Morocco Portfolio Progress Overview · Web viewMinistry of Family, Solidarity, Equality and Social Development, 47 avenue Ibn Sina ... At the request of the AMDL the World Bank

Morocco Individual Project Progress Reports: Annex 4 to the Main Report

June 30, 2018

Table of Contents

Morocco Portfolio Progress Overview....................................................................................................2

Individual Project Progress Reports as of June 2018...............................................................................3

Regional Affordable Housing Project: Morocco Activities.........................................3Logismed Soft Regional Project: Morocco Activities...............................................14Regional Integration through Trade and Transport Corridors: Morocco Activities. .22Towards inclusive and open governments: Promoting women’s participation in parliaments............................................................................................................................... 29Improving Connectivity in the Maghreb: Morocco..................................................40Accessing Overseas Employment Opportunities for Moroccan Youth....................56Local Government Support Program......................................................................65Morocco Microfinance Development Project..........................................................78New Governance Framework Implementation Support Project..............................88Virtual Market Places for the Development of Export SMEs: Morocco Activities... .97Strengthening Micro-Entrepreneurship for Disadvantaged Youth in the Informal Sector............................................................................................................................. 108Strengthening Parliamentary Accountability and Oversight.................................116Youth in Public Life: Open & Inclusive Youth Engagement – Morocco Activities...124Promoting Open Government..............................................................................136Improving Infrastructure Delivery and PPPs.........................................................142

Morocco Portfolio Progress Overview

This table presents the length of time projects have been in implementation, most recent disbursements rates, and progress ratings over the last year.

Project Name Approval Date Start Date Closing Date

Total Funding Received

% Direct Cost Disb.

Additional Financing Leveraged

Progress to Objectives

Impl. Progress

DEC 2017

JUN 2018

DEC 2017

Jun 2018

WB New Governance Framework Implementation Support Project 2/20/2013 10/31/2013 3/31/2019 4,500,000 67% 300,000 MS MS MS MS

WB Strengthening Micro-Entrepreneurship for Disadvantaged Youth in the Informal Sector

2/20/2013 7/27/2013 3/31/2019 5,500,000 73% 800,000 MS MS MS MS

EIB Logismed soft project (Regional)1 2/20/2013 7/31/2013 12/11/2018 1,565,403 23% 680,000 MS MS MS MS

WB Microfinance Development Project 2/20/2013 7/31/2013 6/30/2019 5,560,000 48% - MS MS MS MS

WB Local Government Support Program 5/15/2013 12/1/2013 3/2/2019 5,045,000 30% 2,320,000 MU MS MU MS

EIB Regional Integration through Trade and Transport Corridors 5/15/2013 10/31/2014 12/31/2018 3,550,000 38% - S S MS S

AMF/WB Regional Affordable Housing Project –Morocco activities 12/31/2013 1/1/2014 12/31/2020 2,110,460 61% - MS MS MS MS

WB Development of SMEs Exports Through Virtual Market Place 2/11/2014 5/26/2014 12/31/2020 1,000,000 100% - S S S S

WB Accessing Overseas Job Opportunities for Moroccan Youth Project 6/11/2014 4/15/2015 10/31/2018 1,975,000 42% 300,000 S S S S

OECD/WB Improving Connectivity in the Maghreb 5/18/2015 9/1/2015 8/31/2019 3,577,513 80% - MS MS MS MS

OECD Towards inclusive and open governments: Promoting women’s participation in parliaments and policy-making

5/18/2015 9/1/2015 10/30/2018 633,333 90% - S S S S

WB Strengthening Parliamentary Accountability and Oversight 12/8/2015 1/1/2016 12/31/2018 4,000,000 17% 350,000 MS MS MS MS

OECD Youth in Public Life: Towards open and inclusive youth engagement (Morocco Activities)

5/30/2016 9/1/16 8/31/2019 1,290,000 33% - S S S S

IFC/WB Improving Infrastructure Service Delivery and PPPs 5/23/2017 7/1/2017 6/30/2020 1,900,000 4% - S MS MS MS

OECD Supporting open government and anti-corruption reforms to strengthen trust in administration

5/23/2017 9/1/2017 8/31/2020 1,000,000 8% - S S MS S

Individual Project Progress Reports as of June 2018

Regional Affordable Housing Project: Morocco Activities

A. Basic Project InformationActivity Name: MENA Regional Affordable Housing Project –Morocco activitiesCountry Name: Morocco Name of Implementation Support

Agency(ies): World Bank, Arab Monetary FundName of ISA Project Leader: Fadwa Bennani (WB) / Jean Michel LobetYisr Barnieh (AMF)/ Habib Attia (AMF)

Email of ISA Project Leader: [email protected], [email protected], [email protected]; [email protected];

Recipient Entity: Ministry of Economy and Finance, Ministry of Housing and City Policy

Name and Email of Recipient Entity Contact:

Nouaman Alaissami; [email protected] – [email protected] (Ministry of Finance);

Hind Benzha; [email protected] (Ministry of Housing and City Policy)

Total Amount Approved by the Transition Fund (US$): 2,110,460

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

Total Amount Disbursed (Direct and Indirect in US$): 1,272,020

Steering Committee Approval Date:12/5/2013

Project Implementation Start Date:1/1/2014

Project Closing Date:12/31/2020

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

Primary Pillar: Investing in Sustainable GrowthSecondary Pillar(s): Enhancing Economic Governance

Inclusive Development and Job CreationCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The objective of the proposed project is to support the Government of Morocco in designing reforms of programs and policies to promote access to affordable housing for the low to middle income households. Rating for progress towards achievement of objective:

Moderately Satisfactory

Rating for overall implementation progress:


Brief Summary of Project Implementation Status:

The prospects of achieving the development objectives remain good in Morocco, with most activities under implementation. Key outputs include: (i) delivery of a study on supply and demand analysis for housing; (ii) delivery of an analytical piece on land issues for housing and best practice approaches and tools for land –based financing, (iii) delivery of a benchmarking study of best practices for affordable rental policy and a seminar on international experiences for affordable rental policy; (iv) delivery of a peer to peer knowledge exchange program between the French and Moroccan guarantee program in relation to the establishment of bank

mailto:[email protected]







oversight framework; (v) delivery of technical assistance for the review of product offering, delivery model and institutional set-up of the mortgage guarantee program. The latter delivery has been an important milestone because, for the first time, the housing guarantee scheme will have access to modern tools to measure risk and properly assess the real cost of its guarantees. With these tools the Moroccan government will be able to better assess the additionality of this specific support program and fine tune its policies as required. In addition, the institutional assessment of the guarantee scheme has provided important policy options to improve the institutional set up and the governance arrangements of the institution. These inputs will feed into the multiyear strategic plan of the institution.

A consulting firm has delivered the evaluation study of government housing programs and related subsidies. This a large economic study that includes four technical reports and a policy note describing potential reform options. The report provides a large amount of recommendations that will influence the policy directions for affordable housing in Morocco. The abovementioned study was officially delivered for comments to the Moroccan counterparts in April-May 2018. A technical workshop with key stakeholders from the Ministry of Finance and Ministry of Housing was held in June-July 2018. The report has been welcomed by the client counterparts. Counterparts are expected to provide feedback on the reports in the course of July-August 2018. The study will be presented formally in the context of a workshop with key stakeholders from both public and private sectors in September-October 2018. After the technical exchanges in June-July 2018 the Moroccan government has identified priority areas for further technical assistance including rental sector, self-construction and governance of housing subsidies.

Finally, the Transition Fund Steering Committee approved an extension of the closing date of the project to December 2020. The extension has been welcomed by client counterparts as it will provide additional time to implement key technical assistance activities.

Add specific actions, as appropriate, that need to be taken over the next six-months to advance project implementation. This is a mandatory field to report on for red-flagged and watch-listed projects

Actions to be Taken Responsible Party

Expected Date of Delivery

Organize dissemination activities of the study on the evaluation of subsidies towards the housing programs

World bank 9/30/2018

Secure an official government request to start new technical assistance activities including: rental sector, self construction and governance of housing subsidy programs.

World Bank in conjunction with Ministry of Finance and Ministry of Housing

11/30/2018

Secure an official government request to finalize the financial education component of the technical assistance.

World Bank in conjunction with Ministry of Finance

3/5/2018

Signature of MoU with the regional partner university for the Wharton housing finance training

AMF in conjunction with World Bank and Wharton

3/5/2018

Finalize the data collection for the online affordable housing finance knowledge platform and resource center

AMF 3/5/2018

for the MENA region

C. Implementation Status of Components Component 1: Scaling up the Supply of Affordable Housing (WB)

Previous Rating: Moderately Satisfactory

Current Rating: Satisfactory Cost (US$): 0.85 million

Sub-component 1.1: Evaluation of Government Housing ProgramsStatus of Implementation: The team has worked during the last 6 months on the finalization of the study on the evaluation of subsidies towards the housing programs. The aim of the study is to undertake an evaluation of public support to the affordable housing sector in Morocco. This evaluation should allow a better understanding of the impact of the support provided and needed reforms to improve its efficiency, if necessary. The study is in response to a request from the Finance Ministry, the main body responsible for the implementation the policies on housing aid. The study is structured around 4 specific components: (1) evaluation of the impact of housing policy in terms of public spending; (2) evaluation of the impact of the sector in terms of public resources; (3) evaluation of the contribution of the affordable housing sector to the economy and jobs; and (4) evaluation of the impact of public aid on the affordable housing sector. The study was completed by the consulting firm in January 2018. The study contained three interim reports evaluating the impact of the affordable housing sector policies implemented over the last 15 years and a final report with potential policy options for the future. To facilitate the analysis of the study by high level government authorities, the team prepared an additional policy note that summarizes the main findings and recommendations of the study. The abovementioned study (policy notes + four in depth studies) was officially delivered for comments to the Moroccan counterparts in April-May 2018. A technical workshop with key stakeholders from the Ministry of Finance and Ministry of Housing was held in June-July 2018. The report has been welcomed by the client counterparts. The Moroccan government is expected to provide feedback on the reports in the course of July-August 2018. The study will be presented formally to key stakeholders from both public and private sectors in the context of a workshop in September-October 2018. After the technical exchanges in June-July 2018 the Moroccan government has identified priority areas for further technical assistance including rental sector, self-construction and governance studies.

The study of supply analysis of has been delivered in May 2016. The general objective of this study was to support the Ministry of Housing in assessing the supply of housing in Morocco by analyzing the balance between supply and demand for housing both in quantitative terms, household income levels, and in geographical terms, and the impact of production methods on the urban development of cities and social inclusion, irregular or informal production and the coordination between the players in the housing policy, thus ultimately designing reform measures that improve housing accessibility. A geographical dimension has been taken into account as much as possible in order to measure the spatial efficiency of production and possible differentiation of supply gaps at the level of various cities (e.g. City of Casablanca versus smaller regional cities such as Meknes and Agadir). Following a decision from the Ministry of Finance and Ministry of Housing, the results of this study will feed into the analysis in the context of the study on the evaluation of subsidies towards the housing programs. The results of both studies will be presented and discussed with the project steering committee and sector stakeholders, when the study on the evaluation of subsidies towards the housing programs is finalized, in the context of a dissemination workshop to be organized by the Ministry of Finance and the Ministry of Housing in partnership with the project team.

An analytical piece has also been delivered on land bottlenecks for housing and policy recommendations for their alleviation.

Sub-component 1.2: Stimulating the Rental Housing MarketStatus of Implementation: Following the completion of the benchmarking report on best practices for affordable rental policy, and the delivery of the May 2015 international seminar to present the results of the benchmarking, the ISA team agreed with Ministry of Finance that the launch of the phase 2 project technical assistance under this sub-component will be undertaken following the completion of the study on the evaluation of government programs and subsidies to the sector (sub-component 1.1). During the presentation of the housing sector subsidies study, the government of Morocco identified rental sector as a priority area. The team will work with the relevant counterparts on the definition of the scope of the technical assistance in order to deploy it in early 2019.

Component 2: Expanding Access to Affordable Housing Finance (WB)

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 0.95 millionSub-component 2.1: Reform of the mortgage Guarantee Fund for low income households (Damane Assakane)Status of Implementation: Technical assistance for reform of the mortgage guarantee Fund for low income households. The implementation of this technical assistance started and all the reports have been delivered. The TA has several objectives: (i) to strengthen the guarantee fund’s capacity to analyze credit risks, assess their impact, derive from this assessment economic pricing principles of guarantees, conduct stress test and calibrate economic capital required to face adverse scenarios with a view of improving the sustainability of the guarantee fund; (ii) to assess and strengthen the institutional and governance framework of the fund. This TA was completed in December 2017. The CCG has implemented new risk management and evaluation systems/tools. All the systems are now operational. In addition, an institutional and governance assessment report with policy recommendations was delivered in December 2017 and the team is now preparing the relevant dissemination activities. The delivery of this activity has been an important milestone because for the first time the housing guarantee scheme will have access to modern tools to measure risk and properly assess the real cost of guarantees. With this tools the Moroccan government will be able to better assess the additionality of this specific support program and fine tune its policies as required. In addition, the institutional assessment of the guarantee scheme has provided important policy options to improve the institutional set up and the governance of the institution. These inputs will feed into the multiyear strategic plan of the institution.The implementations of the technical assistance to support a bank oversight function for the guarantee fund has also been delivered, working with the French Guarantee Fund SGFGAS as part of a knowledge exchange program between France and Morocco. The objective of this activity is to strengthen the fund’s capacity to conduct an effective oversight function over the banks that are covered through the credit guarantee mechanism, and as such strengthen the risk management of its portfolio.

Sub-component 2.2: Strengthening the Lending Environment for Affordable Housing (through financial education and an improved consumer protection framework)Status of Implementation: The project delivered recommendations for the technical design of a financial education program for Moroccans who benefit from or are eligible to participate in Morocco’s low-income housing schemes, with particular emphasis on new and existing FOGARIM clients. The objective of this program is to improve access to affordable housing finance through strengthening the ability of low-income households to make informed borrowing and money management decisions. Recommendations aiming at addressing consumer protection gaps and developing a code of conduct related to affordable housing finance were also delivered. The next foreseeable steps will consist in: (i) holding a workshop

to present the results of the international benchmarking for consumer protection frameworks and the relevant model for Morocco; and (ii) finalization of the technical material for the training prior to its roll-out. The project is awaiting a formal request from the authorities to support these steps.

Component 3: Affordable Housing and Housing Finance Capacity Building and Knowledge Sharing (AMF)Previous Rating: Moderately Satisfactory

Current Rating: Moderately Satisfactory

Cost (US$): 0.2 million

Sub-component 3.1: Strengthening technical capacity in affordable housing sectorStatus of Implementation: The terms of reference of the regional housing finance training in partnership with the Wharton School together with an agenda and a financial plan were prepared. The WB-AMF team is in the process of identifying a country / university in the region to host the course. Several discussions have taken place with a number of universities in the region to confirm strategic interest in housing finance, track record, faculty strength and hosting capabilities. The team is currently pursuing final discussions with one strong regional university which appears to comply with most of these criteria. A Memorandum of Understanding has been drafted between the four institutions (AMF, World Bank, Wharton and proposed host university) and is pending finalization and validation by the four institutions. Sub-component 3.2: Affordable Housing and Housing Finance Capacity Building and Knowledge Sharing Status of Implementation: Online affordable housing finance knowledge platform and resource center for the MENA region. The existing Hofinet platform will be supported to develop and maintain a regional MENA section of the portal that will show comparative data on the sector, relevant studies, laws, news and will maintain a blog for regional discussions and knowledge exchange. Initial terms of reference for this activity were prepared.

In addition, the team is jointly working with the AMF on the organization of peer to peer learning event that will be held in 2019 in Tunisia. The event will bring policy makers from all the Arab world to share their reform experiences in the area of housing finance. A concept note and agenda of the event have been prepared and now the two teams are working on the logistical aspects of the event.

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):

AMF: 200,000WB: 1,800,000

AMF: 200,000WB: 1,800,000

Amount Received from Trustee (b):

AMF: 200,000WB: 1,800,000

AMF: 200,000WB: 1,800,000

Actual Amount Disbursed (c):

AMF: 21,432WB: 1,189,206

AMF: 21,432WB: 1,189,206

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)

Year Jan-June Jul-Dec Total by Year End2014 AMF: 0

WB: 105,657AMF: 0

WB: 142,137AMF: 0

WB: 247,7952015 AMF: 0

WB: 297,105AMF: 21,432 WB: 51,764

AMF: 21,432 WB: 348,175

2016 AMF: 0 WB: 105,581

AMF: 0 WB: 37,952

AMF: 0 WB: 143,533

2017 AMF:0 WB: 182,450

AMF: 0 WB: 153,629

AMF: 0WB: 336,079

2018 AMF: 0 WB: 114,537

AMF: 0WB: 119,700

AMF: 0 WB: 234,237

2019 AMF: 5,000WB: 92,100

AMF: 40,000WB: 110,000

AMF: 45,000WB: 202,100

2010 AMF: 66,000WB: 148,000

AMF: 67,568WB: 140,000

AMF: 133,568WB: 288,081

F. Disbursements of Funds for Indirect Costs (US$)Disbursed (US$) Available (US$) Total (US$)

AMF: 2,810WB: 80,460

AMF: 27,190WB: 0

AMF: 30,000WB: 80,460

Project Development Objective (PDO): The objective of the proposed project is to support the Government of Morocco in designing reforms of programs and policies to promote access to affordable housing for the low to middle income households. The objective will be achieved by supporting the Government in (i) the evaluation of their existing programs for affordable housing, (ii) designing the key policies that will be catalytic and transformational in improving the supply of affordable housing and the availability of affordable housing finance, and (iii) cross-regional knowledge sharing and expertise strengthening in the area of affordable housing and housing finance.

Unit of

Measure

Baseline

Cumulative Target Values**

Frequency

Data Source/

Methodology

Responsibility for Data Collectio

n

definition etc.)Jan 2014 – Dec 2014

A

Jan 2015 – Dec 2015

A

Jan 2016 – Jan 2017

A

Jan 2017- Dec 2017A

Jan 2018- Dec 2018F

Jan 2019- Dec 2019F

Jan 2020- Dec 2020F

relevant housing

Number of recommendations endorsed by key stakeholders that feed into housing policy and program formulation

0 0 (A) 0 (A) 0 (A) 0 (A) 6 3 1 Bi-annually

Endorsement as reported by the Ministry of Housing and the Ministry of Economy and Finance.

World Bank

Policies and programs may include Government strategy, policy guidance, laws and regulations, decrees, donor sponsored Government operations.

Note: Technical assistance and studies ongoing

market enabling

Number of recommendations endorsed by key stakeholders that feed into improvements in the policy and legal frameworks as well as the efficiency of the rental market.

0 0 (A) 0 (A) 0 (A) 0 (A) 3 1 0 Bi-annually

Endorsement as reported by the Ministry of Housing.

World Bank

The rental sector benchmarking review have proposed a set of recommendations in the area of the design of incentives to develop rental supply and to develop a mechanism for rent guarantees which have been included in the revision of the rental strategy of the Ministry of Housing but not approved by MoF in the 2016 budget law. The MoF postponed the decision to implement specific recommendations in the area of rental following the completion of the full evaluation of the housing programs (evaluation of subsidies towards the housing programs).

Number of recommendations endorsed by key stakeholders that feed into policy and programs for improved

0 0 (A) 0 (A) 0 (A) 1 (A) 3 1 0 Bi-annually

Endorsement as reported by the Central Bank, the Central Guarant

World Bank

Note: TA and studies ongoing

Technical assistance for reform of the mortgage guarantee Fund for low income households, has been mostly delivered.

A. Results Framework and Monitoring

Logismed Soft Regional Project: Morocco ActivitiesA. Basic Project Information

Activity Name: LOGISMED soft project – Regional project – Activities in MoroccoCountry Name: Morocco

Name of Implementation Support Agency(ies):Investment Bank

Name of ISA Project Leader: Mr. Stephen O’DRISCOLL

Email of ISA Project Leader: [email protected]

Recipient Entity: Ministère des TransportsAgence Marocaine de Développement de la Logistique

Name and Email of Recipient Entity Contact:Mr. Tarik EL [email protected]

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

1,423,094 US$ (Direct) + 142,309 US$ (Indirect) = 1,565,403.00 US$

Additional Funds Leveraged and Source(s), if any (US$): EUR 3 million from the European Commission for 5 countries including Morocco (Agreement finalised between EC and EIB in November 2013)

Total Amount Disbursed (Direct and Indirect in US$):

313,590.86 US$ 1 +142,309 US$ (Indirect) = 455,899.86 US$

Steering Committee Approval Date:20 February 2013

Project Implementation Start Date:31 July 2013

Project Closing Date:11 December 2018


Primary Pillar: Competitiveness and Integration: Logistics

Secondary Pillar(s):Investing in Sustainable growthInclusive Development and Job CreationEnhancing economic governance

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The objective of LOGISMED is to support the enhancement of logistic platform capacities in Egypt, Morocco and Tunisia as well as the creation of a collaborative network between these logistic platforms in order to improve country capacities and to attract foreign investments, affecting directly country and citizens development.

Rating for progress towards achievement of objective: Moderately satisfactoryRating for overall implementation progress: Moderately satisfactoryBrief Summary of Project Implementation Status:

The third Steering Committee Meeting (SCM) was hosted by the Moroccan Ministry of Equipment, Transport, Logistics and Water, held in Rabat in January 2018. A significant number of participants from Morocco attended. The progress of the initiative at regional level was reviewed and the guidelines for the 2018 activities were defined. The progress for all the components is moderate:

The report defining the characteristics and services of the LOGISMED logistics platforms and the configuration of the network is published. First training session around this subject has been implemented in Rabat. Second training session is planned for the second semester of 2018. The LOGISMED website is to be published in the next months. Two meetings of the knowledge network around logistics performance have been held, where Moroccan representatives have participated;

The consortium led by GOPA in charge of the implementation of the second component, the training activities, is currently carrying those out in Morocco. This consultant launched the first batch of training activity funded by the EU Commission in May 2016. The original idea was that after a period to assess the results of the consultant’s work and the capacity of the beneficiaries to receive the activities, a second batch of training activities would be launched, through funding of the MENA Transition Fund. Lessons learned from the implementation of this batch of training were such that supplementary activities should not be launched in Morocco. As such, MENA Transition Fund activities will not be implemented. This was agreed by all the parties during the 3rd SCM;

1 Please note that EIB classifies this project as “Regional”. Therefore, the total amount has not been allocated to each Country concerned but rather, for reporting purposes, the total amount was divided into three equal tranches. Total disbursements were EUR 746,763.44, converted with an exchange rate of 1 EUR = 1.2598 US$, equalling 940,772.58 US$. Therefore, an amount of direct costs of 313,590.86 US$ is reported, representing a third of the total direct costs.



For the third component (Logistics Observatory), the data collection/processing is currently ongoing. The architecture of the IT system to support the observatories has been designed and it will be shared with the Moroccan National Logistics Observatory (OMCL). Work in 2018 will lead to obtaining at least 60% of the indicators planned and the design strategies will upgrade the quality of statistics to achieve an increase of the volume and quality of indicators. OMCL is ready to conduct this work autonomously, once the LOGISMED initiative is finished.

The EIB foresees at the time of reporting that an extension of the project closing date will be requested.




Launching of the LOGISMED website as a knowledge tool for promoters of logistics platforms; CETMO 7/23/2018

Holding the third knowledge networking event; CETMO 12/10/2018Training on the LOGISMED Logistics Platforms Guide for Private Promotors in Morocco; CETMO 9/17/2018

Implementing pending training activities in Morocco (funded by European Commission); GOPA 12/10/2018

Publishing results and analysis of the Regional LOGISMED logistics observatory; CETMO 11/12/2018

C. Implementation Status of Components Component 1: LOGISMED CoordinationPrevious Rating: Moderately satisfactory

Current Rating: Moderately satisfactory Cost (US$): 314,387

Sub-component 1.1: Promotion of LOGISMED project

Status of Implementation: The work during the next period will focus on continuing the dissemination of the report and on the training of the promoters of logistics platforms around the concept of LOGISMED logistics platforms. In March 2018, the first batch of training sessions with the Public Administration has been held in Rabat. Training sessions with private promoters will be organized during second semester of 2018.Sub-component 1.2: Definition of LOGISMED platforms network

Status of Implementation: The creation of the network aims at spreading the modernisation of logistics as well as promoting competitiveness, businesses and generating employment in the beneficiary countries. Thus the concept of EMNLP (Euro-Mediterranean Network of Logistics Platforms) is transformed into a lighter concept, a knowledge network.The new approach to set up a network of logistics knowledge platforms will include the following main actions:

Dissemination of the Guide on the Design and Implementation of Logistics Platforms (see sub-component 1.1);

Construction, administration and animation of the LOGISMED Website (to be published in July 2018);

Implementation of networking activities;At this point two knowledge networking event has been held. First networking event was held in January 2018 in Rabat. More than 10 people from Moroccan institutions and operators participated in this event. Second event was held in Barcelona in June 2018. To this three-day session, two representatives from the AMDL took part. This event offered the opportunity to these representatives to participate in the Logistics Salon of Barcelona, establishing relations with logistics Mediterranean and international key stakeholders. A commented visit to the logistics infrastructures of the Perpignan area was held the last day of the networking event.In parallel, the EIB – in close cooperation with the Moroccan authorities under funding from the MENA TF Transtrac Project – is currently carrying out a logistic study in two regions (Assistance technique à la réalisation des premières plateformes logistiques dans les régions de l’Oriental et de Khenifra-Beni Mellal au Maroc ). The study is on-going and revised inception reports have been validated. The preliminary design is being implemented. Immediate activities for Component 1 include:

Training sessions around the concept of Logismed logistics platforms and network with private promotors (CETMO), Q3 2018;

Launching the LOGISMED Website (CETMO), July 2018; 3rd Networking activity of the LOGISMED logistics platforms network (December 2018, CETMO).

Component 2: LOGISMED Training ActivitiesPrevious Rating: Moderately satisfactory

Current Rating: Moderately Unsatisfactory Cost (US$): 491,660

Sub-component 2.1: LOGISMED Country Training Activities

Status of Implementation: GOPA is the leader of the consortium of consultants responsible for delivering training activities funded through the EC grant. A contract was signed in April 2016 and it will come to an end in December 2018.As explained in previous reports, the first batch of training activity is to be carried out under the EC grant. The original idea was to use the Deauville funds for a second batch, once this first had advanced sufficiently and lessons learned from it were available. Although there is time to implement all the training activity foreseen under the EC grant in Morocco, the experience gained throughout the last year is such that it is recommended that the second batch of training should not be launched. This was agreed during the 3 rd SCM in Rabat, where participants agreed that the work during 2018 (the last year of the initiative) will be focused on finalising the current training activity, not launching new ones.Sub-component 2.2: LOGISMED Platform Training Activities

Status of Implementation: This activity will be part of the work of the training consultant hired as described under sub-component 2.1 The “Train the Trainers” activity has been implemented in Morocco. These trainers will train more than one hundred blue-collar logistics employees, during the last semester of 2018.Immediate activities for Component 2 include:

Finalising the specific training activities in Morocco (GOPA, until December 2018); Fourth meeting of the Steering Committee of Logismed Soft December 2018.

Component 3: LOGISMED ObservatoryPrevious Rating: Moderately satisfactory

Current Rating: Moderately satisfactory

Cost (US$): 617,047

Sub-component 3.1: Action Plan for LOGISMED Observatory

Status of Implementation: As earlier reported, the sub-component is completed.Sub-component 3.2: Observe and analyse regional developments

Status of Implementation: The activities linked to this sub-component will be finalised during 2018 (elaborating the indicators, implementing technical assistance activities to collect new data or improving the existing data and preparing the results and analysis of the indicators). Indicators, analysis and results will be published in the website of the LOGISMED initiative (sub-component 1.2) and also by the OMCL.Sub-component 3.3: Promoting the emergence of national observatories of logistics and transports

Status of Implementation: Work on this sub component for Morocco will focus on supporting OMCL to build up partnerships with entities producers of statistical data, which is needed to feed up the indicators of the observatory. First partnership has been established with the HCP (national institute of statistics). Second partnership set up with the Ministry of transport. Q3 and Q4 2018 will develop working plans for the coming years.Immediate activities for Component 3 include:

Continue collecting/processing data to elaborate the indicators of the logistics observatories (national & regional);

To complete the structure & tools of the observatory to collect, process and disseminate meaningful sector statistics;

Disseminate and publish indicators, analysis and other results from the observatory work through LOGISMED web site;

Develop partnerships stablished between OMCL with HCP and with Ministry of Transport.

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): 0 1,423,094 1,423,094

Amount Received from Trustee (b): 0 1,423,094 1,423,094

Actual Amount Disbursed (c): 0 313,590.86 313,590.86

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)Year Jan-June Jul-Dec Total by Year End2018 100,000 413,590.86Total


142,309 0 142,309

G. Results Framework and Monitoring

Project Development Objective (PDO): To support the enhancement of platform capacities as well as the creation of a collaborative network between these platforms.

PDO Level Results Indicators*

Unit of Measure

Baseline


Frequency

Data Source/

Methodology

Responsibility for Data

Collection

Description (indicator

definition etc.)

Aug 2013 –

Jul 2014

A

Aug 2014 –

Jul 2015

A

Aug 2015 –

Jul 2016

A

Aug 2016 –

Jul 2017

A

Aug 2017 –

Dec 2018

A

Indicator One:

Logistics Performance Index (LPI)

unit 3.03 n/a n/a2.67(LPI

2016)n/a - Each 2

years WB LPI report EIB

Logistics Performance Index (LPI) measures the

logistics "friendliness" of 155

countries

Indicator Two:

Labour force employed by the transport and logistics sector

% 4.644.6(4T

2013)

4.6(2T

2014)

4.6(3T

2015)

4,6 (4T

2016)

5.3

(3T 2017)

Once per year

National statistic

institutesEIB

Percentage of the Number of

employees working on the transport and

logistics sector.

Indicator Three:

Tones and value of the intra-Mediterranean external trade

Millions tones

3.8(2008 data)

4.9(2013)

5.5(2014)

5.5(2015)

6.4(2016) 5.5 Once

per year

COMTRADE (United Nations)

EIBVolume and value of the exports and imports among the MENA countries.

INTERMEDIATE RESULTS

Intermediate Result:

Component I: LOGISMED coordination

SCI.1: Promotion of the LOGISMED project

SCI.2: Definition of the LOGISMED platform network


Unit of Measure

Baseline


Frequency

Data Source/

Methodology

Responsibility for Data Collection

Description (indicator definition

etc.)

Aug 2013 – Jul 2014

A

Aug 2014 – Jul 2015

A

Aug 2015 – Jul 2016

A

Aug 2016 – Jul 2017

A

Aug 2017 – Dec 2018

A

Intermediate Result indicator One: Number of platforms that study the opportunity to be part of the LOGISMED network

# platform

s0 0 0 0 2 2

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

# platform

s0 0 0 3 6 6

Once per year

Country planning / Projects launched

Ministry of Equipment,

Transport and Logistics

National structures are involved in the promotion of the Logistic platform offer

Intermediate Result:Component II: LOGISMED Training Activities

SCII.1: LOGISMED country Training Activities

SCII.2: LOGISMED platform Training Activities


Unit of Measure

Baseline


Frequency

Data Source/

Methodology



etc.)

Aug 2013 – Jul 2014

Aug 2014 – Jul 2015

Aug 2015 – Jul 2016

Aug 2016 – Jul 2017

Aug 2017 – Dec 2018

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

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

Ministry of Equipment,

Transport and Logistics

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 0 0 120 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 0 0 250 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

Intermediate Result (Component Three):Component III: LOGISMED Observatory

SCIII.1: Action Plan for the LOGISMED Observatory

SCIII.2: Observe and analyze the region developments in logistic & transport

SCIII.3: Promotion the emergence of national observatories of logistics & transports


Unit of Measure

Baseline


Frequency

Data Source/

Methodology



etc.)

Aug 2013 – Jul 2014

Aug 2014 – Jul 2015

Aug 2015 – Jul 2016

Aug 2016 – Jul 2017

Aug 2017 – Dec 2018

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

# records 0 0 0 8

(draft)12

(draft) 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(in

place)

1(in

place)1 Once per

yearMinistry 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.

Regional Integration through Trade and Transport Corridors: Morocco Activities

A. Basic Project InformationActivity Name: Regional Integration through Trade and Transport Corridors (TRANSTRAC) – Morocco ActivitiesCountry Name:Morocco

Name of Implementation Support Agency(ies): European Investment Bank

Name of ISA Project Leader: Mr. Stephen O’DRISCOLL

Email of ISA Project Leader: s.odriscoll @eib.org

Recipient Entity: Ministry of Equipment and Transport and Logistics

Name and Email of Recipient Entity Contact:Mr. Jamal [email protected]

Total Amount Approved by the Transition Fund (US$): 3,550,000.00 (incl. 200,000 US$ indirect cost)

Additional Funds Leveraged and Source(s), if any (US$): 0.00

Total Amount Disbursed (Direct and Indirect in US$): 1,064,800 EUR (Direct cost) + 200,000 USD (Indirect cost) = 1,431,015 US$ (@1 US$ = 0.8649 EUR)


Project Implementation Start Date:

10/31/2014

Project Closing Date:

12/31/2018


Primary Pillar: Investing in Sustainable Growth

Secondary Pillar(s):Inclusive Development and Job CreationCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The objective of TRANSTRAC is to promote the reduction of trade and transport barriers along the priority trade corridors of Morocco.Rating for progress towards achievement of objective: Satisfactory

Rating for overall implementation progress: Moderately SatisfactoryBrief Summary of Project Implementation Status: The implementation of most components of the TRANSTRAC programme for Morocco are advancing at a relatively good pace and with expected satisfactory outcomes. The closing date is set to 31 December 2018.

C. Implementation Status of Components Component 1: Institutional and capacity building for regional trade framework improvementPrevious Rating: Satisfactory Current Rating: Not Applicable Cost (US$): 250,000Sub-component 1.1: TA to Ministry of Transport (region-wide component).

Status of Implementation: In Morocco, this item will focus on the establishment and/or support of a PPP unit in the Ministry of Equipment and Transport. ToRs have been drafted. Procurement was expected to start in the 2nd quarter of 2017 since the PPP unit is still not created.Sub-component 1.2: Ministry of Transport: Road safety assessment and action plan (region-wide component). (TA2014022 R0 DTF).Status of Implementation: This activity is now completed.



Component 2: Preparatory studies for infrastructure improvements of the priority corridors and multi-modal transport networkPrevious Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 2,700,000Sub-component 2.1: Direction des Routes, DR; Preparation of the missing link of Morocco-Algeria motorway

Status of Implementation: This item is being carried out by the Autoroutes du Maroc with own resources.Sub-component 2.2: Direction des Routes, DR; Preliminary study of the East-South corridor (rocade centrale RN8) (TA2014025 MA DTF)

Status of Implementation:Activities completed in December 2016. An investment project is now ready for implementation.Sub-component 2.3: Logistics Agency; Preparation of logistics centers (TA2014056 MA DTF)Status of Implementation: This activity is now completed.Sub-component 2.4: Ports Directorate; Preparation of selected activities for the extension of Agadir port (TA2015056 MA DTF)Status of Implementation:The final deliverables have been made available by the Consultant. The Promoter’s feedback is still expected at the time of reporting.

Component 3: Project Preparation, Management, Coordination, Monitoring and EvaluationPrevious Rating: Moderately Satisfactory

Current Rating: Not Applicable Cost (US$): 400,000 re-scoped to 100,000

Status of Implementation: Back in 2016, it was foreseen that the upcoming workload would require only external support worth US$100,000 . However, the workload did not materialise. Hence, this component was cancelled.


(US$)(x)


(y)Total (US$)

Approved Amount for Direct Project Activities (a): 0 3,350,000 3,350,000

Amount Received from Trustee (b): 0 3,350,000 3,350,000

Actual Amount Disbursed (c): 0 1,231,015 1,231,015


Year Jan-June Jul-Dec Total by Year End2018 - 147,634 147,6342019 0 0 02020 0 0 0


200,000 0 200,000

G. Results Framework and Monitoring PS: Indicator 2 is slightly modified following the approval of the restructuring note by MENA TF in sept.16

Project Development Objective (PDO): The objective of the proposed project is to promote reduction of trade and transport barriers along the priority trade corridors of the country and in related border crossings.


Unit of Measure

Baseline


Frequency

Data Source/

Methodology



etc.)

Jan. 2016

– Dec. 2016

A

Jan. 2017

– Dec. 2017

A

Jan. 2018 – Dec. 2018

F

Indicator One:About 20 transport road safety auditors trained

# of participants 0 20 20 20 Bi-annually Reports Focal Points

Quantitative – number of participants who have

successfully completed the training

Indicator Two:Studies completed: (i) priority logistic centers (2 TAs); (ii) Etude d’une Rocade Centrale RN8 Fes-Marrakech (iii) feasibility study for port of Agadir port; (iv) road safety action plan completed and v) Feasibility study of Motorway Fès-Méknès to Kénitra Atlantic Port

Percentage progress;

and

# of studies

0

0

50%

3

70%

4

100%

6Bi-annually

ReportsStudies

produced

Focal Points with EIB input

Quality and number of

studies completed

and approved


Intermediate Result (Component One): Institutional and capacity building for regional trade framework Sub-component A.1: TA to TransportationSub-component A.2: Road safety assessment and action plan

Intermediate Result indicator:TA to Transportation: training

# of participants 0 20 20 20 Bi-annually Reports Focal Points

Qualitative- number of

participants who have

successfully completed

the training.

Intermediate Result indicator:Road safety assessment and action plan;

Percentage progress

and action plan

completed

0 100% 100% 100% 3 -months Reports Focal Points with EIB input

Quality studies and action plans

produced and approved

Intermediate Result (Component Two): Preparatory studies for infrastructure improvements of the priority corridorsSub-component B.2: Etude d’une Rocade Centrale RN8 Fes-MarrakechSub-component B.3: Preparation of priority logistics centers as defined by the national strategy Sub-component B.4: Feasibility study for the development of Agadir port

Intermediate Result indicator One: Etude d’une Rocade Centrale RN8 Fes-Marrakech

Percentage progress

and studies completed

0 100% 100% 100% 3-months Reports Focal Points with EIB input

Quality studies

completed and approved

Intermediate Result indicator Two: Studies in preparation of priority logistics centers as defined by the national strategy

Percentage progress



Quality studies


Intermediate Result indicator Three: Feasibility study for the development of the port of Agadir

Percentage progress



Quality studies


Intermediate Result indicator Four: Feasibility study for the Motorway link between Fès Méknès region and Kénitra Atlantic port

Percentage progress



Quality studies


Intermediate Result (Component Three): Project Preparation, Management, Coordination, Monitoring and Evaluation

Intermediate Result indicator

Quality reporting

Time based

0 0% 0% 0% - - EIB inputQuality

reporting, M&E

Towards inclusive and open governments: Promoting women’s participation in parliaments and policy-making in

MoroccoA. Basic Project Information

Activity Name: Towards inclusive and open governments: Promoting women’s participation in parliaments and policy-making in MoroccoCountry Name: Morocco Name of Implementation Support

Agency(ies): OECDName of ISA Project Leader: Nicolas Pinaud; Tatyana Teplova

Email of ISA Project Leader: [email protected] ; [email protected]

Recipient Entity: Ministry of Family, Solidarity, Equality and Social Development, 47 avenue Ibn Sina, Agdal Rabat MoroccoTotal Amount Approved by the Transition Fund (US$): 633,333.00


Total Amount Disbursed (Direct and Indirect in US$): 574,599





Primary Pillar: Enhancing Economic Governance

Secondary Pillar(s): Investing in Sustainable GrowthInclusive Development and Job CreationCompetitiveness and Integration

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The project supports Morocco in fostering inclusive growth and good governance by leveraging open government policies and mainstreaming gender perspectives in parliamentary operations.

The proposed project provides direct country support to Morocco and is part of a regional project implemented also in Tunisia, Jordan and Egypt.

The project aims to promote women’s participation in parliaments, local elected councils and policy-making by:

1) Making legislatures and local elected councils more transparent, equitable and gender-sensitive;

2) Empowering and strengthening the capacity and skills of women electoral candidates at the national and local levels; and

3) Improving public consultation capacity of parliaments, local elected council’s and women’s CSOs in law-making processes.

This will be complemented by regular regional meetings as an integral part of this project. This regional



dialogue is a cross-cutting element for the continuity of the knowledge sharing process for implementation of reforms and transformation on the ground. In this context “learning loops” will offer a multi-level mechanism for interaction and new policy approaches among parliamentarians and policy makers in the region.

Rating for progress towards achievement of objective:

Satisfactory.


Satisfactory.


In the first half of 2018, the focus of the project implementation was on the finalization of the two assessment reports on existing opportunities and current challenges faced by women candidates and parliamentary electoral and workplace operations, processes and policy frameworks through a gender lens. A further highlight was the participation of the Moroccan delegation to a study visit to Italy in order to observe the Italian experience regarding the promotion of women in political life, as well as the drafting, negotiation and implementation of gender-equality policies at all levels of government. During the past six months, the main achievements include:

Finalization of the draft country-based assessment of the existing opportunities and current challenges faced by women candidates (Comp. 2A), which will be launched at the Regional Conference on 10-11 July 2018.

Finalization of the assessment report on parliamentary electoral and workplace operations, processes and policy frameworks through a gender lens, which will be launched at the Regional Conference in Morocco on 10-11 July 2018 (Comp. 1A)

Organization of a 4-day study visit to Italy, which took place from 8-11 May 2018. A Delegation from Jordan participated in the same study visit.

Preparation of the high-level Regional Conference 2018 which will take place on 10-11 July 2018 in Rabat, Morocco, with the participation of experts and representative from Parliament, local councils and national commissions for women from Tunisia, Egypt Jordan and OECD countries.


Actions to be Taken Responsible Party Expected

Date of Deliver

yOrganisation of the 2018 high-level Regional Dialogue in Morocco (Comp. 4)

OECD in collaboration with the MFSESD

10-11 July 2018

Organisation of advisory sessions for parliamentarians, members of the

The OECD in collaboration with the MFSESD

12-13 July

Actions to be Taken Responsible Party Expected

Date of Deliver

ysecretariat and local councilors (Comp. 1B) 2018

C. Implementation Status of Components Component 1: Making legislatures transparent, equitable and gender-sensitive.Previous Rating: Satisfactory

Current Rating: Satisfactory

Cost (US$): 200,105

Sub-component 1.1: Mapping and analysis of parliamentary electoral and workplace operations, processes and policy frameworks through a gender lens, including in selected local election councils in Morocco.

Status of Implementation: The implementation of this activity took place in July 2017. On July 10 and 11, a fact-finding mission was conducted to assess the parliamentary, electoral and workplace operations, processes and policy frameworks through a gender lens, including selected local elected councils. Parliamentarians, former parliamentarians, local elected officials, CSOs, representatives from political parties and from the academic field were interviewed in the framework of this fact-finding mission.

The first draft of the country-based assessment report was shared with counterparts in October 2017 and they provided their comments on during the same month. The finalized version of the report will be launched at the Regional Conference on 10-11 July 2018 in Morocco. Sub-component 1.2: Providing country-based capacity building activities to parliamentarians, selected local electoral committees and secretariats.

Status of Implementation: The implementation of the capacity building will take place back-to-back to the Regional Conference on 12-13 July. The training material for the advisory sessions on internal workplace and parliamentary processes as well as gender-sensitive law-making has previously been developed and tested by the OECD and is currently being adapted to the Moroccan context to cover the following topics:· Conducting gender analysis for draft legislation & use of gender-sensitive language· Gender-sensitive election administration and good practices to promote women’s political participation· Work-life balance policies, including arrangements for parliamentary sitting times· Anti-harassment and anti-discrimination policies in parliamentThe sessions will be facilitated by Ms. Meg Munn, former British Member of Parliament and Minister for Gender Equality in the United Kingdom, and will provide the opportunity to exchange experiences with parliamentarians from Jordan, Tunisia and Egypt.

From 8-11 May 2018, 17 delegates from Morocco and 17 delegates from Jordan attended a study-visit to Italy co-hosted by the OECD and the MENA-OECD Governance Centre of Caserta in Italy. Delegates consisted of members of parliament, the parliamentary secretariat, local councils, the leadership from each country's national women's machinery and government ministries that work directly with parliament. Site visits and meetings included Italy's Chamber of Deputies, the Italian Senate, the Presidency of the Council of Ministers to meet with the Department of Equal Opportunities, the key Italian association supporting women suffering domestic violence -- Telefono Rosa Association, the International Women's House, and a visit to Differenza Donna Association -- an anti-violence women's shelter. A working dinner hosted by Italy's Ministry for Foreign Affairs took place on 10 May. The study visit offered an opportunity for exchange between peers and to discover the Italian model concerning the integration and mainstreaming of gender sensitive principles in their policies, as well as to exchange experiences on similar reform processes and their application.

Component 2: Strengthening capacity and skills of women parliamentarians and the national and local level.

Previous Rating: Satisfactory Current Rating: Satisfactory

Cost (US$): 223,642

Sub-component 2.1: Conducting country-based assessment of the existing opportunities and the current challenges faced by women candidates in Morocco.

Status of Implementation: The fact-finding mission was conducted in March 2016, with the participation of peer reviewers from Egypt and Spain. The draft report was restructured and enriched following comments of the Ministry of Family, Solidarity, Equality and Social Development. The revised version of the report has been shared with the Ministry of Family, Solidarity, Equality and Social Development in November 2017. The finalized version of the report will launched at the Regional Conference on 10-11 July 2018 in Morocco.Sub-component 2.2: Building women’s capacities to participate in elections and parliamentary/local council operations at the national or level.

Status of Implementation: The OECD successfully organized, in close collaboration with the Ministry of Family, Solidarity, Equality and Social Development, capacity-building seminars for around 100 female candidates running for national elections and future trainers, held from 2 to 4 September 2016 in Marrakech, and from 6 to 8 September 2016 in Rabat. Three of the women who benefited from this activity were elected as parliamentarians. Please refer to the January 2017 progress report for further details.

As already mentioned under 1.2, a study visit to Italy providing professional development opportunities took place on 8-11 May 2018.

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

Previous Rating: Satisfactory


Cost (US$): 119,004

Status of Implementation: On 11 and 12 July 2017, parliamentarians and civil society organisations were trained to undertake public consultation, in order to strengthen their capacity to develop more gender-sensitive legislation and take into account the view of citizens (both men and women).

Participants of the advisory sessions benefited from the rich expertise of an OECD expert on Open Government, the President of Montreal’s Office of Public Consultation (OCPM), Canada and Moroccan experts (Parliamentarians, university professors and representatives of ministries). A guide on public consultation was developed by the OECD in collaboration with the Ministry of Family, Solidarity, Equality and Social Development and with the contribution of OCPM to support the training session, defining public consultation, explaining the necessary steps to follow, offering an overview of possible tools and techniques for public consultation and giving practical examples. The Public Consultation Guide was distributed to participants as a basis roadmap for future public consultation between the Parliament and women’s CSOs on gender sensitive laws and public policies. The advisory sessions were attended by around 50 participants: MPs, representatives of women’s civil society organizations, including organization active in the Southern Provinces, representatives of the Ministry of Family, Solidarity, Equality and Social Development and Academia.

Component 4: Regional Dialogue



Cost (US$): 50,682

Status of Implementation: The first Regional Dialogue for this project took place in Amman, Jordan, on 4-5 May 2016, co-organised with the JNCW, the 2016 Women in Parliament’s (WIP) Global Summit and the Jordanian Parliament.

The second Regional Dialogue was hosted in Cairo, Egypt, on 19-20 November 2017, titled “Breaking barriers: Towards equality between women and men in politics”, and co-organised with the National Council for Women (NCW) of Egypt. Two Members of the House of Representatives, one Member of the House of Councillors and two Members of the Steering Committee from Morocco were invited to participate and speak in the regional conference where they presented the efforts undertaken and successes achieved for women’s participation in public life in Morocco, to the participants. Morocco’s delegation included the Deputy Speaker of the House of Representatives, who represented her country in the high-level opening of the conference.

The next regional dialogue on “Women’s leadership and political representation” will take place on 10-11 July 2018 in Rabat, Morocco with the participation of experts and representative from Parliament, local councils and

national commission of women from Tunisia, Egypt, Jordan and OECD countries. The conference will provide the opportunity to launch the Morocco reports on women’s political participation at the central and local levels, as well as on gender sensitive practices within parliament. Updated reports for Egypt and Jordan on the same topics will also be launched at the same time. The conference is organized in close cooperation with the Moroccan counterparts who are strongly involved in the planning and preparation of the conference.


Country-Execution (US$)

(x)


(y)

Total (US$)


OECD: 593,433 USD OECD: 593,433 USD





E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)Year Jan-June Jul-Dec Total by

Year End2018 OECD: 58,734 USD OECD: 58,734 USD OECD:

58,734 USD

F. Disbursements of Funds for Indirect Costs (US$)

Disbursed Available TotalOECD: 39,900 USD OECD: 0 USD OECD: 39,900

USD


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


Description (Indicator Definition, etc.)

2016‘A’

2017‘A’

2018‘F’

Indicator 1: No. of assessments and guidelines completed and approved

Quantitative 0 3 8 10 Once Project progress reports

Project Implementation Team (PIT).

No. of assessments, guidelines, materials, training modules, toolkits and guidelines designed to enhance the enabling environment

Indicator 2: No. of internal regulations and policy proposals endorsed

Quantitative 0 0 8 10 Annually Project progress reports


A set of targeted policy recommendations intended to different stakeholders aiming to overcome the existing barriers faced by women candidates to access to parliamentary posts.

Indicator 3: No. of programs and projects designed and implemented to promote more gender sensitive and equitable allocation of government resources



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 Existing

0 10 20 Annually Project progress reports


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



Public sector staff received training in various thematic areas to improve their capacity for better public service delivery



Description (Indicator Definition, etc.)

2016‘A’

2017‘A’

2018‘F’

Indicator 6: No. of CSOs, women or youth groups engaged and empowered at the central and local level

Quantitative Existing 0 40 40 annually Project progress reports


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 0 0 10 20 Once Project progress report

PIT Number of Government Bodies and institutions received support to conduct an analysis of parliamentary electoral and workplace operations, processes and policy frameworks through gender lens

Indicator 2: No. of trained representatives of parliamentary secretariat, parliamentarians and local elected officials

Quantitative 0 0 0 90 Annually Project progress report

PIT Number of trained representatives of parliamentary secretariat, parliamentarians and local elected officials

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 0 3 4 4 Once in 1st and 2nd year

Project progress report

PIT No. of assessments, guidelines, materials, training modules, toolkits and guidelines designed to enhance the enabling

environment

Indicator 4: Women candidates for parliamentary elections, youth groups trained, engaged and empowered to participate in public life


PIT Women cnadidates trained

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


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


PIT Parliament , Ministry of Women affairs 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 0 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 0 1 2 3 Annually Project Progress Reports

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

Improving Connectivity in the Maghreb: Morocco

A. Basic Project InformationActivity Name: Northern Africa: Improving Connectivity in the MaghrebCountry Name: Morocco Name of Implementation Support

Agency(ies): World Bank, OECDName of ISA Project Leader: Jean-Francois Arvis (WB)Ben Dickinson (OECD)

Email of ISA Project Leader: [email protected] For correspondence please also include Christina Wiederer ([email protected]) [email protected]

Recipient Entity 1: Administration des douanes et impôts indirects (ADII)

Name and Email of Recipient Entity Contact: [email protected]@douane.gov.ma

Recipient Entity 2: PortNet S.A. Name and Email of Recipient Entity Contact:[email protected]

Recipient Entity 3: Agence Marocaine de Développement de la Logistique (AMDL)

Name and Email of Recipient Entity Contact: [email protected]

Recipient Entity 4: Société Nador West Med


Recipient Entity 5: Comité Régional de l’Environnement des Affaires (CREA) – Centre Régional d’investissement de Casablanca


Recipient Entity 6: Directorate General for Taxes of Morocco

Name and Email of Recipient Entity Contact: Mr. Omar Faraj - Director General for Taxes (DGI) - [email protected] Mrs. Asmae Tbaer – Head of the Department of International cooperation (DGI) - [email protected]

Total Amount Approved by the Transition Fund (US$): US$ 3,577,513

Additional Funds Leveraged and Source(s), if any (US$): Parallel financing by recipient entities (ADII and PortNet): US$ 1,400,000

Total Amount Disbursed (Direct and Indirect in US$): Total: 2,911,371.88Direct: WB: $1,917,261.88 +OECD: 760,597 USDIndirect: WB: 165,000+ OECD: 68,513 USD




Pillar(s) to which Activity Primary Pillar: Competitiveness and Integration



Responds (as per the proposal approved by the Steering Committee)

Secondary Pillar(s): Investing in Sustainable GrowthEnhancing Economic GovernanceInclusive Development and Job Creation

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The objective of the project is to streamline the chains of international trade between the Maghreb countries and with their major trading partners, to increase cooperation among border management agencies, to strengthen capacities in economic governance, and to build effective and transparent tax systems.






World Bank portion (Component 1 Regional Customs Connectivity): As mentioned previously, this component has not been active for the last year, for a number of reasons: (i) lack of traction of the concept of information exchange with European partners, due data protection rules in the EU, (ii) impracticability of the project components on mobile software, and (iii) postponement by Moroccan customs of the application of big data concept to risk management. After consultation with several parties in Morocco, and considering interest in the overall theme of connectivity, the Bank suggested during the last reporting period, the following reallocation of resources (using the additional time provided by the trust fund extension to August 2019).

(i) Development of new project component with Tanger Med agency (TMSA), with the view of improving connectivity of SMEs in Morocco to external markets, and beyond current geographical clusters. This project component will be roughly similar to the effort being completed with Nador West Med, and brings together the objective of competitiveness and territorial development.

(ii) Support to Big data analytics that could involve TMSA, Customs, Portnet and ANP (National Ports Agency).

On the first sub-component with Tanger Med agency (TMSA), WB team had prepared a concept note on a potential intervention in areas including: (i) Logistics Performance, (ii) SME Development and (iii) development of eco-industrial parks. Preliminary desk research has also been carried out pending the official confirmation and launch of the project. On the second sub-component, discussions are ongoing with the key stakeholder (Customs, Portnet) to see how WB can support the implementation of Big data analytics tools.

World Bank portion (Component 2: Facilitating trade through upgrading the institutional and regulatory environment for businesses): Progress was made on all sub-components of component 2 which is now heading towards completion. Sub-component 2.1 saw the delivery of a new legal framework for logistics activities with the suggestion of follow-up work on the drafted law and a new Green Logistics Charter. The outputs of sub-component 2.2 have been disseminated and a discussion on a potential WB lending operation to support the development of the north-east of Morocco based on the recommendations of the study is ongoing. Under sub-component 2.3 an action plan to foster entrepreneurship and support overall private sector development has been drafted, based on the diagnostic results of the post-CREA survey. This draft is being discussed during consultations with public and private stakeholders and will be disseminated once finalized. An additional technical assistance was also provided to advise on the governance

and the operational structure of the CREA. The outputs of this activity will also be disseminated shortly. Sub-component 2.4 saw the delivery of the first version of the trade portal that will be rolled out to the public in July 2018 (soft launch). Improvements will be made in the next reporting period based on the public and private stakeholders’ feedback during the consultations organized.

OECD Portion (Component 3: Fiscal connectivity, effective tax systems and improved transparency)The Fiscal Connectivity Project aims to assist Morocco in building effective and transparent tax systems that also contribute to improving the region’s trade and investment climate. This will be achieved by promoting changes in tax policy and administration that introduce global standards and best practices to tackle tax evasion and avoidance, attract investment and facilitate cross border investment.The OECD also has a Country Programme for Morocco which consists of 17 policy reviews and adhesion to 9 OECD legal instruments. It is built around three main policy areas: economic growth and competitiveness, social inclusion and public governance. This set of activities will give Morocco access to key information and recommendations to develop and bolster its reform agenda in order to support strong, inclusive and sustainable growth.The project has continued to make progress in implementing its key components during the first half of 2018.Progress has been made with respect to the implementation of international tax standards on tax transparency and information exchange. A pilot project on automatic exchange of financial account information was launched on 3 and 4 April 2018 in Rabat and a two-day seminar attended by 20 participants was delivered jointly by France and the Global Forum on Transparency and Exchange of Information for tax purposes (GFTEI) to present the scope and timeline of the pilot project as well as the requirements for the implementation of the Automatic Exchange of Information (AEoI) standard in Morocco. Following this seminar, assistance was provided remotely by the GFTEI on the legislative aspect of the AEoI standard.Progress has also been made in assisting Morocco to counteract Base Erosion and Profit Shifting (BEPS) which undermines the tax system integrity and the trust of citizens. Morocco has taken an active part in the G20/OECD work on BEPS. In August 2017, the Minister of Finance of Morocco expressed interest in signing the Multilateral Convention to Implement Tax Treaty Related Measures to Prevent BEPS (MLI) in the nearby future and requested assistance from the OECD for the preparatory work. Such assistance was provided to Morocco in April 2018 in Rabat. The OECD also carried out an in-depth diagnosis on BEPS risks, existing legislation regulations on transfer pricing, thin capitalisation and other legislation relative to profit shifting (together with reform proposals). These proposals were discussed with Morocco in June 2018 in Rabat. Moreover, in June 2018, Moroccan tax auditors benefited from a fifth in-country transfer pricing seminar, mainly focused on financial transactions, to improve their skills for addressing transfer pricing issues and tax evasion in cross border transactions. With respect to revenue statistics, the OECD assisted the Moroccan tax authorities in the collection of data according to the OECD methodology, for the publication of the third edition of Revenue Statistics in Africa. Having internationally comparable indicators enables Moroccan tax policymakers to make better informed decisions, improves their ability to mobilize domestic resources to support sustainable economic growth and address inequality. Morocco is one of the twenty-one countries included in the third edition of Revenue Statistics in Africa to be published in October 2018.



Expected Date of

DeliveryComponent 1: Regional Customs Connectivity

Reallocate resources towards: (1) Development of new project component with Tanger Med

agency (TMSA), with the view of improving connectivity of SMEs in Morocco to external markets, and beyond current geographical clusters. This project component will be roughly similar to the effort being completed with Nador West Med, and brings together the objective of competitiveness and territorial development.

(2) Support to Big data analytics that could involve TMSA, Customs, Portnet and ANP (National Ports Agency).

World Bank 09/2018

Finalize desk work done under TMSA component World Bank 09/2018Prepare an intervention to support the design and implementation of Big data analytics tools that could involve TMSA, Customs, Portnet and ANP (National Ports Agency).

World Bank Q4 2018

Component 2: Facilitating trade through upgrading the institutional and regulatory environment for businesses2.1: Review the legal package once it has been rewritten in by the government lawyers in the Ministry and Primature.

World Bank Q4 2018

2.1: Extend the assistance to the theme of “Green Logistics” (pending confirmation of new leadership at AMDL)

World Bank Q4 2018

2.3 Finalize the action plan and disseminate the results of the post creation survey and the technical assistance to strengthen the CREA’s governance and operational structure.

World Bank Q4 2018

2.4 Finalize the development of the trade portal based on the partners feedback and suggestions

World Bank Q4 2018

2.4 Carry out follow-up activities on Big Data World Bank Q4 2018Component 3:Preliminary assessment of the legal and practical framework on the exchange of information for the new evaluation cycle on Exchange of Information on Request

OECD Q3-Q4 2018

Morocco’s participation in the GFTEI plenary meeting Morocco Q4 2018Assessment of the organisation and tools of the new Exchange of Information Unit

OECD Q3-Q4 2018

Exchange of information workshop for tax auditors (including beneficial ownership) in Rabat

OECD Q3-Q4 2018

Technical assistance in the drafting of transfer pricing legislation and regulations

OECD Q3–Q4 2018

Sixth transfer pricing workshop in Rabat OECD Q3 2018Morocco’s participation in the workshop on Revenue Statistics in Africa

Morocco Q3 2018

Capacity building through participation in multilateral events Morocco 2018

C. Implementation Status of Components Component 1: Regional customs connectivity Operational dialogue is functional between Maghreb countries when related to technical subjects for which the administrations and operators concerned can easily find constructive projects, unhindered by

third parties. This is the case for customs, where the cooperation has been more intense in recent years. This proposal focuses on data exchange, border crossings, corridors, risk management and trade surveillance. Adhering to the World Customs’ Organization vision of the 21st century on Globally Networked Customs (GNC), which aims to rationalize, harmonize and standardize the secure and efficient exchange of information between WCO Members, the Moroccan Customs Authority (ADII) is requesting assistance to link its data platform to regional customs partners, such as Tunisia, Egypt and Jordan.Previous Rating: Moderately Satisfactory

Current Rating: Not Applicable Cost (US$): US$ 750,000

Sub-component 1.1: Connected customsThis subcomponent will provide Technical Assistance, with the goal of facilitating the effective implementation of a network that would include Morocco, Tunisia, Algeria, France, Spain and potentially Egypt and Jordan. Beyond IT issues, this project involves legal aspects or relationships with the private sector which are complex. The TA will support implementation which currently is at an early stage. The expected benefits are very important in terms of visibility on trade facilitation and on non-tariff barriers or value analysis.Status of Implementation: This component has not been active since 2017; see note and suggestions under “Brief Summary and Project Implementation Status”.Sub-component 1.2: Border crossings and corridors: Improvement of vehicle tracing (ADII)As part of its dematerialization and simplification efforts, ADII plans to set up an automated management system for the temporary admission procedure (AT) passenger vehicles, which will allow considerable reduction in customs clearance time, especially during the transit operation. World Bank will provide technical assistance to design and implement a virtual platform that is linked to ADII’s existing online customs clearance platform, BADR.Status of Implementation: This component has not been active since 2017; see note and suggestions under “Brief Summary and Project Implementation Status”. Sub-component 1.3: Information, control and risk:This component includes i) the development of mobile applications (software development), and ii) the development of new risk management concept based on predictive analytics (Big Data).Status of Implementation: This component has not been active since 2017; see note and suggestions under “Brief Summary and Project Implementation Status”.

Component 2: Facilitating trade through upgrading the institutional and regulatory environment for businessesTo address the issues of regulatory convergence and an improved investment climate for competitive sectors, World Bank will support (i) the simplification effort undertaken by the Moroccan Agency for Logistics Development to improve the regulatory framework for the logistics sector (activity 2.1), and (ii) the public private regional investment climate committee established in the Greater Casablanca and the Oriental regions, and Port agencies (Nador West Med) (activities 2.2 and 2.3) to improve competitiveness of key sectors, as described below. Working both at the economy-wide and local levels will allow for a better identification of specific binding constraints, including at sector level), and iii) the creation of a Trade portal (PortNet). It also allows for greater involvement of concerned stakeholders.Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): US$ 1,400,000Sub-component 2.1: Upgrading the legal and regulatory environment for the logistics sector One of the priorities of the Deauville partnership is to promote the process of institutional change through regulatory convergence of norms and standards and other behind-the-border regulations to FDI-enhancing aspects of the regulatory environment such as the logistics landscape. To reap the full benefits of their greater trade and FDI integration, accelerating the convergence of regulatory frameworks in Morocco with international best practices is key. Before convergence of regulatory frameworks can occur, domestic policies need to be

improved. To this end, World Bank will provide technical assistance to AMDL for development of an adequate legal and regulatory framework for the logistics sector in Morocco. Specifically, World Bank will work with AMDL to undertake a regulatory needs assessment for the logistics sector after which policy definition and design of a legal and regulatory roadmap for the short, medium and long term would occur. Upon approval of the legal and regulatory roadmap, World Bank will assist AMDL in the implementation of the policy recommendations. Status of Implementation: Logistics Law: The World Bank team has finished the preparation of a new legal framework for logistics activities and remains available to provide additional assistance by reviewing the final legal package once it has been rewritten in by the government lawyers in the Ministry and General Secretariat of the Government (SGG).At the request of the AMDL the World Bank made a proposal to extend the assistance to the theme of “Green Logistics” to design and support implementation mechanisms for the Green Logistics Charter issued at the time of the COP in Marrakech (November 2016). Interest to deploy both activities has been confirmed by the newly appointed director of AMDL. This assistance could be launched as soon as the client is ready to start.Sub-component 2.2: Maximizing the impact of the maritime complex Nador West MedThe activity is an exhaustive review of the interventions that national and local governments should consider to maximize the socio-economic impact of the planned industrial port complex of Nador West Med on all investments made or planned in the Oriental region, notably in terms of job creation. This activity includes expert assessment, data analytics, as well as structured public private dialogue to confirm and deepen the diagnosis on priority sectors and institutional and regulatory reforms needed to maximize the impact of Nador West Med.

Status of Implementation: After finalizing the action plan, dissemination sessions have been organized at both national and subnational level with the main stakeholders to discuss the outputs of the study, the recommendations formulated by the WB and how to implement them in order to materialize the expected benefits from Nador West Med on its extended hinterland. Given the relevance of a territorial intervention to develop the north-east of Morocco, in line with WB strategy in Morocco and the timing to implement it that needs to be consistent with the port’s delivery timeline, the WB has offered to support the development of this region catalyzing the economic benefits of NWM. The proposed WB operation would combine hard and soft interventions at the subnational level to: (i) improve connectivity (mainly roads), (ii) develop the industrial ecosystem around NWM, (iii) infuse a new growth dynamic to develop the extended hinterland. This proposition has been discussed with the key stakeholders at both the national and subnational level (Ministry of interior, Ministry of finance, regional councils, Walis and governors…) that highlighted its relevance and the interest to deploy such a project. The WB is waiting for a formal request to proceed with the project preparation in Q3 2018.Sub-component 2.3: Improving the competitiveness of businesses and trade in CasablancaThe World Bank has assisted the Government of Morocco in establishing the “Comité National de l’Environnement des Affaires” (CNEA), a public-private Committee created in 2009 and chaired by the Head of Government, which facilitates and oversees the implementation of investment climate reforms. In December 2014, a similar committee (CREA) was created at the local level in Casablanca and works closely with the CNEA. The Regional Investment Center (CRI), which oversees managing the CREA, has requested WBG support and expertise to support these working groups, notably those focused on the simplification and automation of key procedures relating to trade, competitiveness of key sectors, and operating licenses. Accordingly, the project will support the CREA in establishing a structured and well-functioning public private dialogue (PPD). The project will also provide expertise to support the implementation of reform actions identified by the CREA working groups to improve the city competitiveness, notably through a legal and regulatory assessment of reform needs in view of simplifying and increasing the transparency of key procedures, through the setting up of IT

tools for managing standardized licenses, and through the training of stakeholders.Status of Implementation: Achievements and next steps: After the field survey was finalized and the data gathered was analyzed, consultations with public and private stakeholders were organized for an in-depth discussion of the diagnostic results. Focus groups with interviewed enterprises and one-to-one meetings with publics stakeholders were held. Based on this, specific areas of intervention have been identified and materialized in a structured action plan, covering the different phases of an enterprise lifecycle and responding to the main constraints identified in the diagnostic phase, namely: (i) access to market, (ii) access to finance, (iii) Taxes, (iv) infrastructure and (v) Human resources. Consultations are ongoing to build consensus around the recommendations formulated and the actions suggested. A dissemination session will be organized in Q4 2018. A technical assistance was also provided to structure and strengthen the intervention of the CREA in improving the business climate in the region. A diagnostic of the region’s competitiveness and an analysis of the institutional framework (key stakeholders, their scope of intervention and interactions …) has been carried out to deepen the understanding of the business environment and the key constraints in the context of the decentralization (advanced regionalization). Based on this diagnostic, recommendations have been formulated on how to strengthen the role of the CREA in improving the business environment in the region and build its capacities to achieve this mission. Different scenarios have been considered to reinforce the governance and the operational capacity of the CREA taking into account internal and external factors (e.g staffing, political reforms, decentralization process …). Consultations, interviews and focus groups have been carried with the key stakeholders (private sector operators, universities and civil society) throughout the process to collect inputs but also to provide feedback on the major private sector development constraints and how the CREA can act proactively to improve the business climate in the region. This technical assistance has been finalized and the key outputs will be presented shortly to the regional authorities (Q3 2018) before a larger dissemination among the key regional stakeholders.

Sub-component 2.4: Trade Portal (PortNet)PortNet is a limited liability company in charge of developing and managing an operations management system for Moroccan Ports Communities that coordinates export and import services related to ports. Its purpose is to link all stakeholders (public and private) of the logistics value chain to facilitate access to information and documents and reduce the management costs of exporting and importing. World Bank will be providing technical assistance to PortNet in the design and launch of a trade information portal, a virtual platform where one can obtain all the information on regulatory requirements needed to undertake international trade. Status of Implementation: Trade Portal: The first version of the trade portal was developed and will be rolled out to the public in July 2018 (soft launch). Intensive consultative meetings were held with the private sector and the various affiliated government agencies such as the National Ports Agency, Customs Authority, the Office of Sanitary and Phytosanitary standards, the National Exchange Office and the Ministry of Industry, Department of Trade. The following functionalities have been added in the portal:

• Research tools• Preferential rates• Rules of origin• Non-tariff measures• Geographic Presentations of Export Rules• Presentations of import export rules by product• User adhesion• Statistics and documentation• Review of foreign trade news• Exporters / Importers Database

However, there are still improvements that will be integrated during the soft launch phase in July 2018. In addition, new points have emerged that are requested by the private sector, such as the cost simulator, and are driven by developments in information technology, e.g. a

chatbot, APIs (interface in the form of webservices) to interconnect with the IT System of the partners or to build machine learning tools with the collected data. These could be supported by the WB during the final year of the Project.

Component 3: Fiscal connectivity (implemented by the OECD)Assist Morocco in building effective and transparent tax systems that also contribute to improving the region’s trade and investment climate. This will be achieved by promoting changes in tax policy and administration which introduce global standards and best practices to tackle tax evasion and avoidance, attract investment and facilitate cross border investment. The work on this component have been progressing satisfactorily in particular as regards the launch of the pilot project on AEoI as well as the work on transfer pricing legislation and BEPS measures related to tax treaties. Previous Rating: Moderately Satisfactory

Current Rating: Satisfactory Cost (US$): 1,087,513

Sub-component 3.1: Assisting with the implementation of international tax standards on tax transparency and information exchangeAssist Morocco with the implementation of the international standard on Exchange of Information on Request (EoIR) and the new standard of Automatic Exchange of Financial Account Information (AEoI). Assist Morocco to maximize the benefits of effective implementation of the Multilateral Convention on Mutual Administrative Assistance in Tax Matters (MAAC) which was signed on 21 May 2013 and ratified in February 2016 (still awaiting the Royal Seal to be deposited and to enter into force) in the areas of exchange of information, assistance in tax collection, exchange of tax intelligence, bilateral/multilateral simultaneous tax examinations and joint audits.



Cost (US$):

Activity 3.1.1: Reviewing the current exchange of information framework and practices, making recommendations and assisting with legislative and process changesStatus of Implementation: In 2015 Morocco underwent a Phase 1 Peer Review by the GFTEI which made a number of recommendations for improving its legal framework. Morocco benefited from the technical assistance of the GFTEI in order to address the shortcomings and the recommendations contained in the Phase 1 Report. Morocco’s Phase 2 Peer Review Report was approved by the GFTEI in November 2016 and assessed the legal and regulatory framework for transparency and exchange of information for tax purposes, as well as its implementation and effectiveness in practice. Morocco was rated largely compliant by its peers. In preparation for the new round of peer reviews for Morocco, which is scheduled for 2020, a preliminary assessment of the legal and practical framework against the 2016 GFTEI terms of reference was supposed to be undertaken by the GFTEI during the second half of 2018, in order to recommend necessary changes for Morocco to comply with the exchange of information on request revised standard, including the availability and exchange of beneficial ownership on information. However, as Morocco has still not provided the responses to the GFTEI questionnaire that were required by 30 June 2017 in order to define the scope of the assistance to be provided by the GFTEI, the preliminary assessment of the legal and practical framework against the 2016 GFTEI terms of reference has not been carried out so far. The OECD followed up on this issue with Moroccan tax officials in vain. Morocco indicated in late June 2018 that they will fill out the questionnaire by mid-July 2018.

The GFTEI will be in a position to conduct its preliminary assessment once Morocco completes and returns the questionnaire to the GFTEI.Activity 3.1.2: Enhancing the effectiveness of the Exchange of Information (EoI) Unit Status of Implementation: Morocco has identified, as a high priority for which they are in need of assistance, putting in place an effective EoI Unit according to international best practices in order to improve the quality and speediness of EoI with adequate human resources, monitoring systems, guidance manuals, security and IT systems, etc. Following the restructuring of the Directorate General for Taxes (Direction Générale des Impôts - DGI) a unit dedicated to the exchange of information was established and the Head of the EoI Unit was appointed in July 2016. Morocco is now being assisted to suitably organise and put in place a monitoring system for the processing of EoI requests from its partners, in particular by adopting internal deadlines for processing requests and a documented standard procedure, in order to ensure that, in all cases, partners receive timely responses to their requests. The GFTEI was supposed to undertake an assessment of the EoI unit in the first half of 2018 subject to the finalization of the preliminary assessment of Morocco’s legal framework. Due to the delay in providing its answers to the questionnaire mentioned in 3.1.1, the assessment of the EoI Unit has not been carried out to date. The GFTEI will be in a position to conduct the assessment of the EoI unit only once Morocco provides the responses to the questionnaire and the preliminary assessment of the legal framework is performed.

Activity 3.1.3: Exploiting the Multilateral Convention on Mutual Administrative Assistance in Tax Matters Status of Implementation: A seminar to raise awareness of tax auditors about the potential of EoI to improve tax audit performance of cross border transactions was held in Rabat in May 2016. In September 2017, the GFTEI delivered an EoI training focused particularly on the potential of the MAAC to counteract Base Erosion and Profiting Shifting (BEPS), attended by 30 Moroccan tax auditors. There are now over 123 jurisdictions participating to the Convention (See the chart of participating jurisdictions at http://www.oecd.org/tax/exchange-of-tax-information/Status_of_convention.pdf ) . In the course of the skills building workshops delivered under Activity 3.2.2, the OECD continues to stress the potential of EoI to improve tax audits of cross border transactions.

Activity 3.1.4: Automatic Exchange of Information (AEoI) pilotStatus of Implementation: As part of the GFTEI African Initiative, a pilot project has been agreed to by Morocco and France regarding automatic exchange of financial account information. The GFTEI has started assisting Morocco with the implementation of the pilot as the Phase 2 Peer review of Morocco has been completed. A draft project proposal, including a timeline, was submitted by the GFTEI to Morocco and France in April 2017. The draft project proposal was agreed upon by both countries in November 2017. The pilot project was launched on 3 and 4 April 2018 in Rabat and a two-day seminar in Rabat attended by 20 participants was delivered jointly by France and the GFTEI to present the scope and timeline of the pilot project and the requirements for the implementation of the AEoI standard in Morocco. Following this seminar, assistance was provided remotely on the legislative aspect of the AEoI standard by the GFTEI. A legislative seminar was initially scheduled for the first half of 2018. It is now expected to take place early in the second half of 2018.

Activity 3.1.5: Capacity building through staff assignment and participation at multilateral eventsStatus of Implementation: Within the framework of the project, Morocco has the possibility to send tax officials for training at the GFTEI and also to benefit from informational

http://www.oecd.org/tax/exchange-of-tax-information/Status_of_convention.pdf

sessions during visits to other international EoI Units whereby they learn from relevant country experiences. In April 2017, the Deputy Head of the EoI Unit attended a training seminar on EoI organised by the OECD Global Relations Programme at the OECD Multilateral Tax Centre in Ankara. In May 2017, the EoI Unit’s Head and Deputy Head went to the Spanish Tax Authority in Madrid in order to learn onsite from the Spanish EoI Unit’s experience and gain insight into their practices. The EoI Unit’s Head and Deputy Head attended the GFTEI competent authority meeting held in Panama in June 2017 and the GFTEI plenary meeting held in Yaoundé in November 2017. On 17-19 April 2018, a Moroccan tax official from the EoI Unit attended a training seminar on Exchange of Information as a Tool to Combat Offshore Tax Evasion organised by the OECD Global Relations Programme at the OECD Multilateral Tax Centre in Ankara. On 22-24 May 2018, two Moroccan tax officials from the EoI Unit participated in a seminar on beneficial ownership and exchange of information on request organised by the GFTEI which aimed at building awareness on the beneficial ownership transparency requirements in the exchange of information standard and the coordination between the various stakeholders at the national and international level.

Sub-component 3.2: Addressing Base Erosion and Profit Shifting (BEPS)BEPS refers to tax planning strategies that exploit gaps and mismatches in tax rules to artificially shift profits to low or no-tax locations where there is little or no economic activity. This undermines the fairness and integrity of tax systems because businesses that operate across borders can use BEPS to gain a competitive advantage over enterprises that operate at a domestic level. Moreover, when taxpayers see multinational corporations legally avoiding income tax, it undermines voluntary compliance by all taxpayers. BEPS is of major significance for developing countries due to their heavy reliance on corporate income tax, particularly from multinational enterprises. Under the BEPS Inclusive Framework, 116 countries and jurisdictions are collaborating to implement the BEPS measures and tackle BEPS (see http://www.oecd.org/tax/beps/inclusive-framework-on-beps-composition.pdf). Morocco has not joined the BEPS Inclusive Framework as Associate but has taken an active part in the G20/OECD work on BEPS and participated as Invitee in the first regional meeting of the BEPS Inclusive Framework for Francophone countries held in Tunisia on 22-24 November 2016 and attended by representatives from 13 countries as well as the second meeting of the BEPS Inclusive Framework held in Paris in January 2017 which gathered representatives of more than 90 countries. Morocco also attended the OECD Committee of fiscal affairs meeting held on 24 January 2018 in Paris.Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$):

Activity 3.2.1: Assistance in participating in the BEPS project rule setting and implementing appropriate measures in Morocco / Activity 3.2.2: Assistance to develop and implement a strategy on implementing an effective regime to address Transfer Pricing and other BEPS risksStatus of activities 3.21 and 3.2.2 implementation: The OECD carried out an in-depth diagnosis on BEPS risks, existing legislation regulations on transfer pricing, thin capitalisation and other legislation relating to profit shifting (together with proposals for reform). Proposals for reform were discussed with Morocco in June 2018 in Rabat. In addition, Morocco has been invited to sign the Multilateral Convention to Implement Tax Treaty Related Measures to Prevent BEPS (MLI) in June 2017. This innovative multilateral convention will swiftly implement a series of tax treaty measures to update the existing network of bilateral tax treaties and reduce opportunities for tax avoidance by multinational enterprises. It will also strengthen provisions to resolve treaty disputes, including through mandatory binding arbitration, thereby reducing double taxation and increasing tax certainty.

http://www.oecd.org/tax/beps/inclusive-framework-on-beps-composition.pdf

In August 2017, the Minister of Finance of Morocco expressed interest in signing such instrument in the nearby future and requested assistance from the OECD for the preparation of their MLI position. Moroccan senior tax officials attended an MLI workshop on 27 September 2017 in Paris and the meeting of the Ad hoc group on the MLI on 28-29 September 2017 also in Paris. The OECD provided onsite assistance to Morocco on the MLI the week of 9 April 2018 in Rabat and assisted them in the preparation of their MLI position. Morocco is expected to sign the MLI by December 2018.An extensive capacity building programme for tax auditors on transfer pricing issues was launched in May 2016. The fifth transfer pricing skills building workshop took place on 18-20 June 2018 in Rabat and involved thirty tax auditors from headquarters and Rabat, as well as from other regional offices. It was mainly focused on financial transactions. These skills building workshops will strengthen Morocco’s capacity to protect its tax base against aggressive tax planning of MNEs, as well as profit shifting through transfer pricing or other means. The training helped identify certain flaws in the Moroccan domestic legislation and regulations, such as the lack of legal requirements to maintain transfer pricing documentation requirements and the time period for auditing a company that has been reduced to 6 months after the official notification to the taxpayer of the start of audit. The sixth transfer pricing workshop will take place in Rabat in September2018.Moreover, assistance in the implementation of the BEPS toolkits relevant to Morocco and designed to address BEPS issues will be provided as they become available in 2018. The toolkit for addressing difficulties in accessing comparable data for transfer pricing analyses published in July 2017 was provided to Moroccan tax auditors. Morocco has also been offered assistance from the OECD/ UNDP joint initiative, Tax Inspectors Without Borders (TIWB) that provides audit capacity building using a practical “learning by doing” approach (see TIWB website at http://www.tiwb.org/).Activity 3.2.3: Assistance to develop and implement an Advanced Pricing Agreement (APA) programmeStatus of Implementation: Morocco passed the law on APA in 2015 (see article 6 of the 2015 Finance Law) and issued a Decree on rules for the conclusion of an APA on 3 July 2017 (see at https://www.droit-afrique.com/uploads/Maroc-Decret-2017-571-conclusion-accord-prix-transfert.pdf). Since France has been assisting Morocco for the development and implementation of an APA programme in the framework of a twinning programme funded by the European Union, it had been agreed with Morocco that the OECD will deliver a training on APAs for Moroccan tax auditors. Such training was delivered by the OECD in Rabat on 26-29 September 2017.Activity 3.2.4: Capacity building through participation at multilateral events Status of Implementation: In the first half of 2018, in addition to in country training, Morocco sent two tax officials to a seminar on transfer pricing organised jointly by the OECD and the Cercle de réflexion et d’échanges des dirigeants des administrations fiscales francophones (CREDAF) in Ouagadougou (Burkina Faso) on 19-21 February 2018, in order to strengthen the capacity of their tax administration (see the 2018 Global Relations Programme at http://www.oecd.org/ctp/tax-global/global-relations-calendar-of-events.htm ). In addition, two Moroccan tax officials registered to a seminar on “Auditing MNEs for BEPS - Tax Inspectors without Borders” to be held at the OECD Multilateral Tax Centre in Ankara on 2-6 July 2018.

Sub-component 3.3: Revenue StatisticsEnable Morocco to produce accurate, complete, current, consistent and reliable data according to the OECD methodology which are crucial to enhancing the effectiveness and efficiency of tax policy.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$):

http://www.oecd.org/ctp/tax-global/global-relations-calendar-of-events.htm

https://www.droit-afrique.com/uploads/Maroc-Decret-2017-571-conclusion-accord-prix-transfert.pdf

http://www.tiwb.org/

Activity 3.3.1: Developing internationally comparable revenue statistics data, including customs dataStatus of Implementation: The OECD assisted the Moroccan authorities for the collection of data according to the OECD methodology for the publication of the first edition of Revenue Statistics in Africa. Extending the OECD methodology to African countries enables comparisons about tax levels and tax structures to be carried out on a consistent basis, both among African economies and with OECD, Latin American, Caribbean and Asian economies. Having internationally comparable indicators enables Moroccan tax policymakers to make better informed decisions, improves their ability to mobilise domestic resources to support sustainable economic growth and address inequality. Morocco was one of the eight countries included in the first edition of Revenue Statistics in Africa published on 1st April 2016 and also one of the sixteen countries included in the second edition of Revenue Statistics in Africa published on 12 October 2017 (see at https://www.oecd-ilibrary.org/docserver/9789264280854-en-fr.pdf?expires=1529962220&id=id&accname=guest&checksum=FF6684 ). In 2018, onsite technical support was provided by the OECD to prepare the collection of data for the third edition of Revenue Statistics in Africa to be published in October 2018 which will includes data from 21 countries. As part of the capacity building programme, two Moroccan senior tax officials were sent as secondees to the OECD for a three-month period in 2016 in the Tax Policy and Statistics Division. Moroccan senior tax officials participated in the workshop on Revenue Statistics in Africa held on 12-13 October 2017 in Addis Ababa and delivered a presentation on the impact on total tax revenues of Moroccan main tax and tax administration reforms between 2004 and 2013. In addition, two senior tax auditors attended a workshop on tax policy and revenue statistics at the OECD Multilateral Tax Centre in Ankara on 11-15 December 2017. Two Moroccan tax officials are expected to attend the workshop on Revenue Statistics in Africa to be held in October 2018 in Africa.


(US$)

(x)


(US$)(y)

Total (US$)


WB: 0OECD: 0

WB: 2,325,000OECD: 1,019,000

Total WB+OECD: 3,344,000


WB: 0OECD: 0

WB: 2,325,000OECD: 643,141

Total WB+OECD: 2,968,141


WB: 0OECD: 0

WB: $1,917,261.88OECD: 760,597

Total WB+OECD: 2,677,858.88


Year Jan-June July-Dec Total 2018 WB: 0

OECD: WB: 200,000

OECD: 133,089 USDWB: 200,000

OECD: 133,089 USD

2019 WB: 150,000 WB: 57,738 WB: 207,738

https://www.oecd-ilibrary.org/docserver/9789264280854-en-fr.pdf?expires=1529962220&id=id&accname=guest&checksum=FF6684

https://www.oecd-ilibrary.org/docserver/9789264280854-en-fr.pdf?expires=1529962220&id=id&accname=guest&checksum=FF6684

OECD: 93,986 OECD: 31,328 OECD: 125,314


WB: 165,000OECD: 68,513 USD

WB: 0OECD: 0

WB: 165,000OECD: 68,513


Project Development Objective (PDO: The objective of the project is to streamline the chains of international trade between the Maghreb countries and with their major trading partners, to increase cooperation among border management agencies, to strengthen capacities in economic governance, and to build effective and transparent tax systems.

PDO Level Results

Indicators*Unit of Measure Baselin

e


Frequency

Data Source/

Methodology



etc.)2016

A

2017

A

2018

A

2019 F

YR5

F

Component 1 (World Bank)Indicator 1.1: Operational customs data exchange channel between Morocco and Tunisia functional

Binary No No See note above

See note above

One time ProjectReports

ISAs

Indicator 1.2: Customs agents and IT technicians trained on the use of mobile customs applications/ software

Quantitative 0 0 (50 planned initially, but component won’t be carried out as planned

See note above

One time Project Reports

ISAs

Indicator 1.3: Temporary admission tracing tools in Morocco available

Binary No No See note above

See note above


ISAs

Component 2 (World Bank)Indicator 2.1: Binary No No Ongoi Yes One time Project ISAs

Outputs expected by ADII and PortNet submitted

ng Reports

Indicator 2.2: Regulatory reviews carried out

Binary No No Ongoing

Yes One time ProjectReports

ISAs

Indicator 2.3: Government bodies and institutions supported (AMDL)

Binary No No Yes Yes One time Project Reports

ISAs AMDL to receive support services aimed at increasing their capacity to carry out regulatory and legal reviews of the business environment for the logistics sector.

Indicator 2.4: Action plans to address binding constraints to the competitiveness of selected sectors in Nador adopted



ISAs

Indicator 2.5: Reform roadmap formally launched for modifying key regulations and procedures identified as main bottlenecks for enhancing the competitiveness of Casablanca economy


Ongoing


ISAs

Indicator 2.6: Output expected by PortNet submitted



ISAs

Indicator 3.1: Tax transparency and international tax co-operation as measured against international standards

Qualitative and quantitative

Phase 1 Peer Review of Global Forum completed

Phase 2 peer review of the Global Forum: rating largely compliant

MAAC enters into force : work in progress

MAAC enters into force (TBC)International standards on tax transparency met

International standards on tax transparency met

According to GFTEI timetable

GFTEI and DGI International standards on EoI and automatic EoI

Indicator 3.2: Addressing Base Erosion and Profit Shifting (BEPS)

Quantitative BEPS diagnostic

Capacity building of tax auditors on transfer pricing and BEPS



Work on Transfer Pricing legislation

Transfer pricing legislation and BEPS measures in place

Annually DGI BEPS risks are identified and addressed

APAs provide certainty for business

Indicator 3.3: transparent revenue statistics published in internationally comparable format

Qualitative Statistics not published in internationally comparable format

Revenue statistics published according to internationally comparable criteria




Annually OECD/DGI Moroccan tax policymakers able to better inform their decisions, and improve domestic resource mobilisation

INTERMEDIATE RESULTS - COMPONENT 3 only (OECD)

Intermediate Result Sub Component 3.1 : Assisting with the implementation of international tax standards on tax transparency and information exchange

Activity 3.1.1: Reviewing the current framework and practices, making recommendations and assisting with legislative and process changes

Qualitative Global Forum Phase 1 peer review 2015

Global Forum Phase 2 peer review

recommendations of Phase 2 peer review addressed

Legal and institutional reforms are adopted

Legal and institutional reforms are adopted


Project Implementation Reports

GFTEI/DGI Rating: largely compliant Phase 2 Peer Review Report indicates Morocco has met international standards on EoI upon request.

Activity 3.1.2: Enhancing the effectiveness of Exchange of Information (EOI) Unit

Quantitative and qualitative

Zero EoI requests initiated

Establishment of the EoI unit

First EoI requests initiated

10 EoI requests initiated

Assessment of the EoI unit





DGI/ GFTEI Reports

Responses to incoming requests provided in a timely manner.

EOI requests initiated and tax reassessments based on foreign source information are indicative of effective EoI operations

Activity 3.1.3: Exploiting the Multilateral Convention on Mutual Administrative Assistance in Tax Matters (MAAC)

Quantitative and qualitative

MAAC signed in 2013

MAAC ratified

Instrument of ratification deposited: work in progress

MAAC enters into force: work in progress

Instrument of ratification deposited (TBC)

MAAC enters into force (TBC)

MAAC used to obtain information (TBC)

Assessed annually


DGI The MAAC will allow cooperation with over 110 jurisdictions covered by the Convention and serve as a basis for Automatic exchange (CRS and Country by Country Reporting).

Activity 3.1.4: Automatic Exchange of Information Pilot

Quantitative No information shared automatically

Preparatory phase

Launch of the pilot project - Work in progress

Launch of the AEoI pilot project

Legislation in place to permit automatic exchange and implementation of pilot

once Project Implementation Reports

DGI/GFTEI Reports

Success criterion is information exchange of financial account information completed on an automatic basis and tax reassessment of unreported income

Activity 3.1.5: Capacity building

Quantitative N/a Tax officials

Tax officials attend GFTEI

Tax officials

Tax official

Assessed

Project Implementatio

DGI/ GFTEI Reports

Improved skills to implement EoI

through staff assignment and participation at multilateral events

attended GFTEI training

training and competent authority meeting

Tax officials did onsite visits to other international EoI Units to gain insight into practices

attend GFTEI training

s attend GFTEItraining

annually

n Reports standards

Intermediate Result Sub Component 3.2 : Addressing Base Erosion and Profit Shifting

Activity 3.2.1: Assistance in participating in the BEPS project rule setting and implementing appropriate measures in Morocco

Quantitative BEPS project finalized in October 2015

BEPS diagnostic completed

Morocco adopts key BEPS priority actions (TBC)



Assessed annually


DGI Legislation adopted to address BEPS issues Implementation of BEPS toolkits relevant to Morocco

Activity 3.2.2: Assistance to develop and implement a strategy on implementing an effective regime to address Transfer Pricing (TP) and other BEPS risks (OECD executed)

Qualitative Risk assessment of profit shifting in 2015

30 tax auditors trained to address transfer pricing and BEPS issues




Assessed annually


DGI A transfer pricing team is fully trained on transfer pricing and BEPS risks, transfer pricing methods, business restructuring, intangibles, EOI, dispute resolution, transfer pricing documentation, etc.

Activity 3.2.3: Assistance to develop and implement an Advanced Pricing Agreement (APA) program

Quantitative Legislation and rules not yet fully in place

N/A Moroccan senior officials trained on APA

Legislation and regulation fully in place to facilitate APA program

Conduct APAs

Assessed annually


DGI APAs program provides certainty to business

Activity3.2.4: Capacity building through

Quantitative 1 official attended TP and

9 officials attended OECD

15 officials attend

25 officials

Assessed annuall


DGI Skills/knowledge acquired support other sub

participation at multilateral events

customs workshop in Ankara MTC

workshops on BEPS and transfer pricing

OECD workshop on BEPS and transfer pricing

attend OECD workshop on BEPS and transfer pricing

y n Reports components

Intermediate Result (Sub Component 3.3 : Revenue Statistics

Activity 3.3.1: Capacity to develop internationally comparable Revenue Statistics

Qualitative/

Quantitative

N/A 2 officials trained

at OECD (rev stats

teams)

completion of

statistics from

2000 to 2014

2 officials trained at OECD (rev

stats teams

completion of statistics

from 2000 to 2015

2 officials trained at OECD

(rev stats

teams)

completion of

statistics from

2000 to 2016

2 official

s trained at

OECD (rev stats

teams)

completion

of statisti

cs from 1990

to 2017

Annually


n Reports

DGI Skills and knowledge required to

publish revenue statistics.

Accessing Overseas Employment Opportunities for Moroccan Youth

A. Basic Project InformationActivity Name: Accessing Overseas Employment Opportunities for Moroccan Youth (P150064)Country Name: Kingdom of Morocco Name of Implementation Support Agency(ies):

World BankName of ISA Project Leader: Ms. Manjula Luthria


Recipient Entity: Agence Nationale de Promotion de l’Emploi et des Compétences (ANAPEC)

Name and Email of Recipient Entity Contact: Ms. Salima Bensalem [email protected]

Total Amount Approved by the Transition Fund (US$): 1.975M

Additional Funds Leveraged and Source(s), if any (US$): an additional 20% of project budget (around 300,000 US$) will be added as co-financing to cover for the VAT applicable in Morocco.

Total Amount Disbursed (Direct and Indirect in US$): US$731,203.99(direct) + US$ 225,000 (indirect); Total US$ 956,203.99

Steering Committee Approval Date:June 11th, 2014


Revised Project Closing Date:October 31, 2018


Primary Pillar: Inclusive Development and Job Creation

Inclusive Development and Job Creation

Secondary Pillar(s): Competitiveness and Integration

Competitiveness and IntegrationCompetitiveness and IntegrationChoose an item.

G. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The project development objective (PDO) is to strengthen institutional capacity to pilot the reform of international labor intermediation services in Morocco and better prepare the Moroccan workforce for greater integration with international labor markets.Rating for progress towards achievement of objective:

Satisfactory


Satisfactory


Despite the initial lengthy delay in implementation resulting mainly from the internal restructuring process within GIZ and the sensitive social and political context in Germany regarding immigration, the project´s implementation begun in August 2016. ANAPEC contracted GIZ to implement the project. GIZ’s involvement was foreseen from the project design, given the level of expertise needed. The project has since progressively been advancing towards the achievement of the Project Development Objective (PDO) and results so far have exceeded expectations.

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The project implementation is progressing well given that:

1. All students are in Germany and more than 75% are undergoing a successful integration (an actual 80% is successfully integrated, while additional efforts are underway to maintain and improve current results).

2. Mechanisms have been put into place by the implementing team to ensure an even higher successful integration rate during the first term of 2018. Formal mentoring mechanism for students, a higher involvement of the industry representatives at the operational level and the reinforcement of linkages with the Moroccan diaspora in Germany.

3. Most project activities have been undertaken, as well as recommendations from the last supervision missions (November 2017, April 2018 and meetings in June 2018 in Casablanca), namely: (i) capacity-building program was provided to ANAPEC as planned (training missions for ANAPEC’s counselors), and new complementary areas of intervention on other industrial sectors were also identified; (ii) students completed successfully their training in Morocco and are integrated in the German vocational training system; and (iii) financial services in the Unité de Gestion du Project (UGP – the Implementing Unit) are now ensured.

To date, the total disbursed amount is US$601,438.83 (representing 38.8% of the total grant amount). However, an additional amount of US$317,073.23 is expected to be disbursed in July 2018. A withdrawal application for the same amount was submitted, processed and approved by the Bank in May 2018. However, for technical reasons, the beneficiary bank rejected the payment. The Recipient is in the process of submitting a new application to the Bank for the same amount.

Progress per component

Under component 1: 201 candidates were interviewed, and 119 were selected for the program (27% of the selected candidates are women). The program provided language training cultural awareness sessions to a total of 105 candidates. The students completed German language training and intercultural training between February and July 2017 and left for Germany (two regions of the country: Thüringen and Bayern) in July and August. Students are immersed in their programs, and for the most part, integration has been quite successful. Despite the cultural differences and the novelty of the experience, the students have successfully integrated the German Hostel and Restauration vocational training requiring that they spend 80% of the time in the workplace and 20% at school.

Under component 2: GIZ, ANAPEC and the Moroccan Chamber of Commerce have discussed a strategy to build a network with the main German professional associations (the German Chambers of Commerce and ANAPEC), to explore other possibilities of matching candidates with available jobs in other high-demand professional sectors. This is the beginning of a sustainable collaboration between the agencies of the two countries and the strengthening of the capacity and the readiness of the Moroccan institutions to allow this pilot experience to be replicated on a larger scale and in other sectors (industrial, health and IT). Since August 2017, a set of training and capacity-building missions for ANAPEC have taken place, allowing ANAPEC’s counselors to be exposed to and trained on the mechanisms and tools for labor integration in international markets.

Under component 3: the WB worked closely with the Recipient on project missions to monitor progress (November 2017 and April 2018), assessing lessons learned and following-up on the students´ placement, training and integration process. The Bank also participated in the tri-partite meetings that took place in ANAPEC’s headquarters in June 2018 to reflect on

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lessons learned and the systems which have been created. The Bank has also actively engaged in discussions with the EC where there is rapidly growing interest in using this model of legal migration in member states, and where this pilot project is being noted as being exemplary in creating win-win partnerships on legal migration through capacity building in sending countries on intermediation, and seeing a change in mindsets among European employers.

Extension of the project closing date: All Trust Fund documents will reflect the Grant closing date of October 31, 2018.



Continuation of project implementation until closure ANAPEC and GIZ for components 1 and 2WB for component 3

October 2018

Follow-up on disbursements ANAPEC and WB

Before October 2018

Drafting of follow-up activities to be implemented with additional funding from the MENA Transition Fund

ANAPEC and WB

Before September 10, 2018

H. Implementation Status of ComponentsComponent 1: Institutional capacity building for the selection and preparation of overseas employment candidates: The first component will provide technical assistance and capacity building to ANAPEC to strengthen the design of pre-selection procedures and the implementation of the pre-selection process of the Moroccan candidates seeking employment opportunities abroad. The component will also finance the development of pre-departure training modules and seminars in Morocco to support ANAPEC in preparing the candidates for their stay and employment abroad.Previous Rating: Unsatisfactory

Current Rating: Satisfactory Cost (US$): 1,300,000

Sub-component 1.1: Pre-selection of candidates: This sub-component will finance consultant services and workshops to provide ANAPEC with technical assistance and capacity building to strengthen the design and the implementation of pre-selection procedures for the Moroccan candidates seeking overseas employment opportunities.

Status of Implementation: 109 candidates were selected, and 105 have been placed in the German vocational training system since November 2017.Sub-component 1.2: Pre-departure training: This sub-component will finance consultant and firm services, training modules and seminars to support ANAPEC in preparing the pre-selected candidates for their stay and employment abroad. This sub-component will support ANAPEC in (i) organizing an intensive language and intercultural training course tailored to the Tourism-Hospitality industry and work and daily life abroad; and (ii) developing a specific module on expectation management.Status of Implementation: Once the language and intercultural training was provided to the

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students; the placement process took place when the presidents of the Hotel and Restaurant Associations in Germany visited Morocco and interviewed the students to assign them to the available positions in Thüringen and Bavaria. Students left for Germany in the summer of 2017 and are currently integrated into the Hostel and Restauration vocational training (3-year diploma). The type of training (kitchen or hosting) will determine the phases of the training program. Students can combine different training positions in hotels, as part of their class work (around 20% of the time). During the last mission to Germany (April 2018) employers shared their concern regarding the students’ need for external support with the school work. Sub-component 1.3: Assistance upon departure and integration support: This sub-component will finance visa fees, work permit processing, travel costs and any other travel-related expenses upon departure for the selected candidates, as well as consultant services, workshops and travels at destination to support the integration of the candidates in their hosting companies throughout the program.Status of Implementation: The assistance upon departure was completed before the summer of 2017 (when the students left for Germany). The integration support provided during the first months after students’ arrival (Sept-Nov 2017) was not sufficient to help those who needed extra help with integration (around 20%). In addition, a few activities originally planned such as the students´ integration workshop, did not materialize. The implementation team is evaluating the relevance of a few mitigation measures to improve the integration chances and establish mechanisms that will ensure the project sustainability. The implementation team has recently put into place a service provided by an NGO in Germany (S.E.S.) formed by retired experts who will coach and give school support to students who need it. Component 2: Developing sustainable partnerships between public and private actors within and across borders for job placement beyond the pilot. The second component will focus on building sustainable partnerships between ANAPEC and relevant public and private partners in the destination country to facilitate overseas job placement throughout and beyond the pilot. It will entail regular consultations with employers’ representatives and other relevant players at the destination.Previous Rating: Not Applicable

Current Rating: Satisfactory Cost (US$): 200,000

Status of Implementation: Recognized progress towards the establishment of direct linkages between ANAPEC and other labor-demanding industries (such as health and IT). New initiatives are being discussed between ANAPEC and GIZ and could materialize into productive technical collaboration.Component 3: Knowledge Sharing and Dissemination: A World Bank (WB) team travelled to Germany in two occasions to assess the students´ integration situation and draw lessons from the students’ experience. One of the main findings was the importance of setting up mechanisms to solve integration issues: mediation between employer-apprentice, facilitation of new placements, involvement of employers in the integration process – through the establishment of a committee, etc. The human dimension of the experience was at the core of the project´s success, and was given full attention, particularly during the student´s integration phase. The second mission focused upon the experience of employers, and revealed, among other things, the importance of the smooth relationship between apprentice and employer, the personal involvement of the employer with the student’s integration and the key character trait of self-motivation for increasing the chances of a successful integration. Employers also stated the need to provide support services to students with more difficulties at school, to ensure success in obtaining their diplomas. The June meeting on lessons learned allowed all parties to agree on the potential to replicate/ follow-up with complementary activities (other industrial sectors with potential were identified during the missions), and next steps were drafted to apply to additional funding, capitalizing on the implementation mechanisms already put in place by the project (alliances with German ANAPEC; GIZ field team in place, a link to the industrial sectors who are able to offer similar opportunities to Moroccan

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youth, etc.).Previous Rating: Not Applicable

Current Rating: Not Applicable Cost (US$): 200,000

Status of Implementation: The first monitoring mission took place during the period Nov 13-23, 2017. The second mission took place in April 2018. A meeting organized in Casablanca in June 2018 was the chance to compile lessons learned from all parties. As a follow-up on the good results, opportunities for doing complementary activities through the expansion to other industrial sectors were also identified during the same meeting. All parties agreed to explore additional funding from the Transition Fund.


(US$)

(x)


(y)

Total (US$)


1,550,000 200,0001,750,000


1,550,000 200,000 1,750,000

Actual Amount Disbursed (c): 601,438.83 129,765.16 731,203.99

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)Year Jan-June Jul-Dec Total by Year End

t2014 0 02015 0 02016 0 300,144.07 (A) 300,144.07 (A)2017 298,267.99 (A) 298,267.99 (A)2018 0.0 (A) 948,561.17 (F) 948,561.17 (F)2019 1,550,000


225,000 0 225,000

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Unit of Measure

Baseline


Frequency

Data Source/

Methodology



etc.)Sep 2014

– Aug 2015

A

Sep 2015

– Aug 2016

A

Sep 2016

– Aug 2017

A

Sep 2017

– October

2018A

Indicator One: Number of direct beneficiaries

Quantitative

None No No 108 104 Ongoing (student’s departure end of August 2017)

Implementation Completion Report

ANAPEC and GIZ

The first figure of 108 is for the participants who completed training, as of July 2017. The figure in 2018 represents the participants in Germany (minus drop-outs).

Indicator Two: Morocco, through ANAPEC, has established stronger pre-selection procedures and pre-departure training modules for candidates seeking overseas employment

Qualitative None No No Yes Yes Once, updated as necessary

Implementation Completion Report

ANAPEC and MESA

Lessons from the pilot inform the design of pre-departure and pre-selection guidelines that are in line with international good practice.

Indicator Three: A Qualitative None No No No Yes Annually Implement ANAPEC ANAPEC

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sustainable public-private partnership between ANAPEC, GIZ, and German employers’ representatives is established and functioning in practice to scale up and replicate the pilot

ation Completion Report, ANAPEC partnership databases

maintains lists of relevant partners in Germany and contact them frequently to update selection requirements, discuss success of apprentices, etc.

Indicator Four: Percentage of German employers participating in the pilot and willing to hire again from Morocco

Percent N/A N/A N/A N/A 65% Once Employer surveys

WB Employers who have had a positive experience and would hire Moroccans again in their business

Indicator Five: A regional model of good practice is developed and shared through WB and other networks

Qualitative None No No No Yes Ongoing Implementation Completion Report, citations of program as a good practice, replication

ANAPEC and WB

Pilot is endorsed by WB peer reviewers as a good practice and used as a model for other labor intermediation programs, in Morocco and abroad.

Pre-selection manual which incorporates feedback from project stakeholders is developed and aligned with the established

Qualitative None No No No Yes Once Project implementation reports

ANAPEC and GIZ

Manual is developed and used for candidate pre-selection

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selection principles and international good practice

Candidate pre-selection completed in line with good practice and led jointly by private and public sector stakeholders from destination countries

Percentage None No No 100%

90% Once Project implementation reports

ANAPEC and GIZ

Lists of all candidates who applied were shortlisted and were selected.Percentage of short-listed candidates who meet agreed selection criteria.

Pre-selection interviews held in Morocco, led by ANAPEC and destination country interviewers

Qualitative None No No Yes No Once Project implementation reports

ANAPEC and GIZ

Successful pre-selection interviews, list of participating destination country interviewers.

Pre-departure and orientation training, including language and intercultural training, tailored to the industry and specificities of work and daily life at the destination, designed and implemented

Qualitative None No No Yes No Once Project implementation reports

ANAPEC and GIZ

Training designed and delivered alone by GIZ or together with another firm with a strong record in language training for employment in Germany.

List of candidates with signatures to prove participation

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in the training modules

Module on expectation management, incorporating input from destination country stakeholders and return migrants or diaspora, designed by ANAPEC and its partner agencies delivered

Qualitative None No No No Yes Once Project implementation reports

ANAPEC and GIZ

Module designed and delivered

Apprenticeship participants and firms reporting participation in integration activities

Percent None No No No 80% Ongoing Project implementation reports, survey reports

MRE and GIZ Percentage of candidates and firms assigned and working with integration mentors, percentage of firms and candidates who participated in the orientation seminar (with signed lists to prove participation)

Percent of participants who report being adequately equipped for their apprenticeship

Percent None 0 0 0 75 Twice Participant survey report

WB and MRE Participant surveys, administered in the first and the final year of the apprenticeship by WB and MRE, and shared with the TSC.

Preparation of a placement strategy for ANAPEC and MESA in Germany on the basis of recent and detailed

Qualitative None No No Yes Yes Once Strategy document

ANAPEC/MESA/GIZ

Strategy document completed with support from GIZ.

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information on growth prospects and labor needs in key sectors of the German economy, legal frameworks and administrative arrangements for the admission of foreign workers at different skill levelsConsultations held with employers and other relevant public and private players in Germany based on the sectoral analysis to be conducted for the placement strategy beyond the pilot

Qualitative None No No Yes Yes Ongoing Project implementation reports

ANAPEC and GIZ

List of employers, employers’ representatives and other relevant players consulted in Germany.

South-South workshops with other MENA origin countries and Deauville partners, at least one of which is held in Morocco, to share experience on international labor intermediation and related pilot experiences

Qualitative None No No No Yes Twice Project implement

ation reports

WB South-South workshop proceedings prepared.

Intermediate Result Indicator Two: Firms prospected to measure level of satisfaction with candidates and perceptions of Moroccan workers

Percent None N/A N/A N/A Yes Twice Interviews with firms during 2 of the M&E missions (mission

report from April 2018)

WB Firms prospected to assess their perceptions of Moroccan workers.

Intermediate Result Indicator Three: Communication strategy and material designed

Qualitative None No No Yes No Once Project implement

ation reports

WB Strategy to disseminate lessons learned from the pilot to national, regional, and WB audience developed.

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Local Government Support ProgramA. Basic Project Information

Activity Name: Local Government Support Program (PACT)Country Name: MOROCCO Name of Implementation Support

Agency(ies): World BankName of ISA Project Leader: Augustin Maria


Recipient Entity: Ministry of Interior - Morocco

Name and Email of Recipient Entity Contact: M. Hamimaz [email protected]


Additional Funds Leveraged and Source(s), if any (US$): 3,900,000


Steering Committee Approval Date: May 15, 2013

Project Implementation Start Date:December 1, 2013

Project Closing Date:March 2, 2019


Primary Pillar (select only one):

Enhancing Economic Governance

Secondary Pillar(s) (select as many as applicable):

Investing in Sustainable GrowthInvesting in Sustainable GrowthCompetitiveness and IntegrationInvesting in Sustainable GrowthChoose an item.

Investing in Sustainable GrowthB. Summary of Project Implementation Progress and Key Issues

Project Development Objective: To strengthen the public service delivery capacity at decentralized level in Morocco by improving local governments’ access to decentralized support services and incentives and by institutionalizing inter municipal cooperation.






Given the satisfactory progress in Project implementation reflected in the progress report submitted by the PMU in January 2018, Progress towards achievement of PDO and Overall Implementation Progress were upgraded to Moderately Satisfactory. Implementation Progress has also been updated following the proactive approach of the PMU to advance the completion of Project activities. The PMU submitted a revised implementation plan based on a 6-month extension of closing date. Since January, the regional support centers have continued to efficiently support the local

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governments and the contractualization process of component 2 studies was finalized. The updated progress report submitted by the PMU in January 2018 showed satisfactory progress towards achievement of the targets set for the PDO-level indicators. The Local Government Support Program is operational, with 4 Regional Support Centers (CRAMO) currently providing services, thus exceeding the end-target of 2 centers. The financial incentive of the PACT has continued to be financed adequately, with the cumulative amount reaching MDH 2.60 million in February 2018 against an end target of 3 million. Finally, the number of direct project beneficiaries has been updated to a total of 8.65 million residents of municipalities benefitting from the Program, which already exceeds the end-target.

Based on an updated action plan which foresees the completion of all studies launched under component 2, and an extension of the financing of the four Regional Support centers (CRAMO) which have been established later than initially planned, the request of the PMU for a 6-month extension of closing date has also been approved in April, 2018. The revised implementation plan prepared by the PMU provides for full utilization of available financing and achievement of PDOs by the revised closing date of March 2, 2019. A Procurement Plan ensuring that the 4 CRAMOs will remain fully operational and the PIU will remain adequately staffed until the updated grand closure is under finalization and should be submitted to the World Bank in the coming days. All pending procurement activities had been initiated in February 2018 and commitments are expected to reach 100% by August 2018.




C1.1: Launch of a new tender (call for expression of interest) for hiring an expert in local public service management for the Regional Technical Assistance Center(CRAMO) of Souss-Massa

PIU 7/30/2018

C1.1: Supervision of the first activities by the recently hired expert in public procurement (CRAMO of Agadir)

PIU 7/30/2018

C1.1: Finalization of the hiring procedure of the expert in local public service management (CRAMO of Souss-Massa and Fes-Meknes)

PIU 7/20/2018

C1.1: Launch of a new tendering process for hiring and expert in local public service management (Souss-Massa CRAMO)

PIU 8/17/2018

C1.1: Regular update of the action plans for the 4 pilot centers (including data for meeting indicator 1.1) sent to the PIU (on a monthly basis)

Casablanca, Agadir, Oujda Centers/Wilayas/PIU

10/31/2018

C1.2: Settling the fiduciary issue with the Ministry of Finance pertaining to the availability of funds on the budget line to be used for implementing the training activity.

PIU/DAAP/MoF 7/13/2018

C1.2: Organization of training sessions for (i) municipal staff on contract development an project management; (ii) members of the PIU

PIU 9/3/2018

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C2.1: Finalization of all the deliverables (9 reports) and presentation of the main results of this activity during a wrap-up mission

PIU 10/15/2018

C2.2: Finalization of phase 2 deliverables of the institutional study for the integration of the tramway-bus fares (analysis of the economic and commercial model of integrated pricing) and launch of the operational support to Al Assima

PIU 9/10/2018

C2.2. Organization of the meetings planned at the regional level with the 2 operators. Submission of the second deliverable for the study pertaining to the restructuring of the electricity, water, and sanitation distribution system in the Souss-Massa region (by end of January 2018) (identification of ways to promote more strategic management).

9/28/2018

C3: Finalization and submission to the WB for no-objection of the updated Procurement Plan in accordance with the new grant closure date

PIU 7/30/2018

C3: Organization of a Workshop to draw lessons and assess the impact of PACT activities (atelier de capitalization)

PIU 9/28/2018

C. Implementation Status of ComponentsComponent 1: Deconcentrated LG Support Centers. This component designs and pilots a support mechanism that will provide LGs with technical assistance to prepare and manage projects.Previous Rating: Moderately SatisfactoryModerately Satisfactory

Current Rating: Moderately SatisfactoryModerately Satisfactory

Cost (US$): US$1,950,000, of which US$900,000 in terms of local contributions

Sub-component 1.1: Initial studies and implementation planning. Expertise to assist the Moroccan Government with reviewing implementation options and organization of a consultative process to define, in partnership with LGs, central government departments and other stakeholders, the optimal legal and administrative form, territorial mapping, and deployment plan of such Support Centers. This will also include staffing requirements, IT and other resources, budget, etc.

Status of Implementation: The report pertaining to the design of the regional support centers has officially been approved by the 3rd program Steering Committee (Comité de Pilotage, COPIL) on December 20, 2016. Following the recommendations of the 2nd COPIL (held on June 28, 2016) regarding the institutional and financial arrangements of the centers, the report suggests to anchor them within the Wilayas (to ensure their financial sustainability and provide them with a regional scope) while allowing municipalities to contribute to their funding.Sub-component 1.2: Setting up and operation of a small number of Support Centers on a pilot basis. Establishment of the first three to four Support Centers and possibly the strengthening of the central support unit.

Status of Implementation: Following the establishment of a first Center in Casablanca by an official decision of the Wali of Casablanca-Settat in December, 2016, 3 other centers for the regions of Souss-Massa, Oriental and Fès-Meknès were officially created respectively on April 27, 2017, May 11, 2017 and June 22, 2017 and are currently operating. 4 Center heads (chefs de centre) have been appointed, while two additional experts have been hired for the

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Casablanca CRAMO in September 2017 (expert in waste management and expert in urban mobility and transport), based on the demands of the targeted municipalities. Two experts in management of cultural heritage and public space were also hired in April 2018 for the CRAMOs of Agadir and Fès-Meknès. In addition, an expert in public procurement was hired in June 2018 for the Agadir CRAMO, while the recruitment of an expert in Local public service management is under finalization (he will cover 2 CRAMOs, that of Agadir and that of Fès-Meknès). As for the recruitment procedure for hiring a Local public service management expert for the Souss-Massa CRAMO, it should be launched in the coming days. The revised implementation plan provides for the extension of the contract for the four Center heads as well as an increase in the number of days allocated to each expert in order to cover the extended project implementation period up to March 2019 (this is to be reflected in the updated procurement plan).

Sub-component 1.3: Tools development. Inventory of existing resources and the system to make them publicly available, so that each Support Center can offer them to LGs. If the inventory shows significant gaps, it would also fund the design of new tools, including possible software and hardware, and/or selected studies.

Status of Implementation: The 2nd COPIL decided to replace the two additional activities previously identified (preparation of guides for the provision of municipal public services and compendium of texts relating to the management of local public services) by a training activity for municipal staff on contract development and project management (maîtrise d’ouvrage). A University has been identified for the provision of trainings, and the signature of the contract is pending the availability of funds in the budget line dedicated to this activity (the issue is being addressed with the Ministry of Finance). The training should benefit around 160 municipal staff in the pilot regions. A specific session will also be developed for the members of the PIU.

Component 2: This component includes specific consulting services and incentives towards accelerating the formation of inter-municipal cooperation structures and the creation of new service delivery models on a pilot basis. Inter-municipal cooperation structures are necessary to manage local network services, such as urban transport which often needs to go beyond municipal boarders, in an efficient and effective way.Previous Rating: Moderately SatisfactoryModerately Satisfactory


Cost (US$): US$5,950,000, of which US$3,000,000 of local contributions in terms of incentives

Sub-component 2.1: Tools development. Inventory of existing resources and the system to make them publicly available, so that each Support Center can offer them to LGs. If the inventory shows significant gaps, it would also fund the design of new tools, including possible software and hardware, and/or selected studies.

Status of Implementation: While the first phase of the technical assistance contract at the core of the component has been finalized in April 2017, its second phase (aimed at providing technical assistance to municipalities on inter-municipal issues) is in an advanced stage. Out of the eight deliverables (out of the nine projected deliverables for this component) submitted by the Consultancy firm, six reports have already been approved and finalized (R4, R5 and R6 on May 4, 2017). The R7 and R8 reports will be finalized after including the comments from the PMU, the World Bank team but also the pilot cities. As for the provisional version of the last report (operational manual for SDLs, R9), it is to be submitted by the end of June, 2018. The Consultancy firm will conduct a wrap-up mission

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next September in order to present its final results; all the above-mentioned deliverables will be made available on an internet platform. Due to the lack of interest from the Wilaya of Tangiers on this technical assistance component, Al Jadida, a new pilot city, has been included in the study since July, 2017. Given this delayed decision by the PIU, the Consultant work on Al Jadida will remain limited, yet 2 missions have already been organized. Sub-component 2.2: Stocktaking of private sector participation (PSP) issues, design of a sustainable sector financing framework, design and set-up of asset companies (SDL). This will include studies, such as a brief study to re-assess what conditions would be optimal in Morocco for preserving effective private sector involvement. Such study will be based on the results of existing sector-specific studies and complement them to draw generic lessons, with a view to designing the new pilots. It will also include the review of possible designs for SPs or other types of institutional arrangements based on international benchmarks. Status of Implementation: Additional activities have been approved by the COPIL under component 2.2 and integrated in the updated procurement plan reflecting the increase in the total grant budget, which has received the Bank non-objection after having been formally submitted by the PIU through STEP:• Update of the law pertaining to delegated management (gestion déléguée): given the delays in procuring the activity, which jeopardized the possibility to finalize the study by the end of the grant closing date, this activity (with a projected envelope of MAD 1.5 million) has been cancelled and the resources previously earmarked for this report have been reallocated to ensure that the CRAMOs remain fully operational and that the PIU is adequately staffed until March, 2019. • Assessment of transport fare integration in Greater Rabat/Sale/Temara for the newly created inter-municipal cooperation authority (Al Assima). The study will explore ways to ensure the financial sustainability for the management system of urban transport and will provide with potential solutions to promote intermodal transport for the benefit of users. The terms of reference were reviewed by the transport GP and the study was launched on May 15 and the first deliverables (diagnostic and benchmark report) were shared on September 29 and finalized on October 15, 2017 (envelope for this activity: MAD 2.04 million). The deliverable for the second phase of the mission (focusing on the economic and business model of integrated pricing) has been submitted in June, 2018 and the third phase (operational support to Al Assima for effectively setting into place the fare integration) should be launched in the coming months.• Assessment of the potential options and scenarios to restructure the electricity, water, and sanitation distribution system in the Souss-Massa region. The study aims to create a single distribution agency involving stakeholders at the regional, provincial and municipal levels, and the firm will also support the authorities during the implementation and operationalization phase. The consultancy firm has been selected and produced a Framework Paper (note de cadrage) which has been thoroughly discussed with the members of the monitoring committee for the study in January, 2018. The Consultant submitted the first deliverable in May, 2018. (envelope: MAD 7.07 million).• Public Service Delegation Information System: given the important delays in procuring this activity (projected budget of MAD 1.5 million) and the need to maintain adequate resources to ensure that the existing CRAMOs are fully operational until the new closing date and that the PMU is adequately staffed, this study for setting in place an information system to ensure better follow-up of the activities ensured under a delegation of public service has been cancelled. This change will be reflected in the new procurement plan to be submitted to the WB team for no-objection in the coming days. • Study on the regulation of wholesale markets in Casablanca. Following the upward revision

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of the grant amount in MAD in April, 2017, the PMU suggested integrating a new study under component 2, focused on the transformation of the Casablanca Autonomous Regulatory Authority (Régie autonome frigorifique de Casablanca, RAFC) into a single Wholesale regulator. Concluded in June, 2018, the procurement process led to an increase of the projected envelope dedicated to this activity (from MAD 1.2 million to MAD 1.5 million). It was agreed that this raise would be covered by part of the resources made available through the cancellation of the 2 above-mentioned studies. The reallocation of funds has been discussed by the PIU in coordination with the WB team and an updated procurement plan should be finalized by the end of July. Sub-component 2.3: Incentive mechanisms. The proposed program will also fund an incentive mechanism for the formation of new municipal groupings, which could be in the form of a contribution to set-up costs or to all or part of the associations’ incremental operating costs for a defined period.

Status of Implementation: The Institutional Expert and Project assistant delivered a first report on incentive mechanisms in November 2015, exploring the current funding mechanisms and potential options to support new inter-municipal cooperation structures and local asset companies. This component represents a main objective of the PDO, which will enable to guarantee Program’s consistency and sustainability to further support inter-municipal cooperation in the long run. As part of his mission, the Monitoring and Evaluation Expert hired by the PMU has carried out an assessment of the existing incentive mechanisms, which was presented in February 2018.

Component 3: In addition to normal implementation functions, such as project management, procurement and financial management, this component includes planning the deployment of the project activities with participating government departments, regularly following up with each of them on progress towards meeting their commitments, and organizing continued consultations with stakeholders and in particular LGs all along project implementation. The grant would also finance incremental operating costs for the Program monitoring and evaluation (M&E). This will enable to ensure the overall quality of services provided to LGs through the deconcentrated Support Centers and technical assistance.

Previous Rating: Moderately SatisfactoryModerately Satisfactory


Cost (US$): US$450,000 + US$100,000 for contingencies

Status of Implementation:

Project governance: The increased level of appropriation of the project (which remains in line with overall GoM policy) is illustrated by the organization of monthly PIU meetings promoting dialogue and joint decision-making, while a fourth meeting of the Steering Committee was held on December 14, 2017.

Project Management Unit: The PMU has continued to improve the implementation performance, particularly in relation to consultation and coordination of teams involved in the PACT. Given continued support needs, the contract of the Institutional Expert (in charge of helping the Direction des Régies et Services Concédés, DRSC with component 2 follow-up) has been extended for 2017 through an amendment to his contract cleared by the WB team. The same procedure has been applied for the contract of the Assistant-chef de projet (ACP)

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as well as for that of the Procurement Specialist.

M&E specialist: The assignment of the Monitoring and Evaluation (M&E) specialist was initiated on March 1st, 2017. The expert produced a first deliverable in April and the report was finalized in June, 2017. The specialist will also conceive and coordinate the organization of a workshop focusing on the lessons learned from Project implementation. Such an assessment should help the Moroccan authorities better assess the impact of PACT activities on the ground in order to prepare the financial and institutional sustainability of the CRAMOs.


(US$)

(x)


(US$)(y)

Total (US$)


4,550,000 0 4,550,000

Amount Received from Trustee (b): 4,550,000 4,550,000

Actual Amount Disbursed (c): 1,384,608 0 1,384,608


Year Jan-June Jul-Dec Total by Year End2013 - - -2014 614,832 - 614,8322015 110,000 365,700 475,7002016 617,924 537,767 1,155,5962017 353,352 210,632 563,9842018 350,592 70,000 260,592

F. Disbursements of Funds for Indirect Costs (US$)Disbursed Available Total

495,000 0 495,000

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Project Development Objective (PDO): The PDO of the proposed Grant is to strengthen the public service delivery capacity at decentralized level in Morocco by improving local governments’ access to support services and incentives.

PDO Level Results Indicators

Unit of Measure

Baseline

Cumulative Target Values

Fre-quency

Data Source/


Collection

Description (indicator definition etc.)

Dec 2013 – Nov 2014

(A)

Dec 2014 – Nov 2015

(A)

Dec 2015 – Nov 2016

(A)

Dec 2016 – Nov 2017

(A)

Dec 2017 – Sep 2018 Methodo

logy

The Local Government Support Program (PACT) is set-up and operational.

yes/no No No No No Yes Yes AnnuallyOfficial Gazette

Implementing organization

This indicator has been upgraded to indicate that the Local Government Support Program (PACT) is set-up and operational, given the fact that 4 Regional Support Centers (CRAMO) are now operational and providing support services to the local governments within their respective area.

Indicator 2: The financial incentive of the PACT is financed adequately and there is a formal commitment to fund the Program after grant closure.

eq. US$ million

0 0 0 0 1.7 3 AnnuallyBiannual report


Incentive funds in a cumulative amount of US$3 million are allocated. After grant closure an adequate amount is budgeted for the Program.

Rmq: Incentive funds reached USD 1.7 million by Dec 2016.The updating of this indicator is pending the submission of an updated results framework by the PIU.

Number of beneficiaries (male/female) (core sector

Population 0 0 01000000

8.65 millio

n

8.65 million

AnnuallyCen sus data


As initially envisaged, the PIU supported by the Bank team has developed a methodology to define the nature of the target beneficiaries’ indicator (see MTR Aide Memoire, and Annex 4 specifically). The Government has opted to define beneficiaries as 'end beneficiaries' of the TA provided under the project, with a focus on component 2 activities. The number of beneficiaries will be assessed based on the number of users of local public services managed by Intermunicipal Cooperation Entities (ECIs) supported by the PACT". This methodology will allow to reflect the scale of final beneficiaries of the project. To


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Morocco Microfinance Development ProjectA. Basic Project Information

Activity Name: Morocco Microfinance Development ProjectCountry Name: Morocco Name of Implementation Support

Agency(ies): World BankName of ISA Project Leader: Peter McConaghy


Recipient Entity: PMU (Ministry of Economy and Finance (MoEF)

Name and Email of Recipient Entity Contact: Aziz Alouane, Division Chief, Credit Institutions (Établissements de Crédit), [email protected]; Monsieur Nouaman AlaissamiDirecteur Adjoint, Trésor et Finances ExtérieuresMinistère de l’Economie et des FinancesRabat, Royaume du [email protected]

Total Amount Approved by the Transition Fund (US$): 5,560,000 (Direct + indirect)

Additional Funds Leveraged and Source(s), if any (US$):1,000,000 (borrower contribution)

Total Amount Disbursed (Direct and Indirect in US$): $3,024,858





Primary Pillar: Inclusive Development and Job Creation.


Secondary Pillar(s): Investing in Sustainable Growth, Enhancing Economic Governance, Competitiveness and Integration

Investing in Sustainable GrowthInvesting in Sustainable Growth

B. Summary of Project Implementation Progress and Key IssuesProject Development Objective: The project objective is to promote access to finance to low income households and micro and small enterprises through the promotion of a sustainable and inclusive microfinance sector.Rating for progress towards achievement of objective:


SatisfactoryRating for overall implementation progress:


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SatisfactoryBrief Summary of Project Implementation Status:

A. Context:

This report is informed by three financial sector development missions held in Morocco January-May 2018 and an implementation status report approved by WBG management and disseminated on June 3, 2018.

The project advances sectoral reforms to the microfinance sector and supports the Government of Morocco’s (GoM) broader financial inclusion objectives. The project thus supports private sector led growth and development in Morocco and contributes to addressing inequality in lagging regions. The project supports objective three (financial inclusion and access to finance for bank and non-bank financing for small and medium-sized enterprises) of the new Morocco country partnership framework currently under development.2 It is also informing related technical assistance project (covering financial technology and digital payments) and is being used as an anchor project to support a new proposed operation covering financial inclusion in Morocco for FY19. It thus remains highly relevant to the Government of Morocco (GoM) and WBG engagement in Morocco.

The project provides an important platform to advance technical work across key actors working on financial sector development in Morocco, including the Central Bank (Bank Al-Maghrib), the Ministry of Finance (Project Implementation Unit - PIU), and support institutions including the national foundation for financial education, the Centre Mohammed VI, PME Maroc, and the national microcredit association. The 2018 work plan focused on approximately 20 activities covering 1) studies and diagnostic aimed at accelerating reforms related to the supervision and regulation of the sector; 2) improvements to market infrastructure (mapping tools, communications support for sector association); 3) training tools (financial education/literacy), and 4) convening support in the form of workshops and conferences.

B. Implementation Progress and Results:

The team proposes to maintain both PDO and IP ratings at moderately satisfactory, informed by the following analysis:

• Results indicators are trending positive due to acceleration of implementation of work program (both policy and training/related market tools).

Overall two out of four of the indicators at the project development objective (PDO) level have been met. The project has supported sectoral growth (937,599 beneficiaries for a total lending volume of 808,000) in line with intended targets.

Five out of the seven intermediate level indicators have been met. This represents a 50% increase in the number of intermediate indicators met since September 2017 (last reporting period). Two key studies promoting sectoral reform (legal/regulatory framework for microfinance and study on market potential for microfinance) are now finalized. The 5,000 findex survey update is complete. This survey assessing financial access and usage is five times as large as the 2017 findex update in other economies and the first public findex update since the product’s inception in 2011. The grant is launching activities critical for financial inclusion acceleration in Morocco including topics such as the digitization of microfinance and a survey on payment costs and behaviors of low-income Moroccans.

2 Concept review meeting to be held week of July 23, 2018-72-

Intermediate Results Include:• Over 15,000 beneficiaries have received financial education training from tools supported by the project through both the Centre Mohammed VI and the National Foundation for Financial Education.• Over 1,600 microentrepreneurs have received training through tools supported by the project.• The project is supporting medium-term reform items in the sector, notably a) support for an updated microfinance legal/regulatory framework; b) nationally representative demand-side survey update; c) financial inclusion strategy; d) operational changes in the sector (restructuring of sector association, new product development, digital tools for microfinance institutions).

Moderately satisfactory rating is maintained due to slow implementation progress requiring consistent follow up and moderately albeit consistent progress on the three activities of strategic importance (1) microfinance law update; and 2) national financial inclusion strategy. A commission comprising the Ministry of Finance and the Central Bank have a draft of the microfinance law in place with a standing committee examining its details. WBG is providing ongoing technical support. The national financial inclusion strategy has advanced significantly since January 2018. A draft is in place which WBG has reviewed. Authorities have stated publicly a launch of this strategy will take place in October 2018. A WBG mission will be in Morocco Sept 12-14 to provide a workshop on the findex survey results and prepare for the strategy launch. Sectoral studies and tools are progressing albeit slowly (operational support for SME Observatory, digital financial education tools, geospatial mapping tool for Central Bank, credit risk management assessment for MFIs). A second set of financial education tools targeted to microentrepreneurs and youth are being developed following the successful deployment of the initial program under the Centre Mohammed VI. These tools are being translated into Berber and local dialects.

Interim financial management reports, procurement plans, and work plans are up to date. The latest financial management report was received on July 20, 2018. The PIU is updating these living documents periodically to reflect business needs based on WBG guidance. The PIU is responsive and working well, despite cumbersome administrative procedures that prevent rapid deployment of activities. Key challenges, however, include implementing the work plan expediently given heavy administrative procedures at the level of the Ministry, inter-agency coordination, and ensuring adequate technical capacity of the PMU and amongst project partners.

A workshop will be organized in fall 2018 to disseminate project results, present interim findings from the national financial inclusion strategies, and discuss priorities leading into the final six months of the project. WBG is coordinating with the client on the specific timing of this workshop to coincide with work relate to dissemination of the national financial inclusion strategy.

Overall disbursement stands at 51% of the grant or $2,500,000, a 20% increase since September 2018 ($998,117 having had been disbursed). Based on the July 2018 financial management report, total commitments are expected to reach $2,627,035 by December 2018 representing 86% of the total project budget (including client contribution of $1,000,000). Disbursements are expected to increase to $2,966,086 by December 2018.

The March 2018 mission informed the PIU that any consideration of a ratings upgrade will -73-

be dependent on: a) simplifying work plan and accelerating delayed activities (currently 9 out of the 25 activities in the work plan lack terms of reference); b) finalizing the financial inclusion strategy; c) presenting the draft microfinance law for public consultation; d) prioritizing activities related to digital financial inclusion and supporting sectoral reform; and e) showing clear signs toward using the remaining balance of the grant ahead of the June 2019 closing date. There is also a need to demonstrate how the project is responding to policy discussions centering on the 2017 findex survey results, most notably around opportunities around digital financial services and opportunities to digitize bulk social transfer payments.

Add specific actions, as appropriate, that need to be taken over the next six-months to advance project implementation. This is a mandatory field to report on for red-flagged and watch-listed projects.



Recruit a technical specialist to assist in the redaction of terms of reference and follow up with implementation of activities across implementing units.

MEF/WB 9/1/2018

Finalize National Financial Inclusion Strategy (SNIF) MEF/WB 10/1/2018

Increase the frequency of steering committee meetings and deploy weekly communication tool to ensure regular communication and project management of required tasks.

MEF 7/25/2018

Simplify 2018 work plan MEF 7/30/2018 Work with project partners to advance the following

activities, currently behind schedule o Technical assistance program with the National

Federation of Microcredit Institutions (FNAM)o Support to the National Foundation for Financial

Literacy

MEF 12/15/2018

Share draft microfinance law with WBG for technical review MEF

8/15/2018

Finalize Findex final report WB/MEF 9/1/2018

C. Implementation Status of Components Component 1: Strengthening the institutional, legal, regulatory, tax and governance framework for microfinance

This component aims to support activities contributing to the strengthening of the institutional, legal, regulatory and governance framework of the microfinance sector. This component aims to prepare an action plan to assess and reinforce the capacity of the National Federation of Microcredit Associations of Morocco (FNAM) and support activities contributing to the strengthening of the legal, regulatory, tax and governance framework of the microfinance sector. This component will also finance goods, services, travel, and incremental operating

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costs incurred by the PMU in the implementation and management of the project.Previous Rating: Satisfactory Current Rating: Moderately

SatisfactoryCost (US$): (US$ 1.9 million)

Ongoing activities include:o Ongoing revision of existing microfinance law (18-97) to adhere to international

standards with relation to the supervision of microfinance companies.o Sectoral development studies (e.g. studies examining sectoral credit risk and

assessment tools, studies on digitization of microfinance).o Tools to improve market infrastructure (supporting SME observatory, digital

financial education tools)o Support to the microfinance sector association through work related to developing

its communication strategy Following finalization of an institutional study on microfinance, the Ministry of Finance and Central bank have begun work on updating the microfinance law. Key to this new law will be to move microfinance institutions from association to for-profit status, allow them to accept deposits, and move them to a more diverse set of financial services. The team has not seen a draft of this law however has communicated to the MEF it stands ready to provide specialized legal review when the draft law is in place.

Component 2: Strengthening the market infrastructure, product innovation and funding sources for microfinance

This component focuses on activities aimed at building common platforms improving the efficiency and effectiveness of microcredit associations, building market infrastructure in support of microenterprises, and promoting the strengthening and diversification of funding. This includes promoting innovative common platforms and new products for MFIs. A sub-component also supports the development of common platforms, systems and products aimed at improving the efficiency and effectiveness of MFIs.



Cost (US$): (US$ 1.5 million)


Since the latest reporting period, work has focused on:

Developing a second phase of digital financial education modules (activity led by Centre Mohammed VI). These modules are targeted to unemployed and vulnerable youth as well as the financially excluded. Modules from the first phase of the activity are now being used to train beneficiaries.

Completing the 5,000 sample assessments of Findex data. The study assesses the level of financial inclusion in Morocco and determine key usage patterns, as well as opportunities and barriers to access financial services for low-income Moroccans. The study and subsequent analysis/report is now complete. Data is available on the findex website.

o The Global Findex database 2017 shows that only 29% of Moroccan adults have access to a formal transaction account, reporting they do not have enough money/do not need an account for their decision not to open an account. This is significantly lower than Central Bank supply side data that compiles total number of accounts divided by the total population. Findex uses interviews to ask people if they have an account - and people generally do not report accounts that they

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have not used for many years. Throughout March and April the WBG task team has conducted a series of technical meetings with DEC experts sharing results and discussing policy priorities.

o Findex results suggest an opportunity for banks to design more appropriate, accessible, and affordable financial products, especially for women. There is a large opportunity with regards to digital financial services. 91% of adults in Morocco with a dormant account have a mobile phone. Connected, there is a big opportunity to drive inclusion through digitizing social payments and agricultural supply chains/payments as well as moving remittances from over-the-counter (OTC) to accounts.

Support putting in place the information systems of the Morocco SME Observatory. Implementation on this information system has begun.

Training tools by Maroc PME to assist microfinance clients improve business skills and access to finance outcomes.

The WB notes at least three activities in the 2017 work plan under this component that have not been updated. The PMU is requested to accelerate launching of these activities or to delete them and simplify accordingly. These activities include: study on tax treatment of NGO MFIs, impact assessment for the sector, study on reporting and transparency principles for the MFI sector, putting in place a website for the national foundation for financial education.

Component 3: Integrating Microfinance into a National Financial Inclusion Strategy

This component aims to integrate the national microfinance roadmap into a wider, comprehensive national financial inclusion strategy. In a first step, this component aims to conduct a cross-cutting stocktaking exercise of all previous and ongoing activities aimed at promoting financial inclusion, putting the microfinance sector in a larger financial sector development context. This component will also finance the design and roll out of financial literacy programs for low income households and microenterprises, the key beneficiaries of microfinance, within the framework of the proposed ‘foundation for financial education’, which is in the process of being rolled out under the leadership of BAM. This component will also finance studies and impact evaluations assessing the effectiveness of public policies and private initiatives aimed at promoting financial inclusion, as well as the impact of financial inclusion, including microfinance, on employment creation, poverty reduction and growth. In a second phase, this component aims to build on the findings of the aforementioned activities to develop a comprehensive national financial inclusion strategy, to be developed in a structured consultative process with all key public and private sector stakeholders, and develop an action plan with specific objectives and targets to achieve the aims of the strategy, as well as a clearly defined M&E framework to measure progress.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): (US$ 1.5 million)Status of Implementation:

Integrating Microfinance into a National Financial Inclusion Strategy:

Progress has accelerated on the development of the national financial inclusion strategy. This following a workshop organized on May 22-23, 2017 by BAM and MEF, with support from WBG and GIZ, that convened 70 financial sector actors to launch discussions on Morocco’s National Financial Inclusion Strategy (NFIS) and ascertain stakeholders buy-in.

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Authorities have a draft strategy. Priorities areas include: SME finance (review of existing support mechanisms), women (legal/regulatory review to decrease biases), youth (linkages to entrepreneurship), rural populations (agricultural finance products and potential of digital ecosystems), and regulation (enhance diversity of providers and business models including microfinance banks and digital payment providers). Authorities have shared a draft of the strategy with WBG and have stated they are preparing to present the strategy in October 2018, in line with the timeline established during a May 2018 supervision mission. Close coordination and technical review will be required in the coming months.

Scaling up National Financial Capability/Education Initiatives:

Financial capability and education initiatives under component three of the project are being scaled up, mainly through cooperation with the Moroccan National Foundation for Financial Education (MNFFE) under BAM. Authorities are urged to accelerate related activities, including the development of new training modules with the MNFFE as well as assistance with their website. The component is also supporting a newly established center for micro and SME development with capacity building of microfinance clients with a focus on youth clients. Outreach and results indicators related to training have exceeded multiple targets. In the coming months the team will work with MEF on disseminating results and highlighting client impact of these activities through a communications piece.

Financial Inclusion Initiatives by BAM:

The project is currently financing two new activities supporting the financial inclusion objectives of the Central Bank – a household payment flows survey and a geospatial mapping exercise. Both activities are priority for BAM and provide an important analytical basis for developing payment systems regulation and policy in Morocco. These activities support the digitization of financial services as a key enabler to achieve broad based financial inclusion of low-income households and informal businesses. Procurement of both activities are being finalized with activities slating to launch in September 2018.


(US$)

(x)


(US$)(y)

Total (US$)


4,900,000 0 4,900,000


4,900,000 0 4,900,000


$2,364,858 0 $2,364,858


Year Jan-June Jul-Dec Total by Year End20132014 491,866 0 491,8662015 0 0 02016 668,134 500,000 1,168,134

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2017 165324.15 714436.45 8797612018 500,000 440,000 940,0002019 710,120 710,120 1,420,239


660,000 0 660,000

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Project Development Objective (PDO): The project objective is to promote access to finance to low income households and micro and small enterprises through the promotion of a sustainable and inclusive microfinance sector.


Unit of Measure

Baseline

(Dec 2012)


Frequency

Data

Source/Methodolog

y

Responsibility for

Data Collection

Description

(indicator definition

etc.)

Year 1 (Aug 2013 – Jul 2014)

Year 2 (Aug 2014 – Jul

2015)

Year 3 (Aug 2015

– Dec 2016)

Year 4

(Jan 2017 – Jan 2018

)

Year 4 As of July 20,

2018

Indicator One: % of adults (and women) with an account at a formal financial institution, including low income households

Number (000) (%) ; number women (% women)

12,870,000 (39%); 4,544,100 (27%)

F

13,530 (41%); 5,217 (31%)

A

13,530,

(41%); 5,217 (31%)

F

14,520

(44%);

5,386(32%)

A

TBD via

updated

market

survey

F

1,6170 (49%);

6,227

(37%)

A

TBD

via updated marke

t survey

F

16,830

(51%);

7,069 (42%)

A

29%; Based on 2017 findex update

10, 231,200(5,997,600; women @ 17%). This based on 2016 population estimate of 35,280,000

Bi-annually

BAM PMU (MoEF)

Access to formal financial inclusion is a core indicators of relative financial inclusion levels in a given country

Indicator Two: Outstanding Microfinance Loan Portfolio

USD mn 550 F560

A541

F570

A567

(as of July

2015)

F

580

A

567

(as of December 2016)

F

590

A

808

Semi-annually

BAM PMU (MoEF)

Volume of outstanding microloans

Indicator Three: Number of end beneficiaries of MFIs, including low-income households, microenterprises, and small firms

Number (000)

804 F

830

A

819

F

900

A

766 (as of Dec

2014)

F

1,000

A

766

(as of December 2016)

F

1,100

A

937.60

Semi-annually

BAM PMU (MoEF)

This indicator includes loan accounts held by low-income households, microenterprises and small firms.

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Indicator Four: Portfolio at Risk - Microfinance

Percent 6.7% F

--

A

6.74

F

6.6%

A

3.77% (mar 15)

F

4.00%

A

3.77%(De

c 16)

F

6.4%

A

3.00%

Semi-annually

BAM PMU (MoEF)


Intermediate Result (Component One): Strengthening the institutional, legal, regulatory, tax and governance framework for microfinance

Intermediate Result indicator One: Regulatory studies completed

Number 0 F

0

A

0

F

1

A

1

F

2

A

1

F

3

A

2There are a number of studies in progress that will meet this indicator

Annually

PMU (MoEF)

PMU (MoEF)

Intermediate Result indicator Two: Number of operational and regulatory initiatives implemented by BAM and other key stakeholders

Number 0 F

0

A

0

F

0

A

0

F

1

A

1

F

3

A

2

Annually

PMU (MoEF)

PMU (MoEF)

Intermediate Result (Component Two): Strengthening the market infrastructure, product innovation and funding sources for microfinance

Intermediate Result indicator One: Number of alternative microfinance products developed and piloted (e.g. Islamic finance, mobile phone banking, housing)

Number 0 F

0

A

0

F

1

A

0

F

2

A

2

F

3

A

3

Quarterly

PMU (MoEF)

PMU (MoEF)

Intermediate Result indicator Two: Number of trainings to micro entrepreneurs delivered

Number 0 F500

A1570

F700

A2260

(through the CM6

in 2014)

F

900

A

To be determined

F1100

A

1,697

Semi-Annually

CM6 Centre Mohammed 6; PMU (MoEF)

Intermediate Result (Component Three): Integrating Microfinance into a national financial inclusion strategy

Intermediate Result indicator One: Financial inclusion stock-taking completed

Binary (Yes/No)

No F

No

A

In Proces

s

F

Yes

A

In proces

s

F

Yes

A

Yes

F

Yes

A

Yes

Once

BAM PMU (MoEF)

Intermediate Result indicator Two: Evaluation completed of existing financial inclusion measures

Binary (Yes/No)

No FYes

AIn

Process

- In proces

s

Yes

Yes

Once

BAM PMU (MoEF)

Intermediate Result indicator Three: Number of beneficiaries receiving

Number 6,000 (4,099 from

F8,000

A8618

F10,00

0

A1384

(throu

F

12,0

A

To be

F14,00 15,655

Semi-

CM6;

PMU (MoEF

Modules (class room or

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financial literacy training CM6; 2,000

estimates from BAM)

gh the CM6

in 2014)

00 determined in

January

2017 supervision

mission;

Best

curren

t estimate is

4,500

0 Annually

BAM ) interactive) that enhance knowledge and understanding of financial concepts, and the skills, motivation and instill the confidence to apply such knowledge and understanding in order to make effective decisions across a range of financial contexts

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New Governance Framework Implementation Support ProjectA. Basic Project Information

Activity Name: New Governance Framework Implementation Support ProjectCountry Name: Morocco Name of Implementation Support Agency(ies):

World BankName of ISA Project Leader: Anne-Lucie Lefebvre (ADM Responsible)/ Ousmane Maurice Megnan Kolie

Email of ISA Project Leader: [email protected]/ [email protected]

Recipient Entity: Ministry for General Affairs and Governance

Name and Email of Recipient Entity Contact: Mr. Alaoui, Project Director: [email protected]


Additional Funds Leveraged and Source(s), if any (US$): 300,000 from the MENA multi-donor Trust Fund


Steering Committee Approval Date: February 20, 2013

Project Implementation Start Date:October 31, 2013

Project Closing Date: March 31, 2019 (Revised)





Inclusive Development and Job CreationInvesting in Sustainable GrowthEnhancing Economic GovernanceInvesting in Sustainable GrowthChoose an item.


Project Development Objective: To contribute to the strengthening of government transparency, accountability and public participation by supporting (i) the development and implementation of a public consultation policy and a law on petitions; (ii) the improvement of access to fiscal information and enhancement of performance orientation in budget management; and, (iii) the strengthening of fiscal decentralization.






As of the end of July 5, 2018, most of the project activities are in the last stage of completion. Project funds are fully committed, with a disbursement rate of 67%. The project complies with World Bank’s fiduciary requirements and the implementing entity’s (Ministry of General Affaires and Governance) performance is adequate. Thanks to the restructuring of the project which included the extension of the closing date by one year, some critical activities, such as (i) the dissemination of the new regulatory framework for citizen’s

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petitions and legislation; and (ii) the development of a unified Public Investment Management (PIM) framework are being implemented. Progress towards the achievement of results in on track.




Reorganize Project management MAGG doneStreamline payment procedures MAGG-

Financedone

Adopt a streamlined Project implementation manual MAGG doneStreamline the budgeting and implementation procedures of the twinning Project between the Moroccan and French MoF (component 2)

MAGG-Finance

done

Restructure the Project MAGG-WB doneAmend end extend closing dates of contracts supporting activities to be implemented beyond March 31st, 2018.

MAGG-WB done

Set-up a participatory process to prepare the end of Project Report

MAGG-WB December 2018

C. Implementation Status of Components Component 1: Strengthening Public Participation. This component aims at contributing to strengthen public participation by supporting the development of a public consultation policy, an e-consultation platform, and a petitions law. The new Moroccan constitution strengthened the principles of public participation and introduced new rights for the citizen to be consulted and to present motions. Previous Rating: Moderately Satisfactory


Cost (US$): 730,000

Sub-component 1.1: Support to Ministry, to Civil society and to the National Dialogue on the new constitutional principles of citizen participation and to the participatory development of related consultation and petitions policiesStatus of Implementation: Activities under this sub-component are being finalized. As such, the new legal and regulatory framework for citizens’ petitions and legislative motions, both at the central, regional and local levels of government – supported by the project- have been adopted by the parliament and the cabinet. This solidifies one of the major reforms promoted in the new constitution. The National Petition Commission was established in July 2017 and an inter-ministerial working group has been set up for the development of an e-consultation platform. This group is under the leadership and coordination of the Head of Government’s office and the Ministry in charge of relations with Parliament and civil society (MCRP) with the involvement of the Ministry in charge of Trade, Industry and ICT. Since January 2018, the National Petition Commission met twice. However, the development of the e-participation platform underway is experiencing delays because of difficulties mobilizing all stakeholders, such as, the Ministry of Justice and the Ministry of Interior, around petition processes to be computerized via the platform. With the help of an International Petition Expert/Consultant, the Bank team is supporting the MCRP to overcome these challenges.Sub-component 1.2: Piloting of the new consultation policy in one ministry and one local government and capacity building of officials and CSOs

Status of Implementation: The activities under this sub-component are completed. The public -83-

consultation policy has been adopted for regional, provincial and local governments. The national policy is still under preparation and had not been approved yet in the absence of a Government between October 2016 and April 2017. Nonetheless, 30 key public officials tasked with implementing the national policy have been trained. A training program for the local officials and civil society has been prepared and rolled out. An international study tour on petitions is under preparation.

Sub-component 1.3: Development of a monitoring and evaluation system, including on-line consultations and user surveys.

Status of Implementation: Activities under this sub-component are being finalized but implementation requires additional time. The development of the e-participation platform which will feed the monitoring and evaluation system is under implementation.

Component 2: Enhancing Efficiency and Accountability in the Use of Public FundsThis component supports key intertwined public financial management reforms aimed at strengthening the efficiency of public spending and accountability over its use. It helps the implementation of the performance based budgeting reform introduced by the new organic budget law, adopted in April 2015. The component also supports the implementation of the new procurement rules, following the adoption of a modified decree in December 2012, which extends the said rules to the local governments and certain administrative SOEs. Finally, the component facilitates external PFM diagnostics and technical assistance. It was agreed to finance the joint Public Expenditure and Financial Accountability (PEFA) diagnostic by the Bank, the EU and the AfDB (Completed in 2017) and to reallocate the corresponding resources to the public investment management support and the MEF’s performance budgeting website foreseen in the project. There have been no other significant changes in budget allocation and activities.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 1,842,000Sub-component 2.1: Support to the implementation of the performance budgeting reform through public sector expertise from OECD countries having implemented the same reform. It comprises support to (i) the design and steering of the budget reform and for the development of the new procedures and tools, (ii) the implementation of the performance-based approach in line ministries, and (iii) the development of a government wide performance monitoring and evaluating system and the revision of the financial management information systems.

Status of Implementation: About 85 per cent of the activities under this sub-component have been executed and an internal reallocation has allowed to finance new critical activities around Public Investment Management (PIM) – For details please see sub-component 2.3. This component supported the implementation of the PFM Act adopted in June 2015 and is mainly executed through a twinning contract ($1.36 million) between the Moroccan and French Ministry of Finance (Expertise France). The activities included in this contract are almost completed. The expected regulations, guidelines, and tools for performance budgeting have been produced and adopted. Technical support has been provided to more than 20 departments in the implementation of these tools. This is well beyond the initial five ministries initially anticipated. Economies of scale and budget reallocation allowed for hiring additional experts under the twinning. With the new programmatic budget structure, the budget has been simplified with the number of appropriations down from 273 to 144. Also, the link between the budget and the sector priorities has increased thank to the development of the annual performance plan based on the sector strategies. This will be strengthened by the recent adoption by the Head of the Government of a circular introducing the multiyear budget approach by 2019. Performance-based program budgeting as part of the LOF deployment has been generalized to all ministerial departments and institutions (42) under the 2017 Project of law of Finance (PLF). A website

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dedicated to the budget reform has been developed and posted on the MEF’s portal since April 2016 (http://lof.finances.gov.ma/). It is used as tool to disseminate the reform and reach a greater audience. This is complemented by an intense communication campaign in each region of the country to disseminate the reform at the deconcentrated level. Additional activities were also completed, such as (i) the development of a circular for the implementation of the performance based budgeting approach in the parastatals, and (ii) the e-budget platform to be used by the line ministries to prepare and upload their budgets.

2018 has been a critical year for the budget reform. All the line ministries have produced their performance budgets based on the lessons learned from the pilot stage financed by the projects. Going forward, the content of the performance budgets will need to be improved. In addition, technical support to the budget managers will be crucial to improve the impact of the reform. Sub-component 2.2: Training and capacity building for the implementation of the new public procurement rules.

Status of Implementation: The activities under this sub-component are completed. An inter-ministerial working group, chaired by the Secretary General of the Government and including the Ministry of Finance, Governance and Interior has been set up and tasked with developing the training curricula on public procurement across the public sector. The Bank has supported the initial development of training curricula and the training of a first wave of trainers. Both will be leveraged by the project to support also the demand side, through training and capacity building to small and medium enterprise. The capacity building of local officials and SOEs is completed.Sub-component 2.3: Public investment management (PIM) diagnostic and technical assistanceStatus of Implementation: This sub-component was restructured in December 2017. With additional resources reallocation to this sub-component, the project is supporting: (i) the diagnosis of the existing PIM situation, (ii) the development of a unified PIM framework, (iii) the drafting of the ToR for an integrated investment projects database, and (iv) training. Several missions were conducted by June 2017. The PIM diagnosis is available. The development of a unified PIM framework; including the drafting of the legal and institutional framework; and the development of the ToRs for an integrated investment projects database are progressing well. Trainings are ongoing with support from the French National Public Administration School (ENA). They aim to build at early stage a coalition for the reform within the MoE and the line ministries.Sub-component 2.4: Public financial management assessment through an update of the 2009 PEFA.

Status of Implementation: This multi-donor activity has started in June 2015 and is directly being financed by the Bank, the EU and the AfDB, thus freeing up the USD 50,000 foreseen in the project. The PEFA was completed in 2017. It has been published on the secretariat website on May 2018, thanks to a policy dialogue initiated by the donor community. Remaining resources have been reallocated to the above activities related to PIM (sub-component 2.3) and to develop the performance budgeting website (sub-component 2.1).

Component 3: Advancing RegionalizationThis component supports the implementation of Morocco’s new regionalization strategy, adopted in March 2011, as well as the new constitutional principles strengthening regional and local governments. This requires strengthening the capacities and financial management of local governments and revising the inter-governmental fiscal transfer and equalization system. Technical assistance, international knowledge transfer and capacity building will be provided to that effect.



Cost (US$): 768,800

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Sub-component 3.1: Adapting the fiscal transfer and equalization system for local governments (LG), in accordance with the new constitution and the advanced regionalization strategy.

Status of Implementation: Most activities to be conducted under this sub-component are completed. The diagnostic on fiscal transfer and equalization system for local governments has been delivered to the client. The Ministry of Interior and selected local governments’ staff participated to a fiscal decentralization benchmarking mission to Switzerland and Italy in February 2018.

Sub-component 3.2: Capacity building for Local Government (LG) financial management, including on the new public procurement rules.

Status of Implementation: Activities under this sub-component are completed. The training modules for the training of trainers on the new procurement rules have been developed and the training has been completed for 60 trainers across the country. They are in the process to replicate the training within their structures. Sub-component 3.3: Strengthening the planning and performance contracting process in line with the enhanced role of regions

Status of Implementation: This activity was delayed by the establishment of new regional government structures. Technical assistance in on-going and should be wrapped-up by September 30th, 2018.

D. Disbursements of Transition Fund Funds for Direct Project Activities Country-Execution (US$) (x)


(y)

Total (US$)


4,000,000 4,000,000


4,000,000 4,000,000


2,678,183 2, 678,183


Year Jan-June Jul-Dec Total by Year End2013 0 0 02014 739,217 41,137 780,3542015 167,894 200,000 367,8942016 100,000 76,752 176,752*2017 490,000 602,000 1,092,0002018 500,000 921,752 1,421,7522019 161,248 161,248

* the project advanced has been used primarily; **at initial USD-MAD exchange rate to be updated, *** projections will be adjusted as part of the restructuring/extension of the project.


500,000 0 500,000-86-

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Project Development Objective (PDO): The Project Development Objective is to contribute to the strengthening of government transparency, accountability and public participation by supporting (i) the development and implementation of a public consultation policy and a law on petitions; (ii) the improvement of access to fiscal information and enhancement of performance orientation in budget management; and, (iii) the strengthening of fiscal decentralization.


Unit of Measure Baseline


FrequencyData Source/

Methodology


Description (indicator definition etc.)

Nov 2013 – Oct 2014

A

Nov 2014 – Oct 2015

A

Nov 2015 – Oct 2016

A

Nov 2016 – Mar 2018

A

Mar 2018 – Mar 2019

F

Indicator One (NO CHANGE): Strengthened legal framework and formalized practices for participation in public affairs

Number of dedicated policies of formalized practices for public engagement established

1 policy related to US-Morocco Free Trade Agreement

0 laws

1 policy

2 laws, respectively on petition and legislative motion have been adopted by GoM

A consultation policy is being developed

5 laws (2 national and 3 subnationa), respectively on petition and legislative motion have been adopted by GoM

1 policy on e-participatin was aproted

5 laws

1 policy

6 laws

2 policies

Every legislative cycle, as relevant

Official government bulletin; MCRP

MCRP Stocktaking assessment of newly established laws or policies in the domain of public engagement.

Indicator Two (REVISED): Increased predictability of intergovernmental fiscal transfers

Percentage of budget dedicated to local governments actually transferred.

71%(Sept. 2013)

71% 71% 71% 71% 77% Yearly Data from the MoF

MoF Statistics

Indicator Three (NEW): Increased effectiveness of

PIM framework available (Yes/No)

No No No No 2 scenarios of legal

Yes Yearly MoF website MoF PIM Framework

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Public Investment Management (PIM) through the adoption of a new framework.

frameworks have been submitted to the MoF for final decision.

Document.

Indicator Four (NEW): Percentage of line ministries’ performance annual budget prepared based in the new PFM Act and sectoral strategies approved by Parliament.

Percentage of ministerial performance budget prepared as per new PFM Act and sectoral strategies.

0 0 0 0 100% 70.00 Yearly MoF website MoF Strategy Documents.


Intermediate Result (Component One): Strengthening public participationIntermediate Result Indicator One (REVISED): Increased participation rate of CSOs in public consultation activities since and as a result of the National Dialogue.

Number of CSOs participating in consultation activities since and as a result of the National Dialogue

250.00 CSO representatives (regional consultation in Kenitra on constitutional roles of CSOs)

2242.00 CSOs

2242.00CSOs

10,500.00CSOs

10,500.00 CSOs

12,242.00CSOs

Annual Diagnostic survey will be built in the e-participation platform currently developed

MCRP Report of the national dialogue.

Participation data compiled through MCRP diagnostic surveys.

Intermediate Result Indicator Two (NEW): E-petition platform available.

E-petition platform available (Yes/No)

No No No No No Yes Annual Chief Secretary’s website

MCRP Availability of an e-petition platform.

Intermediate Result (Component Two): Enhancing Efficiency and Accountability in the use of Public Funds

Intermediate Result Indicator One (REVISED): Training in the new procurement rules and financial management

Number of people trained

0.00 0.00 0.00 800.00 1200.00 1200.00 Annual Data from the National Procurement Agency

MoF Statistics

Intermediate Results Indicator Two (NEW): State budget presented based on

State budget presented based on new classification (Yes/No)

No No No No Yes Yes Annual MoF website MoF Budget documents.

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new classificationIntermediate Results Indicator Three (NEW): Adoption of a multi-year budget strategy

Multi-ear budget strategy available (Yes/No)

No No No No Yes, the Head of Govt signed on April 2018, the circular on the multi-year budget (Programmation Budgétaire Trienale). Enforcement will start on 2019.

Yes Annual MoF website MoF Budget documents.

Intermediate Results Indicator Four (NEW): Increased number of visits to the MoF website promoting PFM reforms

Number of visits to website

34,000.00 34,000.00 34,000.00 34,000.00 120,000.00 150,000.00 Annual MoF website MoF Statistics from the MOF website.

Intermediate Results Indicator Five (NEW): Adoption of an action plan on the PIM agenda (including the ToR for the integrated bank of investment projects).

Availability of PIM action plan and ToR (Yes/No)

No No No No Yes, the final report including the action plan is being finalized. It includes 2 scenarios for the legal and institution-nal framework submitted to the MoF.

Yes Annual MoF website MoF MoF documents.

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Intermediate Result (Component Three): Advancing Regionalization

Intermediate Result Indicator One (NO CHANGE) : Improved fiscal reporting by local governments

Budget information from local governments are available in real time through GID

80%

1000.00

95%

1187.00

100%

1250.00

100%

1250.00

100%

1250.00

100%

1250.00

Annual MoI local budget directorate assessment

MoI local budget directorate

A greater number of local governments are using the integrated information system GID and reporting their fiscal data in real time.

Intermediate Result Indicator Two (NEW) : Operationalization of the regional planning at decentralized level

Number of Regional Development Plans (RDP) available

0.00 0.00 0.00 0.00 12.00 12.00 Annual MoI MoI MoI documents.

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Virtual Market Places for the Development of Export SMEs: Morocco Activities

A. Basic Project InformationActivity Name: Development of SMEs Exports through Virtual Market Places (Morocco Activities)Country Name: Morocco (this is a regional project that includes Tunisia and Jordan)

Name of Implementation Support Agency(ies): The World Bank

Name of ISA Project Leader: Laurent Gonnet


Recipient Entity: World Bank Executed



Additional Funds Leveraged and Source(s), if any (US$): 0

Total Amount Disbursed (Direct and Indirect in US$): 989,432.33

Steering Committee Approval Date: February 11, 2014

Project Implementation Start Date:May 26, 2014 (date signature contract with International Trade Center, implementation partner).

Project Closing Date:June 30, 2018





Competitiveness and IntegrationInvesting in Sustainable GrowthChoose an item.Investing in Sustainable GrowthChoose an item.


Project Development Objective: This is a pilot project aimed at a) increasing SMEs exports through Virtual Market Places and b) supporting institutional reforms to create an enabling environment for e-commerce.


Satisfactory


Satisfactory


The launch of the project in Morocco was delayed due to the processes of preparing a Partnership Agreement between the Ministry of Foreign Trade and ITC (the Regional Implementing Entity). The signing of the agreement was a prerequisite for the launch of activities in Morocco. The project was launched on

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January 14, 2015.

The project team and export advisers (EAs) made up for the delay and work has progressed smoothly to ensure the timely achievement of the main milestones. There has been a change at the Ministry level, where the project focal point has been changed. The new focal point has been briefed on the project and he participated in the regional meeting.

The Project is closed effective June 30, 2018.

Summary highlights:

Capacity building component: Training materials for EAs developed and customized In 2015, two training workshops on “Virtual market places” for export advisers

(EAs) were delivered; 36 EAs were trained, of which 21 have passed the training test and were appointed in the framework of the project.

In 2016, two training on “CRM and sales reporting” were delivered by virtual market places:

- The first training was delivered by e-Bay for the selected advisers and SMEs in November 2016.

- The second training was delivered on 5 January 2017 by Tradekey. The training covered product and market research, content preparation, commercial offers, as well as assessing the financial, legal and logistic environment in the target markets.

4 EAs participated in VMP regional workshop organised in Tunis on 18-19 April 2017.

A call for interest to recruit new cohort of EAs was launched in April 2017. An initial list has been finalised. More than 282 SMEs submitted their application to benefit from the VMP project. Among them, 150 SMEs have been selected, and 113 have been assigned to the e-commerce advisors.

New SMEs continue to submit their applications to participate in the VMP programme. An e-commerce workshop for SMEs was held in Casablanca on 27 January

2016. More than 500 products have been selected to benefit from the VMP. 10 SMEs participated in the ebay training organised in Casablanca on 21-22

November 2016 Overall, 90 SMEs have received direct training from VMP e-commerce advisers

until June 2017. 10 Moroccan SMEs participated in the VMP regional workshop organised in

Tunis on 18-19 April 2017. As of 30 June 2018, more than 130 SMEs have been supported by the EAs; In March 2018, 16 representatives of the Ministry (11 women) and related

departments were trained on VMPs; In May 2018, 17 participants from several Trade Support Institutions

(TSIs) were trained on Trade Intelligence. Represented institutions included EACCE- FICOPAM-FENIP- UNICOP-AMITH-ASMEX – SIPPO;

14 SMEs benefitted from renewed partnership with Trade Key; 35 SMEs were registered on Alibaba; 15 others have been registered on other platforms including Etsy;

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Training material, including a manual on VMPs was developed.

Business Environment: A detailed report on the e-commerce environment in Morocco, including

recommendations to boost the sector, completed and submitted to the Ministry;

6 Trade support institutions were trained on Virtual Market Places; 7 new TSIs were trained on VMPs.

Virtual Market Places: Partnerships with e-Bay and Tradekey have been established; 15 SMEs benefit from this partnership and are registered on the VMPs; Gold plus premium membership was granted (in Tradekey) to 14 SMEs in the

agri-food, cosmetics and handicraft sectors; 14 SMEs continue benefiting from the partnership with Trade Key; 35 SMEs have been registered on Alibaba; 15 other SMEs have been registered on other platforms including Etsy.

No major risks jeopardize the outlook. There is satisfactory level of engagement from our main partners.

C. Implementation Status of Components Component 1: Institutional Reform ComponentIt is important that governments adopt policies, laws, and incentives that focus on promoting trust and confidence among e-commerce participants and developing a national framework that is compatible with international norms on e-commerce. This component aims at supporting current discussions and to introduce policy and regulatory changes. This component supports the creation of an inter-ministerial committee with private sector participations, analytical and diagnostic studies with the objective of concretizing reforms in the enabling environment for e-commerce.



Cost (US$): 100,000

Status of Implementation of the Component 1. Moderately Satisfactory.

As a result of a meeting organized in April 2015 with key stakeholders supporting e-commerce in Morocco, it was agreed to design a roadmap to develop the sector. In this context, ITC initiated a feasibility study that served as a platform to design both the roadmap and the action plan.

Several institutions including the Customs department, Maroc Export, ASMEX, Postal services, logistics among others were consulted and a detailed report on the status of e-commerce environment in Morocco was completed. As part of the study, in depth discussions were held with public and private sector stakeholders. Sector federations, logistics providers, payment systems, public services such as customs, tax department, banks, consumer protection representatives were consulted to get a comprehensive analysis of the situation. Institutional structures and services offered were analysed and recommendations provided to further enhance the e-commerce environment in Morocco.

The roadmap provides recommendations of various aspects of developing e-commerce in Morocco,

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including:(i) Technical cooperation among national stakeholders to improve B2B and B2C platforms(ii) Organisation and coordination among different institutions to optimise resources(iii) Promotion and marketing of the sector(iv) Capacity building of local institutions(v) Financial support and cooperation

The report was completed and submitted to the Ministry of Foreign Trade for review in February 2016. Since then, several consultations have been held with the Ministry and other stakeholders. Comments and suggestions received from various institutions have been integrated to enhance the report. The final reporting including the findings and recommendations provided were shared with the Ministry in March 2017. The Ministry is expected to convene a meeting with all national level stakeholders in the sector. The report will be presented to the stakeholders in order to form an inter-institutional committee that will oversee the implementation of the recommendations provided by the report and the action plan. The committee is expected to be led by the Secretary General of Foreign Trade of Morocco and would represent 15 different institutions.

Terms of reference for a national committee to develop the sector have been drafted by ITC. Once approved by the proposed committee, the terms of reference will be an integral part of the road map. The e-commerce road map will serve the national committee to define and implement actions to develop the sector and improve the business environment.

In 2017, there have been changes at the Ministry. A National Agency has been created, which integrates several other institutions such as Maroc Export, Agence Marocaine pour le Développement des Investissements (AMDI), Direction Générale de l’économie numérique and others. As this decision has been pending for a while due to several reasons including the late formation of the new government, project activities depending on these institutions have been delayed. The new Secretary of State was appointed in April 2017. The project focal point at the Ministry was also changed at the beginning of 2017. The new focal point has been briefed and project activities reviewed with him several times since then. This has also delayed the forming of the national inter-institutional committee.

The project was realigned in February 2018. The Ministry focal point was directly in charge of coordinating the projects at the national level. 10 EAs had their contracted renewed to work with 100 SMEs. Several trainings and coaching sessions benefitted the beneficiaries of the program including institutional staff and SMEs. The program built capacities of the Ministry as well several public institutions and private sector federations.

Component 2: Capacity Building Program



Cost (US$): 445,000

Sub-component 2.1: Capacity Building Program - The sub-component covers the cost of the design and the delivery of a training program that would enable country partners to fully understand the methods, techniques and dynamics of VMPs to maximize the opportunities they offer to increase export and diversify markets.

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Status of Implementation: Satisfactory.

The existing training material, which was further enhanced, covers the following items: e-commerce value chain: challenges and solutions for logistics, e-payments, risk mitigation, client management, and after sale service. It also included description of Virtual Market Places and modalities/conditions to register to enable advisors to coach selected SMEs in these technical aspects. In addition, advisors were exposed to best practices related to how to create an attractive and sales oriented e-shop.

Two consecutive training sessions were organized for e-commerce advisors in Casablanca from March 18 to 20 and March 23 to 25, 2015. A total of 35 advisors took the training, out of which 23 passed the final evaluation. 21 e-commerce advisors are recruited by the VMP programme to work with SMEs.

In November 2016, a 3-day e-Bay training for EAs and SMEs was delivered. The training was delivered by e-bay staff on opening accounts and managing the e-store. In January 2017, Tradekey delivered an on-line training to the EAs and their assigned SMEs on Client Relation Management (CRM) and sales reporting. Training material that will be used by the EAs for coaching of the SMEs was developed and disseminated among the EAs.

A training manual has been developed to support workshops and coaching of SMEs. SME coaching held from March through June 2018 with the EAs ensured project outreach to more than 100 SMEs.

E-commerce workshop for SMEs

80 SMEs participated in an e-commerce workshop organised by ITC on 27 January 2016. The workshop connected SMEs with EAs so they could work through obstacles to e-commerce, especially when doing business across borders. VMP programme activities and initial findings of the e-commerce environment study were presented.

Most importantly, participants could share the main challenges they face in selling their products online, including logistics, customer relationship management, payments and return policies. A good discussion on major issues blocking SMEs from benefitting from e-commerce reiterated the relevance and importance of the VMP programme.

More than 50 additional SMEs were reached through 10 EAs in 2018. Support provided to the SMEs by the EAs included content development, registration on VMPs, client management, communications including social media, marketing, sales and logistics.

E-bay workshop for SMEs

10 SMEs participated in the ebay training organised on 21-22 November 2016. During the workshop organised for both the e-commerce advisers as well as the SMEs, ebay trainers took participants through a training covering key topics such as getting started on eBay, the Seller Dashboard and how to deal with complaints. The

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training included a dedicated practical session for SMEs at the end of the workshop where they took some time with the SME’s to open a professional seller account on eBay.fr and subscribe to a “boutique”.

Coaching SMEsThroughout the duration of the project, the 21 EAs have worked with more than 90 SMEs, coaching them on various aspects of selling online. So far 15 SMEs have received premium accounts with Tradekey and ebay following partnerships developed with the platforms under the project. The work will continue in the remaining of 2017 and expand to other SMEs joining the project.

Continuous training of Export Advisers

The EAs are continuously guided and coached when necessary by ITC technical advisers and national programme coordinator. New training programmes are being developed based on the feedback received from the advisers and their experience with the SMEs. Logistics management, payment systems, customer relationship management and client support are few of the trainings among others that are being developed by the project. The trainings and guides will benefit the EAs, SMEs as well as the institutions.

E-commerce guides

Several guides and manuals for SMEs have been developed under the programme. The manuals give practical information and guidelines on subjects such as:

- E-commerce engineering- Contents management- Export logistics- Payment solutions- Customer relationship management

These guides have been compiled and shared with the e-commerce advisers on a single online platform. The guides will continue to be enhanced and improved based on the needs of the advisers and the SMEs with more specificity at the country level.

Specific guides and trainings with platforms such as ebay and Trade Key have also been shared with the advisers.

Institutional capacity building

The VMP programme is directly supporting and building capacities of six national institutions, namely:

- Maroc export (CMPE) : Centre Marocain de Promotion des Exportations- Maroc Taswiq (OCE) : Office de commercialisation et d’exportation- FNEM : Fédération nationale d’e-commerce au Maroc- ASMEX : Association Marocaine des exportateurs- ADA : Agence pour le Développement Agricole- La Maison de l’artisan

The 6 institutions have their own online platforms. All of them are focussed on

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promoting Moroccan products internationally. However, only two out of the six have e-commerce platforms, which are Maroc Taswiq with its three online stores and National Federation of e-commerce in Morocco (FNEM) with its initiative called Made in Morocco. ITC is building their capacities to be more competitive in cross-border e-commerce. The programme’s support to the other four online platforms has been on improving the efficiency, online performance and visibility of the platforms. This in order to maximise buyer interest and their connection with potential Moroccan suppliers.

Reach of the VMP programme

The VMP programme has enjoyed high level interest both at the institutional as well as the private sector level. Implementation of the programme has been very timely with current trends and changes in the e-commerce environment in Morocco. The programme strives to align its activities with national interests and initiatives taken to enhance the sector.

The programme currently reaches out to:- 150 SMEs participating in the programme- More than 500 products benefitting from the project - 21 Export Advisers trained and actively supporting the SMEs- 15 inter-institutional committee members to enhance the national e-

commerce environment- 6 Institutions benefiting from direct institutional capacity building activities

Sub-component 2.2: Registration and Coaching of SMEs -Along with the outreach phase of the project, beneficiary SMEs will be registered in one to three different VMPs, coached on how to make the best use of their presence on these VMPs and coached on how to concretely deal with the inquiries coming from the first potential buyers through the VMPs.

Status of Implementation: Satisfactory.

More than 282 SMEs submitted their application to benefit from the VMP project. Among them, 150 SMEs have been selected, and 113 have been assigned to the e-commerce advisors;

At the end of December 2017, 90 SMEs were directly supported by VMP e-commerce advisers;

15 selected SMEs have been given premium accounts on Trade Key.

Component 3: Partnerships, Business Intelligence and Certification



Cost (US$): 340,000

Sub-component 3.1: Partnerships with Virtual Market Places: To ensure the best use of the VMPs, certain high-performing/potential firms will be offered premium accounts in VMPs so they gain greater visibility from potential clients. This sub-component will cover the expenses related to the subscription of these premium accounts. To ensure the best use of the VMPs, some high-performing/ firms will be offered premium accounts in VMPs so they gain greater visibility

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from potential clients and will serve as a role model for others.


The project team initiated contacts with several VMPs and discussed modalities of partnership to ensure customized support to selected SMEs.

The discussions helped define the framework for collaboration. Implementation of partnership arrangement

ITC has developed a partnership with eBay on July 2016. This will support SMEs participating in the VMP project to access eBay premium accounts for free and increase their visibility on the international platform. Ebay will make available their so-called ‘anchor stores’ for enterprises supported by ITC, an enhanced vendor account which provides greater online visibility for these companies’ offerings and the opportunity to reach more clients. SMEs participating in the programme will gain access to eBay’s network of fulfilment centres, opening up for more cost-effective logistics operations. The companies will be given the opportunity to benefit from eBay’s cutting-edge e-commerce research, allowing them to leverage this knowledge and better position their offerings in selected target markets.

ITC has signed a contract with Tradekey. This VMP is a B2B platform that connects traders with global whole sellers, buyers, importers & exporters, manufacturers and distributors with a special focus on Asia and the Middle East, markets that are of interest to our selected companies. The project has registered 14 new SME on Tradekey in December 2016.

We estimate a total of 70 of our best SMEs will benefit from funded premium memberships.

Sub-component 3.2: Business Intelligence Development: Furthermore, the project will benefit from statistics on users, accesses and transactions which may allow for a comparative evaluation of SMEs under different VMPs.

Status of Implementation: Satisfactory. This component will be implemented at a later stage of the project, particularly Tradekey and eBay registered SME will be transacting soon and these VMPs will provide central and automated analytical reports and comparison. Ebay has already shared some market intelligence with ITC eSolutions and VMP team.Sub-component 3.3: Certification.

Status of Implementation: Satisfactory. To benefit from the VMPs data (market trends, number of visitors, keywords searches, etc.) and allow SMEs and the national Trade promotion organization (Maroc Export) to access relevant information, ITC is developing a trade intelligence system. To this end an international intelligence expert was hired in July 2016 for Morocco to help to better track information and alert SMEs about key intelligence topics (e.g. markets, opportunities, competitors, trends, risk). The tracking will be made on the VMPs and also on relevant sources of information that correspond to the selected sectors. An expert will conduct a mission to Morocco in order to finalize the feasibility study to setup the E-commerce Observatory.

Component 4: Project Management

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Previous Rating: Choose an item.


Cost (US$): 90,000

Sub-component 4.1: Project Management – This component will finance the PIUs at country level.

Status of Implementation: Satisfactory. The terms of reference for the national coordinator were finalized in agreement with partners in the field. The PIU, composed of one national project coordinator, is in place and interacting well with SMEs, advisors and institutional partners.Sub-component 4.2: Impact Evaluation Assessment

Status of Implementation: The component will be implemented at the end of the project.

D. Disbursements of Transition Fund Funds for Direct Project ActivitiesCountry-Execution

(US$)(x)


(US$)(y)

Total (US$)


975,000 975,000


975,000 975,000


964,432.33 964,432.33


Year Jan-June Jul-Dec Total by Year End

2014 94,169 94,1692015 188,337 94,169 282,5062016 282,506 0 282,5062017 315,820 315,8202018Total 786,023 188,338 975,000


25,000 0 25,000

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Indicators by Component

Unit Baseline Cumulative Target Values Frequency Data Source/Methodology


Collection

Description (Indicator Definition,

etc)2015A

2016A

2017A

2018A

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

Number0 0 0 10 100 Quarterly Indicator 1:

Registered SMEs with at least one export transaction completed via VMPs

Number0

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 Yes Yes Bi-annual 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

Indicator 3. SMEs registered in VMPs Number

0 0 40 44 85 Quarterly Indicator 3. SMEs registered in VMPs

Number0

INTERMEDIATE OUTCOMES

COMPONENT I. INSTITUTIONAL REFORM



Collection

Description (Indicator

Definition, etc)2015A

2016A

2017A

2018A

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Workshops conducted Number 0 2 4 5 9 Bi-annual Workshops conducted

Number 0

Analytical Work delivered on key e-commerce topics

Number 0 0 1 4 5 Bi-annual Analytical Work delivered on key e-commerce topics

Number 0

COMPONENT II. EXPORT MARKETS ACCESSED THROUGH VMPS



Description (Indicator Definition, etc)2015 2016 2017 2018

Export Advisors Trained Number 0 36 36 36 36 Bi-annual Export Advisors Trained

Number 0

Export Advisors Certified Percent 0 0 70% 70% 70% Quarterly Export Advisors Certified

Percent 0



Collection


Definition, etc)2015A

2016A

2017 2018

Training program for TSIs delivered (# activities)

Number 0 2 2 1 12 Quarterly Training program for TSIs delivered (# activities)

Number 0

COMPONENT III. VMP PARTNERSHIPS, CERTIFICATION AND BUSINESS INTELLIGENCE



Collection


Definition, etc)2015 2016 2017 2018

Collaborative partnerships with VMPs Number

0 0 4 1 8 Quarterly Collaborative partnerships with VMPs

Number0

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Newsletters published by TSIs to roll out the Competitive Intelligence Mechanism

Number0 0 0 0 2 Quarterly Newsletters

published by TSIs to roll out the Competitive Intelligence Mechanism

Number0



Collection


Definition, etc)2015 2016 2017 2018

Premium Accounts awarded – Certifications Number

0 0 0 15 50 Quarterly Premium Accounts awarded – Certifications

Number0

Assessment body created and operational Yes/No

No No No Yes Yes Quarterly Assessment body created and operational

Yes/NoNo

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Strengthening Micro-Entrepreneurship for Disadvantaged Youth in the Informal Sector

A. Basic Project InformationActivity Name: Strengthening micro-entrepreneurship for disadvantaged youth (P144134)Country Name: Morocco Name of Implementation Support

Agency(ies): World BankName of ISA Project Leader: Ana Paula Fialho Lopes


Recipient Entity: MINISTRY OF ECONOMY AND FINANCE (TGR)-MOROCCO

Name and Email of Recipient Entity Contact:Malika Dhif, [email protected]


Additional Funds Leveraged and Source(s), if any (US$): 800,000 from Moroccan counterparts

Total Amount Disbursed (Direct and Indirect in US$): 3,646,240 (Direct)(73%) and 500,000 (Indirect)Total: US$ 4,146,240

Steering Committee Approval Date: 20-Feb-2013

Project Implementation Start Date:27-Aug-2013

Project Closing Date:31-Mar-2019





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Project Development Objective: The objective of the Project is to provide Beneficiaries in the Project Areas with access to micro-entrepreneurship development services.

"Beneficiary" means a disadvantaged man or woman between the ages of 18 and 29 who is aspiring to be or is an entrepreneur with secondary education or less, as selected pursuant to the provisions of the Project Operations Manual




Moderately Unsatisfactory

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The project has achieved and completed its initial objectives and activities. The project is rated Moderately Satisfactory for the DO as it has achieved and surpassed its PDO level targets. The IP rating is, at this stage, downgraded to Moderately Unsatisfactory due to the halt of activities since the extension of the closing date following the decision by the implementing agency to dismantle the Project Implementation Unit and appoint a new one, whose composition was officially communicated to the Bank in May 2018.

The project’s achievement of development objective is as follows: The project has benefitted 6,822 direct beneficiaries, of which 49% are women, against an initial target of 5,000 (40% women); it has provided micro-entrepreneurship training phase for 5,761 youth, of which 44% are women, against the initial target of 4,500 youth (40% women); finally, the number of youth entrepreneurs receiving post-creation support for at least 12 months is 2,813, with a preliminary estimate of 38.6% being women, against the target of 1,800 youth (and 40% women). In addition, 248 Youth facilities under the Ministry of Youth and Sports have played a key supportive role in both booth camps and in the training for young beneficiaries, of which 225 urban youth centers and 23 rural youth centers.

In March 2018, a request for a non-cost extension of the closing date was submitted by the implementing agency and approved by the MENA TF Steering Committee. The project’s closing date is now March 31, 2019. Due to exchange rate gains and some savings, the project has accumulated about 8 million Dirham which remain unallocated. The extension of the closing date, to be financed by available unallocated resources was requested to ensure the extension of post creation support for current beneficiaries, and the expansion of project post-creation support to beneficiaries of the Bank supported ASIMA and other projects. A detailed action plan and budget was submitted to the Bank which provided the basis for the extension of closing date. However, in April 2018, the implementing agency, Ministry of Youth and Sports, decided to dismantle the PIU and appoint a new one. The World Bank has requested the MYS to provide the necessary documentation regarding the structure and composition of the new PIU, the current fiduciary situation of the project as well as any other information that would allow the Bank to assess the capacity of the new PIU. The MYS has not yet provided the Bank with all the necessary information. Since October 2017, disbursements stand at 73%, the dismantling of the PIU has certainly contributed to the absence of recent disbursements

The data collection for the outcome evaluation was completed in January 2018 and the final draft of the evaluation will be available before August 2018. Preliminary findings arising from the outcome evaluation include:

1. The in-depth analysis of the quantitative data from the outcome evaluation highlighted factors that would assist in the creation of “successful” enterprises. More knowledgeable and engaged youth were more likely to create successful enterprises. Moreover, married and older participants were more likely to become entrepreneurs, while females were less likely to.

2. 92% of respondents who have succeeded and 87% of the ones who have not, fully agree or agree with the fact that the project taught them how to run a small

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business. Also, 52% of respondents who have succeeded fully agree or agree that the project helped them improve their business.

3. 65% of respondents who have succeeded in becoming entrepreneurs view the project as being very beneficial, compared to 52% of the participants who did not succeed in becoming entrepreneurs. The majority of the participants (59% of males and 57% of females) view the project as being very beneficial. Less than 6% of respondents claim that there were no benefits from the project.

C. Implementation Status of Components Component 1: Integrated Micro-entrepreneurship Support for Disadvantaged Youth in the Project AreasThis component provides a menu of non-financial support services to disadvantaged youth designed to facilitate the start-up and expansion of local youth-led micro-entrepreneurship. Aspiring and existing youth entrepreneurs have enrolled in the program based on defined eligibility criteria and benefitted from all training and support activities.

All partner groups - civil society associations - carried out their activities, with a focus on post-creation support to beneficiaries. Previous Rating: Moderately Satisfactory


Cost (US$): (Total: US$ 3,429,424; TF: US$ 2,956,400)

Sub-component 1.1: Market assessments: The 14 local associations have carried out local market assessments to identify the key sectors offering promising livelihood opportunities (as well as saturated markets), constraints of existing businesses and trades, and possibilities for creating new and upgrading existing micro-enterprises — for example, by fostering value chain integration or exploring stronger distribution channels. The assessments guide the micro-entrepreneurship development support services, allowing them to specialize in strategic sectors and professions and identify opportunities for non-traditional economic activities, especially for women.

Status of Implementation: All 14 associations have completed the markets assessments. Sub-component 1.2: Entrepreneurship trainingNational associations were contracted to provide a combination of skills needed to start and grow a business, including financial literacy (how to manage money and the use of financial services, such as savings and credit), behavioral and life skills (communication, goal setting and achievement, decision making, etc.), and business skills (market research, budgeting, etc.).

Status of Implementation: The project has achieved and surpassed the targets associated with the three PDO-level indicators, i.e. direct project beneficiaries who are taking part in the entrepreneurship training; direct project beneficiaries who successfully completed the entrepreneurship training; and youth micro-entrepreneurs who receive post-creation follow-up support for at least 12 months.

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The project has benefitted 6,822 direct beneficiaries, of which 49% are women, against an initial target of 5,000 (40% women); it has provided micro-entrepreneurship training phase for 5,761 youth, of which 44% are women, against the initial target of 4,500 youth (40% women); finally, the number of youth entrepreneurs receiving post-creation support for at least 12 months is 2,813, of which an estimated (preliminary) 38.6% are women against the target of 1,800 youth (40% women). In addition, 248 Youth facilities under the Ministry of Youth and Sports have played a key supportive role in both booth camps and in the training for young beneficiaries, of which 225 urban youth centers and 23 rural youth centers.

Sub-component 1.3: Post-creation business development support:A sub-set of 1,800 participants will be eligible for ongoing business development services from local implementing organizations to help them sustain and grow their business. This will include mentoring, access to physical space that can be used by for production and/or distribution, and assistance with access to markets.

Status of Implementation: Overall, more than 4,500 youth have benefitted from the project in terms of support received to legally register micro-enterprises, as self-employed (auto-entrepreneur), or cooperative, or SARL (Société a Responsabilite Limitee), or SNC (Société au Nom Collectif). As of February 2018, 2,813 youth micro-entrepreneurs have received mentoring and coaching within the framework of the post-creation support phase for at least 12 months.

Component 2: Institutional Capacity BuildingThis component provides all the auxiliary support services necessary to successfully implement Component 1, including product and curricula development, strengthening institutional capacity for service delivery, and capacity building to recipient agencies and local entities. The institutional capacity building has been provided through competitively selected international service providers (private sector firm) under the coordination of the recipient agency and the project management unit. The component includes the following activities which are being procured under a single contract.



Cost (US$): (Total: US$ 943,428; TF: US$ 813,300)

Sub-component 2.1: Development of training tools and curricula: Based on national and international training curricula and other micro-enterprise support tools, minimum standards for the delivery of the services offered under Component 1 will be established and existing materials adapted to make them suitable for the project.

Status of Implementation: Training tools and curricula have been developed by the firm MSI, building on its global experience in this field. The training materials have been used and this activity is complete. Sub-component 2.2: Institutional capacity building for service delivery: Under this sub-component the project will also provide technical assistance and strategic advice to NGOs and youth-friendly services on the local level so that they can deliver the integrated services efficiently and effectively. This includes capacity building on the content, curricula, and methods of the training and post-creation support provided, strengthening organizational functions of local organizations (Budgeting, Reporting, Financing, etc.), and enhancing the capacity of civil servants in Youth and Women Centers managed by the MYS on outreach and programming.

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Status of Implementation: This activity has been completed with 251 trained youth professionals as of December 2016.Sub-component 2.3: Capacity building to recipient agency and local governments: Targeting public officials at central and provincial levels (especially civil servants of the MYS, other interested entities and provincial governments, as needed) the project will provide training on territorial planning and outreach of youth-focused programs, support the participation in specialized trainings and workshops on youth employment and entrepreneurship, and support the integration of lessons for future scaling up.

Status of Implementation: This activity has begun in December 2014 and so far 201 civil servants have been trained (i.e. 80% of the planned 250 personnel). Sub-component 2.4 : Capacity building on Monitoring and Evaluation (M&E): The technical assistance covers training and coaching in M&E to ensure that quality data is collected as part of program implementation.Status of Implementation: This activity began in June 2014 and included a series of M&E training workshops for the PMU with training events in September 2014, January 2015, and May 2015. The PIU has developed strong capacity for project monitoring and is submitting high quality progress reports on a timely basis. An innovative M&E platform (intilakajadida.org) was developed and is available on line, and is proving to be useful in tracking project results and identifying bottlenecks.

Component 3: Project Management and Monitoring A Project Implementation Unit (PIU) is responsible for overall coordination and implementation of the project. Key responsibilities include national and regional coordination, procurement, financial management, monitoring and evaluation, communication and knowledge management, formalizing partnerships, as well as the selection and oversight of local implementing organizations and service providers. Gender balance is ensured within the PIU in order to facilitate the reaching of target values for young female beneficiaries. The project draws on several complementary monitoring and evaluation tools, including process and impact evaluation. The expenditures financed by this component primarily include consultant salaries for the PIU consultants, transportation and office operating costs, the Information Technology (IT) system for project monitoring, external audits and periodic assessments, as well as consultant fees and data collection for an impact evaluation.Previous Rating: Moderately Satisfactory

Current Rating: Moderately Unsatisfactory

Cost (US$): (Total: US$ 1,276,000; TF: US$ 1,100,000)

Sub-component 3.1: Project Management The PMU is to be staffed with one Project Coordinator, one Procurement Specialist, one Financial Management Specialist, one M&E Specialist, and two Regional Coordinators.

Status of Implementation: In April 2018, the implementing agency, Ministry of Youth and Sports, decided to dismantle the PIU and appoint a new one. The World Bank has requested the MYS to provide the necessary documentation regarding the structure and composition of the new PIU, the current fiduciary situation of the project as well as any other information that would allow the Bank to assess the capacity of the new PIU. The MYS has not yet provided the Bank with all the necessary information.

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Sub-component 3.2: M&E: The outcome evaluation started on November 9 2017 with a kick-off event at the Ministry of Youth and Sports (MYS) and the participation of Master Associations' (MAs) representatives. Status of Implementation: Until March 2018, the PIU submitted regular and high-quality progress reports. All activities are under implementation. The outcome evaluation will be completed before the end of July 2018.

D. Disbursements of Transition Fund Funds for Direct Project Activities Country-

Execution (US$)

(x)


(US$)

(y)

Total (US$)


5,000,000 0 5,000,000


5,000,000 0 5,000,000


3,646,240 0 3,646,240

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)Year Jan-June Jul-Dec Total by Year End2013 0.00 0.00 0.002014 544,735.00 0.00 544,735.002015 566,076.63 566,076.63 1,132,153.26 2016 873,853.59 873,853.59 1,747,707.192017 536,471.63 440,460.26 976,931.892018 1,350,000.00 1,350,000.00


Disbursed Available Total500,000 0 500,000

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Project Development Objective (PDO): The objective of the Project is to provide Beneficiaries in the Project Areas with access to micro-entrepreneurship development services. "Beneficiary" means a disadvantaged man or woman between the ages of 18 and 29 who is aspiring to be or is an entrepreneur with secondary education or less, as selected pursuant to the provisions of the POM.


Unit of Measure Baseline

Actuals

Cumulative

Target Values*

*

Frequency

Data Source/

Methodology



definition etc.)

Sept 2013

– Aug 2014

A

Sept 2014

– Aug 2015

A

Sept 2015

– Aug 2016

A

Sept 2016 – August 2017

A

Sept 2017 –June 2018

A

Sept 2017 – Mar 2018

F

Indicator One:Direct project beneficiaries of which female (percent), who participate in the training in entrepreneurship

Number0 0 0 2522 5656 6822 5000

Quarterly Monitoring tool

Implementing Agency

Defined as those who attend entrepreneurship trainingFemale

percent0% - - 50.4% 44% 49% 40%

Indicator Two: Direct project beneficiaries of which female (percent), who successfully complete entrepreneurship training

Number 0 0 0 2522 5610 5,7614500

Quarterly Monitoring tool

Implementing Agency

Training Certification issued based on assessment of acquired life, financial & business skills, and attendance of each participant (target: 90%)

Female Percent

0% - - 50.4% 43% 44%40%

Indicator Three:Youth micro-entrepreneurs who receive post-creation follow-up support for at least 12 months (number), of which

Number 0 0 0 0 0 2813 1800 Quarterly Monitoring tool

Implementing Agency

40% of the certified youth are expected to receive follow-up support

Female Percent

0% - - - - 38.6%****

40%

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female (percentage).

*** Due diligence has been performed by the PIU team that double checked all data entered into the project online platform: duplicated data have been removed and wrong data have been corrected with the technical assistance of MSI and inputs provided by the Master Associations.

**** With reference to the third PDO indicator, 2813 young people have received post-creation follow-up support for at least 12 months. Gender disaggregation for this specific indicator is not yet available; percentage given is an estimate based on preliminary numbers.

INTERMEDIATE RESULTSIntermediate Result (Component 1): Youth beneficiaries receive quality entrepreneurship support services

Direct project beneficiaries (number) of which female (percent), participating in pre-identification

Number (total)

0 0 29331 11024 13293 10000 Quarterl

yMonitorin

g Tool


Participation in BootcampPercentage

(female)0% - 47.8% 47% 46% 40%

Direct project beneficiaries (number) of which female (percent), who complete a business plan

Number (total)

0 0 0 250 4739 4500

Quarterly

Monitoring Tool


Business Plan

viability will be assessed (target: 90%

of total)

Percentage (female)

0% - - 36% 42% 40%

Participants who rate the quality of the training package as useful and very useful

Percentage 0% - - 85% 84% 80%Quarterly

Monitoring Tool, Evaluation Sheets


Beneficiaries who evaluate the post-creation follow-up support as useful and very useful

Percentage 0% - - - - 80%Quarterly

Monitoring Tool, Evaluation Sheets


Intermediate Result (Component 2): Implementing organizations and public authorities participate in the institutional capacity building

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Trained Youth Professionals (number) at implementing NGOs/CBOs providing training and support to youth, of which female (%)

Number 0 221 204 251 200

Quarterly

Monitoring Tool


Percentage (female)

0% - 33.9% 41% 42% 50%

Public officials at the central and local level trained by the program Number 0 0 176 201 201 250

Quarterly

Participation sheets

Regional

coordinators

incl. Staff of MSJ, Maisons de Jeunes, Foyer Feminins

Intermediate Result (Component 3): Quality project management and M&E in place

Timely submission of monitoring reports Yes/No 0 4 8 12 11

(June ISR)

ISR End Target is 12

Quarterly

Project records PMU

Impact Evaluation carried out Yes/No Baseline survey

Evaluation and survey design

Baseline survey schedul

es; question

naire tested

Baseline survey

ongoing; Follow-

up Tracking

An Outcome Evaluation is being finalized, replacing the initial implementing an Impact Evaluation. Outcome Evaluation ToR developed and shared with the client.

End of Project

survey & report

Baseline

Survey before project

start

Household Survey

Data

Survey Firm,

Principal

Investigator

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Strengthening Parliamentary Accountability and OversightA. Basic Project Information

Activity Name: STRENGTHENING PARLIAMENTARY ACCOUNTABILITY AND OVERSIGHT IN MOROCCOCountry Name: Morocco Name of Implementation Support

Agency(ies): The World BankName of ISA Project Leader: Anne-Lucie Lefebvre


Recipient Entity: Parliament of Morocco Name and Email of Recipient Entity Contact: Chafik Rachadi

Total Amount Approved by the Transition Fund (US$): 4 million

Additional Funds Leveraged and Source(s), if any (US$): 350,000 House of Representatives of Morocco


Steering Committee Approval Date: December 8, 2015

Project Implementation Start Date:January 1 2016

Project Closing Date:December 31, 2018





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Project Development Objective: The Project Development Objective is to contribute to enhanced legislative oversight and establishing mechanisms for public engagement with Parliament.

The program, will achieve these objectives by (i) supporting open parliament in the area of public access to information and strengthening avenues for public engagement; (ii) improving parliamentary budget oversight linked to budget analysis and the newly adopted performance based budgeting approach to increase accountability, and (iii) reinforcing knowledge development and dissemination of the value and impact of ongoing reforms among citizens and civil society.





Brief Summary of Project Implementation Status: Substantial progress was achieved during the period covered by the report. The Access to information (ATI) legislation was approved by Parliament in February 2018 and will be enacted as of March 2019. The parliamentary Petition Commission was established in June 2018. Training of MPs in performance-based budgeting is completed.

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Development of training modules and selection of participants

Firm/Recipient entity, ISA

9/29/2017 (COMPLETED)

Identification and recruitment of petitions trainers through institute

ISA/Recipient entity

9/3/2018

Technical assistance support on internal regulations of parliament on petitions

ISA/Recipient entity

3/31/2018

C. Implementation Status of Components Component 1: Open Parliament Activities under this component aim to support the development of a strong, open and accountable parliament through enhancing citizen participation in public policy making and improving access to information. The program will include policy guidance and capacity building relating to the establishment of a parliamentary petitions system in line with the newly adopted organic petitions law, which implicates Parliament directly. Support will also be provided on access to information, a key innovative reform taking place in Morocco. The access to information law will be adopted in the coming months. Capacity building on access to information will be focused on the development of training guidelines as well as the development and implementation of an institution-wide training program linked to the implementation of this reform.



Cost (US$): 2,255,000

Sub-component 1.1: Public PetitionsThis support includes technical assistance and policy advice, training of trainers, twinning arrangements, development of an e-petitions portal, information and communication strategy support and outreach with civil society.

Status of Implementation: The organic law No. 44-14 on petitions was adopted in August 2016. Parliament also adopted bylaws which integrates petitions clause. The members of the parliamentary petition commission we confirmed at the end of June 2018 and the commission is starting to work.Sub-component 1.2: Access to InformationSupport to Development of an information and communication strategy, development of guidelines and training modules, training of trainers, development of information systems and the update and reform of the archiving and record management system within Parliament.

Status of Implementation: The access to information (ATI) legislation was approved in February 2018 and will be enacted as of March 2019. The development of a communication strategy, guidelines, training modules and the information management systems is just starting.

Component 2: Parliamentary Budget Oversight Activities under this component support the institutionalization of a well-designed training program in line with budget reforms underway. Technical assistance and training will be provided to the Parliamentary team and an academic institution tasked with ensuring the continuity of this capacity building program past the program duration. Previous Rating: Current Rating: Cost (US$): 1,100,000

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Satisfactory SatisfactorySub-component 2.1: Performance based budgetingSpecific activities include training of trainers of performance based budgeting, technical assistance and coaching, and support on performance program evaluation

Status of Implementation: Technical expertise to support this activity is mobilized. Training modules in this area were developed in addition to background reference documents on the scope of the reform and the subsequent role of Parliament were shared with new MPs after parliamentary elections (October 2016). 55 MPs were initially trained in November 2017. Training focused on the role of Parliament in the context of the roll-out of performance budgeting introduced by the 2016 Organic Budget Law. The training sessions focused also on the preparation of the 2018 Budget Law presented by programs for the first time. For the second part of the implementation of the training module (January-February 2018), priority was given to the two committees of the House of Representatives, respectively in charge of Finance and Economic Growth and Public Finance Oversight. 160 MPs attended four training sessions. For the third part of the implementation of the training module, 84 parliamentarians and 8 executives, as well as 160 administrative staff were trained. The module was rolled out in 6 sessions during in May and June 2018. The focus of the two training programs covered different aspects of the new Organic Finance Law, as well as the introduction new concepts, such as, the legal working documents analysis and the budget review. The trainees enhanced their skills by mastering the new concepts of public finances, new budget practices, and budget analysis and evaluation tools at retrospective and prospective levels. Sub-component 2.2: Budget OversightSupport on training of trainers on report writing for finance committee staff, training of trainers on the budget cycle and budget analysis, and development of a budget and performance review website

Status of Implementation: Technical expertise in this area is mobilized and training modules are available. Training sessions started in January and were completed by end of July 2018.

Component 3: Knowledge Development and DisseminationActivities under this component are linked directly to the overarching policy reforms underway in Morocco, including broad cross-cutting reforms such as access to information, public petitions and performance based budgeting. The knowledge development and dissemination activities linked to this component will focus on strategic information and communication support to strengthen awareness of citizens and civil society in regards to reform implementation, and will aim to contextualize the policy dialogue on these broad reform areas where relevant. This component will also reinforce the demand side which will determine the success of reforms, such as is relevant for reforms on public access to information and public petitions.



Cost (US$): 495,000

Sub-component 3.1: Knowledge Development and DisseminationActivities under this component are linked directly to the overarching policy reforms underway in Morocco, including broad cross-cutting reforms such as access to information, public petitions and performance based budgeting. The knowledge development and dissemination activities linked to this component will focus on strategic information and communication support to strengthen awareness of citizens and civil society in regards to reform implementation, and will aim to contextualize the policy dialogue on these broad reform areas where relevant. This component will also reinforce the demand side which will determine the success of reforms, such as is relevant for reforms on public access to information and public petitions.

Status of Implementation: No specific activities took place under this component during the period covered by the Report. However, the newly established Petition Commission is planning a petition study tour to Canada (Federal parliament in Ottawa & Quebec provincial parliament); and to the European Parliament in Brussels in September 2018.

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D. Disbursements of Transition Fund Funds for Direct Project Activities Country-

Execution (US$)

(x)


(y)

Total (US$)


3,500,000 3,500,000


3,500,000 3,500,000


605,643 605,643


Year Jan-June Jul-Dec Total by Year End2016 410,000 1,000,000 1,410,0002017 500,000 840,000 1,340,0002018 600,000 650,000 1,250,000

F. Disbursements of Funds for Indirect Costs (US$)Disbursed Available Total500,000 0 500,000

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Fund Level Results Indicators* Unit of Measure Baseline


Frequency Data Source/Methodology


Collection


etc.)Jan-Dec 2016A

Jan-Dec 2017A

Jan-Dec 2018F

Pillar 3 Development Objective/Impact: Enhanced economic governance including improvements in transparency, anti-corruption, accountability, asset recovery, public financial management and oversight, public sector audit and evaluation, integrity, procurement reform, regulatory quality and administrative simplification, investor and consumer protection, access to economic data and information, management of environmental and social impacts, capacity of local government, decentralization, establishing partnerships with entities such as Open government, public service delivery in social and infrastructure sectors and banking systems as well as support for the emergence of new and innovative government agencies related to new transitional reforms Fund Level Indicator One:

Specific/special stakeholder groups engaged and empowered

Number of CSOs engaged and empowered in public policy

N/A 0CSOs

A Not yet applicable

0 CSOs

A Not yet applicable (e-petitions platform not developed yet)

35 CSOs Annual Parliament’s e-Petitions platform

WB and clientCSOs, women or youth groups engaged by the local government in the form of partnerships aimed at increasing the involvement of these groups in public policy

Cross Pillar 5 Development Objective/Impact: Results produced in the form of documents produced and endorsed, decrees issued, structures established and public sector staff trained across the four pillars Fund Level Indicator Two:

MPs and staff trained Number of MPs and staff trained

65 Number of MPs and staff trained increased by 25%

A 90

Number of MPs and staff trained increased by 45%

A 145 MPs were trained in program budgeting in the context of the preparation of the 2018 Budget Law.

Number of MPs and staff trained increased by 60%

Annual Evaluation by the WB and Parliament project team

WB and client MPs and staff received training in various thematic areas to improve their capacity for better legislative oversight

Project Development Objective (PDO): The Project Development Objective is to contribute to enhanced budget oversight and systematic public engagement within Parliament.

PDO Level Results Indicators* Unit of Measure Baseline

Cumulative Target Values**Frequency Data Source/

Methodology


Collection


etc.)YR 1 YR 2 YR3

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PDO Level Indicator One:

Enhanced budget oversight functions

Percentage of finance committee MPs and staff expressing increased competency in budget oversight;

N/A 45%

A 40

60%


75%


8 Executives and 160 Executive staff were also trained.

Annual Qualitative surveys conducted through the project

WB and client Strength of budget oversight by the legislature in Morocco

PDO Level Indicator Two:

Systematic public engagement processes increased

Number of parliamentary public engagement processes effectively formalized

N/A1 bylaw integrating parliamentary petitions + e-Petitions portal implemented in line with organic petitions law

A Not yet finalized

1 bylaw on petitions + guidelines on parliamentary petitions procedures + e-Petitions portal implemented in line with organic petitions law

A Bylaws were revised by Parliament to incorporate petitions reform (October 2013); including the establishment of a Parliamentary Petition Commission.

1 bylaw on petitions + guidelines on parliamentary petitions procedures implemented in line with organic petitions law

A Bylaws were revised by Parliament to incorporate petitions reform (October 2013); including the establishment of a Parliamentary Petition Commission. Members of

Annual Parliament M&E system; Parliament ICT portal

WB and client Parliamentary bylaws and guidelines implemented in line with organic petitions law; establishment of e-Petitions portal in line with parliamentary procedure

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However, members of the Commission have yet to be nominated.

the Commission nominated at the end of June 2018.

INTERMEDIATE RESULTSIntermediate Result (Component One): Open ParliamentIntermediate Result indicator One:

Parliamentary petitions system developed in line with organic petitions law

Percentage of petitions responded to in a timely manner (i.e. in line with legal provision);

N/A 30% of petitions responded to in a timely manner (disaggregated by gender)

A Petitions process not yet in place.

50% of petitions responded to in a timely manner (disaggregated by gender)

A Petitions process not yet in place in the absence of a functioning Parliamentary Petition Commission.

75% of petitions responded to in a timely manner (disaggregated by gender)

A Petitions process not yet in place. The Parliamentary Petition Commission was only established at the end of June 2018.

Annual e-Petitions portal M&E system; qualitative survey conducted for written submissions

WB and client Evaluation of the effectiveness of formalized petitions procedure in line with new organic petitions law

Intermediate Result indicator Two:

Support to the establishment of parliamentary ATI process

Percentage of users satisfied with response to their ATI request

N/A30% of users satisfied with response to ATI request(disaggregated by gender)

A ATI system not yet in place

50% of users satisfied with response to ATI request(disaggregated by gender)

A ATI system not yet in place. ATI legislation pending clearance from the Chamber of Representative

75% of users satisfied with response to ATI request (disaggregated by gender)

A ATI legislation approved by Parliament in February 2018.

Annual Parliament ICT portal and written ATI requests submitted to committees

WB and client Evaluation of the satisfaction of formalized ATI procedure by citizens in line with new right to information legislation

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s since July 2016.

Intermediate Result (Component Two): Parliamentary Budget OversightIntermediate Result indicator One:

Improved capacity of MPs and staff on budget oversight

Percentage of participants with increased technical capacity on budget oversight assessed through qualitative surveys

N/A 45% of participants express increased technical capacity on budget oversight (disaggregated by gender)

A 40% (15% female)

60% of participants express increased technical capacity on budget oversight (disaggregated by gender)

A Indicator not document during the period covered by the report.

75% of participants express increased technical capacity on budget oversight functions (disaggregated by gender)

A Indicator not document during the period covered by the report.


WB and client Assessment of increased capacity of MPs and staff on budget oversight as a result of program

Intermediate Result indicator Two:

Parliamentary review of ministerial performance projects and reports conducted

Percentage of annual assessments of ministerial performance plans published before vote of the budget law

N/A 50% of annual assessments of performance plans published

A Not yet completed

75% of annual assessments of performance plans published

A Not yet completed

100% of annual assessments of performance plans published

A Not yet completed

Every legislative cycle

Evaluation by the project team and finance committee

WB and client Assessment of capacity to effectively engage in review of performance projects and reports

Intermediate Result indicator Three:

Significant social programs undergo parliamentary review

Reviews of significant social program completed

N/A Test of the program evaluations conducted

A In progress

One significant social program has been evaluated

A In progress. The social protection program is currently under review.

Two significant social or agriculture program has been evaluated

A The review of the social protection program is completed.

Annual Evaluation by the project team and finance committee

WB and client Assessment of capacity to review complex programs through performance based approach

Intermediate Result (Component Three): Knowledge Development and DisseminationIntermediate Result indicator One:

Percentage of respondents

N/A 45% of participants

60% of participants

75% of participants

Annual Qualitative surveys

WB and client Evaluation of the awareness of ATI

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Improved awareness on petition and ATI reforms

expressing increased awareness

express increased awareness of parliamentary public engagement initiatives (disaggregated by gender)

A 47% (20% female)


A New surveys have not been conducted.



conducted through the project

procedure by citizens in line with new right to information legislation

Intermediate Result indicator Two: Improved citizen satisfaction with Parliament-CSO relations

Citizen satisfaction with Parliament-CSO relations increased through beneficiary feedback mechanism

N/A 45% of respondents express positive attitude towards exchanges between Parliament and CSOs (disaggregated by gender)

A Not yet applicable

65% of respondents express positive attitude towards exchanges between Parliament and CSOs (disaggregated by gender)


75% of participants express positive attitude towards exchanges between Parliament and CSOs (disaggregated by gender)



WB and client Assessment of parliamentary – CSO engagement mechanisms and their effectiveness

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Youth in Public Life: Open & Inclusive Youth Engagement – Morocco Activities

A. Basic Project InformationActivity Name: Youth in public life: Towards open and inclusive youth engagementCountry Name: Morocco Name of Implementation Support

Agency(ies): OECDName of ISA Project Leader: Nicolas Pinaud; Miriam Allam

Email of ISA Project Leader: [email protected] ; [email protected]

Recipient Entity: Ministry of Youth and Sports (MoYS)

Name and Email of Recipient Entity Contact: Ms. Nadia Benali, Secretary General, Ministry of Youth and Sports


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







Secondary Pillar(s): Investing in Sustainable GrowthInvesting in Sustainable GrowthInclusive Development and Job CreationInvesting in Sustainable GrowthCompetitiveness and Integration


Project Development Objective: The project will support Morocco in building stronger mechanisms for youth engagement and mainstreaming their considerations in public life.The project will work towards the realization of the objective by: (i) supporting the implementation of the national youth policy across the different levels of government; (ii) strengthening the institutional and legal framework for youth engagement and representation in public life; and (iii) fostering a more systematic and inclusive dialogue between public officials and youth associations.The project will benefit from OECD expertise and OECD Member countries’ experience as well as good practices and lessons learned from Tunisia and Jordan

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that are part of this regional project.Rating for progress towards achievement of objective:

Satisfactory


Satisfactory


General progress and specific outcomes

The change in leadership in the Ministry of Youth (both the Secretary General and the Head of the Youth Directorate) and the delay in nominating the latter have posed certain challenges to the implementation of the project. The implementation of the Integrated Youth National Strategy is currently on hold and a new national youth policy is being developed following the King’s speech in October 2018. In parallel, the preparation of a sectoral youth strategy for the Ministry of Youth and Sports is also ongoing. The OECD closely followed development on the ground and deepened its discussions with the ad interim Director of Youth, Mr. Jamal Shaimi.

In the framework of the annual Steering Group Meeting of the MENA-OECD Initiative, held on 19 March 2018 in Paris, the OECD organised a side-event on 20 March 2018 to bring together the project focal points from Jordan, Morocco and Tunisia to discuss the achievements of this collaboration and to jointly identify the way forward. This session provided an occasion to discuss the work plan of activities 2018-19 for each country as well as the venue, tentative date and thematic focus of the second regional conference. The meeting was also the opportunity to present the MENA Youth questionnaire which was sent to Ministries of Youth and line ministries to complete the fact-finding process on 4 June.

The online survey was sent to Ministries of Youth and Line Ministries in Morocco, Tunisia and Jordan to explore the role of governments to engage and empower young people in public life. The data collected through the surveys will feed into the Morocco Youth Governance Review and complement information presented in the draft regional report (2018) “Youth engagement and empowerment in Jordan, Morocco and Tunisia”. Findings from the answers submitted to the survey will be discussed at the second regional youth conference which will take place in October/November 2018 in Tunisia.

Component 1 is delivering with good results and is expected to be completed by the end of 2018. The remaining challenge relates to the status of the Integrated National Youth Strategy that was put on hold. Progress is being achieved thanks to constant communication with the Ministry of Youth in this regard in order to ensure full alignment and synergies based on the Government’s priorities and to guarantee the efficient implementation of the new strategy. The role of local youth institutions in the implementation of the new strategy at the sub-national level will be a key topic of forthcoming activities. Components 2 and 3 are in progress. Activities on the implementation of the recently created Conseil Consultatif de la Jeunesse et de l’Action Associative and

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http://www.oecd.org/mena/governance/youth-engagement-and-empowerment-report.pdf

http://www.oecd.org/mena/governance/youth-engagement-and-empowerment-report.pdf

on youth participatory approaches at the local level will be organised in the following months. The second regional conference will be organised by the end of the year.

Donor coordination

The OECD is continually engaged in a strong coordination with UN and other international organisations currently working on youth-related areas in Morocco. The OECD is part of the Groupe Thématique Jeunesse, which gathers representatives from UNESCO, UNICEF, MIO, ILO, UNFPA, UN Women and UNDP. The collaboration through this Group is instrumental in guaranteeing exchange of key information on ongoing projects and in ensuring alignment based on the country’s needs in this area. The OECD attended by phone the Groupe Thématique Jeunesse meeting held in Rabat and organised by UNESCO in February 2018.

Coordination with OECD Committees and member countries

The project is aligned with the strategic priorities identified by the OECD bodies, most notably the Public Governance Committee (PGC). Progress on the achievements of this project is reported twice a year to the PGC.

Participation in the MENA-OECD regional dialogue

A Youth Circle was organised as part of the 6th World Government Summit on 11 February 2018 in Dubai that brought together 100 Arab youth pioneers to identify challenges and relevant solutions to youth participation in public life. Together with the UAE Minister of Youth and the OECD Secretary General, young pioneers from Morocco, Jordan, and Tunisia participated in this event, including the youngest mayor in Jordan.

In the context of the 2018 OECD Integrity Week, a special session entitled “Youth and Integrity in MENA and OECD Countries” session was organised on 27 March in Paris. The meeting brought together policy practitioners from MENA and OECD countries to engage in a policy dialogue on integrity and preventing corruption focusing on the impact of corruption on young people and the public policies needed to strengthen youth capacities to fight corruption.



Activity at the local level on strengthening youth participatory approaches through the public governance lens and Steering Committee meeting (Sub-component 3.1)

The OECD/ Project Working Group

July/August 2018

The MoY and line ministries are expected to Ministry of Youth 7/30/2018

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submit their answers to the questionnaires to conclude the fact-finding process for the OECD Youth Governance Review of Morocco (Sub-component 1.1)

and line ministries

2nd regional conference (Sub-component 2.2) to be held in Tunis


October/November 2018

Seminar to support the Government in fostering vertical and horizontal institutional coordination, notably through the involvement of the members of the future Conseil Consultatif de la Jeunesse et de l’Action Associative (Sub-component 2.1)


October/November 2018

Presentation of the OECD Youth Governance Review (Sub-component 1.1)


End of 2018

C. Implementation Status of Components

Component 1: Supporting the implementation of the National Youth Strategy 2015-30 across the different levels of government. Previous Rating: Satisfactory


Cost (US$): $ 507 879

Sub-component 1.1: Strategic mapping of Morocco’s public governance framework to implement the Integrated National Youth Strategy 2015-30

Status of Implementation: Ongoing

The OECD Youth Governance Review of Morocco is in the process of being finalized. The Ministry of Youth and Sports and line ministries were invited to send their answers to an online survey by 30 July 2018 which will close remaining evidence gaps. The Review will build on good practice examples and lessons learned from the 35 OECD member countries as presented in the OECD Youth Stocktaking report, the first of its kind to take stock of what it takes for governments and public administrations to deliver policies and services that are responsive to youth needs and create spaces for meaningful youth participation.

In parallel, to further consolidate the findings from the Discussion Papers for Jordan, Morocco and Tunisia and allow for a comparative analysis of the governance challenges and opportunities to engage and empower youth, the OECD elaborated the regional report “Youth Engagement and Empowerment in Jordan, Morocco and Tunisia”. It provides a comparative analysis across eight priority themes:

1. Towards National Integrated Youth Strategies 2. Strengthening the formal body responsible for coordinating youth policy

and inter-ministerial coordination

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http://www.oecd.org/gov/youth-stocktaking-report.htm

3. Tools for integrating a youth perspective in policy formulation and service design

4. Youth engagement in public and political life 5. Addressing the double challenge faced by young women 6. Reinforcing coordination across central and subnational levels and

leveraging decentralisation reforms 7. Restructuring and building capacities across local youth centres 8. Open government tools and mechanisms to support youth engagement

The draft report was presented on the occasion of the annual Steering Group meeting of the MENA-OECD Initiative, held on 19 March 2018 in Paris.

Sub-component 1.2: Capacity building activities to promote an integrated and coherent youth strategy

Status of Implementation: A first seminar was organized on 13 March 2017 and reported on in the previous report. The role of local youth institutions in the implementation of the national strategy and their coordination with central authorities will be part of core discussions in the framework of forthcoming activities at sub-national level.

Sub-component 1.3: Regional conference for MENA countries (in particular MOR, TUN, JOR) on the formulation and implementation of national youth strategies

Status of Implementation: Completed

In cooperation with the Ministry of Youth and Sports in Morocco, the OECD organised the first regional conference on the theme “Bringing youth closer to public life” in Rabat, on 3-4 October 2017. The conference was opened by the Minister of Youth and Sports in Morocco, Mr. Rachid Talbi Alami, OECD Deputy Secretary General, Ms. Mari Kiviniemi, and the Tunisian Secretary of State in charge of Youth, Mr. Abdelkoddous Saadaoui. G7 countries were represented in the opening session by the Ambassador of Canada to Morocco, Ms. Natalie Dubé. The conference brought together more than 120 representatives from youth associations, officials from ministries of youth and line ministries and local elected officials from 6 OECD (i.e. Germany, Finland, France, United Kingdom, Slovenia and Portugal) and 6 MENA economies (i.e. Jordan, Morocco, Tunisia, Palestinian Authority, Lebanon, Kuwait) along with various UN agencies (i.e. UNESCO, USAID, UNICEF, UNDP, UNFPA), the EU and the European Youth Forum. Spain, Germany, Sweden, Norway, Turkey, and Mexico attended the conference at Ambassador level. The main recommendations collected throughout the two-day conference were compiled in the “Rabat conclusions” which defines the thematic agenda for the upcoming months. For further information please see December 2017 report.

Component 2: Strengthening the institutional and legal framework for youth

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http://www.oecd.org/mena/governance/regional-conference-youth-public-life.htm

http://www.oecd.org/mena/governance/regional-conference-youth-public-life.htm

engagement and representation in public life. Previous Rating: Satisfactory


Cost (US$): 321,601

Sub-component 2.1: Capacity building activities to support the effective implementation of youth councils at the different levels of government

Status of Implementation: N/A- The date and exact topic of the activities will be agreed upon with the Project Working Group in due course.

During the regional conference in Rabat, a session was held on “National Youth Councils: Composition, Mandate and Influence”, on 4 October 2017. It focused on the Moroccan model of the National Youth and Associative Action Council. The different experiences that were presented by OECD countries (e.g. Germany, France) were essential to better identify the wide variety of forms, functions and composition of such bodies. The countries also highlighted the importance to take into consideration youth needs that can widely vary within the country, particularly taking into consideration regional differences.

Discussions with the new Director of Youth of the Ministry of Youth and Sports of Morocco led to the preparation of an action plan for the project’s activities, based on the Ministry’s priorities and institutional needs. This includes a seminar to support the Government in fostering vertical and horizontal institutional coordination, notably through the involvement of the members of the future Conseil Consultatif de la Jeunesse et de l’Action Associative.

Sub-component 2.2: Regional conference for MENA countries (in particular MOR, TUN, JOR) on the institutional and legal framework for inclusive youth engagement in public life.

Status of Implementation: The second regional conference is expected to take place in October/November 2018 in Tunis and will focus on the institutional and legal frameworks for effective Youth engagement.. Detailed topics of the Conference will be identified by the Project Working Group.

Component 3: Fostering a more systematic and inclusive dialogue between public officials and youth associations on public governance reforms.Previous Rating: Satisfactory


Cost (US$): $ 379,250

Sub-component 3.1: Capacity building activities to disseminate innovative tools, mechanisms and channels for youth engagement


Discussions with the new Director of Youth of the Ministry of Youth and Sports of Morocco led to the preparation of an action plan for the project’s activities, based on the Ministry’s new priorities and institutional needs. This includes an activity at the local level, and organised jointly with UNESCO, to strengthen youth participatory approaches through the public governance lens. Based on the good

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practices from OECD member countries and MENA countries, this activity will focus on Moroccan youth’s engagement capacities and public participation at the local level. This could take the form of one-day interactive seminar in collaboration with a Youth House in order to present participation tools and mechanisms to young Moroccans.

This will also be the opportunity to gather the Steering Committee meeting in order to present main findings from the fact-finding missions and to ensure coordination in the preparation of the project’s next steps and activities.

Sub-component 3.2: Good practice guide to engage youth through innovative forms of participation in policy-making and public governance


In collaboration with OECD peers from Belgium, Québec, France, Germany, Slovenia, Sweden and the UK and PGC delegates from all OECD countries, good practices for young people to engage through innovative forms and channels have been identified – some of which were also highlighted in the OECD Youth Stocktaking report. Specific intersections with youth engagement in open government national action plans and a focus on how institutional communication can support engagement have been identified as key areas of focus for this guide. Good practices have also been identified from the results of the survey on youth centres/Maison de jeunesse which was prepared for the first regional conference held in Rabat in 2017.

Sub-component 3.3: Regional dialogue on innovative forms of youth engagement in policy-making and public governance

Status of Implementation: The third regional conference will take place in May/June 2019 (tbc) and will be hosted by Jordan. The exact topics of the Conference will be identified by the Project Working Group.


Country-Execution (US$)

(x)


(US$)(y)

Total (US$)


OECD: 1,208,730 USD

OECD: 1,208,730 USD

Amount Received from Trustee (b): OECD: 316,687

USD

OECD: 316,687 USD


OECD: 400,545 USD

OECD: 400,545

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USD


Year Jan-June Jul-Dec Total by Year End

2018 OECD: 270,000 USD

OECD: 270,000 USD

2019 OECD: 270,000 USD

OECD: 268,185 USD

OECD: 538,185 USD


Disbursed (US$) Available (US$) Total (US$)OECD: 81,270 USD OECD: 0 USD OECD: 81,270 USD

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Project Development Objective (PDO): Support Morocco in building stronger mechanisms for youth engagement and mainstreaming their considerations in public


Unit of Measure

Baseline


Frequency

Data Source/Methodology



etc.)YR1 09/2016

– 08/2017

A

YR2 09/2017

– 08/2018

A

YR3 09/2018

– 08/2019

FIndicator One: Number of Studies, assessments, reports, action plans, roadmaps, models of good practices or frameworks endorsed

Nr. of reports 0 1* 1 2 Annually Progress Report

Project Implementation Team (PIT)

This will include one OECD Review and one good practice guide. *A discussion paper was prepared and will form the core basis of the Review.

Indicator Two: Number of CSOs, women or youth groups engaged and empowered by the local government

Quantitative 0 0 2 (F)

3 (A) 4 Annually Progress Report PIT

Number of youth associations engaged in processes of public consultation / decision-making at the local level: 2 youth-led associations from Morocco shared good practices from their work at local level in the workshop on Youth participation at local level, organised in the framework of Med-Uni in Tunisia (Action Jeunesse FMAS and Institut Prometheus pour la Démocratie et les Droits Humains). The association Tafra participated to the special session on Youth and integrity held in OECD headquarters.

Indicator Three: Number of national institutions, regions, municipalities and youth associations mobilized in youth engagement in public life.

Quantitative

0 0 5 (F)7 (A)

15 Annually Progress Report PIT National and local institutions encouraging youth engagement in public life participating in project activities: the constant support of the Ministry of Interior was

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key in facilitating the fact-finding mission at the local level. The Agence de Développement Social actively participated in the Regional Conference in Rabat in 2017. Several Ministries are currently completing a survey in order to provide additional data in the OECD Review.

Indicator Four: Public sector staff trained in engaging youth in public life

Quantitative 0 40 80 (F)

44 (A) 100 Annually Progress Report PIT

Number of public officials from the central and local level participating in the capacity building seminars: Public officials participating in the 2016 and 2017 capacity building activities

Indicator Five: Improved enabling environment and government capacity to implement the Integrated National Youth Strategy

Quantitative 0 0 2 5 Annually Progress Report PIT

Number of initiatives undertaken by the government such as legal, institutional, policy or procedural reform and activities to implement the Strategy: ongoing development of a sectoral Strategy by the Minister of Youth and Sports, and reshuffling of the Integrated Strategic National Strategy into a national policy on youth

Indicator Six: Specific / special stakeholder groups engaged in the elaboration, implementation and monitoring of youth policies

Quantitative 0 0 1 3 Annually Progress Report PIT

Number of initiatives undertaken by central and local authorities to promote the systematic engagement of youth in relevant policies: creation of the National Council for Youth and Associate Action


Intermediate Result (Component One): Supporting the implementation of the National Youth Strategy 2015-30 across different levels of governmentIntermediate Result indicator One: Number of

Quantitative

0 1* 1 1 Annually Progress Report PIT A *Discussion Paper was developed based on

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reviews completed and endorsed

findings from fact-finding missions at national and local level. An OECD review will also be prepared.

Intermediate Result indicator Two: Number of capacity-building seminars Quantitativ

e 0 1 2 (F)1 (A) 2 Annually Progress Report PIT

A first seminar was organised in March 2017 to present international good practices in the implementation of national youth strategies.

Intermediate Result indicator Three: Number of regional conferences

Nr. of conference

s0 1 1 1 Annually Progress Report PIT

1 regional conference with high-level youth stakeholders from Morocco, Tunisia, Egypt and Jordan and the MENA region was organised in Morocco on 3, 4 October 2017 to exchange on the progress made in formulating and implementing their respective national strategies

Intermediate Result (Component Two): Strengthening the institutional and legal framework for youth engagement and representation in public lifeIntermediate Result indicator One:Number of capacity-building seminars Quantitativ

e 0 1 2 (F)1 (A) 2 Annually Progress Report PIT

A session was held on “National Youth Councils: Composition, Mandate and Influence”, on 4 October 2017, focusing mainly on the Moroccan model of the National Youth and Associative Action Council

Intermediate Result indicator Two:Number of regional conferences Nr. of

conferences

0 0 1 (F)0 (A) 1 Annually Progress Report PIT

1 regional conference with high-level youth stakeholders from Morocco, Tunisia, and Jordan and the MENA region will be organised in Tunis in October/November 2018.

Intermediate Result (Component Three): Fostering a more systematic and inclusive dialogue between public officials and youth associations

Intermediate Result indicator One:Number of capacity-building

Quantitative

0 0 1 (F)0 (A)

2 Annually Progress Report PIT .Two capacity-building seminars

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seminarsIntermediate Result indicator Two:Number of guides produced and endorsed Nr of guide 0 0 0 1 Annually Progress Report PIT

Good Practice Guide featuring good practice examples to engage youth in non-traditional forms of participation in policy-making, public service delivery and public governance

Intermediate Result indicator Three: Regional dialogue on innovative forms of youth engagement Nr of

events 0 0 0 1 Annually Progress Report PIT

1 regional conference with youth stakeholders from the MENA region (in particular MOR, TUN, JOR) to discuss innovative forms of youth engagement in policy-making and public governance.

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Promoting Open GovernmentA. Basic Project Information

Activity Name: Supporting open government and anti-corruption reforms to strengthen trust in administration in MoroccoCountry Name: Morocco Name of Implementation Support

Agency(ies): OECDName of ISA Project Leader: Nicolas Pinaud; Alessandro Bellantoni

Email of ISA Project Leader: [email protected]; [email protected]

Recipient Entity: Ministry of Administrative Reform and Public Service (MRAFP)

Name and Email of Recipient Entity Contact:Mr. Ahmed Laamoumri, Secretary [email protected]









Secondary Pillar(s): Investing in Sustainable GrowthInvesting in Sustainable GrowthInclusive Development and Job CreationInvesting in Sustainable GrowthCompetitiveness and Integration


Project Development Objective: Enhancing governance by promoting open policy making in Morocco.Strategic support will be provided to i) Assist the Ministry of Administrative Reform and Public Service (MRAFP) in the implementation of the reforms; ii) Support the Government in fostering a strong inter-institutional collaboration, and iii) Promote CSOs’ engagement in open government reforms.


Satisfactory


Satisfactory

SatisfactoryBrief Summary of Project Implementation Status: -134-


mailto:[email protected];%[email protected]

mailto:[email protected];%[email protected]

General progress

The project made satisfactory progress towards the achievement of its objectives over the last six months. With the continued support of the OECD, Morocco has recently taken new commitments on the internal political scene and on the international stage that create an enabling environment to implement the Morocco OG action plan (2018-2020).Indeed, Morocco has adopted an access to information law in March 2018, it has joined the Open government Partnership (April 2018) and adhered to the OECD Recommendation on Open Government (May 2018).

In addition, activities have focused on promoting coordination between institutional stakeholders and civil society in order to support the development of a robust governance system for open government reforms. The OECD, member countries and CSOs have shared their expertise in that sense during the meeting of the Moroccan OG steering committee (March 2018), during a study visit in Paris (May 2018) mainly dedicated to coordination mechanisms to implement OG reforms and at the occasion of the UN Public Sector Forum in Marrakech –June 2018- where the challenge of cooperative approach to open and digital reforms was largely discussed by international peers.

At the same time, Morocco has asked for specific support on building the communication capacities of the MRAFP and those of the different levels of government to promote the reforms undertaken in the international community and to raise institutional and citizens’ awareness on OG challenges. To that purpose, the project has created opportunities for Morocco to present their recent OG achievements to French institutions while the study visit in Paris and to numerous countries during the UN Public Sector Forum (750 participants from over 100 countries) where the Minister and the Secretary General opened the OECD side event. The upcoming OGP summit in Georgia (July 2018) will also represent a unique opportunity to present the reforms to a very large audience of institutions and CSOs from all over the world (OGP has 70 member countries).

In parallel, the OECD has developed a communication strategy with the civil society members of the OG Steering Committee and its sub-commission on communication to accompany the implementation of the OG action plan. The strategy is under validation process by the MRAFP, prior to being submitted to the Steering Committee.This project will build on the strategy to develop the communication capacities of all levels of government.



Active participation in the OGP Annual Conference allowing Morocco to communicate on its open government commitments and to learn from experiences of OECD countries and other OGP member countries (Tbilisi, July 2018)

The OECD in collaboration with the Project Working Group

7/19/2018

Peer-Review on the governance structure for OG reforms The OECD in collaboration with the Project Working Group

9/28/2018

National Conference on multi-level governance for implementing OG reforms

The OECD in collaboration with the Project

12/21/2018

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Working GroupPublication of a guide to support the Ministry (MRAFP) in its steering of the OG Action Plan and an assessment of mechanisms for implementing reforms

The OECD in collaboration with the Project Working Group

12/21/2018

C. Implementation Status of Components Component 1: Assist the Ministry of Administrative Reform and Public Service (MRAFP)in the implementation of the reformsThe project aims to support the Ministry to ensure a consistent and active leadership to bring together and coordinate the diverse efforts of multiple actors and contributors regarding open government and integrity reforms.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 289,308.47Sub-component 1.1: Provision of a strategic guide to ensure the role and capacities of the MRAFP in the implementation of the reforms

A peer review process with experts from the OECD Secretariat and OECD countries is scheduled in September2018 to assess the capacities of the Ministry to support the implementation of OG reforms and formulate accurate recommendations through a strategic guide.At the same, the peer review should also allow assessing the overall institutional mechanism to implement OG reforms (including the local level) as foreseen in sub-component 2.1.

Status of Implementation: On-GoingSub-component 1.2: Capacity building activities to strengthen the ability of the MRAFP to steer the OG reforms

Since May 2018, the project team has appointed an expert to help the MRAFP on the implementation OG reforms and more specifically to help the MRAFP in reaching out to Civil Society. This workstream has mainly been targeted at updating the OG Action Plan, in cooperation with focal points in the different line ministries, to make it more citizen friendly.The updated action plan has been finalized and is about to be presented to the civil society on 7th July.

On 17-19 July, the MRAFP will actively participate to the Open Government Partnership Annual Conference in Tbilisi in order to communicate on its open government commitments and to learn from steering experiences of OECD countries and other OGP member countries. Through facilitated discussions, the Moroccan delegation will have the opportunity to compare their practices with other participants, learn about innovative practices, build solid workingrelationships and identify new opportunities for collaboration.

Specific recommendations on the steering capacities of the Ministry will be provided in the strategic guide to be finalizing Q4 2018. Based on these recommendations, an advisory session will be organized with Ministry. In addition a specific workshop on “developing communication capacities through the streamlining and building of accurate web platforms” will take place Q1 2019.

Status of Implementation: On-GoingSub-component 1.3: Scaling-up monitoring and evaluation mechanisms of the Ministry

Specific recommendations on the monitoring and evaluation of the Ministry will be provided in -136-

the strategic guide to be finalizing Q4 2018. Based on these recommendations, a workshop on “the monitoring and evaluation of OG reforms” will take place on Q1 2019. Relevant experiences from OECD and MENA countries will be shared with the Ministry and focal points in the Ministries involved in the implementation of the action plan.

Status of Implementation: To be done

Component 2: Support the Government in fostering a strong inter-institutional collaboration and communication capacitiesThe OECD will assess the coordination mechanisms between the line ministries and sub-national governments to promote a whole-of-government approach to the implementation of reforms and ensure coordination and engagement of all stakeholders in delivery and evaluation.

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): 383,647.47Sub-component 2.1: Developing a strategic assessment of implementation mechanisms to carry out OG reforms

Status of Implementation: on-going

During a study visit in Paris (May 2018), a special meeting was held in the OECD to discuss the challenges to ensure an effective implementation of the OG reforms. The discussion allowed developing a first assessment of the main needs for capacity building.

The peer review with experts from OECD secretariat and OECD countries planned for September 2018 will also assess the overall mechanism to implement OG reforms (above the MRAFP capacities) and allow the development of recommendations on vertical (between levels of government) and horizontal coordination (inter-ministerial).

Sub-component 2.2: Ensuring effective horizontal and vertical coordination in implementing OG reforms

Status of Implementation: on-going

On 22 March 2018, the OECD jointly organized the steering committee meeting on OG with the MRAFP. The meeting allowed sharing the final version of the OG action plan with all stakeholders after a consultation process with CSOs and line ministries and OECD accompaniment.On this occasion, the OECD shared expertise on how to develop a shared vision of open government and how to ensure an effective policy co-ordination and implementation.

A study visit to Paris was organized (May 2018) to share France's experience in open government governance and citizen consultation.The delegation was composed of 5 representatives from pivotal institutions in OG reforms (Ministry for Relations with Parliament and Civil Society, Ministry of administrative reform and public service, Court of Auditors, National Commission for protection of public data) and one representative from Civil Society (Transparency Morocco).

People met were involved in the implementation of open government practices and actions such as National Commission for Computing and Liberties (CNIL), Etalab, the interministerial directorate in charge of digital affairs and the central government’s information and communication systems (DINSIC), the Commission for Access to Administrative

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Documents (CADA), the Court of Auditors, the High Authority for the Transparency of Public Life, the National Commission for Public Debate (CNDP) and NGOs.

The study visit allowed the strengthening of each stakeholders capacities and a better understanding of the need for coordination and existing mechanisms.

On 22 June 2018, the OECD organized a side event alongside the United Nations Public Service Forum in Marrakech. The event on “Open and Digital Government for SDG 16: Enhancing transparency for better public services” has been an opportunity to promote a collective, innovative and participatory approach to open government reforms. In that sense, peers from Morocco France, Germany, Spain, Tunisia, Denmark and Portugal shared good practices in public communication, access to information, open data, citizen participation and digital reforms that contribute to the effectiveness and legitimacy of public action. The event has allowed Morocco to communicate about its recent successes in front of an international audience and to benefit from a peer exchanges aiming at promoting a holistic approach of transparency reforms.

Sub-component 2.3: Strengthening the Ministries’ capacities in terms of communication

Status of Implementation: on going

The OECD has developed a communication strategy with the civil society members of the OG Steering Committee and its sub-commission on communication, to accompany the implementation of the OG action plan.The strategy is under validation process by the MRAFP and will be submitted to the Steering Committee right after.This project will support the dissemination of the strategy and its execution (Q3 2018)

Component 3: Promote CSOs’ engagement in open government reforms

Previous Rating: Satisfactory Current Rating: Satisfactory Cost (US$): Sub-component 3.1: Increasing the quality of coordination between CSOs and public authorities

Status of Implementation: On-Going

During the Steering Committee Meeting of 22 March, the OECD organized a special session on “Structuring the partnership with civil society in the implementation of the action plan” where 2 peers from French NGOs shared their experience on developing tools to develop citizen participation and allow co-creation of public policies. The shared experiences will be compiled with other good practices to be disseminated throughout Morocco.

The study visit in Paris in May 2018 (with representatives from the Moroccan Civil Society) included the organization of a special session with French NGOs in the Halles Civiques (place dedicated to public, democratic and civic transformation). The discussions allowed identifying innovative and concrete methods and mechanisms to better include citizens in public life and design citizen-centered public services. The shared experiences will be compiled with other good practices stemming from other project activities and shared throughout Morocco.

Sub-component 3.2: Promoting new partnerships between the government and youth in the implementation of OG reforms

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Status of Implementation: On-going

The OECD is developing a Youth Stocktaking report “Engaging and empowering youth in OECD countries – How to bridge the ‘governance gap’” that will point to good practices and lessons learned for engaging and empowering young people in public life. A Review on Youth Governance in Morocco will follow at the end of 2018.

Based on the findings of these strategic documents, two capacity building activities will be organized in 2019 on « co-creation of public policies” with youth and researchers and on “youth engagement and the role of administrations in Africa” in cooperation with CAFRAD (African Training and Research Centre in Administration for Development) to promote the role of youth in OG reforms.

Sub-component 3.3: Empowering communities, individuals and civil society organizations (CSOs) to take part in the implementation of the OG Action Plan on environmental issues

Status of Implementation: To be done

On Q4 2018, the OECD will undertake an assessment of the inclusion of OG principles in the implementation of environmental policies. This assessment based on a peer-review methodology should lead to the development of a strategic paper on “citizen participation and environmental decision” with relevant recommendations for Morocco.


(US$)

(x)


(US$)(y)

Total (US$)


OECD: 937,000 USD


OECD: 29,734 USD


OECD: 74,557 USD


Year Jan-June Jul-Dec Total by Year End2018 OECD: 215,000 USD OECD: 215,000 USD2019 OECD: 215,000 USD OECD: 215,000 USD OECD: 430,000 USD2020 OECD: 180,000 USD OECD: 37,443 USD OECD: 217,443 USD


OECD: 63,000 USD OECD: 0 USD OECD: 63,000 USD

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PDO: Supporting open government and anti-corruption reforms to strengthen trust in government in Morocco

PDO Indicators Unit of Measure Baseline

Cumulative Target Values Frequency Data Source/Methodology

Data Collection Responsibility Description

YR1 2018A

YR2 2019F

YR3 2020F

Number of Studies, assessments, reports, action plans, roadmaps, models of good practices or frameworks endorsed

Nr. of documents 0 0 2 3 Annually Progress Report

Project Implementation

Team (PIT)

This will include one strategic guide, a strategic assessment of implementation mechanisms and one country specific guidelines

Number of national institutions, regions, municipalities mobilized to implement strategies

Quantitative 0 5 15 30 Annually Progress ReportProject

Implementation Team (PIT)

National and local public institutions participating in the implementation of the reforms based on the two strategies

Number of CSOs engaged in open government and anti-corruption reforms



Number of CSOs participating in the implementation of the reforms based on the two strategies

Public sector staff trained to implement in open government and anti-corruption reforms



Number of national and local public officers trained to implement the measures based on the two strategies

Improved enabling environment and government capacity to implement the OG Action Plan and the National Anti-corruption strategy

Qualitative 0 0 0 2 Annually Progress ReportProject


Facilitated implementation of the two strategies

Intermediate Results IndicatorsComponent 1 Assist the Ministry of Administrative Reform and Public Service (MRAFP)in the implementation of the reforms

Number of guide completed and endorsed

Number of guides 0 0 1 1 Annually Progress Report Project


Strategic guide provided to the MFPMA to ensure its role and capacities in the implementation of the OG reforms

Number of capacity-building seminars Quantitative 0 1 3 3 Annually Progress Report Project Implementation

Team (PIT)

Three capacity building activities

Component 2 Support the Government in fostering a strong inter-institutional collaboration and communication capacities

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Number of high-level national conference and advisory sessions programmes

Quantitative 0 2 2 4 Annually Progress Report


Team (PIT)

Two high-level national conference and two advisory sessions programmes with government officials and other key entities from the different levels of government

Number of strategic assessments Nr. of strategic assessments 0 0 1 1 Annually Progress Report Project


Allow a better understanding of the responsibilities, mandate and possible bottlenecks in the delivery of the OG action plan and the Anti-corruption strategy

Component 3 Promote CSOs’ engagement in open government and anti-corruption reforms

Number of capacity-building seminars Quantitative 0 1 2 5 Annually Progress Report Project Implementation

Team (PIT)

Five capacity-building seminars

Number of guidelines produced and endorsed Nr of guides 0 0 1 1 Annually Progress Report


Team (PIT)

Guidelines for effective involvement of CSOs during the implementation/evaluation phase of OG reforms

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Improving Infrastructure Delivery and PPPsA. Basic Project Information

Activity Name: IMPROVING INFRASTRUCTURE SERVICE DELIVERY AND PPPs IN MOROCCOCountry Name: Kingdom of Morocco Name of Implementation Support

Agency(ies): WB, IFCName of ISA Project Leader: Daniel Camos Daurella, WBMaria Isabel Marques De Sa, IFC

Email of ISA Project Leader: [email protected]; [email protected]

Recipient Entity: Ministry of Economy and Finance


Mr. Mohamed Boussaïd, MinisterTotal Amount Approved by the Transition Fund (US$): US$ 1,900,000

Additional Funds Leveraged and Source(s), if any (US$): US$ 0

Total Amount Disbursed (Direct and Indirect in US$): WB: US$86,858 IFC: US$6,006

Steering Committee Approval Date: May 23, 2017

Project Implementation Start Date:July 1, 2017

Project Closing Date:October 31, 2020





Investing in Sustainable GrowthInvesting in Sustainable GrowthInclusive Development and Job CreationInvesting in Sustainable GrowthCompetitiveness and Integration


Project Development Objective: “to increase the efficiency of infrastructure spending, facilitate the mobilization of innovative sources of financing, and enable the participation of the private sector through PPPs”.




Moderately satisfactory


The WB has created a Trust Fund and transferred the US$ 1,339,100 available and has started working on identifying specific activities for each component in discussion with the Ministry of Economy and Finance and other partners.

A Steering Committee took place early July (with all relevant departments of the Ministry of Economy and Finance, IBRD, IFC) and agreed on most specific activities to be launched in

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the next few weeks. The IFC Finance team created a local Trust Fund and was allocated US$ 150,000. The team used 4% (US$ 6,489) until June 2018. Over the period, the project team has been in advanced discussions with Municipality of Casablanca, Casa Transports S.A. in particular, and launched a demand study on parking sites as pre-implementation. Depending on the analysis results, the PPP project is expected to initiate the implementation stage which encompasses due diligence of legal, technical, and financial analysis and definition of risk sharing and payment mechanisms by Q1 FY 2019. The target date to sign concession agreements is by December 2019.

The reason for which the overall implementation is moderately satisfactory is that while progress is happening, there are little concrete activities that have actually started. The team expects to upgrade these ratings as soon as some of these activities kick-off.




At least two activities per sub-component launched ISAs / Recipient entity

9/30/2018

Waiting for DEPP to suggest a list of PPP projects, as agreed in Rabat meeting. No disbursement of funds for IFC activities and IFC will not use funds to support a demand study for Casa Underground Parking Project, as agreed at Rabat Meeting on July 6, 2018.

IFC

C. Implementation Status of Components Component 1: Increasing the efficiency of public spending in infrastructures (WB executed)

Previous Rating: Choose an item.

Current Rating: Moderately Unsatisfactory

Cost (US$): 1,099,100

Sub-component 1.1: Developing public investment diagnostic and management toolsStatus of Implementation:

The identification of activities was established during the Steering Committee meeting at the beginning of July.

Sub-component 1.2: Improving the MEF’s regulatory and oversight capacity of infrastructure expendituresStatus of Implementation:


Sub-component 1.3: Improving performance of infrastructure executing agencies

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Component 2: Innovative financing and implementing PPPs in infrastructures (IFC and WB executed)



Cost (US$): 780,000

Sub-component 2.1: Innovative financing and competition for infrastructure SOEs and local governments (WB)Status of Implementation:


Sub-component 2.2: Operationalizing the PPP agenda (IFC)Status of Implementation:

Casa Parking Project is assisting Casa Transports to prepare and bid the construction and operation of underground parking sites in downtown Casablanca. Due to lack of demand analysis for each potential site in the 500m catchment area, the client was not ready to identify which sites had the highest demand. A technical consultant, Transitec Ingénieurs, was hired in March 2018 to assess the demand in six sites and provide a preliminary estimate of demand, dimension of the site with costing estimate to better assess feasibility of each site. Since the launch in April 2018, the consultant finished conducting surveys and is presenting the progress to the relevant stakeholders in July 2018.

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D. Disbursements of Transition Fund Funds for Direct Project Activities3 Country-Execution

(US$)

(x)

Direct Cost4 for ISA-Execution (US$)

(y)

Total (US$)


0 1,879,100 1,879,100


0 1,339,100 1,339,100


0 71,964 (WB) 71,964 (WB)

E. Disbursement Forecast of Funds for Direct Project Activities by Calendar Year (US$)5

Year Jan-June Jul-Dec Total by Year End2017 0 50,000 50,0002018 300,000 300,000 600,0002019 300,000 300,000 600,0002020 300,000 329,100 629,100

F. Disbursements of Funds for Indirect Costs (US$)Disbursed Available Total20,900 (WB: 14,894, IFC: 6,006)

0 20,900

3 Funds for direct project activities should include approved allocations for both country- and ISA-executed activities.4 ISA direct costs are those costs related to the ISA’s direct provision of technical assistance within the project. Please also refer to Paragraph 47 of the Operations Manual at (http://www.menatransitionfund.org/content/apply-funding) 5 Enter actual disbursements for years past.

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http://www.menatransitionfund.org/content/apply-funding

G. Results Framework and MonitoringUsing the results framework provided in the proposal submitted to the Steering Committee for approval, please update the cumulative target values section of the results framework as appropriate.

Project Development Objective (PDO): To increase the efficiency of infrastructure spending, facilitate the mobilization of innovative sources of financing, and enable the participation of the private sector through PPPs.

PDO Level Results Indicators*Unit of

MeasureBaseline


FrequencyData Source/Methodology


Collection


definition etc.)YR1 2018

F

YR 2 2019

F

YR3 2020

F

YR 4F

YR5F

1. Investment projects subject to the unified PIM framework and its related operational tool

% 0 0 10 20 Yearly PIM investment projects database

MEF

2. Infrastructure executing agencies benefiting from performance improvement support (MENA TF indicator 3.1)

# 0 0 1 3 Yearly

3. Private financing development strategies of SOEs informed by the project (MENA TF indicator 3.1)

# 0 0 1 2 Yearly

4.Number of PPP Agreements signed (MENA TF indicator 5.1)

# 0 0 0 1 Yearly PPP Indicator that is used to indicate the PPP agreements signed with the private sector upon which project reaches commercial close


Intermediate Result (Component One): Increasing the efficiency of public spending in infrastructures

Unified PIM framework adopted Yes/No No Yes Yes Yes Yearly Decree / Internal order

MEF

Investment projects registered in unified database

% 0 0 15 30 Yearly PIM investment projects database

MEF

Availability of detailed reports on technical capacity, time overruns,

Yes/No No No No Yes Yearly PIM investment

MEF

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cost overruns and other financial performance of investment projects managed through the unified database

projects database

Performance monitoring dashboard of SOEs established at MEF (MENA TF indicator 3.1.2)

Yes/No No No No Yes Yearly MEF MEF

Number of capacity building activities delivered to infrastructure executing agencies (MENA TF indicator 3.1.2)

# 0 0 1 2 Yearly MEF MEF

Number of performance assessments of infrastructure executing agencies finalized (MENA TF indicator 3.1.2)


Number of infrastructure executing agencies performance improvement support actions (MENA TF indicator 3.1.2)


Intermediate Result (Component Two): Innovative financing and implementing PPPs in infrastructures

Number of credit enhancing support activities delivered to infrastructure SOEs (MENA TF indicator 3.1.2)


Number of support activities to improve regulation of infrastructure sub-sectors


Number of people trained in PPP (MENA TF indicator 5.1.3)

# 0 10 20 30 Yearly Sign-up sheet at each training conducted Final result to be determined at for completion of workshop / training

IFC Decision makers across governmental bodies, institutions and local governments receiving support services

Number of Prefeasibility Studies Conducted (MENA TF indicator 5.1.1)

# 0 0 1 1 Yearly Study Delivered

IFC (via hired consultants)

Number of the pre-feasibility/technical studies intended to be

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conductedNumber of transaction mandates (FASA) signed

# 0 0 1 1 Yearly IFC Legal Agreement signed for the project to start

Number of Reports / Recommendations Submitted by IFC (MENA TF indicator 5.1.1)

# 0 0 0 1 Yearly IFC PPP project recommendations / Transaction Structure Report (TSR) submitted to the client

Number of companies prequalified

# 0 5 5 annualy Project documentation

IFC Number of companies prequalified for participating in the tender

Number of companies bidding # 0 3 3 annualy Project documentation

IFC Number of bids received at the tender

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