirtualmarketplaces.ITC proposed that this committee act as a formal advisory body to the Government or to the Trade FacilitationCommittee.Inaddition,tofacilitatethework,ITCsuggestedthatthiscommitteecouldbeeitherasub‐committeeoftheTradeFacilitationCommitteealreadyestablishedinthecountry,ortaketheformofataskforcereportingtotheTradeFacilitationCommittee.Thecommitteewillbeestablishedeitherthroughaformallegalinstrumentssuchasagovernmentdecreeorlegislation,orasataskforceundertheTradeFacilitationCommittee.Thiswillbedecidedbythestakeholders.ItisexpectedthatthemainstakeholderswillmeettodiscusstheproposedToR,andtotaketherequiredactionsbeforetheendofJuly(ForfurtherdetailsabouttheTermofReference,pleaseseeannex1).ItisworthtomentionthatITCiscurrentlyundertakingtheNon‐TariffMeasuresSurveyinJordan,aspartofadifferentproject:ITCtookthisopportunityandincludedtothesurveyadditionalquestionsonthemainobstaclesandchallengesthatSMEsarefacingwhileexportingthroughVMPs.Theresultofthissurveywillbesharedwiththeinter‐institutionalcommitteetotaketherequiredactions,andworkonthepolicyreform.

Component2:CapacityBuildingProgramPreviousRating:Chooseanitem. CurrentRating:Satisfactory Cost(US$):445,000Sub‐component2.1:CapacityBuildingProgram.Thesub‐componentwillcoverthecostofthedesignandthedeliveryofatrainingprogramthatwillenablecountrypartnerstofullyunderstandthemethods,techniquesanddynamicsofVMPstomaximizetheopportunitiestheyoffertoincreaseexportsanddiversifymarkets.StatusofImplementation:Satisfactory.Twotrainingworkshopsonvirtualmarketplacesweredelivered:ThefirstworkshopwasconductedonDecember9‐11,tobuildVMPsconsultancycapacitiesoflocalITandBusinessconsultants.Theworkshopaimedatenrichingtheire‐commercecapabilitiesande‐solutionsskills, inordertolatergraduallytransferthoseskillstolocalSMEs.Twenty(20)ofthelocalITandBusinessconsultantsattendedthetraining.Thefinalselection,inwhichonlyfourteenoutofthetwentywereselectedinJanuary2015(pleaseseethelistoftheselectedadvisorsinAnnex2).

TheselectedconsultantshavebeenhiredtoworkwithITConassistingtheJordanianselectedcompaniestoregisteronvirtualmarketplaces:theultimategoalisforthemtoacquirenewclientsandincreasetheirsalesthroughthesevirtualmarketplaces.ThesecondworkshopwasconductedonApril21‐23,asacontinuationtothefirsttraining.Theadvisorshavebeentrained mainly on the complete cycle of the cross‐border e‐commerce transactions. The training covered theproduct/marketresearch,contentpreparation,commercialoffers,aswellasfiscal,legalandlogisticenvironmentinthetargetmarkets(seeTrainings/RoadmapinAnnex3).Duringthistraining,thefollowingwasdelivered:

SomeSMEswereinvitedtopresentsomerealcasesaboutthechallengestheyfacewhileexportingthroughVMPs,toexposetheselectedconsultantstorealstories,andtothechallengesSMEsface,andhowtheyexport.

AssigntheSMEstotheconsults,andexplainwhatITCexpectsfromthem.

ActivitiesITCexpectstheadvisorstodeliver,arethefollowing:

DeliveronetothreeshorttrainingworkshopstoagroupofSMEs,followingITC’strainingcurriculum,contentandinstructions.

CoachandassistSMEstogetregisteredandposttheirkeyproducts/servicesforexportonselectedvirtualmarketplacesrelevanttotheirstrategy,offerings,resourcesandcapabilities,andtargetmarkets.

Researchandconfirmtheexport/importcomplianceoftheproducts&servicesoftheSMEsaccordingtothetargetmarkets.

Identifytheregions/countriesandconsequentlythemostappropriateVMPsfortheproducts/servicesofeachSME.Follow‐upwiththeseSMEsonaweeklyorbi‐monthlybasis,coach/supportthemwheneverrequiredandimplementcorrectiveactionsinordertoensurethatamaximumofSMEsareactiveonthevirtualmarketplaces,andthattheyacquirenewclientsandthattheirsaleshaveincreasedasaconsequenceoftheirpresenceontheselectedvirtualmarketplaces.

ITCcreatedanonlineplatformtofacilitatethereportingprocessfortheconsultants,andtobeabletoprovideguidancewhenneeded.Sub‐component2.2:RegistrationandCoachingofSMEsAlongwiththeoutreachphaseoftheproject,beneficiarySMEswillberegisteredinonetothreedifferentVMPs,coachedonhowtomakethebestuseoftheirpresenceontheseVMPsandhowtodealwiththeinquiriescomingfromthefirstpotentialbuyersthroughtheVMPs.StatusofImplementation:Satisfactory.Call forproposals launchedonlineandapplicationsreceivedfrom140SMEstobenefit fromtheproject;FiftythreeSMEshavebeenselectedanddividedbetweenthe14advisors.Currently,eachoftheselectedadvisorsiscoaching4SMEs,inthefirstround.WorkwiththeSMEshasstartedandwillbecompletedbytheendofJuly.Duringthisperiod,theadvisorswillcoachtheassignedSMEsonVMPs,followingITC’strainingcurriculum,contentandinstructions,andwillhelpinidentifyingtheregions/countriesand,consequently,themostappropriateVMPsfortheproducts/servicesofeachSME.ITCiscurrentlyfollowingupontheprogresstheconsultants/advisorsachievedsofar,adetaileddescriptionoftheachievementswouldbeprovidedbythebeginningofAugust.

Component3:Partnerships,BusinessIntelligenceandCertificationPreviousRating:Chooseanitem. CurrentRating:Satisfactory Cost(US$):340,000Sub‐component3.1:PartnershipswithVirtualMarketPlaces.StatusofImplementation:TheprojectteaminitiatedcontactwithseveralVMPsanddiscussedmodalitiesofpartnershiptoensurecustomizedsupporttoselectedSMEs.Thediscussionshelpeddefinetheframeworkforcollaboration.ImplementationofpartnershiparrangementisbeingdiscussedwithAliBaba,eBay,LittleMajlis(LittleMajlis.com),Souq.com,MarkaVIP.com.AcontractwithTradekeyisinplacetohelpsomebeneficiarySMEs.Tradekeywasselectedbecauseitconnectstraderswithglobalwholesellers,buyers,importers&exporters,manufacturersanddistributorsinover240countrieswithaspecialfocusonAsiaandtheMiddleEast,marketsthatareofinteresttoselectedcompanies.DiscussionsareprogressingwithAlibaba,Etsy,Feelancer.

Sub‐component3.2:BusinessIntelligenceDevelopment.ITCwillprovidemarketandexportrelateddatatotheexportadvisors.Furthermore,theprojectwillbenefitfromstatisticsonusers,accessesandtransactionswhichmayallowforacomparativeevaluationofSMEsunderdifferentVMPs.AccesstotoolssuchasTerapeak.comandAlexa.comarebeingdiscussedandorganized.StatusofImplementation:Satisfactory.Thiscomponentwillbeimplementedatalaterstageoftheproject.Sub‐component3.3:Certification.StatusofImplementation:Satisfactory.Thiscomponentwillbeimplementedatalaterstageoftheproject.Component4:ProjectManagementPreviousRating:Chooseanitem. CurrentRating:Satisfactory Cost(US$):90,000Sub‐component4.1:ProjectManagement– ThiscomponentwillfinancethePIUsatcountrylevel.StatusofImplementation:Satisfactory.Thenationalcoordinatorisidentifiedandhiredafteraselectionprocess.Hefollowsuponthedaytodaymanagementoftheproject,ensuringlinkageswiththepartnerinstitutions.ThenationalcoordinatorisworkingwithITConthefollowing:

Take the appropriate actions tomobilisemore companies byundertaking the following: identify potentialSMEsfromJordan;initiatecontactandinvitebeneficiariestolearnaboutandparticipateintheproject;manageCommunicationswithbeneficiariesuntilofficialregistration;

FacilitateITC’sworkwiththenationalconsultants(andtheSMEs); AssistinestablishingtheInter‐institutionalcommittee;ensurethatthecommitteehasaclearunderstanding

oftheprojectandoftheirresponsibilities,follow‐upontheprogressthecommitteeismaking; Assistinestablishinganoversightcommitteefortheproject;andproposetermsofreferenceforitsrolesand

responsibilities,assistITCinsubmittingtherequiredprogressreportstothecommittee(asrequired).Sub‐component4.2:ImpactEvaluationAssessment

StatusofImplementation:Thecomponentwillbeimplementedattheendoftheproject.

J. DisbursementsofTransitionFundFundsforDirectProjectActivities Country‐Execution

(US$)(x)


(y)

Total(US$)


975,000 975,000


975,000 975,000

ActualAmountDisbursed(c): 282,506 282,506

K. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2014 94,169 94,1692015 188,337 94,169 282,5062016 188,337 282,506 470,8432017 127,482 127.482Total 504,156 470,844 975,000

L. DisbursementsofFundsforIndirectCosts(US$)

Disbursed Available Total25,000 0 25,000

M. ResultsFrameworkandMonitoring

Indicators by Component Unit Baseline Cumulative Target Values Frequency Data Source/ Methodology


Collection

Description (Indicator Definition, etc)

May 2014 –

Apr 2015

A

May 2015 – Apr 2016

F

May 2016 – Dec 2017

F

PDO LEVEL RESULTS INDICATORS:

The proposed project development objective (PDO) is to (i) increase SMEs access and exports via Virtual Market Places, and (ii) support institutional reforms to create an enabling environment for e-commerce in targeted countries.

Indicator 1: Registered SMEs with at least one export transaction completed via VMPs

Number

0 0 200 100 Quarterly Statistics VMP platforms/

Feedback from surveys/M&E

Database

PIU Number of transactions conducted by SMEs

registered Value of Exports

increase since VMP access

Indicator 2. Roadmap for the reform of the enabling business environment for e-commerce in each participating country and integrated in national commerce strategies

Yes/No No No Yes Bi-annual Reporting by the Oversight

Committee; Ministries of

Trade

PIU - ITC Roadmap document endorsed by the OC

Indicator 3. SMEs registered in VMPs

Number

0 0 600 Quarterly Captured by EAs and monitored through M&E

Database

PIU-ITC Registration involves opening of a VMP

account and uploading of product and contact

information. INTERMEDIATE OUTCOMES

COMPONENT I. INSTITUTIONAL REFORM



Collection

Description (Indicator Definition,

etc) May 2014 –

Apr 2015

May 2015 – Apr 2016

May 2016 – Dec 2017

Workshops conducted Number 0 2 2 3 Bi-annual Reporting PIU-ITC

PIU-ITC Output Delivered – Workshop report

Analytical Work delivered on key e-commerce topics

Number 0 0 3 4 Bi-annual Reporting PIU – ITC

PIU-ITC Output delivered – Workshop Report

COMPONENT II. EXPORT MARKETS ACCESSED THROUGH VMPS



Description (Indicator Definition, etc) May

2014 – Apr 2015

May 2015 – Apr 2016

May 2016 – Dec 2016

Export Advisors Trained Number 0 20 100 0 Bi-annual Reporting PIU-ITC

PIU/ITC Captures number of EAs trained on VMPs

Export Advisors Certified Percent 0 70% 90% 0 Quarterly Training provider assesses

performance

PIU-ITC Percent of EAs who receive certification, out of total number of trained EAs; Not all EAs may end up qualifying; target for 2016 expects 90% to obtain it.



Collection


etc) May 2014 –

Apr 2015

May 2015 – Apr 2016

May 2016 – Dec 2016

Training program for TSIs delivered (# activities)

Number 0 0 2 3 Quarterly M&E Database PIU-ITC # Training sessions Report disseminated and workshops evaluations # Number of advisory services provided #SMEs satisfaction with TSIs service delivery

COMPONENT III. VMP PARTNERSHIPS, CERTIFICATION AND BUSINESS INTELLIGENCE



Collection


etc) May 2014 –

Apr 2015

May 2015 – Apr 2016

May 2016 – Dec 2016

Collaborative partnerships with VMPs

Number

0 0 4 4 Quarterly Project implementation

reports

PIU MoU, Letter of Intent or other agreement-related documentation.

Newsletters published by TSIs to roll out the Competitive Intelligence Mechanism

Number

0 0 25 50 Quarterly PIU and RIA PIU and EA # product (newsletter) delivery by TSI main partner



Collection

Description (Indicator Definition, etc)

May 2014 –

Apr 2015

May 2015 – Apr 2016

May 2016 – Dec 2016

Premium Accounts awarded – Certifications

Number

0 0 40 50 Quarterly Project Implementation

Reports M&E Database

and VMPs

ITC/PIU Trust label certificates

Assessment body created and operational

Yes/No

No No No Yes Quarterly Project Implementation

Reports

WB/ITC/PIU Creation of Conformity Assessment body

LibyaProjects

SMEDevelopmentStrategyforLibya

A. BasicProjectInformationActivityName:SMEdevelopmentstrategyforLibyaCountryName:Libya NameofImplementationSupportAgency(ies):OECDNameofISAProjectLeader:FlorianTheus/AndreasSchaal

EmailofISAProjectLeader:[email protected] / [email protected]

RecipientEntity:LibyaEnterprise NameandEmailofRecipientEntityContact:DrAbdelnasrAbouzkeih;email:[email protected]


AdditionalFundsLeveragedandSource(s),ifany(US$):700,000

TotalAmountDisbursed(DirectandIndirectinUS$):1,195,916


ProjectImplementationStartDate:July1,2013

ProjectClosingDate:30September2016


PrimaryPillar(selectonlyone): InvestinginSustainableGrowthSecondaryPillar(s)(selectasmanyasapplicable):

InclusiveDevelopmentandJobCreationEnhancingEconomicGovernanceChooseanitem.


ProjectDevelopmentObjective:TodevelopaSMEstrategyandstrengthentheoveralllegalandinstitutionalframeworkforpromotingentrepreneurshipandhigh‐potentialSME’sinLibya.Ratingforprogresstowardsachievementofobjective: ModeratelyUnsatisfactoryRatingforoverallimplementationprogress: ModeratelyUnsatisfactoryBriefSummaryofProjectImplementationStatus:Activitiesareprogressingonthisprojectinadelayedmannerandwithahighercostbearinginmindthecurrentsecuritysituation,institutionalandpoliticaluncertaintiesinLibya,andOECDconstraintsontraveltohigh‐riskdestinations,butalsoconstraintsforLibyanstotravelabroad.Theproject’smainfocuscurrentlyhasbeenthissemesterandcontinuestobeonpreparingthegroundforprivatesectordevelopmentinapost‐conflictsituationinLibya:ProvidinganalysisonSMEdevelopment(policy)tohelporientafuturestrategy;promotingpolicydialogueamongstilloperatingmajorstakeholdersfromthepublicandprivatesectorbyholdingconsultativemeetings;helpingtoidentify,trainandconnectkeystakeholderstointernationalnetworksbyleveragingtheInvestmentProgramme’sworkinggroups.However,theISAandthepartnersneedtobearinmindthatthepoliticalandsecuritysituationoverthelatterpartof2015willhoweverbedeterminingthefurtheradvancementoftheproject.Muchoftheimplementationofthisprojectconsequentlyfocusedonfinalizingthediagnosticresearch(Component1),sharing good practices on laws and building stakeholder networks (component 2) and component 4 (support inimplementation/capacitybuilding)byexposingLibyancounterpartstoOECDnetworksandworkinggroups.TheLibyancounterpart(LibyaEnterprise)hasbeenactiveinexchangingwithOECDandmaintainingownershipoftheproject,despitepoliticalinstability.Concretely,undercomponent1,afirstfulldraftofthediagnosticstudyhasbeenfinalized,andpreparationsareunderwayforaknowledgeandpolicyforumwhichwillalsoserveasareviewmeetingforthestudy,withLibyanstakeholders,OECDmembercountriesandinternationalexperts.Undercomponent2,thenetworkofstakeholdersinviewoftheconsultationshas been enlarged, and the knowledge and policy forum will also serve as a stakeholder consultation platform fordiscussionabout theSMEstrategy.Furthermore,bestpracticesonSME lawwereshared ina consultativemeeting inFebruary (Component 2 and 3). The capacity of Libya Enterprise for implementation, under component 4, wasfurthermorestrengthenedthroughtheparticipationinthesteeringcommitteemeetingoftheMENA‐OECDInvestmentand Governance Initiative in February as well as the OECD week in June in Paris. Libya Enterprise got exposed tointernationalbestpracticeoninvestment,employmentandprivatesectordevelopment,aswellasfurtherintegratedintoOECDnetworks.

Going forward, theOECDwillmonitorclosely thesituation inLibya,andwilldecide, inclosecoordinationwithLibyaEnterprise,upondevelopmentswhetheritwouldconsideranextension,restructuringorindeedsuspensionoftheproject.


Component 1: Component 1 – Diagnostic Study ‐ aims at developing a common understanding of private sectordevelopmentinLibyaandmainissuesonthedemand‐andsupplysideastoinformthedraftingofaSMEstrategyandmorein‐depthanalysis.Thisdiagnosticstudyconsistsofseveralsub‐sectionsincludinganalysisonmacroeconomicsandthe enabling environment (sub‐component 1.1), business and investment climate (sub‐component 1.2), sectorcompetitiveness(sub‐component1.3),andaSMEpolicyassessment(sub‐component1.4),andaknowledgeandpolicyforum(sub‐component1.5).TheanalysisalsoaimstoreflecttheramificationsofthecurrentconflictinLibya.PreviousRating:ModeratelySatisfactory


Cost(US$):790,000

Afirstfulldraftofthediagnosticstudyhasbeenfinalizedthissemester.Aknowledgeandpolicyforum,whichwouldservealso as a review meeting to validate the findings and close further knowledge gaps was not possible, due to thecircumstances in Libya, toorganize before July.Upon the outcomesof this reviewmeeting, and furtherpeer reviewsinternallyandexternally,thestudywillbepublishedearlynextsemester.ChaptersofthestudyhavebeensharedwithLibyaEnterpriseinthemeantime.Furthermore,aconsultativemeetinginFebruaryinPariswithLibyaEnterprisetookplacewhenfurtherknowledgegapswereaddressedandinputtedinthestudy.LibyaEnterprisealsosharedanin‐housepresentationontheincubatornetworkinLibya.Preparation for the knowledge and policy forum/ reviewmeeting has been ongoing for the last months. The OECDsucceededinbrokeringapartnershipwiththeStatistical,EconomicandSocialResearchandTrainingCenterforIslamicCountries(SESRIC),situatedinAnkara,Turkey.Libyaisamember,andthecenterhasconductednotonlyresearcharoundSME development in the region, but also boasts a project on economic integration of ex‐warriors. Thanks to thecollaboration with SESRIC, further knowledge and data sharing is happening. Furthermore, in line with the OECDmethodology,anadaptedpeerreviewmechanismwillbeemployedbywhichrelevantinstitutionsfromTurkeyaswellasotherOECDandMENAcountrieswillcommentonthedraft,aswellasenrichthediscussionwithsharingtheirexperiencesandgoodpractices.TheknowledgeandpolicyforumtobeheldinIstanbul29/30ofJulywillcongregatemorethan30expertsfromthepublicandprivatesector,OECDmembercountries,andMENAcountries.Inparticular,theobjectivesoftheconsultationwillbethefollowing:1.ReviewthediagnosticstudyonSMEdevelopmentinLibya2.Addressknowledgegaps3.ProvideinputtotheprioritizationfortheSMEstrategy4.SharegoodpracticesonSMEdevelopmentInordertohavemaximumresultsintheknowledgeandpolicyforum/reviewmeeting,themaindraftchaptersofthestudywerealsotranslatedintoArabic.Sub‐component1.1:Macro‐economicandenablingenvironmentanalysisOneof themain components of thediagnostic study is to analyse themajor framework conditions for private sectordevelopment in Libya. Among these conditions, an analysis of structural and currentmacroeconomic trends is beingundertaken,aswellasananalysisofbroadenablingenvironmentbuildingblocksincludinginfrastructure(roads,power,ICT),theeducationandskillsystem,aswellastheinnovationsystem.Theimpactofthecurrentconflictontheseelementsisalsobeingassessed.StatusofImplementation:Afirstdraftoftheanalysisonframeworkconditionswasfinalizedthissemester.ThechapterwillbereviewedintheupcomingreviewmeetinginJulybylocalandinternationalexperts;preparationforthesessionisongoing.Sub‐component1.2:Businessandinvestmentclimateanalysis

TheBusinessandInvestmentClimateanalysiswillprovideananalysisoftheimpactoftheoveralllegalandinstitutionalframework regarding SMEs in Libya and identifying themajor constraints for SMEs accordingly, thereby completinginformationalreadyprovidedbyotherorganisations,suchastheWorldBank.TheStudywillcoverinthisregardaspectsofeaseofdoingbusiness,taxandlaborregulations,butalsocompetitionandtheinvestmentframeworkfordomesticandinternationalinvestors.Status of Implementation: A first draft of the analysis on business and investment climate has been finalized thissemester,withinputsfromLibyanconsultantHananEl‐NuweisryaswellasOECDstaff.ThechapterwillbereviewedintheupcomingknowledgeandpolicyforuminJulybylocalandinternationalexperts;preparationforthesessionisongoing.Sub‐component1.3:SMEpolicyanalysisTheanalysislooksatSMEdevelopmentfromademand‐sideandsupply‐sideperspective.First, it isanalysingtheSMEsectorinLibya.Furthermore,itisfocusingontheassessmentofSMEdevelopmentpoliciesandprogrammesinLibyabasedonanumberofdimensionsincludedintheSMEPolicyIndex,atooldevelopedbytheOECDandpartnerorganisations(EuropeanCommission,theEuropeanTrainingFoundation,andtheEuropeanBankforReconstructionandDevelopment)toassessSMEpoliciesinthesouthernMediterraneanneighbourhoodcountries.StatusofImplementation:AfirstdraftoftheSMEpolicyanalysiswasfinalizedthissemester,andhasbeensharedwithLibyaEnterprise.ThedraftbenefitedfromaconsultativemeetingheldinFebruaryinPariswithLibyaEnterpriseaswellasfurtherstudiesanddocumentssharedbyLibyaEnterprise.Thechapterwillbereviewed in theupcomingknowledgeandpolicy forum in Julyby localand internationalexperts;preparationforthesessionisongoing.Sub‐component1.4:SectorcompetitivenessstudyFollowinganestablishedmethodology,theOECDwillselectandanalyseprioritysectorsagainsttheirpotentialpositiveimpactontheLibyaneconomyandinvestmentclimate.StatusofImplementation:Afirstdraftoftheanalysisonframeworkconditionswasfinalizedthissemester.ThechapterwillbereviewedintheupcomingknowledgeandpolicyforuminJulybylocalandinternationalexperts;preparationforthesessionisongoing.Sub‐component1.5:KnowledgeandpolicyforumThisForumwillservetodiscussandinformtherelevantstakeholdersintheLibyanGovernmentabouttheoutputofthediagnosticcomponent.Aseriesofworkshopsintegratedintotheforumwillyieldacrucialinputforthenextcomponent,developingtheLibyanSMEdevelopmentstrategy.StatusofImplementation:GiventhepoliticalsituationinLibya,theforumwillbeheldonthetechnicallevel,andwillonlyincludemainstakeholderswhoareworkingonthetechnicalleveloftheadministration,aswellasotherimportantstakeholdersasmentionedbelow.Preparation for the knowledge and policy forum/ reviewmeeting has been ongoing for the last months. The OECDsucceededinbrokeringapartnershipwiththeStatistical,EconomicandSocialResearchandTrainingCenterforIslamicCountries(SESRIC),situatedinAnkara,Turkey.Libyaisamember,andthecenterhasconductednotonlyresearcharoundSME development in the region, but also boasts a project on economic integration of ex‐warriors. Thanks to thecollaboration with SESRIC, further knowledge and data sharing is happening. Furthermore, in line with the OECDmethodology,anadaptedpeerreviewmechanismwillbeemployedbywhichrelevantinstitutionsfromTurkeyaswellasotherOECDandMENAcountrieswillcommentonthedraft,aswellasenrichthediscussionwithsharingtheirexperiencesandgoodpractices.TheknowledgeandpolicyforumtobeheldinIstanbul29/30ofJulywillcongregatemorethan30expertsfromthepublicandprivatesector,OECDmembercountries,andMENAcountries.Inparticular,theobjectivesoftheconsultationwillbethefollowing:1.ReviewthediagnosticstudyonSMEdevelopmentinLibya2.Addressknowledgegaps3.ProvideinputtotheprioritizationfortheSMEstrategy4.SharegoodpracticesonSMEdevelopmentInordertohavemaximumresultsintheknowledgeandpolicyforum,reviewmeeting,themaindraftchaptersofthestudywerealsotranslatedintoArabic.

Component2:LibyanSMEdevelopmentstrategy:This component will be implemented by the OECDwith the assistance of and in close collaboration with the LibyaEnterprise.MajorstakeholdersinLibyawillbeactivelyinvolvedintheactualdevelopmentanddraftingofthestrategywiththeaimofaneventualadoptionbytheGovernmentofLibya.TheoverallapproachofthestrategyistouseanoutputoftheComponent1todevelopandprioritisetwokindsofpolicies:productivedevelopmentpoliciestargetingspecificsectorsand/orareas(verticalpolicies)andbusinessclimateenhancingpolicies(horizontalpolicies).Previous Rating: ModeratelySatisfactory

Current Rating: ModeratelyUnsatisfactory

Cost(US$):500,000

InordertofosterthelinkbetweenthediagnosticstudyandthedevelopmentoftheSMEstudy,severalstepshavebeentaken inthissemester:1)SeniorconsultantLoisStevensonhasbeenvery involved indraftingandreviewingrelevantpartsofthediagnosticstudywithaviewtoidentifythemostsalientimplicationsfordraftingaSMEstrategy2)theseniorlegalconsultantisalsoplayingaroleintranslatingthepointersfromthediagnosticstudyintomorein‐depthanalysisleadingtoconcreterecommendationsfortheSMEstrategydraft.OnefurtherstepwillbetakenintheforthcomingreviewmeetinginJuly(4)Furtherconsiderabletimehasbeenspentonenlargingthenetworkofstakeholdersinordertopreparethegroundforamulti‐stakeholderengagementfortheSMEstrategy.This isevidencedintheparticipationlistfortheconsultative review meeting which already includes about 20 Libyans from the public and private sector includingbusinessassociations,andrepresentativesfromSOEsintheoilindustry.The approach taken forward is to develop a draft SME strategy in the course of 2015 based on amulti‐stakeholderengagementasmuchasitispossibleunderthecurrentcircumstances.Thepoliticalandsecuritysituationover2015willhoweverbedeterminantinthefurtheradvancementofthiscomponent.Sub‐component2.1:DevelopmentofhorizontalpoliciesThisactivityistodevelop,evaluate,andprioritisemeasurestodeveloptheoverallbusinessclimateforSME’s.ItwillbeexecutedbytheOECDwithaninputfromLibyaEnterprise.StatusofImplementation:ThesecondcomponentisbeingimplementedinclosecollaborationwithLibyaEnterprise,–in particular through the intervention ofMs Lois Stevenson, international expert and consultant on this project. ThepreparationsfortheforthcomingknowledgeandpolicyforuminJulyincludealsoadiscussionwithrelevantstakeholdersfrompublicandprivatesectorinLibyaondevelopingverticalpolicies,andbestpracticesfromseveralOECDandMENAcountrieswillbediscussedasanimportantinputintothestudy.Sub‐component2.2:DevelopmentofverticalpoliciesThisactivitylooksattheoutputofthesectorcompetitivenessanalysisfromtheComponent1.ItisbeingexecutedbytheOECDandMsLoisStevenson,withinputsfromLibyaEnterprise.ThepreparationsfortheforthcomingreviewmeetinginJulyincludealsoadiscussionwithrelevantstakeholdersondevelopingverticalpolicies,andbestpracticesfromseveralOECDandMENAcountrieswillbediscussedasanimportantinputintothestudy.StatusofImplementation:Ibid.Itshouldbefurthermorenotedthatascopingofintellectualserviceprovidershasbeenfinalizedwhomighthavetheinterest and capacity to conduct sector studies. As a next step, it is under discussion that an official application andprocurementprocesscouldbe launched,butremainingconcernsabouttheabilitytodeliverbyany institutions inthecurrentcircumstancesarebeingconsidered.Sub‐component2.3:DevelopmentofaninstitutionalframeworkThisactivityaimsatmappingouttherolesandresponsibilitiesofinstitutionsinvolved.Inlinewithitsmandate,itwillpositiontheLibyaEnterpriseasaco‐ordinatorofallpoliciesrelatedtoSMEdevelopment.ThestructureandcapacitiesoftheLibyaEnterprisewillbeevaluatedtoproducerecommendationsonhowtheagencycouldbestbestructuredtoassumethisco‐ordinatingrole.StatusofImplementation:ProvideupdateonimplementationstatusIbidItshouldbefurthernotedthatbasedontheinterestofLibyaEnterprisetodevelopanSMElaw,aconsultativemeetingwasheldinParisinFebruary2015whereOECDsharedbestpracticesofSMElawssuchastheSmallBusinessActinEurope

withLibyaEnterprise.ThisdisseminationprovidedaninputintothedevelopmentofthecurrentdraftingoftheSMElawinLibyabyLibyaEnterprise.Sub‐component2.4:PreparationofthestrategyandpresentationtotheGovernmentofLibyaThisactivitywilldevelopandpilotasolid,regularandbroadconsultationmechanismfortheacceptance,implementation,modification,andevaluationoftheSMEdevelopmentstrategy.Statusofimplementation:Ibid,bearinginmindthatifthecurrentcircumstanceshold,consultationswillneedtotakeplace in the close vicinity of Libya, butmight not be possible to conduct inside Libya. This componentwill likely beimplementedonlyonceaunitygovernmentisinplace.

Component3:LegalframeworkforenterprisecreationandgrowthThiscomponentwillaimatthedevelopmentofaseriesofcomplementarylegalactsaimedtofacilitatetheimplementationoftheobjectivesinthestrategyonthebasisofexistinglawsandregulations.Previous Rating: ModeratelySatisfactory

Current Rating: ModeratelyUnsatisfactory

Cost(US$):275,000

Firstpreliminaryanalysisofthelegalframeworkhasbeenmadeinthecontextofthediagnosticstudy.Aseniorlegalexpertfurthermorehasbeenhiredtoconductanin‐depthanalysisonthelegalframeworkwhichwillalsofurtherinformthedraftSMEstrategy.ConcretediscussionsaroundpossiblenewlawswillhingeontheevolvingpoliticalsituationinLibya.Sub‐component3.1:BroadconsultationofstakeholdersandgoodpracticesThecomponentstartsoutwithabroadreviewofthestructureofsimilarlegislationinMENAcountriesandOECDmemberswithaparticularemphasisonthebestpractices.StatusofImplementation:InthecontextofthereviewmeetinginIstanbul29/30Julywhichiscurrentlyunderpreparation,bestpracticesexamplesonlawsandregulationswillbediscussedfromseveralOECDandMENAcountriestoinformtheLibyancounterpartandasaninputtopotentiallawsandtheSMEstrategy.Sub‐component3.2:GapAnalysisThetheoreticalframeworkforgoodpracticeswillbeevaluatedagainstexistingLibyanlegislationandtheextenttowhichthelegislationisimplemented.Thegapswillbeanalysedandthewaystoamendthosegapsinthemostefficientmannergiventheexistinglegalframeworkwillbeproposed.StatusofImplementation:The senior consultant Hanan El‐Nuweisri has been hired and has shared drafts of preliminary analysis on laws andregulationspertainingtocompetition,investmentregimesandrelatedregulationsandlaws.ThefindingswillbediscussedandpresentedinthemeetinginJuly.Sub‐component3.3:DevelopmentofcomplementarylegalactsAfteridentifyingthegapsthatneedtobefilled,thelegislationandthelegislativeamendmentstofillthosegapswillbedraftedincloseconsultationswithrelevantauthorities.StatusofImplementation:Oncetherelatedanalysiswillbedelivered,andifthepoliticalsituationinLibyastabilises,aqualifiedteamofinternationalandlocalconsultantswillbehiredtoworkcloselywiththegovernmentondevelopingthesecomplementarylegalacts.Component 4: Assistance in implementation This component aims at assisting the implementation of the SMEdevelopmentstrategy.ItalsotargetsareasthattheLibyaEnterpriseconsiderstobestrategicandimportanttoensuringsuccessintheimplementationoftheoverallstrategy.Inparticular,thecomponentwillalsohelptoinstitutionaliseandaligninitiativesalreadyunderwayorinplanning,suchastheEnterpriseDevelopmentCentres.Previous Rating: ‐‐Moderatelysatisfactory

Current Rating: —Moderatelyunsatisfactory

Cost(US$):575,000

AspartofstrengtheningLibyaninstitutionalcapacity,LibyanofficialshavebeeninvitedduringtheperiodoftheprogressreporttoseveraltrainingsandmeetingsconductedbytheOECDinthecontextoftheMENA‐OECDInvestmentProgramme:1)Activeparticipation includingpresentations in thesteeringcommitteemeetingof theMENA‐OECDInvestmentandGovernanceInitiativeaswellasparticipationintheyouthemploymentideafactory,bothheldbacktobackinFebruary2)ActiveparticipationintheOECDweekinJuly2015whichincludedsessionsoninvestmentandyouthunemployment,innovationandprivatesectordevelopment.Theseconferencesalsogave theLibyanofficials theopportunity toexchangeknowledge, shareexperiencesandbuildnetworks. Libya Enterprise got exposed to international best practice on investment, employment andprivate sectordevelopment,aswellasfurtherintegratedintoOECDnetworks.Futurecapacitybuildingeffortswillbecloselyalignedwiththeelements includedinthedraftSMEstrategy.Activitiesmightincludetrainings,participationinOECDMENAworkinggroups,andstudytours.Concretely,oneideawhichmightbetakenforwardisOECDassistanceinsupportingthedraftSMElawwithrelevantcapacitybuildingworkshops.Sub‐component4.1:EstablishmentoftheinstitutionalstructureTheprojectwillassistLibyaEnterpriseandrelated institutions insettinguptheappropriate institutionalstructuretoimplementtheprojectandbuilduptheappropriatecapacities.StatusofImplementation:Thisandothersubcomponentswillbeelaboratedanddetailedaspartofthefollow‐upworkunderComponent2inapost‐conflictenvironment,anddependingonthedemandofaprospectiveunitygovernment.Sub‐component4.2:DevelopmentofregionalbusinesscentersThisactivitywill ensure that thestructure,mandate,andprioritiesof regionalbusinesscenters ‐keyelements in theimplementationofanySMEdevelopmentstrategy‐areinlinewiththeSMEdevelopmentstrategy.StatusofImplementation:IbidSub‐component4.3:DevelopmentoftheincubatornetworkThisactivitywillhelpdevelopingadepartmentwithinthemostappropriateinstitutionorministry(thatremainstobeidentified). This department will be responsible for developing incubators, coaching employees and trainers, infullalignmentwiththeoverallSMEdevelopmentstrategy.Status of Implementation: OECD shared with Libya Enterprise in a consultativemeeting in Paris in February bestpracticeson incubatorset‐upandmanagementasan input into theireffortonestablishing incubatorswhichhas juststarted.Sub‐component4.4:EstablishmentofanadvisorycompetitivenesscouncilThisactivityaimsatestablishingandinstitutionalisinganadvisorycompetitivenesscouncildependingontheneedofthebeneficiary.Areportonthebylaws,theinstitutionalstructureandthemandatewillbeproducedbasedonworldwideexperiencefrom,interalia,Egypt,Sweden,andTurkey,andtheparticularneedsoftheLibyanadvisorycompetitivenessCouncil.StatusofImplementation:IbidSub‐component4.5:AssistanceintheimplementationofthelegalframeworkThisactivitysupportsanimplementationofthestructuralandproceduralframeworkdevelopedundertheComponent3,providingtargetedcoachingandtrainingsessions,dependingontheneedofthebeneficiaryinstitutions.StatusofImplementation:IbidComponent5:AccesstofinanceforSMEsTheOECD,inpotentialcollaborationwiththeIsDBwhichsupportstheestablishmentoftheSMEdevelopmentfund,willleadeffortsonaddressingafundinggapintheLibyanSMEsector.ThecomponenthasbeendesignedtocomplementtheplannedprojectoftheLibyangovernmentwithIDBtosetupregionalSMEdevelopmentfunds,withassistancefromtheIDBundertheaegisoftheLibyanMinistryofEconomy.

The OECD is analysing how to best target the substantial systemic riskswhich the Libyan financial system is facingincludingthedominanceofstate‐backedassets(over96%of loans).A firststepwastakenthroughdiscussionsof thesystemic failures in the Libyan financial systemwith the Central Bank and theMinistry of Finance officials during aSeptember2013mission.Thesediscussionswere theoutcomeof the raisingawareness training theOECDofferedonsovereignguaranteesandequity‐backedmechanismsforSMEandinvestorprojects.TheCentralBankhasrequestedthatasimilar,moreextensivetrainingbeprovidedtohigherlevelsofpoliticalauthority,withtheobjectiveofbringingthistopicmoretotheattentionofpolicymakers.Thesub‐componentsofthiscomponentwerekeptforthisprogressreport,butfuturediscussionwithIsDBandtheLibyancounterpartsmightleadtoadjustmentsintheirnature.Oneoptioninparticularistocomplementexistingandplanneddebtsupportmechanismswithequitymechanismsdesignedtotargethigh‐riskprojectswithhighpotentialsocialreturns,suchasinvestmentintomanufacturingofakindnotalreadyestablishedinthecountry,orproductsliabletocontributetothediversificationoftheexportbasket.Whileaconceptnotehasbeendeveloped,thetechnicalworkiscurrentlyonhold(due,inpart,toinstabilitiesandcurrentfundingconstraintsholdingupthelaunchoftheSMEregionalfunds).Previous Rating: ‐‐Moderatelysatisfactory

Current Rating: ‐‐ModeratelyUnsatisfactory

Cost(US$):300,000

Sub‐component5.1:AssessmentandassistancefortheestablishmentofventurecapitalfundforSMEprojectsandstart‐upsStatusof Implementation:Given thebudgetaryconstraints inLibyaand thesituation in thecountry, theSME fundsinitiativehasbeenputonhold.Sub‐component5.2:AssessmentandassistancefortheestablishmentofanSMEfinancingbankStatusofImplementation:GiventhebudgetaryconstraintsinLibyaandthesituationinthecountry,theideatoestablishaSMEbankhasbeenputonhold.

D. DisbursementsofFundsforDirectProjectActivities Country‐Execution(US$)

(x)Direct Cost for ISA‐Execution(US$)(y)

Total(US$)

Approved Amount forDirectProjectActivities(a):

2,451,192 2,451,192

Amount Received fromTrustee(b):

890,166 890,166

Actual Amount Disbursed(c):

1,195,916 1,195,916

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2015 OECD:650,000USD OECD:650,000USD2016 OECD:500,000USD OECD:105,276USD OECD:605,276USD2017 2018 2019



G. ResultsFrameworkandMonitoring27

ProjectDevelopmentObjective(PDO):Todevelopandstrengthentheoveralllegalandinstitutionalframeworkforpromotingentrepreneurshipandhigh‐potentialSME’sinLibya.

PDOLevelResultsIndicatorsUnitofMeasure

Baseline

CumulativeTargetValues

Frequency

DataSource/

Methodology



definitionetc.)Jul2013–Jun2014

A

Jul2014–Jun2015

A

Jul2015–Sep2016

F

YR4

F

YR5

F

IndicatorOne:ImprovementinSMEPolicyIndexvalue

TBC TBC TBC TBC TBC Onceayear

OECDreport PIO RankingofdifferentaspectsofgoodpracticeSMEpolicy

IndicatorTwo:ImprovementintheGlobalCompetitivenessReport

Ranking 106of144(2012‐2013)

108 126 120 115 110 Onceayear

GlobalCompetitivenessReport

PIO Compositecompetitivenessranking

IndicatorThree:ImprovementinthedimensionBusinessSophisticationoftheGlobalCompetitivenessReport

Ranking 116of144(2012‐2013)

131 135 130 125 120 Onceayear


PIO Sub‐componentofGCRratingthelevelofprofessionalismamongbusinesses

27 Nota bene: Due to the conflict in Libya, actual PDO Level Results indicators on all dimensions have actually worsened. The relationship between project impact and impact of the conflict is therefore hard to measure. However, it is clear that targets can only be reached in the context of the improvement of the overall situation. This also relates to intermediate outcomes, many of which needed to be postponed.

IndicatorFour:ImprovementinthedimensionBusinessInnovationoftheGlobalCompetitivenessReport

Ranking 129of144

125 120 110 Onceayear


PIO Sub‐componentofGCRrankinglevelsofinnovation(patentsetc.)

IndicatorFive:Improvementintheindexofeconomicfreedom

Ranking 175of178

170 160 150 Onceayear


PIO DegreeofopennessoftheeconomyforSME’sandotherinvestors

INTERMEDIATERESULTS

IntermediateResult(ComponentOne):DeepenedcommonunderstandingamongstakeholdersastotheprioritiesforSMEdevelopmentinLibya.

Results Unitofmeasure

Baseline YR1 YR2 YR3 YR4 YR5 Frequency

DataSource ResponsibilityDescription

IntermediateResultindicatorOne:NumberofparticipantsintheKnowledgeandPolicyForum.

Number 0 0 30‐40

Once Forumreport MENA‐OECD

ForuminIstanbul29/30

ofJuly

IntermediateResultindicatorTwo:Formalacceptanceofalloutputs.

Yes/No No No No Once Interimreport MENA‐OECD

IntermediateResult(ComponentTwo):AcceptanceandadoptionoftheSMEdevelopmentstrategy.




IntermediateResultindicatorOne:AcceptanceofthestrategybythePSC/Government

Yes/No No No No Once Interimreport MENA‐OECD N/A

IntermediateResultindicatorTwo:Adoptionofthestrategy

Yes/No No No No Once Interimreport MENA‐OECD N/A

IntermediateResult(ComponentThree):Adoptionofcomplementarylegalacts.




IntermediateResultindicatorOne:Acceptanceofcomplementarylegalacts

Yes/No No No No Once Interimreport

MENA‐OECD

IntermediateResultindicatorTwo:FormaladoptionofatleasttwolegalactsasproposedbytheProject

Numberofactsadopted

0 0 0 Everysixmonths

Interimreport

MENA‐OECD

IntermediateResult(ComponentFour):ConsiderableprogressintheimplementationoftheSMEdevelopmentstrategy.




IntermediateResultindicatorOne:Adoptionofinstitutionalstructure

Yes/No No No No Once Interimreport

MENA‐OECD

IntermediateResultindicatorTwo:AtleastfiveadditionalEnterpriseDevelopmentCentersareoperational.

NumberofEDC

TBC 0 0 5 Everysixmonths

Interimreport

MENA‐OECD

IntermediateResultindicatorThree:Atleastfiveadditionalincubatorsareoperational.

Numberof

incubators

TBC 0 0 5 Everysixmonths

Interimreport

MENA‐OECD

IntermediateResultindicatorFour:CompetitivenessCouncilestablishedandatleastthreemeetingsheld.

Numberofformalmeetings


Meetingreports

LibyaEnterprise

IntermediateResultindicatorFive:Atleastthreesectoraldevelopmentplansdeveloped.

Numberof

approved


Interimreport

MENA‐OECD TobeApprovedby

the

sectoraldevelopmentplans

PSC/Government

IntermediateResult(ComponentFive):ConsiderableimprovementinaccesstofinanceforLibyanSMEs.




IntermediateResultindicatorOne:VCfundinvestment

Lengthofbalancesheet

0 0 0 Once Interimreport

MENA‐OECD Equitycapitalinvestedin

Libyanprojectsbythefund

IntermediateResultindicatorTwo:SMEfinancingbankestablished

Yes/No No No No Bankestablishedinlinewith

recommendationsoftheproject

IntermediateResultindicator2:LendingtoSMEsincreased

USDlenttoSMEs

TBC TBC TBC Lendingshouldincreaseby

100%overthefirstfiveyears.


LeadingtheWay:ALeadershipCapacityBuildingPilotProject

A. BasicProjectInformationActivityName:LeadingtheWay:Aleadershipcapacitybuildingpilotprojectatthecountry’sdecision‐makinglevelCountryName:Libya NameofImplementationSupportAgency(ies):AfDBNameofISAProjectLeader:Mr.AhmedYasser&Mrs.SamiaMansour

EmailofISAProjectLeader:[email protected]&[email protected]

RecipientEntity:MinistryofPlanning NameandEmailofRecipientEntityContact:[email protected]

Total Amount Approved by theTransitionFund(US$):3,500,000.00

Additional Funds Leveraged andSource(s),ifany(US$):2,000,000.00(fromGovt.ofLibya)



12/5/2013

Project Implementation Start Date:01/08/2014

ProjectClosingDate:

12/31/2016

Pillar(s) towhichActivityResponds(aspertheproposalapprovedbytheSteeringCommittee)

PrimaryPillar(selectonlyone): EnhancingEconomicGovernanceSecondaryPillar(s)(selectasmanyasapplicable):

InvestinginSustainableGrowthInclusiveDevelopmentandJobCreationCompetitivenessandIntegration

B. SummaryofProjectImplementationProgressandKeyIssuesProjectDevelopmentObjective:Thispilotprojectaimsatstrengtheningleadershipcapacityatdecision‐makinglevelsofthesocietyinordertoleadthewaytolong‐terminstitutionaleffectiveness,efficiencyandsuccess.Ratingforprogresstowardsachievementofobjective: ModeratelySatisfactory


BriefSummaryofProjectImplementationStatus: Theprojectgrantagreementwasdraftedsoonaftertheapprovaloftheproject;however,uncertaintiesinLibya’spoliticallandscapeandgovernancestructureimpliedthatthegrantagreementwasonlysignedbytheLibyancounterpartson22May2014.On30June2014,tofulfilltheconditionsprecedenttodisbursement,theLibyangovernmentissuedanofficialletterconfirmingtheLibyancounter‐partfundingofUSD2mbeingmadeavailablefortheproject.Procurementofservicesofaprojectconsultantwas initiatedon4 July2014. Inaddition,progressontherecruitmentofthemainconsortiumhasbeenpromisingwiththeGeneralProcurementNotice(GPN)publishedonlineon22July2014andtheExpressionsofInterestwerepublished.ExpressionsofInteresthavebeenreceivedfortheconsortiumandcandidateshavebeenshortlisteddowntosixapplicantswhoreceivedtheRequestforProposals(RfP)afteritwasclearedwith the GoL. A conference call with the 6 shortlisted applicants on 15 October helped clarify any issues prior to thesubmissionoftheiractualproposals.TheBankreceived5proposalson21November2014–onecandidatewithdrewtheirapplication.Duetothecurrentpoliticalsituationinthecountry,anextensionoftheprojectwasapprovedduringtheMENATFSteeringCommitteemeetingheldinBerlininMay2015.Thisextensionwillmeanthenewprojectclosingdatewillbe31December 2016. After due consultations internally, the Bank has decided to continue the project and a request for anextensionofthetechnicalandfinancialproposalwassenton11May2015tothe5consortiumaskingthemtoconfirmtheirinterest in the project and their willingness to extend the validity of their original proposals to 31 August 2015. After,receivingtheconfirmationofthe5consortiumstoextendtheirproposals,theBankproceededtothepublicopeningofthetechnicalproposalswhereas the financialproposalswerekept insealedenvelopes.TheBankarranged internally for thetechnicalevaluationofthefiveproposalsandtheevaluationcommitteesubmittedtheresultson22June2015.Now,theevaluationprocessiscontinuingandtheBankinvitesthewinnersforthepublicopeningofthefinancialproposals.

C. ImplementationStatusofComponentsComponent1:ConsolidationofthedeliveryunitwithintheTransitionGovernmentandtheinternationalconsortium:Thiscomponentwillfocusontheconsolidationofthegovernancestructure,thedeliveryunitandtheconsortiumofinternationalinstitutions.PreviousRating:Chooseanitem. CurrentRating:Not Applicable Cost(US$):197,400.00Sub‐component1.1:EstablishmentofthedeliveryunitattheLibyanGovernment

StatusofImplementation:TheBankhashelddiscussionswiththeMinistryofPlanningduringamissiontoTripoliinApril2014todiscussthelogisticsofestablishmentofthedeliveryunitattheMinistry.WiththegrantagreemententeringintoforceinJuly2014,ameetingwasheldwiththeMinistryofPlanninginTunisinAugust2014,wherethedetailsofthedeliveryunitwerefinalized.SinceAugust2014andintheactualpoliticalcontextofthecountry,theBankhasmaintainedchannelsofdiscussionwithourLibyancounterparts(atatechnocraticlevel)toensuretheimplementationoftheprojectunderthebestconditionspossible.Sub‐component 1.2: Negotiation of the partnership agreement with the consortium of international institutions forimplementationofthepilotprojectStatusofImplementation:TheTermsofReferencewiththeconsortiumwere draftedbyAfDB,reviewedandvalidatedbytheMinistryofPlanning.Sub‐component1.3:EstablishmentofthegovernancestructureoftheprogramStatusofImplementation:Completed.ThegovernancestructurewasdiscussedwiththeMinistryofPlanningduringtwoextensivemeetingswiththeMinistryofPlanninginJanuaryandApril2014inTripoli.Sub‐component1.4:DeterminationofdeliveryarrangementsStatusofImplementation:ThesearrangementshavebeenspecifiedintheToRfortheconsortium,andwillbedecidedupononceaconsortiumisselected.

Component2:Requirementanalysisandprogramsarchitectureandcontentdevelopment:Thiscomponentwillencompassasystematicprocessofgatheringrelevant informationtodrawadetailedandaccurateunderstandingofLeadershipCapacityBuildingrequirements.PreviousRating:Chooseanitem. CurrentRating:Not Applicable Cost(US$):625,100.00Sub‐component2.1:PerformleadershiptrainingrequirementsgatheringandanalysisforLibyaStatusofImplementation:N/ASub‐component2.2:Designthetrainingcurriculum(programarchitecture)StatusofImplementation:N/ASub‐component2.3:ContentdevelopmentStatusofImplementation:N/ASub‐component2.4:ImplementadeliveryplatformStatusofImplementation:N/ASub‐component2.5:ConsolidatetrainingprogramsStatusofImplementation:N/ASub‐component2.6:DevelopanassessmentprogramStatusofImplementation:N/A

Component3:Coaching,mentoringandsupportingprogramfortopofficials(governmentlevel):ThiscomponentwillfocusoncoachingandmentoringofcurrentandupcomingLibyanleaders(currentandfutureministers,deputyministers,advisorsandcabinetmembers)todevelop fundamentalstategovernanceskills,andaccessknowledgeandexpertiseofstates‐people fromaroundtheworldwithexperienceindemocratictransitionandinstitutionalreforms.PreviousRating:Chooseanitem. CurrentRating:Not Applicable Cost(US$):361,900.00Sub‐component3.1:TheConsortiumshoulddeliveracoachingandmentoringprogramforthenewLibyanleaders.StatusofImplementation:N/ASub‐component3.2:TheConsortiumwillfacilitateinteractionsbetweenLibyanleadersandmembersofthecivilsociety.

StatusofImplementation:N/AComponent4:Pilotexecutivetrainingandmentoringprogramforseniorexecutivestaff:Thiscomponentaimatrunninganexecutiveleadershipprogramforexecutivelevelmanagers(directorgeneralanddirectororequivalent)inthepublicandprivatesectorsandincivilsociety(nonprofitorganizationsandunions).PreviousRating:Chooseanitem. CurrentRating:Not Applicable Cost(US$):3,290,000.00Sub‐component4.1:EstablishaselectionprocessandparticipantmanagementsolutionStatusofImplementation:N/ASub‐component4.2:EstablishatrainingscheduleStatusofImplementation:ProvideupdateonimplementationstatusSub‐component4.3:Offerpersonaldevelopmentactivities(e.g.,languagetraining,communication,publicrelations,andfoundationtopics)StatusofImplementation:N/A

Sub‐component4.4:DeliversurveysStatusofImplementation:N/ASub‐component4.5:EvaluateinstructorsandprogramsStatusofImplementation:N/ASub‐component4.6:CertifysuccessfulparticipantsStatusofImplementation:N/AComponent5:Development of a strategic leadership capacity development plan: This componentwill focus on groupinginternationally recognized experts with their Libyan counterparts to engage into leadership capacity strategic planningactivitiesinsupportofLibya’sVision2030.PreviousRating:Chooseanitem. CurrentRating:Not Applicable Cost(US$):282,000.00Sub‐component5.1:PerformasituationanalysisStatusofImplementation:N/ASub‐component5.2:HoldaconceptdevelopmentworkshopStatusofImplementation:N/ASub‐component5.3:Conductoptionanalysis:StatusofImplementation:N/ASub‐component5.4:ReviewstrategicguidanceStatusofImplementation:N/ASub‐component5.5:ValidatethestrategicplanStatusofImplementation:N/AComponent6:Independentevaluationoftheprogram:Anindependentandrigorousprojectevaluationteamwillbetaskedwiththeoverallevaluationofallthecomponentsofthisproject.PreviousRating:Chooseanitem. CurrentRating:Not Applicable Cost(US$):188,000.00Sub‐component6.1:EvaluationStatusofImplementation:N/ASub‐component6.2:ImpactAssessmentsStatusofImplementation:N/ASub‐component6.3:ThecapstonecelebrationStatusofImplementation:N/A


(US$)

(x)


(y)

Total(US$)


3,260,000 3,260,000


3,260,000 3,260,000

ActualAmountDisbursed(c): 0.00 0.00

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2014 0 0 02015 0 1,050,000 1,050,0002016 830,000 600,000 1,430,0002017 780,000 0 780,0002018

2019




ProjectDevelopmentObjective(PDO):


Baseline

ForecastsofCumulative

TargetValues**

FrequencyDataSource/Methodology



Jan2015–Dec2015F

Jan2016–Dec2016F

IndicatorOne:DeliverySupportUnitissetupwithintheLibyanGovernment

UnitEstablished

0 1 1 Biannually Reports Projectimplementationunit

QuantitativeQualitative(qualityoforganization)

IndicatorTwo:Highqualityinternationalacademicinstitutionsengaged

ConsortiumEngaged


QuantitativeQualitative(internationalstandards

foracademicinstitutions)

IndicatorThree:Multiplepathstrainingcurriculadeveloped

1‐3Curricula


Acurriculaismadeavailable(includingteachingmaterialontheelectronicplatform)

IndicatorFour:EffectiveTrainingof200executivelevelparticipants(atleast25%women)

#ofParticipantsTrainingQuality


Quantitative–numberofapplicationandacceptancerateQuantitative–numberofparticipantswhohavesuccessfullycompletedthetrainingQuantitative–%ofwomenwhohavesuccessfullycompletedthetrainingQualitative–Participantssurveys

IndicatorFive:Efficientgovernmenthandover

#daysandQualityofengagement

s


Quantitative–numberofengagement‐daysforcoachingandmentoringofmembersofgovernmentQualitative–Participantssurveys

Indicatorfour:StrategicplanforleadershipcapacitybuildinginsupportofLibya2030Vision

StrategicPlan


Quantitative–numberofstakeholdersconsultedandmeetingsheldQualitative–Acceptancequalityassurancesurvey

INTERMEDIATERESULTS

IntermediateResult(ComponentOne):ConsolidationofthedeliveryunitwithintheTransitionGovernmentandtheinternationalconsortium

IntermediateResultindicatorOne:SetupoftheDeliveryUnit

UnitEstablished



IntermediateResultindicatorTwo:EstablishmentofthePartnershipAgreement

#ofPartnershipagreementssigned


QuantitativeQualitative(internationalrankingof

theparticipatinginstitutions)

IntermediateResultindicatorThree:EstablishmentoftheGovernanceStructure

GovernanceStructure



IntermediateResult(ComponentTwo):Requirementanalysis,programsarchitectureandcontentdevelopment

IntermediateResultindicatorOne:RequirementGatheringandAnalysis

Report 0 1 1 Biannually Reports Projectimplementationunit

Qualitative–SurveyofStakeholders

IntermediateResultindicatorTwo:CurriculumDesignandContentDevelopment,ProgramsConsolidation

#ofTrainingPrograms


ContentforeachtrainingpathQualitative–SurveyofStakeholders

IntermediateResultindicatorThree:DeliveryPlatformDevelopment

1onlineelectronicplatform


Electronicandonlinedeliveryplatform

Qualitative–Useracceptancesurvey

IntermediateResultindicatorFour:Participantsrecruitingandassessment

#ofapplicants


#ofapplications

IntermediateResult(ComponentThree):Coaching,mentoringandsupportingprogramfortopgovernmentofficials

IntermediateResultindicatorOne:Coachingandmentoringsessions

#sessions 0 10 10 Biannually Reports Projectimplementationunit

Quantitative‐#ofone‐on‐oneoroneonmultiplecoachingandmentoring

sessionsQualitative–Participantssurvey

IntermediateResultindicatorTwo:Workshops

#ofworkshops


Quantitative‐#ofworkshopsQualitative–Participantssurvey

IntermediateResult(ComponentFour):Coaching,mentoringandsupportingprogramfortopgovernmentofficials

Indicator1:Numberofexecutivelevelparticipantstrained

Numberofpeople



Indicator2:%ofwomenparticipating

%ofparticipants

0 25% 25% Biannually Reports Projectimplementationunit

%orfemaleparticipantsinthetrainingsessions

Indicator3:%ofparticipantsfromcentralregions

%ofparticipants

0 50% 50% Biannually Reports Projectimplementationunit

%orfemaleparticipantsinthetrainingsessions

Indicator4:scoreobtainedfromparticipantsonquality

Averagescore


AverageRatingobtainedfromtheparticipantsattheendofthetrainingsession(1‐10scale;10beingthehighestscore)

IntermediateResult(ComponentFive):Pilotexecutivetrainingandmentoringprogramforseniorexecutivestaff

IntermediateResultindicatorOne:Situationanalysis


Exhaustivesituationanalysisreport

IntermediateResultindicatorTwo:Workshopswithkeystakeholders


WorkshopreportsQualitative–Participantssurvey

IntermediateResultindicatorTwo:StrategicPlanningActivities

Plan 0 1 1 Biannually Reports Projectimplementationunit

QualityofthereportAcceptancesurvey

IntermediateResult(ComponentSix):Coaching,mentoringandsupportingprogramfortopgovernmentofficials

Indicator1:independentimpactassessmentmethodologydeveloped

MethodologyandDataCollectionPlan

(Surveys)

0 1 1 Once Impactassessmentmethodology

Independentresearchteam

Researchteam(Researchers,post‐doctoralfellowandgraduatestudents)willbehiredtodesignanevaluationplanoftheprojectincludingdatacollectionplan,surveys,etc.

Indicator2:Projectimpactassessment

Independentprojectevaluation

0 1 1 Midandendofthe

program

Impactassessment

Independentresearchteam

Thesameteamasabovewillberesponsibletocarryontheassessmentandproduceamidandendofprojectimpactassessment

Indicator2:Capstonecelebrationorganized

#ofevents 0 1 1 Biannually Reports Projectimplementationunit

1events

EnergySectorReformTechnicalAssistance

A. BasicProjectInformationActivityName:Libya-Electricity Sector Reform Technical Assistance

CountryName: Libya NameofImplementationSupportAgency(ies): The World Bank

NameofISAProjectLeader: Fanny Missfeldt-Ringius, Mikul Bhatia, Samira Elkhamlichi

EmailofISAProjectLeader: [email protected]

[email protected]

RecipientEntity: Ministry of Electricity and Energy NameandEmailofRecipientEntityContact: Mr. Idres El-Sharif, [email protected].


Additional FundsLeveragedandSource(s),ifany(US$):



6/10/2014


10/1/2014

ProjectClosingDate:

12/31/2017


PrimaryPillar:


SecondaryPillar(s): EnhancingEconomicGovernanceInclusiveDevelopmentandJobCreationCompetitivenessandIntegration


ProjectDevelopmentObjective:The overall objective of the Technical Assistance activity would be to support the Government of Libya in its efforts to reform the electricity sector and its institutions with a view of enhancing the technical and financial viability of the sector. Ratingforprogresstowardsachievementofobjective: Unsatisfactory

Ratingforoverallimplementationprogress: Unsatisfactory

BriefSummaryofProjectImplementationStatus:DuetothesecuritysituationandthepoliticalvacuuminLibyatherehadbeenahiatusinthecollaborationonenergywiththeGovernment.AfteralaunchingworkshopscheduledinTunisiacouldnotproceedinearly2015duetoborderclosurebetweenLibyaandTunisia,anotherdatefortheprojectlaunchingworkshopwasagreedfor3‐5June,2015,inIstanbul,Turkey.Theworkshopwasaimedatbringingtogetherenergysectorstakeholdersatthetechnicalleveltodiscuss(i)projectapproachandwayforward(includingtimeline);(ii)trainingonbestpracticeenergysectorreformexperiences;(iii)measurestoimproverevenuerecoveryfromthepowersector;(iv)statusofgasandoilsituation;and(v)operationalassessmentofGECOL.However,afterinitiallyacceptingthedates,closertotheplanneddate,theclientrequestedtopostponetheeventuntilafterRamadan.Theworkshopiscritical,aswithoutcoordinationwiththeGovernment,activitiesassetoutbelowcannotbestarted.Anewdateisnowbeingdiscussedwiththeclient–possiblyforthemonthofSeptember.

C. ImplementationStatusofComponentsComponent1:Support the Reform of the Legal and Institutional Framework in the Electricity SectorPreviousRating:Unsatisfactory CurrentRating:Unsatisfactory Cost(US$):900,000Sub‐component1.1:Institutional gap analysis - The activity consists of assessing the current structure of the electricity sector, including organizational and governance aspects with the aim of identifying areas where the current framework can be enhanced and brought to international best practice.StatusofImplementation:Somemoregenericworkonthegassectorhasstarted.

Sub‐component1.2:Development of a regulatory framework - Based on the option and scenario selected in the abovementioned activity, the regulatory framework will be developed focusing mainly on defining the sector’s new structure and the roles and responsibilities of the power sector actors, including for renewable energy and energy efficiency.StatusofImplementation:NotyetstartedSub‐component1.3:Development of the framework for establishing a Libyan Electricity Market Regulatory Authority (LEMRA). The project will finance technical support to design the framework required to establish an entity in charge of regulating the electricity sector. The objective is to define the functions and responsibilities of the regulator and eventually develop a comprehensive Business Plan for LEMRA. A series of workshops will be organized to build consensus within Government and among stakeholders to complement these activities.StatusofImplementation:NotyetstartedSub‐component1.4:Assessment of GECoL Operations and Roadmap (overall aspects). Taking into account the issues identified in the institutional gap analysis (activity 1‐1) this activity will include a comprehensive analysis and assessment of the current state of the GECoL and the activities performed and propose recommendations for improving management and operations of current GECoL activities overall.StatusofImplementation:NotyetstartedSub‐component1.5:Action plan for Distribution operations (Specific Aspects). This activity will build on the outcomes from the previous activity (including the previous studies done by Booz Allen for GECOL) and focus particularly on the electricity distribution sector, through first the carry out of an audit of the electricity distribution sector to assess the current performance and identify issues affecting this performance and the efficiency and effectiveness of current management structures and billing and collection systems. StatusofImplementation:NotyetstartedComponent2:Development of a Framework for the Deployment of Renewable Energy REPreviousRating:Unsatisfactory CurrentRating:Unsatisfactory Cost(US$):150,000Sub‐component2.1:Energy Mix Assessment. The project will finance the review and update the existing least‐cost expansion plan, which includes dedicated renewable energy scenarios will be developed, that would confirm the economically optimal level of mix of renewables.StatusofImplementation:Somemoregenericworkonthegassectorandonenergyefficiencyhasstarted.Sub‐component2.2:Prepare a Strategic Plan for the Development Renewable Energy. This component will consist of preparing a set of standardized documents for Public Private Partnership (PPP) transactions, and assisting in identification and reserving a dedicated site for a pilot PPP transaction.StatusofImplementation:NotyetstartedSub‐component2.3:Identify and Prepare a Framework for a Pilot Private‐Public Partnership (PPP) Transaction. This component will consist of preparing a set of standardized documents for Public Private Partnership (PPP) transactions, and assisting in identification and reserving a dedicated site for a pilot PPP transaction.StatusofImplementation:NotyetstartedComponent3:Development and implementation of staff training program for energy experts, senior experts and administrative staff.PreviousRating:Unsatisfactory CurrentRating:Unsatisfactory Cost(US$):300,000Sub‐component3.1:Trainings and capacity building. The component consists of assessing the capacity needs and designing appropriate trainings to be provided to professionals and practitioners involved in the sector.StatusofImplementation:NotyetstartedComponent4:Institutional Arrangement for Project ImplementationPreviousRating:Unsatisfactory CurrentRating:Unsatisfactory Cost(US$):460,000Sub‐component4.1:World Bank team and local presence to help with project implementation. The project will finance a world Bank Staff who will be based in Libya and a team with an appropriate skill mix responsible for the implementation of the project. The team will work closely with the Project Implementation Unit PIU established in the Ministry.StatusofImplementation:Notcurrentlyfeasibleduetosecuritysituation.Instead,twolocalconsultantshavebeenrecruitedtohelpliaisonwiththeGovernment.

Sub‐component4.2:Monitoring and Evaluation. The component consists of monitoring and evaluation of project activities to ensure indicators are established and verified and the outputs and outcomes are attained. The World Bank team will coordinate the monitoring and evaluation of the project results.StatusofImplementation:Notyetstarted



(x)


(y)

Total(US$)


0 1,960,000 1,960,000


0 1,960,000 1,960,000

ActualAmountDisbursed(c): 0 0 80,189.64

E. DisbursementForecastofFundsforDirectProjectActivitiesbyCalendarYear(US$)Year Jan‐June Jul‐Dec TotalbyYearEnd2014 ‐ 2015 80,189.64 100,000 180,189.642016 400,000 760,000 1,160,0002017 300,000 319,810.36 619,810.362018 2019


Disbursed(US$) Available(US$) Total(US$)39,747 253.15 40,000


Project Development Objective (PDO): The Project Development objective of this Technical Assistance Project is to support the Government of Libya in its efforts to reform the electricity sector and its institutions with a view of enhancing the technical and financial viability of the sector.


Unit of Measure

Baseline


Frequency Data

Source/Methodology


Collection


etc.) Oct

2014 – Sept 2015

F

Oct

2015 – Sept 2016

F

Oct

2016 – Dec 2016

F

Options for restructuring the power sector analyzed

Text Ministerial decision N°539 that empowers the MoE to undertake necessary reform measures

- Gap analysis - High level strategic policy document

WB Team and the Technical Committee.

Report

Electricity Market Law adopted

Text Law N°17 on creation of GECoL

- Law drafted and endorsed by the advisory committee

- Legal Framework for RE and EE defined


Law

The Libyan Electricity Market Regulatory Authority (LEMRA) Framework developed.

Authority None - Sr Expert recruited

- Framework developed

- Business Plan for LEMRA developed


Authority responsible of power regulation

Roadmap and Action Plan for GECoL Restructuring developed

Text None - Assessment of GECoL Operations prepared - Technical analysis of losses in the system prepared

- Roadmap and Action Plan for GECoL Restructuring


Plan

Development of a Framework for Renewable Energy(RE)

Text None -Energy Mix Assessment reviewed and updated

- a Strategic Plan for RE Development prepared

- A Framework for a Pilot Private-Public Partnership (PPP) Transaction prepared


Studies and plans


- A series of stakeholders’ consultation workshop will be organized to build consensus around the reform options.

Number of consultations

0 2 4 4 quarterly WB Team and the Technical Committee.

- Capacity building program is developed and number of training workshops are organized and exchange events

Number 0 0 4 4 quarterly WB Team and the Technical Committee.

- a dedicated site identified and reserved to pilot a PPP transaction for a RE project

project None a feasibility study of the project and its legal framework conducted



FinanceandPrivateSectorDevelopmentTechnicalAssistance

A. Basic Project Information Activity Name: Libya Finance and Private Sector Development Technical Assistance

Country Name: Libya Name of Implementation Support Agency(ies): World Bank

Name of ISA Project Leader: Pietro Calice Email of ISA Project Leader: [email protected]

Recipient Entity: Central Bank of Libya, Ministry of Economy, Privatization and Investment Board, Chamber of Commerce, Libya Business Council

Name and Email of Recipient Entity Contact: Dr. El Sadiq El Kabir (Governor, Central bank of Libya - +218 21 333 3588); Khaled Al Bakory (Director, Privatization and Investment Board - +218 21 340 5226); Abdulnaser Ben Nafaa (Chairman, Libya Business Council - +218 91 222 0629).

Total Amount Approved by the Transition Fund (US$): 3,300,000

Additional Funds Leveraged and Source(s), if any (US$):

Total Amount Disbursed (Direct and Indirect in US$): 611,239.67

Steering Committee Approval Date:

12/5/2013

Project Implementation Start Date:

1/1/2014

Project Closing Date:

1/31/2017

Pillar(s) to which Activity Responds (as per the proposal approved by the Steering Committee)

Primary Pillar: Investing in Sustainable Growth Secondary Pillar(s): Enhancing Economic Governance

Inclusive Development and Job Creation Competitiveness and Integration

B. Summary of Project Implementation Progress and Key Issues

Project Development Objective: (i) To strengthen the capacity of key Libyan financial institutions to assess and reform the foundational elements of financial infrastructure; and (ii) to strengthen the capacity of institutions responsible for promoting private investment and private sector development.

Rating for progress towards achievement of objective: Moderately Satisfactory

Rating for overall implementation progress: Moderately Satisfactory

Brief Summary of Project Implementation Status: The project has started implementation in a highly volatile political environment, characterized by outright civil war. The challenging political and security situation in the country has requested a new model of engagement with Libyan counterparts, based on remote delivery and focused on capacity building. The baseline scenario underlying this Progress Report is a gradual yet bumpy and slow normalization of the political situation in the country, supported by the international community. Against this background, the project is deemed to be on track, with one sub-component closed and two ongoing. A change in the baseline scenario will obviously impact the implementation of the project and its ratings. At the request of the Central Bank of Libya (CBL), the original sub-component 1.1 of the Project has been replaced by “Capacity building to the banking industry”. This change will not have any impact on the overall project development objective. This new activity involves technical assistance (TA) to the Institute of Banking and Financial Studies (IBFS), the Libyan banking industry training center operated under the aegis of the CBL

C. Implementation Status of Components

Component 1: Financial infrastructure development Previous Rating: Moderately Satisfactory

Current Rating: Moderately Satisfactory Cost (US$): 1.5 million

Sub-component 1.1: Capacity building to the banking industry (Support to the IBFS) Status of Implementation: Activity launched in May 2015 with the delivery of a two-day workshop in Tunis attended by the Libyan financial community, including the CBL and the IBFS. During the workshop, the team presented the results of a benchmarking and discussed best practices banking training organizations; validated the methodology to undertake a diagnostics of IBFS’ capacity and governance; identified Libyan banks’ needs in professional training; and discussed and agreed on the target organizational structure. Next steps involve the design of a framework for vocational training, including the broad architecture for qualification and diploma programs; and the diagnostics of IBFS.

Sub-component 1.2: Strategic plan to lay the framework for implementing Islamic finance in Libya Status of Implementation: Organized dialogue with key stakeholders, including the Central Bank of Libya, on the transition to an Islamic financial system; contributed to organize a conference on Islamic finance which was supposed to be held in March 2014 but was then postponed due to security issues (next date TBD); initiated the development of a strategic framework for Islamic finance; initiated needs assessment in both the Central Bank and the banking system. In December 2014, the team organized a workshop titled “Towards Developing a Sound Sukuk Market in Libya”, targeting top officials of the Libya Stock Exchange (LSE), which has the mandate to develop the Sukuk market in Libya. The training was delivered through the Global Islamic Finance Development Center in Istanbul. The workshop familiarized senior LSE staff with basic principles, financing structures, as well as sound practices relating to a well-functioning Sukuk market (for both sovereign and corporate issuances). It also introduced participants to key issues relating to the regulation and supervision of Sukuk markets, including compliance with relevant AAOIFI standards. Nest steps include the delivery of a Strategy for Implementing Islamic Finance in the country. Sub-component 1.3: Capacity building to the Central Bank on banking supervision Status of Implementation: This activity has not started yet. A resident expert has been identified and contacts with CBL are ongoing.

Component 2: Private sector development Previous Rating: Not Applicable Current Rating: Moderately Satisfactory Cost (US$): 1.2 million Sub-component 2.1: Capacity building of private sector institutions Status of Implementation: This activity has not started yet as it is conditional upon successful finalization of the sub-component 2.2. Sub-component 2.2: Mapping/assessing private sector activities and opportunities for growth Status of Implementation: A standard Investment Climate Assessment (ICA) had been planned during a period of relative calm in Libya, where it was realistic to consider in-depth interviews with business owners, CEOs and CFOs. However, since July 2014, major clashes have occurred throughout the country, and most notably in the capital, Tripoli, leading to a mass exodus of Libyans to neighboring Tunisia and Egypt. In this context, the team decided to adopt a revised methodology based on a quick assessment of the main constraints to private sector development as well as the impact of the crisis/conflict and business needs and priorities for recovery. In particular, it was agreed that a set of phone interviews reaching out to about 500 firms based on a focused, streamlined questionnaire would be implemented in collaboration with the Libyan Bureau of Census and Statistics. This would be followed by an analysis of the key constraints to doing business in the current environment and a preliminary mapping of private sector activities. The activity is now being finalized. The team delivered a presentation of the preliminary findings at a workshop in Brussels in March 2015 organized by the EU in the context of the UN-led national dialogue, and was well received by the participants. The team is now finalizing the report which will be published in August 2015. Sub-component 2.3: Development of a Privatization and Public Private Partnership (PPP) framework Status of Implementation: This activity has not started yet as it is conditional upon successful finalization of the sub-component 2.2.

Component 3: Project implementation Previous Rating: Not Applicable Current Rating: Moderately

Unsatisfactory Cost (US$):

Sub-component 3.1: World Bank Staff cost to be based in Libya for 2 years Status of Implementation: Due to security issues in the country, World Bank staff is currently managing the project from Washington DC. A local staff may be hired to help coordinate the project on the ground if and when the conditions improve. Sub-component 3.2: Monitoring and Evaluation Status of Implementation: N/A Sub-component 3.3: Travel Cost Status of Implementation: N/A Sub-component 3.4: PPD process for project implementation (TA to the Advisory and Technical Committees) Status of Implementation: The formation of the Advisory Committee has been delayed due to political developments in the country. However, the technical committees have been established. These may change in light of the evolving political situation. Nonetheless, the team remains engaged with the main technical counterparts of the project.

D. Disbursements of Transition Fund Funds for Direct Project Activities

Country-Execution (US$)

(x)

Direct Cost for ISA-Execution (US$)

(y)

Total (US$)

Approved Amount for Direct Project Activities (a):

3,300,000 3,300,000

Amount Received from Trustee (b):

3,300,000 3,300,000

Actual Amount Disbursed (c): 611,239.67 611,239.67

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$) Year Jan-June Jul-Dec Total by Year End 2013 2014 71,454 171,533 242,987 2015 368,253 500,000 868,253 2016 500,000 500,000 1,000,000 2017 400,000 400,000

F. Disbursements of Funds for Indirect Costs (US$) Disbursed (US$) Available (US$) Total (US$)

134,379 3,021 137,400

G. Results Framework and Monitoring

ProjectDevelopmentObjective(PDO): (i) to strengthen thecapacityofkeyLibyan financial institutions toassessandreform the foundational elementsof financialinfrastructure;and(ii)tostrengthenthecapacityofinstitutionsresponsibleforpromotingprivateinvestmentandprivatesectordevelopment.


Unit of Measure

Baseline




Collection


Jan 2014 – Dec 2014

Jan 2015 – Dec 2015

Jan 2016 – Jan 2017

(i) Endorsement by the Advisory Committee of a strategic plan that outlines gradual introduction of Islamic financial services

Plan to introduce exclusive Islamic finance in Jan 2015

Plan developed

and adopted

(F)

Annually World Bank Endorsement of the advisory committee reported in the committee’s minutes of meeting

ii) Endorsement by the CBL of an Instruction Manual to enable banks examiners to produce regulatory reports aligned with CAMELS rating.

Resident advisor

recruited (F)

Manual developed

and adopted (F)

Annually Advisor progress report and CBL supervision program

World Bank Endorsement of the advisory committee reported in the committee’s minutes of meeting and the CBL

(iii) Endorsement by the Advisory Committee of the private sector mapping and capacity assessment

PS mapping

and capacity

assessment prepared

and endorsed

by the committee

(F)


Intermediate Results Indicators*

Unit of Measure

Baseline




Collection


Jan 2014 – Dec 2014

A

Jan 2015 – Dec 2015

F

Jan 2016 – Jan 2017

F

Component I: Financial Infrastructure Development Islamic finance conference organized and attended by key Libyan public and private sector representatives, as well as international practitioners and experts.

Number of participants Female participation (%)

0

0

40

20%

- Annually World Bank Conference completion report

International Islamic finance case studies prepared and disseminated in the conference.

Number of case studies prepared

0 4 - Annually World Bank Conference completion report

CBL supervision unit staff members trained on key banking supervisory and reporting tasks

Percentage of supervision staff trained

0 20 100 Annually World Bank Training completion report

Component 2: Private Sector Development Private sector associations’ staff trained in: Organizational

development. Corporate governance. Strategy development. Business development

practice.

Number of assoc. staff trained

0

10

70

Annually World Bank Training completion reports

Female participation (%)

0%

0%

20%

20%

Identification of a pipeline of projects that are suitable for privatization of PPP

Number of projects included in the pipeline

0 0 10 15 Annually World Bank PIB annual reports

** Indicate ‘A’ for ‘Actual’ and ‘F’ for ‘Forecast’

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