Cmi annualreport2012

2012

ANNUALREPORT

TRANSITION, OPENNESS, CHOICE 2.0

ANNUALREPORT

ANNUAL REPORT 2012 /// CMI 2.0 /// 5

OPENING STATEMENT

Inger Andersen, Chair of the CMI Annual Meeting

Vice President, Middle East and North Africa Region, World Bank 7

TOGETHER, LET'S RISE TO THE CHALLENGES OF TRANSITION

Riadh Bettaieb, Minister of Investment and International Cooperation, Tunisia 8

CMI 2.0: TRANSITION, OPENNESS, CHOICE

Mats Karlsson, Director, CMI 11

CMI 2.0: THREE INTEGRATIONAL THEMES 15

Integrated Economies 19

Sustainable Growth 31

Participatory Governance 39

CMI 2.0: PARTNERSHIPS FOR TRANSITION 47

Strengthening Strategic Partnerships 49

Expanding Outreach 53

Ensuring Financial Sustainability 59

BOXES

1. Examples of Ongoing Work on International Labor Mobility 28

2. 2012 MED Report: Toward Green Growth in Mediterranean Countries 33

3. Trilingual Thesaurus 33

4. The CMI and the Sixth World Water Forum 37

5. Urbanization Knowledge Platform 42

6. The ART-ISI@MED Program 43

ANNEXES

1 Logframes of CMI Programs 63

2 The CMI Budget 99

A. CMI 1.0: Consolidated CMI Budget Summary for FY10–12, Allocation and Expenses 100

B. CMI MDTF: Compilation of Allocations to Programs and Activities under CMI 1.0 and 2.0 102

C. Overview of Expenses for CMI 1.0 and Projected Finance for CMI 2.0 (World Bank, MDTF, Partners) 103

3 CMI Events and Content Development Update, December 2011–December 2012 105

4 CMI Program Charter 2012–15 111

5 The CMI Handbook 113

6 A List of CMI Terms 114

7 2012 Oversight Committee Members 117

CONTENTS

6 /// CMI 2.0 /// ANNUAL REPORT 2012


OPENING STATEMENT

Inger Andersen Chair of the CMI Annual Meeting

Vice President, Middle East and North Africa Region, World Bank

The countries of the Middle East and North Africa are going through a historic transition. That transition is driven by many factors, but mainly by their citizens’ call for greater opportunity and dignity. Therefore, the overarching objective of governments across the region at the moment is to provide good and decent jobs for their people, especially the young. Governments are striving to support an enabling business environment to better support that job growth, while also strengthening social safety nets and investing in transformational long-term solutions. At the core is the need to strengthen governance and welcome the participation of citizens from across the socioeconomic spectrum. Jobs, growth, governance, and greater inclusion—all are part of the World Bank’s strategy of support for the region as it undertakes the challenges of reform. These are great challenges. But there is renewed hope for the future, and the opportunities for shared prosperity and poverty reduction are substantial.

The times also provide an opportunity for greater partnership and cooperation across the Mediterranean. These are particularly critical in view of the ongoing economic and financial turmoil in Europe. In its second phase, referred to as CMI 2.0, the Center for Mediterranean Integration (CMI) will continue to foster greater integration across the Mediterranean region. The CMI will develop knowledge products

that provide evidence-based analysis to policy makers, as it recently did in the areas of green growth, trade and investment, and the transition to economies driven by knowledge and innovation. The CMI will continue to provide a platform for inclusive debate, so that a creative and open exchange of ideas can take place among all concerned stakeholders—in government, the private sector, and civil society. And it will seek out and strengthen partnerships, including those with key regional and national organizations.

This is the third annual report of the CMI. It will be presented at the Center’s annual meeting on November 28, 2012. The report reviews the Center’s work from its first three-year phase to the beginning of the new one (2012–15). It also provides details on the three integrational themes that have emerged for the work to be accomplished under CMI 2.0: integrated economies, sustainable growth, and participatory governance.

Given the urgency of the situation in the region, let us continue to work together to facilitate greater engagement and dialogue between the southern and nor thern r ims of the Mediterranean so that al l stakeholders will see the CMI as a place where they can find thoughtful, respectful, and diverse points of view that can help them identify solutions to their most urgent problems and challenges.


TOGETHER, LET’S RISE TO THE CHALLENGES OF TRANSITION

Riadh Bettaieb Minister of Investment and International Cooperation, Tunisia

Since January 2011, the Mediterra-nean basin has been the site of pro-found changes that mark the advent of a new era in the region’s history. These changes, which began with the awakening of citizens’ awareness of their right to self-determination, will undoubtedly have lasting conse-quences for the region’s peoples and states—and for their relations with the rest of the world.

The new regional realities expressed in the complex process of trans-formation currently unfolding in the southern Mediterranean present a historic opportunity to ponder together the common challenges they pose and to reflect on the steps most likely to transform those challenges into lasting strengths for the region.

For despite the presence of specific and perhaps unique features of the transformational process in each country, the overall movement has more than a few common character-istics. Retrospective analysis of the situation in Arab societies before 2011 reveals warning signs of a broad so-

cial and political crisis. Chief among those warning signs are unsustain-ably high rates of unemployment and poverty, glaring regional disparities, and unequal distribution of the fruits of growth. The same ills that stoked citizens’ sense of frustration finally led them to proclaim, loudly and clearly, their right to a greater degree of democracy, freedom, and social justice.

I t was in these exceptional and compelling circumstances that the Center for Mediterranean Integra-tion (CMI) began to redefine and update its mission so as to lend the greatest possible support for the process of transformation unfolding in the southern Mediterranean.

In assigning itself the task of serving as a regional think tank and a forum for public policy dialogue, the CMI has succeeded over the past three years in maintaining a constructive dialogue on a variety of themes of common interest to the region. Moreover, it has shown its capacity for intellectual responsiveness by embracing the new paradigm posed

by the “Arab revolutions” and absorbing that paradigm into its program for the next three years, a program known as CMI 2.0.

Aware of the challenges posed by the current climate of transition, a climate with which the public authorities must ultimately come to grips, the CMI will focus its actions on several new integrational themes—good governance, the knowledge economy, and sustainable growth—the goal of which is to nudge public policies in the region toward convergence and to help decision makers design new growth models that strike a balance between the twin imperatives of resil-ience and sustainability.

Driven by a deep concern for pragma-tism and effectiveness, the CMI aims, through its unflinching support for evidence-based practice, to become a regional center of excellence in public policy, the overarching mission of which is to bring diverse actors and stakeholders together around a common vision of the all-important concept of regional integration.




CMI 2.0: TRANSITION, OPENNESS, CHOICEMats Karlsson Director, CMI

The transition taking place in the countries of the region underscores the importance of broad-based job-creating economic growth. The changes taking place not only point to the economic and social dimensions of inclusive development, but also highlight the democratic space that accommodates deliberation, debate and dialogue across the region. It is within this openness that the Center for Mediterranean Integration (CMI) seeks to contribute knowledge and facilitate public policy choice. We want

—with our members and partners—to support and complement the efforts and actions of public and independent institutions on the southern rim of the Mediterranean. The value that we can provide rests in being practically useful in the transitions and in the emerging integration of the region—and ultimately supporting the creation of good jobs, participation in democratic life, and a new emphasis on social inclusion and equity. Pathways to change are hard—all the more important that hard choices be arrived at with access to world-wide knowledge and experience.

Integration continues to be the defining approach of the CMI. As a collaborative platform for sharing knowledge, the CMI aims to bring about regional convergence and consensus on reform in a context where partnership is one of the most promising responses to the current global crisis. Acting as a network among networks in support of transformational reforms toward greater regional integration, the CMI strives to provide a forum for dialogue and learning, a forum that adds value to the efforts of its members and partners.

For the past three years we have shared a journey. The CMI was created following high-level consultations that began in September 2008. With its key

elements embodied in a memorandum of understanding (MOU) signed by the founding members in June 2009, the Center was formally launched on October 9, 2009, as an innovative, multipartner, collaborative arrangement to promote joint learning for sustainable development in the Mediterranean region. The CMI’s founding members are Egypt, France, Jordan, Lebanon, Morocco, and Tunisia, along with the European Investment Bank (EIB) and the World Bank.

We started with the aims of supporting development and the integration of practices across the Mediterranean region. Those aims were pursued by: (i) providing a space for evidence-based policy dialogue; (ii) producing and disseminating knowledge products; and ( i i i ) supporting cross-sectoral, multipartner regional efforts. From an initial set of 14 programs in 5 clusters, the CMI grew to include 18 programs at the end of its first phase on June 30, 2012. Programs were added in response to demand and by taking advantage of opportunities and partnerships as they arose.

Along the way we welcomed new partners at the CMI, such as the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), and strengthened partnerships with the European Bank for Reconstruction and Development (EBRD), the Islamic Educational, Scientific, and Cultural Organization (ISESCO), the Union for the Mediterranean (UfM), and the United Nations Development Programme (UNDP), among others. We expanded our communications and outreach on both rims of the Mediterranean. Our budget for a three-year planning horizon—comprising allocations from the World Bank, the Multi-Donor Trust Fund (MDTF), and partners—grew significantly between FY10 and FY12,

allowing us to enter CMI 2.0 with significant commitment capacity. Our Villa Valmer based staff also grew to about 30. The CMI coordination unit work on core functions as well as on programs, while dedicated program staff, including some seconded by partner organizations —such as Agence Française de Développement (AFD), the Caisse des Dépôts et Consignations (CDC), the City of Marseille, EIB, and GIZ—work exclusively on CMI programs.

We also seized new opportunities. In September 2011, the G-8 finance ministers convened in Marseille and launched the economic pillar of the Deauville Partnership. CMI was asked to develop an analytical report and action plan to enhance trade and foreign direct investment in the region, drawing on the expertise of the World Bank and in partnership with the Islamic Development Bank. The CMI and the EBRD held a series of “transition-to-transition” events in Tunisia, Morocco, and Jordan to gather the private sector’s perspectives on the emerging events in the region. In October 2012, we organized with AFD a discussion on employment and social protection in Cairo with the new Egyptian government and a broad range of expertise.

Our evolution to CMI 2.0 was in fo rmed by an independent assessment tabled at the CMI’s third Annual Meeting in November 2011. The future of the Center, its new strategic directions, and how to implement those directions were approved by the CMI’s Oversight Committee in the form of a Strategic Orientations Decision Note, on the strength of which the 2011 Annual Meeting resolved to create CMI 2.0. A new memorandum of understanding was concluded by the members.


In response to demand from members for more cross-sectoral work, three integrational themes emerged for CMI 2.0. Moving into the Center’s second phase, our mission is encapsulated as follows: We are a multipartnership platform that builds networks and communities of practice focusing on three integrational themes: the development of integrated economies, the promotion of sustainable growth, and support for participatory governance. These themes build on the work done by CMI programs over the last year and resonate with the current economic and social context of the southern Mediterranean countries. You will read more on these themes later in this report.

Our added value is also embodied in the range of outputs that we deliver, which are designed to stimulate a virtuous circle of mutually reinforcing actions.

▶ We begin by developing a variety of technical knowledge products and practices, such as our reports on green growth, higher education, or the knowledge economy; or our tools: the university governance scorecard, handbooks on local development, and enhanced Web sites.

▶ They can become the basis for high-level dialogue in policy forums that help spread knowledge and evidence

among Mediterranean leaders and opinion-shapers, including those from the private sector and civil society. Examples include dialogues around green growth, trade and investment, as well as on the knowledge economy. The CMI’s “Rencontres Valmer” series offers opportunities for such high-level dialogue around the CMI’s new work.

▶ Dialogues can lead the development of vibrant communities of practice that bring together people from the northern and the southern rim of the Mediterranean who are working on common themes. The launch, in September 2012, of the Urban Knowledge Platform at the CMI was a promising start to building such a community among city mayors from the Mediterranean.

▶ Going one step further, we support multipartner programs, helping them to focus on strategic convergence and the mobilization of common resources. The work we are doing with Cities Alliance and a number of partners as part of the urban Joint Work Program is a good case in point.

▶ As multipartner programs coalesce, they may lead to upstream project support. CMI can host discussions on technical or policy issues that CMI members may wish to finance. The

Urban Projects Finance Initiative (UPFI) and the EIB—Sponsored Regional Initiative on Public-Private Partnerships are structured along these lines.

▶ Throughout this process, capacity building remains key. The CMI can help its members share lessons learned, as is being done through technical assistance offered by the GIZ’s CoMun program and through the CMI’s labor mobility program.

Effective outreach and commu-nication add value to programs in every phase of this virtuous cycle. When creating communities of practice, shaping policy choices, and promoting joint learning, dialogue and communications are indispensable. The CMI’s enhanced Web site already hosts a variety of e-communities; plans for the near future include making full use of social media and the network of think tanks, especially in the southern countries, for dialogue and consultation about programs and policies.

The CMI is unique in offering southern partners a platform and venue for collaboration across the Mediterranean region. The participation of Egypt, Jordan, Lebanon, Morocco, and Tunisia is a distinguishing characteristic of the Center. Regular participation from Algeria, Libya, and


the Palestinian Authority enhances our work. Outreach to governmental and nongovernmental institutions beyond the Mediterranean region generally follows sectoral lines and reflects the programmatic engagements of the CMI member countries.

On the northern side, solid relations continue with French partners as contacts are made with new partners in Europe and beyond. The European Commission is participating in a number of CMI programs. Strong cooperation with GIZ on urban issues has stimulated growing interest in the CMI’s work in Germany. Relations with several Barcelona-based institutions and activities have evolved as well, and Italy is engaged with the CMI’s urban work program. We will seek to enlarge this circle of northern engagement, particularly with Japan, Spain, and the United Kingdom. Our relationship with the City of Marseille is based on a shared commitment to bring the best from both sides of the Mediterranean to Marseille and vice versa.

Several strategic and senior partnerships have gained new prominence in the past year, involving, among others the Arab Urban Development Institute (AUDI), EBRD, UNDP, ISESCO, Union for the Mediterranean, the International

Organization for Migration (IOM) and the Japan International Cooperation Agency (JICA). Locally, we also work with the Office de Coopération Économique pour la Méditerranée et l’Orient (OCEMO). Agreements have already been signed with UfM and ISESCO, focusing on the theme of the knowledge economy in the Arab world. On behalf of members, the CMI will continue to build its platform of partnerships with key multilateral, intergovernmental, and independent institutions (such as think tanks and NGOs), providing outreach and communication so that the work of CMI members can be better integrated and leveraged as a “network among networks”.

With the evolution of CMI’s programs, management, too, has evolved. The business model of the CMI, based on countries and institutions operating programs from a CMI-built platform, places accountability for most of the Center’s collaborative work on members’ internal processes, with CMI management responsible for coordination. As the Center’s programs and funding have grown, CMI management is being enhanced to fulfill more day-to-day administrative and operational duties. A handbook of core CMI processes at both the administrative and operational levels has been compiled.

Finally, we are working to ensure our financial sustainability. Under the CMI’s hybrid financial model, the World Bank has covered administrative and program costs, a partner-financed trust fund (MDTF) supports some core functions and CMI programs and activities, and partner institutions fund CMI’s programs. With an eye to consolidating mid-term core financing, an effort to replenish the MDTF has begun with the contribution of 2 million euros from the French Ministry of Foreign Affairs. For long-term sustainability, members and partners will need to consider extending their financial commitments as early as possible.

A last word. The CMI ’s work would not be possible without solid governance arrangements. We are very fortunate to have a deeply committed Oversight Committee appointed by our members. The three annual meetings held to date, have provided invaluable guidance and advice. The fourth annual meeting, to be held on November 28, 2012, will renew our shared commitment to generate pol icy-relevant knowledge and evidence that will enable leaders in government, civil society, academia, and business to seek practical solutions that enhance the prosperity of the region.


CMI 2.0: THREE INTEGRATIONAL THEMES






During the CMI’s second phase, which began July 1, 2012, programs are organized into three broad themes that resonate with the key issues of the day in the Mediterranean. These themes, and the programs contained within each, are described in the sections that follow. Logframes that mark the critical milestones of each program are presented in Annex 1.

INTEGRATED ECONOMIES LABOR MARKET ECONOMY

KNOWLEDGE ECONOMY

HIGHER EDUCATION

TRADE AND INVESTMENT

PUBLIC-PRIVATE PARTNERSHIP

CMI 2.0: Working on three integrational themes

To advance the integrational themes that are the essence of CMI 2.0, the CMI will strengthen three key components: strategic partnerships, expanded outreach and communi-cation, and prudent measures to ensure the Center’s financial sus-tainability. These tools are described in the pages that follow the thematic discussion.

ADDED VALUE We carry out our objective of knowledge sharing through:

Knowledge ProductsHigh-Level Dialogue Multi-Partner Support Upstream Project Support Capacity Building


SUSTAINABLE GROWTH

GREEN GROWTH

WATER RESOURCES MANAGEMENT

CITIES & CLIMATE CHANGE

SUSTAINABLE URBAN DEVELOPMENT

SUSTAINABLE URBAN TRANSPORT

PARTICIPATORY GOVERNANCE

LOCAL EMPOWERMENT

SOCIAL PROTECTION

YOUTH ENGAGEMENT

GOVERNANCE

GENDER

INTEGRATED ECONOMIES

KNOWLEDGE ECONOMY

HIGHER EDUCATION

TRADE & INVESTMENT

LABOR MARKET MOBILITY

PUBLIC-PRIVATE PARTNERSHIPS

CMI 2.0 is a multi-partnership

platform that builds networks

and communities of practice







Knowledge has always been central to development, and it remains so today. Thanks to the development of the Internet and a variety of new information and communication tech-nologies (ICT), knowledge is now truly global, accessible, and utterly democratic. Along with this dramatic technological change has come a globalization of economies, with inten-sified competition and the emergence of more-sophisticated value chains in production processes. Across the globe, farsighted leaders are search-ing for new ideas and strategies to deal with a changed reality. With the advent of the Arab Spring, the coun-tries of the region are also revisiting their growth and development strategies. The CMI’s program on the knowledge economy aims to address this important agenda for the Arab world.

To cope with the daunting challenges they face, particularly the huge need to create jobs and to develop more produc-tive economies, many Arab countries are now considering a new economic model, that of the knowledge- and innovation-driven economy. Indeed, over the past decade, some Arab countries have taken steps to spur growth and improve their global competitiveness by cultivating knowledge. That is the theme of Transforming Arab Economies: The Knowledge and Innovation Road, a forth-coming report prepared by the CMI, in collaboration with the World Bank, the European Investment Bank (EIB), and the Islamic Educational, Scientific and Cul-tural Organization (ISESCO). It will be available in English, French and Arabic.

Traveling the road to the knowledge economy can ensure a sustainable growth trajectory, one that generates

the jobs the region needs to keep its people, particularly the young, produc-tively employed. But it is not an easy road, nor is it a short-term process. Choosing it means expanding and deepening reforms in key policy areas to develop more entrepreneurial econo-mies, foment more innovative industries, prepare a cadre of better educated and more highly skilled people, and nurture societies that are more open and competitive. Implantation of the new model must be adapted to each country’s specificities and capabilities and inspired by a pragmatic approach that gathers low-hanging fruit—relatively easy opportunities to create new wealth and jobs—in order to build trust and con-fidence in the needed reforms. Deeper integration within the Arab world and within the Mediterranean space are important components of the transition to the new model.

Job growth is the overarching economic objective of the region. Raising productivity, carrying out knowledge and innovation-based reforms, and exploiting international and intersectoral linkages through trade, investment, and infrastructure are common elements of current policy planning. The CMI’s programs produce pertinent evidence to support the reform and planning processes.

“The recent evolution of the world confirms the need to rethink economic models. Moving toward the knowledge and innovation economy is a most promising way forward for ensuring growth and employment in the Arab world.”

H.E. Mr. Nizar Baraka, Minister of Economy and Finance, Government of Morocco

Knowledge Economy for Growth and Employment in the Arab World



The draft report is being prepared in close consultation with policy makers from the South, as well as from rep-resentatives of the private sector and civil society in the Arab world. The first consultative regional workshop, which took place at the CMI in November 2011, brought together high-level participants from government, the private sector, and civil society from Egypt, Lebanon, Jordan, Morocco, and Tunisia to share experiences on knowledge economy strategies and related policies on edu-cation, innovation, and ICTs. They were joined by staff from the World Bank, EIB, ISESCO, the Islamic Development Bank, the European Bank for Recon-struction and Development (EBRD), and UNDP. In June 2012, the CMI orga-nized a second workshop with ISESCO in Rabat that assembled experts and government representatives from Algeria, Egypt, Lebanon, Jordan, Morocco, and

Tunisia, as well as from the EIB, the EBRD, Institut de la Mediterranée and the Korea Development Institute. Work in progress was presented at a regional workshop on innovation in Algiers in September 2012 and at a conference on the knowledge economy for the countries of the Gulf Cooperation Council in Doha in Octo-ber 2012. It was also the focus of a Rencontre Valmer event at the CMI in October 2012 that included high-level participants from the southern rim of the Mediterranean. While developing this analytical “deep dive”, the staff of the CMI’s knowledge-economy program have sought to respond to country demand and are working on ways to operationalize the approach laid out in the report in Morocco and Tunisia. Throughout the process, the CMI has striven to build a community of practice of interested stakeholders

and change agents who can help to advance the knowledge-economy agenda in their countries.

In keeping with the CMI’s raison d’être as a knowledge platform for dialogue and discussion, the program is continuing to engage with partners—World Bank, ISESCO, EIB, and EBRD—to advance the knowl-edge-economy agenda within the Euro-Mediterranean space. It has developed a three-year framework of cooperation with ISESCO on the knowledge economy. Having taken part in the European Commission’s Con-ference on Research and Innovation in Barcelona in April 2012, a CMI team has begun discussion with the European Commission’s Directorate General for Research and Innovation on ways of collaborating on the research and innovation agenda.

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Innovation, one of the pillars of the knowledge economy, is essential for sustainable growth and jobs cre-ation. This EIB led program focuses on small, innovative projects across the Mediterranean by providing the technical, financial and training mech-anisms required to support innovation throughout its life cycle. To advance on this work, a Steering Committee was hosted by ISESCO in Rabat in January 2012 that included high levels representatives from Mediterranean partner countries (MPCs) as well as experts on innovation. The meeting was an opportunity to exchange ideas and propose new initiatives; it also validated a detailed road map for the program and strengthened the CMI’s partnership with ISESCO on the knowledge economy and innovation.

Over the past year, the program has developed a variety of studies to address the challenges of innova-tion in the Mediterranean. A project led by ANIMA in partnership with the European Commission’s MIRA project focused on interviews with individuals responsible for busi-ness incubators, technology parks, and technology transfer centers in seven Mediterranean countries. The project has produced a mapping of some 180 actors (agents of change in innovation) and recommendations for further action at the regional level. A second study on the human dimen-sion of qualifications, conducted by the Forum Euroméditerranéen des Instituts de Sciences Économiques (FEMISE) aims at identifying fac-tors that impede professional skills development, with the final report due in December 2012. A third study on patent portfolios is being done in collaboration with France’s Caisse des Dépôts et Consignations (CDC) and will be discussed at workshops in late 2012 and early 2013. Finally, recent work on barriers to innovation has included field interviews in Egypt, Morocco, and Tunisia.

To promote knowledge-sharing among decision makers and entre-preneurs involved in supporting

innovation, the CMI’s innovation pro-gram organized three workshops in 2012. The first, on Entrepreneurship and Innovation in the Southern Medi-terranean, took place in April 2012 in Beirut. Young highly skilled entre-preneurs from six Mediterranean partner countries (Egypt, Jordan, Lebanon, Morocco, Syria , and Tunisia) were joined by the Junior Chamber International (JCI Lebanon), an international NGO for young citi-zens in the Mediterranean. A second workshop, on Technological Innova-tion Training for the Entrepreneurs and Leaders of Technoparks, took place in Algiers in September 2012 in partnership with ISESCO. A third workshop on regional approaches to innovation and entrepreneurship for economic development was held in Jordan in November 2012.

The program has begun the process of forming a Mediterranean network of agents of change in innovation. Users of a dedicated workspace on the CMI Web site have grown steadily (to some 80 members so far). A new set of actions, being prepared on the basis of the results of the above-men-

tioned activities, will be submitted to the Mediterranean partner countries in the beginning of 2013.

Sk i l ls development is key for job creation and for the move to knowledge- and innovation-based economies. FEMISE has been work-ing to identify the key skills and competencies in 30 professional fields that can lead to job creation. In January 2011, a technical workshop was held in Marseille to discuss a draft report on the most promising occupations and to identify train-ing institutions that could develop appropriate programs in MENA countries. In 2011, national studies were completed for Egypt, Morocco, and Tunisia. During the first half of 2012, the southern partners com-piled lists of training institutions in these countries that would be inter-ested in collaborating.

A final draft of the report covering Egypt, Morocco, and Tunisia will be discussed with institutional partners before the end of 2012. The final presentation of the study and the launch of the program should take place early in 2013.

Innovation Systems


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Trade and investment are impor-tant forms of economic integration, but they also serve as channels through which countries can make an effective transition to the knowledge economy. Meeting in Deau-ville, France, on May 27, 2011, the G8 initiated the Deauville Partnership to support the historical changes under way in the MENA region. That support is based on two pillars: (i) a political pillar to hasten the transition to democracy and (ii) an economic pillar to support home-grown stra-tegies for sustainable and inclusive growth. In addition to the G8, the Deauville Partnership brings together the European Union, five regional partners—Kuwait, Qatar, Saudi Ara-bia, Turkey, and the United Arab Emirates—and five so-called partner-ship countries engaged in political and economic transformation: Egypt, Jordan, Morocco, Tunisia, and, since

September 2011, Libya. Several inter-national and regional organizations and financial institutions are also active in the partnership1.

At a meeting in Marseille on Septem-ber 10, 2011, the finance ministers of the Deauville Partnership launched the economic pillar of the partnership. They underlined that regional and global integration was key to the eco-nomic development of the partnership countries and expressed their com-mitment to advance and complement their respective bilateral and multi-lateral initiatives, including removing barriers to trade and investment.

The Deauville Partnership tasked the CMI (backed by the expertise of the World Bank and in partnership with the Islamic Development Bank) to propose, by early 2012, a framework to enhance trade and foreign direct investment.

The CMI convened a meeting in late November 2011 to discuss the issues to be addressed in the report. An advisory committee met in Tunis in March 2012 to offer comments. The Deauville Partnership’s Trade and Integration Pillar discussed the draft at a meeting in Jordan in April 2012. It was officially presented on April 20, 2012, at a consultative meeting of the Deauville Partnership finance ministers in Washington, DC which welcomed the study and looked forward to further work espe-cially at country level.

While the draft report benefited from a number of comments, specifically from members of the advisory com-mittee, it did not benefit from review by the Oversight Committee or the Strategic Council. The practices of continuous dialogue in similar circum-stances should be reinforced.

Trade and Investment


1. These are the Arab League, the African Development Bank, the Arab Fund for Economic and Social Development, the Arab Monetary Fund, the European Bank for Reconstruction and Development, the European Investment Bank, the Islamic Development Bank Group, the International Monetary Fund, the Organisation for Economic Co-operation and Development, the OPEC Fund for International Development, the Union for the Mediterranean, and the World Bank Group.

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One impor tant way to facilitate trade is to have well-designed infrastruc-ture and logistics platforms. These essent ia l bu i ld -ing blocks for economic growth and competitive-ness can benef i t f rom the use o f innovat i ve public-private partnership arrangements. The CMI has fostered dia logue and cooperation between governments and interna-tional financial institutions to increase awareness of the need to improve infra-structure, develop trade, and promote integration

University graduates in the Arab world face an uphill battle in finding a job. In most countries of the region, universi-ties are not functioning as well as they could, in the sense that they are not providing the kind of education that enables graduates to be competitive and to contribute to the economic and social growth of their country.

The higher education program at the CMI aims to build the capacity of universities, ministries of higher edu-cation, quality assurance agencies, and research institutions in MENA to help them modernize, improve the quality of their programs, and meet international standards. One goal of the program is to enable the region’s universities to participate in the mutual recognition of pro-grams and credits with universities in Europe and other member countries of the Organisation for Economic Co-operation and Development (OECD). The ultimate goal is to improve the quality and relevance of the skills of

i n the Med i te r ranean . LOGISMED, the CMI’s infrastructure and logis-tics program, is building a network of experts and trainers who can lead the transformation of the logis-tics sector and help create a Euro-Mediterranean mar-ket of logistics specialists. During 2012, LOGISMED has been presented at several key international meetings—among them a workshop in Rabat on trade and infrastructure for Maghreb countries, the 2012 Euro-Mediterranean Conference on Research

young graduates and, in so doing, to improve their chances of finding qua-lity jobs. To achieve these goals the current program has three pillars: ▶ Benchmarking university

governance▶ Seeking financial sustainability

for higher education▶ Internationalizing higher education

and improving the prospects for skills mobility

Around each of these pillars, the program works to respond to iden-tified issues by collaborating with world experts as well as partners on the ground—university presidents and ministries of education, higher education, and finance—to produce evidenced-based reports. It has also developed an analytical tool, the University Governance Screening Card (UGSC), that allows individual universities to compare themselves with universities around the world. Not only has the tool proven useful for MENA institutions, it has been

and Innovation in Barcelona, the Conférence Méditer-ranéenne de la Logistique (MEDLOG) in Tangiers, and the 6th Mediterranean Economic Week (Semaine Economique de la Méditer-ranée) in Marseille.

In June 2012, the 10th M e d i te r r a n e a n L o g i s -tics and Transport Forum took place in Barcelona, with representatives from the Association of Medi-terranean Chambers of Commerce (ASCAME) and high-level participants from Egypt, Morocco, and

adopted in other regions and has the potential for use on a large scale. The UGSC assesses the extent to which universities are following governance practices aligned with their institu-tional goals and international trends and monitors their progress over time.

The CMI higher education program has developed strong partnerships with universities and institutions in the MENA region. One important achieve-ment has been the Arab World Higher Education Ministers’ Conference, held in Abu Dhabi in December 2011, which endorsed a benchmarking exercise for MENA using the UGSC. The program has sought partnerships with other organizations, as well, among them the OECD, the Agence Française de Développement (AFD), and the British Council, and has developed an online community of practitioners from the region. Recent discussions have suggested that ISESCO may be interested in joining the partnership, which would consid-

Tunisia. Particular empha-sis was laid on improving transport and logistics by bridging infrastructure gaps across the Mediterranean countr ies and increas-ing integration within the region. At the forum, the LO G I S M E D p r o g r a m presented its action plan, approved the previous month. The plan evinced great interest among par-ticipants, demonstrating that the initiative responds to real needs and can help strengthen the logistic sup-ply chain in the southern Mediterranean.

Public-Private Partnerships for Infrastructure

Building an International Network to Support Higher Education Reform


erably enlarge its outreach capacity and allow cross-fertilization between universit ies located in dif ferent regions of the world.

With regard to the first pillar—bench-marking university governance—more than 90 universities from 6 coun-tries (Algeria, Egypt, Iraq, Lebanon, Morocco, Palestine, and Tunisia) have been surveyed using the UGSC. In late 2011 and 2012, the program held seminars and workshops in Algiers, Beirut, Cairo, Casablanca, and Rome. A report entitled Univer-sities through the Looking Glass: Benchmarking University Gover-nance to Enable Higher Education Modernization in MENA was pub-lished in May 2012.

The second pillar pursues financial sustainability to allow institutions to meet growing student demand. Here, the program published, with AFD, a topical report entitled Breaking Even or Breaking Through: Reaching Financial

Sustainability While Providing High Quality Standards in Higher Educa-tion in the Middle East and North Africa. The publication emphasizes the need to increase funding to meet the demands for more and better educa-tion opportunities in the MENA region. The report was presented at an event in Paris in October 2011.

The third pillar on internationalizing higher education aims to improve edu-cational quality as well as intraregional mobility so that graduates with relevant skill sets choose to stay in the region rather than emigrate to faster-growing economies. In September 2011, the program published a report entitled Internationalization of Higher Education in MENA: Policy Issues Associated with Skills Formation and Mobility.

Recognizing the need to approach these challenges through multicountry collaboration, the program has deve-loped partnerships with eminent institutions in Europe and elsewhere in

the world. This approach has the dual advantage of engaging countries in a multi-country dialogue (with the aim of finding solutions that can yield benefits at the country level) while also promoting knowledge sharing, mobility of skilled labor, and regional integration.

The program has built on tools used in Europe and in OECD countries to improve post-basic education out-comes and increase labor mobility. These include the European Qualifica-tions Framework (EQF) and the tools that have emerged from the so-called Bologna process or harmonizing European higher education programs, providing quality control, and empha-sizing outcomes. In the MENA region, the program has sought to build partnerships with ministries of higher education, national and regional agencies of quality assurance, and university presidents by developing a network of practitioners using the CMI platform for knowledge exchange (www.cmimarseille/highereducation.org).

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Emigration is often a response by edu-cated young people in the southern Mediterranean to a lack of job oppor-tunities at home. Other countries of the MENA region receive migrant workers because they face acute skill shortages or an aging workforce. Such demo-graphic and economic imbalances present strong opportunities for a mutu-ally beneficial exchange of people, skills, and ideas.

International labor mobility offers poten-tially large gains for parties on both sides of the migration equation: for migrants and their families, of course, who increase their income and welfare by moving, but also for the country that receives them, by addressing labor

needs and enhancing productivity in key sectors for growth. Even the migrants’ country of origin often benefits through the receipt of financial remittances and contributions of knowledge and invest-ment capital from successful members of the diaspora.

However, this “triple win” scenario does not always occur automati-cally. The lack of a base of evidence on what works and what does not in migration policy, poor coordina-tion among national stakeholders who have a role in supporting migra-tion, and little constructive dialogue between labor-sending and -receiving countries to match skills and training needs—all of these factors contribute

to suboptimal international migra-tion outcomes (which become easily politicized).

The CMI’s program on international labor mobility aims to provide concrete techni-cal advice and to facilitate coordination among governments, employers, and other non-state actors in labor-sending and -receiving countries in the areas of employment, education, and health and social protection for migrants and their families. By doing so, it supports send-ing countries around the Mediterranean in building up their capacities to better manage and take advantage of tempo-rary labor mobility arrangements with receiving countries. The three steps in the program’s approach are illustrated bellow.

Improving Labor Mobility for Better Human Development Outcomes in the MENA Region

▶ Helping labor-sending countries build their migration strategies, including efficient institutions to promote international employment.

/// Stakeholder dialogue in Tunisia and Morocco, April–May 2012. ▶ Improving the functioning of existing bilateral labor agreements. /// Review of Franco-Tunisian agreement, June 2012, dissemination of assessment of agreement, October 2012. ▶ Balancing worker protection with business efficiency in international recruitment services. /// Technical discussions in Tunisia, April 2012.▶ Exploring cooperative training and mobility arrangements in the health-care industry. /// Position paper, June 2012, discussed with World Health Organization, July 2012. /// Full proposal due March 2013. ▶ Supporting diaspora initiatives for development. /// Workshop in Morocco, May 2012. /// Documentary film, May 2012. /// South-South learning event, September 2012.

EXAMPLES OF ONGOING WORK ON INTERNATIONAL LABOR MOBILITYBOX 1

3 BUILD

MIGRATION SYSTEMS

▶ BUILD CAPACITY

▶ MONITOR AND EVALUATE

1 ASSEMBLE EVIDENCE

AND ANALYSIS

▶ ANALYSE DATA

▶ BENCHMARK INSTITUTIONS

▶ COMPLETE POLICY DIAGNOSTIC

▶ DRAW INTERNATIONAL COMPARISON

2 CONVENE

TECHNICAL DIALOGUE

▶ COORDINATE NATIONAL SKATEHOLDERS

▶ HOLD BILATERAL DISCUSSIONS

▶ SHARE LESSONS AT THE REGIONAL LEVEL

Highlights of the program’s current work appear in box 1. The program is develop-ing analytic, diagnostic, and convening mechanisms to strengthen the founda-tions of migration systems in the region, as described in the Deauville Partnership report on Trade and Investment coor-dinated by the CMI. The international labor mobility team has engaged in mul-tistakeholder meetings on migration in

Morocco and Tunisia to better under-stand systems of migration governance. Based on demand from these govern-ments, bilateral labor arrangements in the region and beyond have been analyzed and recommendations prepared for improving access into existing and new markets. In order to better balance inter-mediation activities with social protection for migrants, the team has conducted a

detailed review of the international recruit-ment industry in selected countries of the region, which can now be compared with prevailing international practices. To help governments turn “brain drain” to “brain gain” the team has also harvested les-sons to help governments connect with their diaspora. A proposal for cooperation between labor-sending and -receiving countries will be tabled in spring 2013.

How the CMI’s International Labor Mobility program works


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SUSTAINABLE GROWTH



SUSTAINABLE GROWTH

The Mediterranean region is unequally endowed with energy resources, universally poor in water resources, and ubiquitously vulnerable to environmental risk. It cannot afford, even in constrained socioeconomic times, to fail to add a strong green dimension to its growth and development strategies.

The fragile ecology of the Mediterranean region supports one of the highest population growth rates on earth. As economies grow—and as climate changes—further deg-radation of the region’s natural resources base is likely. The impacts will be felt where most of the population lives, in large cities and urban agglomerations, mostly along the coast. By 2030, nearly 80 percent of the peo-ple of the Mediterranean countries will be concentrated along 10 percent of the coastline. Solutions will require sharing knowledge and experience, as well as building

institutional capacity in natural-resource management, urban planning that takes into account climate risks, and sustain-able city transport.

The CMI offers a dedicated knowledge-sharing space in which countries can reflect on the importance of protecting and enhancing their natural resources and developing stra-tegic, climate-proof, and resilient urban plans bolstered by evidence-based analysis. Assessing risks posed by climate change, supporting low-carbon growth, and protect-ing and enhancing natural resources and cultural assets through long-term, inclusive strategic planning are common denominators of the programs under the CMI’s sustainable growth theme. As some programs scale up, others deepen, and new ones emerge under the new CMI 2.0 framework, economic and inclusive growth remains a key objective given the pressing demand for jobs and social equity expressed during the Arab Spring.

“We live on a land borrowed from future generations. Green growth means sustaining a decent, healthy and productive life for us and for our children. It puts jobs front and center, without compromising our concern for the environment. The 2012 MED Report will help us deal with both of these issues.” H.E. Dr. Yousef Abu-Safieh, the Palestinian Minister of Environment

Since 2010, the CMI and its part-ners have grappled with one of the core challenges of the region—ma ins t reaming env i ronmenta l cons iderat ions into economic development strategies and insti-tutional frameworks and promoting the transition to green growth in the Mediterranean. The 2012 MED Report: Toward Green Growth in Mediterranean Countries is a result of this work (box 2).

Since the launch, the CMI and its partners have received invitations from several countries to submit proposals for action. Suggested activities range from collaboration on the existing Green Growth knowledge platform launched by the World Bank, OECD, and United Nations Environment Programme; partner-ship with regional institutions such as the Arab Forum for Environment and Development and the African Development Bank; and support for green national accounting initiatives or national green-growth strategies.

As part of advancing this agenda, the CMI has endeavored to develop tools that can facilitate a conversation about issues related to green growth. The trilingual thesaurus (box 3) is one such example.

Another contribution to environmental mainstreaming and the green-growth agenda is the Regional Governance and Knowledge Generation Project, which became effective in March 2012. Supported by a grant from the Global Environment Facility, the three-year project is part of the Sustainable Med Program and is led by Plan Bleu. The three beneficiary countries—Lebanon, Morocco, and Tunisia— have embraced the “green economy” as the central prin-ciple of the project. A regional stakeholder dialogue on green growth and the green economy was held in May 2012. A series of other activities related to observation, evaluation, participation, and regulation are under way to fill knowledge gaps at the country and regional levels, share experiences and practices, and support environmental policy change.

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The report focuses on the environmental, social, and eco-nomic performance of natural assets and key sectors in several countries bordering the Mediterranean, revealing the environmental and economic gains or “co-benefits” to be derived from green growth in some sectors, as well as the trade-offs and hard choices that green growth poses in others. The authors also provide estimates of the gross and net job creation from a shift to green growth policies in the Mediterranean countries over the next ten years.

The report describes a range of policy tools that can help facilitate the move toward green growth and related job creation, focusing on fiscal reforms, market-based instruments, greater environmental responsibility, and eco-labeling and certification.

Recommendations for action at the national level are offered within the context of broad economic reforms and greater

regional cooperation between govern-ments and international institutions to preserve threatened natural assets. The findings will be useful to policy makers, academics, civil society actors, and donors that wish to pro-mote a green growth agenda, encourage green national accounting, and monitor environmental actions.

The 2012 MED Report is the result of a collaborative effort led by the World Bank together with the Agence Française de Développement, European Investment Bank, Plan Bleu, and the Forum Euro-Méditerranéen des Instituts de Sciences Économiques. No fewer than eight national and regional consul-tations were held between 2010 and 2012 in Marseille, Rabat, and Rome with a range of actors from the region. The flagship report rests on a detailed literature review and case studies provided by countries from both rims of the Mediterranean.

2012 MED REPORT: TOWARD GREEN GROWTH IN MEDITERRANEAN COUNTRIESBOX 2

Language remains a barrier to integration in the Mediter-ranean. In many areas few publications are available in Arabic, the most spoken language in the basin and the national language of the SEMCs. Misunderstandings are common, even at con-ferences or seminars where simultaneous translation is offered, because of overly loose translations.

The CMI was designed to serve as a platform for mutual comprehension and knowledge sharing in the

region. Therefore, upon the World Bank’s initiative, the CMI now offers on its Web site (www.cmimarseille.org) a trilingual thesaurus (in Eng-lish, French and Arabic) that allows users to find terms and concept (technical, scientific, economic, and administra-tive) defined, translated, and adapted to the Mediterranean context.

The online thesaurus is freely available to the public though specifically designed for regional decision makers, stakeholders, experts, and

academics. It will be continu-ously enriched by the scien-tific community of the region, using a wiki-like methodology.

The preliminary phase of the thesaurus presented biodi-versity terms and concepts, based on the translation of The Mediterranean Region:

Biological Diversity in Space and Time (Oxford University Press, 2010). In the current phase, new chapters related to a range of themes are being considered: environ-mental economics, environ-mental health, information and communication technologies, and water.

TRILINGUAL THESAURUSBOX 3


Engines of growth, the cities of the region also emit greenhouse gases and face significant prob-lems of urban congestion, poor air quality, road safety. Under the umbrella of the low-carbon, green-city concept, several cities in the Mediterranean region are embarking on a policy of “no development without a plan” to tackle these chal-

lenges. Transport is a key part of that policy.

The objective of the AFD-led program on sustainable urban transport is to docu-ment and share good practices in the design and implementation of policies to address issues posed by urban sprawl, urban con-gestion, and poor air quality. Launched in 2010, the pro-

gram recently released three major assessments. First, a guidebook on sustainable mobility features cases from around the Mediterranean—among them the renewal of taxi fleet in Cairo, the reno-vation of Tripoli’s medina, and the light railway project of Casablanca. Second, a report on urban mobility in and around historic city centers suggests recom-

mendations for establishing dedicated pedestrian areas in North African medinas. A third assessment deals with public transport opportunities in three Mediterranean cities— the metro in Algiers, the light railway in Rabat, and rapid bus transit in Istanbul. The document looks at the crite-ria to be taken into account when choosing a mode of public transport.

Regional partners in the program, gathered at the CMI in June 2012 to dis-cuss these assessments, suggested holding country-focused events customized to local contexts. A series of national days will thus mark the second phase of the program. The new program will kick off with an event in Tunisia in late 2012 and will discuss the challenge of urban transport in greater Tunis. This meeting will be followed by workshops in 2013 in Egypt, Jordan, Lebanon, and Morocco and a regional seminar in 2014 to gather lessons learned.

Sustainable Urban Transport

Following a World Bank–led study on adaptation to climate change and disaster-risk management, the CMI has been requested by members and partners to disseminate and scale up the work in coastal cities and to launch the next generation of similar analysis in other countries.

In Tunisia, the Ministry of Equipment, jointly with the CMI, held two work-shops in 2012 to discuss the study with representatives of local coun-cils in greater Tunis and to publicize the urban-vulnerability assessment and methodology tools to national government representatives and sev-eral coastal cities.

Recent discussions with the Greater Amman Municipality and Jordanian government representatives have focused on the need, in Amman and other municipalities, to strengthen local capacity to assess vulnerability to climate change and develop an adaptation plan.

In the Wilaya of Algiers, a risk assess-ment through 2030 is being conducted by the consulting firm Egis EAU. The 14-month study, launched in April 2012, is based on studies on recent disasters, aerial photographs, satellite images, digital terrain models, databases, and geographic information systems (GIS). The study area, consisting mostly of

dense residential and industrial areas, is vulnerable to floods and earthquakes. Based on historical data and scientific projections, the study will assess and forecast the human, cultural and natural costs to Algiers of climate change and natural disasters. As part of the study, a videoconference was held in September 2012 between the city of Jakarta in Indo-nesia and the city of Algiers to share best practices on disaster-risk management and climate change adaptation.

Financed by the CDC and jointly supervised by the World Bank, the program on cities and climate change is based on a risk methodology that can be easily adapted to local contexts.

Cities and Climate Change



Sustainable Urban Development in Mediterranean Cities (SUD-MED)

REHABILITATION OF MEDINAS

The rehabilitation of medinas, the ancient centers of Arab cities, is more than a matter of urban renewal: It is an opportunity to celebrate cultural heritage, to give it new life. The EIB leads the Medinas 2030 initiative, which focuses on the eco-nomic and social regeneration of historic city centers. Medinas 2030 is headed by a scientific committee composed of policy makers from the Mediterranean, urban experts, and representatives of development agencies and European institutions.

A preoperational study launched in March 2012 will identify projects that integrate spatial, economic, and social planning with innovative fund-ing mechanisms. The complexity of rehabilitating medinas raises costs (25 to 30 percent more than tradi-tional upgrading operations), making it necessary to explore public-private partnerships and other options.In 2012, Medinas 2030 organized

two workshops. More than 70 par-ticipants from 20 Mediterranean cities gathered at the CMI in April 2012 to discuss the preoperational study and the results of a pilot study of the Meknes medina. The group identified elements to be addressed in rehabilitation projects. A second workshop to take place in Novem-ber 2012 will examine national institutional frameworks, project implementation capacities, and financial instruments in light of the preliminary results of the preopera-tional study. Some 15 projects may prove viable.

URBAN PROJECTS FINANCE INITIATIVE

The Urban Projects Finance Initiative (UPFI) is sponsored by the Union for the Mediterranean and led jointly by the EIB and the AFD. Its objective is to identify and implement integrated, sustainable, and innovative urban development projects that meet the following criteria:

▶ Socioeconomic efficiency and sustainability

▶ Environmental sustainability and climate-change mitigation

▶ Good governance and participation of civil society

▶ Financial viability.

The body of knowledge and best practices assembled by the project will support applications for technical a s s i s t a n c e g r a n t s t h a t w i l l , in turn , enab le pro ject leaders to accelerate the implemen-tation of urban development projects. A steering committee comprising representatives of AFD, CDC, the Development and Cooperation Department of the European Com-mission (DEVCO), EBRD, EIB, KfW (Kreditanstalt für Wiederaufbau), and UfM, in addition to the World Bank and the CMI.

The CMI’s role will be instrumental in knowledge dissemination and in advancing the process through its the preoperational phases.


Health is a major part of sustainable development. The World Health Organi-zation has demonstrated—in work using the environmental-burden-of-disease indicator, among others—that nearly one-quarter of mortality and morbidity in the southern and eastern Mediterranean countries (SEMC)2 is linked to environ-mental determinants3.

To enable the SEMCs to develop and implement well-aligned and environ-mentally healthy policies, strategies

and instruments, the CMI and its part-ners have drawn up an agenda for 2013 that is predicated on the formation of a regional community of practice. As a first step, a memorandum of under-standing between the CMI and the WHO Regional Centre for Environmen-tal Health (CEHA, based in Amman) was signed in March 2012.

The functions of the new community of practice will be to (i) identify and fill the gaps in knowledge about

health and environment linkages in the region; (ii) inform policy mak-ers and decision makers about key priorit ies and programs, includ-ing the assessment of policies to manage the environmental burden of disease; (i i i ) provide techni-cal assistance on environmental health issues and existing cross-cutting policies; and (iv) foster a reg iona l s t r a teg ic f r amework through a common charter on envi-ronmental health.

Health and Environment

2. Algeria, Egypt, Jordan, Lebanon, Libya, Morocco, the Palestinian Territories, and Syria.3. “Managing the linkages for sustainable development: A toolkit for decision-makers”, p. 16, WHO 2008 (http://www.who.int/healthinfo/global_burden_disease/GlobalHealthRisks_report_full.pdf); “Preventing disease through healthy environment”, p. 9, WHO 2006 (http://www.who.int/quantifying_ehimpacts/publications/preventingdisease.pdf).

In a region that has already mobilized most of its avail-able water through large inf rastructure projects and irr igation schemes, the continued expansion of agriculture, cities, tour-ism, and industry, together with climate change, will exacerbate a situation of extreme water scarcity. To address this challenge, an economic approach to water demand manage-ment and forward-looking strategies that take climate change and low-carbon growth options into account are essential.

Thinking Outside the Water Box, jointly managed by the AFD and Plan Bleu, focuses on the introduction of eco-nomic analysis into countries’ water strategies to encour-age cost-effective means of managing demand for water. The first capacity-build-ing workshop under the program was of fered in December 2011 to senior officials and planners in Jor-dan, the world’s fourth-driest

country. The workshop course was developed with the support of Plan Bleu and the AFD’s office of financial, economic, and banking research (CEFEB).

Drawing on a deta i led case study conducted by ArabTech, a local Jorda-nian consulting firm, the course i nc luded both theoretical elements and practical exercises in water demand management and tackled both economic and governance issues. The course was endorsed by the secretariat of the Sixth World Water Forum in early 2012 (box 4). Customized seminars are planned for Morocco and Tunisia in 2013 once case studies for each of these countries are completed. With a study for Croatia also under way, stakeholders and decision makers had an opportu-nity to discuss preliminary results and validate pro-spective scenarios at a national workshop in Octo-ber 2012. A synthesis of the

four national case studies will be presented during a high-level regional seminar on economic aspects of water demand management that will take place in 2013.

A collection of case stu-dies on the reuse of treated wastewater developed by Plan Bleu, AFD, and EIB prov ides the underpin-nings for a new technical and economic handbook for decision makers prepared by Ecofilae, a consulting firm. The handbook examines bottlenecks to wastewater reuse projects in the region. The French version of the document was introduced at the 6th World Water Forum in Marseille in March 2012; an English version is available online.

As part of the CMI’s pro-gram on water innovations, two regional technica l consultations held in the first half of 2012 looked at barriers to innovative water projects, particularly those developed by young entre-

preneurs from the region. Gathering inputs from a range of actors from the North and South of the Mediterranean, a series of real-life challenges to the

“innovation ecosystem” in the water sector were iden-tified. In May, in partnership with ISESCO, the team invited a group of young water entrepreneurs and business executives from the region to a seminar in Beirut to assess the difficul-ties they face in launching and growing their startups. Policy options to facilitate the scaling up of innovative water companies were also discussed. A publication sum-marizing these consultations is available in English.

Under CMI 2.0, the water-related engagements of the Center and its partners will center on issues such as utility efficiency (e.g., bring-ing down levels of unbilled water), so-called unconven-tional water (desalinated using renewable energy), and water demand manage-

Water Resources Management


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ment. A two-day workshop at the CMI on reducing water losses by urban water utilities is scheduled for January 2013. The goal of the workshop is to discuss the findings of in-depth case studies and water uti-lity managers in the region. A summary report based on case studies completed to date will be available on the CMI Web site in English and French.

The CMI and the Institut Mediterranéen de l’Eau coordinated the Mediterranean cross-continental process of prepara-tion for the 6th World Water Forum in Marseille in March 2012. Preparatory meetings included the first Mediter-ranean water forum in Marrakech in December 2011. Several CMI partners made presentations on water demand management and reuse of treated wastewater reuse, and an open con-sultation on the preliminary findings of the MED 2012 report was held.

THE CMI AND THE SIXTH WORLD WATER FORUMBOX 4








At the heart of the radical changes in the region are popular aspirations for greater participation in economic and political governance. Satisfying those aspirations will require flexible and creative approaches for including the people’s voices in every aspect of policy making and implementation.

Experience shows that citizen par-ticipation—in consultations about needs, identification of beneficiaries, and monitoring of government perfor-mance—improves the quality of public services and of governance. While many southern Mediterranean coun-tries have long been characterized by weak governance systems, several are now initiating important institutional reforms and building bridges between decision makers and citizens. The cur-rent political transitions offer a unique opportunity to address deep-seated

challenges and to advance the prin-ciples of transparency, accountability, and participation as critical conditions for inclusive economic growth.

Government transparency and informed citizen engagement act together to create a culture of open-ness and accountability that can foster public support for reforms. This collaborative approach to governance provides the basis of CMI programs in this area and is particularly relevant for countries in transition in the south-ern Mediterranean, where there is a need to grow public trust in govern-ment. Reform is a long-term process, based on the credibility and effective-ness of institutions, both formal and informal. Building a strong civil society and better government institutions can take many years. Institutional strengthening and capacity develop-ment thus need to be part of reform efforts from the outset.

CMI programs are built around this two-pronged approach: strengthen-ing institutional capacities, both at the national and the local levels, and developing the capacity of civil society to participate in the decisions and policies that affect their lives. Through multipartner support, capacity building, and the dissemination of knowledge products, CMI programs reinforce one another to create cross-cutting responses to governance challenges.

The strengthening of local institutions is a key component of CMI’s intervention, which aims at empowering cities and local governments as creative forces in national development debates. Local governments are under enormous pres-sure from local populations to improve living conditions and create investment incentives, jobs, and structures that will facilitate a democratic organization of society as well as civic participation and engagement.

“Harnessing urban growth for better development outcomes depends on participatory governance, which depends, in turn, on bringing knowledge closer to key stakeholders, including policy makers, but also the private sector and civil society, with a special focus on youth. To put the best knowledge within their reach, participatory governance should emphasize sharing best practices, creating virtual communities of practice, and connecting and convening practitioners in the region, linking them virtually using ICTs and social media tools.”

Dr. Ahmed Al-Salloum, Director General, Arab Urban Development Institute


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The Strategic Urban Development program responds to the need for a new, cross-sectoral understanding of citi-zens’ needs throughout the southern Mediterranean. Led by the CDC in partnership with the World Bank, the program aims to improve public policy related to urban development, with a focus on the following three components: regional and urban planning; urban land management; and urban expansion and renewal. As a follow-up to a conference in Barcelona in 2011, MedCities and the CMI are devel-oping a program of activities to enhance the capacities of Mediterranean cities. A methodological handbook on city development strategies (CDS) has been prepared; an information platform is now online; and pilot city projects are under way in Tripoli and Sfax.

The city of Sfax, the CDC, the GIZ, and MedCities have drafted a partnership agreement. The external partners will support the city during the CDS implementation phase, first by setting up a local office to take charge of the process within the city; second, by ensuring that the implementation phase is based on the same participatory and multisectoral process as the CDS; and third by helping to identify priority projects, gauge feasibility, and prepare financing. The local office, now created, has the

task of anchoring the CDS process in all departments of the city, ensuring that the five other municipalities of Greater Sfax are involved, as well as other partners such as civil society and the private sector. Partners’ activities are closely coordinated. GIZ is working on strengthening municipal staff capacity, while MedCities is creating a unit in Sfax to disseminate the CDS methodology to stakeholders of North African cities through training and workshops.

The CMI’s MENApolis tool, which marshals statistical and spatial data to predict urbanization trends through 2030, was presented in Rabat, Morocco in November 2011 and in Tunis in May 2012. At the request of the Tunisian government, the MENApolis experts trained urban planners from Tunisian insti-tutions in the use of the tool, which they used to review the country’s urban management policies. The CMI carried out a review of urban land policy in Tunisia. The team submitted its results in June 2012 to a group of public and private Tunisian experts for their review and comments. The final document is now online and will soon be more broadly disseminated. In parallel, a similar review of land management in Lebanon yielded results in November 2012. The document will improve city financing policies.

The CoMun Network led by the GIZ is a learning network for the sharing of cross-border experience on key municipal and urban development issues between towns and cities in Algeria, Morocco, and Tunisia. Through CoMun, the GIZ is working in the Maghreb to strengthen munici-pal structures on behalf of the German Federal Ministry for Economic Coope-ration and Development. In Morocco, the program is supporting three the-matic learning networks involving 21 member cities in the fields of waste management, medina rehabilitation, and urban mobility. In September 2012, a training workshop on par-ticipatory planning was organized in Rabat for the nine member cities of the medina network in collaboration with the Technical University of Berlin. The workshop featured case studies drawn from the rich experience of the medinas. With the active involvement

of German cities and other national and international partners, CoMun is encouraging its partner cities to pro-pose micro-projects based on the best practices identified by the thematic networks. In Tunisia, municipalities supported by CoMun pinpointed three thematic priorities for networking and intercommunal exchange: solid waste management, urban mobility, and energy efficiency. Based on pre-fea-sibility studies, working groups on the first two themes have decided to focus on the participatory development of communal plans—an exercise in democracy involving citizens and civil society organizations in eight cities.

The GIZ is also working in Tunisia to strengthen municipal democracy on behalf of the German Federal For-eign Office and in cooperation with Tunisian partners. Together with the Association of Dutch Cities (VNG),

the GIZ invited the Tunisian consti-tutional commission on subnational authorities to The Hague and Ber-lin in June 2012 to hear the Dutch and the German experience with decentralization processes. In addi-tion, CoMun was asked to comment on the first draft of the new Tunisian constitution on decentralization, and helped the FNVT (National Federa-tion of Tunisian Cities) to organize a debate on the draft from a municipal point of view. Ways to make municipal management more transparent and better understood by citizens were identified. Other ongoing activities include a municipal strategy to pro-mote youth initiatives and measures to improve service delivery and tax payments. The innovative projects supported by CoMun are expected to attract widespread attention in the region and be adapted for application in other contexts.

Strategic Urban Development

CoMun Network



The Arab Spring provides a singular opportunity for the international com-munity to come together to ensure the long-term future of the citizens, cities, and countries of the region, in part by finding new ways to empower local authorities and promote bottom-up solutions to urban growth and deve-lopment challenges. Cities Alliance (CA) and the CMI, together with sev-eral members and partners, agreed in 2012 to create a partnership with cities and governments in the region. The objective of the resulting Joint Work Program (JWP) is to promote coherent and efficient (non duplica-tive) initiatives to strengthen the ability of cities to foster inclusive economic growth. The support offered through the JWP is guided by a long-term view that mobilizes available local and regional experience and expertise.

The JWP’s members include: Agence Française de Développement (AFD), the French Caisse des Depôts (CDC), the French Ministry of Foreign Affairs, the German Federal Ministry for Economic Cooperation and Development (BMZ), the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), the Italian Ministry of Foreign Affairs, MedCities, UN-Habitat, United Cities and Local Governments (UCLG), and the World Bank.

The program’s activities will revolve around three thematic pillars: ▶ Strengthening cities for inclusive

economic growth▶ Creating accountable cities and towns▶ Promoting subsidiarity

To these ends, the JWP provides techni-cal collaboration, knowledge and learning services, and advocacy and communica-

tion. The CA-CMI Joint Secretariat reports to a Steering Committee composed of the members’ representatives. Within this framework, the Joint Secretariat is working to define a regional strategy for the JWP, as well as a country-by-country approach.

The focus of the first country project (in Tunisia) is promoting subsidiarity. In May 2012, the members of the JWP met with Tunisian local governments, national institutions, and civil society stakehold-ers to hear their needs and to discuss the potential and challenges of decen-tralization, thereby anchoring the JWP in a participatory and demand-driven approach. In parallel, at the Tunisian gov-ernment’s request, diagnostic studies are being conducted jointly by the World Bank and AFD. The studies will review the status of urbanization, decentraliza-tion, and municipal finance in the country.

The Joint Work Program

The CMI organized a high-level policy workshop on

“Sustainable Development and Inclusive Growth for MENA Cities at the Crossroads”, on Sep-tember 17–18, 2012. The event enabled decision makers in the Arab world to discuss urbanization issues and brainstorm solutions for sustainable urban development while being introduced to the

Urbanization Knowledge Platform (UkP), soon to be customized for the MENA region and accessible via the CMI website.

The new UkP—a collaborative effort including different units of the World Bank (Urban Anchor, MNSSD, CMI, WBI), with partners like the Arab Urban Development Institute (AUDI)—has been designed as a repository of global

knowledge on urban issues, an information and data portal through which urban policy makers (such as mayors) can probe best practices and international experiences to help them meet the chal-lenges they face in their own context.

The one-way portal will also be expanded to accommodate multilateral exchanges among policy makers on successful

experiences and common obstacles. In the Mediterra-nean, the UkP will build on the core themes that have emerged following the Arab revolutions: (i) empowering local governments financially, administratively, and techni-cally; (ii) strengthening cities for economic growth, job creation, and sustainable provision of services for all; and (iii) creating accountable and inclusive cities and towns.

URBANIZATION KNOWLEDGE PLATFORM BOX 5


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Helping Mediterranean cities exploit their potential for economic and social deve-lopment is the objective of the CMI’s Cities for a New Generation program. In collaboration with local governments and national institutions, the first phase of the program will yield diagnostics in three cities (in Lebanon, Morocco, and Tunisia) and action plans for urban policy reform and investment in three areas: long-term strategic planning for local and regional development; better management of municipal resources (human, financial, and physical); and improved local gov-ernance for greater social accountability. The first phase may lead to a second phase consisting of assistance (under an instrument to be defined) to imple-ment the action plans. The program’s objectives are twofold: (i) to analyze how national urbanization frameworks present opportunities and constraints for the exe-cution of a city’s strategy (with emphasis on the need to coordinate local action with national policies at the regional level), and (ii) to build the capacity of cities to plan and carry out their strategies, through better management of munici-pal resources and improved governance.

Cities for a New Generation

Over the past two years, the ART-ISI@MED program, led by the Uni ted Nat ions D e v e l o p m e n t P r o -gramme (UNDP), has implemented its first p r o j e c t s i n L e b a -non (Tr ipol i) and in Morocco (Oujda, Chef-chaouen, Région de l’Oriental). One of the major results was the production of the ART/I S I M E D h a n d b o o k and decision-support tool. Harnessing the

Power and the Poten-tial of Information and Communication Tech-no log ies fo r Loca l Development provides local decision makers in the Mediterranean with easy-to-use guide-lines and forms that show how ICTs can be in tegra ted in to l oc a l deve lopment planning and policies. The handbook too l also of fers a space for those involved or interested in ART-ISI@MED to share their experiences and les-sons learned.

I n May 2012, c i t y authorities from across the MENA region con-

vened in Beirut to hear how ART-ISI@MED is helping local authori-ties adapt and apply successes in areas such as advanced geographic informa-tion systems for street management and soft-ware for the delivery of public documents. In the course of a joint workshop, supported in part by the French Ministr y of Foreign Affairs, local officials were trained in the use o f ART- IS I@MED’s new decision-support tool, which is available in Arabic, English, and French, both online, at http://cmimarseille.org/isimed.php, and in print.

THE ART-ISI@MED PROGRAMBOX 6



This set of CMI programs and activities focused on local capacity building is complemented by initiatives designed to strengthen the capacity of national institutions. The Employment and Social Protection program, developed as a response to a request from the Tuni-sian government, was initiated in June 2011 at a workshop in Tunis on emer-gency social measures for a successful transition in Tunisia. The workshop demonstrated the capacity of the donor community and the CMI to pro-vide a quick response to the pressing needs of the Tunisian authorities to identify actionable solutions to boost employment, especially among youth. It gave the Tunisian government access to international experience and best practices on a broad range of social measures, including labor-intensive projects, quick-impact projects, and experiences in social spending and redistribution across regions. Expert participants in the workshop stayed

on for direct discussions with national decision makers, offering an opportu-nity to identify programs appropriate for Tunisia. The workshop also allowed the government of Tunisia to make bet-ter use of the sizeable funds provided by several donors (World Bank, AFD, African Development Bank, and the EU) under the Tunisian recovery pro-gram, which included components on employment and social protection.

The Employment and Social Protec-tion program is led by AFD and was approved at a special meeting with the CMI’s southern partners in November 2011, brings together several donors that are members or partners of the CMI (including the International Labor Organi-zation, EU, and the African Development Bank). It focuses on policies that promote entrepreneurship and self-employment; labor-intensive programs; vocational training; labor-market information and functioning; and specific measures or

incentives such as employment centers, coaching, conditional cash transfers, and social networks. The program has four components: (i) targeted research and data collection; (ii) an e-community of practice to share information and reflec-tions (established in October 2011); (iii) national workshops and (iv) pilot projects to test, implement, or demon-strate policy options.

After the initial Tunis event, a similar workshop was held at Cairo University in October 2012. The sessions com-bined presentations from researchers, experts from Egypt, the Mediterranean region, and from around the world, as well as practitioners and development partners. The workshop was welcomed by all stakeholders and was successful in terms of knowledge sharing, donor coor-dination, and engagement from a broad cross section of Egyptian society. Other workshops will be held in 2013 and pilot projects are under preparation.

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T h e i n fo r m a t i o n m ad e ava i l -able through ef for ts to increase transparency should logically be fol lowed by ci t izen act ion and advocacy based on the information. Expanding youth participation in public decision-making is the first objective of the Institutional Deve-lopment to Strengthen Regional A rab Youth Po l icy and Youth Participation program, led by the World Bank.

The program promotes the deve-lopment of independent, national youth-led platforms in reform-ori-ented countries such as Morocco, Tunisia, and Egypt, with the aim of creating an independent regional youth plat form. In collaboration with the European Youth Forum, and through events such as Euro-Arab Youth Leaders Meeting in Rome in May 2012 and a youth symposium held in Tunis in August

2012 under the title Arab Spring: Youth Participation for the Promo-tion of Peace, Human Rights, and Fundamental Freedoms, the pro-gram is undertaking a preliminary mapping of regional and national youth stakeholders, including more marginal ized groups located in remote areas. The General Sec-retariat for Social Af fairs of the League of Arab States is a lso receiving support to ensure struc-tured youth participation through the League’s Institutional Develop-ment Fund.

In Morocco, the government is setting up a National Consultative Youth C ounc i l (C onse i l C on -sultati f ), for which the CMI wil l provide technical assistance, on the basis of existing proposals that have been developed by various youth stakeholders and based on international best practice. The

activity will also involve strength-ening the capacity of youth-led civil society to facilitate the estab-l ishment of local and regional youth councils or platforms, so as to ensure broad national partici-pation within the National Youth Council.

The second objective of the program is to expand socioeconomic inclu-sion for youth through technical assistance, resource mobilization, and dialogue among stakeholders. Strategic par tnerships with the pr ivate sector are being estab-lished to develop new instruments that wil l expand young people’s access to employment opportuni-ties. In Morocco, support for the development of a National Youth Strategy is being discussed, and plans to develop self-employment and entrepreneurship schemes are being devised.

Arab Youth Initiative



CMI 2.0: PARTNERSHIPS FOR TRANSITION



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STRENGTHENING STRATEGIC PARTNERSHIPS


STRENGTHENING STRATEGIC PARTNERSHIPS

According to its founding document, a memorandum of understanding among members, the CMI is a cooperative arrangement of members that seek to work with other partners to achieve shared objectives. The CMI’s array of partners, like its members, comprises both public institutions (governments and multilateral agencies) and independent entities (civil society organizations, academic institutions, and networks of independent actors) that are invited to participate in selected CMI programs.

Beyond technical partnerships articu-lated at the program level, the CMI has established strategic ties with several regional institutions whose missions and objectives complement those of the Center. These partnerships pur-sue a variety of specific objectives, but all serve to leverage and scale up the results that the CMI seeks to achieve. These include: Union for the Mediter-ranean (UfM); Islamic Educational, Scientific, and Cultural Organization (ISESCO); European Bank for Recon-struction and Development (EBRD); Deutsche Gesellschaft für Internatio-nale Zusammenarbeit (GIZ); United

Nations Development Programme (UNDP); Islamic Development Bank (IDB); Japan International Cooperation Agency (JICA), European Commission (EC) and Cities Alliance (CA). Strate-gic partnerships are struck at senior and institutional levels and develop through two channels: (i) program-matic partnerships, such as with GIZ in the urban field; and (ii) institutional cooperation with the CMI, as, for exam-ple, with the UfM.

As it moves into its second phase, the CMI aims to strengthen its linkages and widen the circle of institutions with which it engages, both to increase its outreach and expand its work program. To these ends, the Center will draw on its “network among networks” advantage in selected technical fields, in line with its mission as a multipartner platform for the generation and dissemination of know-ledge, and will explore areas of common interest with other regional institutions. When considering its work with part-ners, the CMI will follow a pragmatic, demand-driven approach and look for synergies that serve its members’ inter-ests and advance their objectives. As new partnerships translate into joint actions, special attention will be paid to the agenda of greater regional integra-

tion and knowledge dissemination for the benefit of the Mediterranean at large.

Building on the memorandum of understanding signed with the UfM in October 2011, the CMI is working closely with H.E. Fathallah Sijilmassi, recently appointed as the UfM’s sec-retary general, and his team to forge a technical partnership to pursue comple-mentary regional initiatives. The areas of joint cooperation, which are expected to be refined by the end of 2012, will address key regional issues such as transport and urban development, water and environment, higher education and research, and business development.

Following up the CMI’s success-ful partnership with ISESCO on the Knowledge Economy Conference in Tunis in December 2009, the two organizations signed a memorandum of understanding in October 2011 to take advantage of synergies in a variety of fields—notably the knowledge economy, the environment, and urban and spatial development. ISESCO and CMI drew up a three-year shared work program that was formalized with the signature of a cooperation agreement on October 18, 2012. The CMI and ISESCO collaborate on


knowledge-sharing and joint learning activities through conferences, semi-nars, training sessions, workshops, and research. The partnership is a mutually reinforcing alliance at both the institutional and technical levels.

The CMI and GIZ (German agency for international cooperation), have estab-lished a unique form of collaboration for the Middle East and North Africa (MENA). The CoMun program, led by GIZ, is housed at the CMI. Coope-ration to date on urban and local empowerment led to the concep-tion and establishment of the Joint Work Program coordinated by CMI and Cities Alliance. Cooperation with GIZ has also led to closer lin-kages with the German Ministry for Economic Cooperation and Deve-lopment (BMZ) and demonstrates the potential of successful techni-cal cooperation.

The CMI has a long-standing partner-ship with the UNDP’s Geneva office, through a joint program on information and communication technologies for local development (ART-ISI@MED). Capitalizing on the work achieved in 2009–12, the UNDP and the CMI decided to scale up their coopera-

tion and establish a new cooperative framework for 2013–15. Central to that framework is the ART-Local Empower-ment program, which supports local empowerment in participating territo-ries in MENA and Sub-Saharan Africa through triangular and South–South cooperation projects. The overarching shared objective is to facilitate local par-ticipatory governance and development and to empower local communities.

Throughout 2012, the CMI supported the EBRD-led initiative known as Tran-sition to Transition (T2T), a framework that facilitates peer-to-peer exchanges of experience with transition and reform between the EBRD’s countries of operation and countries in the southern and eastern Mediterranean. Confe-rences organized in Tunis (December 2011), Casablanca (February 2012), and Dead Sea (May 2012) brought together hundreds of policy makers, private sector leaders, and experts. As the region's transition continues and EBRD scales up its operational work, the CMI and EBRD will have opportuni-ties to pursue their collaboration.

The expertise of the Islamic Development Bank was mobilized for the CMI’s study on trade and foreign direct

investment . The two organiza-tions are exploring potential areas of col laboration related to the integrational theme of integrated economies.

Avenues for collaboration are being explored with the Japan Interna-tional Cooperation Agency (JICA), a major donor in the Mediterranean. Like the CMI, JICA is striving to achieve greater inclusiveness of Arab economies and is pursuing initiatives in areas such as environment and governance. In the course of several meetings held during summer 2012, the opportunity for synergistic coope-ration became apparent. The CMI took part in a workshop jointly organized by JICA, AFD, and the Brookings Institu-tion in October 2012 in Tokyo. At the workshop, participants shared their analysis of the ongoing transitions in the Mediterranean and suggested ways to support these processes.

The CMI collaborates closely with two partners housed at the Villa Valmer: Plan Bleu and the Office de Coopération Économique pour la Méditerranée et l’Orient (OCEMO). Joint work is ongoing in several fields, including green growth and youth.





EXPANDING OUTREACH


Expanding Outreach

Publications

CMI has developed a variety of communication and outreach activities to connect with stakeholders from government, the pri-vate sector, and civil society, including academics, think tanks, research organizations, and the media. Its newly designed Web site, www.cmimarseille.org, in English and French, includes links to social media and is the first point of call for an overview of our activities to date. Efforts are being made to reach wider audiences through greater use of Arabic.

In addition to the 2011 annual report—of which 850 copies were distributed last year—and the CMI brochure (available

in English, French, and Arabic), the Center also dissemi-nates its work through an e-letter published every six weeks. Seventeen issues have been published to date in English, French, and Arabic. The total number of subscribers to the e-letter has steadily increased, reaching more than 2,330 since the launch of the Web site.

CMI has also developed relations with the international and regional press by issuing 15 press releases, including joint releases with other development partners, and holding press conferences.

From Political to Economic Awakening in the Arab World: The Path of Economic IntegrationThis report for the Deauville Partnership on trade and foreign direct investment joins analysis and forecasting with a set of actionable recommendations (regional and national; short and long term) and a discussion of reforms needed on both rims of the Mediterranean. July 2012 /// English, French, Arabic.

2012 MED Report: Toward Green Growth in Mediterranean CountriesThe report demonstrates that by integrat-ing environmental considerations into economic policies and promoting green growth at the national and regional levels Mediterranean countries can advance economic growth, job creation, social equity, and the sustainable management of natural resources.October 2012 /// English /// overview available in English, French, Arabic.



E-Tools▶ Trilingual Thesaurus, an online Arabic, English, and French glossary of biodiversity. To address the challenge of the environmental sustainability of the Mediterranean region, this col-laborative project provides terms that will be understandable everywhere and by everyone, from the general public to the experts who discuss scientific agreements and treaties. Nov. 2011 /// English, French and Arabic.

▶ MENApolis, an online analyti-cal tool for strategic urban planning linked to the e-Geopolis platform. The database measures urbanization over the period 1950–2010 in five countries (Egypt, Jordan, Lebanon, Morocco, and Tunisia) and fore-casts trends through 2030, allowing decision makers and developers to anticipate needs for infrastructure and housing and to reduce regional imbalances. September 2011 /// English and French.

▶ CMI Community platform, an onl ine community (intranet and extranet) with collaboration fea-tures needed by the CMI and its partners to build social knowledge-sharing Web sites. Centered on the concept of using formal and infor-mal groups to let users organize themselves for collaboration and then f i lter information up to uni-versal features, CMI Community makes the following tools available to each group:• The blog feature provides a

means for timely discussion, with support for threaded comment-ing, file attachments on posts and comments, and granular e-mail notifications to alert group mem-bers of new activity.

• The calendar feature lets each group share information about meetings, project milestones, and more.

• The wiki feature lets users post

stat ic content , col laborate on documents, store and compare revisions, attach relevant files, and print interim or finalized versions.

• The microblogging feature allows users to share short updates, links, and other relevant information with others.

• The project management fea-ture allows users to create, assign, and update tasks to to-do lists for projects, so that projects can be managed effectively online.

• The dashboard feature allows group and site administrators to control and arrange content dis-plays and to make sure that teams are current with the latest relevant content.

Since the launch of the CMI Com-munity in June 2011, 29 groups have been created. Membership is by invi-tation only and reached a total of 694 registered active users.

Harnessing the Power and the Potential of Information and Communication Technologies for Local DevelopmentThis methodological guide, part of the ART-ISI@MED initiative, aims to harness the potential of ICTs for local development in Mediterranean coun-tries by promoting, among other themes, economic development and urban and territorial planning to reduce poverty. April 2012 /// English, French, and Arabic.

Universities Through the Looking Glass: Benchmarking University Governance to Enable Higher Education Modernization in MENAThis report, a roadmap for higher education in the Middle East and North Africa, contains a new tool for measuring governance that will help universities in the region become more responsive to the needs of young people and drive future growth.May 2012 /// English, French and Arabic.

Beyond the Arab Spring: Civil Society Speaks for a Common FutureThis report is the result of a policy dia-logue between governments and civil society on issues of governance eco-nomic reform and human development.June 2011 /// English.


The CMI Web Site

The CMI has introduced new con-tent and services on its Web site, including multimedia, a solid and robust solution for hosting high-def in i t ion v ideo, and an open database plat form for pictures

and images gathered taken during events organized by the CMI and on field missions. Working closely with program leaders to promote their activities, each program now has a dedicated page with a new layout.

New technical assets have been implemented to disseminate data.

The University Governance Screen-ing Card was brought online this year. Together with other (linked) higher educa-



tion benchmarking tools, it allows users to generate and view up to 30 university scorecards from MENA countries. An online questionnaire used as a prac-tice tool is designed to allow visitors to start to understand important university governance concepts.

From its launch in May 2010 through October 2012, the CMI Web site has had a total of 26,906 unique visitors, rising to 2,207 visits in November 2012. Within the region, the top countries for visitors are Morocco, Tunisia, Egypt, Algeria, Lebanon, Jordan, the United

Arab Emirates, Saudi Arabia, and Pales-tine. France, the United States, Belgium, Spain, Italy, Luxembourg, United King-dom, and Germany rank among the top ten visiting countries.

There were a total of 394,506 hits over the same period, and the num-ber of visits and unique visitors increased more than twelve-fold. Total unique visitors have increased by more than 85 percent since Janu-ary 2012. France, the United States, Morocco, Belgium, Tunisia, Spain, Italy, United Kingdom, Egypt and

Luxembourg are on the top ten country visitors. Facebook ranks among the top three third-party referrals. Mobile devices now repre-sent 5.5 percent of the total traffic.

Pictures sets from events organized by the CMI and missions on the field have generated 5,215 views. The CMI video platform received 23,000 views of 85 videos clips on its four channels. The CMI’s contribution to the 6th World Water Forum, including an interview with CMI director Mats Karlsson, generated 6,174 views.




ENSURING FINANCIAL SUSTAINABILITY


Ensuring Financial Sustainability

The CMI’s budget is a combination of three components:

▶ Financing from the World Bank has covered core coor-dination activities and various World Bank–led programs.

▶ A Multi-Donor Trust Fund (MDTF) includes contributions from the AFD, CDC, EIB, the French Ministry of Foreign Affairs (including a recent €2 million contribution), and the French Ministry of Economy and Finance.

▶ Direct contributions from the CMI’s partners for specific programs.

The Center’s budget grew during FY10–12, reflecting increased partner support for CMI’s activities. The three-year estimate (FY10–12 rose from $18 million in February 2010 to $29 million at the end of June 30, 2012. Even so, they do not fully reflect partner contributions in the form of staff costs and other support. Moving forward, the CMI’s members have agreed that these three main financing lines will continue under CMI 2.0 (FY13–15).

Table 2a is a consolidated budget summary for the first phase of the CMI (called CMI 1.0) for FY10–12. It shows the breakdown of funds for CMI coordination activities and for CMI programs (grouped into five clusters) for the three years ending June 30, 2012. The table includes allocations from three sources for FY10–12: World Bank ($11.2 million), MDTF ($6.62 million), and partners ($11.6 million), with total allocations of $29 million. It also shows actual expenses incurred during FY10–12 of $22.6 million.

The MDTF is an essential component of the total budget and is critical to CMI’s future.


Table 2b is a compilation of MDTF allocations to CMI programs and activities in FY10–12 (CMI 1.0) and the first set of allocations under CMI 2.0 (to date) in FY13. The table illustrates the transition of MDTF funding structure from five clusters during CMI’s first phase to three integrational themes under CMI 2.0. It also shows the breakdown of MDTF allocations per program (FY11–12), actual expenses (FY11–12), and allocations to date in FY13. It shows that total MDTF expenses in FY11-12 were $2.5 million. Allocations for FY13 (as of November 1, 2012) are $1.55 million. In so doing, it reveals a continuum of the CMI’s work through the MDTF lens. This budget is only a snapshot as of November 1, 2012; this is a living document that will be updated periodically during the year to reflect new allocations and to provide a window on actual expenses from the MDTF throughout the year.

Table 2c offers yet another view of the CMI’s budget. It provides an overview of expenses for CMI 1.0 (FY10–12) and projected finance for CMI 2.0 (again from the World Bank, MDTF, and from partners, FY13–15). It also shows that the MDTF allocation for CMI 1.0 was $3.94 million. Total MDTF expenses during CMI 1.0 were $2.5 million. If future commitments follow past trends, then the total MDTF alloca-tion for CMI 1.0 and 2.0 would reach

$8.5 million. These figures and pro-jections point to the fact that the time is opportune to secure the CMI’s core and program financing, includ-ing the MDTF, for its second phase (FY13–15). For medium-term sustain-ability, members and partners should consider extending their financial com-mitments as early as possible to allow for effective forward planning for the implementation of CMI 2.0’s programs and activities.


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ANNEX 1 LOGFRAMES OF CMI PROGRAMS


This annex presents updated logframes for CMI programs under the three integrational themes of CMI 2.0. It is not comprehensive in its scope but provides a snapshot of where most of the CMI’s programs are heading. Program leaders are currently in discussions with their partners to complete the work plan for the coming year(s). This compilation does not articulate the level of integration between programs under the new themes, but such an articulation is under way.

THEMES AND PROGRAMS

INTEGRATED ECONOMIES▶ Knowledge Economy for Growth and

Employment in the Arab World▶ Innovation Systems▶ Public-Private Partnerships in Infrastructure Projects▶ Building an International Network to

Support Higher Education Reform▶ Improving Labor Mobility for Better Human

Development Outcomes in the MENA Region

SUSTAINABLE GROWTH▶ Green Growth▶ Cities and Climate Change▶ Sustainable Urban Transport▶ Sustainable Urban Development in

Mediterranean Cities (SUD-MED)▶ Efficient Water Resources Management

PARTICIPATORY GOVERNANCE▶ Strategic Urban Development▶ CoMun (Coopération des Villes et des Municipalités)▶ Cities Alliance/CMI Joint Work Program▶ Cities for a New Generation▶ Employment and Social Protection▶ Arab Youth Initiative▶ ART-Local Empowerment



GOAL

To place a

knowledge-based,

productivity-driven growth

model at the center of

development strategies

for Arab countries,

particularly those in

the Mediterranean region.

OBJECTIVES

The program is designed

to mobilize the interest

of stakeholders engaged

in building knowledge

economies to spur

growth and create jobs.

Three areas of engagement

are envisaged:

▶ Development and

publication of the

report: Transforming

Arab Economies:

The Knowledge and

Innovation Road.

▶ Consultations and KE

action plans with CMI’s

Founding Members, as

for example, Morocco

and Tunisia. This involves

developing country

study(ies) to show

the application of this

approach contextualized

to new national contexts.

▶ Developing the KE in the

Mediterranean space and

encouraging interaction

of a community of

practice of interested

stakeholders through

a newly launched web-

based KE platform.

I N T E G R AT E D E C O N O M I E S // / C M I P R O G R A M

KNOWLEDGE ECONOMY FOR GROWTH AND EMPLOYMENT IN THE ARAB WORLD

AUDIENCE

High-level policy makers

in the MENA region (prime

ministers, ministers,

top-level officials from

ministries of finance/

economy/ planning,

education, science and

technology, and information

and communication

technologies/

telecommunications.

Key actors from the

private sector, think tanks,

academic networks,

mayors, and representatives

of the media.

High-level policy makers in

the North and counterparts

from key institutions, such

as the European Union,

that have various programs

in the region to facilitate

the integration process.

Regional organizations and

civil society actors who can

help advance this agenda.



INTE

GR

ATE

D E

CO

NO

MIE

S

INVOLVEMENT

OF THE SOUTH

This work responds to

the interest expressed by

countries in the region that

have developed knowledge-

economy strategies or have

put in place policies on

related to one or more of the

knowledge-economy pillars.

The program was discussed

at a high-level conference

held in conjunction with

the CMI’s 2010 Annual

Meeting, with participants

from Mauritania, Morocco,

and Tunisia and from

the EIB, ISESCO, and

the World Bank.

Representatives/experts

from MENA countries have

participated in workshops/

consultations on this work

(November 2011, June

2012) and contributed

to the development

of Transforming Arab

Economies.

Main finding of the draft

report have been presented

at workshops in Algiers

(September 2012) and

Doha (October 2012).

CMI’s Oversight

Committee (comprising

representatives from

Egypt, Jordan, Lebanon,

Morocco, and Tunisia) is

informed of this work.

DELIVERABLES

FY13:

Publication of Transforming Arab Economies:

Traveling the Knowledge and Innovation Road (Vols. 1 and 2).

Dissemination of report at a high-level knowledge

economy seminar in Rabat with ISESCO (2013).

Development of knowledge-economy action plans

and discussion workshops (Morocco, Tunisia).

Development and launch of a knowledge economy

website to build a vibrant community of practice.

High-level interactions on developing the

knowledge economy in the Mediterranean (CMI

“Rencontre Valmer” event (October 2012).

Preparation of a three-year program of cooperation

with ISESCO on the knowledge economy.

LEAD

ORGANIZATION

WB

PARTNER

ORGANIZATIONS

EIB

ISESCO


GOAL

To develop bankable

innovation projects in

the Mediterranean area;

to back initiatives that

inform and broaden the

skills of entrepreneurs

and other agents of

innovation; and to kick-start

financial arrangements in

support of innovation.

OBJECTIVES

The program follows-up

the successful experience

of the ‘Fostering Innovation’

program implemented during

the CMI’s first phase.

Whereas it identified

opportunities to improve

national innovation systems,

the activities to be pursued

under the follow-up program

will focus more on job creation,

economic integration, trade

and investment, and

environmental sustainability.

Objectives are to:

▶ Develop instruments to

bolster the role of the private

sector in research and

innovation in Arab countries,

in particular in Horizon 2020

focus areas such as renew-

able energy and water.

▶ Promote public-private

partnerships for Arab

research centers, networks,

and joint ventures.

▶ Encourage policy initiatives

to improve Arab research

and innovation structures.

▶ Find applications for the

results of research and inno-

vation efforts (e.g., through

technology transfer offices).

▶ Boost factor productiv-

ity through research

and innovation.

▶ Create “living labs”

in Arab societies to

prototype innovation.

▶ Identify components and

channels for effective

knowledge and technology

transfer policies related to

foreign direct investment.

▶ Develop absorptive capaci-

ties to promote knowledge

and technology transfer.

▶ Study policies to bridge the

skill gap for research

and innovation.


INNOVATION SYSTEMS

AUDIENCE

Public decision makers

(for example, from ministries

of science, technology,

innovation, and education),

managers of innovation

sites (clusters, incubators),

university administrators,

local governments, city

planners, representatives

of the private sector

(including innovative

SMEs and promoters of

innovative projects).


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ANNEX 1 LOGFRAMES OF CMI PROGRAMSANNEX 1 LOGFRAMES OF CMI PROGRAMS

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INVOLVEMENT

OF THE SOUTH

Participating in the program

are Egypt, Jordan, Lebanon,

Morocco, and Tunisia.

Algeria has expressed

interest in joining.

DELIVERABLES

The program will build on the deliverables of the ‘Fostering

Innovation’ program, which are the following: (i) diagnoses

and recommendations on key aspects of innovation systems,

at the local, regional, national levels; (ii) studies and creation

of operational tools, such as mapping of existing structures,

geographic information system, collaborative information

and exchange tools; and (iii) training and awareness

raising sessions through workshops and conferences.

The deliverables of the ‘Innovation Systems’ program

are as follows:

▶ Benchmarking studies on arrangements for business

incubators and intellectual property systems.

▶ Workshop on Innovation and Commercialization for

Economic Development, November 12–13, Amman

(with ESCWA Technology Center) Prefeasibility study

on an innovation portal for dissemination of information

and promotion of collaborative projects (2013).

▶ Innovation assessment to identify legal

and regulatory obstacles to innovation systems.

▶ Study of professional qualification system

as related to innovation.

▶ Preliminary study on the development of

technology platforms International conference

on technopoles/science parks (2013).

LEAD

ORGANIZATION

EIB

PARTNER

ORGANIZATIONS

WB

European Commission

FEMISE

MEDINVEST/ANIMA

CDC

AFD

IRD

ISESCO

CNUCED

ESCWA

JCI

Technology ministries

in partner countries


GOAL

To reduce the backlog

in infrastructure investments

in the Mediterranean

by promoting a friendly

environment for viable

PPP projects.

AUDIENCE

Focusing primarily on

Egypt, Jordan, Morocco,

and Tunisia. the program

will involve in particular:

▶ Decision makers from

ministries of finance

and key line ministries.

▶ PPP units, project

implementation units.

▶ Universities.

▶ Representatives of

the private sector.

▶ Promoters of

PPP projects.

▶ International financial

institutions.

OBJECTIVES

Building on the CMI's

experience in creating

networks and hosting

high level dialogues,

the program seeks to:

▶ Promote dialogue and

information sharing on

regional PPP initiatives

in infrastructure through

workshops focused on

the private sector.

▶ Conduct innovative

studies that will increase

awareness and capacity

for PPP projects.


PUBLIC-PRIVATE PARTNERSHIPS IN INFRASTRUCTURE PROJECTS


INVOLVEMENT

OF THE SOUTH

Egypt, Jordan, Morocco, and

Tunisia are already involved

with the EIB and its partners

in establishing a PPP-

friendly environment with

a view to identifying and

financing bankable projects.

PPP units and relevant

ministries in these

countries will be directly

involved in the workshops

and beneficiaries of the

forthcoming studies.

DELIVERABLES

Two to three workshops on PPP challenges in the

Mediterranean, in collaboration with international financial

institutions (including the Arab Financing Facility for

Infrastructure) and key partners (EPEC, OECD).

A workshop on governance issues for PPPs in the

water sector, in collaboration with OECD.

A study on accounting, statistical treatment, and

budgeting for PPPs in the water sector.

A study on PPPs and climate change mitigation

and adaptation, including a readiness

assessment in each pilot country.

LEAD

ORGANIZATION

EIB

PARTNER

ORGANIZATIONS

EIB partner institutions

within FEMIP

OECD, GWP Med, and

UfM secretariat (water)

CDC

PPP units in Egypt, Jordan,

Morocco, and Tunisia


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GOAL

To improve, through

collaborative effort,

the education services

available to students,

conscious of the

tremendous potential

returns from higher

education and aware

of the fact that higher

education systems are

facing critical challenges.

OBJECTIVES

The objective of the

International Network

for Higher Education

(INHE) is to build on

the results of the CMI’s

program in three areas:

▶ The University

Governance Screening

Card, a benchmarking

tool to improve

accountability for results

and transparency

in institutional

decision making.

▶ The joint AFD/World

Bank report on financing

of higher education.

▶ Joint work with OECD

on internationalization

of higher education.

The INHE will focus on

continuing efforts to develop

high-quality research

on higher education,

policy tools, capacity

building, and institutional

strengthening at two

parallel levels. At the multi-

country level, the strategic

direction is to create a

strong knowledge base

and foster collaboration

through a network of

experts, programs, and

specialized institutions. At

the country level, it is to

build the national capacity

to improve higher education.

AUDIENCE

Seven countries (Algeria,

Egypt, Iraq, Lebanon,

Morocco, Tunisia, and West

Bank and Gaza) are using

the University Governance

Screening Card. Based

on demand, the exercise

will be extended to more

countries. The first regional

report produced during

FY12 presented findings

for four countries. A second

regional report presenting

comparisons of seven

countries will be prepared

and discussed at the

regional and national levels.

INHE partnerships will

be diverse and open to

organizations such as

the AFD, OECD, IMHE,

ANQAHE, AROQA,

ISESCO, the British

Council, the Association

of Governing Boards

of Universities and

Colleges (United States),

and universities and

research centers in all

participating countries.


BUILDING AN INTERNATIONAL NETWORK TO SUPPORT HIGHER EDUCATION REFORM


INVOLVEMENT

OF THE SOUTH

17 countries from

the MENA region are

participating in seminars,

workshops, and research.

40 Universities from

Egypt, Morocco, Tunisia,

and West Bank

and Gaza were using

the University Governance

Screening Card as

of September 2011.

This number will be

increased in FY12

and FY13.

DELIVERABLES

A follow-up to the FY12 report on the University

Governance Screening Card to present findings for

Algeria, Iraq, and Lebanon. A regional seminar with all

participating countries took place in October 2012.

Based on demand, national seminars in Lebanon

and Algeria will be held in the fall of 2012.

A foundational meeting of the INHE to define the aims and

objectives of the network, areas of focus and priority, the

working structure of the network, its governance bodies, the

roles and commitments of the organizations involved, and

a tentative roadmap for the development of the network.

An interactive site developed in FY 12 to be used

as a platform for the exchange of experience on

introducing higher-education reforms. In the process

of developing the interactive website, key institutions

with the necessary IT capacity will be identified to

build the community of practice and ensure that local

experiences are uploaded to the Web-based platform.

LEAD

ORGANIZATION

WB

PARTNER

ORGANIZATIONS

ANQAHE

ETF

AFD

ILO

OECD

ENQA

UNIMED

International Comparative

Higher Education Finance

Project (State University

of New York at Buffalo)

University of Pennsylvania

Graduate School

of Education

Higher Education and

Scientific Research

Unit at the Union for

the Mediterranean

Ministries of higher

education and university

presidents from the

Arab World and the

Mediterranean


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GOAL

To promote human

development through

policies and programs

that facilitate the safe and

productive employment

of migrants across and

beyond the Mediterranean

and that help leverage their

knowledge and experience

for local development.

AUDIENCE

This program includes

two levels of beneficiaries

affected by the objectives:

▶ Ultimate beneficiaries:

citizens of the MENA

region, especially

young people

seeking employment

opportunities abroad.

▶ Direct beneficiaries/

implementation

partners: ministries

and government

agencies responsible

for employment

and international

migration issues in

MENA countries.

The broader audience

includes the governments

of receiving countries and

nonstate actors, including

diaspora organizations,

nongovernmental

organizations, migrants’

associations, and

federations of employers

in receiving countries.

OBJECTIVES

The program has been

designed to lay the

technical foundations

for mutually beneficial

cooperative arrangements

on international labor

mobility between sending

and receiving countries

around the Mediterranean.

It supports sending

countries in building their

capacity to manage labor

outflows and to take

advantage of temporary

labor mobility arrangements

with receiving countries.

Beyond analytics, the

program will focus on ways

to mitigate the common

risks associated with

temporary labor movements.

The specific objectives of

the program are therefore to:

▶ Increase the efficiency

of migration-related

systems in labor-

sending countries.

▶ Introduce considerations

of equity into the

migration-related.

policies in receiving and

sending countries.

▶ Harness the side

effects of migration.


IMPROVING LABOR MOBILITY FOR BETTER HUMAN DEVELOPMENT OUTCOMES IN THE MENA REGION


INVOLVEMENT

OF THE SOUTH

Migration management

initiatives are devised

and carried out in

close cooperation with

stakeholders in MENA

countries, with a particular

focus on institutional

capacity building

and joint learning.

Local experts, practitioners,

and researchers are

systematically involved in

building the evidence base.

The program reaches

out to members of civil

society on both sides

of the Mediterranean.

DELIVERABLES

Bilateral arrangements and other opportunities for temporary labor

mobility of MENA migrants in old and new destination markets

▶ Technical review of the functioning of the French-Tunisian bilateral

agreement and other prominent schemes around the world.

▶ Note on employment opportunities and challenges for

Tunisian workers in new destination markets such as Canada.

▶ Multistakeholder meetings convened to better exploit existing

opportunities for temporary migration in old and new markets

for MENA migrants (Canada, Europe, GCC, etc.). The CMI

will serve as a neutral platform for the dialogues. Non-state

actors such as employers’ federations and diaspora associa-

tions in Europe will be involved. The key messages will be fed

into broader discussions at the regional level (for example,

the Deauville Partnership and EU mobility partnerships).

Efficiency of labor migration management systems in MENA

sending countries:

▶ Institutional assessment of the labor migration system in Morocco,

including a roadmap for improvement and a common benchmarking

tool to assess sending-country capacity for migration management.

▶ Contribution to the design and implementation of a labor migration

management strategy in Morocco and Tunisia, including support

for data analysis.

▶ Facilitation of a shared vision among the domestic stakeholders

in both countries.

International recruitment practices and migrants’ protection:

▶ Policy note identifying pitfalls and good practices in international

recruitment.

▶ Assessment notes on the Moroccan and Tunisian experiences with

public and private delivery of international recruitment services.

▶ Dialogue between public and private recruitment agencies,

employers, and other relevant nonstate actors to discuss concrete

ways of improving recruitment services while offering adequate

protection for workers.

Diaspora support:

▶ Contribution to the ongoing institutional reform process in Tunisia to

better support the diaspora and its initiatives for local development,

starting with consultations at CMI with Tunisian government

representatives and diaspora associations, including lessons from

the Franco-Moroccan NGO, Migrations et Développement.

▶ Dissemination note to highlight best practices and their replicability.

▶ Benchmarking tool to assess and upgrade consular services

according to migrants’ needs and rights.

Mobility of health workers:

▶ Review of innovative cost-sharing arrangements for the training and

international mobility of health workers in different regions of the world.

▶ Outline of proposal to bring private and public interests into better

alignment, with eye to piloting the proposal in a bilateral corridor.

LEAD

ORGANIZATION

WB

PARTNER

ORGANIZATIONS

European Commission on

Mobility Partnerships

AFD (for diaspora support)

WHO

(mobility of health workers)

Center for Global

Development (skills

circulation)

ETF (skills development

and matching)

The Migration Policy

Center at the European

University Institute

The Migration Policy

Institute (Washington, DC,

on international recruitment

and other issues)

The Migration

Observatory (Oxford)

Sussex Center for

Migration Research

GFMD

GMG

ILO


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S U S TA I N A B L E G R O W T H // / C M I P R O G R A M

GREEN GROWTH

GOAL

To mainstream

environmental issues into

sector-based and general

development policies, and to

promote the implementation

of a green-growth agenda

in Mediterranean countries.

To foster green-growth

actions in Mediterranean

countries, introducing

environment and natural

resources as valuable

economic assets, through

technical assistance, just-in-

time knowledge generation,

capacity-building, and

knowledge sharing (global

and South-South).

AUDIENCE

Government officials,

local authorities,

national agencies,

civil society.

OBJECTIVES

The objectives of the

program are to improve

economic evaluation of

environmental public goods

in relation to climate change

(such as water resources,

marine and coastal

ecosystems, and forest

services) and to provide

cost-benefit analyses.

Based on the conclusions of

the 2012 MED Report, the

following specific objectives

have been identified:

▶ To extend natural

capital accounting

to Mediterranean

and MENA countries

through the WAVES

partnership, a technical-

assistance facility

aimed at supporting

countries that wish

to incorporate natural

capital in their national

statistical accounts.

▶ To exchange experiences

in green budgeting,

specifically on how to

use budget performance

indicators to help line

ministries mainstream

environmental

considerations.

▶ To share experiences and

a benchmarking exercise

on green taxes to

promote environmentally

friendly behavior.

▶ To develop a

Mediterranean green-

growth chapter to

feed into the Global

Knowledge Green

Growth Platform.


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INVOLVEMENT

OF THE SOUTH

The program will engage

decision makers and

ministries of finance in

countries throughout the

Mediterranean region.

Three countries are

specifically targeted

by ongoing activities or

because of their expressed

interest: Lebanon,


LEAD

ORGANIZATIONS

WB

Plan Bleu

PARTNER

ORGANIZATIONS

AFD

EIB

OECD

FEMISE

FFEM

FAO

GEF

DELIVERABLES

The 2012 MED Report was published in October 2012.

Potential next steps activities include:

▶ Up to three pilot country case studies in Mediterranean

countries.

▶ Advisory services and technical assistance to

Mediterranean countries, including peer-to-peer

exchanges, training, and technical workshops.

▶ A synthesis report on case studies and benchmarking

linked to natural capital accounting, green budgeting, and

green taxes.

Regional project on evaluating and optimizing the production

of goods and services by Mediterranean forest ecosystems

(project begun in 2012), and a series of five cost-benefit

case studies of protected marine areas in Algeria, Greece,

Spain, Tunisia, and Turkey (report to be published in 2012).

Activities led by Plan Bleu.

National and regional activities under the Regional

Governance and Knowledge Generation Project, launched

with GEF support in January 2012, will be defined and

implemented to advance the green economy agenda of the

project’s beneficiaries (currently Lebanon, Morocco, and

Tunisia; and potentially Algeria, Egypt, Libya, Syria, and

West Bank and Gaza).


GOAL

To contribute to public

policy making related

to climate change

adaptation and disaster

risk management in cities

in order to enhance city

resilience by mitigating

urban vulnerabilities

and promoting climate-

appropriate urban

development.

AUDIENCE

Local and national

policy makers.

Urban experts.

Urban developers.

Meteorological

institutes and climate

research centers.

Civil protection and disaster

risk management centers.

OBJECTIVES

One objective is to develop

a methodology for the

assessment of urban

vulnerabilities. Another is

to design action plans that

will improve adaptation

to climate change and

disaster risk management

in Mediterranean cities,

and to support local

decision makers in the

implementation of those

action plans through: (i)

knowledge exchange on

policies and best practices

of climate-appropriate

urban development, and

(ii) capacity building.


CITIES AND CLIMATE CHANGE


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INVOLVEMENT

OF THE SOUTH

The following governmental

entities participate

in the program:

▶ Algeria: Ministry of

Regional Development

and Environment (MATE);

Wilaya of Algiers.

▶ Egypt: Egyptian

Environmental

Affairs Agency.

▶ Morocco: Ministry of

Environment; Casablanca

Prefecture; Bouregreg

Valley Agency.

▶ Tunisia: Ministry of

Environment.

Also involved are the

Arab Academy for

Science, Technology, and

Maritime Transportation;

MEDENER; RCREE; and

urban planning agencies,

meteorological institutes,

and civil protection and

research centers in the

five member countries.

LEAD

ORGANIZATIONS

CDC

WB

PARTNER

ORGANIZATIONS

WBI

European Space Agency

GFDRR


DELIVERABLES

An assessment of urban vulnerabilities to climate change

and natural disasters and urban resilience and adaptation

action plans for Alexandria, Casablanca, Tunis, and the

Bouregreg Valley. The action plans focused on urban

planning, infrastructure protection, and institutional

preparedness. They were discussed and validated at a

regional workshop in Marseille in May 2011.

Workshops in Alexandria, Tunis and Casablanca, to present

the results of the vulnerability assessments.

Two workshops in Tunis in May 2012 to (i) disseminate the

methodology to the national government and other coastal

cities and (ii) raise awareness among local decision makers

about the need for urban planning in Greater Tunis.

A study using the same methodology, now under

development in Greater Algiers. The international consultant

in charge of implementing the study has prepared a launch

document which was approved by donors and a local

steering committee in July 2012.



SUSTAINABLE URBAN TRANSPORT

GOAL

To develop a comprehensive

and integrated approach

to plan, manage, and

develop efficient and

sustainable urban transport

policies and systems.

AUDIENCE

Policy makers at the central

and local levels responsible

for urban development

and the environment.

High-level civil servants in

charge of urban transport.

Urban transport experts

and experts and policy

makers in specific

environmental issue areas.

OBJECTIVES

The program has

three objectives and

four major themes.

The objectives are:

▶ To strengthen the

Mediterranean skills

network in the field and

forge partnerships.

▶ To assemble a

methodological toolbox

on urban transport

policies tailored for

Mediterranean cities.

▶ To disseminate

best practices.

The four main themes are:

▶ Institutional framework

and planning.

▶ Integrated multimodal

management.

▶ Mass transit and

urban densification.

▶ Environmental and

social impacts.


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INVOLVEMENT

OF THE SOUTH

In FY10–FY12, regional

events were held in cities on

the southern and northern

rims of the Mediterranean.

In FY13–FY14, the “urban

transport correspondents”

who met in Marseille (June

2012) to identify topics of

concern to their countries

will present findings in

national meetings.

Entities in the South

participate in joint financing,

management, and hosting

of events (in April 2010

by the government

of Syria, in October

2011 by Barcelona).

Half of all cases are

presented by experts

from the South. Program

activities involve public

institutions, local

governments, universities,

and centers of excellence

on both rims of the

Mediterranean.

LEAD

ORGANIZATION

AFD

PARTNER

ORGANIZATIONS

CODATU

CERTU

CETE

Plan Bleu

EIB

World Bank

MedCities

French Ministry of

Ecology, Sustainable

Development, and Energy

DELIVERABLES

A series of meetings to develop common guidelines.

Following a launch meeting in Damascus

(April 2010), two major thematic workshops during

FY11 and FY12:

▶ FY11: Workshop in Marseille (November–December

2010) on “mobility to and in the old town centers and

medinas”.

▶ FY12: Workshop in Barcelona (October 2011) on tools to

support the evolution of sustainable mobility in the

Mediterranean (governance, planning, and financing).

▶ FY12 : Workshop in Marseille (June 2012) to discuss and

approve three draft reports and to define future areas of

work with selected “urban transport correspondents”

from Egypt, Lebanon, Morocco, and Tunisia. Three

reports validated during the workshop (“Best practices

guidebook”, ”Urban transport in the medinas and historic

city centers”, and “Areas of relevance of mass transport

modes: Lessons learned in the Mediterranean”) are

available in French on the CMI Web site and are being

translated into English.

▶ FY13–FY14 (planned): The first “Urban transport national

days” scheduled in Tunisia (December 2012), with Egypt,

Lebanon, Morocco, and possibly Jordan to follow in 2013.

▶ FY14 (planned): Mediterranean wrap-up conference

planned for the first half of 2014.


GOAL

To promote sustainable

urban development and

urban renewal policies by

favoring integrated urban

development plans, better

governance, and greater

participation of residents

in city governance.

AUDIENCE

Urban project leaders,

experts, and developers.

National and local

urban authorities with

policy responsibility.

OBJECTIVES

The main objective of the

program is to disseminate

and share knowledge and

best practices emerging

from technical assistance

activities under the two

following initiatives:

▶ Urban Projects Finance

Initiative (UPFI), which

focuses on innovative

urban projects.

▶ Medinas 2030, which

focuses on renewal of

historic city centers.

On these bases, the

objective is to accumulate

a body of best practices

in integrated urban

development and to

organize a series of

seminars to share those

practices, experiment

with the implementation

of financial tools, and

label targeted projects.


SUSTAINABLE URBAN DEVELOPMENT IN MEDITERRANEAN CITIES (SUD-MED)


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INVOLVEMENT

OF THE SOUTH

National and local

authorities involved in the

implementation of urban

policies, strategies, and

projects are implicated in

the program, along with

various financial institutions.

LEAD

ORGANIZATIONS

EIB

AFD

PARTNER

ORGANIZATIONS

CDC

UfM secretariat

DEVCO

(European Commission)

KfW

WB


DELIVERABLES

Workshops and seminars to build capacity, raise awareness,

explore the themes of the program, and develop

methodological tools.

All seminars and workshops will relate to the following

themes (list to be completed):

▶ Sustainable economic and social development.

▶ Environmental sustainability.

▶ Promotion of economic activities and job creation.

▶ Integration of vulnerable populations.

▶ Participatory democracy.



EFFICIENT WATER RESOURCES MANAGEMENT

GOAL

To equip decision makers

with analytical tools to

enable them to better

address their water

challenges through more

efficient management

of scarce resources,

with an emphasis on:

▶ Promoting the use

of analytical tools

to make efficient

economic decisions,

and particularly for

prioritizing investments

and improving

operational efficiency.

▶ Documenting and

sharing relevant

experiences based on

practical case studies.

▶ Building capacity among

decision makers.

AUDIENCE

Policy makers, utility

managers, private

sector representatives,

academics, civil society

and nongovernmental

organizations, and

international and regional

organizations from

North and South of

the Mediterranean.

OBJECTIVES

With climate change and

urbanization, Mediterranean

countries are faced with

increasingly acute water

challenges. To meet the

goal articulated above, the

program will focus on:

▶ Fostering water demand

management as a

tool for more efficient

investment strategies.

▶ Promoting efficient

operation of water utilities

by reducing water losses

and developing public-

private partnerships.

▶ Supporting the

development of

nonconventional

water resources,

including reuse of

treated wastewater

and desalination.


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INVOLVEMENT

OF THE SOUTH

Participating countries

(Jordan, Morocco, Tunisia)

provide support. The use

of local consultants is

mandatory. Experts discuss

results with stakeholders at

national workshops before

studies are placed online.

High-level regional

exchanges occur among

countries, regional

associations (ACWUA),

academia, and civil society.

LEAD

ORGANIZATIONS

AFD

WB

Plan Bleu

EIB

PARTNER

ORGANIZATIONS

ACWUA

IME

UfM

DELIVERABLES

Water demand management (WDM):

▶ Capacity-building activities, including three-day training

on environmental economic valuation, organized jointly by

AFD, CEFEB, and Plan Bleu, in cooperation with local

counterparts (Jordan, December 2011; Morocco, end

2012; Tunisia, September 2013).

▶ Scenario-based case studies on four countries: Jordan

(delivered end 2011), Morocco (mid-2012), Croatia

(October 2012), and Tunisia (September 2013).

▶ Regional synthesis report combining national diagnostics

and four country case studies (FY13).

▶ High-level seminars to exchange findings (World Water

Forum, March 2012; regional seminar end 2013).

Efficient management of utilities, reduction of water losses:

▶ Case studies on five countries: Albania, Cyprus, Malta,

Morocco, Tunisia, and Cyprus (December 2012).

▶ Regional workshop and report on reducing water losses

by Mediterranean utilities (January 2013).

▶ Phase 2 (FY13–14): more country case studies and

expansion of capacity building material.

Nonconventional water resources:

▶ Desalination: documentation of potential for desalination

powered by renewable energy.

▶ Treated wastewater reuse: publication of handbook for

decision makers based on a collection of case studies.

Groundwater abstraction:

▶ Analysis of overpumping of groundwater resources and

efforts to restore safe abstraction levels in various

locations across region (2013).

▶ Regional workshop on findings of analysis with decision

makers (early 2014).

Cross-cutting:

▶ Two regional technical workshops on water innovations in

the region, including through entrepreneurship (March

2012 in Marseille and May 2012 in Beirut).

▶ Trilingual online thesaurus on environmental terms

including biodiversity, water, and other themes.


GOAL

To improve public policy

making related to urban

development, with a

focus on the following

three components:

▶ Regional and

urban planning.

▶ Urban land management.

▶ Urban expansion

and renewal.

AUDIENCE

Policy makers

Urban experts

Operators

Researchers

Municipal staff

OBJECTIVES


program are to assess

the state of urbanization

from the perspective

of spatial structure and

regional imbalances;

to predict the size

and shape of major

cities; to review urban

land management

policies, practices,

and regulations; to explore

the technical, institutional,

and financial aspects of

urban renewal programs;

and to facilitate exchanges

and foster innovation

in urban practices.

PA R T I C I PATO R Y G O V E R N A N C E // / C M I P R O G R A M

STRATEGIC URBAN DEVELOPMENT


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INVOLVEMENT

OF THE SOUTH

The team of consultants

in the preparation of

March 2011 Barcelona

conference on city

development strategies

and follow-up activities are

from Algeria and Morocco.

The conference involved

municipal governments

that have been or will

be engaged in strategic

urban planning.

The network of urban

operators involves

representatives of 12

public or private operators

from the five member

countries of the South.

National and local decision

makers from the five

member countries of the

South have been involved

in the design of the studies

and in the organization

of dissemination and

knowledge-sharing events.

LEAD

ORGANIZATION

CDC

PARTNER

ORGANIZATIONS

WB

Euroméditerranée

MedCities

City of Marseille


DELIVERABLES

Conference on city development strategies in Barcelona

in March 2011 with support from Medcities, Cities Alliance,

and WBI.

Development with MedCities and the CMI of a follow-up

program of activities to enhance the strategic development of

Mediterranean cities capacities.

Publication of a methodological handbook on city

development strategies and creation of an information

platform is online.

Pilot city projects under way in Tripoli (Lebanon)

and Sfax (Tunisia).

Formation of a network of Mediterranean urban developers

in partnership with Euroméditerranée: four network meetings

organized around site visits and exchanges on common issues.

Regional conference planned in FY13.

MENApolis: Study of future urbanization in the five partner

countries of the South using statistical and spatial data,

presented to Moroccan and Tunisian partners, followed by

training sessions.

Review of urban land management policies in Tunisia

and Lebanon (conclusions and recommendations the Tunisia

study were discussed with national and local authorities).

Draft inventory of major Mediterranean port cities discussed

in October 2012.


GOAL

To strengthen municipalities

in the Maghreb region as

competent and creative

actors in local, national

and regional development,

and to support democratic

municipal structures

in Tunisia as vital parts

of the democratic

transformation process

CoMun is a learning network

for urban development.

AUDIENCE

Municipal, regional, and

national governments

involved in urban

development in the three

partner countries of Algeria,


More broadly, inhabitants

of cities of the program.

OBJECTIVES

(success indicators)

For 2013, the objective is to

support the transformation

process in Tunisia by

strengthening local

democratic structures

(funded by the German

foreign ministry).

By 2014, a structured

dialogue between cities

in Algeria, Morocco, and

Tunisia on urban and

municipal development will

be established with funding

from the German Ministry

for Economic Cooperation

and Development (BMZ).

By 2017, successful and

innovative approaches and

instruments in urban and

municipal development

will be applied by

other cities in Algeria,

Morocco, and Tunisia,

with funding from BMZ.

It is anticipated that the

sustainable solutions

developed in the region will

have a beacon impact and

stimulate stakeholders to

adopt similar instruments

in other contexts.


CoMun

STRENGTHENING MUNICIPAL STRUCTURES IN THE MAGHREB


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Spearheading the program

in Morocco are the Direction

Générale des Collectivités

Locales (DGCL) and Institut

National d’Aménagement et

d’Urbanisme (INAU). Seven

Moroccan cities have been

selected by competition

and are receiving support

from the program in the

fields of urban transport,

waste management,

rehabilitation of medinas,

and energy efficiency.

In Tunisia, the Direction

Générale de Collectivités

Publiques Locales

(DGCL) and the Centre de

Formation et d'Appui à la

Décentralisation (CFAD)

are cooperating with 12

Tunisian cities selected by

criteria and supported in the

fields of urban management

and local governance.

The Algerian partners are

expected to be selected

by the end of 2012.

LEAD

ORGANIZATION

GIZ

PARTNER

ORGANIZATIONS

Morocco:

DGCL and seven cities

(Rabat, Salé, Kénitra,

Beni Mellal, Agadir,

Fes, and Meknes).

Tunisia:

DGCPL and 12 cities

(Tunis, Sfax, Sousse,

Monastir, Menzel, Bourgiba,

Siliana, Kasserine, Gafsa,

Jendouba, Ben Gardane,

Djerba Midoun, and Gabès).

Algeria: To be

identified, end-2012.


CoMun

STRENGTHENING MUNICIPAL STRUCTURES IN THE MAGHREB


DELIVERABLES

A learning network for cross-border sharing of experience

on key issues of urban development and local governance

between towns and cities in Algeria, Morocco, and Tunisia:

▶ Launch and support of thematic national networks on key

urban development issues, including training measures on

urban management practices and field-trips (2012).

▶ Linking of thematic networks at the regional level for

broader exchange between cities in the Maghreb

(late 2012 through end 2013).

▶ Incorporation of approximately 30 cities into thematic

learning networks for regular exchanges of experience.

Technical assistance in the development of innovative solutions

on subjects that are of interest for the regional dialogue:

▶ Waste management.

▶ Mobility and transport.

▶ Rehabilitation of medinas.

▶ Energy efficiency.

▶ Local governance.

Development-oriented project partnerships between

municipalities in Germany and the Maghreb countries.


GOAL

To help cities and national

partner institutions in the

MENA region to design

and implement strategies

on inclusive economic

growth, accountability,

and subsidiarity.

AUDIENCE

National and local

authorities, civil society,

and the private sector.

OBJECTIVES

The Joint Work Program

(JWP) initiated by Cities

Alliance and the CMI is

a vehicle for pooling and

coordinating the experience,

resources, and efforts of

the CMI and Cities Alliance

members and partners

active in the region.

The program’s objectives

include strengthening the

process of democratization

through inclusive city

governance; agreeing on

strategic frameworks in at

least two countries in the

MENA region (coherence

of effort); delivering

technical assistance and

institutional strengthening

within the context of agreed

frameworks (aligned

technical cooperation);

facilitating the transfer

of knowledge between

targeted audiences in

the MENA region; and

raising awareness of

inclusive and sustainable

growth in MENA cities.


CITIES ALLIANCE/CMI JOINT WORK PROGRAM


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The JWP responds to

demand from cities and

countries in the region

and sets up a continued

dialogue among partner

institutions. A national

consultation was held

in Tunisia during the

UCLG Conference on

decentralization to present

the regional JWP, to discuss

the potential and challenges

of decentralization, to hear

voices of Tunisian national

and local governments,

and to develop the Tunisia

Country Project.

Each country project

will be based upon

a needs assessment

and diagnostic studies

in close collaboration

with stakeholders

representing the interests

of local governments in

the partner countries.

MEMBER

ORGANIZATION

AFD

CDC

WB

BMZ

GIZ

UCLG

Cities Alliance

MedCities

French MoFa

Italian MoFa / Cooperation

UN-Habitat


DELIVERABLES

A Country Project for JWP activities in Tunisia, based on a

portfolio activities review, a detailed needs assessment, and

suggestions for activities.

Support for three diagnostic studies on Tunisia:

(i) an urbanization review, (ii) a review of decentralization local

governance; and (iii) a study of local and municipal

tax and finance. Work implemented by World Bank and AFD.

A regional framework to take stock of what the partners have

done and to suggest activities for regional collaboration.

In 2013, a second country project to be chosen and initiated

by JWP members.


GOAL

To help MENA cities

to exploit their potential

for economic and

social development.

AUDIENCE

National urban

decision makers

Local authorities

Municipal staff

Local Communities

OBJECTIVES


program are to build the

capacity of cities to allow

ambitions planning and

carry out their strategies; to

better manage the human

and financial resources of

municipalities; to provide a

healthy economic and social

environment; to promote

the accountability of local

governments; to emphasize

the need for coordination

of local action with National

policies at territorial level.


CITIES FOR A NEW GENERATION


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This demand-driven

program is based on

continuous consultation

with Southern counterparts

at the national and local

levels. Preliminary talks

with potential national and

local participants, and

with other donors, were

held to assess interest.

Workshops will be held

in Tunisia, Lebanon, and

Morocco to fine-tune the

three city work packages

and to present them to

local authorities and local

and national stakeholders.

LEAD

ORGANIZATION

WB

PARTNER

ORGANIZATIONS

CDC

MedCities

National and local

stakeholders: Tunisia,

Morocco and Lebanon


DELIVERABLES

FY13

Diagnostics studies in Saida (Lebanon), Marrakech (Morocco),

and Sfax (Tunisia) on three components: long-term strategic

planning for local and regional development; better

management of municipal resources (human, financial, asset);

and improved local governance for greater social accountability.

Elaboration of city-by-city syntheses and regional lessons learned.

Launch of a regional forum to disseminate the outputs of the

activity to a wide audience of local and national officials of the

region, possibly leading to replication of the approach with

other countries/cities.


GOAL

To provide a platform for

key national stakeholders

and international

development partners

to share information,

understand policy

alternatives, and identify

potential solutions for the

sustainable and inclusive

reform of social contracts

in the MENA region.

AUDIENCE

Governments (ministries

of labor/employment,

social affairs, and

economics/finance).

Representatives of

civil society (including

representatives of

the private sector

and labor unions).

Research centers and

think tanks from both rims

of the Mediterranean.

OBJECTIVES

Key objectives of the

program are:

▶ Enhanced North–South

and South–South

dialogue and cooperation.

▶ Greater social inclusion,

especially in the delicate

years of political and

institutional reform.

▶ Laying the basis for

more sustainable modes

of social protection

and public and private

employment.

The social measures take

into account relevant

international experiences,

are adapted to national and

regional context, and do not

undermine the countries’

macroeconomic equilibrium.

They focus on benefiting the

poorest or most vulnerable;

they are financially

sustainable and self-

supporting where possible;

and they foster social and

political inclusion of the

marginalized, including

youth, women, and migrants.

Pilot schemes and broader

cofinancing of programs

are encouraged.


EMPLOYMENT AND SOCIAL PROTECTION


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The program was approved

in a meeting of the CMI’s

southern members in

November 2011.

Workshops are co-

organized with southern

partners (governments,

universities, researchers,

and civil society

organizations) involved in

planning or implementing

social measures. These

partners sit on steering

committees set up to plan

and prepare workshops.

The e-community for sharing

data, studies, and projects

on employment and social

protection is open to

southern partners identified

in national workshops.

The program is coordinated

with the strategies of its

partners, including the

social protection program

led by the World Bank and

the North African strategy

of the ILO, known as

Employment for Stability and

Socioeconomic Progress.

LEAD

ORGANIZATION

AFD

PARTNER

ORGANIZATIONS

The Governments of

Egypt and Tunisia

EU Tunisian

and Egyptian offices

WB

ILO

Think tanks and universities


DELIVERABLES

Workshops that bring together experts in international

employment and social protection with key national decision

makers:

▶ Workshop in Tunis, at request of Tunisian employment

ministry (June 2011).

▶ Workshop in Cairo, at request of Ministry of Planning

and International Cooperation (October 2012).

▶ Workshop in Rabat (FY13, TBD).

E-community of practice created in October 2011 on social

measures in contexts of transition and open to all concerned

stakeholders.

Research working group to discuss research commissioned

by program partners.

Workshops between researchers and program partners

(November 2011: first meeting between ILLS (ILO), AFD, and

WB on studies and projects).


GOAL

To expand the participation

of Arab youth in public

decision making and their

inclusion in socioeconomic

opportunities, particularly

in the countries of the

Deauville Partnership.

AUDIENCE

Ministries of youth and

sports, and relevant

ministries addressing

youth issues as part of

their sectoral programs.

National youth agencies.

Youth-led organizations.

NGOs focused on

youth development.

OBJECTIVES


program are:

(i) to strengthen youth

participation and active

citizenship through the

development of national and

regional youth-led platforms

and regional policy making

institutions; (ii) to encourage

the sharing of best practices

and interregional exchanges

among young stakeholders;

and (iii) to support local

youth empowerment through

locally-led youth initiatives.

To promote socioeconomic

inclusion, the program will

provide technical assistance

to governments to scale

up successful programs

and mobilize resources

for the implementation of

national programs benefiting

disadvantaged youth.


ARAB YOUTH INITIATIVE


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Youth-related ministries

in Egypt, Morocco, and

Tunisia have been involved

in consultations. The

program is building on the

convening power of the

League of Arab States

to reach out to decision

makers and stakeholders.

LEAD

ORGANIZATION

WB

PARTNER

ORGANIZATIONS

League of Arab States

Arab Youth Observatory

AFD

City of Marseille


DELIVERABLES

Institutional development on youth participation in decision

making for the Social Affairs Secretariat at the League of

Arab States; Support for the establishment of an

independent Arab regional network.

Related to youth participation in decision-making:

▶ Norms and standards on youth participation mechanisms at

local and national levels.

▶ Capacity building for independent local, national, and

regional platforms.

▶ Preliminary mapping of youth-led associations in Morocco

and Tunisia.

▶ Capacity-building workshops for the youth stakeholders in

one region per country (Morocco and Tunisia).

▶ Facilitation of agreements between local youth councils and

the relevant governorates.

Related to socioeconomic inclusion:

▶ Multistakeholder dialogue on implementation of the

integrated national youth strategy in Morocco with the

private sector, donors and government representatives.

▶ Launch of youth inclusion country study and data collection

in Tunisia (dissemination in 2013).

▶ Operational plan for expanding self-employment and

entrepreneurship opportunities in Morocco.


GOAL

To support local

empowerment in the

MENA and Sub-Saharan

Regions through triangular

and South–South

cooperation projects.

AUDIENCE

National and local

authorities, civil society,

and the private sector.

OBJECTIVES

Capitalizing on the work

achieved in 2009–12, the

three strategic objectives

to be reached under the

new UNDP-CMI strategic

partnership for 2013–15 are

to foster local participatory

governance, facilitate local

economic development, and

empower local communities

in the pursuit of democratic

local governance. The

ART-Local Empowerment

program will pursue

these objectives through

increased participation of

local authorities from both

rims of the Mediterranean

in high level dialogues on

Mediterranean integration,

government accountability,

and local empowerment

and development.

Triangular and South–South

cooperation projects will

be based on best practices

identified during 2009–12 in

Morocco and Lebanon. The

objective is to transfer these

practices to selected cities

and regions in Palestine

and Tunisia and reach out

to Mauritania and Senegal

through capacity building

and knowledge sharing.

Upstream project support

will be expanded beyond

ICT-based initiatives to

other local empowerment

themes (local participatory

governance, local economic

development, and

decentralized cooperation).


ART-LOCAL EMPOWERMENT


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The program is built on

North-South and South-

South twinning schemes

involving local authorities

in Gabon, Lebanon,

Mauritania, Morocco,

Senegal, and Tunisia.

LEAD

ORGANIZATION

UNDP

PARTNER

ORGANIZATIONS

WB

Cities of Malaga

and Marseille

Provence Alpes Cotes

d’Azur Region

Champagne

Ardennes Region

MAE-DAECT

Cités Unis France

AFD

Morocco

Tunisia

The Turkish and Brazilian

development agencies

UfM

LEDA


DELIVERABLES

Two international policy workshops (Senegal, December 2012

and Egypt, April 2013) on the role of triangular and

South–South cooperation in Mediterranean integration

and local empowerment.

Training workshops on the use of the ART-ISI@MED

handbook to support local decision makers in implementing

local development projects through the use of ICTs.

Networking, partnerships, and project support to facilitate (i)

the scale-up of ART-ISI@MED initiatives in Morocco and

Lebanon, and (ii) the initiation and implementation of new

activities under the triangular and South–South cooperation

scheme in Tunisia, Egypt and potentially Mauritania.

Follow-up activities in Tripoli (Lebanon) to sustain and expand

new applications to meet specific needs, such as tax

collection for better accountability and efficiency and

innovative mobile phone applications for territorial marketing

and economic development (with the City of Marseille).

Consultations and need assessments to contribute to

expanded UNDP-CMI activities in the field of local

empowerment under the ART Global Initiative.


ANNEX 2 THE CMI BUDGET


A.CMI 1.0: Consolidated CMI Budget Summary for FY10–12, Allocation and Expenses

B.CMI MDTF: Compilation of Allocations to Programs and Activities under CMI 1.0 and 2.0

C. Overview of Expenses for CMI 1.0 and Projected Finance for CMI 2.0 (World Bank, MDTF, Partners)



Source of Funds

CMI Coordination CMI ClustersTOTAL

Governance meetings /3 Administration /4 Communication and outreach Operational Activities /5 Urban and Spatial

DevelopmentEnvironment and Water

Transport and Logistics

Skills, Employment, and Labor Mobility

Knowledge Economy, Innovation, and Technology

WORLD BANK BUDGET ALLOCATION /1 11,235CMI Bank budget allocation (FY10) 100 900 32 410 17 30 11 1,500Actual expenses (FY10) 54 784 30 453 17 30 11 1,379Other Bank allocations (FY10) 300 250 1,190 1,740Actual expenses (FY10) 649 17 1,044 11 1,721CMI Bank budget allocation (FY11) 50 1,428 50 412 100 2,040Actual expenses (FY11) 42 1,354 81 475 8 119 2,079Other Bank allocations (FY11) 850 200 1,210 2,260Actual expenses (FY11) 867 247 1,174 2,288CMI Bank budget allocation (FY12) 10 1,450 70 470 2,000Actual expenses (FY12) 9 1,447 70 468 1,993Other Bank allocations (FY12) 425 250 310 35 585 90 1,695Actual expenses (FY12) 441 248 312 21 577 93 1,693Subtotal-World Bank Allocation (FY10-12) 160 3,778 152 1,717 1,400 777 35 3,015 201 11,235Subtotal-World Bank Actual Expenses (FY10-12) 105 3,585 181 1,838 1,764 601 21 2,825 234 11,153MDTF ALLOCATION /2 100 300 150 6,070 6,620

European Investment Bank (EIB) 1,170French Ministry of Foreign Affairs (MAE) 3,980French Ministry of Economy, Finance, and Industry and Employment (MINEFI) 300French Development Agency: Agence Française de Développement (AFD) 780Caisse des Dépôts et Consignations (CDC) 390Actual expenses (FY11) 20 11 20 154 130 86 18 438Actual expenses (FY12) 55 251 72 403 141 422 452 300 2,096Subtotal MDTF Actual Expenses (FY11-12) 75 262 92 557 271 507 452 318 2,534

PARTNER CONTRIBUTION TO CMI CLUSTERS /6 11,570GIZ allocation/7 2,175 2,175Actual expenses (FY12) 2,175 2,175EIB allocation/8 218 218 116 334 886Actual expenses (FY10) 122 49 21 75 267Actual expenses (FY11) 168 44 33 125 369Actual expenses (FY12) 258 25 281 12 218 794CDC allocation/9 2,175 2,175Actual expenses (FY10) 197 197Actual expenses (FY11) 330 330Actual expenses (FY12) 848 848AFD allocation/10 218 320 174 712Actual expenses (FY10) 87 47 58 192Actual expenses (FY11) 103 154 116 373Actual expenses (FY12) 207 197 404UNDP allocation/11 653 653Actual expenses (FY10) 250 250Actual expenses (FY11) 191 191Actual expenses (FY12) 265 265Plan Bleu allocation/12 609 609Actual expenses (FY10) 170 170Actual expenses (FY11) 17 210 227Actual expenses (FY12) 33 230 263GEF allocation/13 3,000 3,000Actual expenses (FY10)Actual expenses (FY11) 200 200Actual expenses (FY12)MEDDTL allocation/14 500 500Actual expenses (FY10) 56 56Actual expenses (FY11) 52 200 252Actual expenses (FY12) 268 250 518Cities Alliance allocation/15 250 250Actual expenses (FY12) 250 250City of Marseille allocation/16 217 109 109 435Actual expenses (FY10) 74 29 19 122Actual expenses (FY11) 33 29 8 70Actual expenses (FY12)ETF allocation/17 100 100Actual expenses (FY10) 100 100Actual expenses (FY12)ISESCO allocation/18 10 35 45Actual expenses (FY12) 10 35 45OCEMO allocation/19 30 30Actual expenses (FY12) 30 30TOTAL BUDGET ALLOCATION (WORLD BANK, MDTF, PARTNERS, FY10-12) 260 4,078 302 7,787 6,653 5,246 253 3,514 1,332 29,425TOTAL EXPENSES (WORLD BANK, MDTF, PARTNERS, FY10-12) 180 3,847 273 2,395 7,258 2,887 395 3,675 1,737 22,645Total actual expenses (World Bank, MDTF, partners, FY10) 54 784 30 453 1,129 307 49 1,282 366 4,454Total actual expenses (World Bank, MDTF, partners, FY11) 62 1,365 101 629 1,701 1,104 44 1,352 461 6,818Total actual expenses (World Bank, MDTF, partners, FY12) 64 1,698 141 1,313 4,428 1,476 302 1,041 911 11,374

A. CMI 1.0: consolidated cmi budget summary for fy10–12, allocation and expenses

Use of Funds

/1 World Bank Budget (BB) allocation for FY10-12 of $11.2 million. The Budget sheet shows actual BB expenses for FY10, FY11 and FY12. /2 MDTF: $6.62 million, of which: AFD: €200,000/year for 3 years = $780,000; CDC: €100,000/year for 3 years = $390,000; EIB: €300,000/year for 3 years = $1,170,000; MAE: €400,000 plus $750,000 from the donor balance account and €2.0 million received in February 2012 = $3,980,000; and MINEFI: $300,000 from the donor balance account. Exchange rates used: 1 EUR=$1.3. Administration fees deducted by World Bank: $325,000. /3 Governance meetings include 1 Annual Meeting, 3 meetings of the Strategic Council, and several meetings of the Oversight Committee (mostly through videoconference) per year. /4 This column includes independent assessment. /5 CMI operational activities, including funds for cluster/program activities and related events. /6 Partner contributions to CMI clusters in FY10-12 are in the amount of $11.6 million. /7 GIZ's CoMun program has an available budget of €3 million covering the period from January 2012 to December 2014 from BMZ and German MOFA. It allocated and expensed €1.5 million in FY12. /8 EIB provides €150,000 each ($218,000) for (1) Renewal of Historic City Centers: Medinas 2030 (UD3); (2) Transport and Logistics (T1); and (3) Fostering Innovation (IT1). In addition it provides €80,000 ($116,000) to Skills Development (EM1) and, through FEMISE, to KEIT (IT1).

Of w

hich

, con

trib

utio

ns fr

om


Source of Funds

CMI Coordination CMI ClustersTOTAL

Governance meetings /3 Administration /4 Communication and outreach Operational Activities /5 Urban and Spatial

DevelopmentEnvironment and Water

Transport and Logistics

Skills, Employment, and Labor Mobility

Knowledge Economy, Innovation, and Technology

WORLD BANK BUDGET ALLOCATION /1 11,235CMI Bank budget allocation (FY10) 100 900 32 410 17 30 11 1,500Actual expenses (FY10) 54 784 30 453 17 30 11 1,379Other Bank allocations (FY10) 300 250 1,190 1,740Actual expenses (FY10) 649 17 1,044 11 1,721CMI Bank budget allocation (FY11) 50 1,428 50 412 100 2,040Actual expenses (FY11) 42 1,354 81 475 8 119 2,079Other Bank allocations (FY11) 850 200 1,210 2,260Actual expenses (FY11) 867 247 1,174 2,288CMI Bank budget allocation (FY12) 10 1,450 70 470 2,000Actual expenses (FY12) 9 1,447 70 468 1,993Other Bank allocations (FY12) 425 250 310 35 585 90 1,695Actual expenses (FY12) 441 248 312 21 577 93 1,693Subtotal-World Bank Allocation (FY10-12) 160 3,778 152 1,717 1,400 777 35 3,015 201 11,235Subtotal-World Bank Actual Expenses (FY10-12) 105 3,585 181 1,838 1,764 601 21 2,825 234 11,153MDTF ALLOCATION /2 100 300 150 6,070 6,620

European Investment Bank (EIB) 1,170French Ministry of Foreign Affairs (MAE) 3,980French Ministry of Economy, Finance, and Industry and Employment (MINEFI) 300French Development Agency: Agence Française de Développement (AFD) 780Caisse des Dépôts et Consignations (CDC) 390Actual expenses (FY11) 20 11 20 154 130 86 18 438Actual expenses (FY12) 55 251 72 403 141 422 452 300 2,096Subtotal MDTF Actual Expenses (FY11-12) 75 262 92 557 271 507 452 318 2,534

PARTNER CONTRIBUTION TO CMI CLUSTERS /6 11,570GIZ allocation/7 2,175 2,175Actual expenses (FY12) 2,175 2,175EIB allocation/8 218 218 116 334 886Actual expenses (FY10) 122 49 21 75 267Actual expenses (FY11) 168 44 33 125 369Actual expenses (FY12) 258 25 281 12 218 794CDC allocation/9 2,175 2,175Actual expenses (FY10) 197 197Actual expenses (FY11) 330 330Actual expenses (FY12) 848 848AFD allocation/10 218 320 174 712Actual expenses (FY10) 87 47 58 192Actual expenses (FY11) 103 154 116 373Actual expenses (FY12) 207 197 404UNDP allocation/11 653 653Actual expenses (FY10) 250 250Actual expenses (FY11) 191 191Actual expenses (FY12) 265 265Plan Bleu allocation/12 609 609Actual expenses (FY10) 170 170Actual expenses (FY11) 17 210 227Actual expenses (FY12) 33 230 263GEF allocation/13 3,000 3,000Actual expenses (FY10)Actual expenses (FY11) 200 200Actual expenses (FY12)MEDDTL allocation/14 500 500Actual expenses (FY10) 56 56Actual expenses (FY11) 52 200 252Actual expenses (FY12) 268 250 518Cities Alliance allocation/15 250 250Actual expenses (FY12) 250 250City of Marseille allocation/16 217 109 109 435Actual expenses (FY10) 74 29 19 122Actual expenses (FY11) 33 29 8 70Actual expenses (FY12)ETF allocation/17 100 100Actual expenses (FY10) 100 100Actual expenses (FY12)ISESCO allocation/18 10 35 45Actual expenses (FY12) 10 35 45OCEMO allocation/19 30 30Actual expenses (FY12) 30 30TOTAL BUDGET ALLOCATION (WORLD BANK, MDTF, PARTNERS, FY10-12) 260 4,078 302 7,787 6,653 5,246 253 3,514 1,332 29,425TOTAL EXPENSES (WORLD BANK, MDTF, PARTNERS, FY10-12) 180 3,847 273 2,395 7,258 2,887 395 3,675 1,737 22,645Total actual expenses (World Bank, MDTF, partners, FY10) 54 784 30 453 1,129 307 49 1,282 366 4,454Total actual expenses (World Bank, MDTF, partners, FY11) 62 1,365 101 629 1,701 1,104 44 1,352 461 6,818Total actual expenses (World Bank, MDTF, partners, FY12) 64 1,698 141 1,313 4,428 1,476 302 1,041 911 11,374

/9 CDC provides €500,000 ($725,000) per year for 3 years for the programs on Strategic Urban Development (UD1) and Cities and Climate Change (UD2). /10 AFD contributes €150,000 ($218,000) for Urban Transport (UD4) and €220,000 ($320,000) for Sustainable Water Policies (EW2). AFD also provided €40,000 for the Youth Program (EM4) in FY10. It provided €80,000 for work on Financing of Higher Education (EM2) in FY11. Amounts reported do not include staff seconded to the CMI. /11 UNDP provides €450,000 ($653,000) for 3 years for the IT2 program. /12 Plan Bleu provides €200,000 ($290,000) for 3 years for the EW3 program that it leads, and €220,000 ($320,000) for activities under EW2. /13 GEF allocated $3 million for FY11-12. /14 MEDDTL has seconded a senior expert to the EW cluster for 2.5 years. /15 Cities Alliance provided $250,000 for the Joint Work Program. /16 The City of Marseille provides €100,000 per year for 3 years ($435,000) for various programs (tentatively UD1/UD3/EM4/IT2). This contribution does not include the costs of renovating the second floor of the CMI as well as of the two conference rooms at the Villa Valmer. It also does not include the cost of one staff member based at the CMI. /17 The European Training Foundation (ETF) funded a secondee to the SELM program in FY10. /18 ISESCO contributed $45,000 for consultative workshops related to Water and Knowledge Economy in FY12. /19 OCEMO provided $30,000 for programmatic support to Green Growth related activities for FY12.


The World Bank’s fiscal year begins on July 1 and ends on June 30 /// In US$’000; Exchange Rate: €1 = $1.45 (as of January 2010).


FY11 Allocation

FY12 Allocation

TOTAL FY11-FY12 Alloc.

FY11-12 Expenses

FY13 Allocation to date

A. CMI PROGRAMS /1Integrational themes Status

(CMI 1.0/2.0/NEW)

INTE

GRAT

ED E

CONO

MIE

S Knowledge Economy for Growth and Employment in the Arab World Innovation Systems

(IT1 FY 11-12) 100 100 40

(IT3 FY 11-12) 300 300 214 100

International Network to Support Higher Education Reform

(EM1 FY 11-12) 35 35 0

(EM2 FY 11-12) 300 300 288 130

Labor Mobility for Better Human Development Outcomes in the MENA Region (EM3 FY 11-12) 100 100 98 350

Public-Private Partnerships for Infrastructure NEW

Subtotal 35 800 835 640 580

SUST

AINA

BLE

GROW

TH

Cities and Climate Change (UD2 FY 11-12) 40 40 40 60

Sustainable Urban Transport (UD4 FY 11-12) 138 138 103

Water Resources Management

(EW2 FY 11-12) 96 96 95

(EW3 FY 11-12)

(EW4 FY 12) 105 105 0 31

Green Growth (EW1 FY 11-12) 259 245 504 413 30

Sustainable Urban Development (SUD-MED) UD3 MEDINAS

2030 41 41 41 50

UPFI - NEW 100 100 0 100

Subtotal 533 491 1,024 692 271

PART

ICIP

ATOR

Y GO

VERN

ANCE

CA/CMI Joint Work Program FY12 200 200 100

Strategic Urban Development (UD1 FY 11-12) 87 87 87

Cities for a New Generation FY12 335 335

CoMun – Coopération des villes et des Municipalités (UD5 FY 11-12)

Arab Youth Initiative (EM4 FY 11-12) 70 70 66 200

Employment and Social Protection (EM5 NEW FY 12) 50

ART ISI@MED - ICT for Local Development (IT2 FY11-12) 18 46 64 64

Open Government Reforms NEW 150

Subtotal 18 738 756 217 500

Subtotal: CMI PROGRAMS 586 2,029 2,615 1,549 1,351

B. CMI ACTIVITIES /2Trade and Investment Action Plan /3 250 250

Rencontres Valmer 200

Transition to Transition conferences 75 75 75

Beyond the Programs activities 49 49

Subtotal: CMI ACTIVITIES 374 374 75 200

C. CMI ADMINISTRATION: GOVERNANCE, OPERATIONS, PROGRAM SUPPORT /4Governance /5 21 50 71 75

General Operations /6 13 160 173 169

Program Support /7 150 150 300 330

Communications and Outreach /8 21 120 141 92

CMI Independent Assessment /9 10 256 266 244

Subtotal: CMI ADMINISTRATION 215 736 951 910

Total (A to C) 801 3,139 3,940 2,534 1,551

New Allocation /10 2,680

TOTAL 6,620

B. CMI MDTF compilation of allocations to programs and activities under cmi 1.0 and 2.0

/1 The World Bank's fiscal year begins on July 1 and ends on June 30. /2 Funds allocated to activities beyond existing programs. /3 Funds initially allocated for the G-8 Deauville Partnership task on trade and investment. /4 Under Administration, the FY11 and FY12 allocations have been adjusted to reflect actuals. /5 Governance: CMI Annual Meeting, Strategic Council meetings, Oversight Committee meetings. /6 General Operations: Consultant fees, travel, accommodation. /7 Program Support: Services for translation/interpretation, logistical/technical arrangements, lunches/coffee breaks, short-term consultants/temporaries, interns. /8 Communications and Outreach activities: editing, design, printing, media services. /9 Independent assessment of the CMI. /10 €2 million ($2.68 million) from French Ministry of Foreign Affairs in February 2012.


Actual expenses CMI 1.0 Total

CMI 1.0

Projected expenses CMI 2.0 Total

CMI 2.0FY10 FY11 FY12 FY13 FY14 FY15

World Bank/1 expensed

(allocated)

3,100

(3,240)

4,367

(4,300)

3,686

(3,695)

11,153

(11,235) (2,333) (2,333) (2,333)

7,000

(7,000)

CMI Administration 1,321 1,952 2,434 5,707 1,733 1,733 1,733 5,200

CMI Programs 1,779 2,415 1,252 5,446 600 600 600 1,800

MDTF (net of fees)/2 a, b expensed

(allocated)

579 1,955 2,534

(3,940)

3,585

(3,330)

1,800

(650)

650

(650)

6,035

(4,630)

European Investment Bank (EIB) 1,170 390 390 390 1,170

French Ministry of Foreign Affairs (MAE) 1,300 2,680 tbd tbd 2,680

French Ministry of Economy and Finance (MINEFI) 300 tbd tbd tbd tbd

Agence Française de Développement (AFD) 780 130 130 130 390

Caisse des Dépôts et Consignations (CDC) 390 130 130 130 390

Partner Contribution to CMI Programs

(allocated)

1,354 2,012 5,592 8,958

(11,570)

11,397

(11,397)

AFD /3 expensed

(allocated)192 373 404 969

(712) (434) (453)887

(887)CDC /4 expensed

(allocated)197 330 848 1,375

(2,175) (910)910

(910)EIB /5 expensed

(allocated)267 369 794 1,430

(886)

tbd

GIZ /6 expensed

(allocated)2,175 2,175

(2,175) (3,575) (3,250) (2,275)9,100

(9,100)MEDDTL /7 expensed

(allocated)56 252 518 826

(500)Plan Bleu /8 expensed

(allocated)170 227 263 660

(609)GEF /9 expensed

(allocated)200 200

(3,000)OCEMO expensed

(allocated)30 30

(30)ISESCO expensed

(allocated)45 45

(45)City of Marseille /10 expensed

(allocated)122 70 192

(435)ETF /11 expensed

(allocated)100 100

(100)UNDP /12 expensed

(allocated)250 191 265 706

(653) (500)500

(500)Cities Alliance /13 expensed

(allocated)250 250

(250)

TOTAL (WB, MDTF, Partners) expensed

(allocated)/14

4,454 6,958 11,233 22,645

(26,745)

24,432

(23,027)

C. OVERVIEW OF EXPENSES FOR CMI 1.0 AND PROJECTED FINANCE FOR CMI 2.0 (World Bank, MDTF, Partners)


/1 World Bank Budget (BB) allocation and expenses for FY10-12 and budget projections for FY13-15. /2a MDTF for CMI 1.0: $3.94 million, of which: AFD: €200,000/year for 3 years = $780,000; CDC: €100,000/year for 3 years = $390,000; EIB: €300,000/year for 3 years = $1,170,000; MAE: €400,000 plus $750,000 from the donor balance account = $1,353,113; and MINEFI: $300,000 from the donor balance account. Exchange rates used according to the trust fund proposal submitted in 2009 (1€ = $1.3). MDTF for CMI 2.0 (allocated or committed subject to confirmation from contributors as of October 15, 2012): MAE, €2.0 million ($2.68 million) received in February 2012, AFD: €100,000/year for 3 years = $390,000; CDC: €100,000/year for 3 years = $390,000; EIB: €300,000/year for 3 years = $1,170,000. Total MDTF CMI 1.0 and CMI 2.0 currently stands at $8,570, of which $2,534 was expensed in FY11 to FY12. Please note that the funds from MAE received in February 2012 are accounted under CMI 2.0 in this table. Administration fees deducted by World Bank: $325,000. /2b The MDTF allocation for CMI 1.0 was $3.94 million. Total expenses during CMI 1.0 were $2.5 million. It is expected that total MDTF expenses in FY13 would reach $3.6 million. Amounts noted for FY14 and FY15 are notional. If future commitments follow past trends, then total MDTF allocation for CMI 1.0 and 2.0 would reach $8.5 million. /3 For CMI 1.0, AFD contributed €150,000 ($218,000) for Urban Transport (UD4) and €220,000 ($320,000) for Sustainable Water Policies (EW2). AFD also provided €40,000 for the Youth Program (EM4) in FY10. It provided €80,000 for work on Financing of Higher Education (EM2) in FY11. Amounts reported do not include staff seconded to the CMI. /4 For CMI 1.0, CDC provided €500,000 ($725,000) per year for 3 years for the programs on Strategic Urban Development (UD1) and Cities and Climate Change (UD2). For CMI 2.0, CDC plans to provide €700,000 ($910,00) for programs related to urban development. /5 For CMI 1.0, EIB provided €150,000 each ($218,000) for (1) Renewal of Historic City Centers: Medinas 2030 (UD3); (2) Transport and Logistics (T1); and (3) Fostering Innovation (IT1). In addition it provided €80,000 ($116,000) to Skills Development (EM1) and, through FEMISE, to KEIT (IT1). /6 GIZ's CoMun program has an available budget of €7.0 million covering FY13-15 from BMZ and German MOFA. /7 The French Ministry of the Environment, Sustainable Development, Transport and Housing (MEDDTL) has seconded a senior expert to the EW cluster for 2.5 years. /8 Plan Bleu provided €200,000 ($290,000) for 3 years for the EW3 program that it leads, and €220,000 ($320,000) for activities under EW2. /9 GEF provided $3 million for FY11-12. /10 The City of Marseille committed €100,000 per year for 3 years ($435,000) for various programs (tentatively UD1/UD3/EM4/IT2). This contribution does not include the costs of renovating the second floor of the CMI as well as of the two conference rooms at the Villa Valmer. It also does not include the cost of one staff member based at the CMI. /11 The European Training Foundation (ETF) funded a secondee to the SELM program in FY10, no further secondment is further foreseen. /12 For CMI 1.0, UNDP provided €450,000 ($653,000) for 3 years for the IT2 program. /13 Cities Alliance and CMI have engaged on a Joint Work Program and budgeting for FY13-15 is ongoing. /14 As mentioned in /2, the Euros 2 million from the MAE received in February 2012 are accounted under CMI2.0.

In US$'000; Exchange Rate: 1 Euro = $1.45 (as of January 2010) In US$'000; Exchange Rate: 1 Euro = $1.30 (average over 2012)


ANNEX 3 CMI EVENTS AND CONTENT DEVELOPMENT Update, Dec. 2011–December 2012


ANNEX 3 CMI EVENTS AND CONTENT DEVELOPMENT



Knowledge Economy for Growth and Employment in MENA

Policy Dialogues with stakeholders on the Knowledge Economy.February 22–29, Morocco.

Discussion of draft Knowledge Economy Report with experts from the Arab region.June 25–26, Morocco.

Presentation of findings of draft Knowledge Economy Report. September 25–26, Algeria.October 11–12, Qatar.

Innovation Systems

Steering Committee Meeting. January 31, Morocco.

Participation in the Euro-Mediterranean Conference on Research and Innovation. April 2–3, Spain.

Entrepreneurship and Innovation workshop.May 31, Lebanon.

Workshop on Innovation and Commercialization for Economic Development. November 12–13, Jordan.

Building an International Network to Support Higher Education Reform

AFD and World Bank Roadshow to discuss the joint World Bank–CMI–AFD book on quality standards in Higher Education in the region. January, Morocco.February, Lebanon.

University Governance Workshops. February 1, Lebanon.February 26, Algeria.

Launch of Governance Report.May 31, CMI.

Regional Workshop on Internationalization Higher Education.May, Abu Dhabi.

Improving Labor Mobility for Better Human Development Outcomes in the MENA Region

Consultations with French immigration officials. March 27, France.

Consultations on Migration. April 11–12, Morocco.April 17–18, Tunisia.

Tapping into the diaspora: Sharing good practices on making migration work at home.May 17–19, Morocco.

National Employment Workshop (government-led).June 28, Tunisia.

Tunisia Migration Report consultations.November 19–23, Tunisia.

Skills Development to Promote the Emergence of Knowledge-based Economies

Roundtable discussion on Youth Unemployment and Employability.December 9–12, 2011, during 8th Fez Forum on Youth and the Challenges of Globalization, Morocco.

CMI Events and Content Development UpdateDECEMBER 2011–DECEMBER 2012



SUSTAINABLE GROWTH

Green Growth

Consultation on 2012 MED Report: Toward Green Growth in Mediterranean Countries.March 13, during 6th World Water Forum (WWF) in Marseille, France.

Regional Conference on Green Economy for the Mediterranean.May 23–24, CMI.

Working session on Green Growth following participation in Regional Conference on Green Economy for the Mediterranean (governance and knowledge generation project).May 24, CMI.

Launch and Press Presentation of 2012 MED Report: Toward Green Growth in Mediterranean Countries.October 17, during Mediterranean Economic Week in Marseille, France.

Cities and Climate Change

Seminars to disseminate Study of Adaptation to Climate Change and Management of Disaster Risk to national and municipal officials, technical experts, and civil society.May 9–10, Tunisia.

Presentation of MENApolis Tool and illustration on Climate Change. May 10–11, Tunisia.

South-South exchange on Climate Change and Urban Development.September 11, CMI.

Sustainable Urban Transport

Leader on Urban Transport Planning Workshop.June 3–9, CMI.

National Urban Transport Days. December 11–13, Tunisia.

Medinas 2030: Renewal of Historic City Centers

Medinas 2030 Initiative Workshop.April 23–24, CMI.

Medinas 2030 Initiative: Sustainable project implementation in the Medina. November 13–14, CMI.

Health and Environment

Health and Environment Workshop.March 14, CMI.

Efficient Water Resources Management

Capacity Building Seminar on Water Demand Management based on Jordan case study.December 1–3, 2011, Jordan.

Regional Technical Consultation on barriers to Water Innovations in the Mediterranean region.March 16, CMI.

Launch of synthesis on Reuse of Treated Wastewater in Mediterranean countries.March 12–17, (WWF), France.

Launch of synthesis of case studies on Water Demand Management.March 12–17, (WWF), France.

Regional Seminar on Water Innovations and Young Entrepreneurs in the Mediterranean.May 8–9, Lebanon.



Strategic Urban Development

South-South exchange Workshop on City Development Strategy with Jordanian, Lebanese, and Tunisian cities.February 10–11, Lebanon.

Working Seminar on Land Issues in Tunis and presentation of study on Urban Land Policies in Tunisia.June 25, Tunisia.

Launch of Sfax Local Development Unit.July 12, Tunisia.

CoMun: Strengthening Municipal Structures in the Maghreb

Operational Planning Workshop on Urban Development.February 7–9, Morocco.

Regional Workshop on Local Democracy and Urban Development. March 5–9, Tunisia.

Thematic exchange between Moroccan cities on Rehabilitation of Medinas.July 10–11, Rabat.September 26–27, Salé.

Thematic exchange between Moroccan cities on Urban Waste Management. July 12–13, Fez.October 11–12, Tangiers.

CoMun Workshop on thematic City Networks.September 6, Morocco.

Planning Workshop on Urban Mobility. October 11, Tunisia.

Kick-off Workshop on Local Democracy.October 18–19, Tunisia.

Workshop on Waste Management.November 2, Tunisia.

CoMun contribution to CIUDAD–EU conference on Renewable Energy.September 12–13, Morocco.

Joint Work Program and CMI–Cities Alliance meetings

December 2011, Germany.January 24–25, CMI.May 29–30, Tunisia.September 7, Italy.

Urbanization Knowledge Platform for MENA

Launch of High-Level Policy Workshop.September 17–18, CMI.


BEYOND THE PROGRAMS

Mediterranean Economic Week

Presentation of the World Development Report 2013 on Jobs.October 19, France.

8th Economic rendez-vous of the Mediterranean: New powers and new economic programs in the Mediterranean.October 20, France.

Transition to Transition (T2T) Initiative: Stimulating Growth and Investment during Transition (joint CMI–EBRD events)

December 12, 2011, Tunisia.February 27, Morocco.May 28, Jordan.

Les Rencontres Valmer

Regional Environmental Challenges.March 13, CMI.

Transforming Arab Economies: The Knowledge and Innovation Road. October 18, CMI.

Employment and Social Protection: Paving the Way for a New Social Contract in the MENA Region.November 27, CMI.

Integrated Economies. December 11-12, CMI.

Cities for a New Generation

Presentation of program and diagnostics to local and national authorities.June 1, Tunisia.September 13, Lebanon.September 24, Morocco.

Employment and Social Protection

Workshop on Social Protection and Employment.October 1–3, Egypt.

ART ISIMED

Launch of ART/ISIMED platform and handbook.February 21–22, Morocco.

Launch of ART/ISIMED handbook and training sessions.May 31–June, Lebanon.

Workshop on South/South and triangular cooperation for local empowerment.December 4–8 during AFRICITES, Senegal.




ANNEX 4 CMI PROGRAM CHARTER 2012–15

ANNEX 5 THE CMI HANDBOOK

ANNEX 4 CMI PROGRAM CHARTER 2012–15


CMI PROGRAM CHARTER 2012–15

The Center for Mediterranean Integration (CMI) is a multipartner collaborative arrangement to facilitate access to knowledge, best practices, and support among public and independent institutions in order to improve cooperation, enhance sustainable development, and converge policies toward greater integration in the Mediterranean Region. The CMI organizes its activities and programs around three integrational themes: integrated economies, participatory governance, and sustainable growth.

The CMI hosts programs that are led by members and partners. The Coordination Unit helps to ensure effective delivery of current programs and works to develop future partnerships and synergies. Between the Center’s annual meetings, an Over-sight Committee meets periodically to take decisions on the implementation of the activities and programs.

The CMI is headed by a director who manages the Center, provides strategic leadership, and ensures quality and con-sistency in the Center's programs and activities. The director also is responsible for building strong partnerships among the Center’s members and beneficiaries. He or she takes the insti-tutional lead in championing proposals for new approaches and products on policy advice on areas under the Center's mandate.

The aim of this charter is to establish the basic principles for engagement between members, partners, and program par-ticipants and to facilitate work between the programs and the Coordination Unit.

1. PROGRAMSPrograms are key to ensuring the value added of the CMI and to supporting development policies and knowledge sharing in the Mediterranean region. Programs are organized under the CMI’s three integrational themes. To avoid duplication, programs car-ried out by the CMI should take into account analytical work and technical assistance being implemented by other centers of excellence in the region. The CMI should serve as an effective

“network among networks”, and programs should be oriented toward knowledge and capacity building through joint learning.

In this spirit, programs that are being developed at the CMI should:▶ Encompass sector-based or regional issues and be

designed in such a way that lessons drawn from the program will be useful for a wide range of stakeholders in the Mediterranean region.

▶ Lay the ground for future improvements in public policies in the concerned areas. Activities carried out by each program vary according to anticipated needs and the scope of the topic; they include knowledge products, high-level dialogue, multipartner support, capacity building and training, and upstream project support.

▶ Contribute to and complement other work being done within the program’s respective integrational theme.

The process of program development at the CMI includes the following:▶ Programs are designed and implemented under the overall

guidance of a lead organization (member or partner) that seeks the participation of interested parties, whether mem-bers or partners of the CMI or any other interested partners from the region (or beyond), such as centers of excellence or development institutions.

▶ The lead organization drafts a concept note for the program and shares it with the Coordination Unit to ensure syner-gies, vets it with the Oversight Committee, assembles the necessary technical resources, and commits to mobilizing adequate financial resources.

▶ The lead organization ensures that the concept note is widely circulated and includes details on interaction with the relevant integrational theme; it then liaises with Mediterranean centers of excellence in the various domains covered by the program.

▶ The program description should contain (among other specifications):

• A work schedule for a two-year time frame to be developed in the form of a common program progress template, or log frame. The log frame will include the following infor-mation on the program: description, objectives, audience, lead organization and partners, outputs, and observations. (All themes and programs should use this template to develop their progress frameworks.)

▶ The lead organization ensures that the program manager includes relevant staff from the Coordination Unit in the design and delivery of the program. The Coordination Unit can, after consulting with the lead organization and partners, schedule meetings (quarterly or biannually) with the program managers to share progress.

▶ The lead organization commits itself to the fundamental prin-ciple that program managers will facilitate regular information exchange between programs, and between programs and the Coordination Unit, to facilitate the latter’s mission to share knowledge through joint learning and thus help foster improvements in public policies in the region.

▶ The responsibility for program quality control remains with the lead organization. The results of quality control processes will be made available to the CMI on a regular basis.

▶ Partners commit themselves to a program following their respective rules and procedures. Staff assigned by partners to work on a program will be governed by the legal and administrative arrangements applicable to their employer.

▶ Intellectual property resulting from the program is considered to be the common asset of the parties involved in program implementation and of the CMI. The CMI and the said parties may disseminate this intellectual property, taking into account the provisions of Article 9.2 of the Center’s founding memo-randum of understanding.

The addition of new programs is under the overall guidance of the Director and the Oversight Committee. Any new programs should follow the above-mentioned guidelines and should include consultations with all potential stakeholders.


THE CMI HANDBOOK

The CMI Handbook of Administrative Guidelines and Operational Procedures is a compendium of rules and policies that guide the operations of the CMI and set standards for how the CMI interacts with founding members and partners. These admin-istrative rules, policies, and guidelines are meant to ensure that the CMI runs efficiently, consistently, and professionally. The Handbook is a living document that will be continuously updated as guidelines and procedures develop and evolve during CMI 2.0.

2. PROGRAMS AND THE COORDINATION UNITThe Coordination Unit is responsible for ensuring that pro-grams are consistent with the strategic priorities articulated by the CMI’s Oversight Committee. Toward this end, the Coordination Unit:▶ Ensures that members, partners, and program partici-

pants comply with the provisions of this charter. ▶ Makes substantive contributions to CMI’s priorities and

work programs. Staff from the Coordination Unit work closely with the programs falling within the three inte-grational themes at the CMI.

▶ Manages the overall administrative arrangements and provides logistical support, as needed, for effec-tive implementation of programs, using the Center’s resources in an efficient manner. Partners and members benefit from the following facilities: offices and meeting rooms, IT and video conference facilities, office supplies, and CMI stationery.

▶ Develops annual work programs in consultation with the lead organizations for each theme and for each program; updates the program list; develops the strategic calen-dar to include global events, internal governance events (annual meetings and meetings of the Oversight Commit-tee), and program events; and prepares annual budgets.

▶ Reviews program documents, as needed, for consistency with the CMI’s mandate as a center of knowledge and joint learning, serving as a network among networks.

▶ Liaises with members, partners, and other stakeholders on the Center’s ongoing and future activities and pro-motes the Center’s activities and programs.

▶ Establishes regular communication and meetings with members, partners and other stakeholders for continuous, open, and transparent communication and collaboration.

▶ Fosters effective collaboration with teams, as for example, at the World Bank.

▶ Provides external communications support for the various programs at the CMI; develops, implements, and moni-tors a communication strategy and plan; manages the Web site and updates it with latest information on themes, programs, and activities; and reports on CMI’s activities through other communication tools (such as newsletters).

▶ Ensures that the background and historical data related to ongoing or former programs is accessible to existing and future members and partners.

▶ Ensures that monitoring indicators are known by all par-ties as a means to assess the Center’s impact.

All staff employed by members, partners, or other partici-pating organizations working on the Center’s programs should comply with the administrative and other rules established by the CMI director.

ANNEX 4 CMI PROGRAM CHARTER 2012–15 /// ANNEX 5 THE CMI HANDBOOK


ACWUA Arab Countries Water Utilities AssociationADEME Agence de l’Environnement et de la Maîtrise de l'ÉnergieAECID Agencia Española de Cooperación Internacional para el DesarrolloAERES Agence d’Évaluation de la Recherche et de l’Enseignement Supérieur (France)AFD Agence Française de DéveloppementAFPA Association Nationale pour la Formation Professionnelle des AdultesAKTC Aga Khan Trust for CultureANIMA ANIMA Investment Network, a multicountry platform supporting the economic development of the Mediterranean

ANQAHE Arab Network for Quality Assurance in Higher EducationARLEM Assemblée Régionale et Locale Euro-MéditerranéenneART Articulation of Territorial and Thematic Cooperation Networks for Human DevelopmentASM Association de Sauvegarde de la Médina (Tunisia)ASCAME Association of the Mediterranean Chambers of Commerce and IndustryAVEC Alliance de Villes Européennes de CultureAUDI Arab Urban Development InstituteAWC Arab Water CouncilBB Bank BudgetBMZ Germany’s federal Ministry of Economic Cooperation and Development CDC Caisse des Dépôts et ConsignationsCDR Conseil pour le Développement et la Reconstruction (Lebanon)CDS City Development StrategyCEFEB Centre des Études Financières, Économiques, et Bancaires (AFD)CEHA World Health Organization’s Regional Centre for Environmental Health Activities CERTU Centre d'Études sur les Réseaux, le Transport, l'Urbanisme et les Constructions PubliquesCETE Centre d'Études Techniques de l'ÉquipementCETMO Centre d'Études des Transports pour la Méditerranée OccidentaleCMI Center for Mediterranean IntegrationCNUCED Conférence des Nations Unies sur le Commerce et le Développement (UNCTAD)CoMun Coopération des Villes et des Municipalités au MaghrebDGCL Direction Générale de Collectivités Locales au MarocDGCPL Direction Générale des Collectivités Publiques Locales (Tunisia)CODATU Cooperation for Urban Mobility in the Developing WorldEBD Environmental burden of diseaseEBRD European Bank for Reconstruction and DevelopmentEC European Commission ECA Europe and Central AsiaEEA European Economic Area EFE Education for Employment FoundationEIB European Investment BankEM Skills, Employment, and Labor Mobility (CMI program cluster)EMPs Extended Migration ProfilesENP European Neighbourhood PolicyENPI European Neighbourhood and Partnership InstrumentENQA European Network for Quality AssuranceETF European Training FoundationEU European UnionEW Environment and Water (CMI program cluster)FAO Food and Agriculture OrganizationFEMISE Forum Euroméditerranéen des Instituts de Sciences ÉconomiquesFFEM Fonds Français pour l'Environnement MondialFNVT Fédération Nationale des Villes TunisiennesGEF Global Environment FundGFDRR Global Facility for Disaster Reduction and RecoveryGIS Geographic information systemsGIZ Deutsche Gesellschaft für Internationale Zusammenarbeit GFMD Global Forum on Migration and DevelopmentGMG Global Migration Group GOPP General Organization for Physical PlanningICT Information and communication technologyIEAPS Institute of Economic Analysis and Prospective StudiesIFC International Finance CorporationIFREMER Institut Français de Recherche pour l'Exploitation de la Mer

A List of CMI Terms


ILO International Labour OrganizationIME Institut Méditerranéen de l’Eau IMEP Mediterranean Institute of Ecology and PaleoecologyIOM International Organization for MigrationISESCO Islamic Educational, Scientific, and Cultural OrganizationISI@MED Information Society Initiative for the Mediterranean RegionIWA International Water AssociationKE Knowledge economyKEIT Knowledge Economy, Innovation, and Technology (CMI program cluster)LISP Local information society plans LOGISMED Euro-Mediterranean network of logistic platformsM&E Monitoring and evaluationMAE French Ministry of Foreign AffairsMAP-RAC/SPA Mediterranean Action Plan–Regional Activity Centre for Specially Protected AreasMATE Ministry of Regional Development and EnvironmentMDTF Multi-Donor Trust FundMEDENER Mediterranean Association of the National Agencies for Energy ConservationMEDDTL Ministère de l’Écologie, du Développement Durable, des Transports et du Logement (France)MEDINVEST EU-funded project to encourage European investments in the Mediterranean region, now known as Invest in Med

MEEDDM Ministry of Ecology, Energy, Sustainable Development, and the Sea (France)MENA Middle East and North AfricaMHUAE Ministry of Housing, Urbanism, and Spatial Planning (Morocco)MICT Ministère de l’Industrie, du Commerce et des Nouvelles Technologies (Maroc)MINEFI Ministry of Economy, Finance, and Industry (France)MIRA Mediterranean Innovation and Research Action MIT Ministry of Industry and Technology (Tunisia)MLA Ministry of Local Administration (Syria)MSSD Mediterranean Strategy for Sustainable DevelopmentNASA National Aeronautics and Space AdministrationNGO Non-governmental organizationNRW Non-revenue waterNTF-PSI Norwegian Trust Fund for Private Sector and InfrastructureNY New YorkOCEMO Office de Coopération Économique pour la Méditerranée et l’OrientOCLAESP Central Office Against Environment and Public Health OffencesOECD Organisation for Economic Co-operation and DevelopmentQA Quality assurancePGIS Participatory GIS RCREE Regional Centre for Renewable Energy and Energy EfficiencyREMPEC Regional Marine Pollution Emergency Response Centre for the Mediterranean SeaRHHEP Regional Harmonization of Higher Education Program SELM Skills, Employment, and Labor Mobility (CMI program cluster)SEMC Southern and Eastern Mediterranean CountriesSME Small and medium enterpriseTFESSD Trust Fund for Environmentally and Socially Sustainable DevelopmentTL Transport and Logistics (CMI program cluster)TWWR Treated wastewater reuseUAE United Arab EmiratesUATI Union Internationale des Associations et Organismes TechniquesUCLG United Cities and Local GovernmentsUD Urban and Spatial Development (CMI program cluster)UfM Union for the MediterraneanUNDP United Nations Development ProgrammeUNEP/MAP United Nations Environment Programme/Mediterranean Action PlanUNESCO United Nations Educational, Scientific, and Cultural OrganizationUNIMED Mediterranean University NetworkWB World BankWBI World Bank InstituteWDM Water Demand ManagementWHO World Health OrganizationWUA Water Users AssociationWWF World Water ForumWWF Medpo World Wildlife Fund Mediterranean Programme Office

ANNEX 6 A LIST OF CMI TERMS



EGYPT Amb. Mahmoud EL-SAIDExecutive Director Project Evaluation and Macroeconomic Analysis Ministry of International Cooperation

FRANCE Mr. Antoine CHÉRYDeputy DirectorBilateral Economic Relations DivisionTreasury Directorate General, MINEFI

Mr. Étienne ROLLAND-PIÈGUEDeputy Director Global Economy and Development Strategies DirectorateMinistry of Foreign Affairs

Ms. Marie-Pierre NICOLLETDirector Mediterranean/Middle East DepartmentFrench Agency for Development

Mr. Laurent VIGIERDirector, International and European AffairsCaisse des Dépôts et Consignations

JORDAN Ms. Zeina TOUKANDirector, International Cooperation Ministry of Planning and International Cooperation

LEBANON Mr. Alain BIFANIDirector GeneralMinistry of Finance

MOROCCO Mr. Mohammed CHAFIKIDirector Economic Research and Financial Forecasting Ministry of Economy and Finance

TUNISIA Ms. Naouel BEN ROMDHANEDirector GeneralEuro-Mediterranean Cooperation Ministry of Investment and International Cooperation

EUROPEAN INVESTMENT BANK Mr. Henry MARTY-GAUQUIÉDirector, Paris Office

WORLD BANK Mr. Mats KARLSSONDirector, CMIChair, Oversight Committee

2012 Oversight Committee Members

ANNEX 7 2012 OVERSIGHT COMMITTEE MEMBERS

ANNUALREPORT

CONTACTS

director Mr. Mats KARLSSON [email protected] + 33 4 91 99 24 50

program manager

Mr. Olivier LAVINAL [email protected] + 33 4 91 99 24 48

office manager

Ms. Mona YAFI [email protected] + 33 4 91 99 24 51

© CMI /// Marseille 2012 cmi production

Anuja UTZ andLoraine FALCONETTI

editor

Steven B. KENNEDY graphic design & maps Estève GILI www.graphicvertigo.com

photography

CMI The World BankFrédérique FÉLIX-FAUREEstève GILINASAD.R. Printed in France.

THE CENTER FOR MEDITERRANEAN INTEGRATION (CMI) IS A MULTI-PARTNER COOPERATIVE

ARRANGEMENT TO FACILITATE ACCESS TO ADVANCED KNOWLEDGE AND BEST PRACTICES

WHILE GENERATING SUPPORT AMONG PUBLIC AND INDEPENDENT INSTITUTIONS TO INCREASE

COOPERATION, ENHANCE SUSTAINABLE DEVELOPMENT, AND INTEGRATE POLICIES IN THE

MEDITERRANEAN REGION. CMI PROGRAMS STRIVE TO PROVIDE SOLID INPUTS FOR EVIDENCE-

BASED POLICY CHOICES, AND, IN SO DOING, HELP TO IMPROVE GOVERNMENT STRATEGIES

AND ACTIONS, INCREASE THE LEVEL OF INNOVATIVE ACTIVITIES AND INVESTMENTS IN THE

REGION, AND STIMULATE COOPERATION BETWEEN COUNTRIES AROUND THE MEDITERRANEAN.

Villa Valmer271, Corniche Kennedy13007 Marseille, France+ 334 91 99 24 51 / 56www.cmimarseille.org

Documents

Cmi annualreport2012