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+[
+ {
+ "input_text": "DOCUMENT OF\n\n\nTHE WORLD BANK\n\nFOR OFFICIAL USE ONLY\nReport No. 108201-JO\n\nINTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPMENT AND\nINTERNATIONAL DEVELOPMENT ASSOCIATION\n\nPROGRAM APPRAISAL DOCUMENT\n\nON\n\nPROPOSED LOAN AND CREDIT\n\n\nIN THE AMOUNT OF US$300 MILLION\n(US$100 MILLION IDA AND US$200 MILLION IBRD FINANCING WITH THE CONCESSIONAL\n\nFINANCING FACILITY SUPPORT)\n\n\nTO THE\n\nHASHEMITE KINGDOM OF JORDAN\n\nFOR\n\nECONOMIC OPPORTUNITIES FOR JORDANIANS AND SYRIAN REFUGEES\nPROGRAM-FOR-RESULTS\n\nSeptember 2, 2016\n\nTRADE AND COMPETITIVENESS GLOBAL PRACTICE\nMIDDLE EAST AND NORTH AFRICA REGION\n\n\nThis document has a restricted distribution and may be used by recipients only in the performance of\ntheir official duties. Its contents may not otherwise be disclosed without World Bank authorization.\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "CURRENCY EQUIVALENTS\n(Exchange Date Effective July 31, 2016)\n\nUnit of Currency = Jordanian Dinar (JOD)\n\nUS$1 = JOD 0.709\nUS$1 = XDR 0.71767931\n\nFiscal year: July 1 - June 30\n\nABBREVIATIONS AND ACRONYMS\n\n\nASA Advisory Services and Analytics\nAB Audit Bureau\nCFF Concessional Financing Facility\nCGE Computable General Equilibrium\nCRM Client Relationship Management\nCPF Country Partnership Framework\nDFID U.K. Department for International Development\nDLI Disbursement-Linked Indicator\nDLR Disbursement-Linked Result\nEBRD European Bank of Reconstruction and Development\nESSA Environmental and Social Systems Assessment\nEU European Union\nFAFO FAFO Institute for Applied International Studies\nFSA Fiduciary System Assessment\nGAM Greater Amman Municipality\nGCC Gulf Cooperation Council\nGBD General Budget Department\nGDP Gross Domestic Product\nGFMIS Government Financial Management Information System\nGoJ Government of Jordan\nGSD General Supplies Department\nGTAP Global Trade Analysis Project\nGTD General Tender Directorate\nHSE Health, Safety, and Environment\nHR Human Resources\nICT Information and Communication Technology\nIFC International Finance Corporation\nILO International Labour Organization\nIMF International Monetary Fund\nIPA Investment Promotion Agency\nIPU Independent Public Government Unit\nIT Information Technology\nJACC Jordanian Anticorruption Commission\n\n\n",
+ "datasets": [],
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ {
+ "input_text": "JIC Jordan Investment Commission\nJRP Jordan Response Plan\nJSMO Jordan Standards and Metrology Organization\nMoEnv Ministry of Environment\nMoF Ministry of Finance\nMoITS Ministry of Industry, Trade, and Supply\nMOL Ministry of Labor\nMOPIC Ministry of Planning and International Cooperation\nMOPSD Ministry of Public Sector Development\nMoPWH Ministry of Public Works and Housing\nNGO Nongovernmental Organization\nOSH Operational Safety and Health\nPDO Program Development Objective\nPforR Program-for-Results\nPAP Program Action Plan\nPMU Program Management Unit\nPFM Public Financial Management\nSAI Supreme Audit Institution\nSEZ Special Economic Zone\nSME Small and Medium Enterprise\nSOP Standard Operating Procedure\nSORT Systematic Operations Risk-Rating Tool\nTVET Technical and Vocational Education and Training\nUNHCR United Nations High Commissioner for Refugees\nUSAID U.S. Agency for International Development\n\n\nRegional Vice President: Hafez Ghanem\nPractice Group Vice President: Jan Walliser\n\nCountry Director: Ferid Belhaj\nPractice Manager: Najy Benhassine\nTask Team Leaders: John Speakman and Meriem Ait Ali Slimane\n\n\n3\n\n\n",
+ "datasets": [],
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ "input_text": "**HASHEMITE KINGDOM OF JORDAN**\n**Economic Opportunities for Jordanians and Syrian Refugees**\n**Program-For-Results**\n\n\n**Table of Contents**\n\n\n**I.** **STRATEGIC CONTEXT ................................................................................................................... 1**\n\n\n**A.** **Country Context .............................................................................................................................. 1**\n\n\n**B.** **Sectoral (or Multisectoral) and Institutional Context .................................................................. 2**\n\n\n**C.** **Relationship to the CPF and Rationale for Use of Instrument ................................................... 4**\n\n\n**II.** **PROGRAM DESCRIPTION ............................................................................................................. 5**\n\n\n**A.** **Government Program ..................................................................................................................... 5**\n\n\n**B.** **Program Development Objective/s and Key Results .................................................................... 5**\n\n\n**C.** **PforR Program Scope ...................................................................................................................... 6**\n\n\n**D.** **Disbursement-Linked Indicators** **and Verification Protocols.................................................... 10**\n\n\n**E.** **Capacity Building and Institutional Strengthening.................................................................... 14**\n\n\n**III.** **PROGRAM IMPLEMENTATION ................................................................................................. 16**\n\n\n**A.** **Institutional and Implementation Arrangements ....................................................................... 16**\n\n\n**B.** **Results Monitoring and Evaluation ............................................................................................. 16**\n\n\n**C.** **Disbursement Arrangements ........................................................................................................ 17**\n\n\n**IV.** **ASSESSMENT SUMMARY............................................................................................................. 17**\n\n\n**A.** **Technical (including Program Economic Evaluation) ............................................................... 17**\n\n\n**B.** **Fiduciary ......................................................................................................................................... 19**\n\n\n**C.** **Environmental and Social Effects ................................................................................................ 20**\n\n\n**D.** **Risk Assessment ............................................................................................................................. 21**\n\n\n**E.** **Program Action Plan ..................................................................................................................... 22**\n\n\n**Annex 1: Detailed Program Description .................................................................................................. 24**\n\n\n**Annex 2: Results Framework Matrix ...................................................................................................... 35**\n\n\n**Annex 3: Disbursement-Linked Indicators, Disbursement Arrangements and Verification ............. 37**\n\n\n**Annex 4: Summary Technical Assessment .............................................................................................. 51**\n\n\n**Annex 5: Fiduciary Systems Assessment ................................................................................................. 64**\n\n\n**Annex 6: Summary Environmental and Social Systems Assessment ................................................... 78**\n\n\n**Annex 7: SORT and Program Action Plan ............................................................................................. 87**\n\n\n4\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
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+ "input_text": "**Annex 8. Implementation Support Plan .................................................................................................. 89**\n\n\n**Annex 9. Role of Partners in Program Implementation ........................................................................ 90**\n\n\n5\n\n\n",
+ "datasets": [],
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
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+ "input_text": ".\n\n\n\n_**PAD DATA SHEET**_\n\n\n_**.**_\n\n\n_**Hashemite Kingdom of Jordan**_\n\n\n_Economic Opportunities for Jordanians and Syrian Refugees Program-for-Results_\n\n\n**PROGRAM APPRAISAL DOCUMENT**\n\n\n. _Middle East and North Africa_\n\n_Trade and Competitiveness_\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|.
Basic Information|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|Col13|Col14|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|Date:|Date:|Date:|Date:|Date:|September 2, 2016|September 2, 2016|September 2, 2016|September 2, 2016|September 2, 2016|Sectors:|Sectors:|Trade and Competitiveness|Trade and Competitiveness|\n|Country Director:|Country Director:|Country Director:|Country Director:|Country Director:|Ferid Belhaj|Ferid Belhaj|Ferid Belhaj|Ferid Belhaj|Ferid Belhaj|Themes:|Themes:|Investment Climate, Jobs,
Trade, Spatial
Development and
Investment Promotion|Investment Climate, Jobs,
Trade, Spatial
Development and
Investment Promotion|\n|Practice Manager
Practice Group Vice President:|Practice Manager
Practice Group Vice President:|Practice Manager
Practice Group Vice President:|Practice Manager
Practice Group Vice President:|Practice Manager
Practice Group Vice President:|Najy Benhassine
Jan Walliser|Najy Benhassine
Jan Walliser|Najy Benhassine
Jan Walliser|Najy Benhassine
Jan Walliser|Najy Benhassine
Jan Walliser|||||\n|Program ID:|Program ID:|Program ID:|Program ID:|Program ID:|P159522|P159522|P159522|P159522|P159522|||||\n|Team Leader(s):|Team Leader(s):|Team Leader(s):|Team Leader(s):|Team Leader(s):|John Speakman
Meriem Ait Ali Slimane|John Speakman
Meriem Ait Ali Slimane|John Speakman
Meriem Ait Ali Slimane|John Speakman
Meriem Ait Ali Slimane|John Speakman
Meriem Ait Ali Slimane|||||\n|Program Implementation Period:
Expected Financing
Effectiveness Date:
Expected Financing Closing
Date:|Program Implementation Period:
Expected Financing
Effectiveness Date:
Expected Financing Closing
Date:|Program Implementation Period:
Expected Financing
Effectiveness Date:
Expected Financing Closing
Date:|Program Implementation Period:
Expected Financing
Effectiveness Date:
Expected Financing Closing
Date:|Program Implementation Period:
Expected Financing
Effectiveness Date:
Expected Financing Closing
Date:|Start Date:|Start Date:|September 27, 2016
December 22, 2016
January 31, 2021|September 27, 2016
December 22, 2016
January 31, 2021|September 27, 2016
December 22, 2016
January 31, 2021|End Date:|End Date:|January 31, 2021|January 31, 2021|\n|.|.|.|.|.|.|.|.|.|.|.|.|.|.|\n|||||||||||||||\n|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|**Program Financing Data**|\n|[ X ]|Loan|[ ]|Grant|Grant|Grant|[x ]|[x ]|Other|Other|Other|Other|Other|Other|\n|[ X ]|Credit|||||||||||||\n|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|**For Loans/Credits/Others (US$, million):**|\n|Total Program Cost :|Total Program Cost :|Total Program Cost :|Total Program Cost :|386|||||Total Bank Financing :|Total Bank Financing :|300|300||\n|Total Co-financing :|Total Co-financing :|Total Co-financing :|Total Co-financing :|86|||||Financing Gap :|Financing Gap :|0|0||\n|.|.|.|.|.|.|.|.|.|.|.|.|.|.|\n|||||||||||||||\n|**Financing Source**|**Financing Source**|**Financing Source**|**Financing Source**|**Financing Source**|**Financing Source**|**Financing Source**|**Financing Source**|**Financing Source**|**Amount**|**Amount**|**Amount**|**Amount**|**Amount**|\n|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|86|86|86|86|86|\n|IBRD (with the Concessional Financing Facility
Support)|IBRD (with the Concessional Financing Facility
Support)|IBRD (with the Concessional Financing Facility
Support)|IBRD (with the Concessional Financing Facility
Support)|IBRD (with the Concessional Financing Facility
Support)|IBRD (with the Concessional Financing Facility
Support)|IBRD (with the Concessional Financing Facility
Support)|IBRD (with the Concessional Financing Facility
Support)|IBRD (with the Concessional Financing Facility
Support)|200|200|200|200|200|\n|IDA|IDA|IDA|IDA|IDA|IDA|IDA|IDA|IDA|100|100|100|100|100|\n|Total|Total|Total|Total|Total|Total|Total|Total|Total|386|386|386|386|386|\n\n\ni\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 5
+ ]
+ }
+ },
+ {
+ "input_text": "|.|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|Col13|Col14|Col15|Col16|Col17|Col18|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|||||||||||||||||||\n|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|Borrower: HASHEMITE KINGDOM OF JORDAN|\n|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|Responsible Agency: MINISTRY OF PLANNING AND INTERNATIONAL COOPERATION|\n|Contact:|Contact:|Dr. Saleh Al-Kharabsheh|Dr. Saleh Al-Kharabsheh|Dr. Saleh Al-Kharabsheh|Dr. Saleh Al-Kharabsheh|Dr. Saleh Al-Kharabsheh|Title:|Title:|Secretary General|Secretary General|Secretary General|Secretary General|Secretary General|Secretary General|Secretary General|Secretary General|Secretary General|\n|Telephone No.:|Telephone No.:|962 6 4634511|962 6 4634511|962 6 4634511|962 6 4634511|962 6 4634511|Email:|Email:|saleh.kharabsheh@mop.gov.jo|saleh.kharabsheh@mop.gov.jo|saleh.kharabsheh@mop.gov.jo|saleh.kharabsheh@mop.gov.jo|saleh.kharabsheh@mop.gov.jo|saleh.kharabsheh@mop.gov.jo|saleh.kharabsheh@mop.gov.jo|saleh.kharabsheh@mop.gov.jo|saleh.kharabsheh@mop.gov.jo|\n|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|\n|||||||||||||||||||\n|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|**Expected Disbursements (in US$, millions)**|\n|Fiscal Year|FY17|F18|F18|FY19|FY20|FY21|FY21|FY21||||||||||\n|Annual|145|51.7|51.7|55.1|48.2|0|0|0||||||||||\n|Cumulative|145|196.7|196.7|251.8|300|300|300|300||||||||||\n|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|\n|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|**Program Development Objective(s)**|\n|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|Improve Economic Opportunities for Jordanians and Syrian Refugees in Jordan|\n|
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.|\n|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|\n|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|\n|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Does the program depart from the CPF in content or in other significant respects?|Yes|Yes|[ ]|[ ]|No|No|[ X ]|\n|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|\n|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Does the program require any waivers of Bank policies applicable to Program-for-
Results operations?|Yes|Yes|[ ]|[ ]|No|No|[ X ]|\n|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Yes|Yes|[ ]|[ ]|No|No|[ ]|\n|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Yes|Yes|[ ]|[ ]|No|No|[ X ]|\n|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|** Overall Risk Rating: HIGH**|\n|**Name**|**Name**|**Name**|**Recurrent**|**Recurrent**|**Recurrent**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Frequency**|**Frequency**|**Frequency**|**Frequency**|**Frequency**|**Frequency**|\n|Program Operational
Manual|Program Operational
Manual|Program Operational
Manual||||Not later than four (4) months after
the Effective Date|Not later than four (4) months after
the Effective Date|Not later than four (4) months after
the Effective Date|Not later than four (4) months after
the Effective Date|Not later than four (4) months after
the Effective Date|Not later than four (4) months after
the Effective Date|||||||\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|The Borrower/Recipient shall, not later than four (4) months after the Effective Date, prepare an operational manual for
the Program, in form and substance acceptable to the Bank/Association, containing detailed (i) administrative,
procurement, financial management and monitoring and evaluation procedures; (ii) environmental and social
management systems and complaints and grievance redress mechanism; (iii) Program Action Plan; (iv) arrangements
for verification of achievement of the DLR (including the Verification Protocol); (v) process and procedures for
determining Syrian refugees status; (vi) rules and procedures for renewal of Work Permits including facilitated process,
and (vii) coordination and oversight arrangements for the Program.|\n|**Name**|**Name**|**Name**|**Name**|**Recurrent**|**Recurrent**|**Recurrent**|**Recurrent**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Frequency**|**Frequency**|**Frequency**|**Frequency**|\n|External Auditors|External Auditors|External Auditors|External Auditors|||||Not later than six (6) months after
the Effective Date|Not later than six (6) months after
the Effective Date|Not later than six (6) months after
the Effective Date|Not later than six (6) months after
the Effective Date|Not later than six (6) months after
the Effective Date|Not later than six (6) months after
the Effective Date|||||\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|The Borrower/Recipient shall, not later than six (6) months after the Effective Date, hire and thereafter maintain at all
times during Program implementation, external auditors whose qualifications, experience, and terms of reference shall
be acceptable to the Bank/Association.|\n|**Name**|**Name**|**Name**|**Name**|**Recurrent**|**Recurrent**|**Recurrent**|**Recurrent**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Frequency**|**Frequency**|**Frequency**|**Frequency**|\n\n\nii\n\n\n",
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+ "input_text": "|Verification Protocol|Col2|Not later than three (3) months
after the Effective Date|Col4|Col5|Col6|\n|---|---|---|---|---|---|\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|The Borrower/Recipient shall: (a) not later than three (3) months after the Effective Date, recruit independent verification
agencies under terms of reference satisfactory to the Bank to be responsible for preparing and providing verifications
reports certifying the achievement of DLR (3) which is set forth in Section IV.A.2 of this Schedule; (b) ensure that the
Audit Bureau prepares and provides verifications reports certifying the achievement of DLRs (1), (2), (4) and (5), which
are set forth in Section IV.A.2 of this Schedule; (c) ensure that the PMU prepares the consolidated implementation report
after the verification of compliance of said DLRs; and (d) furnish a report on the results of said verification of compliance
process of such scope and in such details as the Bank/Association shall request.|The Borrower/Recipient shall: (a) not later than three (3) months after the Effective Date, recruit independent verification
agencies under terms of reference satisfactory to the Bank to be responsible for preparing and providing verifications
reports certifying the achievement of DLR (3) which is set forth in Section IV.A.2 of this Schedule; (b) ensure that the
Audit Bureau prepares and provides verifications reports certifying the achievement of DLRs (1), (2), (4) and (5), which
are set forth in Section IV.A.2 of this Schedule; (c) ensure that the PMU prepares the consolidated implementation report
after the verification of compliance of said DLRs; and (d) furnish a report on the results of said verification of compliance
process of such scope and in such details as the Bank/Association shall request.|The Borrower/Recipient shall: (a) not later than three (3) months after the Effective Date, recruit independent verification
agencies under terms of reference satisfactory to the Bank to be responsible for preparing and providing verifications
reports certifying the achievement of DLR (3) which is set forth in Section IV.A.2 of this Schedule; (b) ensure that the
Audit Bureau prepares and provides verifications reports certifying the achievement of DLRs (1), (2), (4) and (5), which
are set forth in Section IV.A.2 of this Schedule; (c) ensure that the PMU prepares the consolidated implementation report
after the verification of compliance of said DLRs; and (d) furnish a report on the results of said verification of compliance
process of such scope and in such details as the Bank/Association shall request.|The Borrower/Recipient shall: (a) not later than three (3) months after the Effective Date, recruit independent verification
agencies under terms of reference satisfactory to the Bank to be responsible for preparing and providing verifications
reports certifying the achievement of DLR (3) which is set forth in Section IV.A.2 of this Schedule; (b) ensure that the
Audit Bureau prepares and provides verifications reports certifying the achievement of DLRs (1), (2), (4) and (5), which
are set forth in Section IV.A.2 of this Schedule; (c) ensure that the PMU prepares the consolidated implementation report
after the verification of compliance of said DLRs; and (d) furnish a report on the results of said verification of compliance
process of such scope and in such details as the Bank/Association shall request.|The Borrower/Recipient shall: (a) not later than three (3) months after the Effective Date, recruit independent verification
agencies under terms of reference satisfactory to the Bank to be responsible for preparing and providing verifications
reports certifying the achievement of DLR (3) which is set forth in Section IV.A.2 of this Schedule; (b) ensure that the
Audit Bureau prepares and provides verifications reports certifying the achievement of DLRs (1), (2), (4) and (5), which
are set forth in Section IV.A.2 of this Schedule; (c) ensure that the PMU prepares the consolidated implementation report
after the verification of compliance of said DLRs; and (d) furnish a report on the results of said verification of compliance
process of such scope and in such details as the Bank/Association shall request.|The Borrower/Recipient shall: (a) not later than three (3) months after the Effective Date, recruit independent verification
agencies under terms of reference satisfactory to the Bank to be responsible for preparing and providing verifications
reports certifying the achievement of DLR (3) which is set forth in Section IV.A.2 of this Schedule; (b) ensure that the
Audit Bureau prepares and provides verifications reports certifying the achievement of DLRs (1), (2), (4) and (5), which
are set forth in Section IV.A.2 of this Schedule; (c) ensure that the PMU prepares the consolidated implementation report
after the verification of compliance of said DLRs; and (d) furnish a report on the results of said verification of compliance
process of such scope and in such details as the Bank/Association shall request.|\n|.|.|.|.|.|.|\n|||||||\n|**Team Composition**|**Team Composition**|**Team Composition**|**Team Composition**|**Team Composition**|**Team Composition**|\n|**Bank Staff **|**Bank Staff **|**Bank Staff **|**Bank Staff **|**Bank Staff **|**Bank Staff **|\n|**Name**|**Title**|**Title**|**Specialization**|**Specialization**|**Unit**|\n|John Speakman|Adviser|Adviser|TTL|TTL|GTC05|\n|Meriem Ait Ali Slimane|Private Sector Specialist|Private Sector Specialist|Co-TTL|Co-TTL|GTC05|\n|Alberto Portugal|Senior Trade Economist|Senior Trade Economist|Trade|Trade|GTCTC|\n|Manuel Henriques|Senior Trade Specialist|Senior Trade Specialist|Trade|Trade|GTCTC|\n|Gerlin Catangui|Private Sector Specialist|Private Sector Specialist|Investment Promotion|Investment Promotion|GTCIC|\n|Abeer Kamal Shalan|Private Sector Specialist|Private Sector Specialist|Investment Climate|Investment Climate|GTCME|\n|Wafa Aranki|Senior Private Sector Specialist|Senior Private Sector Specialist|Investment Climate|Investment Climate|GTCIC|\n|Mohamed Baider|Private Sector Specialist|Private Sector Specialist|Investment Climate|Investment Climate|GTCME|\n|Andreja Marusic|Senior Private Sector Specialist|Senior Private Sector Specialist|Investment Climate|Investment Climate|GTCIC|\n|Sayed Akhtar Mahmood|Lead Private Sector Specialist|Lead Private Sector Specialist|Investment Climate|Investment Climate|GTCIC|\n|Sami Sofan|Private Sector Analyst|Private Sector Analyst|Investment Climate|Investment Climate|GTCME|\n|Aminur Rahman|Senior Private Sector Specialist|Senior Private Sector Specialist|Investment Climate|Investment Climate|GTC05|\n|Isimkah Ibuakah|Financial Sector Specialist|Financial Sector Specialist|Access to Finance|Access to Finance|GFM05|\n|Sebnem Sahin|Senior Economist|Senior Economist|Economic Analysis|Economic Analysis|GEN06|\n|Sepehr Fotovat|Senior Procurement Specialist|Senior Procurement Specialist|Procurement Assessment|Procurement Assessment|GGO05|\n|Jad Mazareh|Senior Financial Management
Specialist|Senior Financial Management
Specialist|Fiduciary Assessment|Fiduciary Assessment|GGO23|\n|Walid Al-Najar|Financial Management Specialist|Financial Management Specialist|Fiduciary Assessment|Fiduciary Assessment|GGO23|\n|Kamal Siblini|Senior M&E Specialist|Senior M&E Specialist|Monitoring and Evaluation|Monitoring and Evaluation|GTCOS|\n|Eric Ranjeva|Financial Specialist|Financial Specialist|Disbursements and Verification
Protocols|Disbursements and Verification
Protocols|WFALA|\n|Mariana Felicio|Social Development Specialist|Social Development Specialist|Social Assessment|Social Assessment|GSU05|\n|Tracy Hart|Senior Environmental Specialist|Senior Environmental Specialist|Environmental Assessment|Environmental Assessment|GEN05|\n|Maya Abi Karam|Senior Counsel|Senior Counsel|Legal Agreement|Legal Agreement|LEGAM|\n|Steve Wan|Operations Analyst|Operations Analyst|Operations|Operations|GFM05|\n|Concepcion Aisa Otin|Senior Financial Officer|Senior Financial Officer|Concessional Financing|Concessional Financing|FABBK|\n|Irene Nnomo Ayinda-Mah|Program Assistant|Program Assistant|Operations|Operations|GTC07|\n\n\niii\n\n\n",
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "|Suzanne Parris|Program Assistant|Operations|GTC05|\n|---|---|---|---|\n|Ruba Al Shawa|Program Assistant|Operations|GTC05|\n|Lea Hakim|Economist|Macroeconomic Monitoring|GMF05|\n|Ivan Anton Nimac|Head|Private Sector Development|GTCIC|\n|**Non-Bank Staff**|**Non-Bank Staff**|**Non-Bank Staff**|**Non-Bank Staff**|\n|**Name**|**Title**|**City**|**City**|\n|Susan Razzaz|Senior Consultant|Amman|Amman|\n|Joe Saba|Senior Consultant|Washington, DC|Washington, DC|\n|Arvil Van Adams|Senior Consultant|Washington, DC|Washington, DC|\n|Helen Akanisi|Consultant|Washington, DC|Washington, DC|\n|Yassin Sabha|Consultant|Vienna|Vienna|\n|Ola Hisou|Consultant|Washington, DC|Washington, DC|\n|Samer Matta|Consultant|Beirut|Beirut|\n\n\niv\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 8
+ ]
+ }
+ },
+ {
+ "input_text": "**I.** **STRATEGIC CONTEXT**\n\n\n**A.** **Country Context**\n\n\n1. **Jordan is a small middle-income country facing severe challenges.** These challenges are brought\nby insecurity in neighboring Syria and Iraq. The total closure of land trade routes with Syria and Iraq and\nother security-related challenges within and around Jordan adversely affected trade, tourism, investment,\nand construction. [1] According to a census conducted in 2015, Jordan has a population of 9.5 million (of\nwhich about a third are non-Jordanian) and suffers from a high unemployment rate of 13 percent for\nJordanians (about 200,000 individuals). Real gross domestic product (GDP) growth is estimated to have\ncontracted to 2.4 percent in 2015 from 3.1 percent in 2014. [2] GDP growth is forecasted to rebound slightly\nover 3.0 percent on average from 2016 to 2018. This low growth rate is insufficient to provide enough jobs\nto the growing population in Jordan.\n\n\n2. **The crisis in Syria has led to a massive influx of Syrian refugees into Jordan over the past five**\n**years.** As of June 2016, Jordan hosts 655,217 Syrian refugees registered with United Nations High\nCommissioner for Refugees (UNHCR), [3] 80 percent of whom live in host communities. About 75 percent\nof Syrian refugees live in the governorates of Mafraq, Irbid, and Amman. The largest camp is the Al Zaatari\ncamp in Mafraq, host to almost 80,000 Syrian refugees. According to the recently concluded census, the\ntotal number of Syrians refugees has reached about 1.3 million, and there are a further 1.6 million nonnationals in Jordan. According to the Ministry of Labor (MOL), 324,000 foreigners have work permits, 65\npercent of them are Egyptians, 3 percent are from other Arab countries, 26 percent are South Asians, and\nonly 2 percent are Syrian refugees.\n\n\n3. **The situ** a **tion of most Syrians in Jordan is highly vulnerable.** Extremely vulnerable femaleheaded households represent a quarter of all refugee households. Approximately 17 percent of the refugees\nlive in camps. The majority of refugees—about 80 percent—are below the national poverty line and need\nassistance through access to expanded education, health, and housing as well as economic opportunities.\n\n\n4. **The Government of Jordan (GoJ) and the international community requested World Bank**\n**Group (WBG) support for a holistic approach to the Syrian refugees’ influx, targeting both the**\n**Jordanian host communities and the refugees in Jordan.** The parameters of the international response\nwere defined in the Compact, which was adopted in the “Supporting Syria and the Region” Conference\nheld in London on February 4, 2016 at the heads of state level. This program supports the economic\nopportunity aspects of the Compact.\n\n\n5. **The World Bank's response is multifaceted, helping host countries cope with the impact of**\n**refugee inflows on their economic and social fabric and turn this shock into an opportunity.**\nReconstruction and recovery needs are equally relevant and significant volumes of resources will be needed\nto help Jordan and the countries in the region recover from the regional crisis.\n\n\n6. **This World Bank intervention will support Syrian refugees and the Jordanian host**\n**communities.** The severity of the external shock the Syrian and Iraqi crisis imposed on Jordan requires an\nexceptional and targeted response. Moreover, the proposed operation will be provided on concessional\nterms through use of an IDA Credit and support from a new Concessional Financing Facility (CFF), set up\n\n1 As an indication, and comparing 2015 results with 2014, the number of tourist arrivals regressed by 9.7 percent;\nsimilarly, the number of construction permits were 9.6 percent lower and exports to Iraq and Syria were cut by 40.5\npercent and 40.3 percent, respectively.\n2 Economic growth averaged 6.5 percent from 2000 to 2009. The economy’s performance was more muted from 2010\nto 2014, averaging growth of 2.7 percent.\n3 _Source:_ UNHCR June 2016.\n\n\n1\n\n\n",
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+ "text": "Syrian refugees",
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+ "text": "2016",
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+ "text": "Syrian refugees",
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ },
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+ "input_text": "so that middle-income countries affected by an influx of refugees are able to borrow at below regular\nmultilateral development bank rates for providing a global public good. Importantly, the CFF represents a\ncoordinated response by the international community to the Syrian refugee crisis, bridging the gap between\nhumanitarian and development assistance and enhancing the coordination between the United Nations (UN)\nand multilateral development banks.\n\n\n**B.** **Sectoral (or Multisectoral) and Institutional Context**\n\n\n7. **To generate economic opportunities in Jordan, there are three broad themes that this**\n**Program for Results (PforR) addresses.** The first theme is the need for implementation of labor market\nreform to allow more active (formal and legal) participation of the Syrian refugees in the labor force. The\nsecond theme is to improve the investment climate, by implementing a systematic and broad-based reform\nprogram, including in areas like regulatory reform and trade and investment facilitation. The third theme is\ncreating an environment to attract investments, which will require much more proactive investment\npromotion and facilitation activities. Together, these measures combined with the efforts of the international\ncommunity to help Jordan expand its markets (notably the European Union (EU) market access) and\ninterventions by donors in ‘jobs for work’ programs, vocational training, small and medium enterprise\n(SME) incubation, and financing are expected to make a significant impact on job creation and developing\neconomic opportunities for both Jordanians and Syrian refugees.\n\n\n8. **This PforR aims at improving Jordan’s competitiveness and attractiveness to investments to**\n**foster job creation.** It seeks to improve the investment climate in Jordan, as well as the country’s\ninvestment promotion capacities while increasing access for Syrian refugees to the labor market.\n\n\n**Box 1. Key Features of the Jordan Labor Market**\n\n\nThe Jordan labor market was already highly challenged before the advent of the Syrian refugees. The economically\nactive population is 35 percent (60 percent among men and only 13 percent among women) compared with an\ninternational norm of 60 percent. About 120,000 Jordanians enter the work force per year, and approximately\n55,000 find employment. The unemployment rate has hovered between 12 percent and 14 percent for the past\ndecade—accounting for about 200,000 individuals. Females and the least educated constitute the majority of the\n65 percent of the population that is inactive. More so, about half of employment in Jordan is informal.\nA large number of highly skilled Jordanians move abroad as economic migrants, largely to Gulf Cooperation\nCouncil (GCC) countries, where it is easier for them to find the jobs matching their skills.\nAt the same time, Jordan has long relied on economic migrants to fill private sector jobs that Jordanians do not\nwant. There are approximately 650,000 economic migrants working in Jordan. In 2015, work permits were issued\nfor 110,000 new economic migrants. Non-Jordanians are allowed to work subject to a set of restricted professions\nand sector-specific quotas.\n_Source:_ National Employment Strategy 2011–2020 and MOL reports.\n\n\n9. **A core goal of this Bank-supported Program is to enable the development of new market**\n**opportunities that can attract new investments into Jordan.** Better market access for exports from the\nJordanian special economic zones (SEZs) to the European Union (EU) represents one of these new market\nopportunities. Other opportunities lie in the immense potential for the development of construction\nindustries to support the reconstruction of Syria and other areas in the region. Finally, Jordan’s political\nstability is a significant opportunity for the country to position itself as an attractive investment destination\nin the region—provided its investment climate is significantly improved. Most new investments are likely\nto come from existing investors already present in Jordan. A preliminary market assessment identifies\nsubstantial interest from this group in an investment offer, which combines the EU market access with\ninvestment incentives. In addition to these investors, there is an opportunity of targeting the following\ninvestor groups: (a) the Syrian business diaspora, particularly those that can bring established export market\n\n\n2\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
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+ "input_text": "relations with them; (b) other regional investors (GCC in particular); and (c) international investors in\nspecific industries attracted by market access or the future opportunities that reconstruction of Syria will\noffer.\n\n\n10. **Better market access to the EU for Jordanian exports will come from the relaxation of rules**\n**of origin requirements** —a preferential access to the EU market entered into force in July 2016. This\nagreement is limited in time to 10 years, and restricted in terms of eligible product lines and geographically\nto a specified number of SEZs (at this stage 18) .\n\n\n**Box 2. SEZs in Jordan**\n\n\nJordan has a long and mixed history with SEZs of various forms. These include qualified industrial zones, free\nzones, development authorities, and SEZs. Today some of them are fully occupied but many have significant spare\ncapacity. The measures contained in the Compact that the PforR supports aim to develop these SEZs for the benefit\nof Jordanians and Syrian refugees, and include the following:\n\n - The EU trade preference, which specifies that the firms exporting to Europe must be located in the SEZs\n\n - Measures to reform the labor market, which will allow Syrian refugees to work in these zones\n\n - Measures to strengthen investment promotion to attract investors based on the market preference and other\nincentives offered by the SEZs\n\n - Measures to improve the investment climate, particularly in the area of trade facilitation\nIn parallel with the PforR, the intention is to support, in close collaboration with International Finance Corporation\n(IFC) and Multilateral Investment Guarantee Agency, the development of these SEZs with development-oriented\npublic-private partnerships and specific investment promotion efforts.\n\n\n11. **The SEZs, which will enjoy trade preference to the EU, are already well established and**\n**serviced.** They have idle capacity (vacant land and capacity potential in existing factories). For example,\nin Al Mafraq, a 23 km [2] zone adjacent to Al Zaatari camp, only 10 percent of the land is occupied.\n\n\n12. **Jordan has a weak business environment.** In parallel with investment promotion efforts to target\nthe new opportunities described earlier, substantial reform of the business environment is required. With\nregard to Doing Business Indicators, Jordan ranks 113th globally, out of 189 countries, in 2016 (down from\n107 last year). Moreover, the business environment is reputed to be unpredictable as policy changes can\noccur with neither consultation nor notice. Implementation of regulations is also an issue—it is often\narbitrary and unpredictable. Syrian investors and other restricted nationalities (such as Iraqi and Yemeni)\nface a different treatment with regard to business entry, such as solvency requirements in the form of large\nbank deposits to obtain an investor status (JOD 250,000). In addition to addressing the business\nenvironment, other important areas that will require significant improvement as part of the implementation\nof the Compact include: (a) access to finance, which has been identified as one of the most important\nobstacles to firms operations by the recent Enterprise Survey (2013–2014); (b) incubation type support for\nsome industries—provision of rentable factory space; (c) transportation and child care (core issues for\nwomen’s employment); (d) trade facilitation; and (e) skills development. Not all of these are covered by\nthe PforR. Skills development and vocational training, as well as access to finance, are supported by other\ndonors and other programs.\n\n\n13. **Another core goal of this Bank-supported Program is to improve economic opportunities for**\n**Syrian refugees.** Before 2016, the vast majority of Syrian refugees were not able to work legally in Jordan.\nAlthough there was no law against Syrian refugees working, very few met the requirements of the existing\nwork permit regulations. At the end of 2015, only 5,700 Syrian refugees were working legally in Jordan. A\nmuch larger number worked in the informal sector. Estimates of Syrian refugees working in the informal\n\n\n3\n\n\n",
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+ "text": "Jordanians and Syrian refugees",
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+ "start": 188,
+ "end": 192
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+ "text": "Doing Business Indicators",
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+ "end": 393
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+ "start": 442,
+ "end": 443
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+ "is_used": "False",
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+ {
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+ "text": "Enterprise Survey",
+ "confidence": 0.9899280667304993,
+ "start": 583,
+ "end": 585
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+ "dataset_tag": null,
+ "description": null,
+ "data_type": {
+ "text": "Survey",
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+ "acronym": null,
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+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": {
+ "text": "2013–2014",
+ "confidence": 0.9927626252174377,
+ "start": 586,
+ "end": 589
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+ "reference_population": null,
+ "is_used": "False",
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+ {
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+ "text": "PforR",
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+ "reference_population": null,
+ "is_used": "False",
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+ },
+ {
+ "dataset_name": {
+ "text": "Estimates of Syrian refugees",
+ "confidence": 0.5892525911331177,
+ "start": 763,
+ "end": 767
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+ "dataset_tag": "vague",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Jordan",
+ "confidence": 0.9570329189300537,
+ "start": 751,
+ "end": 752
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+ "publication_year": null,
+ "reference_year": null,
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+ "text": "Syrian refugees",
+ "confidence": 0.9761902689933777,
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "sector ranged from 42,000 to 150,000. Syrian refugees living in camps face additional constraints as their\nmobility outside of the camps is highly restricted. Improving economic opportunities for Syrian refugees\nwill come in large part from making it easier for them to work legally and not face the uncertainty associated\nwith informal labor.\n\n\n14. **At the London Conference “Supporting Syria and the Region” (February 4, 2016) where the**\n**Compact was adopted, the Government of Jordan committed to generate 50,000 job opportunities**\n**for Syrian refugees in the short term—primarily in the form of work permits, rising to 200,000 in the**\n**coming years.** These opportunities **to work legally** will come from three sources: (a) legalization of Syrian\nrefugees who are currently working illegally; (b) employment of Syrian refugees in job vacancies that\nwould have otherwise been filled by new, incoming economic migrants from other countries—both of these\nfirst channels will materialize in the short term; and (c) jobs created in the medium term through the planned\nimprovement of the investment climate, the opportunities offered by improved market access to the EU,\nthe reconstruction of Syria, and cash-for-work programs. To support the target, the GoJ has taken several\nimportant steps, including (a) allowing Syrian refugees to use the Ministry of Interior ID card in lieu of a\npassport and removing the prohibition to work; (b) prioritizing Syrian refugees over economic migrants by\nplacing a partial moratorium on new economic migrants entering Jordan and waiving work permit fees for\nSyrian refugees; and (c) relaxing labor inspections targeting Syrian refugees for the next two years.\n\n\n**C.** **Relationship to the CPF and Rationale for Use of Instrument**\n\n\n15. **The proposed operation directly supports the first pillar of the WBG Country Partnership**\n**Framework (CPF) for Jordan (Report Number 102746-JO), discussed by the World Bank Board of**\n**Executive Directors on July 14, 2016, which is to catalyze the private sector’s role as an engine for**\n**growth.** It is fully aligned with Jordan’s Vision 2025, which calls for a transformation of Jordan’s\ndevelopment model to increase competiveness and provide more private sector employment opportunities.\nThis pillar will aim at implementing the necessary investment climate reforms and facilitating greater\nparticipation of the private sector in the economy **.** It links closely to the WBG strategic goals of ending\nextreme poverty and boosting shared prosperity in a sustainable manner. The proposed operation is aligned\nwith the resilience and renewing the social contract pillars of the Middle East and North Africa Regional\nStrategy (October 2015). Moreover, specific initiatives on home-based work will help women access the\nlabor market. The youth will benefit from the jobs created by the program. These are two important\ncrosscutting regional priorities. Finally, it provides an opportunity for the WBG to demonstrate its capacity\nto provide flexible, innovative support to address the implications of regional fragility.\n\n\n16. **The PforR instrument was chosen primarily to support the multi-faceted government**\n**program, in particular its results orientation.** As the GoJ notes in the Vision 2025, “the challenge is\nmore in achieving effective and disciplined implementation rather than knowing what to do.” The PforR\ninstrument, which emphasizes sustained results on the ground with parallel capacity measures, fits well\nwith this orientation. Moreover, it demonstrates a strong affirmation of the program which helps the\nGovernment manage stakeholder concerns, provides some comfort to the refugees themselves, and provides\na level of predictability to investors. It also allows for improvement of systems and institutions that will\nlead to the implementation of a large and critical part of the Government's program. Such a broad level of\nsupport would not have been feasible through an Investment Project Financing. Also, while a Development\nPolicy Loan can only support actions related to policy/regulatory reforms, the PforR will support, over a\nperiod of time, a program of critical investments (in addition to regulatory and institutional improvements.\nIt also allows for a flexible and scalable disbursement schedule provided results are achieved and verified.\n\n\n4\n\n\n",
+ "datasets": [],
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 12
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+ }
+ },
+ {
+ "input_text": "**II.** **PROGRAM DESCRIPTION**\n\n\n**A.** **Government Program**\n\n\n17. **“The Compact’s approach is anchored on three interlinked pillars, to support Jordan’s**\n**growth agenda whilst maintaining its resilience and economic stability:**\n\n\n(a) Turning the Syrian refugee crisis into a development opportunity; that attracts new\ninvestments and opens up the EU market with simplified rules of origin—all with the aim to\ncreate jobs for Jordanians and Syrian refugees whilst supporting the post-conflict Syrian\neconomy;\n\n\n(b) Strengthening Jordanian host communities’ resilience to the refugee crisis by adequately\nfinancing public services through grants, in the context of the Jordan Response Plan 2016–\n2018, in particular the resilience of host communities; and\n\n\n(c) Mobilizing sufficient grants and concessional financing to support the macroeconomic\nframework and address Jordan’s financing needs over the next three years, as part of Jordan\nentering into a new Extended Fund Facility program with the IMF.” [4]\n\n\n18. **The core elements of the Compact consist of investment climate reforms, labor market reform**\n**with a focus on legalizing the work status of the Syrian Refugees, investment promotion and**\n**facilitation, education of the Syrian refugee children, the Jordan Response Plan (JRP), and**\n**macroeconomic stability.** The proposed PforR addresses a part of this government program. The Program\nwill also contribute to the higher-level objectives of Jordan’s Vision 2025, which “charts a path for the\nfuture and determines the integrated economic and social framework that will govern the economic and\nsocial policies based on providing opportunities for all.”\n\n\n19. **This PforR supports the implementation of the Jordan Compact, in particular with regard**\n**to economic opportunities for Syrian refugees** . Jordan's ability to implement its Compact commitments\nin this regard remains tied to the continued support provided by the international community and fulfillment\nof its London commitments.\n\n\n**B.** **Program Development Objective/s and Key Results**\n\n\n20. **Based on the objectives of the Jordan Compact and the proposed Program boundaries, the**\n**Program development objective (PDO) is to improve economic opportunities for Jordanians and**\n**Syrian refugees in Jordan.** This can be further explained as follows **:**\n\n\n(a) ‘Improve’ involves both creating economic opportunities for Jordanians and Syrians and\nlegalizing the status of Syrians currently working in Jordan.\n\n\n(b) ‘Economic opportunities’ involve entrepreneurship, self-employment, formal employment,\nand improved investment climate.\n\n\n(c) ‘Jordanians and Syrian refugees’ implies that the program beneficiaries are Jordanians and\nSyrian refugees living in Jordan regardless of their status.\n\n\n4 Source: The Jordan Compact as agreed at the Supporting Syria and the Region Conference in London, on February 4, 2016.\n\n\n5\n\n\n",
+ "datasets": [],
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 13
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+ }
+ },
+ {
+ "input_text": "_**Key Program Results**_\n\n\n21. **The PforR seeks to provide economic opportunities for both Jordanians and Syrian refugees**\n**by:**\n\n\n(a) reforming Jordan’s labor market regulations to grant access to Syrian refugee workers to the\nformal labor market and allowing them to legally contribute to Jordan’s economic activity;\n\n\n(b) improving Jordan’s investment climate through improving predictability of regulations and\nreducing red tape, supporting small businesses and trade facilitation; and\n\n\n(c) attracting and retaining investments—both domestic and foreign—especially in\nmanufacturing, in SEZs that will benefit from preferential access to the EU. The foreign\ninvestments will most likely come from: (i) the Syrian business diaspora; (ii) regional\ninvestors; and (iii) investors targeting the EU market.\n\n\n22. **The economic modelling shows a positive cost-benefit ratio for this Program**, owing to a better\nbusiness environment, lower compliance costs for firms, and increased firm productivity as well as\nincreased investments and job creation.\n\n\n**Figure 1. The Result Chain and Logic for Disbursement-Linked Indicators’ Selection**\n\n\n**C.** **PforR Program Scope**\n\n\n23. **To support the implementation of the Jordan Compact, this PforR will support the following**\n**core themes:** (a) improvement in the business environment, (b) investment promotion, and (c)\nimplementation of labor market reform. These topics represent the boundaries of the Program. **Other topics**\n**in the Compact were not included** such as: (a) Jordan Response Plan initiatives, (b) education for the\nSyrian refugee children, (c) vocational training, and (d) measures to support macroeconomic stability. The\nJRP is planned to be supported by a number of donors and UN partners through grants. Education for the\n\n\n6\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 14
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+ }
+ },
+ {
+ "input_text": "Syrian refugee children to ensure there is no lost generation is supported by a group of donors and UN\npartners and is led by the United States and the United Nations Children’s Fund. The macroeconomic\nstability objective is supported by other programs and donors (the United States and the EU in particular),\nincluding an International Monetary Fund (IMF) program (US$723 million extended arrangement under\nExtended Fund Facility) approved by the IMF Executive Board in August 2016, as well as the ongoing\nseries of World Bank development policy loans.\n\n\n**Box 3. Status of Vocational Training in Jordan**\n\n\nApart from general education, technical and vocational education and training (TVET) in Jordan plays an\nimportant role in economic development. Jordan suffers from a missing middle of the skills pyramid (National\nEmployment Strategy). Students entering community colleges and universities oversubscribe education,\nhumanities, and nontechnical fields and undersubscribe science, technology, engineering, and math disciplines.\nAttention to TVET is an important part of the strategy to address the missing middle of the skills pyramid.\n\n\nTVET encompasses the vocational education offered in secondary schools (grades 11 and 12) by the Ministry of\nEducation, the technical education offered by community colleges under the Al-Balqa Applied University, the\nvocational training offered by Vocational Training Centers of the MOL, and the National Employment Training\nCompany (NET) established in 2007 by the Jordanian Armed Forces. TVET is also provided by private and\nnonprofit institutions.\n\n\nWhere government spending on TVET is concerned, there exist pockets of excellence in public and private\nprovision of TVET, but on the whole, the TVET system is inadequate to ensure that Jordan can create a\nknowledge-based economy and fill the missing middle of the skills pyramid (technicians and skilled labor).\n\n\nThis conclusion was reached in numerous donor and government studies and reflected in the National\nEmployment Strategy. Weaknesses in TVET include: (a) weak governance and coordination, (b) financing that\ndoes not encourage accountability for performance, (c) management that is overly centralized, and (d) a general\ndisconnect of employer demand with supply leading to low quality and relevance of the skills produced.\n\n\nEmployers consequently complain about the lack of relevance of the skills produced by the TVET system and\ntheir quality. There is no shortage of knowledge among analysts and Jordanian policy makers as to the\nweaknesses of the TVET system or the reforms that are needed to address these weaknesses.\n\n\nThe EU supported development of a government strategy for TVET reforms for 2014–2020 that contains five\npillars for action: governance, relevance for employability, increasing inclusiveness, performance measurement,\nand sustainable and effective funding. The U.S. Agency for International Development (USAID) has a\nWorkforce Development Project that aims to train a substantial number of workers. Germany has a pilot aimed\nat approximately 7,000 people.\n\n\nWith a recent change of government, donors and TVET stakeholders are currently waiting for the issuance of a\nnew government TVET strategy that is due to be released shortly by a special commission to guide future reforms\nof the system.\n\n\n24. The Government’s Action Plan of February 22, 2016, for the Compact has seven key components,\nwhich are set out in Table 1.\n\n\n**Table 1. Status of the Government Action Items and Role of the PforR**\n\n\n\n\n\n|Government Action Items|Status|Role of PforR|\n|---|---|---|\n|Governance structure and
implementation follow-up
mechanisms|A PMU has been established within
MOPIC. The Government has
recently appointed a deputy prime
minister whose responsibilities
include implementation of the
Compact.|The PforR measures that are
consistent with the Compact will be
implemented by the PMU.|\n\n\n7\n\n\n\n\n",
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+ "text": "Government Action Items",
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+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
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+ "input_text": "|Government Action Items|Status|Role of PforR|\n|---|---|---|\n|Improved market access to the EU
including the designated areas|The EU has granted Jordan a
preferential access to it market
through the relaxation of the rule of
origin in July 2016.|The PforR supports trade
facilitation, which will help
exporting firms reap the benefits of
the EU trade agreement.|\n|Labor market reforms|The GoJ is making good progress
on the issuance of work permits.|The permits are a pillar of the
PforR. Vocational training support
is provided by other donors (see
Box 3).|\n|Doing business, investment
reforms, and development zone
approach|The GoJ is making progress and
has already implemented a key
investment promotion reform. The
World Bank Group (IBRD and IFC
in particular) is working in a
coordinated way with donors to
support.|
Core to this PforR.|\n|Grant support for the JRP|This is coordinated by a JRP
support team in MOPIC.|This is not part of the PforR.|\n|Grant support to the education
sector|USAID is taking the lead among a
group of donors to meet these
needs.|This is not part of the PforR.|\n|Concessionary financing—grants|CFF projects/programs, including
this operation, are being developed
with IBRD and EBRD at present.|This operation falls under this
umbrella.|\n\n\n\n_Note_ : PMU **=** Program Management Unit; MOPIC = Ministry of Planning and International Cooperation; EBRD =\nEuropean Bank for Reconstruction and Development.\n\n\n25. **The overall Government program will be financed from four main sources:**\n\n\n(a) Government budgetary contributions\n\n\n(b) IDA, IBRD with the CFF support\n\n\n(c) Extra-budgetary government contributions such as forgone revenues\n\n\n(d) Donors’ programs\n\n\n**Table 2. Government Program Financing**\n\n|Source|Amount (US$, millions)|% of Total|\n|---|---|---|\n|Government, through the budget|86|22|\n|IBRD/IDA/CFF|300|78|\n|**Total Program Financing**|**386**|**100**|\n\n\n\n26. **The expenditure framework consists of the expenditures related to the implementation of the**\n**Program of a number of ministries, as well as non-ministerial agencies such as the Jordan Investment**\n**Commission (JIC) and Jordan Standards and Metrology Organization.** Figure 2 details these\nexpenditures by agency. Over five years (the expected implementation period), expenditures are estimated\nto be US$386 million, supporting the Government to maintain the activities of key ministries and agencies\ninvolved in the implementation of the Compact. The value of work permit revenue foregone could be\nincluded in the final expenditure framework reconciliation. Extra-budgetary contributions by the GoJ,\nincluding tax incentives and subsidies to the private sector, are not included at this stage. These\n\n\n8\n\n\n",
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+ "pages": [
+ 16
+ ]
+ }
+ },
+ {
+ "input_text": "(noncounted) contributions are estimated to exceed US$100 million per year over the implementation\nperiod.\n\n\n**Figure 2. Expenditure Framework (million US$)**\n\n\n_Source: World Bank staff calculations_\n\n27. **The combined IDA and IBRD financing will be US$300 million.** The IDA support in the amount\nof US$100 million was approved by the IDA Board of Executive Directors on an exceptional basis, to\nrecognize the challenges Jordan faces due to the Syrian refugee crisis. The IBRD financing is intended to\nbe supported by the newly established CFF, which will enable the remaining US$200 million to be delivered\non concessional terms.\n\n\n28. **The Concessional Financing Facility (CFF) is the result of a partnership among the WBG,**\n**the United Nations (UN) and the Islamic Development Bank Group to mobilize the international**\n**community to address the financing needs of middle-income countries hosting large numbers of**\n**refugees.** By combining donor grant contributions with multilateral bank loans, the CFF enables eligible\nmiddle-income countries that are facing refugee crises to borrow from multilateral development banks on\nconcessional terms. The CFF represents a coordinated response by the international community to the\nSyrian refugee crisis, bridging the gap between humanitarian and development assistance and enhancing\nthe coordination among the UN, donors, and multilateral development banks. The CFF is supported by\npledges from Canada, the European Commission, Germany, Japan, Netherlands, Norway, the United\nKingdom, and the United States of America.\n\n\n29. **Donor financing that does not go through the budget and government extra-budgetary**\n**contributions is not included in the expenditure framework.** These amounts are significant (see Table\n3). Vocational training, access to finance, and upgrading of SMEs are already well funded through donor\ncontributions, and are therefore excluded from the scope of this PforR. Donor grant-based contributions to\nthis program are estimated at more than US$500 million over the implementation period. They come\nthrough three main channels: (a) direct bilateral donor programs (EU, Germany, the United Kingdom, and\nthe United States being the main contributors); (b) multi-donor trust funds that include bilateral\ncontributions [5] administered by multilateral institutions such as the World Bank; and (c) nongovernmental\norganizations (NGOs)—there is an active NGO community that is engaged in many aspects supporting the\nCompact. The EU, which is responsible for donor coordination in the private sector development area, has\nidentified over 60 different donor-funded activities in this area. There are also a number of activities related\nto livelihoods, such as cash for work, which have some spillovers into the Compact topics. These include\n\n5 Emergency Social Services and Resilience Project.\n\n\n9\n\n\n",
+ "datasets": [],
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 17
+ ]
+ }
+ },
+ {
+ "input_text": "the World Bank-administered Emergency Social Services and Resilience Project and the German\nPartnership for Prospects. These latter two programs are set up to provide an immediate source of jobs for\nSyrian refugees.\n\n\n\n\n\n\n\n\n|Col1|Table 3. Key Donors Supporting the Compact|Col3|\n|---|---|---|\n|**Donor**|**Programs**|**Approximate Annual**
**Amount (US$, millions)**|\n|World Bank Group|Regulatory and Investment Promotion Reform (through
various trust funds including the Transition Fund),
Emergency Social Services and Resilience Project|25|\n|EBRD|SME Financing Support|10|\n|EU|Vocational Training, SME Support|20|\n|OPIC (United States)|SME Financing Support (guarantee facility)|20|\n|USAID
|Work Force Development Program, Jordan
Competiveness Program, SME Financing Program|25|\n|Germany - BMZ|Partnership for Prospects|200*|\n|Other donors: DFID,
JICA, GTZ, AFD,
CIDA, UNDP, Arab
Fund|Vocational Training, SME Support (including finance)|15|\n\n\n\n_Note_ : * FY2017 amount is US$200 million and FY2018 amount is US$150 million.\nAFD = Agence Francaise de Developpement; BMZ = German Federal Ministry for Economic Cooperation; CIDA =\nCanadian International Development Agency; DFID = U.K. Department for International Development; GTZ =\nGerman Agency for Technical Cooperation ; JICA = Japan International Cooperation Agency; UNDP = United\nNations Development Programme ; OPIC = Overseas Private Investment Corporation\n\n\n**D.** **Disbursement-Linked Indicators** **and Verification Protocols**\n\n\n30. **The proposed Program’s disbursement-linked indicators (DLIs) were developed in close**\n**consultation with the Government and were selected using the following criteria:**\n\n\n(a) Relevance to the economic opportunity objective of the Compact and other key\ngovernmental strategies (Vision 2025)\n\n\n(b) Incentive to drive impact—focus on results of the ground\n\n\n(c) Simplicity\n\n\n(d) Scalability—they can be spread over a number of years to reinforce reform momentum\n\n\n(e) Timeliness—so an appropriate disbursement pattern can be achieved\n\n\n(f) Verifiable\n\n\n31. **Underlying the proposed investment climate actions is the need to improve the overall**\n**governance of private sector-related policymaking.** Measures that this PforR will support include\nimproving the regulatory governance framework in Jordan; reducing regulatory uncertainty; improving\npredictability; and reducing red tape, which should reduce arbitrariness and unfair treatment of investors.\nTaken together, these measures should also improve public stakeholder accountability as well as regulatory\nservice delivery.\n\n\n10\n\n\n",
+ "datasets": [],
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+ "pages": [
+ 18
+ ]
+ }
+ },
+ {
+ "input_text": "32. **The five DLIs summarized in Table 4 are detailed in Annex 1.**\n\n|Col1|Table 4. Description of the DLIs|\n|---|---|\n|**DLI**|**Description**|\n|**Theme 1: Improving Labor Market**|**Theme 1: Improving Labor Market**|\n|1|Number of work permits issued to Syrian refugees|\n|2|Annual public disclosure by Better Work Jordan of report on factory-level compliance with a list
of at least 29 social and environmental-related items|\n|**Theme 2: Improving Investment Climate**|**Theme 2: Improving Investment Climate**|\n|3|Establishment and implementation of selected simplified and predictable regulations for the
private sector, including household businesses|\n|4|Increase in number of enterprises on the Customs Golden List|\n|**Theme 3: Improving Investment Promotion**|**Theme 3: Improving Investment Promotion**|\n|5|Number of investments benefitting from investment facilitation by JIC|\n\n\n\n_**Theme 1: Improving the Labor Market**_\n\n\n33. **The number of work permits issued to Syrian refugees.** In support of the implementation of the\nCompact, the GOJ will issue each year work permits to Syrian refugees (as set out in the table below). **In**\n**addition, in order to ensure sustainability, GOJ will take all agreed upon necessary measures to**\n**facilitate the issuance of work permits for refugees.** Specific agreed upon measures will be detailed in\nthe Program Operational Manual. To achieve DLI#1 prior result, 20,000 work permits are to be issued\nbetween April 8 and October 31, 2016 to Syrian refugees.\n\n\n**Table 5. DLI#1: The Number of Work Permits Issued to Syrian Refugees**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n34. **This PforR supports the implementation of the Jordan Compact, which includes**\n**commitments from the Government of Jordan and the international community.** Jordan's ability to\nimplement its Compact commitments remains tied to the continued support provided by the international\ncommunity and fulfillment of its London commitments.\n\n\n35. **Better Work** is a joint International Labor Organization (ILO) and IFC program that provides\nassessment, advisory, and training services to factories and to improve working conditions and increase\ncompliance with international labor protection standards (child labor, working conditions, and so on) and\nlocal labor law. **Labor compliance with Better Work will be fostered through DLI # 2:** **Annual public**\n**disclosure by Better Work Jordan of report on factory-level compliance with a list of at least 29 social**\n**and environmental-related items.** This Program will be expanded to include factories exporting using\nthe EU trade preference. A major concern of stakeholders has been the nondisclosure of the findings of\nthese inspections. The proposed DLI will require disclosure of inspection findings. This compliance is also\nan important part of the investment value proposition.\n\n\n_**Theme 2: Improving the Investment Climate**_\n\n\n11\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 19
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+ }
+ },
+ {
+ "input_text": "36. **Business environment.** Jordan has a very poor track record of implementing business climate\nreforms.This is reflected in poor performance in Doing Business measures such as distance to the frontier\nand the World Economic Forum Competitiveness Index. The reasons for this poor performance relate to a\nlack of systematic processes to identify and implement reforms. Often, reforms are donor driven rather than\ndeveloped organically and, as a result, there is very little buy-in from stakeholders and poor implementation\nof regulations. Processes to ensure implementation of reforms are also weak. **Businesses face a**\n**constraining regulatory environment in Jordan, limiting the potential for formal entrepreneurship**\n**and job creation, including home-based enterprises** . The objective behind the proposed reforms is to\ncreate momentum and address regulatory areas that are important impediments to business growth.\n\n\n37. **This Program aims to institutionalize a systematic ‘home-grown’ process that will improve**\n**the business climate.** This includes (a) establishment of a deliberative and consultative process that\nprovides a menu of reforms; (b) predictability measures to ensure any new reforms are subject to a public\nnotice and consultation process; (c) development of a measurement system to assess implementation\nprogress; and (d) articulation of clear targets. The menu may contain reforms identified at the start of\nimplementation of the PforR as well as those identified through a consultative process during the Program\nlifetime.\n\n\n38. **In approaching the investment climate area, a multipronged approach has been developed.**\n\n\n - The first prong addresses the medium- to long-term challenge of developing a predictable,\nsystematic approach to regulatory reform. The actions will be identified in consultation with\nthe private sector. A measurement system and a baseline will be put in place.\n\n\n - The second prong aims to provide immediate impetus to implementing reform by focusing on\none regulatory area highly relevant to the business environment that can make an immediate\nimpact while two others will be identified during the Program implementation, through a\nstructured public-private open dialogue process.\n\n\n - The third prong aims to facilitate the formalization of home-based enterprises. Home-based\nwork (household enterprises) for many countries provides marginalized people—particularly\nwomen—work opportunities. In Jordan, where 65 percent of the working age population is\nnot working formally, addressing some of the regulatory barriers to establishing these\nbusinesses could encourage more formalization of home-based enterprises, potentially\nleading to increased market access for some of them.\n\n\n39. Another critical area of the business environment that will be supported by the Program is trade\nfacilitation in order to take advantage of the EU trade preferences.\n\n\n12\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ "input_text": "40. **Simple and predictable regulations for the private sector including household businesses** .\n\n\n**Table 6. DLI#3: Establishment and Implementation of Selected Simple and Predictable Regulations for the**\n\n\n\n\n\n\n\n|Private Sector Including Household Businesses|Col2|\n|---|---|\n|DLR 3.1: A reform establishing a predictability process for issuance of business regulations has
been identified and adopted following an inclusive public-private dialogue and a measurement
system (including baseline identification) has been prepared.|2017|\n|DLR 3.2: One key business regulatory reform has been identified following an inclusive public-
private dialogue, and a measurement system covering the time, cost, and complexity of the
compliance process has been prepared (including baseline identification).|2018|\n|DLR 3.3: 1000 officially established household enterprises, of which 100 are Syrian refugee owned
and 100 female owned.|2019|\n|DLR 3.4: 70 percent of business regulations mandatory to the private sector have been issued
following the predictability process adopted under DLR 3.1.|2020|\n|DLR 3.5: Regulatory burden on businesses has decreased by 30 percent following implementation
of business regulatory reform adopted under DLR 3.2.|DLR 3.5: Regulatory burden on businesses has decreased by 30 percent following implementation
of business regulatory reform adopted under DLR 3.2.|\n\n\n_Note:_ the baseline for household enterprises is 50. The target dates are indicative. Syrian businesses will be allowed\nto operate only in sectors open to foreigners.\n\n\n41. **Trade and customs: increase in the number of enterprises on the Customs Golden List.** The\nDLI#4 encourages an expansion of the Customs Golden List/Trusted Trader Program list of firms that\nreceive fast-track customs clearance. On an exceptional basis, these firms are subject to expedited clearance,\nincluding lowered guarantees, green channel streaming, cursory document review, and minimal to no\nphysical inspections. The aim is to increase the number of importers and exporters benefiting from reduced\nphysical inspections and increased customs clearance privileges.\n\n\n**Table 7. DLI # 4: Increase in Number of Enterprises on the Customs Golden List**\n\n\n\n\n\n\n\n_**Theme 3: Improving Investment Promotion**_\n\n\n\n\n\n42. **Attracting investment into Jordan is critical to generating jobs** . Three main avenues are\nexpected to attract new investments in Jordan in the near future. The first is what is known as the SEZ\napproach, which is based on the notion that if a sufficiently attractive business environment is created in\nspecific zones and EU market access is improved for these, then investors will develop enterprises that will\nbenefit both Jordanians and Syrian refugees. This would allow Syrian refugees to stay closer to their homes\nand enable an eventual return to their homeland. At the same time, it is recognized that this return would\ntake a number of years. The second avenue is encouraging new market development—this ranges from the\npotential that the future reconstruction of Syria to support from social entrepreneurs. The third avenue is\nencouraging the business diaspora (mainly Syrians) with existing export market links to establish businesses\nin Jordan. In addition, the proposed measures would help with the retention of existing investments\n(investor’s flight has become an issue in Jordan). The proposed DLI focuses on strengthening the\ninvestment promotion capability of the JIC. The DLIs will facilitate investment in Jordan and provide\neffective aftercare, including for firms of Syrian origin. This DLI has been developed in consultation with\nthe JIC.\n\n\n13\n\n\n",
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+ "input_text": "43. **As a first step, the JIC will remove the minimum capital requirements for foreign**\n**investments. The result to achieve will be the number of investments facilitated**, i.e. benefitting from\ninvestment facilitation by the JIC, which includes the following:\n\n\n(a) Basic communication/investor inquiries\n\n\n(b) Site visits facilitated\n\n\n(c) Secured investment commitment\n\n\n(d) Aftercare services\n\n\n44. The target number of facilitated in investments is 530, with the following indicative trend over the\nProgram implementation period:\n\n\n**Table 5. DLI#5: Number of Investments Benefitting from Investment Facilitation by the JIC**\n\n\n_**Verification**_\n\n\n45. **The verification process will be managed by the Program Management Unit (PMU) in**\n**MOPIC in coordination with the government Audit Bureau (AB).** The World Bank has confirmed that\nthe AB has sufficient credibility to act as the verifier for some of the DLIs of the PforR. However, AB has\nsignificant capacity constraints, and MOPIC has agreed that it will contract out to an independent third\nparty the verification procedures for some of the DLIs. Verification protocols have been established for\neach DLI (the details are included in the Annex 4). A PMU was established at MOPIC and will be\nresponsible for the Program coordination and implementation, as well as for managing the verification\nprocess of DLIs. MOPIC will coordinate with the government AB on verifying DLIs 1, 2, 4 and 5, and not\nlater than three months after effectiveness recruit independent verification agencies that will be responsible\nfor verifying the remaining DLI 3 under terms of reference satisfactory to the Bank. Apart from this, the\nPMU will be entrusted with compiling the annual financial statements and preparing any ad hoc financial\nreports to follow up on the Program financial activities, as necessary.\n\n\n**E.** **Capacity Building and Institutional Strengthening**\n\n\n46. **The World Bank and other development partners are undertaking substantial capacity**\n**building and institutional strengthening efforts in coordination with the PforR.** Some highlights of\nthis support include the following:\n\n\n(a) **Investment climate reform:** (i) Jordan Economic Legislation Reform (ASA financed by the\nMiddle East and North Africa Transition Fund), tackling the regulatory reform pillar; (ii)\nDoing Business Reform aiming at improving the business environment in areas measured by\nthe Doing Business report, including reforms on secured lending (collateral registry) that is\nkey to access to finance; and (iii) Inspections Reform (ongoing ASA), aiming at streamlining\nand simplifying the inspection regimes;\n\n\n(b) **Investment Promotion:** Jordan Competitiveness and Investment Promotion and Jordan\nInvestment Policy and Promotion projects (also financed by the Middle East and North Africa\nTransition Fund) are supporting the JIC—including relevant functions of the JIC: (i)\n\n\n14\n\n\n",
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+ "input_text": "developing the JIC investment window: simplification and standardization of the business\nregistration function and licensing (including permits and pre-approvals) in selected sectors\nand (ii) developing the JIC’s investment services: (1) promotion, (2) aftercare, grievance,\nlabor permits, residency cards, and vehicles permits; and (3) incentives management.\n\n\n47. **IFC has a longstanding engagement in Jordan and a strong commitment to support the**\n**Compact.** It has strategic investments in vocational training and the financial sector as well as advisory\nwork in public-private partnerships and access to finance.\n\n\n48. **Other capacity-building support is at present being mobilized and includes the following**\n**planned measures:**\n\n\n(a) Targeted investment promotion support focusing on the Syrian business diaspora. This\nactivity aims at attracting diaspora investors in Middle East and North Africa (Syrians,\nLibyans, and Yemenis), who have established themselves competitively in international\nmarkets but have lost their operating base, to a number of well-established SEZs in Jordan.\n\n\n(b) There is an effort to evaluate pilot initiatives to spur job creation and entrepreneurship among\nSyrian refugees.\n\n\n(c) Trade facilitation. This upcoming activity will support the GoJ in implementing key reforms\nand steps toward the reduction of the logistical burden in the port of Aqaba that is key to\nexports to the EU and to maximize the benefits of the upcoming preferential market access\nthat EU will grant to Jordan for the next 10 years (duty-free entry for a set of industrial\nproducts, main Jordanian exports).\n\n\n(d) Fostering the services sector such as (ICT), home-based work, construction services, and more\ngenerally professional services. The services sector is a priority of Jordan’s Vision 2025. It is\na large reservoir for jobs, especially for micro, small, and medium enterprises in the\nprofessional services and ICT sector. This is particularly the case for home-based work that\nthe Jordan PforR aims at fostering to create new economic opportunities for Jordanians and\nSyrian refugees (today licensing home-based work is almost impossible).\n\n\n(e) Developing the construction sector and improving its readiness to participate in the future\nreconstruction of Syria. The construction sector in Jordan is important because it provides\njobs to both Syrian refugees and Jordanians, thereby contributing to the economy, being selfreliant, and relieving tensions between refugees and host communities. Moreover, because of\nits proximity to Syria, Jordan could become a construction hub not only for the future\nreconstruction of Syria but also for the current construction needs in Al Mafraq and Irbid areas\nwhere the largest proportion of refugees live. For instance, Al Mafraq SEZ, near the north\nborder with Syria, has spare capacity that could be used as a construction platform.\n\n\n(f) Syrian refugee access to labor market, decent jobs, and skills. To achieve the main goal of the\nJordan Compact, the World Bank - through the PforR instrument and in coordination with the\ndonor partners and the ILO - will provide continuous support to the GoJ in devising the\npolicies and measures to enable smooth and effective participation of the Syrian refugee labor\nforce in the Jordanian labor market through facilitating their access to work permits and\ntraining. Support in the area of monitoring labor and environmental (safety) standards in\nmanufacturing will be provided to support the JIC in its social and environmental monitoring\nof the SEZs.\n\n\n15\n\n\n",
+ "datasets": [],
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 23
+ ]
+ }
+ },
+ {
+ "input_text": "**III.** **PROGRAM IMPLEMENTATION**\n\n\n**A.** **Institutional and Implementation Arrangements**\n\n\n49. **The counterpart agency for the PforR is MOPIC, which is responsible for overall**\n**implementation of the Compact.** With the assistance of USAID, MOPIC has established a PMU to\nmanage the implementation of the Compact. This unit will also be responsible for the implementation of\nthe PforR. The unit will have strong technical capacities in the key reform areas covered by the Compact\nas well as communications and monitoring and evaluation (M&E) functions. In the line ministries and\nagencies responsible for delivering the Program, some institutional strengthening is required. These\nrequirements are detailed in the Program Action Plan (PAP).\n\n\n50. **In terms of implementation, the PforR will rely on MOPIC and the general arrangements the**\n**Government has established for the coordination of the Compact implementation with key line**\n**ministries and agencies.** To strengthen its general economic reform capacity, the Government has recently\ncreated the position of a deputy prime minister charged with this responsibility. The key line ministries and\nagencies of the key results areas are detailed in Table 9.\n\n\n**Table 9. Key Implementation Ministries**\n\n\n\n\n\n\n\n\n\n|Col1|DLI Name|Responsible
Ministry/Agency|Implementing or
partnering agencies|\n|---|---|---|---|\n|1|Number of work permits issued to Syrian
refugees|MOL|Ministry of Interior|\n|2|Annual public disclosure by Better Work Jordan
of report on factory-level compliance with a list
of at least 29 social and environmental-related
items|MOL|Better Work Jordan (ILO-
IFC)|\n|3|Establishment and implementation of selected
simplified and predictable regulations for the
private sector including household businesses|Prime Minister’s
Office
The municipalities
|Ministry of Trade, Industry,
and Supply|\n|4|Increase in the number of enterprises on the
Customs Golden List|Jordan Customs||\n|5|Number of investments benefitting from
investment facilitation by the JIC|JIC|Ministry of Trade, Industry,
and Supply|\n\n\n**B.** **Results Monitoring and Evaluation**\n\n\n\n\n\n\n\n\n\n\n\n51. **At the heart of the M&E system is the Results Framework, which was** developed to support\nthese DLIs. [6] This Results Framework details the intermediate steps needed to achieve the DLIs including\nthe necessary capacity-building measures included in the PAP.\n\n\n52. **The M&E system fully aligns with the overall Compact M&E system.** The M&E system will\nbe managed by MOPIC. The PMU based in MOPIC will be responsible for monitoring and reporting on\nthe result indicators, in coordination with relevant ministries. The PMU will report on the program\nindicators to the Government and the World Bank on a regular basis (quarterly). The PMU will develop an\nextensive Results Framework, beyond the Program’s Results Framework, which will capture outputs and\nintermediate outcomes to show progress toward the PDO. The PMU will develop an M&E plan, which will\n\n\n6 See Annex 2\n\n\n16\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 24
+ ]
+ }
+ },
+ {
+ "input_text": "detail the processes of monitoring the Program, sources of data, frequency of collection, different roles and\nresponsibilities, and reporting requirements.\n\n\n**C.** **Disbursement Arrangements**\n\n\n53. **Disbursements will be made based on verified results, as measured by DLIs.** An advance of\nup to US$75,000,000 (or equivalent) to be split between the loan and credit will be paid upon effectiveness\nof the Program. This advance can be used for documentation of future achieved DLIs.\n\n\n54. For each achieved disbursement-linked result (DLR), a specific verification protocol has been\nestablished, as described in Annex 3 (Table 3.3) and will be further detailed in the Program Operations\nManual. As needed, verifications will be carried out either by the Jordanian AB or independent verification\nagents hired by the PMU. Verification reports are expected to be submitted within two months following\nachievement of results.\n\n\n55. Once the verification report has been completed, MOPIC will submit the documentation\naccompanied by the verification report to the World Bank. The World Bank will review and notify the GoJ\nto confirm (fully or partially) the achievement of results and the amount to be paid from each co-financier\naccordingly. Based on the notification, the GoJ can submit the related Withdrawal Applications through\nClient Connection and preferably through electronic submission.\n\n\n56. Within six months after the end of the Program, the GoJ will carry out an expenditure reconciliation,\nto ensure that the total Program Expenditure Framework exceeds the total amount paid by the World Bank.\nAny excess amount will be reimbursed by the GoJ. Likewise, any balance of the advance not documented\nby achieved DLIs will be refunded to the World Bank.\n\n\n**IV.** **ASSESSMENT SUMMARY**\n\n\n**A.** **Technical (including Program Economic Evaluation)**\n\n\n57. This Program aims at providing economic opportunities to Jordanians and Syrian refugees by\nexpanding markets and addressing the key constraints to investment, trade, and job creation as well as to\nSyrian refugee access to the job market. This Program is expected to provide net positive benefits to the\neconomy through the following:\n\n\n(a) **Improving the investment climate is expected to stimulate investments** . The business\nenvironment in Jordan needs significant improvement. The Program supports a number of\nareas: inspections, regulatory predictability, business regulations, and trade. Taken together,\nif implemented satisfactorily, these would improve the investment climate and send a strong\npositive signal to investors.\n\n\n(b) **The Program is expected to stimulate Jordan’s exports, supporting the current account,**\n**which is traditionally in deficit.** In July 2016, the EU granted Jordan preferential market\naccess by relaxing the Rules of Origin under the current EU-Jordan Association Agreement\nfor 10 years in a set of subsectors and limited to a set of 18 SEZs. The PforR will support\ntrade facilitation to reap the full benefits from this agreement and attract foreign direct\ninvestment in the selected subsectors, thereby increasing Jordanian exports to the EU. A\nsimilar preference granted by the United States in October 2000 generates today US$1.6\nbillion of exports a year and provides about 60,000 direct jobs.\n\n\n17\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 25
+ ]
+ }
+ },
+ {
+ "input_text": "(c) **Investment promotion,** attraction, and retention will facilitate the establishment and the\nexpansion of firms in Jordan, thereby creating new jobs that will benefit both Jordanians and\nSyrian refugees.\n\n\n(d) **Improving job prospects for Syrian refugees and Jordanians will benefit the entire**\n**economy.** Creating economic opportunities will allow Syrian refugees and Jordanians to\nimprove their economic well-being and will help ease the social tensions between the two\ncommunities.\n\n\n(e) **Improving job prospects for Syrian refugees will have large economic benefits** **as Syrian**\n**refugees will spend their revenues locally** (as opposed to sending them as remittances) and\nthrough the multiplier effect will create indirect jobs for both Jordanians and Syrian refugees.\n\n\n**Table 10. Benefits of the Program for Jordanians and Syrian Refugees**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Measure|Benefits for Jordanians|Benefits for Syrian refugees|\n|---|---|---|\n|**Labor Market**|**Labor Market**|**Labor Market**|\n|Work permits issued to
Syrian refugees|The increased incomes accruing to Syrian refugees
in Jordan will create multipliers in the economy
from which Jordanian jobs will flow.
Reduced financial burden (Syrian refugees will be
more self-sufficient and pay more taxes)
Complementary Syrian refugee skills will benefit
the economy, particularly when Syrian
reconstruction takes place.
|Formal access to the job market
Better conditions: more security
Increased income through job
creation
Right to seek economic
opportunities
Reduced potential for extremism
resulting from poverty and
idleness|\n|Annual public
disclosure by Better
Work Jordan of factory-
level compliance|Transparency in working conditions in manufacturing (garment sector first, then the
sectors covered by the EU trade agreement), which will lead to better enforcement of
labor and safety standards
|Transparency in working conditions in manufacturing (garment sector first, then the
sectors covered by the EU trade agreement), which will lead to better enforcement of
labor and safety standards
|\n|**Investment Climate**|**Investment Climate**|**Investment Climate**|\n|Predictability of the
regulatory process|Improve Jordan’s investment climate, reduce
firms’ compliance cost, and improve firm
productivity.
This will benefit all Jordanians through increased
employment and entrepreneurship opportunities,
including household enterprises.|Increased employment
opportunities and
entrepreneurship opportunities,
including household enterprises
|\n|Regulatory
simplification for SMEs
and household
enterprises
|Regulatory
simplification for SMEs
and household
enterprises
|Regulatory
simplification for SMEs
and household
enterprises
|\n|Expanding the Customs
Golden List|Improved trade logistics will increase firm
productivity and facilitate exports, which will have
spillover effects throughout the Jordanian
economy through an improved balance of payment
and job creation.|Increased employment
opportunities|\n|**Investment Promotion**|**Investment Promotion**|**Investment Promotion**|\n|Investments facilitated
by the JIC|Improve Jordan’s attractiveness to domestic and
foreign investors and retain and expand
investments in Jordan (in particular with the help|Increased income due to
increased employment
opportunities|\n\n\n18\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ }
+ },
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+ "input_text": "|Measure|Benefits for Jordanians|Benefits for Syrian refugees|\n|---|---|---|\n||of the EU trade deal) and the subsequent job
creation for Jordanians.
Increased income due to increased employment
opportunities||\n\n\n**B.** **Fiduciary**\n\n\n58. **A Fiduciary System Assessment (FSA) of the World Bank-financed Program was conducted**\n**in accordance with the World Bank’s policy on PforR financing.** The FSA considered whether the\nProgram systems provide reasonable assurance that the financing proceeds will be used for the intended\npurposes, with due attention to the principles of economy, efficiency, effectiveness, transparency, and\naccountability. The scope of the FSA covered the Program Institutional Framework, fiduciary management\nand procurement capacity and implementation performance, institutions, and systems responsible for\nanticorruption aspects within the Program. Findings from the assessment, as well as a review of existing\nanalytical and diagnostic work, conclude that the overall fiduciary and governance framework provides\nreasonable assurance that the financing processes will be used for the intended purposes to support the\nimplementation of the proposed PforR.\n\n\n59. **The overall fiduciary risk is rated Moderate.** The main risks and corresponding mitigation\nmeasures are specified in Section IV and Annex 5.\n\n\n60. **The Program will follow the country’s public financial management (PFM) systems used for**\n**the execution of the budget.** The funds of the World Bank will be transferred to the treasury current\naccount at the Central Bank of Jordan. MOPIC will be responsible for submitting withdrawal applications\nwith the necessary supporting documents evidencing DLI achievements. The Program annual financial\nstatements under the MOL and Ministry of Industry, Trade, and Supply (MoITS) will be audited by an\nindependent external audit firm acceptable to the World Bank, while the Program will rely on the PMUs’\n(JIC and Jordan Standards and Metrology Organization [JSMO]) existing auditing arrangements. A PMU\nhas been established at MOPIC and will be responsible for the Program coordination and implementation,\nas well as managing the verification process of DLIs. MOPIC will coordinate with Jordan AB on verifying\nDLIs 1, 2, 4 and 5 and contract independent verification agencies that will be responsible for verifying the\nremaining DLI 3. Apart from this, the PMU will be entrusted to compile the Program annual financial\nstatements and provide any ad hoc financial reports to follow up on the Program financial activities.\n\n\n61. **Financial management risks for the Program were examined along different dimensions.** Key\nrisks include the challenge of ensuring program proceeds reach Independent Public Government Units\n(IPUs) that do not usually receive funds from the Government. To address this starting the next fiscal year,\nbudget line items will be included under each IPU’s annual budget. Other challenges involve strengthening\nthe skills of the internal audit staff at the MOL, MoITS, and IPUs so that staff can produce quality audits\nas well as the quality of the external audit conducted by the Jordan AB. An external audit firm will be\ncontracted not later than six months after effectiveness to perform the audit and the scope will be expanded\nto cover assessing the internal controls over Program expenditures.\n\n\n62. **Despite efforts to reform the public procurement bylaw, there is currently no central**\n**oversight unit and no entity in charge of a common regulatory framework.** This fragmentation leads\nto a situation where the totality of Jordan’s procurement is covered by 56 separate bylaws. Substantial\nreform is required to address this situation, which is articulated in Annex 5. To mitigate these weaknesses,\nwhich include the shortcoming of an appeals mechanism and a lack of an independent policy and regulatory\nbody and complaint system, an independent committee as foreseen in the draft procurement bylaw of\nJordan, composed of representatives of the Ministry of Finance (MoF), Ministry of Public Works and\nHousing (MoPWH), Ministry of Public Sector Development (MOPSD), and Ministry of Planning, will be\n\n\n19\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
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+ "input_text": "appointed to review the procurement complaints in a timely and fair manner, based on a defined business\nstandard.\n\n\n63. **Once this mitigation measure has been put in place, the procurement arrangements related**\n**to the expenditures under the PforR will be sufficient because the capital investment is minimal and**\n**restricted to procurement of low-value goods and services that are generally required for operation**\n**of the institutions involved.**\n\n\n**C.** **Environmental and Social Effects**\n\n\n64. **The combined social and environmental risks are considered to be Substantial; however,**\n**these will be mitigated through specific actions proposed in Annex 6.** The overall social risks are\nexpected to be Substantial due to the perception held by host communities and other migrant communities\nthat Syrian refugees may be disproportionately benefiting from job opportunities and donor resources.\nFuture threats of crowding out in the labor market exist. There are clearer signs of this in the construction\nand wholesale and retail sectors. Legacy issues associated with low compliance of labor conditions as well\nas lack of compliance with environmental standards are also a risk. With regard to increasing women’s\nemployment for both Jordanian and Syrian refugees alike, the need for viable solutions to enable women\nto work—namely transportation and childcare—will be critical to provide culturally sensitive and safe\nemployment options. This is even more important if women want to work outside camps. Child labor is\nalso a concern, particularly as early signs of vulnerability and negative coping strategies (mobility, debt,\nasset selling, child labor, early marriage, begging, and so on) are prevalent among the Syrian refugee\npopulation.\n\n\n65. **To mitigate the social risks** described earlier, the PforR includes a DLI requiring annual public\ndisclosure by Better Work Jordan of reports on factory-level compliance with a list of at least 29 social and\nenvironmental-related items. This DLI will help mitigate social risks, as well as environmental risks specific\nto occupational health and safety standards. This public disclosure DLI is expected to incentivize an\nincrease in compliance, improve MOL monitoring, and serve as a pilot for expansion to other laborintensive sectors.\n\n\n66. **The environmental risks are expected to be Moderate, with risks including worker health and**\n**safety, air pollution, industrial water effluent, and industrial waste management.** No PforR funds will\nsupport infrastructure financing.\n\n\n67. **The applicable federal and governorate environmental and social management systems in**\n**Jordan, from a legal, regulatory, and institutional perspective, are considered to be generally**\n**appropriate and comprehensive.** Therefore, no significant changes to the overall structure of these\nmanagement systems are required or proposed. However, the institutions, processes, and procedures at the\ngovernorate level are not supported by adequate human and/or financial capacity to operate as designed.\nEnforcement of the legal framework governing compliance on labor and environmental standards is weak.\n\n\n68. **Jordan’s environmental and social management systems will be strengthened by** (a) managing\nperception issues about who the winners and losers are in the program; (b) providing the human resources,\ntechnologies, and financial means for the MOL and Ministry of Environment to conduct compliance\nmonitoring of selected SEZ estates; (c) supporting the replication of the Worker’s Centers pilot at a zone\nlevel through other development partners (EU, ILO) to improve labor practices and occupational safety and\nhealth within SEZs; and (d) public reporting of factory-level compliance information on selected issues.\nFor further details, refer to Annex 6.\n\n\n20\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "69. Communities and individuals who believe that they are adversely affected as a result of a Bank\nsupported PforR operation, as defined by the applicable policy and procedures, may submit complaints to\nthe existing program grievance redress mechanism or the WB’s Grievance Redress Service (GRS). The\nGRS ensures that complaints received are promptly reviewed in order to address pertinent concerns.\nAffected communities and individuals may submit their complaint to the WB’s independent Inspection\nPanel which determines whether harm occurred, or could occur, as a result of WB non-compliance with its\npolicies and procedures. Complaints may be submitted at any time after concerns have been brought directly\nto the World Bank's attention, and Bank Management has been given an opportunity to respond. For\ninformation on how to submit complaints to the World Bank’s corporate Grievance Redress Service (GRS),\nplease visit http://www.worldbank.org/GRS. For information on how to submit complaints to the World\nBank Inspection Panel, please visit www.inspectionpanel.org\n\n\n**D.** **Risk Assessment**\n\n\n70. **The overall risk for this PforR is High given the many political, security, capacity, and**\n**implementation risks surrounding it (see also Annex 4).** The fiduciary and environmental and social\nrisks are discussed in the preceding paragraphs. The other risks are discussed in the following paragraphs.\n\n\n71. **Macroeconomic risk is rated Substantial.** As noted earlier, growth has been fairly lackluster as\na result of many shocks. Nevertheless, the Government has demonstrated an ability to manage these shocks.\nThe macroeconomic stability objective is supported by several programs and donors, including a US$723\nmillion extended arrangement under Extended Fund Facility approved by the IMF Executive Board in\nAugust 2016, as well as the ongoing series of World Bank development policy loans.\n\n\n72. **Sector strategies and policies risk is rated High.** There are significant risks to the achievement\nof the PDO and key results, some of which are not easily managed or mitigated, as they relate to whether\nthe new markets develop as expected. There are substantial labor market risks in matching both Syrian\nrefugees and Jordanians with the opportunities created. Financial markets are also underperforming and\nsubstantial reforms are required. These risks will be further mitigated by technical assistance provided by\nthe Bank and other development partners.\n\n\n73. **There are also risks related to the implementation of the Compact, as it includes complex**\n**measures that require strong institutional capacity.** Jordan has had a mixed track record in implementing\nthese kinds of programs in the past, which is why this risk is rated Substantial. The Program has been\ndesigned to mitigate these risks as much as possible, including by designing Disbursement-Linked\nIndicators that are focused on results and represent a mix of outputs and outcomes.\n\n\n74. **A core risk relates to the stakeholder buy-in and contribution to implementation of the**\n**Compact**, and hence this category is rated High. The relationship between host communities and refugees\nis fraught with difficulty, with hosts often being resentful. Going forward, improved job opportunities and\na sense that opportunities are fairly distributed will be important for maintaining and expanding social\nharmony. It will be essential to continue stakeholder consultations and broadly disseminate information\nabout the policies and programs being implemented.\n\n\n75. **This PforR supports the implementation of the Jordan Compact, which includes**\n**commitments from the Jordan government and the international community, in particular, in the**\n**context of this project, with regard to economic opportunities for Syrian refugees** . In the event that the\ninternational community’s financial commitments key to the implementation of the Jordan Compact are not\nmet, this will constrain GoJ’s ability to achieve the Program, including work permits issuance.\n\n\n21\n\n\n",
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+ }
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+ {
+ "input_text": "|Table 6. Systematic Operations Risk-Rating Tool (SORT)|Col2|\n|---|---|\n|**SORT**|**SORT**|\n|**Risk Category**|**Rating (H, S, M, L)**|\n|Political and Governance|**M **|\n|Macroeconomic|**S **|\n|Sector Strategies and Policies|**H **|\n|Technical Design of Project or Program|**M **|\n|Institutional Capacity for Implementation and Sustainability|**S **|\n|Fiduciary|**M **|\n|Environment and Social|**S **|\n|Stakeholders|**H **|\n|Other (International Community Support)|**H **|\n|**OVERALL**|**H **|\n\n\n**E.** **Program Action Plan**\n\n\n\n|Table 7. Program Action Plan|Col2|\n|---|---|\n|**Action**|**Legal**
**covenant**
**(Y/N)**|\n|Put in place a PMU within MOPIC to monitor the implementation of the Compact and PforR.|**Y **|\n|Issue a Prime Minister decree appointing the AB as a third-party verifier.
|**Y **|\n|Develop an Operations Manual for the PforR ‘Economic Opportunities for Jordanians and Syrian
Refugees’.
|**Y **|\n|Extend the period of free work permits and relaxed inspections targeting Syrian refugees for the next
two years (target date: September 2016)
|**Y **|\n|Disseminate information regarding eligibility, administrative process, and service standards for
obtaining work permits and Ministry of the Interior ID cards (target date: biannually starting
September 2016)
|**Y **|\n|Monitor and report quarterly: the number of work permits applied for and the number issued,
disaggregated by new work permits (first time to an individual), renewal work permits, change of
employer work permits, as well as by gender, sector/occupation, Governorate/camp and nationality.
(Target date: quarterly starting January 2017)
|**Y **|\n|Develop and implement a system that allows residents of refugee camps to enjoy mobility to search
for and attend work and put in place an advisory committee including members from the World
Bank, ILO, UNHCR, and the International NGO (INGO) coordinator (target date: December 2016)
|**Y **|\n|Monitor and report quarterly the number of leave permits applied for, the number received, and the
frequency of use, disaggregated by camp, gender, and age. (Target date: quarterly starting January
2017)
|**Y **|\n\n\n22\n\n\n\n\n",
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+ "input_text": "|Include refugees and economic migrants in the Department of Statistics Employment and
Unemployment Surveys (target date: quarterly survey starting January 2017)|Y|\n|---|---|\n|Carry out an awareness-raising campaign regarding household enterprises to inform the public about
the availability of this option and the reduced restrictions and incentives to foster the creation of such
businesses.
|**Y **|\n|Instruct the JIC to recruit 26 high caliber staff with relaxed salary constraints as recently allowed by
the Cabinet (target date: June 2017)|**Y **|\n|Publish and publicize an ‘investor’s guide’ for domestic and foreign investors with specific
information for Syrian investors and other restricted nationalities (target date: December 2017)
|**Y **|\n|Set up a Client Relationship Management (CRM) information technology (IT) system and database
for investor targeting and aftercare at the JIC (target date: December 2018)
|**Y **|\n|Strengthen the MOL’s Inspectorate Unit’s capacity to identify, track, and more effectively resolve
noncompliance on labor and environmental standards through the development of IT tools (database
and program) to enable staff to input and monitor data (including development of a baseline data on
labor and environmental compliance to standards); establish linkages with other entities within the
MOL (such as hotline, child labor, operational safety and health [OSH]), Ministry of Environment,
and Ministry of Social Development; and increase effectiveness of their resolution (target date: June
2017).|**Y **|\n\n\n23\n\n\n\n\n",
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+ "text": "investor’s guide",
+ "confidence": 0.6210481524467468,
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+ "description": null,
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+ "is_used": "False",
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+ "text": "baseline data",
+ "confidence": 0.6308659315109253,
+ "start": 274,
+ "end": 276
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+ "description": null,
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+ "confidence": 0.6550696492195129,
+ "start": 160,
+ "end": 161
+ },
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "hotline",
+ "confidence": 0.7294760346412659,
+ "start": 302,
+ "end": 303
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
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+ "author": null,
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+ "publication_year": {
+ "text": "2017",
+ "confidence": 0.6713531017303467,
+ "start": 343,
+ "end": 344
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+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
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+ }
+ ],
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
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+ }
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+ {
+ "input_text": "**Annex 1: Detailed Program Description**\n\n\n1. **This PforR aims at improving economic opportunities for Jordanians and Syrian refugees** by\nexpanding markets and addressing the key constraints to investment, trade, and job creation as well as to\nSyrian refugee access to the job market.\n\n\n2. **There is an overall program in which the following market opportunities exist and on which**\n**investment promotion efforts will focus:**\n\n\n(a) The EU trade preference\n\n\n(b) The potential Syrian reconstruction market\n\n\n(c) The Syrian diaspora investments\n\n\n(d) International goodwill to help and invest in Jordan (GCC, EU investors)\n\n\n3. **The PforR supports the government program in three main areas:**\n\n\n - Labor market reform\n\n\n - Investment climate reform\n\n\n - Investment promotion reform\n\n\n4. Each of these areas is discussed in Table 1.1, explaining the overall government program on the\ntopic, the logic of including the DLI in the reform, the role of other development partners, and the\ninstitutional arrangements for delivery.\n\n\n**Table 1.1. Alignments, Rationale, and Delivery Arrangement of the PforR**\n\n\n\n\n\n|Main Areas of
Alignment of the
Government Program
and PforR|Description of Government Program and
Rationale for DLIs|Role of Other Development Partners
and Institutional Arrangements for
Delivery|\n|---|---|---|\n|Labor market reform|The government program has two main
elements: providing Syrian refugees with
the right to work and supporting this with
strong vocational training that benefits both
Jordanians and Syrian refugees. In
providing the Syrian refugees the right to
work through the granting of work permits,
there are three main challenges to
improving their situation: (a) providing
them a status that allows them to participate
in the formal labor market or work in a
‘self-employment’ capacity; (b) for the
refugees in the camps, ensuring daily leave
rights so they can access work; and (c)
guaranteeing that when they work formally
there are strong labor standards enforcement
in place. The DLIs that are detailed below
address these three issues.|This area is led by the MOL. It has
established capacity to support and
develop these reforms. It is liaising closely
with the ILO and the World Bank in
implementing the work permit reform that
commenced in earnest in May 2016. Many
implementation issues have been
identified and subsequently resolved in a
very proactive and collaborative manner.
As of July 14 the Prior Result target of
20,000 permits was achieved. Other
development partners such as the EU and
USAID are closely monitoring the
situation. Better Work, which will be a
core implementing partner for the DLI#2,
is a joint venture of the ILO and IFC.|\n\n\n24\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 32
+ ]
+ }
+ },
+ {
+ "input_text": "|Investment climate
reform|The government program has the following
elements: (a) developing a systematic
approach to improving the investment
climate, (b) resolution of regulatory
impediments, and (c) streamlining
implementation aspects notably inspection
reform. The DLIs that are detailed below
address all three of these aspects. The DLIs
encourage (a) stronger regulatory processes,
including encouraging more predictability
on the part of the Government; (b) the
implementation of some immediate
reforms; and (c) support to current efforts to
carry out licensing reform. Collectively,
these measures will encourage a mindset of
controlling the private sector to one of
facilitating the private sector and at the
same time protecting the public with an
appropriate set of regulations.|This topic is coordinated by MOPIC,
given the large amount of interministerial
coordination required. The main
implementing agencies are the MoITS and
the JIC. There is substantial donor support
for this work, which by its nature requires
substantial technical assistance. Notable
contributors are the World Bank Group,
USAID, and the EU.|\n|---|---|---|\n|Investment promotion
reform|The government program primarily entails
building the capability of the JIC for it to
become a fully effective investment
promotion agency. This means developing a
proactive and effective role in facilitating
investment from existing investors (the
major source of investment) and new
investors. The DLI is focused on this
objective.|This topic lies with the JIC and requires
substantial capacity-building measures.
The JIC has been working for some time
on developing a strengthening plan but has
not managed to recruit the appropriate
staff. . Once staffing issues are resolved
(an item of the PAP), the broader objective
of improved investment promotion will be
achieved with technical assistance support.
This latter challenge is well recognized
and technical assistance support is being
provided by the World Bank Group,
USAID, and DFID.|\n\n\n\n5. **The DLIs that incorporate the detailed Program are set out below:**\n\n\n**DLI#1: Number of work permits issued to Syrian refugees**\n\n\n_Context_\n\n\n6. Recognizing the risk that Syrian refugees could remain in Jordan for an extended period and would\nbe dependent on others if they are unable to earn an income, the GoJ has committed as part of the Compact\nto allowing economic opportunities for 200,000 Syrian refugees. This PforR supports the implementation\nof economic opportunities for 130,000 Syrian refugees. In the past several months, the Government has\ntaken several steps toward this goal and the number of Syrian refugees holding work permits. Between,\n90,000 and 130,000 Syrian refugees are still working illegally, largely because their employers are\nunwilling to submit appllications on their behalf. [7]\n\n\n_DLI Description and Targets_\n\n\n7. **The number of work permits issued to Syrian refugees.** In support of the implementation of the\nCompact, the GOJ will issue, each year, work permits to Syrian refugees (as set out in the table below). In\naddition, in order to ensure sustainability, GOJ will take all agreed upon necessary measures to facilitate\n\n\n7 For more details on the context, please see the technical annex on labor (Annex 4).\n\n\n25\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 33
+ ]
+ }
+ },
+ {
+ "input_text": "the issuance of work permits for refugees. Specific agreed upon measures will be detailed in the Operations\nManual. To achieve DLI#1 prior result, 20,000 work permits are to be issued between April 8 and October\n31, 2016 to Syrian refugees.\n\n\n**Table 1.2. DLI#1: The Number of Work Permits Issued to Syrian Refugees**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n8. _Suggested steps to Be Taken to Achieve the Results_ . Over the medium term, a significant number\nof new jobs are expected to be created for Jordanians and Syrian refugees through investment associated\nwith improvements in access to the EU market and in the business climate. More immediately, the goal of\n130,000 job opportunities can be reached by legalizing work for Syrian refugees and by increasing the\nincentives for employers to hire Jordanians and Syrian refugees.\n\n\n9. Other measures should contribute to reaching the target of 130,000 work permits:\n\n\n(a) Extend the period of free work permits and relaxed inspections for the first two years if\nimplementation (target date: September 2016)\n\n\n(b) Disseminate information regarding eligibility, administrative process, and service standards\nfor obtaining the Ministry of Interior ID cards, work permits, and (work-related) camp leave\npermits (target date: biannually, starting September 2016)\n\n\n**DLI #2: Annual public disclosure by “Better Work Jordan” of a report on factory-level compliance**\n**with a list of at least 29 social and environmental-related items**\n\n\n_Context_\n\n\n10. Lessons learned based on an evaluation of five SEZs conducted by USAID and recent compliance\nsynthesis reports prepared by Better Work Jordan have provided a sound basis of understanding of the risks\nand opportunities for actions that strengthen labor standards. Compliance with ILO and Jordanian labor and\nenvironmental standards varies across sectors, companies, and SEZs.\n\n\n11. Transparent reporting will be achieved through the publication of factory-level compliance\ninformation on selected issues assessed by “Better Work”. As part of public reporting, garment factories\nare identified by name along with their compliance findings, and the information is made public on the\nBetter Work website.\n\n\n12. Experience in other Better Work countries has shown that public reporting on compliance can\naccelerate change toward a more responsible and competitive garment industry. Specifically, experience\nshows that public reporting facilitates the following:\n\n\n(a) Raises the compliance levels across the sector. Research on Better Factories Cambodia has\nshown that transparent reporting significantly lowered the probability of noncompliance.\n\n\n(b) Helps high-compliance factories distinguish themselves from those with a weaker compliance\ncommitment.\n\n\n26\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 34
+ ]
+ }
+ },
+ {
+ "input_text": "(c) Spurs changes in factories with chronically low compliance. Even suppliers without\nreputation-sensitive buyers improved their levels of compliance upon transparent reporting.\n\n\n(d) Protects the reputation of the country’s industry. In the past, entire industries have had their\nreputations damaged because of a few low-compliance factories. Transparent reporting\nprojects a true picture of a country’s industry. Furthermore, it strengthens the competitive\nadvantage deriving from participation in Better Work, as participating countries reinforce\ntheir commitment to labor compliance.\n\n\n13. However, based on Better Work Jordan’s assessment of compliance with labor standards in the\ngarment industry, despite some significant improvements, there remain relatively low levels of compliance,\nparticularly on certain issues and in certain factories. Given that the baseline for compliance is low, it is\nunrealistic to expect that Jordanian firms will attain full or high levels of compliance on all issues. This\ngood practice is implemented in Haiti, Cambodia, Vietnam, Indonesia and soon in Bangladesh.\n\n\n14. While it is a national program, it will support the JIC that oversees the SEZs and is providing\nspecific guidance on labor and safety-related issues. It is important that the Government demonstrates\ncommitment to making efforts to curb low compliance based on international best practices.\n\n\n_DLI Description and Targets_\n\n\n15. Public disclosure annually by Better Work Jordan, through the http://betterwork.org/jordan\nwebsite, of factory-level compliance on issues, including major labor and safety violations.\n\n\n16. The process of transparent reporting is as follows:\n\n\n(a) Better Work completes an assessment (assessments take place year round and are random and\nunannounced for each factory).\n\n\n(b) Factories receive a draft of the full assessment report regarding compliance on all assessment\nquestions, including information on whether the issues subject to public reporting are in\nnoncompliance.\n\n\n(c) When the assessment report is finalized, the factory’s compliance with the 29 publicly\nreported issues is published online, on the Better Work Transparency Portal (for all factories\nthat have had at least two assessments).\n\n\n(d) In response, factories can upload documents and photos on the public reporting website\n(including information from assessment reports).\n\n\n(e) A factory’s compliance findings remain on the website until a new assessment report is\npublished, at which point the website is updated to reflect the factory’s most recent assessment\ndata.\n\n\n(f) Every time a new assessment is completed for a factory, new compliance data replaces old\ndata.\n\n\n(g) Compliance data on factories that had not yet had two assessments when public reporting was\nlaunched is published following a factory’s second assessment.\n\n\n27\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "transparent reporting",
+ "confidence": 0.8747605085372925,
+ "start": 23,
+ "end": 25
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+ "description": null,
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+ "author": null,
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+ "geography": {
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+ "confidence": 0.5905746817588806,
+ "start": 102,
+ "end": 103
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+ "reference_population": null,
+ "is_used": "False",
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+ },
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+ "text": "assessment report",
+ "confidence": 0.9019731283187866,
+ "start": 312,
+ "end": 314
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+ "description": {
+ "text": "compliance on all assessment\nquestions",
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+ "start": 315,
+ "end": 320
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+ "data_type": null,
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+ "geography": {
+ "text": "Jordan",
+ "confidence": 0.5564867854118347,
+ "start": 247,
+ "end": 248
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+ "publication_year": null,
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+ "text": "Factories",
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+ "start": 305,
+ "end": 306
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
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+ "text": "Better Work Transparency Portal",
+ "confidence": 0.6430461406707764,
+ "start": 362,
+ "end": 366
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+ "description": null,
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+ "producer": null,
+ "geography": null,
+ "publication_year": null,
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+ "reference_population": {
+ "text": "Factories",
+ "confidence": 0.9236761331558228,
+ "start": 305,
+ "end": 306
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "compliance data",
+ "confidence": 0.8627017140388489,
+ "start": 458,
+ "end": 460
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "factories",
+ "confidence": 0.910185694694519,
+ "start": 470,
+ "end": 471
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 35
+ ]
+ }
+ },
+ {
+ "input_text": "**Table 1.3. Description of Social and Environmental-related Items to Be Disclosed**\n\n\n\n\n\n\n\n\n\n|No.|Cluster|Issue|\n|---|---|---|\n|1|Child labor|Workers under age 16|\n|2|Discrimination|Terminating workers who were pregnant or on maternity leave or forcing them to
resign|\n|3|3|Conditions of work (gender)|\n|4|4|Sexual harassment|\n|5|Forced labor|Forced overtime under threat of penalty|\n|6|6|Free exit from the workplace at all times, including during overtime|\n|7|7|Workers’ access to their personal documents (such as birth certificates, passports,
work permits, and ID cards)|\n|8|Freedom of
association|Attempts to interfere with, manipulate, or control the union(s)|\n|9|9|Punishment of unionists|\n|10|10|Termination or nonrenewal of worker’s employment contract due to union
membership or activities|\n|11|11|Requiring workers to join a union|\n|12|12|Implementation of collective agreement|\n|13|13|Punishing workers for participating in a strike|\n|14|Occupational
safety and health|Periodic emergency drills|\n|15|15|Accessible emergency exists|\n|16|16|Number of emergency exits|\n|17|17|Fire detection and alarm system in the workplace|\n|18|18|Joint worker/management OSH committee|\n|19|19|Storage of chemicals and hazardous substances|\n|20|20|Providing drinking water|\n|21|21|Preparation for emergencies in the accommodation|\n|22|22|Protection against fire in the accommodation|\n|23|Compensation|Payment of minimum wage for regular workers|\n|24|24|Payment of ordinary overtime|\n|25|25|Informing workers about wage payment and deduction|\n|26|26|Payment for maternity leave|\n|27|Contracts and
human resources|Bullying, harassment, or humiliation treatment of workers|\n|28|28|Steps to ensure that migrant workers do not pay any unauthorized fee|\n|29|Access denied to Better Work|Access denied to Better Work|\n|30|Others, as required for each sector|Others, as required for each sector|\n\n\n_Note_ : The abovementioned 29 social and environmental-related items are in addition to others as required for each\nsector.\n\n\n\n_Suggested Steps to Be Taken to Achieve the Results_\n\n\n17. Public reporting will be launched in all garment factories currently participating in Better Work\nJordan, starting in 2017. Garment factories that participate with Better Work, including in Jordan, are\nassessed once a year. Public reporting of findings on the 29 issues (or more) will be done for all factories\nthat have had at least two assessments. Outside the garment firms that participate in the program, a\nsystematic baseline on compliance is not available. As the SEZs develop and open new businesses, the\npublic reporting model will also be applied to non-garment factories in the SEZs. Better Work foresees this\nphase of the rollout starting in 2018, dependent on the rollout of the SEZs themselves. Following an initial\nlaunch that will include findings from assessments over a set period, for example, six months, data will be\nuploaded throughout the year. Each factory’s compliance information will be published online shortly after\nthe assessment is approved by Better Work and released to the factory.\n\n\n28\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "ID cards",
+ "confidence": 0.6457629799842834,
+ "start": 151,
+ "end": 153
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "workers",
+ "confidence": 0.6388848423957825,
+ "start": 219,
+ "end": 220
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Fire detection and alarm system",
+ "confidence": 0.5827714204788208,
+ "start": 287,
+ "end": 292
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "workers",
+ "confidence": 0.6053907871246338,
+ "start": 219,
+ "end": 220
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "social and environmental-related items",
+ "confidence": 0.5523938536643982,
+ "start": 477,
+ "end": 481
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Public reporting",
+ "confidence": 0.7017356753349304,
+ "start": 503,
+ "end": 505
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": {
+ "text": "Better Work",
+ "confidence": 0.5708324909210205,
+ "start": 450,
+ "end": 452
+ },
+ "producer": null,
+ "geography": {
+ "text": "Jordan",
+ "confidence": 0.7571919560432434,
+ "start": 517,
+ "end": 518
+ },
+ "publication_year": null,
+ "reference_year": {
+ "text": "2017",
+ "confidence": 0.8159569501876831,
+ "start": 521,
+ "end": 522
+ },
+ "reference_population": {
+ "text": "garment factories",
+ "confidence": 0.9430922269821167,
+ "start": 510,
+ "end": 512
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "SEZs",
+ "confidence": 0.756844162940979,
+ "start": 588,
+ "end": 589
+ },
+ "dataset_tag": "non-dataset",
+ "description": {
+ "text": "findings from assessments over a set period",
+ "confidence": 0.608545184135437,
+ "start": 638,
+ "end": 645
+ },
+ "data_type": null,
+ "acronym": null,
+ "author": {
+ "text": "Better Work",
+ "confidence": 0.5471476316452026,
+ "start": 450,
+ "end": 452
+ },
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": {
+ "text": "2018",
+ "confidence": 0.64961838722229,
+ "start": 620,
+ "end": 621
+ },
+ "reference_population": {
+ "text": "non-garment factories",
+ "confidence": 0.7508949637413025,
+ "start": 604,
+ "end": 606
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "assessments",
+ "confidence": 0.6196689605712891,
+ "start": 640,
+ "end": 641
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": {
+ "text": "Better Work",
+ "confidence": 0.9425155520439148,
+ "start": 610,
+ "end": 612
+ },
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": {
+ "text": "2018",
+ "confidence": 0.5359739661216736,
+ "start": 620,
+ "end": 621
+ },
+ "reference_population": {
+ "text": "non-garment factories",
+ "confidence": 0.7361186146736145,
+ "start": 604,
+ "end": 606
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 36
+ ]
+ }
+ },
+ {
+ "input_text": "**DLI#3: Establishment and implementation of selected simplified and predictable regulations for the**\n**private sector including household businesses**\n\n\n_Context_\n\n\n18. **Jordan’s legal regime, administrative process, and enforcement of regulations related to**\n**business activity are widely regarded as complex, unpredictable, and fragmented.** A number of\nreviews have confirmed the consensus among both Jordanians and foreign observers that the overall regime\nsuffers from a lack of coherence, transparency, and predictability for investors. A continuous regulatory\ntransformation and discretionary implementation through administrative instructions have undermined\nefforts to improve the business climate. Often, changes occur without public notice, consultation, or\nrationale. Some changes result in contradictions with other measures relating to the same function or\nincentive. Changes in fees and documentary requirements may come in the middle of the compliance\nprocess without notice or opportunity to adapt or appeal.\n\n\n19. Accordingly, a more predictable process in the production of laws, bylaws, and regulatory changes\naffecting businesses is needed for Jordan.\n\n\n20. **Businesses face a constraining regulatory environment in Jordan, limiting the potential for**\n**formal entrepreneurship and job creation, including home-based enterprises.** Along reforms\nimproving the business environment for investors, reducing the regulatory burden for SMEs is a\nGovernment priority to spur entrepreneurship and job creation. For a specific category of businesses, homebased enterprises, the proposed reform entails a simplification of access to a home-based business license,\nwhich should eventually be dropped as a requirement for most home-based activities that do not present\nany risk to health, safety, or the environment.\n\n\n21. **Household enterprises (home-based businesses).** The Greater Amman Municipality (GAM) is\nthe only municipality that allows the licensing of home-based businesses through a set of instructions that\nwere issued in 2011 and 2012. This was expected to boost entrepreneurship and encourage informal homebased businesses to register and eventually improve their formal market access opportunities. However,\nonly 50 home-based businesses registered at GAM so far, reflecting either lack of information on this\nlicense or lack of interest of informal home-based firms to formalize or a process that appears too\nburdensome. **Household enterprises could be a very important channel for job creation and enterprise**\n**formalization. They could offer opportunities for Jordanians and Syrian refugees alike, and**\n**particularly for women** .\n\n\n22. Simplifying the process to access such licenses could encourage more entrepreneurs or household\nmembers to launch home-based businesses or to formalize if they are already active. Ideally, household\nbusinesses should be exempted from municipal licensing, as in other countries, with the exception of\nactivities that present a risk to health, safety, or the environment.\n\n\n23. **Moreover, formalizing Syrian refugee businesses and removing barriers to Syrian refugee**\n**entrepreneurship fulfills a commitment of the Jordan Compact** _**.**_\n\n\n24. **Regulatory simplification process to reduce the burden on SMEs.** As indicated by the Doing\nBusiness report and other indicators, the regulatory environment in Jordan is cumbersome and sometimes\nunpredictable in its implementation. This hurts primarily SMEs that cannot cope with uncertainty and the\ncost of regulatory burden. There is a need for the private sector and the Government to work together in a\nconsultative manner to identify key regulatory and licensing reforms that could reduce such burden. Such\na public-private dialogue process would be put in place to identify, within 12 months, one regulatory reform\narea that is deemed important to the business community and that the Government commits to pursue. The\n\n\n29\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 37
+ ]
+ }
+ },
+ {
+ "input_text": "goal will be on the one hand to initiate a culture of public-private dialogue to identify priority reforms and\nto act upon them and on the other hand to reduce the regulatory burden on firms in a concrete and palpable\nway by businesses (in the form of reduced time, cost, and process complexity to comply with a given\nregulation—as measured by a composite index of these three dimensions of regulatory burden).\n\n\n_DLI Description and Targets_\n\n\n25. This DLI entails the design and implementation of three reforms in consultation with the private\nsector. Two reform areas have been identified, which are predictability of regulatory changes and homebased businesses. The third reform area will be identified through a systemic public-private dialogue\nprocess.\n\n\n\n\n\n\n\n\n\n|Table 1.4. Detailed Description of the Targets of DLI#3|Col2|\n|---|---|\n|DLR 3.1. A reform establishing a predictability process for issuance of business regulations has
been identified and adopted following an inclusive public-private dialogue and a measurement
system (including baseline identification) has been prepared.|2017|\n|DLR 3.2. One key business regulatory reform has been identified following an inclusive public-
private dialogue and a measurement system covering the time, cost, and complexity of the
compliance process has been prepared (including baseline identification).|2018|\n|DLR 3.3. 1000 officially established household enterprises of which 100 are Syrian refugee owned
and 100 female owned.|2019|\n|DLR 3.4. 70% of business regulations mandatory to the private sector have been issued following
the predictability process adopted under DLR 3.1.
DLR 3.5. Regulatory burden on businesses has decreased by 30% following implementation of
business regulatory reform adopted under DLR 3.2.|2020|\n\n\n_Notes_ : The target dates are indicative.\n\n\n\n\n\n_Note_ : The baseline is 50 household enterprises in 2016. Syrian businesses will be allowed to operate only in sectors\nopen to foreigners.\n\n\nRegulations’ can include laws, bylaws, instructions, decrees, decisions, and so on, as will be defined by the proposed\npredictability framework.\n\n\n**3.1** **Predictability** :\n\n\n26. Identify and implement measures that will improve the predictability and transparency of\nregulatory changes that impose mandatory compliance on businesses through new or amended regulations,\nsuch as laws, bylaws, instructions, decrees, and so on. This would entail the following:\n\n\n - Improved consultation with the private sector through a systemic and structured consultation\nprocess\n\n\n - Adopting notice and comment mechanisms to allow for public comments on new/amended\nregulations\n\n\n - Delayed entry into force to allow sufficient time for businesses to adjust to new compliance\nrequirements\n\n\n - Requirement to publish all such regulations in the official gazette to be effective and binding\nfor the private sector\n\n\n30\n\n\n",
+ "datasets": [],
+ "document": {
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+ "input_text": "**3.2** **Home-based Businesses**\n\n\n27. Identify and implement simplification measures as well as awareness campaigns across the country\nto enable an increasing number of home-based businesses to be formally created or existing ones to\nformalize.\n\n\n**3.3. Regulatory Simplification**\n\n\n28. Reduce the regulatory burden for SMEs in one area of the business environment that will be\nidentified through a systematic approach to regulatory reform that rests on a public private dialogue process\nthat will identify the regulatory reform to be implemented by the government, with targets and\nimplementation monitoring arrangement to be agreed with the private sector.\n\n\n_Suggested Steps to Be Taken to Achieve the Results_\n\n\n29. **Home-based enterprises.** Remove restrictions on the issuance of a municipal license for household\nenterprises either by removing the need for a municipal license or by simplifying procedures (and possibly\nreducing the fees) and the time needed to issue the license. **For instance, a simple notice system could**\n**replace the current municipal licensing procedures.**\n\n\n30. **In the short term:**\n\n\n - One option is to replace the current municipal licensing procedures by a simple notice system.\n\n\n - Amend GAM municipal instructions for home-based businesses (2012) to reduce restrictions\non the issuance of the home-based business license, possibly including reducing fees to a onetime fee (as low as JOD 5); streamlining procedures (limit pre-inspections to risky businesses\nto health, safety, and the environment); and reducing required documentation (construction\npermits and area maps, for instance) and time to issue the license.\n\n\n - Amend the municipal requirements to take into account constraints related to documentation\nfaced by Syrian refugees. The Ministry of Interior card or the UNHCR card could replace the\nID or passport.\n\n\n - Allow household enterprises to renew the municipal license online and for free.\n\n\n - Carry out an awareness raising campaign to inform the public about the availability of this\noption and the reduced restrictions to foster the creation of such businesses.\n\n\n31. **In the medium term:**\n\n\n - Exempt household enterprises from municipal licensing (the one-time fee could be\nmaintained) in all Jordanian municipalities.\n\n\n - Issue a household enterprise policy to foster the development of household enterprises,\nespecially for the youth and women.\n\n\n32. **Predictability.** Identify and design a predictability framework in consultation with the private\nsector. This entails drafting and issuing a regulation (law/bylaw/instructions/decree, and so on) to adopt\nand enact the framework. Implementation steps will depend on the specificities of the proposed framework.\n\n\n31\n\n\n",
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+ },
+ {
+ "input_text": "33. **Regulatory simplification.** One additional regulatory reform and the corresponding identification\npublic-private dialogue process, which will be initiated by the Government, by reaching out to key private\nsector organizations, particularly representative of SMEs and including regional and sector organizations.\nParticipants in this forum will be supplied by existing assessments of regulatory areas that merit reform so\nthat the consultations are focused on specific regulatory topics. Implementation steps in years 2, 3, and 4 to\nimplement the reform identified in year 1 will depend on the selected areas.\n\n\n**DLI#4: Increase in the number of enterprises on the Customs Golden List**\n\n\n_Context_\n\n\n34. Delays on the clearance process for goods either entering, exiting, or transiting Jordan affects the\ncompetitiveness of the country to grow the economy through trade. Faster, more efficient trade frees up\ninventory, improves cash flow, increases port capacity, attracts foreign investment, and reduces costs to\ntrade and for consumers. The more companies that are part of the Customs Golden List (to be expanded\ninto a Trusted Trader Program), the fewer the number of physical inspections, the greater the number of\npre-arrival releases, the greater the opportunity for regional mutual recognition programs, the lower the\ncustoms guarantees required, and the greater the coordination with Golden Lists from the other government\nagencies with border controls.\n\n\n_DLI Description and Targets_\n\n\n35. The number of firms on the Customs Golden List/Trusted Trader Program, that is, that are treated\nby exception for expedited clearance, including lowered guarantees, green channel streaming, cursory\ndocument review, and minimal to no physical inspections, should reach 300.\n\n\n36. Purpose and impact are to increase the number of importers and exporters benefiting from reduced\nphysical inspections and increased customs clearance privileges.\n\n\n**Table 1.5. Increase in the Number of Enterprises on the Customs Golden List**\n\n\n\n\n\n\n\n\n\n\n\n_Suggested Steps to Be Taken to Achieve the Results_\n\n\n - Expansion of the current Golden List program by customs (it has plans to add seven more\ncompanies within the next three months, so it will need to be more aggressive to meet the DLI\ntarget).\n\n\n - Migration of the Customs Golden List into a broader Trusted Trader Program that will include\na Silver List that proactively identifies companies, particularly SMEs, that have had no\nsignificant import or export issues and ‘graduates’ then to a Silver List with privileges before\nconsideration to Golden List (\n\n\n - Trade Community Outreach program for the new Trusted Trader Program—dialogue on the\nbenefits of the program and for customs to understand private sector issues.\n\n\n - Conversion of the Customs Golden List program to a Jordan Trader Golden List Program.\n\n\n32\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "**DLI#5: Number of investments benefitting from investment facilitation by the JIC**\n\n\n_Context_\n\n\n37. In promoting Jordan as an investment location, the JIC will be a key player. Hence, it will need to\ndeliver a mix of promotion and aftercare activities to attract new investors to Jordan building on the\nupcoming EU preferential market access and harnessing the investment potential of the Syrian diaspora,\nregional investors, and goodwill investors (corporate social responsibility investments). **Leveling the**\n**playing field for Syrian refugee entrepreneurs is a major commitment of the Compact.**\n\n\n_DLI Description and Targets_\n\n\n38. **This DLI aims at attracting and retaining investors mainly from the EU, Syrian diaspora,**\n**GCC, and others.** It has two components:\n\n\n(a) **Prior Result: Removing the minimum capital requirements of foreign investments.**\n\n\n(b) **After effectiveness, the result to achieve will be the number of investments facilitated,**\nthat is, benefiting from investment facilitation by the JIC, which includes\n\n\n(i) basic communication/investor inquiries;\n\n\n(ii) site visits facilitated;\n\n\n(iii) secured investment commitment; and\n\n\n(iv) aftercare services.\n\n\n39. The target number of facilitated in investments is 530, with the following indicative ramp-up over\nthe years:\n\n\n**Table 1.6. Number of Investments Benefitting from Investment Facilitation by the JIC**\n\n\n\n\n\n\n\n_Suggested Steps to Be Taken to Achieve the Results_\n\n\n - Instruct the JIC to recruit 26 high-caliber staff with relaxed salary constraints as allowed by\nthe Cabinet.\n\n\n - Publish and publicize an ‘investor’s guide’ for domestic and foreign investors with specific\ninformation for Syrian investors and other restricted nationalities.\n\n\n - Adopt and publish the JIC investment promotion strategy and implementation plan and its\ndetailed budget for year 1 (approved by the Board of Directors and/or supporting ministry).\n\n\n - Removing the salary cap could be a way to attract and retain highly qualified professionals.\n\n\n33\n\n\n",
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+ "input_text": "- Set up an investment promotion unit at the JIC and complete staffing (minimum of five\nqualified full-time equivalents hired in the investment promotion unit).\n\n\n- Set up a CRM IT system and database for investor targeting and investors’ aftercare. The\nCRM system will have defined standards of response, information library, and research\nsupport to build, manage, and track the relationships with investors throughout the investment\nlife cycle.\n\n\n- Set up an aftercare unit at the JIC (minimum of 5 qualified full-time equivalents hired) that\nprovides the following aftercare services _:_ (a) helping remove obstacles and solve problems\nfaced by investors in their start-up, operations, or expansion phases; (b) understanding\ninvestors, their needs, and perceptions; (c) building long-term, collaborative relationships\nwith investors and addressing the needs of these investors; (d) helping investors meet and\ncooperate with officials, local suppliers, service providers, and other investors; and (d)\nproviding information to investors about doing business locally.\n\n\n- Sign collaboration memorandums of understanding between relevant ministries/agencies,\nincluding with clear contact, periodic coordination meetings, and response/service-level\nagreements.\n\n\n34\n\n\n",
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+ "input_text": "|End Target (Year)|130,000 (2019)|Yes (2017)|TBD9 (2020)|Regulatory predictability process established (2017)|70% (2020)|Total: 1000 Syrian refugees owned: 100 Female owned: 100 (2019)|\n|---|---|---|---|---|---|---|\n|Baseline (Year)|5,300 permits
(April 2016)|No (2016)|TBD8
(2016/2017)|No regulatory
predictability
process
established
(2016)|0% (2016)|Total: 50 (2016)|\n|Unit of
Meas.|Number|Yes/No|Percentage|Yes/No|Percentage|Number|\n|D
L
I|1|2||3|3|3|\n|**Intermediate Results Indicators**
(critical processes, outputs or
intermediate outcomes indicators
needed to achieve each aspect of the
PDO)||IR Indicator 1: Annual public
disclosure by Better Work Jordan of
factory-level compliance with a list of
at least 29 social and environmental-
related items||IR Indicator 2.1: Identification and
adoption of a predictability process
for issuance of business regulations
following an inclusive public-private
dialogue and a measurement system
(including baseline identification)|IR Indicator 2.2: Share of business
regulations mandatory to the private
sector issued following the adopted
predictability process|IR Indicator 2.3: Number of officially
established household enterprises|\n|**PDO/Outcome Indicators**
(Key indicators to measure
the achievement of each
aspect of the PDO
statement)|PDO Indicator 1: Number
of work permits issued to
Syrian refugees||PDO Indicator 2: Share of
business owners who have
accessed more predictable
and simplified business
regulation||||\n|**Results Areas**
**Supported by**
**PforR**|Results Area
1:** Improving**
**Labor**
**Market**|Results Area
1:** Improving**
**Labor**
**Market**|Results Area
2:**Improving**
**Investment**
**Climate**|Results Area
2:**Improving**
**Investment**
**Climate**|Results Area
2:**Improving**
**Investment**
**Climate**|Results Area
2:**Improving**
**Investment**
**Climate**|\n\n\n",
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+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ "input_text": "|Col1|One key business regulatory reform for the private sector has been identified (2018)|30% (2020)|300 (2020)|5 (2020)|530 (2020)|\n|---|---|---|---|---|---|\n||Key regulatory
reform for the
private sector not
yet adopted and
implemented
(2016)|0% (2016)|
0
(2016)|3
(2016)|0
(2016)|\n||Yes/No|Percentage|
Number|Score|Number|\n||3||4
||5|\n||IR Indicator 2.4: Identification of one
key business regulatory reform
following an inclusive public-private
dialogue and a measurement system
(including baseline identification)|IR Indicator 2.5: Reduction of
regulatory burden for the private
sector following the implementation
of the business regulatory reform|
IR Indicator 2.6: Increase in the
number of enterprises in the Customs
Golden List||IR Indicator 3.1 Number of
investments benefitting from
investment facilitation by the JIC|\n|||||PDO Indicator 3:
Investment promotion
agency capability score*||\n|||||Results Area
3:** Increasing**
**Investment**
**Promotion**|Results Area
3:** Increasing**
**Investment**
**Promotion**|\n\n\n",
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+ "pages": [
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "",
+ "datasets": [],
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "|Protocol to evaluate achievement of the DLI and data/result verification|Procedure MOL will communicate to MOPIC its database, which includes information by governorate, occupation, sector, gender, and nationality at the end of each calendar year. AB (or IVA) will carry out 2 levels of verification to verify the information with random confirmation . The verification report should be issued within 2 months following PMU notification. MOPIC will submit related documentation confirming achievement of|\n|---|---|\n|**Protocol to evaluate achievement of the DLI and**
**data/result verification**|**Verification**
**Entity**
AB|\n|**Protocol to evaluate achievement of the DLI and**
**data/result verification**|**Data**
**source/agency**
MOL|\n|**Scalability of**
**Disbursements**
**(Yes/No)**
No for Prior
Results
Yes for the rest|**Scalability of**
**Disbursements**
**(Yes/No)**
No for Prior
Results
Yes for the rest|\n|**Definition/Description of achievement**
The number of work permits issued to Syrian
refugees entering the labor market each calendar
year|**Definition/Description of achievement**
The number of work permits issued to Syrian
refugees entering the labor market each calendar
year|\n|**DLI**
Number of
Work Permits
issued to
Syrian refugees|**DLI**
Number of
Work Permits
issued to
Syrian refugees|\n|
DLI 1|
DLI 1|\n\n\n",
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+ "dataset_name": {
+ "text": "verification report",
+ "confidence": 0.6694706678390503,
+ "start": 66,
+ "end": 68
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": {
+ "text": "MOPIC",
+ "confidence": 0.6478518843650818,
+ "start": 19,
+ "end": 20
+ },
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
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+ "pages": [
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+ "datasets": [],
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+ "pages": [
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+ ]
+ }
+ },
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+ "datasets": [],
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+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 4: Summary Technical Assessment**\n\n\n1. **The strategic relevance and technical soundness of the proposed Program.** This Program\naims at providing economic opportunities to Jordanians and Syrian refugees by addressing the key\nconstraints to investment, trade, and job creation as well as to Syrian refugee access to the job market.\n\n\n2. **There is an overall program in which the following market opportunities exist and on**\n**which investment promotion efforts will focus:**\n\n\n(a) The EU trade preference\n\n\n(b) The potential Syrian reconstruction market\n\n\n(c) The Syrian diaspora investments\n\n\n(d) International goodwill to help and investment in Jordan (GCC, EU investors)\n\n\n3. This is financed partly by the PforR that leverages other resources, enhancing the effectiveness\nof other donors programs thanks to a better investment climate.\n\n\n**The Program’s Expenditure Framework**\n\n\n4. **Jordan has a well-established framework for planning and budgeting, which has been**\n**updated to a results-orientated budget approach** . There is a Medium-Term Expenditure Framework\nthat covers three years with prescriptive yearly ceilings for the current fiscal period with descriptive\nfuture estimates. The budget process links resources to strategic objectives and to performance\nindicators. The detailed budgets are disclosed through a clear and transparent mechanism on the website\nof the General Budget Department (GBD) of the MoF. Budget execution rates of central government\nspending are relatively high, with an average of 99.8 percent budget execution ratio of the central\ngovernment's spending for 2012–2014 at the aggregate level. The budget resources for recurring\nactivities that has been allocated to the implementing entities has been relatively stable and predictable.\n\n\n5. **This PforR supports the implementation of the commitments of the GoJ in the Jordan**\n**Compact at the February 2016 London Conference** . The commitments will be implemented through\nexisting government programs that are guided by the overall Economic Development Program 2016–\n2018 and will be implemented through the entities described in the following paragraphs.\n\n\n6. The expenditure framework consists of the expenditures of a number of ministries, as well as\nnon-ministerial agencies such as the JIC and Jordan Standards and Metrology Organization. Figure 4.1\ndetails these expenditures by agency. Over five years (the approximate implementation period), this is\nestimated to be US$386 million. Extra-budgetary contributions by the GoJ including tax incentives and\nsubsidies are also not included. These contributions are estimated to exceed US$200 million per year\nover the implementation period.\n\n\n51\n\n\n",
+ "datasets": [],
+ "document": {
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+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "**Figure 4.1. Expenditures Framework (million US$)**\n\n\n\n\n\n\n|Col1|Table 4.1. Program’s Implementing Agencies|\n|---|---|\n|**Implementing Entities of**
**the Economic**
**Development Program**|**Role**|\n|**MoITS**|Enhancing the business and investment environment to be more competitive
through developing economic policies and legislation to guarantee protection
of the rights and interests of both the consumers and the business sector.|\n|**MOL**|The ministry is in charge of granting work permits to Syrian refugees and
contributes to raising the rate of economic participation through active labor
market policies and providing social protection to them and regulating the
labor market.|\n|**JIC**|Jordan investment promotion agency in charge of marketing Jordan as an
investment destination, targeting new investors and providing aftercare
services to existing investors.|\n|**Jordan Standards and**
**Metrology Organization**|A key institution in improving quality standards and granting quality
certification to exporters to the EU. JSMO aims at enhancing confidence in
the market services and products through building and implementing
standards that are compatible with the best international practices in the fields
of quality infrastructure of metrology, standards, conformity assessment,
market surveillance, and accreditation in cooperation with the partners and
through providing a supportive environment.|\n\n\n\n7. The Program expenditures of the implementing entities that support the results in the PforR\noperation are shown in Table 4.2.\n\n\n52\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 60
+ ]
+ }
+ },
+ {
+ "input_text": "**Table 4.2. Breakdown of Budget by Implementing Institution and Expenditure Type**\n\n|Col1|2016|2017|2018|2019 estimate|2020 estimate|Total|Total|\n|---|---|---|---|---|---|---|---|\n||**JD**|**JD**|**JD**|**JD**|**JD**|**JD**|**USD**|\n|||||||||\n|**Ministry of Trade, Industry and Supply**|39,390,000|38,882,000|11,444,000|11,444,000|11,444,000|**112,604,000**|**158,771,640**|\n|Current Expenditures|9,155,000|9,537,000|9,759,000|9,759,000|9,759,000|47,969,000||\n|Capital Expenditures|31,299,000|30,371,000|2,416,000|2,416,000|2,416,000|68,918,000||\n|Excluding JIC support|1,064,000|1,026,000|731,000|731,000|731,000|4,283,000||\n\n\n|Ministry of Labour|21,346,000|21,937,000|22,592,000|22,592,000|22,592,000|111,059,000|156,593,190|\n|---|---|---|---|---|---|---|---|\n|Current Expenditures|16,336,000|17,307,000|17,962,000|17,962,000|17,962,000|87,529,000||\n|Capital Expenditures|5,010,000|4,630,000|4,630,000|4,630,000|4,630,000|23,530,000||\n\n\n|Jordan Investment Commission|7,665,000|7,106,000|7,131,000|7,131,000|7,131,000|36,164,000|50,991,240|\n|---|---|---|---|---|---|---|---|\n|Current Expenditures|3,965,000|3,756,000|3,831,000|3,831,000|3,831,000|19,214,000||\n|Capital Expenditures|3,700,000|3,350,000|3,300,000|3,300,000|3,300,000|16,950,000||\n\n\n|Jordan Standards and Metrology
Organization|5,841,000|5,873,000|5,898,000|5,898,000|5,898,000|29,408,000|41,465,280|\n|---|---|---|---|---|---|---|---|\n|Current Expenditures|4,831,000|5,113,000|5,188,000|5,188,000|5,188,000|25,508,000||\n|Capital Expenditures|1,010,000|760,000|710,000|710,000|710,000|3,900,000||\n\n\n|Col1|2016|2017|2018|2019 estimate|2020 estimate|Total|Total|\n|---|---|---|---|---|---|---|---|\n||**JD**|**JD**|**JD**|**JD**|**JD**|**JD**|**USD**|\n|**Total Program**|**74,242,000**|**73,798,000**|**47,065,000**|**47,065,000**|**47,065,000**|**289,235,000**|**408,399,820**|\n\n\n\n**Total Program (deflated)** **72,630,949** **69,510,870** **43,094,033** **43,955,914** **44,835,032** **274,026,798** **386,377,785**\n\n\n_Source:_ http://www.gbd.gov.jo/GBD/en/Budget/Index/general-budget-law;\nhttp://www.gbd.gov.jo/GBD/en/Budgets/Units/budgets-law-units-2016\n_Note:_ Budgets for 2019–2020 were extrapolate expenditure numbers by 2 percent to account for the target inflation rate.\nBudgets 2016–2018 were deflated.\n\n\n**Figure 4.2. The Result Chain and Logic for DLIs Selection**\n\n\n8. For each topic in the Compact, several DLIs were proposed and discussed in a series of\nworkshops and bilateral discussions with the concerned ministries. The DLI rationale is discussed\nbelow under each of the main topic areas.\n\n\n53\n\n\n",
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+ "input_text": "_**Labor Market**_\n\n\n9. Although the number of Syrian refugees holding work permits has increased, the modified\nregulations have not had the desired impact and between 90,000 and 130,000 Syrian refugees are still\nworking illegally. The main challenges for this group are tied to the nature of the jobs Syrian refugees\nare eligible for with the open occupations and sectoral quotas. In agriculture and construction in\nparticular, workers are generally hired by the day or at best on a seasonal basis. The existing regulations\nrequire employers to provide workers one year contracts, and to submit work permit applications on\nbehalf of workers along with proof that their business is formally registered. Even without having to\npay work permit fees, employers are generally unwilling to go through the bureaucratic process and\nmany businesses are themselves not registered.\n\n\n10. Over the medium term, a significant number of new jobs are expected to be created for\nJordanians and Syrian refugees through investment associated with improvements in access to the EU\nmarket and in the business climate.\n\n\n11. The DLI#1 for labor is the number of annual work permits granted to Syrian refugees. While\njob creation will contribute to achievement of the DLI over the medium term, the goal can be reached\nwithin a much shorter period of time through a combination of policy actions.\n\n\n_**Investment Climate**_\n\n\n12. Investment climate reforms cover two main topics: (a) the business regulatory environment, (b)\ntrade.\n\n\n13. Business regulatory environment reforms are essential to develop an attractive investment\nproposition for investors. There are currently two main regulatory concerns for businesses to invest in\nJordan: (a) stakeholders repeatedly refer to problems with predictability and stability of regulations and\nhow they are interpreted and implemented and (b) a burdensome and costly regulatory regime with\nmany regulations, licenses (particularly at the level of municipalities), and inspections. Moreover, to\nmaximize the benefits of the upcoming trade deal with the EU, trade reforms are needed. The GoJ has\nmade a strong commitment in the Compact to implement reforms to improve the business environment.\nMany of the regulatory reforms surrounding business environment are included in other donors\nprograms. The focus of the DLIs is on unlocking entrepreneurial potential and relieving red tape on\nbusinesses.\n\n\n14. The DLIs focused on improving predictability in the regulatory environment start with the\nproposed adoption of a prime minister decree that sets out guidelines for consultations on proposed new\nregulations or changing regulations that affect businesses. Such regulatory ‘predictability framework’\nwill also be supported through its implementation by dedicated DLIs, particularly by improving the\nimplementation of regulations.\n\n\n15. In the area of home-based businesses’ licensing requirements is another area of regulatory\nburden that could be simplified. The number of licensed home-based businesses is currently small and\ncould expand as a consequence. Moreover, two key regulatory reforms will need to be identified in\nconsultation with the private sector along with targets and measurement system. This DLI will be\nachieved once these two reforms are identified, implemented, and their impact measured.\n\n\n16. The trade DLI encourages an expansion of the Golden List or Trusted Trader Program of firms\nthat receive fast-track treatment through customs.\n\n\n_**Investment Promotion**_\n\n\n17. Attracting investment into Jordan is critical to generating jobs. There are three main avenues\nof investment. The first is known as the SEZ approach, which is based on the notion that if a sufficiently\nattractive business environment is created and EU market access is improved, then investors will come\n\n\n54\n\n\n",
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+ "input_text": "and develop enterprises and create jobs in these SEZs that both Jordanians and Syrian refugees will\nbenefit from. This will allow Syrian refugees to stay closer to their homes and enable an eventual return.\nThe second avenue is encouraging the development of new markets—this ranges from the eventual\nreconstruction of Syria and the market opportunities this will offer to support from investments geared\ntoward the EU market. The third avenue is encouraging the diaspora (mainly Syrians) with existing\nmarkets to establish businesses in Jordan.\n\n\n18. Investments will come from two sources: (a) the expansion of existing investments (this will\nbe particularly the case in the garment industry that is ready to reap the benefits of the preferential EU\nmarket access) and (b) new investors (re)locating in Jordan. In addition the proposed measures will help\nwith the retention of existing investments (investor’s flight has become an issue in the past year).\n\n\n19. The proposed DLIs focus on strengthening the investment promotion capability of the JIC. The\nDLIs will be to facilitate investments in Jordan and provide effective aftercare. To make this happen\nwill require an Action Plan for reform including capacity building measures (strengthening the staff),\nthe development of a clear value proposition, an investment targeting plan, and the development of a\nstrong promotion and after-care capability.\n\n\n_**The Program’s Governance Structure and Institutional Arrangements**_\n\n\n20. **In terms of implementation, the PforR will rely on MOPIC and the general arrangements**\n**the Government has established for the coordination of the Compact implementation with key**\n**line ministries and agencies.** The PMU located at MOPIC will be responsible for monitoring and\nreporting on the results indicators in coordination with relevant ministries. Support under the Program\nwill target the strengthening of MOPIC’s ability to implement the Compact. Besides, to strengthen its\ngeneral economic reform capacity, the Government has recently created the position of a deputy prime\nminister charged with this responsibility.\n\n\n**Economic Analysis**\n\n\n_**Economic Analysis Framework**_\n\n\n_A Holistic Approach to Estimate Economic Benefits of the Proposed Reforms_\n\n\n21. An economy-wide framework is developed to assess the systemic impact of proposed PforR\nreforms on the Jordanian economy. Reasons for choosing an economy-wide approach are twofold:\n\n\n(a) Proposed solutions mainly refer to investment climate reform including trade facilitation,\ninvestment promotion, and domestic job creation. These reforms are expected to have\nsensible effects at the national level in the medium term (3 to 5 years).\n\n\n(b) The simultaneity of the EU trade deal as an accompanying measure of the Compact is\nanother reason. The trade deal includes several production activities. Capturing linkages\namong sectors along with their potential impacts on commodity, capital, and labor\nmarkets at the national level will only be possible with an economy-wide framework. [11]\n\n\n22. The GTAP-CGE model is used to estimate the net benefits from investment climate and work\npermit reforms as well as investment promotion efforts to be initiated by the PforR.\n\n\n11 Such an economy-wide analysis was developed using the global Computable General Equilibrium (CGE) model\ndeveloped by the Global Trade Analysis Project (GTAP). The CGE model allows linking Jordan to its major\npartners and regional/global markets through trade as well as income flows. The economy-wide model is set up\nto reflect Jordan’s trade patterns such as Turkey, Australia and Asian countries, Americas, EU28, Middle East\nand Sub-Saharan Africa, and the rest of the world.\n\n\n55\n\n\n",
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+ "input_text": "23. Jordanian economy is disaggregated into 10 sectors to reflect the major produced and traded\ncommodities, mainly grains and crops, meat and livestock, extraction industries, processed food, textile\nand apparel, light manufacturing, heavy manufacturing, utilities and construction, transports and\ncommunication, and other service sectors. Skills in the labor market are presented as managers and\nlegislators, service providers and sales personnel, professionals, clerks, or elementary occupations.\n\n\n_**Cost-Benefit Analysis**_\n\n\n24. The baseline reflects the Jordanian economy in 2015 following the World Bank statistics and\nmedium-term growth programs without the PforR reforms. In the baseline, the standard GTAP dataset\nand parameters are fine-tuned based on the most recent national statistics to reflect the current economic\nframework. The simulation is defined as expected medium-term impacts of implementing three sets of\nreform, mainly work permits, business environment and trade reform, and investment promotion.\n\n\n25. The simulation results compared to the 2015 baseline shows the net benefits from trade reforms\nand other enabling business environment that are proposed by the DLIs.\n\n\n**Box 4.1. GTAP-CGE Model for Jordan: Reform Scenarios**\n\n\nThe cumulative effect of all of these actions is an additional 6 percent increase in real GDP by 2026, that is, a 0.6\npercent additional annual increase in GDP for the next 10 years.\nThis is in addition to an increase in investment by 25 percent (above the baseline), thus resulting in an accelerated\ngrowth path.\nWith regard to balance of payment, the increase in exports to the EU will more than double (107 percent increase).\nEstimated welfare increase (in equivalent variation) is around US$2.5 billion (8 percent increase compared to the\nbaseline in 2015).\nThe overall net benefits from the proposed reforms (cost US$300 million) are estimated to help the GoJ to reach the\nDLI targets. The results are likely to boost the country’s real income by US$2.2 billion. Thus, a benefit cost ratio of\naround 7.5.\n\n**Assumptions**\n\n\n26. **Trade in the context of the EU relaxation of the rule of origin.** The EU relaxes some of its\nrules of origin requirements for Jordanian manufacturing exports, which will lead to increased demand\nfor Jordanian products because effective import prices decline by 3 percent.\n\n\n_**Investment Climate**_\n\n\n27. Reforms involved in this PforR aim at the following:\n\n\n(a) Improving predictability of private sector regulations, which will reduce firms’\ncompliance costs and improve their productivity.\n\n\n(b) Reducing red tape through streamlines inspections in the food sector that represent 35\npercent of businesses.\n\n\n(c) Simplifying regulations for SMEs and household enterprises through public-private\ndialogue and concertation, which will reduce firms’ compliance costs and potentially\nincrease access to markets of formalized home-based businesses.\n\n\n(d) Improving trade logistics for import and export operations.\n\n\n56\n\n\n",
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+ "input_text": "28. Investment climate accounts for up to 30 percent of firm productivity. According to Escribano\nand Guasch, [12] the contribution to the average productivity of the average number of days spent in\ninspections and regulation related work ranges between 2 percent to 8 percent, as estimated in a set of\nLatin American countries. Moreover, public-private dialogue or effective state-business relationship\nfacilitated by an organized private sector promotes the economic performance of firms as shown by\nQureshib and Veldeb. [13]\n\n\n29. It is assumed that the investment climate reforms will lead to an increase of 1 percent in firms’\nproductivity in Jordan each year for the next 10 years.\n\n\n_**Investment Promotion**_\n\n\n30. Investment promotion efforts led by the reorganized and modernized the JIC in a context of a\npreferential market access granted by the EU through the relaxation of the rules of origins will lead to\nan increase of domestic and foreign investments in Jordan. Existing investments will expand to reap the\nbenefits of the European market. This will be a case in the garment sector, ready to address this market\nthanks to more than 10 years exporting to the U.S. This sector employs 60,000 employees and exports\nworth US$1.6 billion per year to the U.S. This sector is growing at 10 percent per year. In other sectors,\ninvestments may expand and be retained in Jordan thanks to improved aftercare services dispensed by\nthe JIC. Moreover, foreign investments will increase led by the Syrian diaspora, regional investors, and\ninvestors’ goodwill (corporate social responsibility).\n\n\n31. Literature review by Miškinis and Byrka [14] highlights that a 10 percent increase in the\ninvestment promotion budget will lead to a 2.5 percent increase in foreign direct investment and that\nUS$1 spent on investment promotion increases foreign direct investment inflows by US$189.\n\n\n32. It is assumed that accompanied with the JIC’s investment promotion and aftercare efforts will\nlead to an average 3 percent increase in investment each year for the next 10 years.\n\n\n**Technical Assessments**\n\n\n_**Political Economy Issues**_\n\n\n33. **Jordan has received millions of refugees during its history.** According to some estimates,\napproximately half of the Jordanian population is made up of Palestinians and their descendants. An\nestimated 131,000 Iraqis remain in Jordan after seeking refuge during the first Gulf War. The recent\npopulation census in Jordan indicates that Jordan hosts 2.9 million non-Jordanians out of a total\npopulation of 9.5 million. [15] The census puts the number of Syrians refugees in Jordan at 1.3 million,\nwhile the UNHCR has registered about 655,217. About 85 percent of Syrians refugees registered with\nUNHCR live in Jordanian communities, while 15 percent live in refugee camps.\n\n\n34. Employment issues are a long-standing concern in Jordan. Many of the most educated\nJordanians emigrate to work in the Gulf countries. High reservation wages and a preference for public\nsector work result in high unemployment rates at the same time as Jordan brings in a large number of\neconomic migrants to fill less desirable jobs. Currently, there are approximately 650,000 economic\nmigrants in Jordan, 324,000 of whom have work permits, while the remainder work informally.\n\n12 Escribano, A., and J. L. Guasch. 2005. “Assessing the Impact of the Investment Climate on Productivity using\nFirm-Level Data: Methodology and Cases of Guatemala, Honduras, and Nicaragua.” World Bank Research\nPaper 3621..\n13 Qureshi and Valde. 2007. “State-Business Relations, Investment Climate Reform, and Firm Productivity in\nSub-Saharan Africa.”\n14 Miškinis and Byrka. 2014. “The Role of Investment Promotion Agencies in Attracting Foreign Direct\nInvestment.” _Ekonomica_ .\n15 The census lists approximately 640,000 Egyptians and 634,000 Palestinians (without Jordanian ID numbers).\n\n\n57\n\n\n",
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+ "input_text": "Although economic migrants are restricted to specified professions and specified quotas, there is little\ndoubt that their presence has had an impact on the labor market.\n\n\n35. Until early 2016, Syrian refugees were not permitted to work in Jordan. [16] Since January 2016,\nthe Government has paved the way for Syrian refugees’ participation in the labor force through several\npolicy actions. These include (a) giving Syrian refugees preference over new economic migrants by\nplacing a temporary moratorium on bringing in new economic migrants and making work permits free\nfor Syrians refugees; (b) easing the documentation Syrians refugees need to apply for work permits;\nand (c) providing an amnesty period for Syrians refugees found working without permits.\n\n\n36. The Jordanian response to the presence of Syrian refugees has been varied. Tensions are higher\nin the northern governorates where the largest number of Syrians refugees live than in the southern\ngovernorates that host few Syrians refugees. According to a recent ILO/FAFO report, [17] two-thirds of\nJordanians in the northern governorates feel that ‘you have to watch out for Syrians refugees’. Although\nthe surveyed Jordanians generally stated that they would be uncomfortable having a Syrian refugee\nmarry into their family, they said that they are comfortable having Syrians refugees in the same village,\nas neighbors, working together, going to the same religious place, and attending the same school.\n\n\n37. There is a widely held perception that the presence of Syrians refugee has caused an increase\nin housing prices as well as increased pressure on public infrastructure and services. The vast majority\nof Jordanian consumers surveyed believe that Syrian refugees strain Jordan’s water and energy\nresources, and that the international community should carry the economic costs of hosting Syrian\nrefugees.\n\n\n38. There is a concern that as Syrians refugee join the labor force, there will be increased\ncompetition for jobs. The vast majority of Jordanian workers perceive that Syrians refugees are taking\njobs away from them. At the same time, the majority of Jordanians surveyed claim that Jordanians are\nunwilling to take a number of jobs that they believe are not suited for them.\n\n\n39. According to the recent ILO/West Asia North Africa Institute report, [18] Jordanian employers\ngenerally welcome the presence of Syrians refugee in the labor market. There is broad agreement that\nJordanian workers cannot fill all of their needs and there is a wide perception among Jordanian\nemployers and workers that Syrians refugee labor productivity is high. [19] Most Jordanian employers\nbelieve the Government should encourage hiring Syrian refugee workers, at least in specified industries.\n\n\n40. In January 2016, the GoJ began giving priority to Syrian refugees over economic migrants by\nplacing a six months moratorium on bringing in most categories on new economic migrants. Economic\nmigrants currently in Jordan are not impacted by this policy. They are, nevertheless, aware that the size\nof the pool of potential workers has expanded and that this may impact their wages.\n\n\n41. For their part, Syrian refugees confront a difficult political economy reality, which has been\nwell-documented. Many faced poverty even before coming to Jordan and many more have fallen into\npoverty as they have used up their savings. The vast majority of Syrian refugees agree that Syrians\nrefugee will accept most work opportunities. [20] Beyond the economic sphere, there is a significant\nfeeling of personal vulnerability. About 30 percent of Syrians refugee interviewed in the ILO/FAFO\nsurvey agree with the statement that ‘you have to watch out for Jordanians’.\n\n\n16 For more details on labor policies, please see the Technical Assessment of Labor Issues.\n17 ILO and FAFO. 2015. “Impact of Syrian Refugees on the Jordanian Labour Market.”\n18 International Labour Organization and West Asia – North Africa Institute. 2016. “Viability Assessment for\nCreating 200,000 Work Opportunities for Syrian Refugees in Jordan.”\n19 The ILO/FAFO study also found that the vast majority of Jordanian workers expressed this view.\n20 ILO/FAFO study.\n\n\n58\n\n\n",
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+ "input_text": "42. Despite the tensions, there have been no significant instances of violence. [21] There is, however,\nevidence of the tensions and isolated incidents. [22]\n\n\n43. The absence of violence is a testament to the values of the various communities and to the\ncompensating measures already in place. One of these compensating measures is the Community\nSupport Committees established with the help of UNHCR in 2013. There are currently 23 Community\nSupport Committees, with leadership representing the various communities. In five cases, there is also\nleadership from the office of the local governor. These committees organize educational, recreational,\nand social activities as well as providing simple facilities such as garbage bins and renovations to public\nspaces.\n\n\n44. Going forward, improved job opportunities and a sense that opportunities are fairly distributed\nwill be important for maintaining and expanding social harmony. It will be essential to broadly\ndisseminate information about the policies and programs being implemented. In the case of work\nopportunities for Syrians refugees, it will be important to highlight that Jordanians have priority for\njobs, with Syrians refugees limited to the open professions and within specified quotas. [23]\n\n\n_**Labor Market**_\n\n\n_The Jordanian Labor Force_\n\n\n45. There are several features of the Jordanian labor market—independent of the Syrian crisis—\nthat are important as context. Jordanians labor force participation rates are low by international\nstandards: 60 percent among men and only 13 percent among women. [24] Among working Jordanians, a\nlarge portion (40 percent) work in the governmental sector, a proportion that has grown significantly\nover the past five years, especially among women. [25] Approximately half of Jordanian employment is\ninformal. [26]\n\n\n46. A large number of highly skilled Jordanians move abroad as economic migrants, largely to\nGCC, where it is easier for them to find the salaries they aspire to. According to the MOL, there are\n425,000 Jordanians working in the GCC. [27]\n\n\n47. Among less-skilled Jordanians, there is a strong preference for work in the public sector (in\ncivil service or the army) where job security, benefits, and working hours are better than the private\nsector. As a result of the high reservation wage, many Jordanians remain unemployed as they queue for\n\n\n21 West Asia North Africa Institute. 2015. “Forging New Strategies in Protracted Refugee Crises: Syrian\nRefuges and the Host State Economy.”\n22 Mercy Corp. 2012. “Analysis of Host Community-Refugee Tensions in Mafraq, Jordan.”, Amman Net see\nammannet/sy/ and Su, A. 2015. “The Mighty Pen (2014).” _Columbia Journalism Review,_ August.\n23,23 UNHCR regularly disseminates information on evolving policies by short messaging services and other\nmeans. Most recently, UNHCR disseminated responses to frequently asked questions regarding work permit\nrequirements and procedures and impact on refugee status. http://unhcr.us6.listmanage1.com/track/click?u=21ac4d661afc676782cbf14bc&id=8bb817deb6&e=cd2e73ef4f\n24 Employment Unemployment Survey for 2015. Available online at:\nhttp://www.dos.gov.jo/dos_home_e/main/linked-html/Emp&Un.htm. The very low rate of participation among\nJordanian women is generally attributed to a combination of lack of affordable child care and social views about\nsuitable jobs for women.\n25 See The National Employment Strategy 2011–2020: An Update and Future Directions (ILO, 2015) based on\ndata for 2009–2014.\n26 ILO and FAFO. “Impact of Syrian Refugees on the Jordanian Labor Market.”\n27 Ibid.\n\n\n59\n\n\n",
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+ "input_text": "public sector jobs. The overall unemployment rate hovers between 12 to 14 percent, [28] and is even higher\namong women and youth. [29]\n\n\n_Economic Migrants in Jordan_\n\n\n48. To fill private sector jobs that Jordanians do not want, Jordan has long relied on economic\nmigrants, primarily from Egypt, South Asia and East Asia. As of the end of 2015, there were\napproximately 650,000 foreigners working in Jordan – about half with work permits and half working\ninformally. [30]\n\n\n49. Non-Jordanians are permitted to work in specified professions and within specified quotas. [31]\nAbout a third of work permits are issued to workers in agriculture, a quarter in manufacturing, and a\nfifth in the household sector. [32] The MOL issues work permits based on applications submitted by\nemployers, accompanied by one-year employment contracts. Employers often complain about the high\nfinancial cost and long delays in obtaining work permits. This is a particular concern for the agriculture\nand construction sectors in which employers often need particular skills for very short periods of time.\n\n\n50. Concerns have been raised throughout the region, that economic migrants are too often the\nvictims of abuse by employers. [33] In manufacturing, Jordan has taken important steps with the help of\nBetter Work Jordan to ensure fair labor practices. [34 ] Concerns remain in other sectors, however, in which\nthe Kafala system is practiced. [35 ] Although labor inspectors have an important role to play in enforcing\nworker rights.\n\n\n28 The unemployment rate was 13 percent in 2015, 13 percent in 2010, 15 percent in 2005 and 14 percent in\n2000. There are approximately 210,000 unemployed Jordanians in 2015. See Employment Unemployment\nSurvey for 2015. Available online at: http://www.dos.gov.jo/dos_home_e/main/linked-html/Emp&Un.htm\n29 In 2015, unemployment rates were 23 percent among women versus 11 percent among men; 19 percent\namong those with a bachelor degree or higher versus 11 percent among those with less than secondary\neducation; and 15 percent among 20–24 year olds, 26 percent among 25–29 years, and 14 percent among 40–54\nyear olds. Employment Unemployment Survey for 2015. Available online at:\nhttp://www.dos.gov.jo/dos_home_e/main/linked-html/Emp&Un.htm. The largest share of unemployed\nJordanians live in Amman (32 percent of the total), followed by Irbid (22 percent), Zarqa (14 percent), Mafraq\n(6 percent), and Balqa (6 percent). The remaining seven governorates are home to the remaining 21 percent of\nunemployed Jordanians.\n30 In 2015, the MOL issued 324,000 annual work permits, the majority of which were issued to Egyptians (65.3\npercent), with 3 percent to other Arabs and 26 percent to others. According to the new census, there are about\n636,000 Egyptians and 200,000 non-Arabs in Jordan. It is not clear how many of these are working informally.\n31 Economic migrants are subject to a minimum wage, which is lower than the minimum wage for Jordanian\nworkers. The separate minimum wage makes non-Jordanian workers more attractive to employers and therefore\nruns counter to the overall Government policy of promoting Jordanians workers over others.\n32 The remaining 26 percent are in trade (7 percent), construction (6 percent), and hotels (5 percent). See The\nNational Employment Strategy 2011-2020: An Update and Future Directions (ILO, 2015) based on data for\n2009-2014.\n33 See Tamkeen (undated) Breaking the Silence!! Irregular migrant workers in Jordan: between marginalization\nand integration. And Tamkeen (2014) Forgotten Rights: The Working and Living Conditions of Migrant\nWorkers in the Agricultural Sector in Jordan. Both available at www.tamkeen-jo.org.\n34 Better Work Jordan is part of the global Better Work partnership between ILO and the IFC in collaboration\nwith local and international stakeholders. See more at:\nhttp://betterwork.org/jordan/?page_id=7#sthash.Y2cqymct.dpuf\n35 The _kafala_ system requires all unskilled laborers to have an in-country sponsor, usually their employer, who\nis responsible for their visa and legal status. This practice has been criticized by human rights organizations for\ncreating easy opportunities for the exploitation of workers, as many employers take away passports and abuse\ntheir workers with little chance of legal repercussions. Unlike in the Gulf countries, the _kafala_ system is not\nspecified by Jordanian law (as it is in several Gulf countries). Nevertheless, the _kafala_ concept has an important\nsocial impact on the relationship between employers and economic migrants in Jordan. It is common practice in\nthe agriculture sector that land owners charge workers JOD 300–400 (in addition to the official fee) for help in\n\n\n60\n\n\n",
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+ "input_text": "_Syrian Refugees in Jordan_ _[36]_\n\n\n51. According to the recent Government census, there are approximately 1.3 million Syrian\nrefugees currently in Jordan. Approximately 655 thousands Syrian refugees—likely among the most\nvulnerable—have registered with the UNHCR. As refugees’ savings are depleted and humanitarian aid\nbecomes increasingly uncertain, many are turning to negative coping strategies including child labor.\n\n\n52. In many ways, the labor market characteristics of Syrian refugees in Jordan are complementary\nto those of Jordanians. According to a recent ILO survey, 23 percent of Syrian refugees have work\nexperience in construction, versus 7 percent among Jordanians; 9 percent of Syrian refugees have\nexperience in agriculture, versus 2 percent of Jordanians; and 16 percent of Syrian refugees have\nexperience in manufacturing versus 11 percent of Jordanians. Although, overall, Jordanians are much\nbetter educated than Syrian refugees and 60 percent of Syrian refugees have not completed basic\neducation, about 6 percent of Syrians refugees have attended university. [37 ]\n\n\n53. Before 2016, the vast majority of Syrian refugees were prohibited from working legally in\nJordan. Although there was no law against Syrian refugees working, very few met the requirements of\nthe existing work permit regulations because they lacked a valid passport. As of the end of 2015, only\n5,300 Syrian refugees were working legally in Jordan.\n\n\n54. Recognizing the risk that Syrian refugees could remain in Jordan for an extended period and\nwould be dependent on others if they were unable to earn an income, the GoJ proposed the Jordan\nCompact. Under the Compact, the GoJ has committed to allow job opportunities for 50,000 Syrian\nrefugees during the first year of implementation of the Compact, rising to 200,000 in the coming years.\nMoreover, under the Compact, the international community has committed to provide financial and\nother types of support to Jordan.\n\n\n55. In the past several months, the GoJ has taken several steps toward the Jordan Compact goal\nincluding (a) allowing Syrian refugees to use the Ministry of Interior ID card in lieu of a passport and\nremoving the prohibitions; (b) prioritizing Syrian refugees over new economic migrants by placing a\npartial moratorium on new economic migrants entering Jordan; and (c) waiving work permit fees for\nSyrian refugees and relaxing labor inspections targeting Syrian refugees for the next two years.\n\n\n56. Although the number of Syrian refugees holding work permits has increased, the modified\nregulations have not had the desired impact and between 90,000 and 130,000 Syrian refugees are still\nworking illegally. The main challenges for this group is tied to the nature of the jobs Syrian refugees\nare eligible for with the open occupations and sectoral quotas. In agriculture and construction in\nparticular, workers are generally hired by the day or at best on a seasonal basis. The existing regulations\nrequire employers to provide workers one year contracts, and to submit work permit applications on\nbehalf of workers along with proof that their business is formally registered. Even without having to\npay work permit fees, employers are generally unwilling to go through the bureaucratic process and\nmany businesses are themselves not registered.\n\n\n57. Over the medium term, a significant number of new jobs are expected to be created for\nJordanians and Syrian refugees through investment associated with improvements in access to the EU\nmarket and in the business climate. More immediately, the Jordan Compact goal of 200,000 job\nopportunities can be reached by legalizing work for Syrian refugees and by increasing the incentives\nfor employers to hire Jordanians and Syrian refugees.\n\n\nobtaining a work permit. If they can afford to pay, many workers agree to this to reduce fear of being caught by\nMOL inspectors or the police.\n36 Throughout this document, we use the term ‘refugees’ as shorthand for both asylum seekers and refugees.\n37 Op cit ILO/FAFO study.\n\n\n61\n\n\n",
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+ "input_text": "58. Monitoring the labor market will be very important to allow the Government to adjust policies\nin order to achieve the Compact Goals. In particular, it will be important to monitor (at least quarterly)\nthe number of work permits applications received (and number issued) by governorate/camp,\noccupation, sector, gender, nationality, UNHCR status and new/renewal/change of employer. It will\nsimilarly be important to monitor the number of MOI ID card applications received (and number issued)\nby governorate/camp, occupation, sector, gender, and UNHCR status. Documentation of any changes\nin work permit regulations is also important. In order to monitor the impact on the overall labor market,\nit will be essential to expand the Department of Statistics quarterly Employment and Unemployment\nSurvey to include coverage of refugees and economic migrants from various countries. This data is\nurgently needed and implementation of the revised survey will start by the beginning of 2017.\n\n\n_**Investment Climate**_\n\n\n_Predictability of Private Sector Regulations_\n\n\n59. Jordan’s legal regime, administrative process, and enforcement of regulations related to\nbusiness activity are widely regarded as complex, unstable, and fragmented. A number of reviews have\nconfirmed the consensus among both Jordanians and foreign observers that the overall regime suffers\nfrom a lack of coherence, transparency, and predictability for investors. A continuous regulatory\ntransformation and discretionary implementation through administrative instructions and practice have\nundermined efforts to improve the business climate. The regime in practice has imposed increasing\ncompliance costs and delays which often are unexpected, leading to increased risk, a perception of a\nnon-level playing field, which in turn discourages investment and growth. Often, changes occur without\npublic notice, consultation, or rationale. Some changes result in contradictions with other measures\nrelating to the same function or incentive. Changes in fees and documentary requirements may come in\nthe middle of compliance process without notice or opportunity to adapt or appeal. Decisions of\ncommittees within or among agencies are often opaque. Denials of applications are often given without\nstated basis, even when all known formal requirements have been satisfied.\n\n\n60. Accordingly, a more predictable business environment in the production of laws, bylaws, and\nregulatory changes affecting businesses, as well as in their implementation, is needed for Jordan.\n\n\n_Regulatory Simplification for SMEs and Household Enterprises_\n\n\n61. Businesses face a constraining regulatory environment in Jordan, limiting the potential for\nformal entrepreneurship and job creation, including home-based enterprises. Along with reforms\nimproving the business environment for investors, reducing the regulatory burden for SMEs is a\ngovernment priority to spur entrepreneurship and job creation. For a specific category of businesses,\nhome-based enterprises, the proposed reform entails a simplification of access to a home-based business\nlicense, which will eventually be dropped as a requirement for most home-based activities that do not\npresent any risk to health, safety, or the environment.\n\n\n62. **Household enterprises (home-based businesses).** GAM is the only municipality that allows\nthe licensing of home-based businesses through a set of instructions that were issued in 2011 and 2012.\nThis was expected to boost entrepreneurship and encourage informal home-based businesses to register\nand eventually improve their formal market access opportunities. However, only 50 home-based\nbusinesses have registered at GAM so far, reflecting either lack of information on this license, difficulty\nfor informal home-based firms to formalize, or a process that appears too burdensome. Household\nenterprises could be a very important channel for job creation and enterprise formalization. They could\noffer opportunities for Jordanians and Syrian refugees alike, and particularly for women.\n\n\n63. Simplifying the process to access such license could encourage more entrepreneurs or\nhousehold members to launch home-based businesses, or to formalize if they are already active. Ideally,\nhousehold businesses should be exempted from municipal licensing, as in other countries, with the\nexception of activities that present a risk to health, safety, or the environment. Moreover, formalizing\n\n\n62\n\n\n",
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+ "input_text": "Syrian businesses and removing barriers to Syrian entrepreneurship fulfills a commitment of the Jordan\nCompact.\n\n\n64. **Regulatory simplification process to reduce the burden on SMEs.** As indicated by the\nDoing Business report and other indicators, the regulatory environment in Jordan is cumbersome and\nsometimes unpredictable in its implementation. This hurts primarily SMEs which cannot cope with\nuncertainty and the cost of regulatory burden. There is a need for the private sector and the Government\nto work together in a consultative manner to identify key regulatory and licensing reforms that could\nreduce such burden. Such a public-private dialogue process will be put in place to identify, within 12\nmonths, at least two regulatory reform areas that are deemed important to the business community, and\nthat the Government commits to pursue. The goal will be, on one hand, to initiate a culture of publicprivate dialogue to identify priority reforms and to act upon them, and on the other hand, to reduce the\nregulatory burden on firms in a concrete and palpable way by businesses (in the form of reduced time,\ncost, and process complexity to comply with a given regulation—as measured by a composite index of\nthese three dimensions of regulatory burden).\n\n\n_Trade and Customs_\n\n\n65. Delays on the clearance process for goods either entering, exiting, or transiting Jordan impacts\nthe competitiveness of the country to grow the economy through trade. Faster, more efficient trade frees\nup inventory, improves cash flow, increases port capacity, attracts foreign investment, and reduces costs\nto trade and for consumers. The more companies that are part of the Customs Golden List (to be\nexpanded into a Trusted Trader Program), the fewer the number of physical inspections, the greater the\nnumber of pre-arrival releases, the greater the opportunity for regional mutual recognition programs,\nthe lower the customs guarantees required, and the greater the coordination with Golden Lists from the\nother government agencies with border controls.\n\n\n_**Investment Promotion**_\n\n\n_Foreign Investment Entry_\n\n\n66. The investment law in Jordan impose a minimum capital requirement to foreign investors of\nJOD 50,000. A draft bylaw was recently approved by Cabinet (May 2016) that removes the minimum\ncapital requirement on foreign investors. Moreover, Syrian investors face other obstacles such as a\nminimum deposit of JOD 250,000 which prevent most of them from enjoying investors’ privileges.\nRemoving barriers to Syrian investment and entrepreneurship fulfills a commitment of the Jordan\nCompact.\n\n\n_Investment Promotion and After Care_\n\n\n67. In promoting Jordan as an investment location, the JIC will be a key player. Hence, it will need\nto deliver a mix of promotion and aftercare activities to attract new investors to Jordan building on the\nupcoming EU preferential market access and harnessing the investment potential of the Syrian diaspora,\nregional investors, and goodwill investors (corporate social responsibility investments).\n\n\n68. In promoting Jordan as an investment location, the JIC will need to deliver a mix of promotion\nand aftercare activities. The JIC is an autonomous institution but it applies public servant salaries. This\nattracts mostly public sector employees, while other profiles are also needed to perform investment\npromotion and facilitation functions, in particular profiles with private sector and investment\nexperience, at the international level.\n\n\n69. Leveling the playing field for Syrian entrepreneurs is a major commitment of the Compact.\nThat is why the JIC will publicize an investor guide for domestic and foreign investors, taking into\naccount specificities of Syrian investors.\n\n\n63\n\n\n",
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+ "pages": [
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+ }
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+ "input_text": "**Annex 5: Fiduciary Systems Assessment**\n\n\n**Introduction**\n\n\n1. This section is the FSA of the World Bank-financed Economic Opportunities for Jordanian and\nSyrian Refugees Program-for-Results. The World Bank conducted the assessment through analysis of\navailable documents and working sessions with the main stakeholders. The FSA considers whether the\nProgram’s fiduciary systems provide reasonable assurance that the financing proceeds will be used for\nintended purposes, with due attention to the principles of economy, efficiency, effectiveness, transparency,\nand accountability. It covers the Program’s institutional arrangements, financial management and\nprocurement systems, and governance systems.\n\n\n2. The FSA was conducted based on current knowledge of Jordanian public procurement and financial\nmanagement systems together with reviews of existing analytical and diagnostic work, and published\ninformation and reports. As part of this assessment, the World Bank met with representatives of the MoF,\nMoITS, MOL, General Budget and General Supplies Departments of the MoF; the General Tender\nDirectorate (GTD) of the Ministry of Works and Housing; the AB—Jordan’s Supreme Audit Institution\n(SAI); and the Jordanian Anticorruption Commission (JACC). Also, the World Bank visited IPUs\nbenefiting from this Program—the JIC and the JSMO.\n\n\n3. This assessment concludes that the Program’s overall fiduciary framework is adequate to provide\nreasonable assurance that the Program financing proceeds will be used for intended purposes, to support its\nimplementation, and to achieve its desired results.\n\n\n**Background and Institutional Arrangements**\n\n\n_The Program_\n\n\n4. The Program’s objective is to improve economic opportunities for Jordanians and Syrian refugees.\nIt supports the Economic Opportunities Aspects of the Jordan Compact, a program to address the refugee\ncrisis, which includes developing jobs for Jordanians and Syrian refugees. The Compact was adopted at a\nHeads of State Level ‘Supporting Syria and the Region Conference’ held in London on February 4, 2016.\nTo support the implementation of the Compact, the boundaries of the Program are focused on the following:\n\n\n(a) Labor market reforms\n\n\n(b) Investment climate reforms\n\n\n(c) Investment promotion\n\n\n_Institutional Framework_\n\n\n5. The Program’s implementation will be based on presently existing and operational institutional\narrangements with its key stakeholders comprising MOPIC, MoF, MOL, MoITS, JIC, and JSMO. The main\nbeneficiaries are as follows:\n\n\n - MOPIC is primarily responsible for overall coordination of activities to implement the\nCompact. A PMU in MOPIC will be responsible for monitoring and reporting on the results\nindicators in coordination with relevant ministries. Support under the Program will target the\nstrengthening of MOPIC’s ability to implement the Compact.\n\n\n64\n\n\n",
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+ "text": "results\nindicators",
+ "confidence": 0.7884359359741211,
+ "start": 469,
+ "end": 471
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+ "acronym": null,
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+ "confidence": 0.7759042382240295,
+ "start": 459,
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ {
+ "input_text": " - The MoITS will be supported under the Program in enhancing trade facilitation and trade in\nservices to foster the creation of jobs.\n\n\n - The MOL will, with the support of the Program, establish employment facilitation services to\nimplement work permits reforms.\n\n\n - The JIC is mandated to: (a) develop an investment vision that articulates the value proposition\nfor investment; (b) promote investments; and (iii) undertake retention and aftercare activities.\nThe JIC will benefit from significant strengthening to fulfil its investment promotion and\naftercare responsibilities.\n\n\n - The JSMO is responsible for implementation of standards and technical regulations with\nregard to all goods, products, and services, excluding pharmaceutical, medical, and veterinary\ngoods, products, and services.\n\n\n6. The respective capacity building initiatives will be supported through the Government’s allocation\nof required budget and non-financial resources, together with technical assistance from development\npartners. This assessment observes that no major procurement exceeding the PforR financing thresholds [38]\nis envisaged under the Program.\n\n\n7. The expenditures to be incurred under the Program will form part of the national budget systems\nof the government ministries and IPUs. The Program will be subject to the Government’s PFM\narrangements, which have been assessed through various analytical pieces. [39] A summary of applicable PFM\nsystems, rules, procedures, and oversight mechanisms is described in the following paragraphs.\n\n\n_Legal Framework_\n\n\n8. The Constitution of Jordan sets out the basic foundation for PFM with several legislations\nestablishing responsible institutions, their mandate, and operational frameworks. The key financial matters\ncovered include the presentation of strategic objectives and financial estimates before the Parliament; the\napproval of the budget; the comprehensiveness of the budget and the consolidation of all resources into the\nTreasury; the imposition of taxation; and the mandates of an audit office and the anticorruption commission.\nThe following laws and regulations form the legal framework for PFM in Jordan:\n\n\n(a) **The Organic Budget Law (2008)** presents the tasks and responsibilities for the MoF GBD,\nas well as few issues on the budget preparation process. Important aspects on budget execution\nare only regulated by the General Budget Law and the Budget Law for the Government Units\napproved for each fiscal year. The Government is revising the current version of the law, with\nthe revised legislation expected to be submitted to the Parliament by end of 2017.\n\n\n(b) **The Financial By-law (1994) and its Amendment (2015).** The basic principles related to\nrevenues, expenditures and advances, cash and debt management, financial accounting basis\nand records, and financial control are outlined in this regulation and in the Instructions for\nApplication of Financial Affairs (1995).\n\n\n38 The agreed procurements thresholds for excluded activities are 1,000,000 US$ for works and goods, 500,000 US$\nfor non-consulting services and 300,000 US$ for consulting services.\n39 Recent assessments include the 2011 Public Expenditure and Financial Accountability assessment and the July 2014\npolitical economy study on enabling implementation of public procurement reform in Jordan.\n\n\n65\n\n\n",
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+ "input_text": "(c) **The Financial Control By-law (2011) and its Amendment (2015)** present the internal\ncontrols framework and illustrate the related financial revenue and expenditures ex ante\nreview/approval procedures, roles and responsibilities, and positions of the MoF to centrally\nmanage and overlook the financial control functions established in line ministries and\ngovernmental units. Considered a milestone, the revised by-law (2015) clearly distinguishes\nbetween the internal control and internal audit functions, which are commonly mixed in the\npublic sector.\n\n\n(d) **Public procurement.** As with the regulatory/normative body, there is currently no central\noversight unit and no entity in charge of a common regulatory framework. Each one of the\ncentral procuring entities, i.e. the GTD of the Ministry of Works and Housing for construction\nprocurement, the General Supplies Department (GSD) of the MoF for purchase of goods, and\nthe Joint Procurement Directorate for purchase of medicine, are tasked with actual\nprocurement activities, as well as with the maintenance and updating of their relevant\nregulations. Additionally, every independent agency or government entity (including local\ngovernment units) engaging in procurement has its own procurement by-law. This\nfragmentation leads to a situation where the totality of Jordan’s procurement is covered by 56\nseparate by-laws. Even though the procedures for similar goods and services seem to be quite\ncomparable, the differences that do exist, as well as the sheer number of separate by-laws,\nimpose a burden on business. This has also prevented establishment of a central eprocurement platform that could be used for other processes besides tendering, such as\nperformance monitoring and measurement, dissemination of regulations, complaints\nplatform, and so on toward an open government. Despite this, efforts are underway by the\nGSD to develop e-procurement based on a Korean platform.\n\n\n(e) **The Audit Bureau Laws of 1952 and 2007.** The Jordan AB is governed by the underlying\nlaws of 1952 and later amendments, the latest in 2007. The laws do not provide the necessary\nfinancial and administrative independence for the AB, prerequisite immunity, and security of\ntenor of its president, and still focus on ex ante control. A recent amendment to the Audit\nBureau Law was drafted and approved by the Cabinet in 2013, but has not been endorsed by\nthe Jordanian Parliament to become effective. The proposed amendments will further\nstrengthen the independence of the AB by bringing it closer to international practices and\nstandards promulgated by the International Organization of Supreme Audit Institutions.\n\n\n(f) **Anticorruption legislation** . The JACC is established under the Amended Anticorruption\nCommission Law, most recently amended in 2014 to include protection of “…informers,\nwitnesses, informants, and experts in corruption cases and their relatives and closely related\npersons.”\n\n\n**Assessment of Fiduciary Performance**\n\n\n_Planning and Budgeting_\n\n\n9. **The assessment confirms that Jordan’s budget systems are adequate for the Program** . This\nconclusion is based on the review of FY16 budgets as published on the GBD website. The Government\nuses systems for budget classification and chart of accounts that conform to international standards and\ndeploys a basic but effective results-oriented budgeting framework, all of which provide the means to track\ngovernment spending. Jordan has a robust classification system, which includes the most important\nclassifications and is broadly consistent with the IMF’s Government Finance Statistics Manual 2001,\nincluding administrative, economic, functional, geographical, and program classifications. These\nclassifications are included in the current chart of accounts allowing for all transactions to be reported in\n\n\n66\n\n\n",
+ "datasets": [],
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+ "input_text": "accordance with the appropriate standards. The Government Financial Management Information System\n(GFMIS) is used for budget preparation.\n\n\n10. The proposed Program will be included in the annual budget of the state under the respective\nministries and independent institutions’ budgets, starting FY17 and up to 2020 (the Program period).\nBudgets of respective ministries and IPUs will include budget line items to reflect the Program proceeds.\n\n\n11. Budget classification systems allow tracking the Program expenditures according to: (a)\nadministrative units (participating ministries [40] and IPUs [41] ); (b) economic categories (recurrent, capital\nspending, and so on); (c) functions (health, education, and so on); and (d) government programs,\nsubprograms, and activities. The budget is comprehensive, covering the activities of the central government\nand independent institutions. The budget is published on the GBD website, while final accounts and the\nmonthly General Government Finance Bulletin (includes budgetary Government finance statistics\naggregated according to the economic and functional classifications) are published on the GBD website\n(http://www.gbd.gov.jo).\n\n\n12. Jordan adopts an early budget preparation calendar (starts in January of each year) that allows more\ntime for budget policy and strategy analysis and development. The calendar comprises four distinct phases\ncovering: (a) initial strategic review and planning; (b) medium-term budget preparation; (c) draft budget\nfinalization; and (d) budget approval. This would include preparation and discussion of (a) budget policy\nand priorities paper, which contains an updated macro-fiscal outlook and sets out the underlying policy\nstance and spending priorities to be addressed in the preparation of the budget, and (b) Medium-Term\nExpenditure Framework.\n\n\n_Budget Execution_\n\n\n13. **Jordan has a robust system for establishing strategic objectives and performance indicators**\n**for the MoITS, MOL, and IPUs,** **and for monitoring progress toward achieving objectives using key**\n**performance indicators.** All line ministries and government units annually publish—on the GBD\nwebsite—their strategic objectives, key performance indicators, and outputs of the preceding two years and\nprograms for the ensuing three years. This provides a sufficient basis for tracking and evaluating service\ndelivery by ministries and public entities. Table 5.1, extracted from the GBD website, demonstrates the\ntype of information published.\n\n\n40 MoITS and MOL.\n41 JIC, Technical and Vocational Education and Training Fund, and JSMO.\n\n\n67\n\n\n",
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+ "reference_population": null,
+ "is_used": "False",
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+ },
+ {
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+ "text": "budgetary Government finance statistics",
+ "confidence": 0.8106746077537537,
+ "start": 185,
+ "end": 189
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "GBD\nwebsite",
+ "confidence": 0.8875030875205994,
+ "start": 388,
+ "end": 390
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+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Jordan",
+ "confidence": 0.9158275127410889,
+ "start": 330,
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+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
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+ {
+ "input_text": "**Table 5.1. MOL Strategic Objectives and Performance Indicators**\n\n\n_Internal Controls and Internal Audit_\n\n\n14. **The overall control environment is acceptable for purpose of Program implementation.**\nBudget execution controls are implemented and applied consistently throughout the ministries and IPUs in\naccordance with the applicable Financial By-law (1994) and its Amendment (2015) and the Financial\nControl By-law (2011) and its Amendment (2015). The MoF regularly issues instructions detailing\nacceptable procedures to be followed by all ministries and public government units. The budget execution\nsystems at the MOL and MoITS implement prescribed controls, which include: (a) technical approval by\nthe beneficiary department; (b) finance staff checking and approval; (c) periodic, ad hoc reviews by resident\ninternal auditors; and (d) exercise of an expenditure controlling function by the MoF’s financial controllers\nassigned to respective spending units.\n\n\n15. The MoF-assigned financial controllers oversee transaction-based compliance controls over\npayments, recording of transactions, and production of periodic and final accounts by responsible entities.\nIn practice, no payments can be authorized and processed before financial controllers verify and sign off\non payment vouchers. In addition to resident financial controllers from the MoF, MOL, and MoITS, IPUs\nhave internal auditors who mainly perform the job of internal/financial controllers. Internal audit activities\nare primarily confined to ex ante review of receipts, expenditure vouchers, and disbursements. Ex ante\ncontrols performed by financial controllers and internal auditors are further performed by the AB at the\nMoITS, MOL, and IPUs. Internal audit activities are, in this case, not designed to comply with practices\nand standards promulgated by international standard setters. Ultimately, there appear to be excessive ex\n\n\n68\n\n\n",
+ "datasets": [],
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+ "pages": [
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+ "input_text": "ante controls by the MoF financial controllers, internal auditors, and the AB, to the detriment of\nindependent, third-party perspective monitoring and reviews of ex post activities.\n\n\n16. The absence of an effective ex post audit in accordance with recognized international standards\nweakens the effectiveness of the internal audit function and its suitability to effectively support program\nimplementation. To mitigate risks presented by this deficiency, this assessment recommends extending the\nscope of work proposed to be done by independent financial statements auditors to include a review and\nassessment of the effectiveness of the internal control environment in beneficiary entities.\n\n\n17. The annual budget laws prohibit overcommitments or reallocations between budget lines. Financial\ncontrollers play a key role in making sure payments are within approved budget allocations. Nonetheless,\nIPUs have the ability to reallocate annual budget category amounts whenever considered and justify this to\nbe necessary and consistent with their autonomous status.\n\n\n_Payroll_\n\n\n18. **This assessment confirms that an effective payroll management system is in place and**\n**functional.** The payroll systems in place have a good degree of integration and reconciliation between the\nposition controls, personnel records, and payroll registers. The payroll system in Jordan follows the Civil\nService Bureau instructions and is in line with the national financial law and internal controls regulation,\nin addition to instructions issued by the MoF. The Human Resources (HR) department is responsible for\nreceiving the information for the appointed employee for entry into the automated HR database system.\nThe HR department ensures the completeness of information and the data entry of related salary\nentitlements through an automated system and record archival both in the system and in paper files. HR\ninput in the system is subject to both automated and human checks. A payroll schedule is prepared on a\nmonthly basis and subject to several layers of approvals (payroll officer, head of payroll unit, the department\nmanager [budget holder], Internal Control Department, MoF financial controller, and the financial\nmanagement manager). Salaries are transferred to employees’ personal bank accounts. Monthly\nreconciliations are prepared in the system and shared with the internal control unit and MoF representative.\nDaily time attendance sheets based on an automated attendance register are maintained by the attendance\nsupervisor, who reports absences to the HR and responsible departments. Supervisors confirmed that they\nstrictly ensure all employees are in place and functional.\n\n\n_Procurement Profile_\n\n\n19. **This assessment confirms that existing procurement arrangements are adequate to support**\n**the low-risk procurement activities envisaged under the Program.** The identified annual procurement\nunder the Program is minimal and restricted to procurement of low-value goods and services that are\ngenerally required for operation of the institutions involved. Therefore, the procurement risk involved is\nassessed to be low. However, all the implementing institutions need to ensure archiving of all the documents\nsuch as advertisements, orders, contracts, and invoices to comply with procurement controls of the country\nsystem. These include related internal audit activities and ex ante review/approval procedures by financial\ncontrollers of the MoF. Audit by an external independent auditor further safeguards the procurement\nprocess followed.\n\n\n_Procurement Procedures and Processes_\n\n\n69\n\n\n",
+ "datasets": [],
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "20. Despite efforts to reform, public procurement remains fragmented in Jordan as reflected in the\npolitical economy study on enabling the implementation of public procurement reform in Jordan [42] . The\nreport identified specific issues hindering the prospects of reform, including those of the appeal mechanism,\nregulatory body, and performance measurement among others. At present, the appeals function of the\nprocurement system is very limited, and apart from the hierarchical administrative review of complaints by\nthe responsible procuring entity, bidders can only have recourse to the court system, as there is no\nindependent form of appeal mechanism.\n\n\n21. In addition, the current absence of measurements of procurement performance further hinders the\nprospects of reform, because the lack of information about how the system is actually performing makes it\ndifficult for stakeholders to know if and where improvements are needed and how those improvements\nmight benefit them.\n\n\n22. To improve the procurement system in the country, the following efforts are stated in the Country\nPartnership Strategy of Jordan: (a) unification of the legal and policy frameworks; (b) procurement\nperformance monitoring; (c) institutional development by creation of a procurement policy and oversight\nfunction; (d) establishment of a single portal procurement website toward a unified e-procurement system;\n(e) development of a robust procurement complaint and appeal mechanism; (f) development of a capacity\nbuilding strategy and sustainable training programs; and (g) integration of procurement planning with\nbudgeting.\n\n\n23. The current procurement arrangements of the implementing agencies are as follows:\n\n\n(a) For contracts involving civil works, the GTD is responsible for handling overall procurement\nprocedures on behalf of these institutions starting with preparation of technical specifications,\ntender documents, conducting the tendering, awarding of contracts, supervision of contracts,\nand contract management, as well as approval of all submitted invoices from contractors.\n\n\n(b) For supply of goods exceeding a threshold of JOD 100,000 per contract, the GSD is\nresponsible for handling overall procurement procedures on behalf of these institutions\nstarting with preparation of specifications, tender documents, conducting the tendering,\nawarding of contracts, and contract management. The GSD has the option to delegate this\ntask to the implementing agencies on a case-by-case basis. Implementation of e-procurement\nis expected to have a considerable positive effect on the performance of the GSD.\n\n\n(c) The JIC is responsible for its own procurement process and contracting, such as supply of\nspecific accessories and goods beyond general supplies and consultancy services and nonconsultancy services such as security guards contract, cleaning services contract, and so on\nwith estimated costs not exceeding JOD 100,000 (about US$140,000) as elaborated in their\nown by-law. All tenders exceeding this amount are processed by the GSD as explained above.\nThe JIC has its own procurement office staffed with two employees who report to the\nadministrative department manager, and they work with a number of procurement committees\nchaired by the general manager of the JIC or department manager based on the threshold of\nthe estimated cost of each tender. The number of re-biddings due to the lack of clear\nspecifications, seen for procurement of goods where estimated cost is over JOD 20,000, shows\nthat the capacity of the JIC in handling the preparation of specification and bidding documents\n\n\n42 World Bank Study on Enabling the Implementation of Public Procurement Reform in MENA Countries (July\n2014)\n\n\n70\n\n\n",
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+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "is generally weak. Contract management capacity and communication/transaction with\nvendors also needs improvement as implementation of the contracts needs to be done on time.\n\n\n(d) The JSMO has its own procurement office staffed with two persons who are civil service\nemployees. Both report to the financial department, and they work according to its own bylaw. Considering the small quantity of procurement involved, the Program will rely on this\narrangement for procurement undertaken by JSMO up to the threshold of GSD (as stated\nabove).\n\n\n_Accounting and Financial Reporting_\n\n\n24. **The assessment concludes that the accounting and financial reporting systems are found**\n**acceptable for purposes of the Program.** The Government adopts the cash basis of accounting while IPUs\n(JIC and JSMO) follow accrual basis in accordance with International Financial Reporting Standards. The\nGovernment adopts a chart of accounts that is compatible with the Government Finance Statistics Manual\n2001. MOF has an ambitious plan to convert to the International Public Sector Accounting Standards cash\nbasis by 2020. Both the final accounts and the in-year reporting are timely but are still prepared through the\nOracle legacy system until the GFMIS implementation is completed and relevant legislative amendments\nare made. The monthly General Government Finance Bulletin includes budgetary government finance\nstatistics aggregated according to the economic and functional classifications (budget versus actual). The\nmonthly financial positions sent by line ministries and independent institutions to the GBD/MoF present\ndata in administrative, economic, program, funding, and geographical classifications. Finalization of the\nannual accounts is required by law by June of the following year, and this has been complied with during\nthe recent years. The final accounts are published on the MoF website. Jordan has joined the IMF Special\nData Dissemination Standards since January 2010.\n\n\n25. The JIC and JSMO’s annual financial statements (prepared in accordance with International\nFinancial Reporting Standards) are audited by an acceptable independent private sector firm in accordance\nwith International Standards on Auditing. The auditor issued an unqualified ‘clean’ opinion. The World\nBank will rely on the JIC and JSMO’s existing auditing and reporting arrangements.\n\n\n26. A PMU was established at MOPIC that will be responsible for Program coordination and\nimplementation. Apart from this, the PMU will be entrusted with compiling the Program annual financial\nstatements and providing any ad hoc financial reports as deemed necessary to follow on the Program\nfinancial activities.\n\n\n27. **Government Financial Management Information System (GFMIS).** The new implementation\nof the GFMIS gives Jordan a tremendous advantage; it is the correct time to review and modernize the\nimportant systems of government information. This approach improves transparency with respect to the\npurposes of resources and the efficiency of their use. It is also helpful in improving communications\nbetween the Government and its citizens. The GFMIS will easily provide information on how the annual\nBudget Law and its execution support the strategic priorities of the Government. The GFMIS has been fully\nrolled out to budget units (ministries, departments, and regional financial centers) encompassed in the\nBudget Law except three (the Ministry of Foreign Affairs, Water Authority, and civil defense) that would\nbe completed in 2016. The Government has launched GFMIS phase two aiming to connect IPUs by 2018.\n\n\n28. The current GFMIS implementation utilizes a subset of the functionalities of the underlying\napplication software. The current core application software comprises: (a) Hyperion for budget preparation;\n(b) Oracle Financials for budget execution; and (c) software for interfacing to other software for debt\nmanagement, payroll, bank reconciliation, and revenue management. The GFMIS is fully utilized for\n\n\n71\n\n\n",
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+ "input_text": "budget execution; yet, for budget preparation, there are manual interventions with various ICT tools being\nused.\n\n\n29. However, the GFMIS functionalities do not as yet fully meet the requirements of all budget actors\nduring the budget preparation and execution. The GFMIS offers limited functionalities for: (a) presentation\nof an initial policy-focused budget submission; (b) entering of multiple quarter and multiyear commitments;\nand (c) capturing and populating the outstanding commitments and outstanding invoices for arrear\nmonitoring. As a result, arrears have continued to be a problem. The Government has not been fully\nbenefiting from the GFMIS to monitor the problem. Mechanisms designed to facilitate regular monitoring\nof arrears have recently been established at the MoF where a small team under the cash management\ndivision is assigned to track and monitor arrears.\n\n\n30. For purposes of annual financial reporting of the Program, it is proposed to rely on existing\narrangements, modified as follows:\n\n\n(a) For the IPUs, the Program will rely on existing financial reporting and annual auditing\narrangements.\n\n\n(b) For the MOL and MoITS, the PMU will compile and consolidate Program-related financial\ninformation and produce a set of annual program financial statements, and these financial\nstatements would be submitted for annual audit by an independent acceptable audit firm.\n\n\n_Program Audit_\n\n\n31. The AB is a member of the International Organization of Supreme Auditing Institutions and the\nArab Organization of Supreme Auditing Institutions. The AB was created by Article no. 119 of the\nJordanian Constitution, which states ‘To be established in accordance with the Audit Bureau Law to\nsupervise the revenues and expenditures of the state and ways of spending’. The AB is charged with\nperforming the external audit function applied to the general government public institutions. In recent years,\nit has been moving toward the application of international auditing standards, moving from a strictly\nfinancial audit role into administrative, performance, and environmental auditing techniques. The Audit\nBureau Law of 2007 needs to be amended to further strengthen the financial and administrative\nindependence of the AB by bringing it closer to leading international practices and standards recommended\nby the International Standards of Supreme Audit Institutions.\n\n\n32. Public sector external auditing is carried out throughout the year and reported on annually in the\nAB report to the Parliament. Audits cover income and expenditure in relation to the Central Government,\nas well as financial assets and liabilities, including debt. The financial results based on the final accounts,\nas presented by the MoF, are reviewed on a consolidated basis. The timeframe for submitting the audit\nreport on accounts to the Parliament has improved in recent years.\n\n\n33. In addition to the external post audits carried out by the AB, it has positioned approximately 400\naudit staff members within the institutions for the purpose of performing ex ante reviews. Realizing the\ndisadvantages from this role that undermines the independent and objective conduct of AB staff, the AB\nand MoF have agreed on a three-year withdrawal plan. Withdrawing of AB staff occurs when the MoF and\nAB have assessed the existing capacity in the targeted units has improved and internal control arrangements\nare assessed to be adequate. This plan is monitored and coordinated by the MoF.\n\n\n34. The JIC and JSMO’s annual financial statements (prepared in accordance with International\nFinancial Reporting Standards) are audited by an acceptable independent private sector firm in accordance\n\n\n72\n\n\n",
+ "datasets": [],
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+ "pages": [
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+ "input_text": "with International Standards on Auditing. The World Bank will rely on the JIC and JSMO’s existing\nauditing and reporting arrangements.\n\n\n35. The PMU was established at MOPIC that will be responsible for the Program coordination and\nimplementation. Apart from this, the PMU will be entrusted with compiling the Program annual financial\nstatements under the MOL and MoITS that will be audited by an independent external audit firm acceptable\nto the World Bank. The Bank will assess the progress on: (a) the implementation of the withdrawal plan\nfrom ex ante controls, and (b) the adoption of new amendments to the Audit Bureau Law of 2007 and\nreassess engaging the AB in auditing the Program financial statements starting 2018.\n\n\n_Flow of Funds Arrangements_\n\n\n36. The Program will use the funds flow arrangements used for the execution of the budget of the state.\nThe funds will be transferred to the Treasury current account at the Central Bank of Jordan. MOPIC will\nbe responsible for submitting withdrawal applications to the World Bank with the necessary supporting\ndocuments evidencing DLIs achievements.\n\n\n_Governance and Anti-Corruption_\n\n\n37. **Transparency.** Key institutions involved in public financial accountability have established\nelaborate public information sharing arrangements on their websites.\n\n\n(a) The MoF publishes multi-year budget planning and execution reports, including key\nperformance indicators covering all core ministries and departments. These were observed to\nbe comprehensive and maintained up to date.\n\n\n(b) The AB publishes its annual report covering the outcome of audits of all ministries and\ndepartments subject to its audit.\n\n\n(c) The JACC has established a comprehensive mechanism for receiving, investigating, and\nreporting on all allegations received from the public.\n\n\n38. **Access to information.** There were no consequences for government departments, if they failed to\nfulfill their obligations as stated in the law. Furthermore, the petitioner is required to cover the expenses\nassociated with the production of information with no specific ceiling.\n\n\n39. **Public complaints handling.** A Central Government Complaints Management System is\nmaintained in the MOPSD [43] as a central entity for receiving and monitoring resolution of citizens’\ncomplaints directly with all concerned government agencies. The management and maintenance of the\nsystem are supervised by the Government Complaints Management Unit at the MOPSD’s Government\nServices Improvement Directorate. The unit receives citizens’ complaints on services provided by\ngovernment departments, corporations, and municipalities and follows up with the National Contact Center.\nThe system generates monthly reports that provide a basis for setting performance indicators and making\nappropriate decisions to reduce citizens’ complaints and address negative trends in a practical and evidencebased approach, in line with the vision of His Majesty King Abdullah II for better government services\nachieved by listening to citizens, taking their suggestions into account, and considering them as key partners\nin developing government services. The Central Government Complaints Management System serves as a\ncentral outlet that guarantees the confidentiality of complaints and ensures that they are handled in a\n\n\n43 See website: http://mopsd.gov.jo/en/Pages/Side%20Nav/Government-Complaints-Unit.aspx?MenuItem=4\n\n\n73\n\n\n",
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+ }
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+ "input_text": "professional and transparent manner upon verification of the complainant’s identity through databases\nlinked to the system.\n\n\n40. **Code of ethics for public servants.** All state bodies, including ministries, departments, and IPUs,\nfollow the code of ethics for public servants. In general, the code of ethics sets rules of behavior for\nemployees and aims to strengthen public confidence in the professionalism and conduct of employees. The\ncode defines relationships with citizens, professional behavior, conflicts of interest, relations with\ncolleagues, personal behavior, and so on.\n\n\n41. **Asset disclosure.** The Financial Disclosure Department by-law increased the number of individuals\nfrom the public and private sectors who are required to submit financial disclosures. Nevertheless, the law\nis not as effective as an investigation tool because assets disclosed by public officials in financial statements\nare not verified by the Financial Disclosure Department unless there is a complaint against the public\nofficial.\n\n\n42. **Conflict of interest.** In addition, bidding documents for public procurement contain ethics clauses,\nwhich regulate interactions between the employer and the bidders with regard to the process of bid\nexamination, clarification, and evaluation; conflict of interests; unlawful agreement with competitors or\ninfluence on the evaluation committee; and so on. Also, the requirement of this part of the bidding document\nis that the contractors shall act professionally, impartially, and in accordance with the code of ethics of their\nprofession.\n\n\n_The Jordanian Anticorruption Commission_\n\n\n43. The JACC, established in 2005, has over the years established elaborate arrangements to prevent,\ndeter, and investigate fraud and corruption. It is headed by a board comprising a chair and five members—\neminent persons nominated for a limited two-year period. The JACC has departments responsible for public\noutreach and awareness; information management and investigation; and quality assurance. It closely\ncollaborates with various stakeholders responsible for fiduciary oversight and the Judiciary. The JACC\ncontinues to receive capacity building support, including ongoing twinning arrangements with the Finnish\nanticorruption agency and recent technical assistance from the World Bank Group for establishment of a\ncomprehensive database.\n\n\n44. Jordan’s 2013–2017 National Anti-Corruption Strategy forms a coordination framework for all\nefforts of institutions and agencies involved in combating corruption, as it is considered the basic tool for\nentrenching the principles of good governance, integrity, transparency, and accountability. The strategy\nwas developed through collaborative efforts of public institutions, the private sector, civil society\norganizations, and development partners. It is based on a comprehensive assessment of fraud and corruption\nrisks across all sectors and includes a comprehensive action plan aimed at promoting a culture of integrity,\nprofessional conduct, and ethics in public service. The JACC consistently publishes annual reports that\nevidence its performance. Also available on its website are information and tools for public complaint\nhandling and information sharing.\n\n\n45. The World Bank discussed its obligations under the Program with the implementing institutions,\nwhich agreed to execute the activities in accordance with the World Bank’s Guidelines on Preventing and\nCombating Fraud and Corruption [44] in Program-for-Results Financing. The MOL, MoITS, and IPUs will\nshare information with the World Bank regarding all allegations of fraud and corruption in connection with\nthe Program, investigate all credible allegations received, report to the World Bank on actions taken, and\n\n\n44 “Anti-Corruption Guidelines” are the Bank’s “Guidelines on Preventing and Combating Fraud and Corruption in\nProgram-for-Results Financing,” dated February 1, 2012, and revised July 10, 2015.\n\n\n74\n\n\n",
+ "datasets": [],
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+ "input_text": "cooperate in any inquiry that may be conducted by the World Bank into allegations or other indications of\nfraud and corruption in connection with the Program. The Jordanian procurement entities will monitor and\nabide by the World Bank’s list of debarred/suspended firms PLN.\n\n\n_Program Arrangements for Managing Fraud and Corruption Risks_\n\n\n46. As part of the fiduciary assessment, the degree to which the Program systems handle the risk of\nfraud and corruption, including complaint mechanisms, was assessed. The Program embeds several fraud\nand corruption prevention, deterrence, and detection mechanisms in existing arrangements, including:\n\n\n(a) publication of Program information by participating ministries and entities, including\nprovision for handling stakeholder complaints;\n\n\n(b) comprehensive and clearly articulated procedures governing the use and accountability of\nfunds, reflected in the PFM legislation, regulations, and operational guidelines;\n\n\n(c) a strong internal control and compliance monitoring mechanism, including: (i) internal control\nand internal audit; (ii) periodic program progress monitoring by the PMU; (iii) strong\ncompliance monitoring by the MoF financial controllers and internal auditors; and (iv)\neffective auditing arrangements including an extended scope of audit focusing on systems\nstrengthening applying a risk-based approach;\n\n\n(d) a strong track record of timely responsiveness in addressing and resolving audit findings; and\n\n\n(e) effective arrangements for segregation of accountability and reporting functions.\n\n\nThese mechanisms will be complemented by proposed PAP remedies that address identified gaps and\nstrengthen overall governance and risk management arrangements.\n\n\n_Application of the Anticorruption Guidelines_\n\n\n47. The World Bank’s Anticorruption Guidelines will be applicable to the Program as a whole. Specific\nrequirements of the World Bank’s Guidelines on Preventing and Combating Fraud and Corruption in\nProgram-for-Results Financing are the following:\n\n\n(a) Sharing information regarding all allegations of fraud and corruption in connection with the\nProgram, investigating all credible allegations received; reporting to the World Bank on\nactions taken, and cooperating in any inquiry that may be conducted by the World Bank into\nallegations or other indications of fraud and corruption in connection with the Program.\n\n\n(b) Procurement entities monitoring and abiding by the World Bank’s list of debarred/suspended\nfirms.\n\n\n_Fiduciary Risks Assessment_\n\n\n48. The assessment concluded that the overall fiduciary framework for the Program is adequate to\nsupport its implementation and to achieve its desired results. The key institutions—MOPIC (Program\ncoordinator) and implementing entities (MOL, MoITS, JIC, and JSMO)—have acceptable financial\nmanagement and procurement systems for the purpose of the Program.\n\n\n75\n\n\n",
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+ "input_text": "49. Following the assessment, Table 5.2 describes the integrated fiduciary risks, their mitigation\nmeasures, and action plan.\n\n\n**Table 5.2. Integrated Fiduciary Risk and Mitigation Measures**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Fiduciary Risk|Mitigation Measure|Responsibility|\n|---|---|---|\n|Program coordination: Coordination
due to large number of entities
involved|A PMU was established at MOPIC
and will be in charge of
coordination of the implementation
of the Program|MOPIC|\n|Planning and budgeting: The JIC and
JSMO budgets do not include lines
for funds to be received by the
Government, which would hinder
providing program proceeds to those
institutions.|Appropriate budget lines under the
JIC and JSMO budgets will be
established starting with the 2017
Budget Law.|GBD/MOF/JIC/JSMO|\n|Internal audit: Internal audit function
in accordance with international
recognized standards does not exist.|The scope of the annual external
audit will be expanded to cover
assessing the internal controls over
program expenditures.|MOL/MoITS/JIC/JSMO|\n|External auditing: AB financial and
administrative independence needs
enhancement, and its resources are
significantly exhausted with ex ante
controls that would hinder the quality
of financial and performance audit.|An external audit firm, acceptable
to the World Bank, will be
appointed to audit the Program
expenditures.|MOL and MoITS|\n|Efficiency of procurement and
contract management in timely
procurement, preventing re-bidding
and archiving the process and
supporting documents|Recording procurement transactions
and their timeliness, and building up
the capacity of the procurement
departments in all the involved
institutions by having the
procurement staff trained in public
procurement, including e-
procurement, to get familiar with
the latest trends|MOL/MoITS/JIC|\n|Lack of a procurement appeals
mechanism to address the complaints
on time and addressing issues in a
professional manner while
preventing delays as a result of
complaints|As foreseen in the draft
procurement by-law of Jordan, an
independent committee composed
of representatives of the MoF,
MoPWH, MOPSD, and MOPIC
will be appointed.|MoF/MoPWH/MoPSD/MOPIC|\n\n\n\n**Table 5.3. Key Fiduciary Performance Indicators**\n\n\n\n\n\n\n\n\n\n\n|Indicator|Measure|Indicator measures
performance related to|Baseline|\n|---|---|---|---|\n|Average length of
procurement process|Number of days between
date of invitation to date of
award|Timeliness and quality of
planning|2015 average in days|\n|Processes terminated,
revoked, or re-tendered|Percentage of tender
processes terminated or
declared null before
contract signature or re-
tendered|Quality of procurement
documents, specifications,
and overall quality of
process|Percentage of terminated,
revoked, or re-tendered
processes in 2015|\n\n\n\n76\n\n\n",
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+ "input_text": "77\n\n\n\n\n",
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+ {
+ "input_text": "**Annex 6: Summary Environmental and Social Systems Assessment**\n\n\n**Environmental and Social Systems Assessment** **Objectives**\n\n\n1. **The objectives of this Environmental and Social Systems Assessment (ESSA)** are to document\nthe environmental and social management procedures, standards, and institutional responsibilities that will\napply to the proposed Program; evaluate the institutional capacity to manage the likely environmental and\nsocial effects in accordance with the country’s own requirements under the proposed Program; assess the\nconsistency of the borrower’s systems with core principles and attributes; and establish the risks and\npotential negative environmental impacts of the Program, ensuring that these will be subjected to an\nadequate initial screening so that relevant mitigation measures can be identified, prepared, and\nimplemented.\n\n\n2. This ESSA was prepared by the World Bank for the proposed PforR. It includes the following\ninformation: (a) a summary of environmental and social risks and benefits associated with activities\nrequired to achieve the PDO and the DLIs for each results area; (b) an assessment of the borrower’s\nenvironmental and social management systems that apply to these activities, their risks, and benefits; (c) an\nevaluation of the borrower’s performance and track record in implementing its environmental and social\nmanagement systems; (d) an assessment of the extent to which the borrower’s environmental and social\nmanagement systems are consistent with the World Bank’s core environmental and social principles spelled\nout in World Bank policy and associated guidance materials; and (e) a set of recommendations and actions\nthat the borrower has agreed to undertake to improve the implementation of applicable systems.\n\n\n3. This report was prepared by the World Bank through a combination of reviews of existing Program\nmaterials and available technical literature, in-depth interviews with government staff, focus group\ndiscussions with Jordanians and Syrian refugees, factory owners and investors, donors, partners, and key\nexperts. Findings of the assessment were integrated into the PAP with key measures to improve\nenvironmental and social management outcomes of the Program. The findings, conclusions, and opinions\nexpressed in the ESSA document are those of the World Bank. Recommendations contained in the analysis\nwere discussed and agreed with Jordanian counterparts.\n\n\n**Conceptual Approach to Assessing Social and Environmental Risks**\n\n\n4. The PforR will support government reforms to improve the business environment, labor market\nreforms, investment climate, trade, and investment promotion—measures that can benefit all Jordanians\nand all Syrian refugees. Given that Program boundaries are broad, the Bank has redefined the scope for the\npurpose of the ESSA preparation. To develop the assessment, the boundaries focused on the social and\nenvironmental risks pertaining to SEZs, as well as broader political economy contextual issues,\nimplementing agency capacities, and a characterization of the vulnerable groups. The Program will not\nsupport investments that will normally be excluded under World Bank policy on PforR financing.\n\n\n5. Factors affecting social risks can be classified into five broad categories attributable to the: (a)\nnature of the program; (b) third-party actions; (c) broader, contextual risks; (d) vulnerability issues; and (e)\nGovernment/implementing agency capacity and commitment. The interaction among all of these factors\nmay multiply or minimize overall program risk. Based on the assessment, the social risks are considered\nSubstantial.\n\n\n6. The nature of Program refers to the ‘footprint’ of the proposed Program (that is, direct impacts\ndirectly caused by the Program and for which full control and responsibility of the Government is assumed).\nAs discussed, the Program will finance high-level policy reforms to improve the overall business\nenvironment for which no negative social or environmental effects are anticipated. Labor market reforms\n\n\n78\n\n\n",
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+ "input_text": "will facilitate the issuance of work permits to Syrian refugees; however, this may be a source of social\ntension due to preferential treatment vis-a-vis other migrant groups. Direct investments of SEZs or\nemployment generation activities outside SEZs will not be financed under the Program; therefore, there is\nno direct causality between the Program and noncompliance of labor and environmental standards.\n\n\n7. However, impacts associated with third-party actions are defined as ones that are contributed by\nthe Program and for which good faith efforts to reduce Program-related risks will be implemented. The\nmost prominent associated social risks include companies’ noncompliance of labor and environmental\nstandards; poor monitoring by the MOL and MoEnv; and the potential role of the media or NGOs by\ninfluencing public opinion and perceptions about program benefits that may create social tension.\n\n\n8. Broader, contextual, and political risks have neither been caused by the Program nor have\ncontributed to the risks; they are however considered substantial and may exacerbate other Program-related\nrisks. These include the regional instability caused by the Syrian crisis, its weak labor economy, large\nmigrant numbers (close to a third of the population), social tensions among some of the host communities\nand Syrian refugees, and legacy issues related to gross noncompliance of labor and environmental standards\nin SEZs. Despite these political economy risks (more details provided in Annex4- Political economy\nsection), Program benefits outweigh the costs and therefore the Program is deemed viable.\n\n\n9. Adverse impacts that fall disproportionately on the poor or vulnerable groups are defined as\nvulnerability risks. Vulnerable groups are particularly exposed to systemic barriers to Program benefits. In\nthis Program, vulnerable groups are defined as poor Jordanians, poor Syrians/Syrian refugees, other\ndisplaced populations (i.e., Libyans, Yemenis, and so on), migrant workers, women (especially women\nworkers), wage laborers (especially those on a contract basis), child workers, the disabled, landless, the\nBedouins, and Program-affected persons who may not be protected through national land compensation\nlegislation. Working women are particularly vulnerable to different forms of harassment. Citizen\nengagement measures to strengthen voice of low-wage workers, migrants, and women; grievance redress\nmechanisms; actions to increase access to information about rights; and closer scrutiny of labor and\nenvironmental practices have been proposed in the PAP to mitigate these risks.\n\n\n79\n\n\n",
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+ "input_text": "**Figure 6.1. Summary of Key Risks**\n\n\n10. **Capacity and commitment** refers to the resources, capacity, and political will for addressing the\nsocial and environmental issues in the Program. While there is strong political will to implement the overall\nProgram, capacity remains weak and a risk to Program implementation. Capacity of the following\ninstitutions/departments was assessed and measures were proposed as follows:\n\n\n - **MoPIC.** Assignment of staff to oversee implementation of social and environmental PAP\nmeasures\n\n\n - **MOL and MoEnv.** Providing human resources and financial means to conduct compliance\nmonitoring of selected SEZ estates needed and development of baseline data\n\n\n - **Select SEZs.** Improving the capacity and practices around labor practices and occupational\nsafety and health within SEZs\n\n\n - **JIC/one-stop shops.** Proactive information provision to clients on labor and environmental\nstandards\n\n\n11. Progress in this area will measure the Program’s performance through quarterly reporting,\nimplementation support missions, and M&E of the DLI verifications and Results Framework indicators.\n\n\n12. The regulatory framework was also assessed and spanned the review of the Jordanian laws pertinent\nto labor and environmental issues, land acquisition and resettlement, and International Labor standards\n(refer to the full annex for details).\n\n\n13. Lastly, to bolster the social and environmental measures in the Program and demonstrate the\nGovernment’s commitment to doing good, the following social and environment (occupational health and\nsafety) DLI will be introduced: Public disclosure of Better Work Jordan findings and of major labor\n\n\n80\n\n\n",
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+ "input_text": "violations. While the Program will use existing infrastructure of the SEZs and is providing specific guidance\non labor and safety-related issues in the PAP, it is paramount that the Government demonstrate commitment\nto making efforts to curb low compliance. Global experience has demonstrated that pressure created by\n‘shaming’ through transparency of information has positively influenced increased compliance.\n\n\n**Environmental and Social Risks**\n\n\n14. The overall social risks are expected to be Substantial due to the perception by host communities\nand other migrant communities that Syrian refugees are disproportionately benefiting from job\nopportunities and resources. With regard to women’s employment, the need for viable solutions to enable\nrefugee women to work outside of the camps—namely transportation and childcare—will be critical to\nprovide culturally sensitive and safe employment options. Poor working conditions associated with weak\ncompliance of labor standards are also a risk.\n\n\n15. With regard to increased support to the SEZs, social risks associated with labor standards are\nexpected to be Moderate given that Better Work standards will be followed and closely monitored. The\nenvironmental risks of this PforR and broader Jordan Compact support are expected to be Moderate and\nare associated with a direct impact on labor conditions and an indirect impact on labor-intensive sectoral\nproduction. Thus, worker health and safety is determined to be the predominant environmental risk, with\nair pollution, industrial effluent, and poor management of solid waste from these zones are identified\nsecondary and indirect environmental risks. Other environmental risks include chemicals, dust, and\nlivestock disease exposure in the agricultural sector and loss of limbs, fatal falls, and electrocution in the\nconstruction sector.\n\n\n**Assessment of Borrower Systems**\n\n\n16. The applicable federal and governorate environmental and social management systems in Jordan,\nfrom a legal, regulatory, and institutional perspective, are considered to be generally appropriate and\ncomprehensive, with only a few gaps in relation to the principles of the ESSA. The scope of the legal and\nregulatory systems is adequate to address underlying environmental and social risks; therefore, no\nsignificant changes to the overall structure of these management systems are required or proposed. The\nsystems, on paper, are in many respects consistent with the principles and attributes of a well-functioning\nsystem as defined by the World Bank policy on PforR financing.\n\n\n**Stakeholder Consultations**\n\n\n17. The preparation of the ESSA was carried out in a participatory manner involving feedback and\ninputs from a number of key stakeholders working in the Government, private sector, and NGOs\nand other sectoral experts, donor agencies, and international partners. The World Bank team used\ninformal interviews and stakeholder dialogue in combination with more formal and structured focus\ngroups and other public meetings to solicit information relevant to the analysis as well as to verify\njudgments made in the course of conducting this review. Field visits to a representative sample of\nSEZs were conducted to establish the status and standard of environmental and social safeguard\nsystems at local levels and interviews were conducted with technical staff in relevant institutions.\nSEZs visited included Al-Hassan SEZ, Al-Dulayl Industrial Estate, Mauwaqqar Industrial Estate,\nand Irbid SEZ. Additionally, a two-day forum, which convened over 50 representatives ranging\nfrom investors, buyers, government agencies and ministries, international partners such as ILO,\nBetter Work Jordan, EU, UNHCR, regulatory agencies such as the JIC, Jordan Garments,\nAccessories, and Textiles Exporters' Association (JGATE), and Worker’s Union, discussed broad\nprogram design and feasibility issues. The forum took place during April 12–13, 2016, in Amman.\n\n\n81\n\n\n",
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+ "input_text": "18. **Key issues raised were as follows:**\n\n\n - Concerns by some investors that the business model of replacing migrant workers with\nJordanians or Syrian refugees may not work given the expertise migrants have already\ndeveloped in certain industries.\n\n\n - Having training programs that cover the needs of factories will help create opportunities for\nboth Jordanians and Syrian refugees.\n\n\n - Preference over Jordanian and Syrian refugee workers due to concerns about cultural\ndifferences between migrant workers and local communities that tend to be more\nconservative.\n\n\n - Difficulties in hiring more Jordanian and Syrian refugee women as the industrial estate is\nmore heavy-industries-centered at the time of survey.\n\n\n - Regarding the integration of Syrian refugees, local community members are complaining and\nclaiming that the Syrian refugee laborers are a burden and are compromising the minimum\nrights to get job opportunities. Additionally, Syrian refugee managers and supervisors are\nsaid to grant a preferential treatment to Syrian refugees. These tensions and risks would be\nmitigated by creating more jobs for Jordanians.\n\n\n**Actions to Address Environmental and Social Risks**\n\n\n19. The proposed PforR operation will be used strategically to begin strengthening Jordan’s\nenvironmental and social management systems by using a risk-based approach, starting with: (a) managing\nperception issues about who the winners and losers are in the Program; (b) providing human resources and\nfinancial means for the MOL and MoEnv to conduct compliance monitoring of selected SEZ locations; (c)\nimproving capacity and practices around labor standards enforcement and occupational safety and health\nwithin SEZs; and; (d) instituting policies at the JIC that regulate land acquisition, resettlement,\ncompensation, and environmental and labor standards in SEZs.\n\n\n20. These activities were distilled as part of the DLI related to SEZs, which makes public support to\nSEZs conditional on these improved environmental and labor practices. As such, this requirement will\nhave the full force of legal covenants and will be the basis for funds disbursement under the proposed\noperation. The Program will also support the reinforcement of the MOL and MoEnv, as well as the SEZ\nmanagement administration.\n\n\n21. These activities will be supported by technical assistance activities, to run in parallel with the PforR,\nestimated at US$5 million. Other technical assistance activities budgeted will support broader capacity\nbuilding activities, such as addressing sources of pollution and resource use in the SEZs and development\nand adoption by the industries of a Better Work Jordan compliance structure, within the lifetime of the\nPforR operation.\n\n\n22. With respect to social measures, SEZ development and management companies will improve\nstakeholder and public consultations to make the process more inclusive through consultations. These\nguidelines will be followed for planning and conducting meaningful consultation for each stage of social\nassessment. With regard to enforcement of labor laws, the MOL and the SEZs will work in close\ncollaboration. A labor cell will be established within the social unit at the company level to liaise closely\non issues of child and bonded labor, as well as to assist the district labor officer to monitor and help create\nthe conditions for the enforcement of existing labor laws. To deal with public complaints or disputes within\n\n\n82\n\n\n",
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+ "input_text": "an industrial zone, a system of grievance redress will also be developed and implemented, which will be\ncomplemented by measures to strengthen the existing hotline at the MOL.\n\n\n23. SEZs will also be expected to develop, notify, and implement SOPs covering the occupational,\nconstruction, labor working conditions, and community aspects related to health, safety, and environment.\nThe social units will take the lead in this aspect and work in collaboration with the MOL and MoEnv. The\nenforcement of by-laws and policies in the JIC relating to the establishment of industries will also be\nimproved by the SEZs.\n\n\n24. If these activities are successfully implemented, as outlined above, the overall environmental and\nsocial management systems in Jordan will be strengthened and set on a more sustainable path. Based on the\nWorld Bank’s assessment, a number of specific actions will be undertaken to address environmental and\nsocial risks associated with the Program.\n\n\n25. This ESSA recommends undertaking the following social and environmental measures during the\nlife of the Program:\n\n\n**(a)** **Strengthening JIC Environmental and Social/Labor Advisory Services**\n\n\n - Strengthen one-stop-shop role to include: (i) proactive information sharing (through\nprinted materials and other relevant venues) of environmental and labor standards to\ninvestors, and (ii) proactive information sharing about land acquisition, compensation,\nand resettlement laws and regulations.\n\n\n**(b)** **Establishment of Workers’ Centers at a Zone Level (modelled after Workers’ Center**\n**Pilot/Better Works)**\n\n\n - Support the establishment of Workers’ Centers at the SEZ level to provide a bundle of\nservices for workers, to include information on social and environmental standards,\npreventative medical checkups, legal advice, and a secure grievance redress system for\nworkers. This specifically includes the following:\n\n\n`o` Legal advisor or worker’s rights and channels and processes available for\ngrievance redress (including advisors—not just translators—in different\nlanguages)\n\n\n`o` Proactively providing information on labor standards and environmental standards\nthrough printed materials and company visits and awareness-raising activities\n\n\n`o` **OSH advisor to** oversee OSH issues at zone level and liaises with the MOL, MoH,\nand MoEnv for follow-up needed\n\n\n`o` Clinical doctors to oversee specialized services such as eyes, ears, respiratory\nconditions, minor injuries, repetitive injuries, and urgent care\n\n\n`o` **Compliance monitoring officer to** liaise with management and compliance staff\nto monitor company-level compliance issues on environmental and labor standards\n\n\n`o` Allowing for outsourcing of medical services to the private sector\n\n\n**(c)** **Strengthening MOL’s Inspectorate Unit**\n\n\n83\n\n\n",
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+ "input_text": " - Develop infrastructure (database software and computers) to strengthen the MOL\nhotline (grievance redress system) and establish IT linkages between inspectors and\nhotline.\n\n\n - Strengthen existing grievance redress mechanisms at the MOL to allow for confidential\nand effective resolution of complaints between affected people, communities, and\nmanagers of SEZs.\n\n\n - Complete a memorandum of understanding between the Ministry of Health and the\nMOL to enable MOL to take responsibility and accountability for workers’ dormitories\ninspection and compliance.\n\n\n - Continue to support a singular integrated inspection database across MOL, MoEnv, and\nother relevant ministries, which aggregates current compliance rates for individual\nfactories across several inspection agencies. This is in order for risk-based inspections\nto increase in parallel with a lower average of yearly inspections per factory.\n\n\n - Build an M&E system to assess percentage of case resolution\n\n\n - Redeploy and train existing Inspectorate Unit staff to increase technical expertise, while\nchanging mindset from ‘policing’ to providing incentives to comply with standards.\n\n\n - Conduct awareness-raising and communications activities to increase the knowledge of\ngrievance system available to workers.\n\n\n - Provide legal advisors (to advice on the labor law) with diversity of language skills to\nmanage cases of migrant workers.\n\n\n**(d)** **Support Ministry of Environment Capacity More Strategically**\n\n\n - Focus MoEnv Inspectorate capacity on designing and implementing—in priority,\npollution hotspots—air pollution abatement plans, containing: (i) targets for selected\nenvironmental improvement objectives, (ii) a clear assignment of roles and\nresponsibilities for the different stakeholders involved, and (iii) incentive mechanisms\n(including soft loans) to encourage industries to comply with environmental regulation.\n\n\n - Promote pollution control through a combination of (i) positive incentives (including\nsoft loans and technical assistance) to encourage the use of cleaner production processes,\nand (ii) gradual phasing-in of negative incentives (pollution levy for industrial emissions\nexceeding a given standard) to induce firms to meet effluent/ambient standards (for\nexample, through end-of-pipe treatment). Initially the levy would be linked to the level\nof activity/employment and later—once adequate monitoring capacity is in place—to\nemission levels.\n\n\n - Promote the inclusion of specific targets of environmental improvements in selected\nsectors, particularly those targeted by the Jordan Compact to create increased\nemployment. This will include definition of responsibilities for their achievement,\nperformance indicators, and allocation of the required human and financial resources.\n\n\n**(e)** **Policy and Assessment Areas for Strengthening Environmental and Social Standards**\n\n\n84\n\n\n",
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+ "reference_population": {
+ "text": "migrant workers",
+ "confidence": 0.8649185299873352,
+ "start": 219,
+ "end": 221
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+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "air pollution abatement plans",
+ "confidence": 0.9158918857574463,
+ "start": 256,
+ "end": 260
+ },
+ "dataset_tag": "non-dataset",
+ "description": {
+ "text": "targets for selected\nenvironmental improvement objectives",
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+ "start": 266,
+ "end": 272
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+ "reference_population": null,
+ "is_used": "False",
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+ {
+ "dataset_name": {
+ "text": "Jordan Compact",
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+ "start": 424,
+ "end": 426
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+ "text": "Jordan",
+ "confidence": 0.6138337254524231,
+ "start": 424,
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+ {
+ "input_text": " - Developing, notifying, and implementing SOPs related to OSH and improve\nimplementation of bylaws\n\n\n - Completion of OSH Strategy according to ILO Convention 187\n\n\n - Memorandum of understanding between the Ministry of Health and MOL for MOL to\nlead on dormitory inspections\n\n\n - In-depth assessment of dormitory safety and quality of life\n\n\n**(f)** **Provision of a Women-Friendly Enabling Environment**\n\n\n - Provide safe transportation that is culturally sensitive to women to SEZs.\n\n\n - Request SEZs benefiting from EU trade preferences provide stipends above their base\nsalaries to women working in SEZs to cover child care costs.\n\n\n - Generate data to measure sexual harassment cases nationally and support a national\ndialogue between relevant ministries on adopting a regulatory framework against sexual\nharassment to protect women.\n\n\n**(g)** **Strengthening Transparency, Participation, and Accountability** (to manage social risk\nassociated with perceptions and to be developed with the support of external communications\nand relations)\n\n\n - Develop a comprehensive plan between the World Bank and GoJ with clear, concise,\nconsistent messages about the Program.\n\n\n - Develop a communications strategy and rollout plan with MOPIC to share information\nabout Program objectives, components, and investments; access to program benefits.\n\n\n - Segment the target audience and the messages to target groups that are the perceived\n‘losers’ of the Program through identifying the issues (that is, misperception about\nreplacement of Jordanian or migrant workers, and so on).\n\n\n - Strengthen impacts of the program by establishing and communicating processes put in\nplace during program implementation (for example, how different geographic areas and\nsocial groups are targeted, whether targeting happens in a manner that is transparent and\nbased on clear criteria, such as poverty or vulnerability, and not solely on refugee/nonrefugee status).\n\n\n - **Public disclosure of compliance information of factories in participating qualified**\n**industrial zones.** There are approximately 30 criteria being discussed and to be agreed\nto and revised through tripartite workshops, every two years. Annual reports on\ncompanies’ performance are to be released and shared with all.\n\n\n - **Participation of each targeted factory in compliance programs modelled after**\nBetter Work Jordan **.** While Better Work Jordan is currently limited to the garment\nindustry, there is a shared donor commitment to find practical solutions to expand its\nwork beyond the garment sector. Donors, buyers, and other stakeholders are cognizant\nin that there are industry-specific elements that are different from the garment industry\n\n\n85\n\n\n",
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+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "and that there are variances in the state of social dialogue at the sector level; however, it\nis expected that commitment and funding will be leveraged by both buyers and donors.\n\n\n - Based on current results of air and water quality monitoring, establish a list (or improve\nexisting ones) of priority pollution hotspots, particularly in Zarqa.\n\n\n - Encourage compliance with environmental regulation through public disclosure of\nperformance of the polluters by the NGOs and the media, in tandem with the suggested\npublic disclosure program to be implemented by Better Work Jordan.\n\n\n**(h)** **Support to Workers in the Agricultural and Construction Sectors (albeit indirectly)**\n\n\n - Share of workers with social security coverage to continue to grow by at least 10 percent\nper year, with the support of a nationwide campaign\n\n\n - Share of employed workers paid below minimum wage to decrease\n\n\n**(i)** **Strengthening Case Management of Child Labor**\n\n\n - At least 3,000 child laborers identified, withdrawn, and rehabilitated through the\nNational Framework on Child Labor.\n\n\n**(j)** **Environmental Measures - Emissions Inspections and Industrial Waste Management**\n\n\n - **Targeting Emissions Inspections**\n\n\n`o` The MoEnv, in partnership with the GAM, will pilot accelerated efforts to\nimprove the air-monitoring system, including ambient air quality, as well as\nemission from stationary (for example, the likely highest emitting sectors) and\nmobile ones.\n\n\n`o` Continue to put into place a risk-based management approach to inspections,\ndefining in a transparent manner priority locations/sectors (as opposed to the\nstandard approach, which is primarily complaint driven).\n\n\n`o` Maintain the MoEnv as the primary inspection authority for emissions inspections\nuntil the JIC is able to fully take on this function, if that is the intention of the\nGoJ. When the function does transfer to the JIC, offer incentives to move MoEnv\ninspectorate staff to the JIC to seed capacity.\n\n\n - **Improve Industrial Waste Management Capacity**\n\n\nIndustrial waste, including hazardous, medical, and construction waste, has increased and is likely to\ncontinue to increase with incentives to expand businesses and create employment. Although the solid\nwaste management sector is receiving attention, as the incremental load of solid waste is said to be\ncreated from the Syrian refugee influx, increased industrial waste management systems are not receiving\nthe attention they need to\n\n\n86\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 94
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 7: SORT and Program Action Plan**\n\n|SORT|Col2|\n|---|---|\n|**Risk Category**|**Rating (H, S, M, L)**|\n|Political and Governance|**M **|\n|Macroeconomic|**S **|\n|Sector Strategies and Policies|**H **|\n|Technical Design of Project or Program|**M **|\n|Institutional Capacity for Implementation and Sustainability|**S **|\n|Fiduciary|**M **|\n|Environment and Social|**S **|\n|Stakeholders|**H **|\n|International Community Support|**H **|\n|**OVERALL**|**H **|\n\n\n\n**Program Action Plan**\n\n\n\n|Action|Legal
covenant
(Y/N)|\n|---|---|\n|Put in place a PMU within MOPIC to monitor the implementation of the Compact and PforR.|**Y **|\n|Issue a prime minister decree appointing the AB as a third-party verifier.
|**Y **|\n|Develop an Operations Manual for the PforR ‘Economic Opportunities for Jordanians and Syrian
Refugees’.
|**Y **|\n|Extend the period of free work permits and relaxed inspections targeting Syrian refugees for the next
two years (target date: September 2016)
|**Y **|\n|Disseminate information regarding eligibility, administrative process, and service standards for
obtaining work permits and Ministry of the Interior ID cards (target date: biannually starting
September 2016)
|**Y **|\n|Monitor and report quarterly: the number of work permits applied for and the number issued,
disaggregated by new work permits (first time to an individual), renewal work permits, change of
employer work permits, as well as by gender, sector/occupation, Governorate/camp and
nationality. (Target date: quarterly starting January 2017)
|**Y **|\n|Develop and implement a system that allows residents of refugee camps to enjoy mobility to search
for and attend work and put in place an advisory committee including members from the World
Bank, ILO, UNHCR, and the International NGO (INGO) coordinator (target date: December 2016)
|**Y **|\n|Monitor and report quarterly the number of leave permits applied for, the number received, and the
frequency of use, disaggregated by camp, gender, and age. (Target date: quarterly starting January
2017)|**Y **|\n\n\n87\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 95
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|Col2|\n|---|---|\n|Include refugees and economic migrants in the Department of Statistics Employment and
Unemployment Surveys (target date: quarterly survey starting January 2017)
|**Y **|\n|Carry out an awareness-raising campaign regarding household enterprises to inform the public about
the availability of this option and the reduced restrictions and incentives to foster the creation of such
businesses.|**Y **|\n|Instruct the JIC to recruit 26 high caliber staff with relaxed salary constraints as recently allowed by
the Cabinet (target date: June 2017)
|**Y **|\n|Publish and publicize an ‘investor’s guide’ for domestic and foreign investors with specific
information for Syrian investors and other restricted nationalities (target date: December 2017).
|**Y **|\n|Set up a Client Relationship Management (CRM) information technology (IT) system and database
for investor targeting and aftercare at the JIC (target date: December 2018)
|**Y **|\n|Strengthen the MOL’s Inspectorate Unit’s capacity to identify, track, and more effectively resolve
noncompliance on labor and environmental standards through the development of IT tools (database
and program) to enable staff to input and monitor data (including development of a baseline data on
labor and environmental compliance to standards); establish linkages with other entities within the
MOL (such as hotline, child labor, operational safety and health [OSH]), Ministry of Environment,
and Ministry of Social Development; and increase effectiveness of their resolution (target date: June
2017)
|**Y **|\n\n\n88\n\n\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "investor’s guide",
+ "confidence": 0.852702796459198,
+ "start": 144,
+ "end": 148
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": {
+ "text": "2017",
+ "confidence": 0.6311017274856567,
+ "start": 40,
+ "end": 41
+ },
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 96
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 8. Implementation Support Plan**\n\n\n**Table 8.1. Main Focus of Implementation Support**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Time|Focus|Skills Needed|Resource
Estimate,
including other
Development
Partners
(US$, million)|Partner Role|\n|---|---|---|---|---|\n|First 12 months|Investment promotion
Labor/work permits
Trade|Investment
targeting and after
care
Labor regulation
Trade facilitation|1|USAID/JCP
coordination
ILO coordination|\n|12–48 months|Investment promotion
Labor/work Permits
Trade|Investment
targeting and after
care
Labor regulation
Trade facilitation|1|USAID coordination
ILO coordination|\n|Other|Trade in services,
business incubation,
construction sector|Sectoral expertise|3|DFID coordination|\n\n\n\n**Table 8.2. Task Team Skills Mix Requirements for Implementation Support**\n\n|Skills Needed|Number of Staff Weeks|Number of Trips|Comments|\n|---|---|---|---|\n|Program Management|20|16|—|\n|Labor Market|20|—|—|\n|Investment Climate|10|—|—|\n|Investment Promotion|10|8|—|\n|Verification|2|5|—|\n|Fiduciary and
Safeguards|5|6|—|\n\n\n\n89\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 97
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 9. Role of Partners in Program Implementation**\n\n\n1. **There are several initiatives taking place in Jordan to support the implementation of the**\n**Compact directly or indirectly and more broadly private sector development.** The EU has counted\nabout 77 on this area. Among the main programs in place in Jordan are:\n\n\n - **USAID.** Jordan competitiveness, workforce development, SME financing programs\n\n\n - **EU.** SME financing and support, vocational training support\n\n\n - _**GIZ**_ It has several initiatives including some on vocational training.\n\n\n - **EBRD.** It provides SME financing\n\n\n - **DFID and Dutch** plan financing initiatives\n\n**Table 9.1. Key Donors Supporting Compact**\n\n|Donor|Programs|Approximate Annual
Amount (US$, million)|\n|---|---|---|\n|World Bank Group|Regulatory and Investment Promotion Reform (through
various trust funds including the Transition Fund),
Social Resilience Program|25|\n|EBRD|SME Financing Support|10|\n|EU|Vocational Training, SME Support|20|\n|OPIC (US)|SME Financing Support (guarantee facility)|20|\n|USAID|Work Force Development Program, Jordan
Competiveness Program, SME Financing Program,|25|\n|Germany - BMZ|Plan for Prospect|200|\n|Other Donors: DFID,
JICA, GTZ, AFD,
CIDA, UNDP, Arab
Fund|Vocational Training, SME Support (including finance)|15|\n\n\n\n_Note_ : AFD = _Agence Francaise de Developpement_ ; BMZ = German Federal Ministry for Economic Cooperation and Development\n; CIDA = Canadian International Development Agency; GTZ = German Agency for Technical Cooperation (Deutsche _Gesellschaft_\n_fur Technische Zusammenarbeit_ ); - JICA = Japan International Cooperation Agency; UNDP = United Nations Development\nProgramme.\n\n\n2. **The main support that is being granted to Jordan in the context of the Compact is the**\n**preferential market access the EU is granting to Jordan, which preliminary details are highlighted**\n**hereafter:**\n\n\n- **EU:** The EU's Rules of Origin initiative for Jordan. Jordan and the EU are currently in discussions\non a scheme whereby the EU will provide further facilitation to Jordanian exports in the framework of the\nexisting EU-Jordan Association Agreement, which already provides for Jordanian products to enter the EU\nmarket on a highly preferential basis. This will be part of a package of EU support for the country in the\ncontext of the present Syrian refugee crisis. The scheme will ensure a direct connection with the creation\nof additional employment opportunities for Syrian refugees. Jordan is also expected to pursue other\nmeasures to improve the business and investment environment and facilitate the access of Syrian refugees\nto the labor market. Such actions will be important if the scheme is to achieve its full potential of stimulating\ninvestment, job creation, and additional exports.\n\n\n- The EU will agree to allow exporters in Jordan to use alternative rules of origin for a wide range of\nindustrial/manufactured products. The alternative origin rules will be those available to least-developed\n\n\n90\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 98
+ ]
+ }
+ },
+ {
+ "input_text": "countries under the EU's Everything But Arms scheme, which are typically more flexible than those\nprovided for under the EU-Jordan Association Agreement.\n\n\n- The scheme is expected to apply for a period of ten years with a midterm review.\n\n\n- The possibility to use these alternative rules of origin will be conditional—at least initially—on\nproduction taking place in specific development/industrial zones with the participation of a specific\npercentage of Syrian refugee labor (in a set of 11 industrial zones and to firms employing 15 percent of\nSyrian refugees in the first two years then 25 percent of Syrian refugees beyond).\n\n\n- The initiative is expected to follow a two-phase approach and with the possibility of a countrywide\navailability of the alternative rules of origin once Jordan achieves its target of creating 200,000 jobs for\nSyrian refugees, as announced in the International Compact for Jordan adopted in the London Conference\nof February 2016.\n\n\n3. **During phase one, companies located in a number (11) of specific development zones and**\n**industrial areas and employing a certain percentage of Syrian refugee labor will be entitled to make**\n**use of the rules of origin relaxation for their products exported to the EU.** Companies must employ\nrefugees under formal employment conditions, in line with national labor law and nationally applicable\nwork standards, guaranteeing equal treatment, and in line with internationally agreed labor standards\n(notably ILO core conventions). Syrian refugees must be employed on a full time basis with annual\ncontracts.\n\n\n4. The Jordanian competent authorities will certify and monitor that any exporting company regime\nfulfils the abovementioned conditions and grant the exporter an authorization number to that effect, which\nwill be used by the EU's customs authorities to confirm the entitlement for a duty-free importation of the\nproducts based on the more relaxed rules of origin.\n\n\n5. **Annual reporting obligations to the Commission will accompany this initiative.** The Jordanian\ncompetent authorities will need to collect data and information about the companies operating in the\nselected areas, the goods that are exported, the number of Syrian refugees employed (ideally also by\ngender), and the respect of decent working conditions.\n\n\n6. Verification and administrative cooperation procedures are created between the Jordanian\nauthorities and the European Commission and the member states' customs authorities to identify and\nprevent contraventions.\n\n\n7. **Phase two enters into force once Jordan has achieved a greater participation of Syrian**\n**refugees in the formal labor market for a total number of 200,000 job opportunities** **[45]** **across the whole**\n**economy.** At this stage, the rules of origin regime will be further simplified by extending it to the whole\ncountry. In practice, the requirements concerning the place of production and the employment of a specific\nnumber of Syrian refugees at a company level will no longer apply. However, Jordan still needs to ensure\nthat at least 200,000 jobs in the formal labor market continue to be available to Syrian refugees until the\nend of the 10-year duration of the initiative; the EU will also expect Jordan to ensure that decent working\nconditions will apply also to this wider participation in the labor market. An appropriate monitoring\nmechanism needs to be put in place to that effect.\n\n\n45 The definition of job opportunities and the use of work permits as a proxy are to be determined in the course of\n2016.\n\n\n91\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/802781476219833115/pdf/Jordan-PforR-PAD-P159522-FINAL-DISCLOSURE-10052016.pdf",
+ "pages": [
+ 99
+ ]
+ }
+ }
+]
\ No newline at end of file