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ESP Annual Report for 2003

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Annual Progress Report Prepared by: Eng. Gihan Bayoumi Checked by: Mr. Anders Bjornshave Environmental Sector Programme ESP Annual Progress and Financial Report Reporting period: January 2003 to December 2003

National partner(s): Egyptian Environmental Affairs Agency EEAA

Contact details: 30 Misr Helwan Road

Programme Coordinator: Dr. Moussa Ibrahim Moussa

Telephone no. and e-mail address: (202)-5256443 [email protected]

Components: Implementing agency, contact details, component manager

Decentralised Environmental Management DEM

EEAA, Chief Executive Officer, Dr. Mohamed Sayed Khalil.

Environmental Management in governorates EMG

Beni Suef and Aswan governorates, Eng. Medhat Awad and Dr. Hussein Tahtawy

Achieving Compliance in Industry ACI Federation of Egyptian Industries FEI, Dr. Mahmoud Fouad El Guindy

Communication in Environmental Management CEM

EEAA, Mr. Mohamed Mahmoud

Starting date: September 2001 Earlier reports: Expected completion date:


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List of Abbreviations

ACI Achieving (Cost Effective) Compliance in Industry

AMG Aid Management Guidlines

ASR Annual Sector Review

ASRA Annual Sector Review Agreement

CC Coordination Committee

CDA Community Development Association

CDBA Central Department of Branches Affairs

CDECA Central Department for Environmental Communication Affairs

CDM Cleaner Development Mechanism

CEM Communication for Environmental Management

CEO Chief Executive Officer

CM Component Manager

CP Cleaner Production

CSC Component Steering Committee

CTA Chief Technical Adviser

CZM Costal Zone Management

Danida Danish International Development Assistance

DEM Decentralised Environmental Management

DKK Danish currency (Kroner)

ECO Environmental Compliance Office

EEAA Egyptian Environmental Affairs Agency

EEAP Egyptian Environmental Action Plan of 1992.

EEPP Egyptian Environmental Policy & Planning

EFY Egyptian Fiscal Year

EI Environmental Indicator

EIA Environmental Impact Assessment

EIMP Environmental Information and Monitoring Programme

EMA Environment Management Adviser


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EMG Environmental Management in the Governorates

EMS Environmental Management System

EMU Environmental Management Unit

EP Environmental Profile

EPF Environmental Protection Fund

ESP Environmental Sector Programme

ESPS Environmental Sector Programme Support

FCD Final Component Description

FEI Federation of Egyptian Industries

GEAP Governorate Environmental Action Plan

GOE Government of Egypt

IP Implementation Phase

IR Inception Review

IT Information Technology

JASR Joint Annual Sector Review

JICA Japan International Cooperation Agency

KIMA Kima Fertilizer and Ferrosilicon Plant

LE Egyptian Pounds

LEAP Local Environmental Action Plan

LFA Logical Framework Approach

MFA Ministry of Forign Affairs

MOEA Ministry of Environmental Affairs

MoLD Ministry of Local Development

MSEA Ministry of State for Environmental Affairs

NEAP National Environmental Action Plan

NGO Non Governmental Organisation

PD Programme Document, Project Document

PSU Programme Support Unit

RBO Regional Branch Office of EEAA

RDE Royal Danish Embassy


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RT Review Team

SC Steering Committee

SDF Social Development Fund

SMEA State Ministry for Environmental Affairs

SME Small and Medium Enterprises

SPA Shore Protection Agency

SPS Sector Program Support

TA Technical Assistance

TNA Training Needs Assessment

TOR Terms of Reference

USAID United States Agency for International Development

WB World Bank

WP Work Plan (annual)


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Table of Content Page 1. Introduction………………………………………………………6 2. ESP Overview…………………………………………………….6 2.1 Milestones for ESP for the second JASR………………………...7 2.2 Joint Annual Sector Review ……………………………………..7 2.3 Development of the National Element…………………………..7 2.4 Development of the Danida Support to the National Element…..8 2.4.1 The DEM Component…………………………………….....8 2.4.2 The CEM Component……………………………………......9 2.4.3 The ACI Component……………………………………… .10 2.4.4 The EMG Component…………………………………… ...11 2.4.5 The PSU……………………………………………… …….11 2.5 ESP Financial Status……………………………………………..14 2.6 Process Action Plan……………………………………………...17 List of Tables Table 1. Progress in relation to the programme objectives…………………….18 Table 2. Status of the programme regarding capacity development efforts…….29 Table 3. Development in the assumptions and risk factors…………………….32 Table 4. Major deviations and problems related to implementation of the components……………………………………………………35 Table 5. Status on outstanding issues…………………………………………..36 List of Annexes Annex 1 Letter of the former MSEA dated July 2000. Annex 2 Detailed Description of the status of achievement of the Egyptian government to fulfil the milestones. Annex 3 JASR Agreement. Annex 4 Detailed Description of the status of achievement of the ESP to fulfil the JASR recommendations. Annex 5 DEM component Work Plan for 2004. Annex 6 CEM component Work Plan for 2004. Annex 7 ACI component Work Plan for 2004. Annex 8 EMG component Work Plan for 2004. Annex 9 PSU Action Plan for 2004.


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1. Introduction The Environmental Sector Programme ESP’s annual report covers the period from 1 January 2003 to 31 December 2003. This annual progress report follows the New Danida Aid Management Guidelines (AMG) published in August 2003. This report is concisely describing the progress that was achieved in 2003. The first part of the report is a descriptive overview of the ESP Programme while the second part consists of tables with the details about the progress, major deviations and the outstanding issues that needs guidance from the Steering Committee. The ESP Programme started in September 2001. The ESP’s development objective is “to contribute to the efforts of the Egyptian government to achieve its environmental objectives with particular regard to improving environmental conditions, developing environmental management capacity of institutions which can support communities in maintaining a cleaner and healthier environment and providing frameworks for compliance with environmental regulations”. In order to achieve the objective of the programme, the ESP is supporting the following components: -Decentralised Environmental Management (DEM). -Environmental Management in the governorates (EMG). -Communication for Environmental Management (CEM). -Achieving Compliance with Environmental legislation in Industry (ACI). In addition, the following projects were considered integral parts (components) of the ESP (as mentioned in the government agreement): -Environmental Improvement of the KIMA fertilizer and ferrosilicon factory (KIMA). -Environmental Information and Monitoring Project (EIMP). -Technical Assistance to the Shore Protection Agency (SPA). The ESP Inception phase has been completed by mid 2002. All components started their work in the second half of 2002. 2. ESP Overview The ESP Programme is implemented through the Egyptian Environmental Affairs Agency EEAA. The partners that the ESP is working with are Aswan and Beni Suef governorates, the Federation of Egyptian Industries FEI and the EEAA. In the beginning of 2003, the ESP Programme was facing some obstacles due to the lack of absorption capacity of the partner institutions and also due to the lack of a clear understanding of the ownership of the programme. Technical reviews for the EMG and DEM components took place in January 2003. In February 2003, a technical review for the ESP management took place. Then a Joint Annual Sector Review was undertaken in April 2003. The annual consultations between Egypt and Denmark endorsed the JASR recommendations in May 2003. In December 2003, a technical review for the ACI component took place. The CEM component is the only component that did not have a technical review.


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2.1 Milestones for ESP for the second JASR A letter (dated July 2000, attached as Annex1 ) was sent from the former Minister of State for Environmental Affairs to the Ambassador of Denmark setting some criteria (milestones) to be fulfilled by the government of Egypt. This letter is considered an important document as it is assumed that the second joint annual sector review shall take it as a point of departure to assess the progress achieved two years after the start up of the programme implementation. 95% of the milestones have been fulfilled by the government of Egypt. Detailed description of the status of the achievements of the Egyptian government to fulfil these milestones is attached in Annex 2. 2.2 Joint Annual Sector Review (JASR) A Joint Annual Sector Review took place in April 2003. The JASR agreement is attached as Annex 3. The JASR came with a number of recommendations that were endorsed in the Annual consultations between Egypt and Denmark in May 2003. A detailed description of the status of the achievement of the ESP to fulfil the recommendations is attached in Annex 4. An important decision that was agreed upon during the Annual consultations in May 2003, is the withdrawal of the Danish support to the KIMA component. The Egyptian delegation requested to keep the funds of KIMA within the ESP budget. It was also confirmed that the SPA2 component would phase out over a short period with limited support. The EIMP component has phased out and handed over to the EEAA. The EIMP component has produced reliable information about air and coastal water quality. The information is currently disseminated to the public due to the efforts of the Minister of State for Environmental Affairs and his continuous support to the programme. The ESP Programme is consisting now of four components namely DEM, CEM, ACI and EMG and the Programme support unit PSU that is coordinating and supporting the components and the ESP activities. 2.3 Development of the National Element. The Ministry of State for Environmental Affairs MSEA and the EEAA have completed the development of the National Environmental Action Plan (NEAP). The NEAP is the policy document representing the Egyptian agenda for environmental actions. The NEAP has been published and distributed in the conference for environment that was held in 2003. The five-year EEAA work plan (2002-2007) sets out the priorities of the MSEA and EEAA. The plan emphasises capacity building, both in the EEAA and at the decentralised levels, awareness raising for all community levels, mobilising NGOs and Community Development Associations (CDAs), finalising establishment of the Regional Branch Offices (RBOs), support to Environmental Management Units (EMU) in the Governorate administrations. The use of economic instruments (financial mechanisms, incentive schemes) is a recent strategic development as is the promotion of cleaner production methods in industry. EEAA has accumulated considerable capacity in environmental management. However, some of the line-ministries still need to implement guidelines and procedures to strengthen environmental management in their sectors.


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Decentralization has been an increasingly high priority on the agenda of the Government of Egypt in general and EEAA in particular. Many positive steps have been made in this direction. A committee chaired by HE the prime minister and composed of 12 ministers and 4 governors, has been formed to upgrade and develop the local administration and to implement President Mubarak’s directives concerning the necessity of developing local administration. The decentralization issue has been also discussed within the National Party as an essential element to ensure public participation and to face the development challenges. A Protocol of Understanding between the Ministry of State of the Environment (MSEA) and the Ministry of Local Development (MoLD) concerning joint efforts to develop the governorate environmental management units (EMUs) was signed in June 2003 by the concerned ministers. Among other things, the Protocol states that the EMUs will be administratively affiliated to the concerned governorate, and technically affiliated to the EEAA through its regional branch offices. An EMU office has been established within EEAA to support EMU Development. Eight RBOs have been established. EEAA has established a GEAP Unit in order to strengthen the coordination of EMU development with the RBOs developments. EEAA has identified a need for supporting eighteen EMUs that did not receive any support. A proposal for a Prime Minister decree has been presented to upgrade the EMUs to a general department. The Red Sea governorate has succeeded through piloting of that decree, to obtain approval of local administration to convert its unit to a general department. Further successful piloting of that decree can secure approval from the Prime Minister or at least converting some of the current strong EMUs to general departments. Several donors activities have supported the EMUs. Yet, EEAA is working together with other relevant entities to ensure that national budgets would cover activity of environmental management at local level. 2.4 Development of the Danida Support to the National Element. Starting May 2003, the ESP programme has started to follow the JASR recommendations and to achieve the milestones closely. The partners have given attention to overcome the problems they faced in the start up of the programme implementation. The different partners started to show a high level of commitment to the ESP Programme. The National ownership approach has been absorbed and implemented through all the partners. The Minister of State for Environmental Affairs, the governor of Aswan, the governor of Beni Suef and the FEI chairman have given a great attention to the programme and have directed the programme implementation through the Coordination Committee. By end of 2003, most of the JASR recommendations and the milestones have been implemented by the ESP Programme. A new Environmental Counsellor in the Royal Danish Embassy RDE started her work in August 2003. A new CTA started his work in November 2003. The ESP Programme has reached nearly 100% of its 2003 budget through implementing most of the planned activities for the year. 2.4.1 The DEM Component. The DEM Component focuses on strengthening the capacity of the EEAA by developing environmental management and planning capacity and technical expertise of the EEAA, in


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particular the Central Department of Branches Affairs CDBA. The component would, in addition to provision of technical assistance to the EEAA, provide support to three Regional Branch offices RBOs. The DEM Component has in general followed the work plans. Following the JASR recommendations, the DEM component has revised its component description and the component consists now of five subcomponents. Subcomponent 1: Development of a national DEM strategy and action plan. The strategy will clarify the role of the EMUs and the RBOs. This subcomponent was delayed during 2003. The subcomponent is now progressing according to the work plan. Subcomponent 2 : Capacity building of the CDBA. This subcomponent is facing some problems due to the inadequate organization structure and staffing plan. EEAA is currently working on a new structure for the department. The CDBA has completed the physical establishment of eight RBOs. Laboratories equipment have been provided to the RBOs through the JICA support. Subcomponent 3, 4 and 5: Capacity Building to Greater Cairo, Suez and Assuit RBOs. The DEM subcomponents working with the Greater Cairo and Suez Branches are progressing very well and substantial capacity has been built. The DEM subcomponent working with Assuit branch could be delayed due to the lack of absorption capacity in the branch. Assuit branch could be facing problems due to the insufficient number of staff and the slow hiring procedures. This problem is considered a high risk and may cause directing the DEM support to another branch or to another subcomponent. The DEM component work plan and budget for 2004 is attached as Annex 5. Recommendation: -The PSU recommends that EEAA speed up the hiring process in Assuit RBO and complete the organization structure and the staffing plan for the CDBA. The EEAA is yet to provide the documentation for the staffing in terms of approved plans, budgets and time schedules. The PSU is currently following closely with the EEAA on the hiring process and the staffing plan for the CDBA. -The PSU recommends that EEAA provides the office space for the DEM component. 2.4.2 The CEM Component. The CEM component is designed as a service provider to the ESP and to key environmental stakeholders in Egypt. The CEM component would assist in the interpretation and dissemination of environmental information and EEAA environmental messages. The CEM component will ensure that information is available to decision makers at all levels, and that messages are appropriately targeted to relevant stakeholders in the non government organization sector, communities and industry. The component will also support mobilisation of local participation in environmental management in two governorates to develop well trained and educated people in the field of environmental management. Following the JASR recommendations, the CEM component has revised its component description by July 2003. The CEM component has implemented most of the planned activities for 2003.


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Radio programmes, a new EEAA environmental magazine, multimedia packages, a study tour etc. have been prepared and implemented as planned. The CEM component has taken a proactive approach in addressing the communication needs of the different ESP components, which are now more ready for cooperation. There is room for increased future cooperation between the CEM component and the different partner. Training and cooperation with NGOs has only to a minor extent been undertaken as planned. The CEM is facing some challenges to implement planned activities timely due to many sudden requests for various activities. The CEM component could put more effort on the implementation of the planned activities by delegating responsibilities for specified activities to EEAA staff. The CEM component work plan and budget for 2004 is attached as Annex 6. Recommendation: - The PSU recommends start initiating the preparation for a technical review for the CEM component to take place before the Annual sector Review.. - The PSU recommends that the CEM component prepares for a study tour to e.g Vietnam/Thailand in order to exchange experience with a similar CEM component there. - The PSU recommends that the CEM component supports the EEAA in developing the EEAA annual reports. 2.4.3 The ACI Component. The objective of the ACI component is to assist industry to improve compliance with environmental legislation through cleaner production CP. In general, the ACI component with the Environmental Compliance Office ECO at the Federation of Egyptian Industries is progressing well and in good accordance with the work plan. The ECO started its work with 3 industrial sectors. Now the ECO has enlarged its scope and is active in 4 industrial sectors (Engineering, food, metallurgy and textile). The ACI component has completed 193 screenings. 10 pilot projects and 1 demonstration project are identified and ready to receive loans. The ACI is progressing well in the communication and dissemination activities. The ACI has completed the training of coordinators in Denmark and is planning to arrange 5 study tours in Denmark. A business plan has been developed that describes how ECO will be made sustainable after the Danida support ends. The plan has been discussed with and approved by FEI and chambers management as well as the component steering committee. The plan is still to be approved by the FEI Board of Directors. An important element in the business plan is a revolving fund facility with the purpose of giving soft loans to industry to encourage investments in Cleaner Production technology. Work is ongoing to establish a legal framework and financial procedures for the fund. The ACI component has proposed two alternatives regarding the legal framework of the establishment and management of the revolving fund. The revolving fund could be established either based on a direct agreement between the stakeholders or with the legal status of an NGO in accordance with law 84/2002. So far, the RDE recommends that the revolving fund should be established as an NGO. The ACI had a technical review in December. The review had no critical comments and suggested that


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ECO widens its scope into further energy conservation and Cleaner Development Mechanism CDM activities. The ACI component work plan and budget for 2004 is attached as Annex 7. Recommendation: - The PSU recommends that the FEI board of directors approves the business plan. - The PSU recommends that the ACI component establishes the revolving fund as an NGO in accordance with law 84/2002 and start up on CDM and energy conservations activities. 2.4.4 The EMG Component. The EMG component is aiming at improving the environmental conditions of the poorest groups of people in Egypt as well as to enhance the capacity of these groups to take environmental improvement actions. In order to achieve this, a participatory process for generating a governorate environmental action plan (GEAP) would be established in the governorate of Aswan and Beni Suef. In parallel, assistance would be provided to both Environmental Management Units EMUs so that they are equipped to manage the GEAP process, while carrying out routine environmental management activities. The EMG component has progressed according to the plans during the year 2003. Local and High Environmental Committees have been established in both governorates. All the committees have provided valuable inputs to the Environmental Profiles and the Governorate Environmental Action Planning (GEAP) process, e.g. prioritisation of environmental problems in the two governorates. During 2003 the drafts versions of both the Environmental- and the Socioeconomic Profiles were prepared. During the first half of 2004 the profiles will be published and the GEAPs are expected to be finalised during the first half of 2004. The EMG is continuing the training and capacity building activities. Demonstration and community based projects are in the process of implementation and have been given lot of attention from the governors. Some delays might happen in Aswan due to the commitment of the Aswan EMU manager in other activities related to the Aswan RBO. The turnover of the local consultants hired by the component in Aswan has been high. The component was not able to keep the local staff due to the overload that the Aswan manager is facing. A need for having a full time EMU manager in Aswan is raised to speed up the component implementation in Aswan. The EMG component work plan and budget for 2004 is attached as Annex 8. Recommendation: The PSU recommends to have a full time EMU manager in Aswan to speed up the component implementation. 2.4.5 The Programme Support Unit In the beginning of the year 2003, the PSU has done extensive efforts in cooperation with the RDE in the preparation for the technical reviews for the EMG and DEM components that took place in January 2003. In February 2003, the PSU prepared closely with the RDE, for the technical review for the ESP management (PSU). Then the Joint Annual Sector Review was undertaken in April 2003.


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During the second half of the year 2003, the PSU has managed to improve the coordination of all programme components. In order to follow the JASR recommendations and the milestones, the PSU has initiated coordination meetings with the components every two months. The PSU is holding monthly bilateral technical meetings with the components to facilitate any outstanding issue. The regular meetings are a good opportunity to disseminate information about the programme activities or upcoming events. The communication between the ESP components has improved through the participatory involvement of the component management in the regular meetings. Along the year 2003, the PSU has given support to all components in all administrative issues. The PSU has given extensive financial support to the components through the accounting office. Following the RDE recommendations to use “Activity Based Budget”, the PSU has given support to components in finalising their budgets for 2004 split into activities. The ESP activities are currently related to the ESP spending. The PSU is interacting with the components on a daily basis on “the day to day business”. This daily interaction could hinder the PSU from fulfilling its original role that is concerned with the strategic guidance or technical assessment. The PSU aims at changing the current perception of the components in considering it as an administrative and financial support unit only. The PSU is trying to extend the level of support and coordination efforts to the strategic level. The PSU is now focusing on the “macro management” instead of the “micro management”. The PSU has to be perceived as a source of guidance and leadership. The PSU is in the process of finalising the “Strategic Management Plan of the ESP”. The idea behind developing the strategy was to have a coherent strategy that builds a supportive network for the ESP within and outside EEAA. The strategy shows the importance of a receptive institutional context for successful implementation of the ESP programme. The strategy clarifies the role of the advisors, managers, steering committees and Coordination committee. Following the JASR recommendations, the PSU has strengthened its role through the hiring of a National Coordinator. Updating of the PSU procedures manual is in the process of finalization. The updated procedures manual follows the new Danida Aid Management guidelines issued in August 2003. The updated manual will focus on the strategic level of support. Terms of Reference for mainstreaming Gender in the different components of ESP has been developed by the PSU in close cooperation with the RDE and the contracting of consultancy services for undertaking this assignment is currently underway. A draft mainstreaming scheme is to be delivered in May and the final scheme is to be presented to the coming PSC meeting for endorsement. This assignment is developed in close cooperation with the Gender Unit in EEAA. A task force compromising a focal person from each component is to be formed to work closely with the assigned consultant on developing and implementing it. For the impact monitoring system, preparation of TOR has been delayed. Intensive discussions on the scope of the system and its level of detail, mode of operation, etc. has


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been ongoing to unify the understanding and expectations from such a system among the different stakeholders. The TOR are currently being finalized accordingly. A task force has been formed comprising a focal point from each component to work closely with a consultant on developing and implementing an Impact Monitoring system.. The Impact Monitoring system will be completed in August 2004. The PSU has identified the need for information exchange and communication within the ESP Programme. An Information portal IT for the ESP is proposed. The IT system can enable the information exchange and direct communication between the various stakeholders. The CEM component has purchased the hard ware needed for starting this activity. However, the CEM found some problems in allocating the resources and time for following on this activity. The PSU has coordinated the new activities that were raised by EEAA e.g. extra decentralization component, noise project etc.. The PSU action plan for 2004 is attached as Annex 9. Recommendation: 1- The PSU will develop a proposal (based on the Strategic Management Plan) on how can the PSU work on the strategic level to support EEAA. 2- The PSU recommends that the EEAA in cooperation with the CEM component, initiates the development of the EEAA annual report and the State of the Environment report. The reports could be used as a reference document to measure the impact of the ESP programme on the Environment Sector in Egypt.


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2.5 ESP Financial Status. Table 1 shows the overall financial figures for the ESP program in Million DKK.

Component Budget 2000 - 2007 Expenditure spend 2000- 2003 Remaining 2004-2007

DEM ٥٫٨٥ ٢٠٫٧٤ 14.89 CEM ٣٫٠٨ ١٩٫٦٤ 16.56 EMG (62 Million + 39 Million) ١٥٫٢٥ ١٠١٫٣٦ 86.11 ACI (31 Million + 69 Million) ٩٫٢٤ ١٠٠٫٦١ 91.37

PSU ٩٫١٧ ٢٣٫٩ 14.73 KIMA ٦١ 0 61 EIMP ٧ 4 3 UN allocated ٣٢٫٦٨ 0 32.68

Total 366.93 46.59 320.34 Please Note: Expenditure spend is based on actual expenditure Budgeted figures include contingencies Figures are in millions. In the original program document from 2000 the total grant is DKK 367 million (Column Budget 2000 - 2007) of which DKK 68. Million is for KIMA and EIMP and DKK 32. Million is unallocated. This leaves, according to the original budget, DKK 266 Million for the ACI, CEM, DEM, EMG, PSU, EPF Grant and the contingency. The contingency amounts total DDK 12 Million, which is 8% of each components budget for operation cost. At the end of 2003 DEM, CEM, EMG, ACI, EIMP and PSU spent DKK 46.59 Millions During the annual consultation in May 2003 it was decided to suspend the funds allocated for KIMA. As regard the EIMP component is was already agreed to phase the component out by the end of 2004 with a budget at DDK 7 million. That means that the remaining grant for the components DEM, CEM, EMG, ACI and PSU and EPF grant is DDK 223,66 Millions. For the hole program the remaining grants is DDK 256.34 Millions including grants for unallocated funds DDK 32.68 Millions.

After the sector review a new budget appeared for 2003, 2004 and the remaining program period. This budget is given in Table 2, column JASR Budget 2003, JASR Budget 2004 and JASR Remaining 2004 – 2007.


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Table 2 also gives what has been spent in 2003; column Expenditures 2003, what is planed to be spent for 2004, and column Work plan 2004. The last column gives what is left for the rest of the program period. As it can be seen the difference between the proposed budget of JARS and the new budget is under 10 %, which mean it inside the mandate of the program coordination committees.

Table 2 Show Budget/Actual for 2003, Budget/Work Plan for 2004 & the Remaining Amounts

Component Budget for 2003 (JASR)

Expenditure for 2003

Budget 2004 (JASR)

Work Plan for 2004

Amounts over (JASR) budget 2004

Remaining 2005 - 2007 according to (JASR)

Remaining 2005 - 2007 according to Work Plan

DDK DDK DDK DDK DDK DDK DDK

DEM 3.09 3.21 5.9 6.25 -0.35 8.47 8.12 CEM 2.51 * 1.9 2.73 2.97 -0.24 12.28 12.04 EMG 6.57 6.61 11.98 12.11 -0.13 64.58 64.45 ACI 4.58 4.42 10.04 11.39 -1.35 70.18 68.83 PSU 4.05 4.1 3.93 3.93 0 10.4 10.4

KIMA 0 0 0 0 0 61.06 61.06 EIMP 1.5 .94 1 1 0 2.26 2.26

Unallocated 32.68 32.68 Contingencies 12.61 12.61

Total 22.3 21.18 35.58 37.65 -2.07 274.52 272.45

Please Note a) Figures are in DDK Millions. b) * The budget for CEM 2003 was later reduced to 1.9 Million

c) There is a difference of DDK 10.49 between table 1 ( 320.34) and table 2 ( 274.52+ 35.58) with regaurd to the remaining budgte for 2004-2007. This due the un- spend money for projects for the ACI and EMG of DDK 5 million each in 2001.

From table 2 it can be seen that there is a variance of DDK 1.12 million as regard to the budget of 2003 and what was actual spent in 2003. This difference is due to the revision of CEM budget and the underspending in EIMP in 2003.


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Furthermore, it can be seen form tabel 2 that the program will spnt 2.07 Million more in 2004 than anticipated by the JASR.. A more detailed break down of the components is shown in table 3.

Table # 3 Work plan for each component for 2004 DEM CEM EMG ACI PSU Operational expenditure 2,315,000 1,264,000 1,870,000 1,890,600 1,146,200 Miscellaneous Equipment 1,187,000 460,000 600,000 180,000 169,000 International consultant 1,041,000 530,000 3,715,000 3,306,000 1,585,000 Local consultant 1,430,000 718,000 920,000 1,220,000 253,000 Project 5,000,000 4,796,000 Outstanding invoices 280,000 Review 780,000 Total 6,253,000 2,972,000 12,105,000 11,392,600 3,933,200 Please Note Total budget for 2004 is DDK 36.65 Million The DEM Component’s steering committee approved at the meeting held 1 March 2004 the work plan and the budget for the component. The work plan contains activities, indicators and budgets. The main focus areas in the work plan are formulation of and DEM strategy for decentralization, capacity building in the CDBA and training of the staff in Assuit, GC and Suez. The total budgets of the annual work plan amounts 6.253.000. According to the JASR break down budget there are deviations, which exceed 10%. The CEM component’s steering committee approved at the meeting held on 3 March 2004 the work plan and the budget for the component. However, there were some inquiries to the work plan, which now has been incorporated. The work plan contains activities, indicators and budgets. The main activities in the works plan are development of information strategy, study tours and training but also demand driven activities is a major issue. The total budget of the annual work plan amounts 2.972.000. The EMG component’s steering committee approved at the meeting held 28 of February 2004 the work plan and the budget for the component. The work plan contains activities, indicators and budgets. The main activities are capacity building, implementation of demonstrations project and development of GEAP. The total budget of the annual work plan amounts 12.105.000 of which approx. 5 million is allocated for projects. The ACI Component steering committee approved at the meeting held 2 March 2004 the work plan and the budget for the component. The work plan contains activities, indicators and activity based budgets. The major activities are assessment for industries and implementation of pilot projects and projects for cleaner production. The total budget of the annual work plan amounts 11.392.600 of which app. 5 million is allocated for projects. According to the JASR’s budget the budget for 2004 exceed the budget with more than 10 % because of new activities recommended by the technical review.


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The PSU has no steering committee. However, PSU is following an action plan and a budget. The main activities are: support to the components e.g. accounting, follow up on work plans and reviews, promoting of the ESP and support to EEAA. The total budget of the annual work plan amounts 3.932.200. There are deviations to the JASR break down budget, which exceed 10%. Recommendation: - The PSU recommends that the Program Coordination committee endorse the components work plans and budget for 2004 and approves the PSU activity plan and budget. -The PSU recommends that new initiatives are to be financed through unallocated fund DDK 33 Million. - The PSU recommends to keep the fund allocated for KIMA ( 61 million DKK) within the ESP program budget. 2.6 Process Action Plan Date Action 14 April 2004 Programme Coordination Committee

Main items for approval: - Approval of ESP Annual Progress Report for 2003. - Approval of Work Plans and budgets for 2004. - Approval of priority for new activities.

May/June 2004 CEM Technical Review 30 June 2004 Programme Coordination Committee

Main items for approval: - Approval of TOR for the coming JASR. - Approval of ESP Procedures manual. - Approval of ESP Strategic Management Plan.

September 2004 Joint Annual Sector Review. 31 October 2004 Programme Coordination Committee

Main items for approval: - Endorsement of the JASR recommendations and

findings. December 2004 Annual Consultations between Egypt and Denmark.

1.Progress in relation to the programme objectives ESP Progress in relation to programme objectives (as stated in PD page 106) Objective Indicators Annual Target Result Status of Achievements Impact on Development Objective Increased efficiency of

enforcement of law 4/94 Analysis of the EEAA Annual reports

EEAA is in the process of producing the annual reports.

Annual reports are in the process of development. CEM support could be useful in finalising the reports.

Increased access of the poor to environmental services. Environmental improvement achieved in target areas

Special studies to be commissioned by RDE/PSU

PSU is currently working on development of impact monitoring indicators taking into consideration the access of the poor to environmental services and the gender and the environmental improvement in target areas.

For the impact monitoring system, preparation of TOR has been delayed. Intensive discussions on the scope of the system and its level of detail, mode of operation, etc. has been ongoing to unify the understanding and expectations from such a system among the different stakeholders. The TOR are currently being finalized accordingly. A task force has been formed comprising a focal point from each component to work closely with a consultant on developing and implementing an Impact Monitoring system. The Impact Monitoring system will be completed in August 2004.

Impact on cross cutting issues. Increased participation

of women in environmental decision making.

Analysis of EEAA annual reports and components reports.

EEAA is in the process of producing the annual reports. PSU is currently working on how to mainstream the gender

Terms of Reference for mainstreaming Gender in the different components of ESP has been developed by the PSU in close cooperation with the RDE and the contracting of consultancy services for undertaking this assignment is


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approach in the ESP Programme.

currently underway. A draft mainstreaming scheme is to be delivered in May and the final scheme is to be presented to the coming PSC meeting for endorsement. This assignment is developed in close cooperation with the Gender Unit in EEAA. A task force compromising a focal person from each component is to be formed to work closely with the assigned consultant on developing and implementing it.

Explicit attention to gender issues in policy formulation.

Analysis of the EEAA Annual reports and MSEA

EEAA is in the process of producing the annual reports.

Environmental quality improved.

State of the Environment report

The State of the Environment report will be produced soon.

The EEAA is in the process of finalizing the state of the Environment report. The PSU will assess the findings in the report.

DEM Component Progress in relation to Component Objectives Objective / Output

Indicators Annual Target Result Status of Achievements


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Development objective I: EEAA capacity for decentralised environmental management strengthened

Institutional arrangements for decentralised environmental management in place, including clear division of roles and responsibilities of CDBA, line departments of EEAA, RBOs and EMUs.

A master plan for capacity building of CDBA developed Implementation of the master plan initiated A revised organisational structure, mandate and function of the CDBA developed and approved

Mandate and functions of RBOs approved and largely implemented. Five RBOs are increasingly assuming their responsibilities. Three RBOs will start their operation in 2004. A 9th RBO in Beni Suef was approved in December 2003. A Protocol of Agreement between MoLD and MSEA was signed in June 2003 concerning strengthening of governorate EMUs

Organisational structure, mandate, functions and staffing plan of CDBA need be reviewed and updated. Mandate and functions of EMUs are pending. A draft EMU decree was prepared in 2002. Pilot implementation of this decree is taking place in the governorates of Aswan, Beni Suef and Red Sea.


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Plans and strategies for decentralised planning prepared and implemented. Specific activities started in relation to decentralised environmental management, e.g. co-ordination of GEAPs and establishment of the GEAP Unit.

DEM task force established Internal EEAA vision for decentralisation developed and shared with external stakeholders

There is increased GoE and MSEA focus on decentralisation. The DEM task force is in the process of developing its vision for decentralisation District environmental action plans are focus areas for training and capacity building in Greater Cairo and Suez RBOs

The specific role of RBOs in relation to preparation of GEAPs is not formally defined. The GEAP Unit in central EEAA is co-ordinating directly with the governorates.

Financial and human resources to sustain the activities of the CDBA and the RBOs ensured.

None specified for 2003 Adequate human resources are made available in sub-components 1, 3 and 4. Adequate human resources are yet to be made available in sub-components 2 and 5.

Financial resources by the GoE are not known to Danida.

Some or more of the capacity building interventions at the two selected RBOs are being replicated in other RBOs.

None specified for 2003 The LEAP approach developed in Greater Cairo RBO was adopted by Suez RBO

In general it is too early in the component implementation to expect replication of concepts and approaches in other RBOs


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RBO institutional development plans and strategies developed and implemented.

Task forces established in GC and Suez RBOs Focus areas of capacity building selected in GC and Suez RBOs TNAs prepared for GC and Suez RBOs Training implemented according to plan

Task forces established in GC and Suez RBOs Focus areas of capacity building selected. In GC RBO the focus will be a local EAP for the district of Helwan. In Suez it will be a local EAP for the district of Ettaqa (both are industrial districts) TNAs prepared for GC and Suez RBOs Training implemented according to plan with only minor delays

Management systems of the RBO in concern in place and functioning.

None specified for 2003

Activities in relation to enforcement at local level (inspections, monitoring, management of complaints, EIA etc.) commenced.

EICs established in GC and Suez RBOs Satellite centres established in Helwan and Shoubra El-Khima Helwan environmental profile developed

EICs are being established in GC and Suez RBOs Helwan environmental profile drafted

Satellite centres in Helwan and Shoubra El-Khima are yet to be established

Development objective II: Three RBOs strengthened to be better able to fulfil their mandates according to Law No. 4/94

Work plans and relevant procedures and guidelines in place.

Detailed work plans for 2003 – 2004 developed A proposal for the institutional set-up of the LEAP developed

Annual work plans of the RBOs in place

A proposal for the institutional set-up of the LEAP yet to be developed


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Administrative links and mutual agreement established and agreed upon.

Helwan EAP working groups established

2 of about 6 working groups established

CEM Component Progress in relation to Component Outputs Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements 1. Dissemination of environmental information to support the priority environmental strategies of the EEAA, EMUs, and other partner stakeholders.

1 Environmental data and information packages are used and referred to on a regular basis for environmental management by decision makers and relevant EEAA and EMU staffs.

Output 1.1 A draft EEAA communication strategy developed and approved by EEAA.

Communication needs have been collected from all EEAA departments. - A workshop for all EEAA managers has been held. - ToR for a consultant has been developed.

The draft strategy and action plan is in the process of preparation and will be finalized by the end of August 2004. Delay is due to change of consultant.


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements Output 1.2 An EEAA strategy and action plan for environmental education in the educational sector produced and implemented.

-Cooperation with the EEAA student awareness department has already started in identifying the needs of students and schools. -ToR for local consultant made. - Consultant will be hired by 1. April 2004.

Delayed in late 2003, but the process is ongoing as planned in CEM annual work plan for 2004.


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements Output 1.3 Communication packages (at least four) tageting decision makers produced, according to identified demands of the other ESP components, technical EEAA departments, and EMUs

-Communication needs of EEAA and ESP components identified. -Media package for Wadi Digla protectorate produced. -Media package for the opening of Saint Katherine protectorate visitor's center. -Radio programmes prepared. -TV programme initiated.

Production of planned products implemented.


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements Output 1.4 Communication products and activities produced, according to the demand of the other ESP components, technical EEAA departments, and EMUs in two Governorates.

-Supporting ACI in producing a presentation pamphlet. -Technical assistance to ACI on producing its communication strategy. -Supporting EMG in producing EMG brochure. -Supporting EEAA by producing posters, T-shirts, machete for Enviro2003 conference and exhibition. - EEAA newsletter produced regularly.

Partly implemented. More support to the ESP components will be undertaken in the future

Output 1.5 Financial strategy for EEAA and EMU environmental communication programmes developed and implemented.

To be implemented in 2004/05

Activity starts in 2004. However initial talks with private sector companies (Tetra pack, Vodafone, Mobinil) have started.


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements Output 2.1: Decision makers trained to use environmental information and messages for environmental management.

-Decision makers identified. -Study tour to Denmark for decision makers, middle management, and staffs implemented.

Implemented.

2. Enhancing the awareness of environmental issues and the capacity of decision-makers, implementers, Government staff in the EEAA, NGO/CDA’s governorates, and industrial sectors.

NGOs/CDAs, local communities, and selected industries request and make use of environmental communication materials.

Output 2..2 Training packages in communication methodologies/desk top publishing produced, targeting relevant EEAA and EMU personnel, or other identified stakeholders.

-TNA for EEAA staffs has been made.

Not implemented.


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements Output 2.3 Relevant staff of EEAA, ESP components, and EMUs, NGOs/CDAs, and selected industries in two Governorates trained to use environmental communication.

-English language course provided for 11 EEAA staffs. -One EEAA staff trained for three months in Denmark on communication in environmental management (fellowship). -6 from EEAA staff attended a communication training workshop in Alexandria. -2 from RBO staffs attended a workshop in Alexandria. -1 EEAA staff trained on graphics and desktop publishing.

Partly implemented. Further training planned for 2004.


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements Output 2.4 NGO’s, CDA’s and other relevant stakeholders supported in producing environmental communication.

Training kits, workshops.

Delayed, but a process has started by the beginning of 2004 on supporting NGOs in Aswan in raising communication environmental awareness among local community.

1- Indicators for objectives are impacts indicators, which should be normally be measured after or at the end of the programme termination. 2- Annual targets are considered outputs as planned in the component implementation plan for the specific year. 3- Results are considered the indicators mentioned in relation to all planned annual outputs. ACI Component Progress in relation to Component Objectives Objective Indicators Annual Target Result Status of Achievements Environmental Compliance Office(ECO) at FEI serves as a link between the Industry, ETC, EEAA and financial facilities.

- More than 300 industries have contacted ECO for assistance. - 50% of all the loans/grants to SMEs in the 3 sectors involved ECO at some stage. - ECO has established regular contacts with EEAA.

End 2003: 180 screenings done. 50 pre-assessments done. 30 implementations initiated.

- ECO established. - 4 Sectors selected. - Contact to EEAA - Contact to donors - Contact to some banks. - Meetings with chambers and industries and ETC.

- 193 screenings have been completed. - 57 pre-assessments completed. - 28 Implementations have been initiated. - 10 pilot projects are identified and are ready to receive soft loans. - 1 demonstration project (1.2 million L.E) is ready to receive soft loan.

Awareness and usage of cleaner production in at least three sectors of the

- 50% of the SMEs in the three sectors has participated in awereness activities. - 90 SMEs has successfully implemented

End 2003: 8 seminars and workshops held. Monthly news bulletin initiated. More than 300 enterprises

- Introduction brochure printed and monthly news bulletin produced. - Developed communication

- A new brochure and 3 news bulletins have been issued. - A communication strategy has been developed together with an action plan


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Egyptian industry.

EMS and 30 SMEs has received support from the financial facility.

have heard about ECO. strategy with CEM. - 8 seminars and workshops done for industry. - Communication action plan developed. - Press coverage of ECO activities.

for communication - A local communication -consultant has been appointed. - Production of promotion materials is nearly completed. - Development of ECO website, CD and video is ongoing. - Training of coordinators is completed. - A business plan has been developed that describes how ECO will be made sustainable after the Danida support ends. - EMS implementation initiated in 28 enterprises

Egyptian technical consultants promote and implement cleaner production in the industry.

At least 15 Egyptian consulting companies has worked with at least 90 SMEs to implement EMS or cleaner productions.

End of 2003: Regular co-operation with more than 10 consulting companies and individual consultants.

Mobilization of ETC is done.

- 47 contracts have been signed with 9 different consulting companies and 9 individual consultants. - EMS implementation initiated in 28 enterprises

EMG Component Progress in relation to Component Objectives Objective Indicators Annual Target Result Status of Achievements The EMUs in Aswan and Beni Suef enabled to carry out their

1- EMUs regarded as qualified cooperation partners at central and governorate level.

High- and local environmental committees are functioning with EMUs as secretariat/-coordinator. And the

EMUs are currently well staffed and equipped. Training activities have been initiated and will

Two High Environmental Committee meetings conducted in each Governorate in 2003 in addition to numerous thematic workshops conferences with broad attendance


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mandated environmental management functions

2- EMUs attract necessary governorate funding/ GOE funding.

EMUs are involved in most environmental issues in the governorates EMUs in Aswan and Beni Suef financial sustainable by 2008.

continue for the coming years. ---

from relevant stakeholders in the Governorates. ---

Participatory GEAP process functioning in Beni Suef and Aswan that involves people at the community level in identifying and rectifying local environmental problems through community based and replicable projects.

1- Necessary environmental interventions continue to attract attention and funding. 2- Environmental planning and management internalised in relevant governorate departments. 3- Public hearings continue to be an integral

End 2003: Relevant departments and towns participate in identification prioritization of environmental action. All relevant departments involved in prioritisation of GEAP action Public hearings to be introduced when updating the GEAP (2007)

- The EMG component has been working with the high environmental committees in the 2 governorates. - The Environmental profiles for the 2 governorates have been drafted. - Demonstration and community based projects were initiated in the 2 governorates and in the process of implementation. Flow of the fund through the EPF is functioning smoothly.

-The EMG component has been given a lot of attention from the two governors. - The high environmental committees have been formed and meetings have been held. - Implementation of the component is running smoothly. - Socio economic profiles have been developed. - Environmental profiles finalised and approved. - GEAP reports will be finalised during 2004.


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element of the GEAP/ LA21.

2. Status of the programme regarding capacity development efforts Component Status Reason for delays Proposed action DEM Component Substantial capacity has

been built in GC and Suez RBOs. Capacity building activities were supposed to start in Assuit and CDBA in 2003 but are delayed due to the lack of staff.

- Lack of staff in Assuit RBO and inadequate organization structure and staffing plan for CDBA.

- PSU has addressed speeding up the hiring process in Assuit RBO and complete the organization structure and the staffing plan for the CDBA.

CEM Component. Capacity has been built in the EEAA communication department (CDECA). Training in communication issues has been undertaken. Both high level decision makers, middle management staffs and other staffs have received training in communication skills. All EEAA managers (decision makers) have received lecture on

No delay Increased training activities could be initiated in the coming periods. More staff both in EEAA and in the NGO a sector should receive training. A comprehensive training programme for NGO’s, teachers and Youth club leaders have been planned for implementation during spring and summer 2004.


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organisational communication to improve the internal communication in EEAA. Capacity building in terms of project management and LFA has further been implemented to EEAA staffs. TNA has been undertaken of all communication staffs in and specific capacity building in terms of on-the-job- training has been on-going all year.

ACI Component Capacity has been built in the ECO and local consultants and Industry.

No important delays -

EMG Component Capacity has been built in the EMUs and the local consultants.

No delays The programme would benefit from closer coordination and planning of training between EMG and DEM component


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3. Development in the assumptions and risk factors. Critical assumptions and risks Assessment1 Brief comment on the impact on the timely

implementation of the programme and proposals for remedial action

DEM Component DEM component may not be able to start its activities in Assuit RBO because of insufficiency of absorption capacity.

Some development

The component was not able to start its activities in Assuit in January 2003 as planned due to lack of implementation of the staffing plan. The PSU is currently discussing with the EEAA top management how to speed up the recruitment of technical staff to the RBO. The EEAA is yet to provide the documentation for the staffing plan in terms of an approved budget and time schedule for its implementation.

The insufficiency of proper office space and facilities for the DEM component activities has hampered the implementation of the component.

No development in 2003.

EEAA to provide more office space to the DEM component.

The unclear organization structure of the CDBA is hampering the implementation of the DEM component.

Some development in 2003.

The EEAA has started working on the restructuring upgrading of the staffing plan of the CDBA. However, the EEAA is yet to provide the documentation in terms of approved plans, budgets and time schedules.

EMG Component Commitment of the 2 governorates and ability to raise environmental awareness and involve CDAs and other community groups in participatory environmental projects and planning processes.

Satisfactory development.

The active leadership of the governors in developing local environmental management capacity, their participation in the design and implementation of the component has accelerated the work of the component.


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Governorates maintain the required staff or allocate appropriate funds for future operation of the EMUs

Too early to assess the development.

ACI Component FEI will develop into a sustainable organization that represents Egyptian private enterprises and management supports ECO.

very satisfactory development.

FEI management has now prepared a strategy plan to be endorsed by the FEI board of directors. The technical review accepted the input from FEI and the FEI sustainability issue must now be considered closed.

Increased attention, pressure and incentives on Egyptian enterprises to comply with environmental legislation.

satisfactory development

The work of the GoE during the many years, and especially the work under EEAA in cooperation with bilateral donors are pointing in this direction.

Enterprises are interested in the activities and services provided through the component.

very satisfactory development

There is a very good interest from industry to participate in the components activities.

Egyptian resource base has available experts and staff and will participate in component.

very satisfactory development

Local consultants with good skills have been recruited and show good understanding of ECO methods and cooperate well with coordinators and Danish specialists.

CEM Component A major obstacle to effective implementation of the component is…. the existing lack of co-ordination between the EEAA and the various partners at the Governorate level.

The institutional relationship between the central EEAA and the governorates is uncertain. Roles and responsibilities of the EMUs need

The new initiative on establish an EMU component under the ESP is expected to clarify the roles and responsibilities of the EMUs. Significant input from the CEM has been given in the process of preparing the EMU component.


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clarification. Thus it is still premature to work with most of the EMU’s in the Governorates. satisfactory development

A significant barrier regarding environmental communication in Egypt is the limited access to reliable environmental information and the general lack of awareness regarding the priorities of environmental decision-makers.

Abundant of reliable environmental data are collected in cooperation with the various donors supporting EEAA. satisfactory development

Publication of environmental data has been delayed. However using and publication of data started recently in spring 2004. The CEM has initiated that data on air quality collected from the ESP component EIMP has been published in several newspapers.

There is a general lack of awareness regarding the priorities of environmental decision-makers.

According to the results from a CEM survey in EEAA on the need for environmental information among the decision makers,

-


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there is a high awareness on this issue. satisfactory development

4. Major deviations and problems related to implementation of the components. Components Problems Recommendations to Steering

Committee DEM Component - Delays in the hiring of Assuit RBO staff.

- Delay in Suez RBO work due to the delays of receiving the vehicle.- Lack of staff in the CDBA. - Lack of office space for the DEM component. - Delay of the DEM strategy formulation process. However, this process has been progressing satisfactorily since December 2003.

The PSU is currently working with the EEAA in order to speed up the hiring of the staff in Assuit.. The PSU is currently working with the EEAA in order to provide the vehicle for Suez RBO. The PSU recommends that EEAA completes the upgrading of the staffing plan of the CDBA. and to provide the documentation in terms of approved plans, budgets and time schedules. The PSU recommends that the EEAA provides DEM component with the necessary office space. The PSU recommends that the DEM component speed up the strategy formulation.

CEM Component - Follow up on CEM component work The PSU recommends start initiating the preparation for a technical review for the CEM component to take place before the Annual sector Review.


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The PSU recommends that the CEM component prepares for a study tour to Vietnam/Thailand in order to exchange experience with a similar CEM component there. The PSU recommends that the CEM component supports the EEAA in developing the EEAA annual reports.

ACI Component - ACI revolving fund. The PSU recommends that the ACI component places the revolving fund outside the FEI and start up on CDM and energy conservations activities.

EMG Component - Delay of EMG component work in Aswan The PSU recommends to have a full time EMU manager in Aswan

5. Status on outstanding issues and follow-up on decisions made by the Steering Committee (or similar body), sector review or others. Issue/problems Agreed solution/follow-up, incl. timing Responsible

agency Status

Assuit RBO staff. The PSU is currently working with the EEAA in order to speed up the hiring of the staff in Assuit.

EEAA HE the MSEA has given a high priority to this issue and had approved hiring staff for the Assuit RBO. The PSU is following with the CEO of EEAA on a daily basis.

Vehicle for Suez RBO The PSU is currently working with the EEAA in order to provide the vehicle.

EEAA HE the MSEA has given a high priority to this issue. The PSU is following with the CEO of EEAA on a daily basis.

Staff in the CDBA and office The PSU recommends that EEAA EEAA


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space for the DEM component. completes the upgrading of the staffing plan of the CDBA. and to provide the documentation in terms of approved plans, budgets and time schedules The PSU recommends that the EEAA provides DEM component with the necessary office space..

DEM strategy formulation The PSU recommends that the DEM component speed up the strategy formulation.

DEM component

Follow up on the CEM component achievements

The PSU recommends start initiating the preparation for a technical review for the CEM component to take place before the Annual sector Review..

RDE

Exchanging knowledge and experience

The PSU recommends that the CEM component prepares for a study tour to Vietnam/Thailand in order to exchange experience with a similar CEM component there.

CEM

EEAA annual reports The PSU recommends that the CEM component supports the EEAA in developing the EEAA annual reports.

CEM- EEAA

EMG Aswan work The PSU recommends to have a full time EMU manager in Aswan

Aswan Governorate

ACI revolving fund The PSU recommends that the ACI component places the revolving fund outside the FEI and start up on CDM and energy conservations activities.

ACI

PSU to work on a strategic level The PSU will develop a proposal (based on the Strategic Management Plan) on how can

PSU


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the PSU work on the strategic level to support EEAA.

KIMA component The PSU recommends that to keep the KIMA fund within the ESP budget.

RDE


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