Final Outcome Evaluation -A2 Structures & Climate for enhancing business, trade, investment & competitiveness in place

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Evaluation Plan:
2007-2011, Syria
Evaluation Type:
Outcome
Planned End Date:
06/2010
Completion Date:
07/2010
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
60,000

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Title Final Outcome Evaluation -A2 Structures & Climate for enhancing business, trade, investment & competitiveness in place
Atlas Project Number:
Evaluation Plan: 2007-2011, Syria
Evaluation Type: Outcome
Status: Completed
Completion Date: 07/2010
Planned End Date: 06/2010
Management Response: Yes
Focus Area:
  • 1. Poverty and MDG
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Capacities of national and local institutions enhanced to scale up proven MDG acceleration interventions and to plan, monitor, report and evaluate the MDG progress in the context of related national development priorities
  • 2. Inclusive growth and social equity promoted through pro-poor macroeconomic and fiscal policies that support income, employment and social protection of youth, women and vulnerable groups in a sustainable way
  • 3. Policies, strategies and partnerships established to enhance public-private sector collaboration and private sector and market development that benefit the poor and ensure that low-income households and small enterprises have access to a broad range of financial and legal services
  • 4. Strengthened national capacities to integrate into the global economic system and to negotiate and manage traditional & emerging development finance for inclusive development
  • 5. Strengthened national capacity for inclusive governance and coordination of national HIV responses, and for the protection of human rights of people affected by HIV, including women and other vulnerable groups
  • 6. Improve conditions (legal, information, marketing, finance etc) to enhance private sector investment and job creation.
Evaluation Budget(US $): 60,000
Source of Funding: UNDP ongoing projects
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
The Syrian Consulting Bureau for Development and Investment Team Leader
GEF Evaluation: No
Key Stakeholders: SPC, Syrian Investment Office, MoEc, MoI, MoTo, MoTr, MAAR, FAO, General Customs Directorate, Lattakia Port
Countries: SYRIAN ARAB REPUBLIC
Comments: Mid term Evaluation for Outcome one (Socio Economic)
Lessons
Findings
Recommendations
1 Global Compact project:Increased focus should be placed on compliance with the GC principles, and companies should be aware that this is the primary purpose of GC. The project could have a significant impact in driving change in these areas given the growing importance of the private sector in Syria.
2 Global Compact project:Business / NGO links could be strengthened through creating a genuine partnership between the business (donor) and NGO (beneficiary). GC should act as an ?enabler? that connects businesses with NGOs, making initial contact, providing support, but allowing them to implement projects together as partners.
3 Global Compact project:The GC Monitoring System could be improved to ensure members are committed to achieving GC Principles and by making the reporting system more independent. Companies should be submitted to an initial assessment of their GC compliance and produce an action plan of activities they will carry out to move towards compliance. This would ensure commitment to the GC Principles and create a benchmark from which to measure progress. Second, more credibility would come from a light form of independent assessment rather than self-assessment. We note that companies are sensitive to having someone evaluate their activities but interviews could be conducted with the company principal and HR managers, rather than a full auditing process. The original action plan filled in by companies upon entering the network would be used as a benchmark to show improvements, rather than achievement of compliance. This would be a more active way of making members think about their core business activities from the start of membership. An example of a voluntary system that has independent monitoring for compliance for companies is the Extractive Industries Transparency Initiative (outlined in Annex F). While it is recognised that the GC Monitoring System may be set globally, it should be possible to institute a more independent mechanism which could serve as an example to other countries. For example, the members could contribute to a central pool to pay for an external evaluator. The GC Programme could use its speaking opportunity at the New York summit to promote this idea on a global scale.
4 Global Compact project:We recommend the project is not moved to an existing NGO but it would be preferable for a Global Compact: CBO type organisation to be founded. Businesses could provide funding through a membership fee (perhaps proportional to the size of business). If existing UNDP GC staff would not follow GC to another status then consideration needs to be given to providing a sufficient handover involving training, introductions to GC network members and a degree of hand holding post handover.
5 Global Compact project: UNDP could provide strategic support to study ways of bringing in an independent monitoring mechanism that would give added credibility to the GC reports, and would give further encouragement to companies to make real change to the operations and strategies. It is not beyond the capabilities of GC Syria to become a world leader in this respect within the GC Global Network and to be recognised as such would bring the UNDP in Syria international acclaim.
6 Recommendation To Government : Lattakia Port project: LPGC to draw up a timetable for making decisions with regards to: i) the silos, ii) training centre, iii) port expansion
7 Recommendation To Government: Lattakia Port project: LPGC to look at upgrading technical capacity of Port employees with a structural review, needs assessment and training. Should be done through internal strengthening of the HR department
8 Recommendation To Government: Lattakia Port project: Give each port company (Tartous and Lattakia) autonomy to set separate codes for handling cargo
9 Recommendation To UNDP: Lattakia Port project: Re-enter negotiations with LPGC regarding the consultancy offer for the port expansion project, and other assistance regarding silos and training centre
10 Recommendation To UNDP: Lattakia Port project: Offer technical assistance in finding expertise to restructure the HR department to increase technical capacity of Port employees.
11 Recommendation To Government - Customs project: Customs Directorate to design and implement a strategy to maximises use of ASYCUDA, including implementing the risk analysis module, investing in staff training and in process re-engineering (in coordination with the EC?s Trade Enhancement Programme).
12 Recommendation To Government - Customs project: Customs Directorate to request Min of Finance to re-establish the ASYCUDA working group at Ministerial level to increase ASYCUDA functionality
13 Recommendation To UNDP - Customs project: Assist Customs with technical assistance to prepare a strategy for maximising use of ASYCUDA, staff training and process re-engineering
14 Recommendation To Government - Industrial Development Strategy: Ministry of Industry to officially adopt a comprehensive and relevant industrial strategy with a coherent and practical implementation plan
15 recommendation To Government - Industrial Development Strategy: MoInd to review technical capabilities and develop a strategy aimed at increasing ability to formulate and implement policy
16 recommendation To UNDP- Industrial Development Strategy: Assist in MoInd review of technical capabilities with technical expertise and project management
17 recommendation To UNDP- Industrial Development Strategy: Assist SPC to ensure industrial activities are coordinated with other donors, particularly UNIDO and the EC?s forthcoming industrial programme.
18 Old Souq project: The Government?s priority for Deir Ezzor should be to elaborate a strategic vision and action plan to transform it from a rural to an industrial, business-friendly urban centre. Recognising different local priorities and conditions, this could be an opportunity for Government to explore formulating an economic development strategy at Governorate level, led by Deir Ezzor Governorate with MoET, Deputy Prime Ministry (and others).
19 The Old Souqs Project is an excellent example of UNDP playing to its strengths: influencing Government and bringing on board multiple stakeholders. As a general recommendation for UNDP, we believe that UNDP should try to play this role more widely in all its interventions.
20 The Old Souqs Project : Deir Ezzor?s business community is keen to be involved in the development of the Eastern Region. It is important for the Government to harness this enthusiasm and to allow these actors the space to implement their ideas, as well as provide firm political support. At the same time, a number of problems in Deir Ezzor and the region are beyond the ability of the private sector to fix, especially infrastructure, such as roads, electricity and water supplies. By upgrading these areas the Government would make a significant contribution to development of the Eastern Region while at the same time providing valuable infrastructure for business to grow and flourish, providing income and jobs for local people.
21 The Old Souqs Project: UNDP?s continued involvement in this project should be to move away from the physical upgrades of the Souqs and to work with shopkeepers and other local businesses on catering to tourists. It is essential for the establishment of the resource centre for monuments and handicrafts (as stipulated in Output Two, to occur as soon as possible, as it will help with the process of transforming Deir Ezzor into a dynamic urban and tourist centre. This would help link overall economic development with tourism more tightly. The BIDC and Vocational Training Centre could be used effectively in this capacity, in addition to their existing responsibilities.
22 Recommendations for the overall approach to progressing the outcome (aimed at Government, UNDP and other implementing parties) 1.Of the current eight projects under Outcome A.2, It is recommended continuing to engage with two on-going projects beyond the current planned end date. These are: Enhance the Investment Environment and WTO Directorate. Both projects require continued assistance with capacity building, although an exit strategy (and exit criteria) should also be brought into any project extensions (and addressed in substantive revisions).
23 Recommendations for the overall approach to progressing the outcome (aimed at Government, UNDP and other implementing parties) 2.Of closed projects, there is potential for opening discussions with SPC to re-open involvement in four projects. The first two would aim to strengthen Government capacity to formulate and implement policy and tie into recommendation (B) for Government below. These projects are:  Towards Changing the Competitiveness Mindset. UNDP could assist in upgrading capacity of the Competitiveness Department in the MoET to strengthen Government ability to formulate effective competitiveness policy  Industrial Strategy. UNDP could assist to build capacity in the MoInd to formulate and implement policies and adopt a national industrial strategy
24 Recommendations for the overall approach to progressing the outcome (aimed at Government, UNDP and other implementing parties) 3.While we concluded the following two projects were not as highly focused on the outcome as we would hope, we think targeted assistance with set exit criteria could assist both. These are:  Modernisation of the Customs Directorate (UNDP would assist in preparation of a strategy to maximises use of ASYCUDA, with co-operation from EC?s TEP programme, and partner Customs to improve functionality to an agreed set of criteria, then exit)  Modernisation of Syrian Ports (UNDP to continue dialogue with LPGC to provide consultancy services for Port expansion and other projects on-hold as already planned ? silos and training centre ? while capacity building LPGC to bring them to a point of self-managing the expansion process and other projects, then exit)
25 WTO project: UNDP to remain supportive of the project with technical assistance beyond 2011
26 WTO project: Use sector impact studies to: i) establish bottom-line trade positions for WTO negotiations, and; ii) establish genuine anti-poverty trade policies
27 WTO project: Establish criteria for an exit strategy based on desired capacities of the WTOD (and establish a plan to reach these capacities.
28 WTO project:Reconsider intended output to produce a trade strategy given the limited time and resources
29 Investment Project: UNDP should Build on current momentum and plan to extend assistance beyond 2011 to continue building capacity.
30 Investment Project: Assist SIA with improving internal performance through a review of customer service and targeted training programmes
31 Investment Project: Assist Government with review of investment institutions and investment laws and in legal system reform
32 Agropolis project UNDP to ensure project activities are designed with support from Government to upgrade the long-term viability and technical capacity of local institutions
1. Recommendation: Global Compact project:Increased focus should be placed on compliance with the GC principles, and companies should be aware that this is the primary purpose of GC. The project could have a significant impact in driving change in these areas given the growing importance of the private sector in Syria.
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

it is difficult to take on a role of ?compliance check point? in a voluntary initiative, given the strong emphasis by the GCO in NY. The Project however is directed to act as a mechanism of assistance on compliance as an entry point to discuss issues of the 10 Principles with the Syrian businesses.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
private sector companies are being mentored in the fields of the GC 10 principles and reporting on them on annual basis.
[Added: 2010/12/29]
GC Project No due date No deadline established
compliance mechanisms and being studied through on-going dialogue and analysis of private sector activity impact on environment, corruption and human and labour conditions
[Added: 2010/12/29]
GC Project No due date No deadline established
2. Recommendation: Global Compact project:Business / NGO links could be strengthened through creating a genuine partnership between the business (donor) and NGO (beneficiary). GC should act as an ?enabler? that connects businesses with NGOs, making initial contact, providing support, but allowing them to implement projects together as partners.
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

the Project is based on enhancing civic engagement and therefore must engage CSO?s in all relevant activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
the project has played the ?enabler? role when a concept note was designed to connect Byblos Bank with Basma (NGO). The partnership was implemented directly between the bank and the NGO to support the development of the NGO and its fight with cancer
[Added: 2010/12/29]
GC Project No due date No deadline established
the ?enabler? method is applied in every project where it applies.
[Added: 2010/12/29]
GC Project No due date No deadline established
3. Recommendation: Global Compact project:The GC Monitoring System could be improved to ensure members are committed to achieving GC Principles and by making the reporting system more independent. Companies should be submitted to an initial assessment of their GC compliance and produce an action plan of activities they will carry out to move towards compliance. This would ensure commitment to the GC Principles and create a benchmark from which to measure progress. Second, more credibility would come from a light form of independent assessment rather than self-assessment. We note that companies are sensitive to having someone evaluate their activities but interviews could be conducted with the company principal and HR managers, rather than a full auditing process. The original action plan filled in by companies upon entering the network would be used as a benchmark to show improvements, rather than achievement of compliance. This would be a more active way of making members think about their core business activities from the start of membership. An example of a voluntary system that has independent monitoring for compliance for companies is the Extractive Industries Transparency Initiative (outlined in Annex F). While it is recognised that the GC Monitoring System may be set globally, it should be possible to institute a more independent mechanism which could serve as an example to other countries. For example, the members could contribute to a central pool to pay for an external evaluator. The GC Programme could use its speaking opportunity at the New York summit to promote this idea on a global scale.
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

encouraging business to have external evaluation is one of the methods the project could promote for businesses to self-monitor their performance and get outside neutral views on how to proceed towards the GC Principles.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
the issue was raised in the Leaders Summit past June
[Added: 2010/12/29]
GC Project No due date No deadline established
the commitment of new GC entrants is displayed on paper through the ?Letter of Commitment? that the company CEO sign addressing the UN Secretary General. Then their progress towards achieving the 10 Principles is measured through their annual reporting (COP?s) which are publicly published on-line.
[Added: 2010/12/29]
GC Project 2007/01 Completed
3the voluntary nature of the Compact does not allow for the enforcement of an external evaluation. The Project can only encourage these companies to do so. However, it cannot enforce it,.
[Added: 2010/12/29]
GC Project 2007/01 Completed
4. Recommendation: Global Compact project:We recommend the project is not moved to an existing NGO but it would be preferable for a Global Compact: CBO type organisation to be founded. Businesses could provide funding through a membership fee (perhaps proportional to the size of business). If existing UNDP GC staff would not follow GC to another status then consideration needs to be given to providing a sufficient handover involving training, introductions to GC network members and a degree of hand holding post handover.
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

the issue of handing over the Project to an existing NGO has been discussed and now the Council is in the process of finding scenarios to register as an independent and self-funded entity.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
the Project is discussing the transformation of the GC Network into an independent, self-funded entity to guarantee the sustainability of the initiative.
[Added: 2010/12/29]
GC Project 2010/12 Overdue-Initiated
once a scenario is approved, the GC project will incubate the newly established entity for training and capacity building on its new duties.
[Added: 2010/12/29]
GC Project 2012/12 Overdue-Initiated
5. Recommendation: Global Compact project: UNDP could provide strategic support to study ways of bringing in an independent monitoring mechanism that would give added credibility to the GC reports, and would give further encouragement to companies to make real change to the operations and strategies. It is not beyond the capabilities of GC Syria to become a world leader in this respect within the GC Global Network and to be recognised as such would bring the UNDP in Syria international acclaim.
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

this is an on-going issue. UNDP could take the lead on it if the idea is approved in the next annual local networks forum.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1 the issue will be raised at the annual Local Networks Forum
[Added: 2010/12/29]
GC Project No due date No deadline established an independent monitoring mechanism is possible, but cannot be mandatory as per UNGC rules
6. Recommendation: Recommendation To Government : Lattakia Port project: LPGC to draw up a timetable for making decisions with regards to: i) the silos, ii) training centre, iii) port expansion
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

UNDP is following up the issue with ministry of transport

Key Actions:

Key Action Responsible DueDate Status Comments Documents
preliminary visit is scheduled to take place to assess needs
[Added: 2010/12/29]
UNDP, Lattakia port 2011/01 Overdue-Not Initiated
7. Recommendation: Recommendation To Government: Lattakia Port project: LPGC to look at upgrading technical capacity of Port employees with a structural review, needs assessment and training. Should be done through internal strengthening of the HR department
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

Capacity development programme is being conducted by the French company which is investing the terminal container as per the joint contract with port.

Key Actions:

8. Recommendation: Recommendation To Government: Lattakia Port project: Give each port company (Tartous and Lattakia) autonomy to set separate codes for handling cargo
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

UNDP role would be limited to provide advice, however final decisiom rests with Gov.

Key Actions:

9. Recommendation: Recommendation To UNDP: Lattakia Port project: Re-enter negotiations with LPGC regarding the consultancy offer for the port expansion project, and other assistance regarding silos and training centre
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

UNDP held several meetings with port management to discuss UNDP proposal, and still waiting final decision.

Key Actions:

10. Recommendation: Recommendation To UNDP: Lattakia Port project: Offer technical assistance in finding expertise to restructure the HR department to increase technical capacity of Port employees.
Management Response: [Added: 2010/12/29] [Last Updated: 2010/12/29]

UNDP received request for supporting Port?s HR, accordingly, mission will be fielded begin 2011.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP mission
[Added: 2010/12/29]
UNDP, Lattakia port 2011/01 Overdue-Initiated
11. Recommendation: Recommendation To Government - Customs project: Customs Directorate to design and implement a strategy to maximises use of ASYCUDA, including implementing the risk analysis module, investing in staff training and in process re-engineering (in coordination with the EC?s Trade Enhancement Programme).
Management Response: [Added: 2010/12/29]

Customs Department established in cooperation with UNCTAD, ASYCUDA regional center which should provide technical support and traiing to customs staff in Syria as well as customs departments in neighbouring countries

Key Actions:

Key Action Responsible DueDate Status Comments Documents
action is not required on part of UNDP as the UNDP project is already accomplished by 2008
[Added: 2010/12/29]
No due date No deadline established
12. Recommendation: Recommendation To Government - Customs project: Customs Directorate to request Min of Finance to re-establish the ASYCUDA working group at Ministerial level to increase ASYCUDA functionality
Management Response: [Added: 2010/12/29]

Customs directorate reports to ministry of finance, so the necessary networking between ministries is in place.

Key Actions:

13. Recommendation: Recommendation To UNDP - Customs project: Assist Customs with technical assistance to prepare a strategy for maximising use of ASYCUDA, staff training and process re-engineering
Management Response: [Added: 2010/12/29]

Strategy is already in place through UNCTAD supported project.

Key Actions:

14. Recommendation: Recommendation To Government - Industrial Development Strategy: Ministry of Industry to officially adopt a comprehensive and relevant industrial strategy with a coherent and practical implementation plan
Management Response: [Added: 2010/12/29]

UNDP discussed the issue with the ministry of industry and a project on updating industrial strategy plan in the next CPD cycle

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Discussions revived with ministry of Industry
[Added: 2010/12/29]
UNDP, Ministry of Industry 2012/12 Overdue-Initiated
15. Recommendation: recommendation To Government - Industrial Development Strategy: MoInd to review technical capabilities and develop a strategy aimed at increasing ability to formulate and implement policy
Management Response: [Added: 2010/12/29]

Capacity development will be part of the cooperation with ministry of Industry

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Discussions revived with ministry of Industry
[Added: 2010/12/29]
UNDP, Ministry of industry 2012/12 Overdue-Initiated
16. Recommendation: recommendation To UNDP- Industrial Development Strategy: Assist in MoInd review of technical capabilities with technical expertise and project management
Management Response: [Added: 2010/12/29]

Capacity development will be part of the cooperation with ministry of Industry

Key Actions:

17. Recommendation: recommendation To UNDP- Industrial Development Strategy: Assist SPC to ensure industrial activities are coordinated with other donors, particularly UNIDO and the EC?s forthcoming industrial programme.
Management Response: [Added: 2010/12/29]

UNDP implemented the 1st project with UNIDO and will continue to work closely with UNIDO updating the industrial strategy

Key Actions:

18. Recommendation: Old Souq project: The Government?s priority for Deir Ezzor should be to elaborate a strategic vision and action plan to transform it from a rural to an industrial, business-friendly urban centre. Recognising different local priorities and conditions, this could be an opportunity for Government to explore formulating an economic development strategy at Governorate level, led by Deir Ezzor Governorate with MoET, Deputy Prime Ministry (and others).
Management Response: [Added: 2010/12/29]

UNDP with SPC through another development project is working on developing local development plans in 6 pilot governorates which Deir Ez Zour is one of them. UNDP is providing the government through this project with the technical assistance and experts to develop and finalize these local development plans.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Initiation of local planning training for national authorities within governorates. Local plans in place.
[Added: 2010/12/29]
UNDP, State planning commission 2012/12 Overdue-Initiated
19. Recommendation: The Old Souqs Project is an excellent example of UNDP playing to its strengths: influencing Government and bringing on board multiple stakeholders. As a general recommendation for UNDP, we believe that UNDP should try to play this role more widely in all its interventions.
Management Response: [Added: 2010/12/29]

? UNDP is playing a leading role in implementing number of joint projects in cooperation with the Syrian Government where by UNDP provide highly technical experts under national execution modality. Furthermore through the global compact project, UNDP is playing the role of broker to encourage private sector partnership with Syrian Government in the socio economic development of Syria through implementing several development projects in different area. UNDP and SPC came out with a list of developing initiatives based on the Government priorities and in line with the five year plan. Then, through the Global Compact project, UNDP is targeting the PS, NGOs and CSO to implement these initiatives.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP successes to build partnership between public and private sector through ongoing projects namely: MTN ? cancer research centre, Total- Business for Development centre
[Added: 2010/12/29]
UNDP ?SPC? Ministry of higher education 2012/12 Overdue-Initiated
20. Recommendation: The Old Souqs Project : Deir Ezzor?s business community is keen to be involved in the development of the Eastern Region. It is important for the Government to harness this enthusiasm and to allow these actors the space to implement their ideas, as well as provide firm political support. At the same time, a number of problems in Deir Ezzor and the region are beyond the ability of the private sector to fix, especially infrastructure, such as roads, electricity and water supplies. By upgrading these areas the Government would make a significant contribution to development of the Eastern Region while at the same time providing valuable infrastructure for business to grow and flourish, providing income and jobs for local people.
Management Response: [Added: 2010/12/29]

UNDP has already signed a technical assistance project with Prime ministry for ENHANCING INFRASTRUCTURES DEVELOPMENT THROUGH PUBLIC PRIVATE PARTNERSHIPthe project aims at promoting large investments for the development of infrastructure.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project Document includes building institutional capacity of the PPP central unit and the PPp focal point units in five other ministries. A capacity building programme on international bidding processes will be conducted during the project life in addition to the publishing of the PPP procurement manula,
[Added: 2010/12/29]
Central PPP unit at prime Minister office and UNDP 2012/12 Overdue-Initiated
21. Recommendation: The Old Souqs Project: UNDP?s continued involvement in this project should be to move away from the physical upgrades of the Souqs and to work with shopkeepers and other local businesses on catering to tourists. It is essential for the establishment of the resource centre for monuments and handicrafts (as stipulated in Output Two, to occur as soon as possible, as it will help with the process of transforming Deir Ezzor into a dynamic urban and tourist centre. This would help link overall economic development with tourism more tightly. The BIDC and Vocational Training Centre could be used effectively in this capacity, in addition to their existing responsibilities.
Management Response: [Added: 2010/12/29]

UNDP is working with DZ chamber of commerce and industry in building the capacities of the shops owners through conducting several courses to these micro businesses on: how to enhance their businesses and how to deal with the tourist. These courses are being conducted through UNDP ? GOV centres: BIDC (Business Innovation and Development Center) and Al Hadaf center. Also, UNDP will be working with the chamber on establishing a resource centre for monuments and handicrafts in the backyard behind the ottoman gate at the end of souqs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Through al hadaf center, two courses has been conducted to the owners of the shops and the project in the process of implementing the advance programme.
[Added: 2010/12/29]
UNDP SPC and DZ chamber 2011/12 Overdue-Initiated
BIDC project is implementing an advance courses on how to run your own business and to start a new one for skills youth and entrepreneurs. The project exit strategy is to transfer the project to DZ Chamber as it is the most appropriate entity to run such centres based on its direct contact with the business community.
[Added: 2010/12/29]
UNDP SPC and DZ chamber 2010/12 Completed
22. Recommendation: Recommendations for the overall approach to progressing the outcome (aimed at Government, UNDP and other implementing parties) 1.Of the current eight projects under Outcome A.2, It is recommended continuing to engage with two on-going projects beyond the current planned end date. These are: Enhance the Investment Environment and WTO Directorate. Both projects require continued assistance with capacity building, although an exit strategy (and exit criteria) should also be brought into any project extensions (and addressed in substantive revisions).
Management Response: [Added: 2010/12/29]

The 2 projects are ongoing through 2011 and 2012, UNDP will make sure to build the capacities of relevant national authorities who will be incharge of handling the project activities upon completion. Exit strategey will be agreed upon with Government.

Key Actions:

23. Recommendation: Recommendations for the overall approach to progressing the outcome (aimed at Government, UNDP and other implementing parties) 2.Of closed projects, there is potential for opening discussions with SPC to re-open involvement in four projects. The first two would aim to strengthen Government capacity to formulate and implement policy and tie into recommendation (B) for Government below. These projects are:  Towards Changing the Competitiveness Mindset. UNDP could assist in upgrading capacity of the Competitiveness Department in the MoET to strengthen Government ability to formulate effective competitiveness policy  Industrial Strategy. UNDP could assist to build capacity in the MoInd to formulate and implement policies and adopt a national industrial strategy
Management Response: [Added: 2010/12/29]

Within the next country UNDP programme the cooperation with the Ministry of Industry to update the industrial strategey has been carried out and schedualed for 2012. similar discussions were held with Ministry of Economy to build the capacities of the staff at the competitiveness directorate during next CPD cycle.

Key Actions:

24. Recommendation: Recommendations for the overall approach to progressing the outcome (aimed at Government, UNDP and other implementing parties) 3.While we concluded the following two projects were not as highly focused on the outcome as we would hope, we think targeted assistance with set exit criteria could assist both. These are:  Modernisation of the Customs Directorate (UNDP would assist in preparation of a strategy to maximises use of ASYCUDA, with co-operation from EC?s TEP programme, and partner Customs to improve functionality to an agreed set of criteria, then exit)  Modernisation of Syrian Ports (UNDP to continue dialogue with LPGC to provide consultancy services for Port expansion and other projects on-hold as already planned ? silos and training centre ? while capacity building LPGC to bring them to a point of self-managing the expansion process and other projects, then exit)
Management Response: [Added: 2010/12/29]

Customs Department established in cooperation with UNCTAD, ASYCUDA regional center which should provide technical support and training to customs staff in Syria as well as customs departments in neighbouring countries. this can be considered the best exit strategey for UNDP to ensure the sustainability of its projects. As for the Port project during the first half of 2011 UNDP team of experts will be visiting Lattakia port to assess cooperation needs.

Key Actions:

25. Recommendation: WTO project: UNDP to remain supportive of the project with technical assistance beyond 2011
Management Response: [Added: 2010/12/29]

Project Board to be held in 2011 to get the approval of the government on extending the Technical Assistance Programme for Two years.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A detailed work plan for phase two to be designed and shared with the government.
[Added: 2010/12/29]
UNDP/ Min. Economy 2011/06 Overdue-Initiated
26. Recommendation: WTO project: Use sector impact studies to: i) establish bottom-line trade positions for WTO negotiations, and; ii) establish genuine anti-poverty trade policies
Management Response: [Added: 2010/12/29]

Impact studies that will be conducted will include initial offers for negotiations of important economic sectors

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruitment of expert and start drafting the study on NAMA
[Added: 2010/12/29]
UNDP/ Min. Economy 2012/12 Overdue-Initiated
27. Recommendation: WTO project: Establish criteria for an exit strategy based on desired capacities of the WTOD (and establish a plan to reach these capacities.
Management Response: [Added: 2010/12/29]

Prepare A comprehensive Guide On WTO Agreements to improve the knowledge of the national team working on WTO Accession

Key Actions:

Key Action Responsible DueDate Status Comments Documents
WTO guide drafted, printed and launched
[Added: 2010/12/29]
UNDP/ Min. Economy 2010/11 Completed
Continuous training for the team on specialised topics related to the WTO.
[Added: 2010/12/29]
UNDP/ Min. Economy 2011/06 Overdue-Initiated
28. Recommendation: WTO project:Reconsider intended output to produce a trade strategy given the limited time and resources
Management Response: [Added: 2010/12/29]

During phase two of the project the work will start on drafting comprehensive trade policy based on the recommendations of the sectoral studies

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Sectoral studies will include recommendations as inputs in the comprehensive trade policy
[Added: 2010/12/29]
UNDP/ Min. Economy 2012/07 Overdue-Initiated
29. Recommendation: Investment Project: UNDP should Build on current momentum and plan to extend assistance beyond 2011 to continue building capacity.
Management Response: [Added: 2010/12/29]

Project Board to be held to extend the Technical Assistance Programme for 2012.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A Work Plan to be designed and shared with the government including the strategic activities that will be implemented in phase
[Added: 2010/12/29]
UNDP, Syrian Investment Agency 2011/12 Overdue-Initiated
30. Recommendation: Investment Project: Assist SIA with improving internal performance through a review of customer service and targeted training programmes
Management Response: [Added: 2010/12/29]

UNCTAD was contracted to review and improve the internal structure of SIA and work mechanism of the One Stop Shop and deliver specialised training programmes on Customer Service and After Care

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Mission conducted from UNCTAD expert to assess the internal structure of SIA and OSS
[Added: 2010/12/29]
UNDP, Syrian Investment Agency 2011/06 Overdue-Initiated
A Strategic Review and Work plan Report was submitted to SIA for review.
[Added: 2010/12/29]
UNDP, Syrian Investment Agency 2011/07 Overdue-Initiated
Trainings will be conducted on promotion, after care and other specialised trainings.
[Added: 2010/12/29]
UNDP, Syrian Investment Agency 2011/06 Overdue-Not Initiated
31. Recommendation: Investment Project: Assist Government with review of investment institutions and investment laws and in legal system reform
Management Response: [Added: 2010/12/29]

UNDP will be working on producing the first national FDI Report that will include key challenges and recommendations to reform the legal investment environment in Syria.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruiting an expert
[Added: 2010/12/29]
UNDP, Syrian Investment Agency 2011/03 Overdue-Not Initiated
Drafting and discussing the report with the government
[Added: 2010/12/29]
UNDP, Syrian Investment Agency 2011/08 Overdue-Not Initiated
32. Recommendation: Agropolis project UNDP to ensure project activities are designed with support from Government to upgrade the long-term viability and technical capacity of local institutions
Management Response: [Added: 2010/12/29]

All ongoing activities ensure the involvement of government in drafting of studies and their capacity is developed through on the job training and the special technical assistance programme that is designed in the Project Document

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Technical staff from the relevant authorities are involved in drafting the studies
[Added: 2010/12/29]
Alghab Commission/ UNDP 2010/10 Overdue-Initiated
Training courses will be conducted to develop the skills of nationals in Results Based Management and other important technical skills.
[Added: 2010/12/29]
Alghab Commission/ UNDP 2011/04 Overdue-Not Initiated

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