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Draft ESP Annual Report for 2004 29 March 2005

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Annual Progress Report Environmental Sector Programme ESP Annual Progress and Financial Report Reporting period: January 2004 to December 2004

National partner(s): Egyptian Environmental Affairs Agency EEAA

Contact details: 30 Misr Helwan Road

Programme Coordinator: Dr. Fatma Abou Shok

Telephone no. and e-mail address: (202)-5256443 www.esp-egypt.com [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, Dr. Adel Abdel Ghaffar

Pilot project for Environmental Management in Governorates EMU

EEAA, Gen. Mohamed Salah

Starting date: 1 January 2003 Earlier reports: ESP Annual Report for 2003 Expected completion date: 31 December 2008


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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

EIC Environmental Information Center

EIMP Environmental Information and Monitoring Programme


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EMA Environment Management Adviser

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


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RDE Royal Danish Embassy

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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1. Introduction The Environmental Sector Programme ESP’s annual report covers the period from 1 January 2004 to 31 December 2004. 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 2004. 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”. 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. During the year 2004, the ESP program in general has made progress in a satisfactory way although there have been many replacement and missions and changes along the year. A new Minister of State for Environmental Affairs, Eng. Magued George took office in July and has shown a deep interest for the Danida support to the environmental sector through the ESP program. H.E the minister has invited the managers of the ESP different components in several occasions to present the progress and achievements of the components as well as the future work plans. A new ESP co-ordinator Dr. Fatma Abu Shok (acting head of the Environmental Management Sector in EEAA) has been also appointed. She took office in June and led the ESP program through the Second Joint Review. An assistant ESP Coordinator Eng. Moheib Abdel Sattar has been appointed to assist the ESP Coordinator in the daily coordination of the programme. Eng. Moheib has contributed to the establishment of the ESP network. The ESP has benefited from his expertise in the development and establishment of the network. For the CEM component, a new component manager Dr. Adel Abdel Ghaffar has been appointed in June.


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The ESP program appreciates the effort carried out by the former CEM Component Manager Mr. Mohamed Mahmoud. A new component, the EMU Pilot Project started in July with Gen. Mohamed Salah as component manager. A new Advisor for this component Mr. Kurt Tapergaard Jensen started his work in August. For the DEM component, a new advisor Mr. Tommy Petersen replaced Ms Margot Nielsen in August. The valuable contribution of new and old managers and advisors has greatly benefited the ESP and increased the capacity in the environmental sector of Egypt. During the year 2004, many missions from Danida Copenhagen took place. EMU Mission. The first mission was carried out through January and March. The mission's concluded the necessity of having a new EMU component. The new EMU component aims at supporting the “unsupported EMUs” in the governorates thereby contributing to the decentralization process in Egypt. The new component started as a one year pilot project in June. Sustainability Mission. During the annual consultation in May 2003 between the Government of Egypt and Denmark, it was decided to phase out the Danish support to the Environmental Sector in Egypt in 2007/2008. One of the main concerns was how to sustain the Danish support. A mission focusing on sustainability took place in June. The Sustainability report, strongly recommends that the Egyptian contribution should gradually be phased in as the Danish contribution phases out. One of the challenges is how Egypt will finance the local staff and consultants who have been financed by ESP. CEM Technical Review Mission A technical review for the CEM component was carried out in June and August. The review concluded that there has been extensive interference during the component implementation and that it had been difficult to initiate support to stakeholders. The review recommended that the component should be integrated into the CDECA and should have close cooperation with the new EMU component. Sector Review Mission The Second Joint Sector Review took place in October. The Review concluded that the achievement of most of the ESP components are satisfactory, however the outputs have not always been delivered on time. The review also concluded that there is a need to refocus the ESP program. The review recommended refocusing the ESP within two areas (i) capacity building for decentralized environmental management, and (ii) promotion of cleaner production.


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The PSU should be transferred into a program management unit PMU. The PMU 's role would be not only monitoring the program but also supporting EEAA on the strategic level and capacity building of the EPF. Reshaping mission As a result of the Joint Sector Review a reshaping mission was initiated in November and the first mission took place in December outlining the methodology and time schedule for the reshaping process. The mission in December has been followed up by missions in January and February 2005. The result of the reshaping process would be a proposal for a “new” component description, Support to Decentralized Environmental Management (SDEM) and a proposal for a new Program Description taking into consideration the new role of the PSU. The new SDEM builds on a common work plan for the three former components DEM and EMG and the EMU pilot project. 3. Progress in relation to programme objectives This progress report is developed following the new Danida Aid Management Guidelines with tables as an Annex. However, the following is a summary of the main conclusions: As regard the first impact on development objectives as per the ESP programme document page 106, “Increased efficiency of enforcement of law 4/94”, it has been difficult to analyze the progress as the EEAA did not develop the Annual Report. However, the EMU office now reports to the EEAA EMU office on inspection, violation etc. A huge number of Environmental Impact Assessments has been developed by EEAA. The conclusion is that there is progress although it is scattered and could be more transparent. One way of improving this could be by producing annual report for the agency also a well functioning website could be an important and effective instrument. The second impact on development objective is “Increase access of the poor to environmental services”. This is mainly supported through the implementation of demonstration projects and in particular the EMG projects. In Aswan and Beni Suef , a number of projects dealing with solid waste management has been implemented and in Aswan a major sanitation project is mitigating the situation for poor as well as for the women. The third impact of the ESP on cross cutting issues such as increased participation of women in environmental decision have benefited of the GEAP process in Aswan and Beni Suef. As for the ESP program as such the gender issue has been given a high priority in 2004 resulting in an assessment report and the development of a scheme and a toolkit for gender implementation. From the assessment report, it has been clear that there is still room for improvement regarding mainstreaming the gender in the ESP. The PSU recommends that EEAA appoints a task force to secure the development of EEAA annual report, website so as to closely monitor the progress of the enforcement of law 4/94.


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4. Progress in relation to component objectives 4.1 DEM Component The DEM component has five objectives. Three objectives are regarding RBO institutional development. Two RBOs (Greater Cairo and Suez) have progressed satisfactory while Assuit RBO is still behind schedule. There is a delay in appointing the technical staff in Assuit RBO. As regards the CDBA, which should be able to undertake its mandatory functions, it has done what has been possible with its limited staff resources and office space. The last objective “A national strategy and action plan for decentralization of environmental management developed and endorsed”, a vision has been produced. The PSU recommends that EEAA allocates more resources for Assuit RBO and CDBA. For the strategy for decentralization, it is recommended to concentrate on the roles and responsibilities of EEAA, RBO and EMUs and to enhance the cooperation with Ministry of Local Development. A special taskforce chaired by the CDBA would be formed in order to coordinate the roles of the different stakeholders. 4.2 EMG Component The EMG component has progressed well and satisfactory. The uncertainty regarding the Component Manager position in Aswan is still a major obstacle. The PSU recommends that EEAA speed up issuing the decree appointing the current Aswan EMU manager as the manager of Aswan RBO. 4.3 EMU Component The EMU pilot project has reached its planned outputs. Equipment as well a training for EMU staff has been provided. A Steering committee has been formed where the EMU achievements were presented. It has been agreed that the pilot project should be extended. The PSU recommends that the pilot project continues together with the EMG and DEM component under a common umbrella. 4.4 ACI Component The ACI has progressed satisfactorily; a revolving fund has been set up in order to sustain the ECO office and to implement projects in an economic way. The Technical review in December 2003 recommended that ECO should extend its activity to cover energy and the Sector Review in October recommend that the ECO office should extend is services to cover all sectors.


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The PSU recommends that ACI should extend its services to cover other sectors and that ECO office looks for opportunities for funding either by other donors or by a relocation of ECO and FEI resources. 4.5 The Programme Support Unit PSU The PSU has followed its work plan for the year. Impact indicators and a gender tool kit and a gender scheme have been developed. Furthermore, a website and a local intranet have been developed. The PSU will move into a programme management unit PMU to work on the strategic level. As per the Aid memoire from the Joint Sector Review, a new role for PSU has been developed. PSU will be changed into a Program Management Unit PMU taking care of monitoring the program and support EEAA on the strategic level as well as supporting the EPF. For further detail the work plan of PMU is attached. The PSU recommends that endorsing that it will be transformed into a Program Management Unit, PMU. 5. ESP Programme budget for 2004 The ESP program has met its budget for the year. In fact the progress of the program has resulted in an overspending of the original budget for the year 2004. In April 2004 the program coordination committee approved a budget of 39.5 Million DKK, in October it approved an increase of the budget to reach 41.3 Million DDK. Due to the progress of the program, the RDE approved and increase of the budget to 45 Million DDK in December An audit was carried out in 2004 for the entire ESP components with no substantial negative remarks. All the recommendations of the Audit company are being followed and in the process of being implemented. 6. Challenges In general the ESP program is progressing satisfactorily. However, focusing on the following items would benefit the ESP progress during the coming years. First: Since the ESP program and the Danish support are phasing out, it is important that the counterparts (not the advisors) take the lead for initiations keeping the momentum of the program implementation. Second: In order to benefit from the Danish support in the environmental sector, the program counterparts should allocate sufficient time to coordinate programme activities.


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Third: Improving the flow of information from EEAA would enable the EEAA departments to improve the planning of their work, would maximize the benefit of the donors effort in the environment sector and would limit the risk for donors to support in a wrong direction. The PMU recommends that EEAA would provide the program and other donors with the EEAA general work plan and that a taskforce would look into the responsibilities of the counterparts, their departments and need for staff and space in order to evaluate and assess how the program can support the EEAA work plan. Furthermore, The PSU recommends that EEAA establish a well functioning website/intranet in order to enhance the dissemination of information to PMU.

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 did not produce the annual reports.

Annual reports have not been developed by EEAA

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

Special studies to be commissioned by RDE/PSU 8 demonstration projects projects under implementation in governorates 13 projects are being implemented by the ACI component in the industry.

PSU has completed the 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. EMG Component improving living conditions of poorer people in Beni Suef and Aswan through implementation of community based- and demonstration projects Required environmental action prioritised and

PSU will continue focusing on poor areas through the various projects that are implemented. 8 projects addressing environmental conditions under implementation. The projects are addressing solid waste management, incinerators, Kima etc..


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described in the GEAPs, which have been prepared through a participatory process. The ACI component is implementing projects having a fast impact improving the environmental conditions in the cleaner production area.

Impact on cross cutting issues. Increased participation

of women in environmental decision making.

Analysis of EEAA annual reports and components reports.

EEAA did not produce annual reports. PSU is finalising the work related to mainstreaming the Gender in the ESP programme and all the components. The PSU is coordinating the gender assignment with the gender unit in EEAA.

A draft mainstreaming scheme and a gender tool kit has been developed and presented in a gender work shop for the ESP components. The workshop aimed at disseminating the information related to gender assessment in the ESP components, the gender tool kit and the gender scheme. The Gender assignment was done in cooperation with the Gender unit in EEAA. There is still a room for improving the involvement of the Gender unit in EEAA in the Gender efforts of the ESP.

Explicit attention to gender issues in policy

Analysis of the EEAA Annual reports and MSEA

EEAA did not produce the annual reports.


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formulation. 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

A national strategy and action plan for decentralisation of environmental management developed and endorsed.

DEM vision document developed. EEAA Methodology for operationalization of the DEM vision drafted.

The vision was developed and consulted both internally and with donor-funded projects. Tools for operationalization of the vision were developed

The DEM vision document needs to be ratified from the EEAA board of directors by end of 2005.

Development objective I: EEAA capacity for decentralised environmental management strengthened CDBA able to undertake

its mandatory functions - CDBA organisational structure developed - CDBA staffed. - CDBA staff trained. - Managerial and technical procedures documented.

CDBA has drafted a proposal revising its organizational structure. Over 11 training courses were attended by 469 trainees from CDBA as well as RBOs and some EMUs in order to develop common understanding of environmental management issues.

The proposed organizational structure is yet to be approved. CDBA does not have adequate number of staff. Basic training is provided in environment-related issues such as Law Enforcement, Arbitration and Legal Follow up, ISO 9000 and Quality Management Laboratory Management, Environmental Impact Assessment, Auditing. Training also provided in other topics such as Strategic Planning, Clerical and Writing skills, geographic Information Systems,.


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The decree that clarifies the role of RBOs versus EMUs was issued in a general form that does not define the role responsibility and relation between RBOs and EMUs. The decree is not finalised yet.

RBO institutional development plans and strategies developed and implemented.

Training implemented according to plan

Training implemented according to plan with only minor delays in Assuit RBO.

A sufficient number of technical staff of Assuit RBO has not been provided yet.

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

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 Environmental profiles were finalized for Hewan district and Suez Governorate

Two RBOs are capable of fulfilling their mandates. Third RBOs is still in the process of building up its capacity

CEM Component Progress in relation to Component Outputs Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements

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

Draft strategy developed early 2005

The strategy distributed on environmental experts inside and outside EEAA for comments and amendments.

1. Dissemination of environmental information to support the priority environmental strategies of the EEAA, EMUs,

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

Output 1.2 An EEAA strategy and action plan for

Consultant hired Strategy drafted

Process ongoing as planned.


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements environmental education in the educational sector produced and implemented.

Children environmental magazine produced

Output 1.3 Communication packages (at least four) targeting 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. -Radio programme produced -Production of TV messages initiated - a booklet about protectorates on Egypt is being produced

Production of planned products implemented.

and other partner stakeholders.

relevant EEAA and EMU staffs.

Output 1.4 Communication products and activities produced, according to the demand of the other ESP

. Environmental Posters, flyers, brochures, Postcards, Stickers, papers and envelopes developed

Implemented.


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements components, technical EEAA departments, and EMUs in two Governorates.

- A brochure about the Cinema and Environment produced. - An environmental trip for Helwan University students to South Sinai Protectorates implemented. - EEAA was supported in carrying out an environmental contest and exhibition for children at Mubarak Library - ten student trips to the Nature Protectorates prepared and implemented. - Supporting SPA component in producing their guidelines - Supporting EIMP in publishing the EIMP data

Implemented Implemented Implemented Implemented Being Implemented, will be continued in 2005 Being Implemented, will be continued in 2005


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements - ESP electronic Newsletter (ESP Weekly) prepared and issued on weekly basis. -Production of a magazine for children called "Bezra".

Implemented

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

Activity starts in 2005. However initial talks with private sector companies (Tetra pack, Vodafone, Mobinil) have started.

Output 2.1: Decision makers trained to use environmental information and messages for environmental management.

-Study tour to Thailand and Vietnam 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,

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

Output 2..2 Training packages in

Not Implemented


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Objective Impact Indicators 1) Annual Targets 2) Result 3) Status of Achievements communication methodologies/desk top publishing produced, targeting relevant EEAA and EMU personnel, or other identified stakeholders. Output 2.3 Relevant staff of EEAA, ESP components, and EMUs, NGOs/CDAs, and selected industries in two Governorates trained to use environmental communication.

- Press writing Training - Content analysis training prepared and implemented - Environmental awareness training prepared and implemented for EMUs in the governorates.

Implemented

NGO/CDA’s governorates, and industrial sectors.

Output 2.4 NGO’s, CDA’s and other relevant stakeholders supported in producing environmental communication.

Training workshops for NGOs and CDAs in Aswan and Beni Suef have been held.

Implemented

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.


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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 (at least 4 per year) with EEAA.

ECO established and staff capacity developed to deliver services to industry. Activities are going on in 6th October City, Greater Cairo, Alexandria, Kafr El Sheikh, Mansoura, Aswan. Close to 900 enterprise representatives have participated in ECO seminars and training courses. ECO co-ordinators and ETCs have performed screening visits to 275 enterprises for quick assessment of the environmental situation and management understanding of CP. Networking targets: Contacts with Chambers and ETCs

- ECO established and the office is in professional operation and active in 4 Industry Sectors. Frequent contact to the Chambers and ETC. Frequent contact to EEAA established. Close contact to UNIDO and CIDA. Negotiations to include CIDA assessments under ACI. Two banks have been contacted, negotiations with National Bank of Egypt to establish revolving fund

In general, very good achievements of the expected output for 2004. Implementation activities with the industry are delayed, due to the problems with the establishment of the revolving fund. The fund is now established and can operate. More implementations can be initiated quickly. No indications on problems to reach targets Negotiations with CIDA to follow 14 assessments into implementation under ACI. 9 assessments are in the 4 selected sectors, 5 are in other sectors. Financial arrangements are under negotiations. A Business Plan for ECO is developed and has been reviewed and accepted by both technical and annual review. The business plan is approved by the Steering Committee and shows a very promising sustainability of ECO until 2017.


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Contacts to Donors Contacts to EEAA Contacts to banks to develop the revolving fund

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

- 50% of the SMEs in the three sectors has participated in awereness activities. - 90 SMEs has successfully implemented EMS and 30 SMEs has received support from the financial facility.

10 Awareness Seminars should be held in various regions to attract specifis clients. Assessment targets (by 02/2008): set by the ECO Management: 250 Screenings 125 Pre-Assessments 105 Implementations

By the end of 2004, 320 Screenings was concludes, 103 Pre-Assessments was concluded and 67 Implementations was initiated. A total of 34 investment projects have been identified whereas 12 are awaiting the CSC approval. Introduction brochures printed and monthly news bulletins produced. Developed communication strategy with CEM. 12 seminars and workshops done for industry. Good Press coverage of ECO activities achieved.

Very successful achievements of the expected output for 2004. Very high inters from the industry to participate in the ECO activities. Also high interest to sign agreements on assessment activities and to pay for the services received. A communication strategy and action plan is developed and implemented. .

Egyptian The capacity among the Establish an ongoing Contracts with ETC (9 There are clear indication that a


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technical consultants promote and implement cleaner production in the industry.

ETC strengthened The implementation of CP in 3 sectors demonstrated by ETC

cooperation with a broad part of the ETC network, and to develop a CP network among these.

consultant companies and 14 individual experts have been contracted) All consultants have been trained in CP assessments and OHS. ETC very active in the development of demonstration projects and during the implementation phase

cleaner Production network of ETC are developed and in active use. All stakeholders active in CP utilise the same group of consultants as ECO. Some of the main stakeholders are: EEAA, Ministry of Industry and Trade, UNIDO, CIDA, IMC and private enterprises. The main partner in man-days purchased on CP is though ECO.

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 mandated environmental management functions

1- EMUs regarded as qualified cooperation partners at central and governorate level. 2- EMUs attract necessary governorate funding/ GOE funding.

Number of Inspections Number of complaints processed

Central and local requests addressed by the Governorate (EMUs) ---

EMUs actively involved in solving environmental problems in the 2 governorates. EMUs are involved in projects implementation in different areas solid waste management, incinerators, kima etc.. ---

Participatory GEAP process functioning in

1- Necessary environmental interventions continue to

Relevant departments and towns participate in identification

- The EMG component has been working with the high

-The EMG component has been given a lot of attention from the two governors.


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

attract attention and funding. 2- Environmental planning and management internalised in relevant governorate departments. 3- Public hearings continue to be an integral element of the GEAP/ LA21.

prioritization of environmental action. All relevant departments involved in prioritisation of GEAP action Public hearings to be introduced when updating the GEAP (2007)

environmental committees in the 2 governorates. Identified environmental focus areas are been addressed as planned -

- The high environmental committees meet regularly. - Implementation of the component is running smoothly. - GEAP reports finalised and under implementation.


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EMUComponent Progress in relation to Component Objectives Objective Indicators Annual Target Result Status of Achievements Staff in the EMUs and related stakeholders trained to a basic level

EMU training needs assessed and addressed Trainers trained and involved in providing training No. of EMUs that have received training No. of trainee-days No. of courses held

15 36 15 2,500 20

(27)1 0 27 15452 9

The training needs and equipment needs assessment has taken place, however, as an overall assessment for all Governorates The basic training courses have been conducted for EMU´s. More advanced training (professional, management and administrative) has been planned for the rest of the project period. The cooperation between the Training Department in EEAA, the EMU Office and the RBO´s and the Governorates is well established. The consolidated training program has been prepared The training of trainers will be started in spring in accordance with the revised workplan. Some trainers have been selected among the EMU staff for the training of stakeholders.

EMUs equipped for their roles

% of agreed equipment requests delivered No. of Governorates supported

100% 18

50% 93

The equipment needs assessment has taken place as one overall needs assessment Equipment been purchased for 9

1 The TNA has been conducted for the basic courses (not wrt advanced courses and the geographic variation) 2 The trainees in courses are 1014 and for workshops 531 - in total 1545 3 Three Governorates have been funded by the EEAA as agreed upon in the Agreement between the tow parties


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Governorates Coherent approach to environmental management developed and consolidated

No. of consolidated manuals produced4 Degree of collaboration established with other programmes (meetings, initiatives etc.)5 Extent to which manuals have been endorsed/disseminated (workshops) and taken into use

6 100% (CEM, DEM, EMG, EEPP, SEAM) 100% (3)

1 80% 0%

Existing material is being collected and reviewed. One Environmental officers manual has been produced and distributed. The collaboration with other programmes and components is taking place in parallel with the collection of material. The harmonized systems have not yet been prepared

Effective system for promoting the development of the EMUs and of decentralised environmental management in general established

No. of Governorates satisfying entry level criteria No of Governorates allocation of needed extra staff Governorate enabling EMU to carry out fieldwork and inspections

15 12 15

9 4 12

A monitoring system has been initiated. The performance of the Governorates is registered by the collection of data provided in the monthly reporting system. The EMU minimum requirements are set as the number of office and the number of employees in the EMU Office. Equipment been purchased for 9 Governorates and is in use, maintained and with consumables.

4 The manuals are considered collated into one manual 5 SEAM (S. Sinai), CEM (Journals), EMG (Meetings EMU Managers in Assuan & Beni Suef in EMU Managers course)


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EMU offices adequately funded Equipment in use, maintained and with consumables available

15 18

12 9

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. Limited capacity building was achieved in Assuit and CDBA in 2004 due to the lack of adequate staff..

No delay - 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 previously.

CEM Component. Capacity has been built in the EEAA communication department (CDECA).

No delay Increased training activities could be initiated in the coming periods. More staff both in EEAA and in the NGO should receive training.

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

No important delays


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Delay in projects disbursement of money through the EPF

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

No delays The programme would benefit from closer coordination and planning with EMU and DEM components

EMU Component Capacity is being built in the EMUs

No delays


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3. Development in the assumptions and risk factors. Critical assumptions and risks Assessment6 Brief comment on the impact on the timely

implementation of the programme and proposals for remedial action

DEM Component Decree regulating the role of EMUs/RBOs is to be issued A technical

working paper was issued by EEAA CEO

Broad outline of roles of RBOs and EMUs and relation between them is now available for further refinement if necessary.

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

Some development

EEAA has progressed in hiring some staff for Assuit RBO. However teams for carrying out branch processes are yet to be completed.

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

Some development. Some additional space was provided for CDBA.

The extra space allowed CDBA to benefit from the services of two local consultants to assist in the capacity building activities.

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

Some development in 2004.

The CDBA component manager has presented a proposal for the restructuring and upgrading of the staffing plan of the CDBA to the EEAA. 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

Satisfactory development.

The active leadership of the governors in developing local environmental management


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community groups in participatory environmental projects and planning processes.

capacity, their participation in the design and implementation of the component has accelerated the work of the component.

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.

satisfactory development

The establishment of the EMU component under the ESP is expected to clarify the roles and responsibilities of the EMUs and thus more cooperation in the future is expected. .


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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.

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, there is a high awareness on this issue. satisfactory development

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EMU Component Immediate Objective Governorates are interested and supportive

The commitments of

EEAA should continue to look for more permanent premises for the EMU Office.


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EMU Office is effective and collects relevant data the Governorates need to be carefully considered frequently. However, the competitive approach in the project, will ensure the interest of several Governorates. The EMU Office now has new office equipment and one more office.

Output 1 Staff in the EMUs and related stakeholders trained to a basic level EEAA Training Department capable of delivering a large-scale training programme

Several of the basic training courses have been conducted. The training programmes and the training materials have been prepared in due cooperation with the

No actions needed for the time being.


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Training Department

Output 2 EMUs equipped for their roles Governorates can meet the recurrent costs of increased equipment levels

It is a bit premature to assess this issue. However, there is no information indicating any problems in this respect.

The EMU Office should assess the actual situation during the field visits to the EMU´s.

Output 3 Coherent approach to environmental management developed and consolidated Other programmes committed to full cooperation

Several meetings with experts from other programmes and the ESPS components have taken place. All required materials have been handed over until now.

More materials are to be collected and the cooperation should continue.

Output 4 Effective system for promoting the development of the EMUs and of decentralised environmental management in general established EMU office in EEAA is adequately resourced and given sufficient authority to carry out its mandate

The progess of the project indicates that the necessary resources are in place.


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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.

- Lack of staff in the CDBA. - Insufficient office space for the DEM component. - Delay of the DEM strategy formulation process.

EEAA speed up the hiring of the staff in Assuit.. 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. EEAA provides DEM component with the necessary office space. The PSU recommends that the DEM component speed up the endorsement of strategy and formulation.of the proper tools for its operationalization.

CEM Component None None ACI Component Increase the environmental significance in

the four sectors. Choose some environmental problems and try to have some successes in its areas.

EMG Component Lack of clear roles between RBOs and EMUs

Continued focus on preparation of Decree clarifying the roles

EMU Component Output 3 Coherent approach to environmental management developed and consolidated It will be difficult to undertake a comprehensive consolidation process during one year

The consolidated manuals to be initiated but not finalized during the pilot project


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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 recommends that EEAA speed up the appointment of the technical staff in Assuit RBO.

EEAA The PSU raised the issue of the staff in the last DEM executive committee meeting. EEAA needs to speed up the appointment of staff.

Staff in the CDBA and office space for the DEM component.

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..

EEAA The PSU has raised the issue of office space for the DEM and staffing of CDBA. EEAA is requested to provide office space and staff for CDBA.

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

DEM component

A methodology has been developed. The PSU recommends speeding up the strategy formulation.

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

CEM- EEAA EEAA did not initiate it yet.

Procurement Prompt The PSU recommends using Prompt for International purchasing only. While the local purchasing be done by the procurement officer in the PSU and EEAA.

PSU

EMG Aswan work The PSU recommends that EEAA issues a decree to appoint a manager for Aswan RBO in order to have a full time EMU

EEAA/Aswan Governorate

EEAA to issue a decree appointing the RBO manager for Aswan


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manager in Aswan.


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