Cmi annualreport2012

ANNUALREPORT

2012 TRANSITION, OPENNESS, CHOICE

2.0

ANNUALREPORT

CONTENTS

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

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 longterm 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 souther n and nor ther n rims of the M editerranean so that all stakeholders will see the CMI as a place where they can find thoughtful, respectful, and diverse points of view that can help them identif y solutions to their most urgent problems and challenges.

ANNUAL REPORT 2012 /// CMI 2.0 /// 7

TOGETHER, LET’S RISE TO THE CHALLENGES OF TRANSITION Riadh Bettaieb Minister of Investment and International Cooperation, Tunisia

Since January 2011, the Mediterranean basin has been the site of profound 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 consequences 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 transformation 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 characteristics. Retrospective analysis of the situation in Arab societies before 2011 reveals warning signs of a broad so-

8 /// CMI 2.0 /// ANNUAL REPORT 2012

cial and political crisis. Chief among those warning signs are unsustainably 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.

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

It was in these exceptional and compelling circumstances that the Center for Mediterranean Integration (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.

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 resilience and sustainability.

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

Driven by a deep concern for pragmatism 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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 9

10 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: TRANSITION, OPENNESS, CHOICE Mats 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.

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.

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 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 k now l e dge p ro duc ts; a nd (iii) 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.

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.

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,

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.

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

Our evolution to CMI 2.0 was informed 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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 11

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 highlevel dialogue in policy forums that help spread knowledge and evidence 12 /// CMI 2.0 /// ANNUAL REPORT 2012

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”.

Finally, we are working to ensure our financ ial sus tainabilit y.

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 midterm 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.

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.

A last word. The C M I ’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 policy-relevant k nowledge and evidence that will enable leaders in government, civil society, academia, and business to seek practical solutions that enhance the prosperity of the region.

ANNUAL REPORT 2012 /// CMI 2.0 /// 13

14 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: THREE INTEGRATIONAL THEMES

CMI 2.0: THREE INTEGRATIONAL THEMES

ANNUAL REPORT 2012 /// CMI 2.0 /// 15

16 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: THREE INTEGRATIONAL THEMES

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.

CMI 2.0: Working on three integrational themes PARTICIPATORY GOVERNANCE LOCAL EMPOWERMENT SOCIAL PROTECTION YOUTH ENGAGEMENT GOVERNANCE

SUSTAINABLE GROWTH CMI 2.0 is a multi-partnership platform that builds networks and communities of practice

WATER RESOURCES MANAGEMENT CITIES & CLIMATE CHANGE SUSTAINABLE URBAN DEVELOPMENT SUSTAINABLE URBAN TRANSPORT

GENDER

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 communication, and prudent measures to ensure the Center’s financial sustainability. These tools are described in the pages that follow the thematic discussion.

GREEN GROWTH

INTEGRATED INTEGRATED ECONOMIES ECONOMIES L ABOR MARKET ECONOMY

KNOWLEDGE KNOWLEDGE ECONOMY ECONOMY

HIGHER H IGHER EDUCATION EDUCATION TRADE AND & TRADE INVESTMENT INVESTMENT PUBLIC-PRIVATE LABOR MARKET PARTNERSHIP

MOBILITY

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

Knowledge Products High-Level Dialogue Multi-Partner Support Upstream Project Support Capacity Building

PUBLIC-PRIVATE PARTNERSHIPS

ANNUAL REPORT 2012 /// CMI 2.0 /// 17

18 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: THREE INTEGRATIONAL THEMES

INTEGRATED ECONOMIES ANNUAL REPORT 2012 /// CMI 2.0 /// 19

INTEGRATED ECONOMIES “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 Job growth is the overarching economic objective of the region.

Raising productivity, carrying out knowledge and innovationbased 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.

Knowledge Economy for Growth and Employment in the Arab World 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 technologies (ICT), knowledge is now truly global, accessible, and utterly democratic. Along with this dramatic technological change has come a globalization of economies, with intensified competition and the emergence of more-sophisticated value chains in production processes. Across the globe, farsighted leaders are searching for new ideas and strategies to deal with a changed reality. With the advent of the Arab Spring, the countries of the region are also revisiting their grow th and development strategies. The CMI’s program on the knowledge economy aims to address this important agenda for the Arab world.

20 /// CMI 2.0 /// ANNUAL REPORT 2012

To cope with the daunting challenges they face, particularly the huge need to create jobs and to develop more productive 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 forthcoming report prepared by the CMI, in collaboration with the World Bank, the European Investment Bank (EIB), and the Islamic Educational, Scientific and Cultural 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, productively 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 economies, 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 confidence 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.

INTEGRATED ECONOMIES

CMI 2.0: THREE INTEGRATIONAL THEMES

The draft report is being prepared in close consultation with policy makers from the South, as well as from representatives 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 education, innovation, and ICTs. They were joined by staff from the World Bank, EIB, ISESCO, the Islamic Development Bank, the European Bank for Reconstruction and Development (EBRD), and UNDP. In June 2012, the CMI organized 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 October 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 knowledge-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 Conference 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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 21

Innovation Systems Innovation, one of the pillars of the knowledge economy, is essential for sustainable growth and jobs creation. This EIB led program focuses on small, innovative projects across the Mediterranean by providing the technical, financial and training mechanisms 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 innovation in the Mediterranean. A project led by ANIMA in partnership with the European Commission’s MIRA project focused on interviews with individuals responsible for business 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 dimension of qualifications, conducted by the Forum Euroméditerranéen des Instituts de Sciences Économiques (FEMISE) aims at identifying factors 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 k nowledge-sharing among decision makers and entrepreneurs involved in supporting 22 /// CMI 2.0 /// ANNUAL REPORT 2012

innovation, the CMI’s innovation program organized three workshops in 2012. The first, on Entrepreneurship and Innovation in the Southern Mediterranean, took place in April 2012 in Beirut. Young highly skilled entrepreneurs 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 citizens in the Mediterranean. A second workshop, on Technological Innovation 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.

S k ills development is key for job creation and for the move to knowledge- and innovation-based economies. FEMISE has been working 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 training 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 compiled lists of training institutions in these countries that would be interested 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.

INTEGRATED ECONOMIES

CMI 2.0: THREE INTEGRATIONAL THEMES

ANNUAL REPORT 2012 /// CMI 2.0 /// 23

24 /// CMI 2.0 /// ANNUAL REPORT 2012

Trade and Investment Trade and investment are important forms of economic integration, but they also serve as channels through which countries can make an effective transition to the knowledge economy. Meeting in Deauville, 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 Arabia, Turkey, and the United Arab Emirates—and five so-called partnership countries engaged in political and economic transformation: Egypt, Jordan, Morocco, Tunisia, and, since

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

At a meeting in Marseille on September 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 economic development of the partnership countries and expressed their commitment to advance and complement their respective bilateral and multilateral 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 especially at country level.

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

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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 25

INTEGRATED ECONOMIES

CMI 2.0: THREE INTEGRATIONAL THEMES

Public-Private Partnerships for Infrastructure O n e i m p o r t a nt way to facilitate trade is to have well-designed infrastructure and logistics platforms.

These essential building blocks for economic growth and competitivene s s c an benefit from the use of innovative public-private partnership arrangements. The CMI h a s fo s te r e d d i a l o g u e and cooperation between governments and international financial institutions to increase awareness of the need to improve infrastructure, develop trade, and promote integration

in the Mediterranean.

LOGISMED, the C M I ’s infrastructure and logistics program, is building a network of experts and trainers who can lead the transformation of the logistics sector and help create a Euro-Mediterranean market 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

and Innovation in Barcelona, Tunisia. Particular emphathe Conférence Méditer- sis was laid on improving ranéenne de la Logistique transport and logistics by (MEDLOG) in Tangiers, bridging infrastructure gaps and the 6th Mediterranean across the Mediterranean Economic Week (Semaine c ountr i e s a n d i n c r e a s Economique de la Méditer- ing integration within the ranée) in Marseille. region. At the forum, the LOGISMED program In June 2012, the 10th presented its action plan, M e d i t e r r a n e a n L o g i s - approved the previous tics and Transport Forum month. The plan evinced took place in Barcelona, great interest among parwith representatives from ticipants, demonstrating the Association of Medi- that the initiative responds terranean Chambers of to real needs and can help C o m m e r c e ( A S C A M E ) strengthen the logistic supand high-level participants ply chain in the southern from Egypt, Morocco, and Mediterranean.

Building an International Network to Support Higher Education Reform University graduates in the Arab world face an uphill battle in finding a job. In most countries of the region, universities 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 education, 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 programs and credits with universities in Europe and other member countries of the Organisation for Economic Cooperation and Development (OECD).

The ultimate goal is to improve the quality and relevance of the skills of 26 /// CMI 2.0 /// ANNUAL REPORT 2012

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 identified 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

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 institutional 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 achievement 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-

INTEGRATED ECONOMIES

CMI 2.0: THREE INTEGRATIONAL THEMES

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

With regard to the first pillar—benchmarking university governance—more than 90 universities from 6 countries (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 Universities through the Looking Glass: Benchmarking University Governance to Enable Higher Education Modernization in MENA was published 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 Education in the Middle East and North Africa. The publication emphasizes the need to increase funding to meet the demands for more and better education 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 educational 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 outcomes and increase labor mobility.

These include the European Qualifications Framework (EQF) and the tools that have emerged from the so-called Bologna process or harmonizing European higher education programs, providing quality control, and emphasizing 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).

ANNUAL REPORT 2012 /// CMI 2.0 /// 27

Improving Labor Mobility for Better Human Development Outcomes in the MENA Region Emigration is often a response by educated young people in the southern Mediterranean to a lack of job opportunities at home. Other countries of the MENA region receive migrant workers because they face acute skill shortages or an aging workforce. Such demographic and economic imbalances present strong opportunities for a mutually beneficial exchange of people, skills, and ideas.

International labor mobility offers potentially 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 investment capital from successful members of the diaspora.

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

to suboptimal international migration outcomes (which become easily politicized).

The CMI’s program on international labor mobility aims to provide concrete technical 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 sending countries around the Mediterranean in building up their capacities to better manage and take advantage of temporary labor mobility arrangements with receiving countries. The three steps in the program’s approach are illustrated bellow.

How the CMI’s International Labor Mobility program works ▶ ANALYSE DATA

1

ASSEMBLE EVIDENCE AND ANALYSIS

▶ B ENCHMARK INSTITUTIONS ▶C OMPLETE POLICY DIAGNOSTIC ▶ DRAW INTERNATIONAL COMPARISON

Highlights of the program’s current work appear in box 1. The program is developing analytic, diagnostic, and convening mechanisms to strengthen the foundations of migration systems in the region, as described in the Deauville Partnership report on Trade and Investment coordinated by the CMI. The international labor mobility team has engaged in multistakeholder meetings on migration in

BOX 1

2

CONVENE TECHNICAL DIALOGUE

▶ C OORDINATE NATIONAL SKATEHOLDERS ▶ HOLD BILATERAL DISCUSSIONS ▶S HARE LESSONS AT THE REGIONAL LEVEL

Morocco and Tunisia to better understand systems of migration governance.

Based on demand from these governments, 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 intermediation activities with social protection for migrants, the team has conducted a

3

BUILD MIGRATION SYSTEMS

▶ BUILD CAPACITY ▶ M ONITOR AND EVALUATE

detailed review of the international recruitment 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 lessons to help governments connect with their diaspora. A proposal for cooperation between labor-sending and -receiving countries will be tabled in spring 2013.

EXAMPLES OF ONGOING WORK ON INTERNATIONAL LABOR MOBILITY

▶ 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.

/// P osition 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.

28 /// CMI 2.0 /// ANNUAL REPORT 2012

INTEGRATED ECONOMIES

CMI 2.0: THREE INTEGRATIONAL THEMES

ANNUAL REPORT 2012 /// CMI 2.0 /// 29

30 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: THREE INTEGRATIONAL THEMES

SUSTAINABLE GROWTH ANNUAL REPORT 2012 /// CMI 2.0 /// 31

SUSTAINABLE GROWTH “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 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 degradation 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 people 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 sustainable 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 strategic, climate-proof, and resilient urban plans bolstered by evidence-based analysis. Assessing risks posed by climate change, supporting low-carbon growth, and protecting 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.

Green Growth Since 2010, the CMI and its part- As part of advancing this agenda, ners have grappled with one of the CMI has endeavored to develop the core challenges of the region— tools that can facilitate a conversation m a i n s t r e a m i n g e n v i r o n m e n t a l about issues related to green growth. c o n s i d e r at i o n s i nto e c o n o m i c The trilingual thesaurus (box 3) is one development strategies and insti- such example. tutional frameworks and promoting the transition to green growth in Another contribution to environmental the Mediterranean. The 2012 MED mainstreaming and the green-growth Report: Toward Green Growth in agenda is the Regional Governance Mediterranean Countries is a result and Knowledge Generation Project, of this work (box 2). which became effective in March 2012.

Supported by a grant from the Global Since the launch, the CMI and its Environment Facility, the three-year partners have received invitations project is part of the Sustainable Med from several countries to submit Program and is led by Plan Bleu. The proposals for action. Suggested three beneficiary countries—Lebanon, activities range from collaboration on Morocco, and Tunisia— have embraced the existing Green Growth knowledge the “green economy” as the central prinplatform launched by the World ciple of the project. A regional stakeholder Bank, OECD, and United Nations dialogue on green growth and the green Environment Programme; partner- economy was held in May 2012. A series ship with regional institutions such of other activities related to observation, as the Arab Forum for Environment evaluation, participation, and regulation and Development and the African are under way to fill knowledge gaps at Development Bank; and support for the country and regional levels, share green national accounting initiatives experiences and practices, and support or national green-growth strategies. environmental policy change.

32 /// CMI 2.0 /// ANNUAL REPORT 2012

SUSTAINABLE GROWTH

CMI 2.0: THREE INTEGRATIONAL THEMES

2012 MED REPORT: TOWARD GREEN GROWTH IN MEDITERRANEAN COUNTRIES BOX 2 The report focuses on the environmental, social, and economic 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, marketbased 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

BOX 3

regional cooperation between governments 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 promote 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 consultations 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.

TRILINGUAL THESAURUS

Language remains a barrier to integration in the Mediterranean. 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 conferences 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 English, French and Arabic) that allows users to find terms and concept (technical, scientific, economic, and administrative) defined, translated, and adapted to the Mediterranean context.

academics. It will be continuously enriched by the scientific community of the region, using a wiki-like methodology.

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

The preliminary phase of the thesaurus presented biodiversity 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: environmental economics, environmental health, information and communication technologies, and water.

ANNUAL REPORT 2012 /// CMI 2.0 /// 33

Cities and Climate Change 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.

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 Tunisia, the Ministry of Equipment, In the Wilaya of Algiers, a risk assessjointly with the CMI, held two work- ment through 2030 is being conducted shops in 2012 to discuss the study by the consulting firm Egis EAU. The with representatives of local coun- 14-month study, launched in April 2012, cils in greater Tunis and to publicize is based on studies on recent disasters, the urban-vulnerability assessment aerial photographs, satellite images, and methodology tools to national digital terrain models, databases, and government representatives and sev- geographic information systems (GIS). eral coastal cities.

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 Indonesia 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.

Sustainable Urban Transport Engines of grow th, the cities of the region also emit greenhouse gases and face significant problems of urban congestion, poor air quality, road safety.

Under the umbrella of the low-carbon, green-cit y 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 document and share good practices in the design and implementation of policies to address issues posed by urban sprawl, urban congestion, 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 renovation 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 criteria 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 discuss these assessments, suggested holding countryfocused 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.

34 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: THREE INTEGRATIONAL THEMES

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 economic 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 funding mechanisms. The complexity of rehabilitating medinas raises costs (25 to 30 percent more than traditional upgrading operations), making it necessary to explore public-private partnerships and other options.

In 2012, Medinas 2030 organized

two workshops. More than 70 participants 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 November 2012 will examine national institutional frameworks, project implementation capacities, and financial instruments in light of the preliminary results of the preoperational 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 assistance grants that will, in turn, enable project leaders to accelerate the implementation of urban development projects.

A steering committee comprising representatives of AFD, CDC, the Development and C ooperation Department of the European Commission (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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 35

Health and Environment Health is a major part of sustainable development. The World Health Organization 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 environmental determinants3.

and instruments, the CMI and its partners 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 understanding between the CMI and the WHO Regional Centre for Environmental Health (CEHA, based in Amman) was signed in March 2012.

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

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 makers and decision makers about key priorities and programs, including the assessment of policies to manage the environmental burden of disease; (iii) provide technical assistance on environmental health issues and existing crosscutting policies; and (iv) foster a regional strategic framework through a common charter on environmental health.

Water Resources Management In a region that has already mobilized most of its available water through large i nf r a s tr u c tur e p roj e c ts and irrigation schemes, the continued expansion of agriculture, cities, tourism, and industry, together with climate change, will exacerbate a situation of extreme water scarcity. To address this challenge, an e c ono mi c a p p roac h to water demand management 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 economic analysis into countries’ water strategies to encourage cost-effective means of managing demand for water.

The first capacity-building workshop under the program was offered in December 2011 to senior officials and planners in Jordan, the world’s fourth-driest

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

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.

D r aw ing on a d et a il e d case study conducted by ArabTech, a local Jordanian consulting firm, the course included 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 oppor tunity to discuss preliminary results and validate prospective scenarios at a national workshop in October 2012. A synthesis of the

A collection of case stu­ dies on the reuse of treated wastewater developed by Plan Bleu, AFD, and EIB p rov i d e s th e un d e r p i n 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 program on water innovations, t wo r e gi o na l te c hni c a 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 Nor th and South of the Mediterranean, a series of real-life challenges to the “innovation ecosystem” in the water sector were identified. 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 difficulties they face in launching and growing their startups.

Policy options to facilitate the scaling up of innovative water companies were also discussed. A publication summarizing these consultations is available in English.

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

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).

36 /// CMI 2.0 /// ANNUAL REPORT 2012

SUSTAINABLE GROWTH

CMI 2.0: THREE INTEGRATIONAL THEMES

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 SIXTH WORLD BOX 4 WATER FORUM The CMI and the Institut Mediterranéen de l’Eau coordinated the Mediterranean cross-continental process of preparation for the 6th World Water Forum in Marseille in March 2012. Preparatory meetings included the first Mediterranean 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 consultation on the preliminary findings of the MED 2012 report was held.

ANNUAL REPORT 2012 /// CMI 2.0 /// 37

38 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: THREE INTEGRATIONAL THEMES

PARTICIPATORY GOVERNANCE ANNUAL REPORT 2012 /// CMI 2.0 /// 39

PARTICIPATORY GOVERNANCE “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 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 participation—in consultations about needs, identification of beneficiaries, and monitoring of government performance—improves the quality of public services and of governance. While many southern Mediterranean countries have long been characterized by weak governance systems, several are now initiating important institutional reforms and building bridges between decision makers and citizens. The current political transitions offer a unique opportunity to address deep-seated

40 /// CMI 2.0 /// ANNUAL REPORT 2012

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

G overnment transparency and informed citizen engagement act together to create a culture of openness 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 southern Mediterranean, where there is a need to grow public trust in government. Reform is a long-term process, based on the credibility and effectiveness of institutions, both formal and informal. Building a strong civil society and better government institutions can take many years. Institutional strengthening and capacity development thus need to be part of reform efforts from the outset.

CMI programs are built around this two-pronged approach: strengthening 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 pressure 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.

Strategic Urban Development The Strategic Urban Development program responds to the need for a new, cross-sectoral understanding of citizens’ 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 developing 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 institutions 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.

CoMun Network 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 municipal structures on behalf of the German Federal Ministry for Economic Coope­ ration and Development. In Morocco, the program is supporting three thematic learning networks involving 21 member cities in the fields of waste management, medina rehabilitation, and urban mobility. In September 2012, a training workshop on participatory 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 propose 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-feasibility 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 Foreign Office and in cooperation with Tunisian partners. Together with the Association of Dutch Cities (VNG),

the GIZ invited the Tunisian constitutional commission on subnational authorities to The Hague and Berlin in June 2012 to hear the Dutch and the German experience with decentralization processes. In addition, CoMun was asked to comment on the first draft of the new Tunisian constitution on decentralization, and helped the FNVT (National Federation 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 promote 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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 41

PARTICIPATORY GOVERNANCE

CMI 2.0: THREE INTEGRATIONAL THEMES

The Joint Work Program The Arab Spring provides a singular opportunity for the international community 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 several 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 duplicative) 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.

BOX 5

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 technical 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 stakeholders to hear their needs and to discuss the potential and challenges of decentralization, thereby anchoring the JWP in a participatory and demand-driven approach. In parallel, at the Tunisian government’s request, diagnostic studies are being conducted jointly by the World Bank and AFD. The studies will review the status of urbanization, decentralization, and municipal finance in the country.

URBANIZATION KNOWLEDGE PLATFORM

The CMI organized a highlevel policy workshop on “Sustainable Development and I nclusive G row th for MENA Cities at the C ro s s road s”, o n S e p 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

42 /// CMI 2.0 /// ANNUAL REPORT 2012

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 challenges 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 Mediterranean, the UkP will build on the core themes that have emerged following the Arab revolutions: (i) empowering local governments financially, administratively, and technically; (ii) strengthening cities for economic growth, job creation, and sustainable provision of services for all; and (iii) creating accountable and inclusive cities and towns.

PARTICIPATORY GOVERNANCE

CMI 2.0: THREE INTEGRATIONAL THEMES

Cities for a New Generation 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 governance for greater social accountability.

The first phase may lead to a second phase consisting of assistance (under an instrument to be defined) to implement the action plans. The program’s objectives are twofold: (i) to analyze how national urbanization frameworks present opportunities and constraints for the execution 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 municipal resources and improved governance.

BOX 6

THE ART-ISI@MED PROGRAM

O ve r t h e p a s t t wo years, the ART-ISI@ MED program, led by th e U ni te d N ati o n s Development Programme (UNDP), has implemented its first projects in Lebanon ( Tripoli) and in Morocco (Oujda, Chef­ chaouen, Région de l’Oriental). One of the major results was the production of the ART/ ISIMED handbook and decision-support tool. Harnessing the

Power and the Potential of Information and Communication Technologies for Local Development provides local decision makers in the Mediterranean with easy-to-use guidelines and forms that show how ICTs can be integrated into local development planning and policies.

T h e h a n d b o o k to o l also of fers a space for those involved or interested in ART-ISI@ M ED to share their experiences and lessons learned.

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

vened in Beirut to hear how ART-ISI@MED is helping local authorities adapt and apply successes in areas such as advanced geographic information systems for street management and software for the delivery of public documents.

In the course of a joint workshop, supported in part by the French M inistr y of Foreign Affairs, local officials were trained in the use o f A R T- I S I @ M E D ’s new decision-support tool, which is available in Arabic, English, and French, both online, at http://cmimarseille.org/ isimed.php, and in print.

ANNUAL REPORT 2012 /// CMI 2.0 /// 43

Employment and Social Protection 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 Tunisian government, was initiated in June 2011 at a workshop in Tunis on emergency social measures for a successful transition in Tunisia. The workshop demonstrated the capacity of the donor community and the CMI to provide 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 44 /// CMI 2.0 /// ANNUAL REPORT 2012

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

The Employment and Social Protection 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 Organization, 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 reflections (established in October 2011); (iii) national workshops and (iv) pilot projects to test, implement, or demonstrate policy options.

After the initial Tunis event, a similar workshop was held at Cairo University in October 2012. The sessions combined 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 coordination, and engagement from a broad cross section of Egyptian society. Other workshops will be held in 2013 and pilot projects are under preparation.

PARTICIPATORY GOVERNANCE

CMI 2.0: THREE INTEGRATIONAL THEMES

Arab Youth Initiative The information made available through effor ts to increase transparency should logically be followed by citizen action 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 r a b Yo u t h P o l i c y a n d Yo u t h Participation program, led by the World Bank.

The program promotes the deve­ lopment of independent, national youth-led platforms in reform-oriented 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 EuroArab 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 Promotion of Peace, Human Rights, and Fundamental Freedoms, the program is undertaking a preliminary mapping of regional and national youth stakeholders, including more marginalized groups located in remote areas. The General Secretariat for Social Af fairs of the League of Arab States is also receiving support to ensure structured youth participation through the League’s Institutional Development Fund.

In Morocco, the government is setting up a National Consultative Yo u t h C o u n c i l ( C o n s e i l C o n sultatif ), for which the C M I will 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 strengthening the capacity of youth-led civil society to facilitate the establishment of loc a l and regiona l youth councils or platforms, so as to ensure broad national par ticipation within the National Youth Council.

The second objective of the program is to expand socioeconomic inclusion for youth through technical assistance, resource mobilization, and dialogue among stakeholders.

Strategic par tnerships with the private sector are being established to develop new instruments that will expand young people’s access to employment opportunities. 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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 45

46 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: PARTNERSHIPS FOR TRANSITION

CMI 2.0: PARTNERSHIPS FOR TRANSITION

ANNUAL REPORT 2012 /// CMI 2.0 /// 47

48 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: PARTNERSHIPS FOR TRANSITION

STRENGTHENING STRATEGIC PARTNERSHIPS ANNUAL REPORT 2012 /// CMI 2.0 /// 49

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 articulated 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 pursue 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 Mediterranean (UfM); Islamic Educational, Scientific, and Cultural Organization (ISESCO); European Bank for Reconstruction and Development (EBRD); Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ); United

50 /// CMI 2.0 /// ANNUAL REPORT 2012

Nations Development Programme (UNDP); Islamic Development Bank (IDB); Japan International Cooperation Agency (JICA), European Commission (EC) and Cities Alliance (CA). Strategic partnerships are struck at senior and institutional levels and develop through two channels: (i) programmatic partnerships, such as with GIZ in the urban field; and (ii) institutional cooperation with the CMI, as, for example, 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 partners, the CMI will follow a pragmatic, demand-driven approach and look for synergies that serve its members’ interests 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 secretary general, and his team to forge a technical partnership to pursue complementary 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 successful 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

CMI 2.0: PARTNERSHIPS FOR TRANSITION

knowledge-sharing and joint learning activities through conferences, seminars, 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 established 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 conception 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 technical cooperation.

The CMI has a long-standing partnership 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 Empowerment program, which supports local empowerment in participating territories in MENA and Sub-Saharan Africa through triangular and South–South cooperation projects. The overarching shared objective is to facilitate local participatory governance and development and to empower local communities.

Throughout 2012, the CMI supported the EBRD-led initiative known as Transition 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 opportunities to pursue their collaboration.

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

i nve s tm e nt . T h e t wo o r g a ni z ations are exploring potential areas of collaboration related to the integrational theme of integrated economies.

Avenues for collaboration are being explored with the Japan International 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 Institution 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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 51

52 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: PARTNERSHIPS FOR TRANSITION

EXPANDING OUTREACH ANNUAL REPORT 2012 /// CMI 2.0 /// 53

Expanding Outreach

CMI has developed a variety of communication and outreach activities to connect with stakeholders from government, the private 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 disseminates 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.

Publications

From Political to Economic Awakening in the Arab World: The Path of Economic Integration This 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.

54 /// CMI 2.0 /// ANNUAL REPORT 2012

2012 MED Report: Toward Green Growth in Mediterranean Countries The report demonstrates that by integrating 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.

CMI 2.0: PARTNERSHIPS FOR TRANSITION

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 collaborative 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 analytical 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 forecasts 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 static content, collaborate on online communit y (intranet and documents, store and compare ex tranet) with collaboration fearevisions, attach relevant files, and tures needed by the CMI and its print interim or finalized versions. partners to build social knowledge- • T he microblogging feature allows sharing Web sites. Centered on the users to share short updates, links, concept of using formal and inforand other relevant information with mal groups to let users organize others. themselves for collaboration and • T he project management feathen filter information up to uniture allows users to create, assign, versal features, CMI Community and update tasks to to-do lists for makes the following tools available projects, so that projects can be to each group: managed effectively online.

•T he blog feature provides a • T he dashboard feature allows means for timely discussion, with group and site administrators to suppor t for threaded commentcontrol and arrange content dising, file attachments on posts and plays and to make sure that teams comments, and granular e-mail are current with the latest relevant notifications to alert group memcontent. bers of new activity.

•T he calendar feature lets each Since the launch of the CMI Comgroup share information about munity in June 2011, 29 groups have meetings, project milestones, and been created. Membership is by invimore. tation only and reached a total of 694 •T he wiki feature lets users post registered active users.

Universities Through the Looking Glass: Benchmarking University Governance to Enable Higher Education Modernization in MENA This 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.

Harnessing the Power and the Potential of Information and Communication Technologies for Local Development This methodological guide, part of Beyond the Arab Spring: the ART-ISI@MED initiative, aims to Civil Society Speaks harness the potential of ICTs for local for a Common Future development in Mediterranean coun- This report is the result of a policy diatries by promoting, among other themes, logue between governments and civil economic development and urban and society on issues of governance ecoterritorial planning to reduce poverty. nomic reform and human development.

April 2012 /// English, French, and Arabic. June 2011 /// English.

ANNUAL REPORT 2012 /// CMI 2.0 /// 55

The CMI Web Site The CMI has introduced new content and services on its Web site, including multimedia, a solid and robust solution for hosting highdef initi on vi deo, a nd a n op en database plat form for pictures

56 /// CMI 2.0 /// ANNUAL REPORT 2012

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 Screening Card was brought online this year.

Together with other (linked) higher educa-

CMI 2.0: PARTNERSHIPS FOR TRANSITION

tion benchmarking tools, it allows users to generate and view up to 30 university scorecards from MENA countries. An online questionnaire used as a practice 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 Palestine. France, the United States, Belgium, Spain, Italy, Luxembourg, United Kingdom, and Germany rank among the top ten visiting countries.

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

There were a total of 394,506 hits over the same period, and the number of visits and unique visitors increased more than twelve-fold.

Total unique visitors have increased by more than 85 percent since January 2012. France, the United States, Morocco, Belgium, Tunisia, Spain, Italy, United Kingdom, Egypt and

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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 57

58 /// CMI 2.0 /// ANNUAL REPORT 2012

CMI 2.0: PARTNERSHIPS FOR TRANSITION

ENSURING FINANCIAL SUSTAINABILITY ANNUAL REPORT 2012 /// CMI 2.0 /// 59

Ensuring Financial Sustainability The CMI’s budget is a combination of three components: ▶ Financing from the World Bank has covered core coordination 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.

60 /// CMI 2.0 /// ANNUAL REPORT 2012

The Center’s budget grew during FY10–12, reflecting increased partner support for CMI’s activities. The threeyear 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.

CMI 2.0: PARTNERSHIPS FOR TRANSITION

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 allocation for CMI 1.0 and 2.0 would reach

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

ANNUAL REPORT 2012 /// CMI 2.0 /// 61

62 /// CMI 2.0 /// ANNUAL REPORT 2012

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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 ▶K nowledge Economy for Growth and Employment in the Arab World ▶ I nnovation Systems ▶P ublic-Private Partnerships in Infrastructure Projects ▶B uilding an International Network to Support Higher Education Reform ▶ I mproving Labor Mobility for Better Human Development Outcomes in the MENA Region SUSTAINABLE GROWTH ▶ Green Growth ▶ Cities and Climate Change ▶ Sustainable Urban Transport ▶S ustainable 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

ANNUAL REPORT 2012 /// CMI 2.0 /// 63

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 GOAL

OBJECTIVES

AUDIENCE

To place a

The program is designed

High-level policy makers

knowledge-based,

to mobilize the interest

in the MENA region (prime

productivity-driven growth

of stakeholders engaged

ministers, ministers,

model at the center of

in building knowledge

top-level officials from

development strategies

economies to spur

ministries of finance/

for Arab countries,

growth and create jobs.

economy/ planning,

particularly those in the Mediterranean region.

education, science and Three areas of engagement

technology, and information

are envisaged:

and communication

▶D evelopment and

technologies/

publication of the

telecommunications.

report: Transforming Arab Economies:

Key actors from the

The Knowledge and

private sector, think tanks,

Innovation Road.

academic networks,

▶C onsultations and KE action plans with CMI’s

mayors, and representatives of the media.

Founding Members, as for example, Morocco

High-level policy makers in

and Tunisia. This involves

the North and counterparts

developing country

from key institutions, such

study(ies) to show

as the European Union,

the application of this

that have various programs

approach contextualized

in the region to facilitate

to new national contexts.

the integration process.

▶D eveloping the KE in the Mediterranean space and

Regional organizations and

encouraging interaction

civil society actors who can

of a community of

help advance this agenda.

practice of interested stakeholders through a newly launched webbased KE platform.

64 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

FY13:

This work responds to

WB

Publication of Transforming Arab Economies:

the interest expressed by

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

countries in the region that

PARTNER

have developed knowledge-

ORGANIZATIONS

Dissemination of report at a high-level knowledge

economy strategies or have

economy seminar in Rabat with ISESCO (2013).

put in place policies on

EIB

related to one or more of the Development of knowledge-economy action plans

knowledge-economy pillars.

ISESCO

and discussion workshops (Morocco, Tunisia).

The program was discussed Development and launch of a knowledge economy

at a high-level conference

website to build a vibrant community of practice.

held in conjunction with the CMI’s 2010 Annual

High-level interactions on developing the

Meeting, with participants

knowledge economy in the Mediterranean (CMI

from Mauritania, Morocco,

“Rencontre Valmer” event (October 2012).

and Tunisia and from the EIB, ISESCO, and

Preparation of a three-year program of cooperation

the World Bank.

with ISESCO on the knowledge economy.

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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 65

INTEGRATED ECONOMIES

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

INNOVATION SYSTEMS GOAL

OBJECTIVES

AUDIENCE

To develop bankable

The program follows-up

Public decision makers

innovation projects in

the successful experience

(for example, from ministries

the Mediterranean area;

of the ‘Fostering Innovation’

of science, technology,

to back initiatives that

program implemented during

innovation, and education),

inform and broaden the

the CMI’s first phase.

managers of innovation

skills of entrepreneurs

Whereas it identified

sites (clusters, incubators),

and other agents of

opportunities to improve

university administrators,

innovation; and to kick-start

national innovation systems,

local governments, city

financial arrangements in

the activities to be pursued

planners, representatives

support of innovation.

under the follow-up program

of the private sector

will focus more on job creation,

(including innovative

economic integration, trade

SMEs and promoters of

and investment, and

innovative projects).

environmental sustainability.

Objectives are to: ▶D evelop 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 renewable energy and water. ▶P romote public-private partnerships for Arab research centers, networks, and joint ventures. ▶E ncourage policy initiatives to improve Arab research and innovation structures. ▶F ind applications for the results of research and innovation efforts (e.g., through technology transfer offices). ▶B oost factor productivity through research and innovation. ▶C reate “living labs” in Arab societies to prototype innovation. ▶ I dentify components and channels for effective knowledge and technology transfer policies related to foreign direct investment. ▶D evelop absorptive capacities to promote knowledge and technology transfer. ▶S tudy policies to bridge the skill gap for research and innovation.

66 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

The program will build on the deliverables of the ‘Fostering

Participating in the program

EIB

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

are Egypt, Jordan, Lebanon,

and recommendations on key aspects of innovation systems,

Morocco, and Tunisia.

PARTNER

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

Algeria has expressed

ORGANIZATIONS

of operational tools, such as mapping of existing structures,

interest in joining.

geographic information system, collaborative information

WB

and exchange tools; and (iii) training and awareness raising sessions through workshops and conferences.

European Commission

The deliverables of the ‘Innovation Systems’ program

FEMISE

are as follows: ▶B enchmarking studies on arrangements for business

MEDINVEST/ANIMA

incubators and intellectual property systems. ▶W orkshop on Innovation and Commercialization for

CDC

Economic Development, November 12–13, Amman (with ESCWA Technology Center) Prefeasibility study

AFD

on an innovation portal for dissemination of information and promotion of collaborative projects (2013).

IRD

▶ I nnovation assessment to identify legal and regulatory obstacles to innovation systems.

ISESCO

▶S tudy of professional qualification system as related to innovation.

CNUCED

▶P reliminary study on the development of technology platforms International conference

ESCWA

on technopoles/science parks (2013).

JCI Technology ministries in partner countries

ANNUAL REPORT 2012 /// CMI 2.0 /// 67

INTEGRATED ECONOMIES

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

PUBLIC-PRIVATE PARTNERSHIPS IN INFRASTRUCTURE PROJECTS GOAL

OBJECTIVES

AUDIENCE

To reduce the backlog

Building on the CMI's

Focusing primarily on

in infrastructure investments

experience in creating

Egypt, Jordan, Morocco,

in the Mediterranean

networks and hosting

and Tunisia. the program

by promoting a friendly

high level dialogues,

will involve in particular:

environment for viable

the program seeks to:

▶D ecision makers from

PPP projects.

▶P romote dialogue and information sharing on regional PPP initiatives in infrastructure through

ministries of finance and key line ministries. ▶P PP units, project implementation units.

workshops focused on

▶U niversities.

the private sector.

▶R epresentatives of

▶C onduct innovative studies that will increase awareness and capacity for PPP projects.

the private sector. ▶P romoters of PPP projects. ▶ I nternational financial institutions.

68 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

Two to three workshops on PPP challenges in the

Egypt, Jordan, Morocco, and

EIB

Mediterranean, in collaboration with international financial

Tunisia are already involved

institutions (including the Arab Financing Facility for

with the EIB and its partners

PARTNER

Infrastructure) and key partners (EPEC, OECD).

in establishing a PPP-

ORGANIZATIONS

friendly environment with A workshop on governance issues for PPPs in the

a view to identifying and

EIB partner institutions

water sector, in collaboration with OECD.

financing bankable projects.

within FEMIP

A study on accounting, statistical treatment, and

PPP units and relevant

OECD, GWP Med, and

budgeting for PPPs in the water sector.

ministries in these

UfM secretariat (water)

countries will be directly A study on PPPs and climate change mitigation

involved in the workshops

and adaptation, including a readiness

and beneficiaries of the

assessment in each pilot country.

forthcoming studies.

CDC PPP units in Egypt, Jordan, Morocco, and Tunisia

ANNUAL REPORT 2012 /// CMI 2.0 /// 69

INTEGRATED ECONOMIES

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

BUILDING AN INTERNATIONAL NETWORK TO SUPPORT HIGHER EDUCATION REFORM GOAL

OBJECTIVES

AUDIENCE

To improve, through

The objective of the

Seven countries (Algeria,

collaborative effort,

International Network

Egypt, Iraq, Lebanon,

the education services

for Higher Education

Morocco, Tunisia, and West

available to students,

(INHE) is to build on

Bank and Gaza) are using

conscious of the

the results of the CMI’s

the University Governance

tremendous potential

program in three areas:

Screening Card. Based

returns from higher

▶T he University

on demand, the exercise

education and aware

Governance Screening

will be extended to more

of the fact that higher

Card, a benchmarking

countries. The first regional

education systems are

tool to improve

report produced during

facing critical challenges.

accountability for results

FY12 presented findings

and transparency

for four countries. A second

in institutional

regional report presenting

decision making.

comparisons of seven

▶T he joint AFD/World

countries will be prepared

Bank report on financing

and discussed at the

of higher education.

regional and national levels.

▶ J oint work with OECD on internationalization

INHE partnerships will

of higher education.

be diverse and open to organizations such as

The INHE will focus on

the AFD, OECD, IMHE,

continuing efforts to develop

ANQAHE, AROQA,

high-quality research

ISESCO, the British

on higher education,

Council, the Association

policy tools, capacity

of Governing Boards

building, and institutional

of Universities and

strengthening at two

Colleges (United States),

parallel levels. At the multi-

and universities and

country level, the strategic

research centers in all

direction is to create a

participating countries.

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.

70 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

A follow-up to the FY12 report on the University

17 countries from

WB

Governance Screening Card to present findings for

the MENA region are

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

participating in seminars,

PARTNER

participating countries took place in October 2012.

workshops, and research.

ORGANIZATIONS

40 Universities from

ANQAHE

Based on demand, national seminars in Lebanon and Algeria will be held in the fall of 2012.

Egypt, Morocco, Tunisia, A foundational meeting of the INHE to define the aims and

and West Bank

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

and Gaza were using

ETF

working structure of the network, its governance bodies, the

the University Governance

roles and commitments of the organizations involved, and

Screening Card as

a tentative roadmap for the development of the network.

of September 2011.

AFD ILO

This number will be An interactive site developed in FY 12 to be used

increased in FY12

as a platform for the exchange of experience on

and FY13.

introducing higher-education reforms. In the process

OECD ENQA

of developing the interactive website, key institutions with the necessary IT capacity will be identified to

UNIMED

build the community of practice and ensure that local experiences are uploaded to the Web-based platform.

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

ANNUAL REPORT 2012 /// CMI 2.0 /// 71

INTEGRATED ECONOMIES

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

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

OBJECTIVES

AUDIENCE

To promote human

The program has been

This program includes

development through

designed to lay the

two levels of beneficiaries

policies and programs

technical foundations

affected by the objectives:

that facilitate the safe and

for mutually beneficial

▶U ltimate beneficiaries:

productive employment

cooperative arrangements

citizens of the MENA

of migrants across and

on international labor

region, especially

beyond the Mediterranean

mobility between sending

young people

and that help leverage their

and receiving countries

seeking employment

knowledge and experience

around the Mediterranean.

opportunities abroad. ▶D irect beneficiaries/

for local development.

It supports sending

implementation

countries in building their

partners: ministries

capacity to manage labor

and government

outflows and to take

agencies responsible

advantage of temporary

for employment

labor mobility arrangements

and international

with receiving countries.

migration issues in MENA countries.

Beyond analytics, the program will focus on ways

The broader audience

to mitigate the common

includes the governments

risks associated with

of receiving countries and

temporary labor movements.

nonstate actors, including diaspora organizations,

The specific objectives of

nongovernmental

the program are therefore to:

organizations, migrants’

▶ I ncrease the efficiency

associations, and

of migration-related

federations of employers

systems in labor-

in receiving countries.

sending countries. ▶ I ntroduce considerations of equity into the migration-related. policies in receiving and sending countries. ▶H arness the side effects of migration.

72 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

Bilateral arrangements and other opportunities for temporary labor

Migration management

WB

mobility of MENA migrants in old and new destination markets

initiatives are devised

▶T echnical review of the functioning of the French-Tunisian bilateral

and carried out in

PARTNER

close cooperation with

ORGANIZATIONS

agreement and other prominent schemes around the world. ▶N ote on employment opportunities and challenges for Tunisian workers in new destination markets such as Canada. ▶M ultistakeholder meetings convened to better exploit existing

stakeholders in MENA countries, with a particular

European Commission on

focus on institutional

Mobility Partnerships

opportunities for temporary migration in old and new markets

capacity building

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

and joint learning.

AFD (for diaspora support)

actors such as employers’ federations and diaspora associa-

Local experts, practitioners,

WHO

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

and researchers are

(mobility of health workers)

into broader discussions at the regional level (for example,

systematically involved in

the Deauville Partnership and EU mobility partnerships).

building the evidence base.

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

Center for Global Development (skills

Efficiency of labor migration management systems in MENA

The program reaches

sending countries:

out to members of civil

▶ I nstitutional assessment of the labor migration system in Morocco,

society on both sides

ETF (skills development

of the Mediterranean.

and matching)

including a roadmap for improvement and a common benchmarking

circulation)

tool to assess sending-country capacity for migration management. ▶C ontribution to the design and implementation of a labor migration

The Migration Policy

management strategy in Morocco and Tunisia, including support

Center at the European

for data analysis.

University Institute

▶F acilitation of a shared vision among the domestic stakeholders in both countries.

The Migration Policy Institute (Washington, DC,

International recruitment practices and migrants’ protection:

on international recruitment

▶P olicy note identifying pitfalls and good practices in international

and other issues)

recruitment. ▶A ssessment notes on the Moroccan and Tunisian experiences with public and private delivery of international recruitment services.

The Migration Observatory (Oxford)

▶D ialogue between public and private recruitment agencies, employers, and other relevant nonstate actors to discuss concrete

Sussex Center for

ways of improving recruitment services while offering adequate

Migration Research

protection for workers.

GFMD Diaspora support: ▶C ontribution to the ongoing institutional reform process in Tunisia to

GMG

better support the diaspora and its initiatives for local development, starting with consultations at CMI with Tunisian government

ILO

representatives and diaspora associations, including lessons from the Franco-Moroccan NGO, Migrations et Développement. ▶D issemination note to highlight best practices and their replicability. ▶B enchmarking tool to assess and upgrade consular services according to migrants’ needs and rights.

Mobility of health workers: ▶R eview of innovative cost-sharing arrangements for the training and international mobility of health workers in different regions of the world. ▶O utline of proposal to bring private and public interests into better alignment, with eye to piloting the proposal in a bilateral corridor.

ANNUAL REPORT 2012 /// CMI 2.0 /// 73

INTEGRATED ECONOMIES

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

OBJECTIVES

AUDIENCE

To mainstream

The objectives of the

Government officials,

environmental issues into

program are to improve

local authorities,

sector-based and general

economic evaluation of

national agencies,

development policies, and to

environmental public goods

civil society.

promote the implementation

in relation to climate change

of a green-growth agenda

(such as water resources,

in Mediterranean countries.

marine and coastal ecosystems, and forest

To foster green-growth

services) and to provide

actions in Mediterranean

cost-benefit analyses.

countries, introducing environment and natural

Based on the conclusions of

resources as valuable

the 2012 MED Report, the

economic assets, through

following specific objectives

technical assistance, just-in-

have been identified:

time knowledge generation,

▶T o extend natural

capacity-building, and

capital accounting

knowledge sharing (global

to Mediterranean

and South-South).

and MENA countries through the WAVES partnership, a technicalassistance facility aimed at supporting countries that wish to incorporate natural capital in their national statistical accounts. ▶T o exchange experiences in green budgeting, specifically on how to use budget performance indicators to help line ministries mainstream environmental considerations. ▶T o share experiences and a benchmarking exercise on green taxes to promote environmentally friendly behavior. ▶T o develop a Mediterranean greengrowth chapter to feed into the Global Knowledge Green Growth Platform.

74 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

The 2012 MED Report was published in October 2012.

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATIONS

The program will engage

WB

decision makers and Potential next steps activities include:

ministries of finance in

▶U p to three pilot country case studies in Mediterranean

countries throughout the

countries.

Plan Bleu

Mediterranean region.

▶A dvisory services and technical assistance to

PARTNER

Mediterranean countries, including peer-to-peer

Three countries are

exchanges, training, and technical workshops.

specifically targeted

▶A synthesis report on case studies and benchmarking

ORGANIZATIONS

by ongoing activities or

AFD

linked to natural capital accounting, green budgeting, and

because of their expressed

green taxes.

interest: Lebanon,

EIB

Morocco, and Tunisia.

Regional project on evaluating and optimizing the production

OECD

of goods and services by Mediterranean forest ecosystems (project begun in 2012), and a series of five cost-benefit

FEMISE

case studies of protected marine areas in Algeria, Greece, Spain, Tunisia, and Turkey (report to be published in 2012).

FFEM

Activities led by Plan Bleu.

FAO National and regional activities under the Regional Governance and Knowledge Generation Project, launched

GEF

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).

ANNUAL REPORT 2012 /// CMI 2.0 /// 75

SUSTAINABLE GROWTH

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

CITIES AND CLIMATE CHANGE GOAL

OBJECTIVES

AUDIENCE

To contribute to public

One objective is to develop

Local and national

policy making related

a methodology for the

policy makers.

to climate change

assessment of urban

adaptation and disaster

vulnerabilities. Another is

risk management in cities

to design action plans that

in order to enhance city

will improve adaptation

resilience by mitigating

to climate change and

urban vulnerabilities

disaster risk management

Meteorological

and promoting climate-

in Mediterranean cities,

institutes and climate

appropriate urban

and to support local

research centers.

development.

decision makers in the

Urban developers.

implementation of those

Civil protection and disaster

action plans through: (i)

risk management centers.

knowledge exchange on policies and best practices of climate-appropriate urban development, and (ii) capacity building.

76 /// CMI 2.0 /// ANNUAL REPORT 2012

Urban experts.

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATIONS

An assessment of urban vulnerabilities to climate change

The following governmental

CDC

and natural disasters and urban resilience and adaptation

entities participate

action plans for Alexandria, Casablanca, Tunis, and the

in the program:

Bouregreg Valley. The action plans focused on urban

▶A lgeria: Ministry of

WB

planning, infrastructure protection, and institutional

Regional Development

PARTNER

preparedness. They were discussed and validated at a

and Environment (MATE);

ORGANIZATIONS

regional workshop in Marseille in May 2011.

Wilaya of Algiers. ▶E gypt: Egyptian

Workshops in Alexandria, Tunis and Casablanca, to present the results of the vulnerability assessments.

WBI

Environmental Affairs Agency.

European Space Agency

▶M orocco: Ministry of Two workshops in Tunis in May 2012 to (i) disseminate the

Environment; Casablanca

methodology to the national government and other coastal

Prefecture; Bouregreg

cities and (ii) raise awareness among local decision makers about the need for urban planning in Greater Tunis.

GFDRR

Valley Agency. ▶T unisia: Ministry of Environment.

A study using the same methodology, now under development in Greater Algiers. The international consultant

Also involved are the

in charge of implementing the study has prepared a launch

Arab Academy for

document which was approved by donors and a local

Science, Technology, and

steering committee in July 2012.

Maritime Transportation; MEDENER; RCREE; and urban planning agencies, meteorological institutes, and civil protection and research centers in the five member countries.

ANNUAL REPORT 2012 /// CMI 2.0 /// 77

SUSTAINABLE GROWTH

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

SUSTAINABLE URBAN TRANSPORT GOAL

OBJECTIVES

AUDIENCE

To develop a comprehensive

The program has

Policy makers at the central

and integrated approach

three objectives and

and local levels responsible

to plan, manage, and

four major themes.

for urban development

develop efficient and

and the environment.

sustainable urban transport

The objectives are:

policies and systems.

▶T o strengthen the Mediterranean skills

High-level civil servants in charge of urban transport.

network in the field and forge partnerships. ▶T o assemble a

and experts and policy

methodological toolbox

makers in specific

on urban transport

environmental issue areas.

policies tailored for Mediterranean cities. ▶T o disseminate best practices.

The four main themes are: ▶ I nstitutional framework and planning. ▶ I ntegrated multimodal management. ▶M ass transit and urban densification. ▶E nvironmental and social impacts.

78 /// CMI 2.0 /// ANNUAL REPORT 2012

Urban transport experts

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

A series of meetings to develop common guidelines.

In FY10–FY12, regional

AFD

Following a launch meeting in Damascus

events were held in cities on

(April 2010), two major thematic workshops during

the southern and northern

FY11 and FY12:

rims of the Mediterranean.

PARTNER

In FY13–FY14, the “urban

ORGANIZATIONS

▶F Y11: Workshop in Marseille (November–December

transport correspondents”

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

who met in Marseille (June

medinas”.

2012) to identify topics of

▶F Y12: Workshop in Barcelona (October 2011) on tools to

concern to their countries

CODATU CERTU

support the evolution of sustainable mobility in the

will present findings in

Mediterranean (governance, planning, and financing).

national meetings.

CETE

approve three draft reports and to define future areas of

Entities in the South

Plan Bleu

work with selected “urban transport correspondents”

participate in joint financing,

from Egypt, Lebanon, Morocco, and Tunisia. Three

management, and hosting

reports validated during the workshop (“Best practices

of events (in April 2010

guidebook”, ”Urban transport in the medinas and historic

by the government

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

of Syria, in October

modes: Lessons learned in the Mediterranean”) are

2011 by Barcelona).

MedCities

Half of all cases are

French Ministry of

presented by experts

Ecology, Sustainable

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

from the South. Program

Development, and Energy

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

activities involve public

▶F Y12 : Workshop in Marseille (June 2012) to discuss and

EIB World Bank

available in French on the CMI Web site and are being translated into English. ▶F Y13–FY14 (planned): The first “Urban transport national

▶F Y14 (planned): Mediterranean wrap-up conference planned for the first half of 2014.

institutions, local governments, universities, and centers of excellence on both rims of the Mediterranean.

ANNUAL REPORT 2012 /// CMI 2.0 /// 79

SUSTAINABLE GROWTH

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

SUSTAINABLE URBAN DEVELOPMENT IN MEDITERRANEAN CITIES (SUD-MED) GOAL

OBJECTIVES

AUDIENCE

To promote sustainable

The main objective of the

Urban project leaders,

urban development and

program is to disseminate

experts, and developers.

urban renewal policies by

and share knowledge and

favoring integrated urban

best practices emerging

National and local

development plans, better

from technical assistance

urban authorities with

governance, and greater

activities under the two

policy responsibility.

participation of residents

following initiatives:

in city governance.

â–śU rban Projects Finance Initiative (UPFI), which focuses on innovative urban projects. â–śM edinas 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.

80 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATIONS

Workshops and seminars to build capacity, raise awareness,

National and local

EIB

explore the themes of the program, and develop

authorities involved in the

methodological tools.

implementation of urban

AFD

policies, strategies, and All seminars and workshops will relate to the following

projects are implicated in

PARTNER

themes (list to be completed):

the program, along with

ORGANIZATIONS

▶ Sustainable economic and social development.

various financial institutions.

▶ Environmental sustainability.

CDC

▶ Promotion of economic activities and job creation. ▶ Integration of vulnerable populations.

UfM secretariat

▶ Participatory democracy.

DEVCO (European Commission) KfW WB

ANNUAL REPORT 2012 /// CMI 2.0 /// 81

SUSTAINABLE GROWTH

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

EFFICIENT WATER RESOURCES MANAGEMENT GOAL

OBJECTIVES

AUDIENCE

To equip decision makers

With climate change and

Policy makers, utility

with analytical tools to

urbanization, Mediterranean

managers, private

enable them to better

countries are faced with

sector representatives,

address their water

increasingly acute water

academics, civil society

challenges through more

challenges. To meet the

and nongovernmental

efficient management

goal articulated above, the

organizations, and

of scarce resources,

program will focus on:

international and regional

with an emphasis on:

▶F ostering water demand

organizations from

▶P romoting the use

management as a

North and South of

of analytical tools

tool for more efficient

the Mediterranean.

to make efficient

investment strategies.

economic decisions,

▶P romoting efficient

and particularly for

operation of water utilities

prioritizing investments

by reducing water losses

and improving

and developing public-

operational efficiency. ▶D ocumenting and

private partnerships. ▶S upporting the

sharing relevant

development of

experiences based on

nonconventional

practical case studies.

water resources,

▶B uilding capacity among

including reuse of

decision makers.

treated wastewater and desalination.

82 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATIONS

Water demand management (WDM):

Participating countries

AFD

▶C apacity-building activities, including three-day training

(Jordan, Morocco, Tunisia)

on environmental economic valuation, organized jointly by

provide support. The use

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

of local consultants is

counterparts (Jordan, December 2011; Morocco, end

mandatory. Experts discuss

2012; Tunisia, September 2013).

results with stakeholders at

▶S cenario-based case studies on four countries: Jordan (delivered end 2011), Morocco (mid-2012), Croatia

WB

national workshops before

and four country case studies (FY13). ▶H igh-level seminars to exchange findings (World Water Forum, March 2012; regional seminar end 2013).

EIB

studies are placed online.

(October 2012), and Tunisia (September 2013). ▶R egional synthesis report combining national diagnostics

Plan Bleu

PARTNER High-level regional

ORGANIZATIONS

exchanges occur among countries, regional

ACWUA

associations (ACWUA), academia, and civil society.

IME

Efficient management of utilities, reduction of water losses: ▶C ase studies on five countries: Albania, Cyprus, Malta,

UfM

Morocco, Tunisia, and Cyprus (December 2012). ▶R egional workshop and report on reducing water losses

by Mediterranean utilities (January 2013). ▶P hase 2 (FY13–14): more country case studies and expansion of capacity building material.

Nonconventional water resources: ▶D esalination: documentation of potential for desalination powered by renewable energy. ▶T reated wastewater reuse: publication of handbook for decision makers based on a collection of case studies.

Groundwater abstraction: ▶A nalysis of overpumping of groundwater resources and efforts to restore safe abstraction levels in various locations across region (2013). ▶R egional workshop on findings of analysis with decision makers (early 2014).

Cross-cutting: ▶T wo regional technical workshops on water innovations in the region, including through entrepreneurship (March 2012 in Marseille and May 2012 in Beirut). ▶T rilingual online thesaurus on environmental terms including biodiversity, water, and other themes.

ANNUAL REPORT 2012 /// CMI 2.0 /// 83

SUSTAINABLE GROWTH

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

P A R T I C I P AT O 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 GOAL

OBJECTIVES

AUDIENCE

To improve public policy

The objectives of the

Policy makers

making related to urban

program are to assess

development, with a

the state of urbanization

focus on the following

from the perspective

three components:

of spatial structure and

▶R egional and

regional imbalances;

urban planning.

to predict the size

▶U rban land management.

and shape of major

▶U rban expansion

cities; to review urban

and renewal.

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.

84 /// CMI 2.0 /// ANNUAL REPORT 2012

Urban experts Operators Researchers Municipal staff

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

Conference on city development strategies in Barcelona

The team of consultants

CDC

in March 2011 with support from Medcities, Cities Alliance,

in the preparation of

and WBI.

March 2011 Barcelona

PARTNER

conference on city

ORGANIZATIONS

Development with MedCities and the CMI of a follow-up

development strategies

program of activities to enhance the strategic development of

and follow-up activities are

Mediterranean cities capacities.

from Algeria and Morocco.

The conference involved

Publication of a methodological handbook on city

municipal governments

development strategies and creation of an information

that have been or will

platform is online.

be engaged in strategic

WB Euroméditerranée MedCities

urban planning.

City of Marseille

Pilot city projects under way in Tripoli (Lebanon) and Sfax (Tunisia).

The network of urban operators involves

Formation of a network of Mediterranean urban developers

representatives of 12

in partnership with Euroméditerranée: four network meetings

public or private operators

organized around site visits and exchanges on common issues.

from the five member

Regional conference planned in FY13.

countries of the South.

MENApolis: Study of future urbanization in the five partner

National and local decision

countries of the South using statistical and spatial data,

makers from the five

presented to Moroccan and Tunisian partners, followed by

member countries of the

training sessions.

South have been involved in the design of the studies

Review of urban land management policies in Tunisia

and in the organization

and Lebanon (conclusions and recommendations the Tunisia

of dissemination and

study were discussed with national and local authorities).

knowledge-sharing events.

Draft inventory of major Mediterranean port cities discussed in October 2012.

ANNUAL REPORT 2012 /// CMI 2.0 /// 85

PARTICIPATORY GOVERNANCE

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

CoMun STRENGTHENING MUNICIPAL STRUCTURES IN THE MAGHREB GOAL

OBJECTIVES

AUDIENCE

(success indicators) To strengthen municipalities

For 2013, the objective is to

Municipal, regional, and

in the Maghreb region as

support the transformation

national governments

competent and creative

process in Tunisia by

involved in urban

actors in local, national

strengthening local

development in the three

and regional development,

democratic structures

partner countries of Algeria,

and to support democratic

(funded by the German

Morocco, and Tunisia.

municipal structures

foreign ministry).

in Tunisia as vital parts

More broadly, inhabitants

of the democratic

By 2014, a structured

transformation process

dialogue between cities in Algeria, Morocco, and

CoMun is a learning network

Tunisia on urban and

for urban development.

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.

86 /// CMI 2.0 /// ANNUAL REPORT 2012

of cities of the program.

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

A learning network for cross-border sharing of experience

Spearheading the program

GIZ

on key issues of urban development and local governance

in Morocco are the Direction

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

Générale des Collectivités

▶L aunch and support of thematic national networks on key

Locales (DGCL) and Institut

PARTNER

urban development issues, including training measures on

National d’Aménagement et

ORGANIZATIONS

urban management practices and field-trips (2012).

d’Urbanisme (INAU). Seven

▶L inking of thematic networks at the regional level for

Moroccan cities have been

Morocco:

broader exchange between cities in the Maghreb

selected by competition

DGCL and seven cities

(late 2012 through end 2013).

and are receiving support

(Rabat, Salé, Kénitra,

from the program in the

Beni Mellal, Agadir,

fields of urban transport,

Fes, and Meknes).

▶ I ncorporation of approximately 30 cities into thematic learning networks for regular exchanges of experience.

waste management, Technical assistance in the development of innovative solutions

rehabilitation of medinas,

Tunisia:

on subjects that are of interest for the regional dialogue:

and energy efficiency.

DGCPL and 12 cities

▶W aste management.

(Tunis, Sfax, Sousse,

▶M obility and transport.

In Tunisia, the Direction

Monastir, Menzel, Bourgiba,

▶R ehabilitation of medinas.

Générale de Collectivités

Siliana, Kasserine, Gafsa,

▶E nergy efficiency.

Publiques Locales

Jendouba, Ben Gardane,

▶L ocal governance.

(DGCL) and the Centre de

Djerba Midoun, and Gabès).

Formation et d'Appui à la Development-oriented project partnerships between

Décentralisation (CFAD)

Algeria: To be

municipalities in Germany and the Maghreb countries.

are cooperating with 12

identified, end-2012.

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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 87

PARTICIPATORY GOVERNANCE

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

CITIES ALLIANCE/CMI JOINT WORK PROGRAM GOAL

OBJECTIVES

AUDIENCE

To help cities and national

The Joint Work Program

National and local

partner institutions in the

(JWP) initiated by Cities

authorities, civil society,

MENA region to design

Alliance and the CMI is

and the private sector.

and implement strategies

a vehicle for pooling and

on inclusive economic

coordinating the experience,

growth, accountability,

resources, and efforts of

and subsidiarity.

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.

88 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

MEMBER

OF THE SOUTH

ORGANIZATION

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

The JWP responds to

AFD

portfolio activities review, a detailed needs assessment, and

demand from cities and

suggestions for activities.

countries in the region

CDC

and sets up a continued Support for three diagnostic studies on Tunisia:

dialogue among partner

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

institutions. A national

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

consultation was held

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

in Tunisia during the

WB BMZ

UCLG Conference on

GIZ

A regional framework to take stock of what the partners have

decentralization to present

done and to suggest activities for regional collaboration.

the regional JWP, to discuss

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

the potential and challenges

by JWP members.

of decentralization, to hear

UCLG Cities Alliance

voices of Tunisian national and local governments,

MedCities

and to develop the Tunisia Country Project.

French MoFa

Each country project

Italian MoFa / Cooperation

will be based upon a needs assessment

UN-Habitat

and diagnostic studies in close collaboration with stakeholders representing the interests of local governments in the partner countries.

ANNUAL REPORT 2012 /// CMI 2.0 /// 89

PARTICIPATORY GOVERNANCE

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

CITIES FOR A NEW GENERATION GOAL

OBJECTIVES

AUDIENCE

To help MENA cities

The objectives of the

National urban

to exploit their potential

program are to build the

decision makers

for economic and

capacity of cities to allow

social development.

ambitions planning and

Local authorities

carry out their strategies; to better manage the human

Municipal staff

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.

90 /// CMI 2.0 /// ANNUAL REPORT 2012

Local Communities

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

FY13

This demand-driven

WB

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

program is based on

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

continuous consultation

PARTNER

planning for local and regional development; better

with Southern counterparts

ORGANIZATIONS

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

at the national and local

and improved local governance for greater social accountability.

levels. Preliminary talks

CDC

with potential national and Elaboration of city-by-city syntheses and regional lessons learned.

local participants, and

MedCities

with other donors, were Launch of a regional forum to disseminate the outputs of the

held to assess interest.

National and local

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

stakeholders: Tunisia,

region, possibly leading to replication of the approach with

Workshops will be held

other countries/cities.

in Tunisia, Lebanon, and

Morocco and Lebanon

Morocco to fine-tune the three city work packages and to present them to local authorities and local and national stakeholders.

ANNUAL REPORT 2012 /// CMI 2.0 /// 91

PARTICIPATORY GOVERNANCE

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

EMPLOYMENT AND SOCIAL PROTECTION GOAL

OBJECTIVES

AUDIENCE

To provide a platform for

Key objectives of the

Governments (ministries

key national stakeholders

program are:

of labor/employment,

and international

▶E nhanced North–South

social affairs, and

development partners

and South–South

to share information,

dialogue and cooperation.

understand policy

▶G reater social inclusion,

economics/finance).

Representatives of

alternatives, and identify

especially in the delicate

civil society (including

potential solutions for the

years of political and

representatives of

sustainable and inclusive

institutional reform.

the private sector

reform of social contracts

▶L aying the basis for

and labor unions).

in the MENA region.

more sustainable modes of social protection

Research centers and

and public and private

think tanks from both rims

employment.

of the Mediterranean.

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 selfsupporting 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.

92 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

Workshops that bring together experts in international

The program was approved

AFD

employment and social protection with key national decision

in a meeting of the CMI’s

makers:

southern members in

PARTNER

▶W orkshop in Tunis, at request of Tunisian employment

November 2011.

ORGANIZATIONS

Workshops are co-

The Governments of

organized with southern

Egypt and Tunisia

ministry (June 2011). ▶W orkshop in Cairo, at request of Ministry of Planning and International Cooperation (October 2012). ▶W orkshop in Rabat (FY13, TBD).

partners (governments, universities, researchers,

EU Tunisian

E-community of practice created in October 2011 on social

and civil society

and Egyptian offices

measures in contexts of transition and open to all concerned

organizations) involved in

stakeholders.

planning or implementing

WB

social measures. These Research working group to discuss research commissioned

partners sit on steering

by program partners.

committees set up to plan

ILO

and prepare workshops.

Think tanks and universities

Workshops between researchers and program partners (November 2011: first meeting between ILLS (ILO), AFD, and

The e-community for sharing

WB on studies and projects).

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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 93

PARTICIPATORY GOVERNANCE

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

ARAB YOUTH INITIATIVE GOAL

OBJECTIVES

AUDIENCE

To expand the participation

The objectives of the

Ministries of youth and

of Arab youth in public

program are:

sports, and relevant

decision making and their

(i) to strengthen youth

ministries addressing

inclusion in socioeconomic

participation and active

youth issues as part of

opportunities, particularly

citizenship through the

their sectoral programs.

in the countries of the

development of national and

Deauville Partnership.

regional youth-led platforms

National youth agencies.

and regional policy making institutions; (ii) to encourage

Youth-led organizations.

the sharing of best practices and interregional exchanges

NGOs focused on

among young stakeholders;

youth development.

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.

94 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

Institutional development on youth participation in decision

Youth-related ministries

WB

making for the Social Affairs Secretariat at the League of

in Egypt, Morocco, and

Arab States; Support for the establishment of an

Tunisia have been involved

PARTNER

independent Arab regional network.

in consultations. The

ORGANIZATIONS

program is building on the Related to youth participation in decision-making:

convening power of the

▶N orms and standards on youth participation mechanisms at

League of Arab States

local and national levels. ▶C apacity building for independent local, national, and regional platforms.

League of Arab States

to reach out to decision

Arab Youth Observatory

makers and stakeholders.

AFD

▶P reliminary mapping of youth-led associations in Morocco and Tunisia.

City of Marseille

▶C apacity-building workshops for the youth stakeholders in one region per country (Morocco and Tunisia). ▶F acilitation of agreements between local youth councils and the relevant governorates.

Related to socioeconomic inclusion: ▶M ultistakeholder dialogue on implementation of the integrated national youth strategy in Morocco with the private sector, donors and government representatives. ▶L aunch of youth inclusion country study and data collection in Tunisia (dissemination in 2013). ▶O perational plan for expanding self-employment and entrepreneurship opportunities in Morocco.

ANNUAL REPORT 2012 /// CMI 2.0 /// 95

PARTICIPATORY GOVERNANCE

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

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

ART-LOCAL EMPOWERMENT GOAL

OBJECTIVES

AUDIENCE

To support local

Capitalizing on the work

National and local

empowerment in the

achieved in 2009–12, the

authorities, civil society,

MENA and Sub-Saharan

three strategic objectives

and the private sector.

Regions through triangular

to be reached under the

and South–South

new UNDP-CMI strategic

cooperation projects.

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).

96 /// CMI 2.0 /// ANNUAL REPORT 2012

DELIVERABLES

INVOLVEMENT

LEAD

OF THE SOUTH

ORGANIZATION

Two international policy workshops (Senegal, December 2012

The program is built on

UNDP

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

North-South and South-

South–South cooperation in Mediterranean integration

South twinning schemes

and local empowerment.

involving local authorities

PARTNER

in Gabon, Lebanon,

ORGANIZATIONS

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

Mauritania, Morocco,

handbook to support local decision makers in implementing

Senegal, and Tunisia.

WB

local development projects through the use of ICTs. Cities of Malaga Networking, partnerships, and project support to facilitate (i)

and Marseille

the scale-up of ART-ISI@MED initiatives in Morocco and Lebanon, and (ii) the initiation and implementation of new

Provence Alpes Cotes

activities under the triangular and South–South cooperation

d’Azur Region

scheme in Tunisia, Egypt and potentially Mauritania.

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

Ardennes Region

new applications to meet specific needs, such as tax collection for better accountability and efficiency and

MAE-DAECT

innovative mobile phone applications for territorial marketing and economic development (with the City of Marseille).

Cités Unis France

Consultations and need assessments to contribute to

AFD

expanded UNDP-CMI activities in the field of local empowerment under the ART Global Initiative.

Morocco Tunisia The Turkish and Brazilian development agencies UfM LEDA

ANNUAL REPORT 2012 /// CMI 2.0 /// 97

PARTICIPATORY GOVERNANCE

ANNEX 1 LOGFRAMES OF CMI PROGRAMS

98 /// CMI 2.0 /// ANNUAL REPORT 2012

ANNEX 2 THE CMI BUDGET

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)

ANNUAL REPORT 2012 /// CMI 2.0 /// 99

A. C MI 1.0: consolidated cmi budget summary for fy10–12, allocation and expenses CMI Coordination Communication and outreach

Use of Funds Source of Funds

Of which, contributions from

WORLD BANK BUDGET ALLOCATION /1 CMI Bank budget allocation (FY10) Actual expenses (FY10) Other Bank allocations (FY10) Actual expenses (FY10) CMI Bank budget allocation (FY11) Actual expenses (FY11) Other Bank allocations (FY11) Actual expenses (FY11) CMI Bank budget allocation (FY12) Actual expenses (FY12) Other Bank allocations (FY12) Actual expenses (FY12) Subtotal-World Bank Allocation (FY10-12) Subtotal-World Bank Actual Expenses (FY10-12) MDTF ALLOCATION /2 European Investment Bank (EIB) French Ministry of Foreign Affairs (MAE) French Ministry of Economy, Finance, and Industry and Employment (MINEFI) French Development Agency: Agence Française de Développement (AFD) Caisse des Dépôts et Consignations (CDC) Actual expenses (FY11) Actual expenses (FY12) Subtotal MDTF Actual Expenses (FY11-12) PARTNER CONTRIBUTION TO CMI CLUSTERS /6 GIZ allocation/7 Actual expenses (FY12) EIB allocation/8 Actual expenses (FY10) Actual expenses (FY11) Actual expenses (FY12) CDC allocation/9 Actual expenses (FY10) Actual expenses (FY11) Actual expenses (FY12) AFD allocation/10 Actual expenses (FY10) Actual expenses (FY11) Actual expenses (FY12) UNDP allocation/11 Actual expenses (FY10) Actual expenses (FY11) Actual expenses (FY12) Plan Bleu allocation/12 Actual expenses (FY10) Actual expenses (FY11) Actual expenses (FY12) GEF allocation/13 Actual expenses (FY10) Actual expenses (FY11) Actual expenses (FY12) MEDDTL allocation/14 Actual expenses (FY10) Actual expenses (FY11) Actual expenses (FY12) Cities Alliance allocation/15 Actual expenses (FY12) City of Marseille allocation/16 Actual expenses (FY10) Actual expenses (FY11) Actual expenses (FY12) ETF allocation/17 Actual expenses (FY10) Actual expenses (FY12) ISESCO allocation/18 Actual expenses (FY12) OCEMO allocation/19 Actual expenses (FY12)

TOTAL BUDGET ALLOCATION (WORLD BANK, MDTF, PARTNERS, FY10-12) TOTAL EXPENSES (WORLD BANK, MDTF, PARTNERS, FY10-12) Total actual expenses (World Bank, MDTF, partners, FY10) Total actual expenses (World Bank, MDTF, partners, FY11) Total actual expenses (World Bank, MDTF, partners, FY12)

Governance meetings /3

Administration /4

Operational Activities /5

100 54

900 784

32 30

410 453

50 42

1,428 1,354

50 81

412 475

10 9

1,450 1,447

70 70

160 105 100

3,778 3,585 300

152 181 150

470 468 425 441 1,717 1,838 6,070

20 55 75

11 251 262

20 72 92

154 403 557

260 180

4,078 3,847

302 273

7,787 2,395

54 62 64

784 1,365 1,698

30 101 141

453 629 1,313

/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).

100 /// CMI 2.0 /// ANNUAL REPORT 2012

ANNEX 2 THE CMI BUDGET

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).

CMI Clusters Transport and Logistics

Urban and Spatial Development

Environment and Water

300 649

17 17 250 17

30 30 1,190 1,044

850 867

8 200 247

1,210 1,174

250 248 1,400 1,764

310 312 777 601

130 141 271

86 422 507

2,175 2,175 218 122 168 258 2,175 197 330 848 218 87 103 207

Skills, Employment, and Labor Mobility

Knowledge Economy, Innovation, and Technology

609 170 210 230 3,000

11,235 1,500 1,379 1,740 1,721 2,040 2,079 2,260 2,288 2,000 1,993 1,695 1,693 11,235 11,153 6,620 1,170 3,980 300 780 390 438 2,096 2,534 11,570 2,175 2,175 886 267 369 794 2,175 197 330 848 712 192 373 404 653 250 191 265 609 170 227 263 3,000

200

200

500 56 200 250

500 56 252 518 250 250 435 122 70

25

35 21 35 21

218 49 44 281

320 47 154 197

11 11 11 100 119

585 577 3,015 2,825

90 93 201 234

452 452

18 300 318

116 21 33 12

334 75 125 218

174 58 116 653 250 191 265

17 33

52 268 250 250 217 74 33

TOTAL

109 29 29

109 19 8

100 100 10 10 30 30

100 100 35 35

45 45 30 30

29,425 22,645

6,653 7,258

5,246 2,887

253 395

3,514 3,675

1,332 1,737

1,129 1,701 4,428

307 1,104 1,476

49 44 302

1,282 1,352 1,041

366 461 911

4,454 6,818 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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 101

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

FY11 Allocation

FY12 Allocation

TOTAL FY11-FY12 Alloc.

FY11-12 Expenses

(IT1 FY 11-12)

100

100

40

(IT3 FY 11-12)

300

300

214

35

0

FY13 Allocation to date

A . CMI PROGRAMS /1 Status

SUSTAINABLE GROWTH

INTEGRATED ECONOMIES

Integrational themes

(CMI 1.0/2.0/NEW)

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

(EM1 FY 11-12)

100

(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

800

Public-Private Partnerships for Infrastructure

NEW

Subtotal

835

640

580

Cities and Climate Change

(UD2 FY 11-12)

40

35

40

40

60

Sustainable Urban Transport

(UD4 FY 11-12)

138

138

103

(EW2 FY 11-12)

96

96

95

Water Resources Management

(EW3 FY 11-12)

Green Growth

(EW1 FY 11-12)

(EW4 FY 12)

Sustainable Urban Development (SUD-MED)

259

105

105

0

31

245

504

413

30

UD3 MEDINAS 2030

41

41

41

50

UPFI - NEW

100

100

0

100

491

1,024

692

200

200

Subtotal

PARTICIPATORY GOVERNANCE

35

International Network to Support Higher Education Reform

533

271

CA/CMI Joint Work Program

FY12

Strategic Urban Development

(UD1 FY 11-12)

87

87

FY12

335

335

70

70

66

18

46

64

64

18

738

756

217

500

586

2,029

2,615

1,549

1,351

250

250

75

75

Cities for a New Generation CoMun – Coopération des villes et des Municipalités

(UD5 FY 11-12)

Arab Youth Initiative

(EM4 FY 11-12)

Employment and Social Protection ART ISI@MED - ICT for Local Development Open Government Reforms

100 87

(IT2 FY11-12)

150

NEW

Subtotal

Subtotal: CMI PROGRAMS

200 50

(EM5 NEW FY 12)

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

200

Transition to Transition conferences Beyond the Programs activities

Subtotal: CMI ACTIVITIES

49

49

374

374

75

75

200

C. CMI ADMINISTRATION: GOVERNANCE , OPERATIONS, PROGRAM SUPPORT /4 Governance /5

21

50

71

75

General Operations /6

13

160

173

169

Program Support /7

330

150

150

300

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

New Allocation /10

2,680

TOTAL

6,620

1,551

/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.

102 /// CMI 2.0 /// ANNUAL REPORT 2012

ANNEX 2 THE CMI BUDGET

C. O VERVIEW OF EXPENSES FOR CMI 1.0 AND PROJECTED FINANCE FOR CMI 2.0 (World Bank, MDTF, Partners) In US$'000; Exchange Rate: 1 Euro = $1.45 (as of January 2010)

Actual expenses CMI 1.0 FY10 World Bank/1

FY11

In US$'000; Exchange Rate: 1 Euro = $1.30 (average over 2012)

Total CMI 1.0

FY12

expensed 3,100 4,367 3,686 (allocated) (3,240) (4,300) (3,695)

11,153 (11,235)

Projected expenses CMI 2.0 FY13

FY14 (2,333)

(2,333)

Total CMI 2.0

FY15

7,000 (7,000)

(2,333)

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

579

1,955

2,534 (3,940)

3,585 1,800 650 (3,330) (650) (650)

6,035 (4,630)

MDTF (net of fees)/2 a, b

expensed (allocated)

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) AFD /3

expensed (allocated) CDC /4 expensed (allocated) EIB /5 expensed (allocated) GIZ /6 expensed (allocated) MEDDTL /7 expensed (allocated) Plan Bleu /8 expensed (allocated) GEF /9 expensed (allocated) OCEMO expensed (allocated) ISESCO expensed (allocated) City of Marseille /10 expensed (allocated) ETF /11 expensed (allocated) UNDP /12 expensed (allocated) Cities Alliance /13 expensed (allocated)

TOTAL (WB, MDTF, Partners) expensed

(allocated)/14

1,354

2 ,012

5,592

192

373

404

197 267

330 369

848 794

8,958 (11,570)

11,397 (11,397)

969

887

(712)

(434)

1,375 (2,175) 1,430

(910) tbd

(453)

(887) 910 (910)

(886) 2,175 56

252

518

170

227

263

200 30 45 122

70

100 250

191

265 250

4,454

6,958

11,233

2,175 (2,175) 826 (500) 660 (609) 200 (3,000) 30 (30) 45 (45) 192 (435) 100 (100) 706 (653) 250 (250) 22,645 (26,745)

(3,575)

(3,250)

(2,275)

9,100 (9,100)

500 (500)

(500)

24,432 (23,027)

/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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 103

104 /// CMI 2.0 /// ANNUAL REPORT 2012

ANNEX 3 CMI EVENTS AND CONTENT DEVELOPMENT

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

ANNUAL REPORT 2012 /// CMI 2.0 /// 105

CMI Events and Content Development Update DECEMBER 2011–DECEMBER 2012

INTEGRATED ECONOMIES

Knowledge Economy for Growth and Employment in MENA

Building an International Network to Support Higher Education Reform

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

Policy Dialogues with stakeholders on the Knowledge Economy.

February 22–29, Morocco.

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.

Consultations with French immigration officials.

March 27, France.

Consultations on Migration.

April 11–12, Morocco.

April 17–18, Tunisia.

University Governance Workshops.

February 1, Lebanon.

February 26, Algeria.

Tapping into the diaspora: Sharing good practices on making migration work at home.

May 17–19, Morocco.

Launch of Governance Report.

May 31, CMI.

National Employment Workshop (government-led).

June 28, Tunisia.

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.

106 /// CMI 2.0 /// ANNUAL REPORT 2012

Regional Workshop on Internationalization Higher Education.

May, Abu Dhabi.

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.

ANNEX 3 CMI EVENTS AND CONTENT DEVELOPMENT

SUSTAINABLE GROWTH

Green Growth

Cities and Climate Change

Health and Environment

Consultation on 2012 MED Report: Toward Green Growth in Mediterranean Countries.

March 13, during 6th World Water Forum (WWF) in Marseille, France.

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.

Health and Environment Workshop.

March 14, CMI.

Presentation of MENApolis Tool and illustration on Climate Change.

May 10–11, Tunisia.

Capacity Building Seminar on Water Demand Management based on Jordan case study.

December 1–3, 2011, Jordan.

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.

South-South exchange on Climate Change and Urban Development.

September 11, CMI.

Efficient Water Resources Management

Regional Technical Consultation on barriers to Water Innovations in the Mediterranean region.

March 16, 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.

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.

Medinas 2030 Initiative: Sustainable project implementation in the Medina.

November 13–14, CMI.

ANNUAL REPORT 2012 /// CMI 2.0 /// 107

PARTICIPATORY GOVERNANCE

South-South exchange Workshop on City Development Strategy with Jordanian, Lebanese, and Tunisian cities.

February 10–11, Lebanon.

CoMun: Strengthening Municipal Structures in the Maghreb

Joint Work Program and CMI–Cities Alliance meetings

Operational Planning Workshop on Urban Development.

February 7–9, Morocco.

December 2011, Germany.

January 24–25, CMI. May 29–30, Tunisia.

September 7, Italy.

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

June 25, Tunisia.

Regional Workshop on Local Democracy and Urban Development.

March 5–9, Tunisia.

Launch of Sfax Local Development Unit.

July 12, Tunisia.

Thematic exchange between Moroccan cities on Rehabilitation of Medinas.

July 10–11, Rabat.

September 26–27, Salé.

Strategic Urban Development

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.

108 /// CMI 2.0 /// ANNUAL REPORT 2012

Urbanization Knowledge Platform for MENA Launch of High-Level Policy Workshop.

September 17–18, CMI.

ANNEX 3 CMI EVENTS AND CONTENT DEVELOPMENT

BEYOND THE PROGRAMS

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.

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.

ART ISIMED

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

Launch of ART/ISIMED platform and handbook.

February 21–22, Morocco.

December 12, 2011, Tunisia.

February 27, Morocco.

May 28, Jordan.

Launch of ART/ISIMED handbook and training sessions.

May 31–June, Lebanon.

Les Rencontres Valmer

Workshop on South/South and triangular cooperation for local empowerment.

December 4–8 during AFRICITES, Senegal.

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.

ANNUAL REPORT 2012 /// CMI 2.0 /// 109

110 /// CMI 2.0 /// ANNUAL REPORT 2012

ANNEX 4 CMI PROGRAM CHARTER 2012–15

ANNEX 4 CMI PROGRAM CHARTER 2012–15

ANNEX 5 THE CMI HANDBOOK

ANNUAL REPORT 2012 /// CMI 2.0 /// 111

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 process of program development at the CMI includes the following: ▶P rograms are designed and implemented under the overall guidance of a lead organization (member or partner) that seeks the participation of interested parties, whether members or partners of the CMI or any other interested partners from the region (or beyond), such as centers of excellence or development institutions. ▶T he lead organization drafts a concept note for the program and shares it with the Coordination Unit to ensure synergies, vets it with the Oversight Committee, assembles the necessary technical resources, and commits to mobilizing The CMI hosts programs that are led by members and partners. adequate financial resources.

The Coordination Unit helps to ensure effective delivery of ▶ T he lead organization ensures that the concept note is widely current programs and works to develop future partnerships and circulated and includes details on interaction with the relevant synergies. Between the Center’s annual meetings, an Overintegrational theme; it then liaises with Mediterranean centers sight Committee meets periodically to take decisions on the of excellence in the various domains covered by the program. implementation of the activities and programs. ▶T he program description should contain (among other specifications): The CMI is headed by a director who manages the Center, • A work schedule for a two-year time frame to be developed provides strategic leadership, and ensures quality and conin the form of a common program progress template, or sistency in the Center's programs and activities. The director log frame. The log frame will include the following inforalso is responsible for building strong partnerships among the mation on the program: description, objectives, audience, Center’s members and beneficiaries. He or she takes the instilead organization and partners, outputs, and observations. tutional lead in championing proposals for new approaches and (All themes and programs should use this template to products on policy advice on areas under the Center's mandate. develop their progress frameworks.) ▶T he lead organization ensures that the program manager The aim of this charter is to establish the basic principles for includes relevant staff from the Coordination Unit in the engagement between members, partners, and program pardesign and delivery of the program. The Coordination Unit ticipants and to facilitate work between the programs and the can, after consulting with the lead organization and partners, Coordination Unit. schedule meetings (quarterly or biannually) with the program managers to share progress.

1. PROGRAMS ▶T he lead organization commits itself to the fundamental prinPrograms are key to ensuring the value added of the CMI and to ciple that program managers will facilitate regular information supporting development policies and knowledge sharing in the exchange between programs, and between programs and Mediterranean region. Programs are organized under the CMI’s the Coordination Unit, to facilitate the latter’s mission to three integrational themes. To avoid duplication, programs carshare knowledge through joint learning and thus help foster ried out by the CMI should take into account analytical work and improvements in public policies in the region. technical assistance being implemented by other centers of ▶ T he responsibility for program quality control remains with the excellence in the region. The CMI should serve as an effective lead organization. The results of quality control processes will “network among networks”, and programs should be oriented be made available to the CMI on a regular basis. toward knowledge and capacity building through joint learning. ▶ P artners commit themselves to a program following their respective rules and procedures. Staff assigned In this spirit, programs that are being developed at the CMI by partners to work on a program will be governed by should: the legal and administrative arrangements applicable to ▶E ncompass sector-based or regional issues and be their employer. designed in such a way that lessons drawn from the ▶ I ntellectual property resulting from the program is considered program will be useful for a wide range of stakeholders to be the common asset of the parties involved in program in the Mediterranean region. implementation and of the CMI. The CMI and the said parties ▶ Lay the ground for future improvements in public policies in may disseminate this intellectual property, taking into account the concerned areas. Activities carried out by each program the provisions of Article 9.2 of the Center’s founding memovary according to anticipated needs and the scope of the randum of understanding. topic; they include knowledge products, high-level dialogue, multipartner support, capacity building and training, and The addition of new programs is under the overall guidance of upstream project support. the Director and the Oversight Committee. Any new programs ▶C ontribute to and complement other work being done within should follow the above-mentioned guidelines and should the program’s respective integrational theme. include consultations with all potential stakeholders.

112 /// CMI 2.0 /// ANNUAL REPORT 2012

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

THE CMI HANDBOOK 2. P ROGRAMS AND THE COORDINATION UNIT The Coordination Unit is responsible for ensuring that programs are consistent with the strategic priorities articulated by the CMI’s Oversight Committee. Toward this end, the Coordination Unit: ▶E nsures that members, partners, and program participants comply with the provisions of this charter. ▶M akes substantive contributions to CMI’s priorities and work programs. Staff from the Coordination Unit work closely with the programs falling within the three integrational themes at the CMI. ▶M anages the overall administrative arrangements and provides logistical support, as needed, for effective 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. ▶D evelops annual work programs in consultation with the lead organizations for each theme and for each program; updates the program list; develops the strategic calendar to include global events, internal governance events (annual meetings and meetings of the Oversight Committee), and program events; and prepares annual budgets. ▶R eviews 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. ▶L iaises with members, partners, and other stakeholders on the Center’s ongoing and future activities and promotes the Center’s activities and programs. ▶E stablishes regular communication and meetings with members, partners and other stakeholders for continuous, open, and transparent communication and collaboration. ▶F osters effective collaboration with teams, as for example, at the World Bank. ▶P rovides external communications support for the various programs at the CMI; develops, implements, and monitors 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). ▶E nsures that the background and historical data related to ongoing or former programs is accessible to existing and future members and partners. ▶E nsures that monitoring indicators are known by all parties as a means to assess the Center’s impact.

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 administrative 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.

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

ANNUAL REPORT 2012 /// CMI 2.0 /// 113

A List of CMI Terms ACWUA Arab Countries Water Utilities Association ADEME Agence de l’Environnement et de la Maîtrise de l'Énergie AECID Agencia Española de Cooperación Internacional para el Desarrollo AERES Agence d’Évaluation de la Recherche et de l’Enseignement Supérieur (France) AFD Agence Française de Développement AFPA Association Nationale pour la Formation Professionnelle des Adultes AKTC Aga Khan Trust for Culture ANIMA ANIMA Investment Network, a multicountry platform supporting the economic development of the Mediterranean ANQAHE Arab Network for Quality Assurance in Higher Education ARLEM Assemblée Régionale et Locale Euro-Méditerranéenne ART Articulation of Territorial and Thematic Cooperation Networks for Human Development ASM Association de Sauvegarde de la Médina (Tunisia) ASCAME Association of the Mediterranean Chambers of Commerce and Industry AVEC Alliance de Villes Européennes de Culture AUDI Arab Urban Development Institute AWC Arab Water Council BB Bank Budget BMZ Germany’s federal Ministry of Economic Cooperation and Development CDC Caisse des Dépôts et Consignations CDR Conseil pour le Développement et la Reconstruction (Lebanon) CDS City Development Strategy CEFEB 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 Publiques CETE Centre d'Études Techniques de l'Équipement CETMO Centre d'Études des Transports pour la Méditerranée Occidentale CMI Center for Mediterranean Integration CNUCED Conférence des Nations Unies sur le Commerce et le Développement (UNCTAD) CoMun Coopération des Villes et des Municipalités au Maghreb DGCL Direction Générale de Collectivités Locales au Maroc DGCPL Direction Générale des Collectivités Publiques Locales (Tunisia) CODATU Cooperation for Urban Mobility in the Developing World EBD Environmental burden of disease EBRD European Bank for Reconstruction and Development EC European Commission ECA Europe and Central Asia EEA European Economic Area EFE Education for Employment Foundation EIB European Investment Bank EM Skills, Employment, and Labor Mobility (CMI program cluster) EMPs Extended Migration Profiles ENP European Neighbourhood Policy ENPI European Neighbourhood and Partnership Instrument ENQA European Network for Quality Assurance ETF European Training Foundation EU European Union EW Environment and Water (CMI program cluster) FAO Food and Agriculture Organization FEMISE Forum Euroméditerranéen des Instituts de Sciences Économiques FFEM Fonds Français pour l'Environnement Mondial FNVT Fédération Nationale des Villes Tunisiennes GEF Global Environment Fund GFDRR Global Facility for Disaster Reduction and Recovery GIS Geographic information systems GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit GFMD Global Forum on Migration and Development GMG Global Migration Group GOPP General Organization for Physical Planning ICT Information and communication technology IEAPS Institute of Economic Analysis and Prospective Studies IFC International Finance Corporation IFREMER Institut Français de Recherche pour l'Exploitation de la Mer 114 /// CMI 2.0 /// ANNUAL REPORT 2012

ANNEX 6 A LIST OF CMI TERMS

ILO International Labour Organization IME Institut Méditerranéen de l’Eau IMEP Mediterranean Institute of Ecology and Paleoecology IOM International Organization for Migration ISESCO Islamic Educational, Scientific, and Cultural Organization ISI@MED Information Society Initiative for the Mediterranean Region IWA International Water Association KE Knowledge economy KEIT Knowledge Economy, Innovation, and Technology (CMI program cluster) LISP Local information society plans LOGISMED Euro-Mediterranean network of logistic platforms M&E Monitoring and evaluation MAE French Ministry of Foreign Affairs MAP-RAC/SPA Mediterranean Action Plan–Regional Activity Centre for Specially Protected Areas MATE Ministry of Regional Development and Environment MDTF Multi-Donor Trust Fund MEDENER Mediterranean Association of the National Agencies for Energy Conservation MEDDTL 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 Africa MHUAE 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 Development NASA National Aeronautics and Space Administration NGO Non-governmental organization NRW Non-revenue water NTF-PSI Norwegian Trust Fund for Private Sector and Infrastructure NY New York OCEMO Office de Coopération Économique pour la Méditerranée et l’Orient OCLAESP Central Office Against Environment and Public Health Offences OECD Organisation for Economic Co-operation and Development QA Quality assurance PGIS Participatory GIS RCREE Regional Centre for Renewable Energy and Energy Efficiency REMPEC Regional Marine Pollution Emergency Response Centre for the Mediterranean Sea RHHEP Regional Harmonization of Higher Education Program SELM Skills, Employment, and Labor Mobility (CMI program cluster) SEMC Southern and Eastern Mediterranean Countries SME Small and medium enterprise TFESSD Trust Fund for Environmentally and Socially Sustainable Development TL Transport and Logistics (CMI program cluster) TWWR Treated wastewater reuse UAE United Arab Emirates UATI Union Internationale des Associations et Organismes Techniques UCLG United Cities and Local Governments UD Urban and Spatial Development (CMI program cluster) UfM Union for the Mediterranean UNDP United Nations Development Programme UNEP/MAP United Nations Environment Programme/Mediterranean Action Plan UNESCO United Nations Educational, Scientific, and Cultural Organization UNIMED Mediterranean University Network WB World Bank WBI World Bank Institute WDM Water Demand Management WHO World Health Organization WUA Water Users Association WWF World Water Forum WWF Medpo World Wildlife Fund Mediterranean Programme Office ANNUAL REPORT 2012 /// CMI 2.0 /// 115

116 /// CMI 2.0 /// ANNUAL REPORT 2012

ANNEX 7 2012 OVERSIGHT COMMITTEE MEMBERS

2012 Oversight Committee Members EGYPT Amb. Mahmoud EL-SAID Executive Director Project Evaluation and Macroeconomic Analysis Ministry of International Cooperation FRANCE Mr. Antoine CHÉRY Deputy Director Bilateral Economic Relations Division Treasury Directorate General, MINEFI Mr. Étienne ROLLAND-PIÈGUE Deputy Director Global Economy and Development Strategies Directorate Ministry of Foreign Affairs Ms. Marie-Pierre NICOLLET Director Mediterranean/Middle East Department French Agency for Development Mr. Laurent VIGIER Director, International and European Affairs Caisse des Dépôts et Consignations JORDAN Ms. Zeina TOUKAN Director, International Cooperation Ministry of Planning and International Cooperation LEBANON Mr. Alain BIFANI Director General Ministry of Finance MOROCCO Mr. Mohammed CHAFIKI Director Economic Research and Financial Forecasting Ministry of Economy and Finance TUNISIA Ms. Naouel BEN ROMDHANE Director General Euro-Mediterranean Cooperation Ministry of Investment and International Cooperation EUROPEAN INVESTMENT BANK Mr. Henry MARTY-GAUQUIÉ Director, Paris Office WORLD BANK Mr. Mats KARLSSON Director, CMI Chair, Oversight Committee ANNUAL REPORT 2012 /// CMI 2.0 /// 117

TROPERLAUNNA

CONTACTS director

Mr. Mats KARLSSON mkarlsson@worldbank.org + 33 4 91 99 24 50 program manager

Mr. Olivier LAVINAL olavinal@worldbank.org + 33 4 91 99 24 48 office manager

Ms. Mona YAFI myafi@worldbank.org + 33 4 91 99 24 51

© CMI /// Marseille 2012 cmi production

Anuja UTZ and Loraine FALCONETTI editor

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

photography

CMI The World Bank Frédérique FÉLIX-FAURE Estève GILI NASA D.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 EVIDENCEBASED 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 Valmer 271, Corniche Kennedy 13007 Marseille, France + 334 91 99 24 51 / 56 www.cmimarseille.org