Date of Submission to Coordination Unit:

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Dec 13, 2013 (3 years and 6 months ago)

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Date
of

Submission
to

Coordination

Unit:



A.


GENERAL INFORMATION


1.

Activity Name

Government
-
C
ivil
S
ociety
O
rganization
s Partnership
Project



2.

Requestor Information

Name:

Dr. Mohammed Ahmed Ali Al
-
Hawri

Title:

Deputy Minister for Economic Studies and
Forecasts

Organization and Address:

Ministry of Planning and International Cooperation

Telephone:
+ 967 711 941 100

Email:

malhawri@mpic.gov.ye, malhawri@gmail.com



3.

Recipient Entity

Name:

Dr. Mohammed Ahmed Ali Al
-
Hawri

Title:

Deputy Minister for Economic Studies and
Forecasts

Organization and Address:

Ministry of Planning and International Cooperation
, Sana’a

Telephone:

+ 967 711 941 100

Email:

malhawri@mpic.gov.ye, malhawri@gmail.com



4.

ISA
SC Representative

Name:

Junaid Kamal Ahmad

Title:

Se
ctor Director, MNSSD
,

Middle East and North
Africa Region

Organization and Address:

The World Bank

MSN J6
-
179

1818 H Street NW,
Washington DC 20433 USA

Telephone:

+1
202 458 1340

Email:
jahmad
@worldbank.org



January 24
th
, 2013


5.

Type of Execution

(check the applicable box)


Type

Endorsements

Justification


Country
-
Execution

Attach written endorsement
from designated ISA




Joint
Country/ISA
-
Execution

Attach written endorsement
from designated ISA

GoY will execute the majority of the grant
,
Components 2 and 3
. The World Bank will
execute
Component 1,
a m
inority component of
the project.

Specifically, the
preparation and organizatio
n of
the National Learning Forum
and associated
technical assistance

and coalition building
expertise. The Forum will present and distill
lessons learnt from successful government
-
CSOs
partnerships in countries that experienced
similar transitions and the
Bank, with its
international experience, is better placed to
implement this component.


ISA
-
Execution for Country

Attach written endorsement
from designated ISA



ISA
-
Execution for
Parliaments

Attach written endorsements
from designated Ministry and
ISA



6.

Geographic Focus



Individual country (name of country):

Republic of Yemen


Regional or multiple countries (list countries):



7.

Amount Requested (USD)

Amount Requested for direct Project Activities:

(of which Amount Requested for direct ISA
-
Executed
Project Activities):

US$
1.5
0

million

(US$ 0.50 million)

Amount Requested for ISA Indirect Costs:
1

US$ 218.7
00

Total Amount Requested:

US$
1.
718.700



8.

Expected Project Start
,
Closing and Final Disbursement Date
s

Start

Date:

June 30
, 2013

Closing

Date:

June 30
, 201
5

End Disbursement
Date:

December

31,
2015




9.

Pillar(s) to which Activity Responds

Pillar

Primary

(One only)

Secondary

(All that apply)

Pillar

Primary

(One only)

Secondary

(All that apply)

Investing in Sustainable Growth.
This could include such topics as
innovation and technology policy,
enhancing the business environment
(including for small and medium
-
sized
enterprises as well as for local and foreign


Enhancing Economic Governance
.
This could include areas such as
transparency, anti
-
corruption and
accountability policies, asset recovery,
public financial management and
oversight, public sector audit and


X




1

ISA indirect costs are
for grant preparation
,
administration
,
management
(implementation support/supervision)
including
staff time, travel,
consultant costs,
etc.


investment promotion), competition
policy, private sector development
strategies, access to finance, addressing
urban congestion and energy intensity.


evaluation, integrity, procurement reform,
regulatory quality and administrative
simplification, investor and consumer
protection, access to economic data and
information, management of
environmental and social impacts,
capacity building for local government and
decentralization, support for the Open
Government Partnership, creation of

new
and innovative government agencies
related to new transitional reforms,
reform of public service delivery in the
social and infrastructure sectors, and
sound banking systems.


Inclusive Development and Job
Creation
.

Thi s coul d i ncl ude support of
pol ici es for i ntegrati ng laggi ng regions,
ski l ls and labor market poli ci es, i ncreasi ng
youth employabi l ity, enhanci ng female
l abor force partici pati on, i ntegrati ng
peopl e with di sabi li ti es, vocational
trai ni ng, pensi on refor
m, improving j ob
condi tions and regulations, financial
i ncl usi on, promoti ng equitabl e fi scal
pol ici es and soci al safety net reform.



X


Competitiveness and Integration
.

This could include such topics as logistics,
behind
-
the
-
border regulatory
converg
ence, trade strategy and
negotiations, planning and facilitation of
cross
-
border infrastructure, and
promoting and facilitating infrastructure
projects, particularly in the areas of urban
infrastructure, transport, trade facilitation
and private sector dev
elopment.





B.

STRATEGIC CONTEXT


10.

Country and Sector Issues


Yemen, one of the poorest countries in the Middle East and North Africa (MNA) region, faces daunting development
challenges. With a GDP per capita of US$1,209 (PPP), Yemen ranked 154 out of 187 countries in the 2011 Human
Development Index. Rapid populatio
n growth of over 3% a year, lack of clear alternatives to an oil economy, rapidly
depleting water reserves, poor infrastructure with inadequate access to basic services for the majority of the
population and acute gender inequality are amongst the developm
ent challenges Yemen is confronted with. Since the
unification in 1990, Yemen has been grappling with establishing a pluralistic political system within a unified nation
-
state. With the Arab Spring uprising, protests in Yemen started against unemployment a
nd weak governance,
escalating to specific demands for political and social change. Following a subsequent power transfer agreement,
President Ali Abdullah Saleh stepped down after 33 years in power. Elections took place on February 21, 2012, and
AbdoRabbo
MansoorHadi assumed office as the new President.

Since the transfer of power in 2011, Yemen has embarked on a political transition process. The Government of
National Reconciliation (GNR) was formed and confirmed by the Parliament in December 2011. Although the
implementation of the National Dialogue is
largely on track, Yemen faces uncertainties that come with political and
economic transitions.

Civil society organizations (CSOs) in Yemen are one of the most vibrant and dynamic in the MNA region. The current
transition has brought new opportunities for
CSOs to engage constructively with the Government and donors on
development and reform programs. The Government of National Reconciliation (GNR) has a unique opportunity to
harness the constructive engagement emerging in Yemeni civil society in order to co
llectively address complex reform
issues and support the immediate transition and longer term state
-
building.

The role of CSOs in effective service delivery, participation, and decentralization programs has been embraced by the
GNR and the donor community
. In the Riyadh conference in September 2012, the GNR and donors reaffirmed their

commitment to partner with CSOs as key development partners. This was specifically mentioned as one of the pillars
in Yemen’s Mutual Accountability Framework (MAF), which al
so emphasized the need to focus on women and youth
in both economic and governance realms. These developments have opened a unique window of opportunity to
strengthen CSOs’ constructive engagement with the Government, particularly in areas that impact wome
n, youth as
well as other marginalized groups. Government
-
CSOs partnership will contribute to a peaceful and successful
transition preparing the ground for more inclusive and sustainable development in Yemen.

For the first time in Yemen’s modern history,
CSOs have an explicit mandate to engage actively with Government
counterparts. With the country facing transition challenges, engaging with Yemeni CSOs is no longer seen as an
opportunity but a necessity, as it has the potential of building a sustainable l
ink between the state and citizens,
channeling the voices of Yemenis to government entities and reaching out to women, youth and marginalized groups
while helping to hold the Government accountable.

CSOs, youth and women’s groups, in the current transition

in Yemen, are seeking to enhance their legitimacy and
enhance their voice vis
-
à
-
vis the Government and the society at large. Many of these formal and informal
organizations have been driving the recent change in the country and are also giving voice to va
rious marginalized
groups. The transformation of civic participation during the current transition has created a unique opportunity for
constructive dialogue between the Government and CSOs that supports collaborative approaches to address
development chal
lenges. It is crucial to take advantage of this historical window of opportunity, as Yemen embarks on
a two
-
year National Dialogue (until Spring 2014).



11.

Alignment with Transition Fund
Objective


The Government
-
CSOs Partnership Project is aligned with the

objectives of the Transition Fund. It aims to support the
current transition and its immediate aftermath

and will have a transformational impact
. Specifically, through
facilitating an informed dialogue between line ministries and CSOs, and supporting the
ir efforts to agree on a
Partnership and Mutual Accountability Framework (PMAF) with a results
-
oriented action plan for each targeted
sector, the project will help promote more inclusive implementation of various sectoral development programs. The
project
will also help to establish sustainable dialogue channels between CSOs and the Government to better
articulate and implement development programs. The formulation of PMAF and sector action plans will also enhance
the development impact of donor supported p
rograms.




12.

Alignment with Country’s National Strategy


The GNR
’s Transitional
Program for Stability and Development (TPSD) lays out two main national priorities
addressing the political and economic transition for the next two years: 1) political and security stability and state
building, and 2) socio
-
economic recovery.
The project
supports the TPSD by b
uilding inclusive and sustainable
partnerships between the Government and CSOs
. These partnerships, a
s shown by global experience can play an
important role in restoring confidence in the government’s ability to implement institutiona
l change and in extending

the state’s capacity, particularly, in the area of service delivery. C
SOs engage
ment

with government institutions
will
also help
channeling community grievances that will, thus, be addressed more effectively and in a timely manner
.
These actions are critical for rebuilding trust between stakeholders and the legitimacy of state institutions, which will
contribute to
increasing stability and
reducing the overall conflict risk in the country.





C.

PROJECT DESCRIPTION

13.

Project Objective


To enhance Government
-
CSOs partnership in the implementation and monitoring of sector development programs.


14.

Project Components


Component One: Knowledge for Development Partnership (Bank
-
executed)

Objective: Foster joint learning of effective government
-
CSO partnerships to create an environment that promotes joint
priority setting and identification of complementarities and overlaps.

This component will finance the preparation and organization of t
he National Learning Forum with the support of
international experts in multi
-
stakeholder network
ing

and coalition building. The Forum will gather government
representatives and CSO leaders from different governorates in Yemen. Government and CSO represent
atives from
the Philippines, Turkey and Indonesia, as well as the Palestinian NGO Development Center (NDC) representatives, will
present the demand and supply side perspective of their experiences

and t
he enabling factors that supported the
ir
partnerships
as well as
the roles played by each stakeholder in improving development results
. This

will help Yemeni
stakeholders better understand and contextualize the challenges and opportunities for partnership in the Yemeni context.

Component Two


Partnership and

Mutual Accountability for Improved Participation and Inclusion
(Recipient
-
executed):

Objective: Facilitate and provide support to the Government and CSOs to develop a Government
-
CSOs PMAF as a joint
mechanism for effective collaboration and partnership.

This component will finance the organization of p
arallel dialogue sessions between line ministries and CSOs that are
active in the same development sectors to exchange views on sector development issues and priorities, and to identify
complementarities and

overlaps between these stakeholder groups. These sessions will cover
sector
development
programs currently implemented, as well as the potential role of each stakeholder, in order to identify points of
convergence and synergy for collaboration. Inherent w
eaknesses in terms of participation and accountability in the
targeted sectors will be identified so that these can be meaningfully addressed with CSO involvement. Given the
donor
-
dependent nature of development programs in Yemen in general, and in CSOs ac
tivities in particular,
participation of key donors in some of the sessions will be crucial.
B
ased on the outcome of the parallel dialogue
sessions, a draft PMAF will be formulated by experts/facilitators of multi
-
stakeholder coalition and partnership
buil
ding. The draft PMAF will be discussed and validated at a general meeting with all participants. The validated
PMAF in the targeted sectors will be submitted to MoPIC and
largely
disseminated.

Component Three


Sector Action Plans for Improved Development

Results and Capacity Building Activities
(Recipient
-
executed):

Objective: Provide support to line ministries and

CSOs to develop
result
-
oriented action plan
s

in selected sectors for a
collaborative implementation and/or monitoring of sector development pr
ojects on a pilot basis.

Given that any reform is a long
-
term process, and rests on the credibility of effectiveness of formal and informal
institutions, it is important to test the feasibility of the PMAF through sector
-
specific, r
esults oriented action p
lans.
B
uilding on the synergies that will have emerged
in
the parallel sector dialogue sessions,
sector action plans
will be
jointly formulated in select sectors by CSOs and line ministries collaboratively as a pilot initiative. The
sector action

plans
wil
l attempt to operationalize the principles enshrined in the PMAF, thereby testing its sustainability and
will
also shed light on the aspects that need to be refined, added or clarified. These action plans are expected to be
monitored by multi
-
stakeholder c
ommittees comprising officials from line ministries and CSO representatives.
Furthermore, a key mechanism for the sustainability of the Government
-
CSOs partnership will involve, at a later stage,
institutionalization of the PMAF action plans within ongoing

Government and donor supported programs.


Recognizing the need to build the capacity of CSOs through action learning to implement and monitor inclusive
development projects while facilitating participation and giving voice to local communities and margina
lized groups,
the project will dovetail CSOs’ capacity building
needs

with the ongoing
World Bank
capacity building program of
Affiliated Network for Social Accountability in the Arab World (ANSA
-
AW
). Sector CSOs will participate in various
trainings on th
e approach and concept of social accountability.



15.

Key Indicators Linked to Objectives


Results indicators for the project are:

1)

Number of partnerships between government(s) and civil society organizations formalized;

2)

Number of CSOs representing rural
and urban constituencies participating in the partnership; and

3)

Number of women and youth groups directly engaged in project activities.


D.

IMPLEMENTATION


16.

Partnership
Arrangements
(if applicable)

The primary partners of the proposed project are the Yemeni C
SOs participating in the partnership.
The findings of the
FY13 CSOs Mapping and Capacity Assessment study
will shed light on the existing CSOs,
and help to identify the CSOs
participating in
the parallel sector d
ialogue sessions with the Government.
The pa
rticipation will reflect the variance in age,
gender and diversity of the CSO community in Yemen
, and especially the CSOs
led by and engaged in representing women
and youth will be called on to contribute and partake
.

The proposed

project’s select pilot sectors will be identified in
consultation with sectors, MOPIC and line ministries after the completion of the
m
apping study and the proposed sectoral
dialogue sessions
, and the participating CSOs
will be mapped to the sectors where

pilot

sector action plans

(
SAPs
)

will be
implemented
.

Given the emphasis on service delivery and decentralization, the pilot sectors are likely to be from the health,
education, soc
ial protection, and water supply

and sanitation sectors
.



17.

Coordination with Country
-
led Mechanism/Donor Implemented Activities

The GoY and donor community have been working through a variety of mechanisms to coordinate efforts and resources
towards Yemen’s socio
-
economic recovery. The work of the Joint Social an
d Economic Assessment, Transitional Plan for
Security and Development, Riyadh donor conference, Friends of Yemen meetings, and Mutual Accountability Framework
have all acted as fora and mechanisms to this end. This project will be linked to these ongoing m
echanisms. It will provide
technical assistance and evidence
-
based policy advice that is responsive to and in line with the priorities and commitments of
the GoY. Involvement of the Government and other stakeholder agencies will be sought throughout the im
plementation of
the project.

The project complements other donor initiatives and will be implemented in close coordination with INGOs and Donors to
take advantage of synergies between different donor
-
funded activities. The team has undertaken consultation
s with a number
of donors working with CSOs in Yemen, and this project has strong potential complementarities with many
planned and
ongoing activities, such as
the
EU’
s Sharaka program and

the
USAID funded Yemen Responsive Governance Project
, as

well as
with activities implemented by Yemeni associations funded by G
ulf
C
oopera
tion
C
ouncil

countries.

Opportunities to
leverage results between this project and the other donors


programs and initiatives will be sought throughout the project
implementation.



18.

Institutional and Implementation Arrangements


Implementing Institution

The project counterpart is MoPIC
,
and
the implementing agency
will be
the
Public Works Project PMU
.

The ministry is
also the main counterpart for the FY13 CSO Mapping and Capacity Assessment study as well as the planned Civil
Society Support Project. MoPIC is well positioned to ensure a transparent and inclusive approach to promote all
stakeholders’ buy
-
in to the dialogue process, is a cross
-
sectoral ministry, which is key for the proposed project, and
has more leverage in terms of coordination with various line ministries, the Ministry of Social Affairs, CSOs and key
donors. Finally, MoPIC was also the
counterpart ministry for the FY10 Stakeholder Mapping Study, having already
expressed interest to work with CSOs as development partners.

An individual local consultant will be hired to provide “in
-
house” support to MoPIC teams in terms of coordination
and

implementation of the project activities, including follow up actions and liaison with the Public Works Project
PMU who will be responsible for all financial procurement aspects. This experienced PMU administers resources
from over 15 donors. It, concurr
ently, implements about 450 sub
-
projects, some of which are related to NGOs, and
ensures that donor funds are utilized in accordance with the rules and procedures of each donor transparently. The
PMU has proved its capacity to respond to donors’ criteria w
hile taking into consideration the needs and constraints
of targeted groups. The ability of the PMU to report in a timely manner to different donors is remarkable, as well as its
monitoring capacity.

Bank
-
executed component
:
Component 1 will be

Bank
-
execute
d, aims at distilling international and regional
experiences and presenting both the demand and supply side perspectives on government
-
CSO partnerships.
Component 1 will be Bank
-
executed given the Bank’s comparative advantage in terms of mobilizing South
-
S
outh
knowledge sharing, access to various stakeholders representing the supply and demand side in other regions, as well
as in MNA. World Bank teams will also coordinate through World Bank country offices to bring in government
representatives from other c
ountries as well as international experts.




19.

Monitoring and Evaluation of
Results


The Results Monitoring and Evaluation (M&E) will be based on the PDO
-
level results indicators which will be
monitored to evaluate project’s performance towards the objecti
ves. Monitoring and evaluation of project activities
will be integrated into each of the project components’ implementation. MoPIC will be responsible for results
monitoring and will submit an M&E report to the World Bank on a six months basis. The Bank wi
ll provide support for
the development of the project’s M&E system through technical
advice provided by
Bank staff and consultants, and
will support M&E through various management processes such as mid
-
term reviews and missions.

In addition to integrating
the M&E into each project component, the Bank will execute an independent evaluation on
the results of the project using various methods as appropriate, including participants evaluation of dialogue sessions,
in
-
person interviews as well as focus groups re
presenting both stakeholders (Government and CSOs representatives).







E.

PROJECT BUDGETING AND FINANCING


20.

Project Financing (including ISA Direct Costs
2
)

Cost by Component

Transition
Fund

(USD)

Country Co
-
Financing
(USD)

Other
Co
-
Financing
(USD)

Total

(USD)

Component One: Knowledge for Development
Partnership
(ISA
-
executed)

$
500
,000



$
500
,000

Component Two: Partnership and Mutual
Accountability for Improved Participation and Inclusion
(Recipient
-
executed):

$
55
0,000



$
55
0,000

Component Three :
Results
-
oriented Sector Action
Plans for Effective Development Results (Recipient
-
executed):

$450,000



$450,000

Total Project Cost

$1
,
500
,000



$1
,
500
,000


21.

Budget Breakdown of Indirect Costs Requested

(USD)

Description

Amount (USD)

For grant preparation, administration and implementation support:


Preparation / implementation support

$200
,
000

Staff time

$
15
0
.000


Staff travel
$5
0
.000


Fund management costs

$18
,
700

Total Indirect Costs

$218
,
700




2
ISA direct costs
are
those costs related to the ISA
’s direct provision

of technical assistance

within the project.


F.

Results Framework and Monitoring





3

Target numbers will be specified based on the findings from the FY13 Mapping and Capa
city Assessment study

and the sector dialogue sessions.

PDO Level Results
Indicators*

Core

Unit of
Measure

Baseline

Cumulative
Target Values**

Frequency

Data Source/

Methodology

Responsibility
for Data
Collection

YR 1

YR 2




Indicator

One:
Number of
partnerships
formalized
between government(s) and
civil society organizations


Number

0

-

10

Semi
-
annually

1.

Partnership
agreements
reported by
MOPIC

Government
-
CSOs
Partnership
Project
implementation
unit and ,
MOPIC


Indicator T
wo
: Number of
CSOs representing rural and
urban constituencies
engaged in the dialogue


Number

0

25

50

Semi
-
annually;

Once


within 6
months of
project
completion

1.

Monitoring
report

2.

Independent
verification
after project
completion

Government
-
CSOs
Partnership
Project
implementation
unit and ,
MOPIC


World Bank

Indicator
Three
: Number of
women and youth groups
directly engaged in project’s
activities



Number

0

20

4
0

Once


within 6
months of
project
completion

Independent
verification after
project
completion

Government
-
CSOs
Partnership
Project
implementation
unit and ,
MOPIC


World Bank

Indicator
Four
: Number of
direct
sector
project
beneficiaries, of which
female (%)
3



Number

0

tbd

tbd

Once


within 6
months of
project
completion

Independent
verification after
project
completion

Government
-
CSOs
Partnership
Project
implementation







INTERMEDIATE RESULTS

PDO Level Results Indicators*

Core

Unit of
Measure

Baseline

Cumulative Target
Values**

Frequency

Data Source/

Methodology

Responsibility for
Data Collection

YR 1

YR 2




Intermediate Results (Component One): Successfully
disseminating knowledge for developing partnerships (Bank
-
executed)

1.

National Learning Forum

held


Yes / no


No

Yes

Yes

Once

Forum
Completion
Report

Government
-
CSOs
Partnership
Project
implementation
unit and
MOPIC


World Bank

2.

Number of government officials and CSO
representatives jointly
trained in capacity
building workshops


Number


0

50

100

Semi
-
Annually

Monitoring
report


Government
-
CSOs
Partnership
Project
implementation
unit and
MOPIC

3.

Technical assistance notes


Number

0

-

2

Upon
completion of
notes

Implementation
Status Reports

World Bank

4.

Sector Dialogue Sessions


Number


0

2

4

Ongoing

Monitoring
report


Government
-
CSOs
Partnership
Project
implementation
unit and
MOPIC

5.

Development of a Partnership and Mutual
Accountability Framework


Yes / no

No

-

Yes

Once

Monitoring
report

Government
-
CSOs
unit and ,
MOPIC


World Bank


Partnership
Project
implementation
unit and
MOPIC

6.

Creation of

Sector
Participation
Committees
(comprising representatives from line
ministries
and CSOs) to sustain dialogue and collaboration


Number

0


2

Semi
-
Annually

Monitoring
report

Government
-
CSOs
Partnership
Project
implementation
unit and
MOPIC

Intermediate Result (Component Three):
Successfully developing Sector A
ction
P
lans
(SAPs)
for effective development results (Recipient
-
executed)

7.

Number of Sector
Action Plans
(SAP)
to promote
government
-
CSO collaboration


Number

0

-

2

Semi
-
Annually

Monitoring
report


Government
-
CSOs
Partnership
Project
implementation
unit and
MOPIC

8.

Number of sector networks/coalitions created


Number

0

-

2

Semi
-
Annually

Monitoring
report


Government
-
CSOs
Partnership
Project
implementation
unit and
MOPIC

9.

Number

of identified actions in SAPs
implemented


Number

0

-

5

out of
10

Once

Implementation
Status Reports

World Bank

10.

Number of direct project beneficiaries, of which
female (%)
4


Number

tbd

tbd

tbd


Monitoring
report

World Bank





4

Target numbers will be specified based on the
selected pilot sectors that will have results oriented action plans.