Leb Prodoc Draft 27-2 -bis

ART GOLD LEBANON GOVERNMENT OF LEBANON – UNDP – ITALY Draft Project Proposal TABLE OF CONTENT 1. Programme Overview 1.1 1.2 1.3

2.

Document Summary and Officers in charge Logical Framework Financial Plan (in US$ at the exchange rate 1 Euro=1,32 US$)

Context

2.1

Background

2.2

Lebanon General Profile Geography Climate Natural Resources The Government and the constitutional system History a) The parliament b) The executive power c) The juridical system Population Language Religion Historical background a) Early History to independence b) Pre-war period c) The Civil War d) The post-war period Lebanon in the Regional Context Socio-economic profile a) Selected Economic indicators b) Public finance c) Development indicators d) Poverty and Disparities

2.3 National Strategy Framework for Territorial and Sectoral Development Selection of the Program Areas The UN System in Lebanon Major UNDP Initiatives in Lebanon

2.4 Analysis of National Development Problems and the UNDP action Deficient governance systems Under respected rights to development

2.5

Target groups and executing agency

2.6

Base documents

III. Strategy 3.1

Brief analysis and selection of the strategy

3.2

General Objectives

3.3

Specific Objectives

3.4

Expected Outputs and Activities:

4. External Factors 4.1

Pre – Conditions

4.2

Main Risks

4.3

Flexibility of the Project to Adapt to External Factors

V. Managerial Arrangments 5.1 Programme Methodologies 5.2 Execution and Operational Modalities Organisational Flowchart and Responsibilities Legal Context

5.3 Managerial Resources and Cost Estimates 5.4 Timeframes 5.5 Financial Plan (in US$ at the exchange rate 1 Euro=1,32 US$) Budget per Level of Intervention Budget per Year of Execution

5.6 Co-Financing Resources

6. Sustainability:

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7. Monitoring and Evaluation 7.1 Indicators and Means of Verification 7.2 Monitoring Organisation 7.3 Feedback

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1. Programme Overview 1.1

Document Summary and Officers in charge

…

1.2

Logical Framework

PROGRAMME DEVELOPMENT

INDICATORS

MEANS OF VERIFICATION

Objective 1: National Level The creation of an enabling environment at the national level for policies and strategies in the field of local development that helps consolidating and deepening national authorities competencies concerning human development cooperation. For this purpose, the Art Gold Lebanon may be also used by Lebanese government as an instrument for the geographical coordination of international cooperation activities in the field of local human development. In fact it will provide a common platform to each development agent to participate in local development activities in a coordinated way, under the leadership of national and local authorities. Expected output 1: A National Working Group (NWG) is established, under the leadership of the Government counterpart (the CDR), comprised of the main state departments concerned by local development, UNDP, Italy and open to the participation of other programme donors. By doing this, Lebanon would have an operational instrument to facilitate the orientation of domestic and donor’s resources towards the implementation of national and local development objectives in the project areas. At the same time, the NWG will facilitate the connections between the local, national and international activities of the Art Gold Lebanon. being the main interlocutor for both the local working groups and the international cooperation agencies.

ASSUMPTIONS commitment by national authorities

Number and diversification of NWG composition

Minutes of meetings

Technical and financial participation by other state departments

Co-financing tables in periodical reports

Finally, this instrument would also make it available an additional concrete mechanism to the UN country team to implement the UNDAF at the local level. ACTIVITY Consultations National workshop Periodic meetings of the NWG Sectoral support Coordination and resources mobilisation Information and communication

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PROGRAMME DEVELOPMENT Expected output 2: The local human development methodologies used in project areas are systematised as a tool for encouraging national dialogue and decentralisation process, with particular regard to the local economic development and international partnerships components. In this respect, the best practices that can be codified in view of expanding their use to other areas of the country will be documented and diffused whilst the direct exchanges between local authorities and communities will be also promoted. It is expected that more regions will adopt similar instruments.

INDICATORS

MEANS OF VERIFICATION

Number of Municipalities, Cazas or Unions using same instruments

Reports

Number of universities involved

Reports

Number of students attending

University registries

Curricula modified

University study plans Reports of stages and interns

ASSUMPTIONS

Minutes of national meetings

Activities: Systematise practices Production of documental material Creation of national thematic networks Links to international networks Exchanges of visits Resources mobilisation Expected output 3: Improved capacities of high level public officials and private/civic practitioners to support local processes of planning and managing human development. For this purpose, a national training plan on local development will be organised and implemented, in collaboration with the Lebanese academic institutions in connection with the Universitas Network, which is promoted by Art at the international level. With respect to the current UNDP collaboration with Lebanese universities, that is the basis for the programme action, the added value of the training offered by the Art Gold Lebanon will be the connection between the academic teaching and the practical field action worldwide, that the programmes of the Art network can provide mainly through internships as well as through the scientific know-how of the international board of teachers.

Integration between academic knowledge and political practices

This output has a terrific importance on the middle-long term perspective, because it targets capacity building and, thus, the possibility of self feeding the process of innovating policies and practices in the field of local development. In addition to that, the international setting of the training course will help facilitate the intercultural exchanges, in which the academia may likely play a pioneer role. Activities: network of universities Curricula and learning courses learning visits and internships professional development courses Objective 2: Local Level

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PROGRAMME DEVELOPMENT

INDICATORS

MEANS OF VERIFICATION

At the local level, the programme aims at widening the opportunities of populations in the selected areas to access to better living conditions in terms of income, education, health, social integration and the environment, with a special focus on most vulnerable population. This will be achieved through improving functioning of local public administration, enhancing basic services and promoting the widest participation of local communities in the development process in a wide ranging partnership between the public, private and civil sectors. Selected areas are, as mentioned above:  North Lebanon (Akkar and Minieh, Dinniyeh and Tripoli- Bab el-Tebbaneh); and  South Lebanon (former occupied regions in the areas of Marjeyoun, Bint Jbeil, Nabatiyeh, Sour, Rashaya, Hasbaya and West Bekaa) Expected output 1: The decentralisation process is enhanced in terms of tasks, responsibilities and resources managed at the local level in a participatory way, where community and local authorities may work together to identify needs, resources and formulate local development plans. This will mean that capacities of local government structures, specifically municipalities, as well as of civil society organizations, primarily cooperatives and youth clubs, are strengthened to advocate balanced regional development in Southern and North Lebanon.

ASSUMPTIONS Existence of national and local mechanisms for the coordination of donor’s support to local development

Number of development plans implemented

Reports

Number and composition of LWG

Minutes of meetings

Sectoral strategies/plan Reports implemented Co-financing obtained Financial programming of each institution

This will also facilitate coordination of development agents working in the regions to decrease duplication and ensure best usage of available resources and sustainability of programme actions. The programme, in particular, will make efforts to facilitate the process of placing strategic coordination roles at a higher level of decentralised authorities, i.e. Caza level or Union of Municipalities level. The meso dimension in fact, is sufficiently small to ensure universal participation in the decision making processes, but at the same time it is big enough to make it available a critical mass of resources to kick off a sustainable local development, as well as ensuring balanced distribution of social services. Activities: Local Working Groups (LWG) sectoral development plan integrated local development plan advocating resources GIS facilities Expected output 2: A set of integrated instruments are set up at Local economic the regional (Caza) level in view of a development plans

Reports

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PROGRAMME DEVELOPMENT balanced and inclusive local economic development as a means for reducing unemployment and poverty. These instruments will be implemented through the adoption of specific and worldwide experimented participatory and concerted public/private mechanisms that, adapted to the local context, allow for maximising the endogenous resources and regional competitiveness, with a special focus on the SMEs.

INDICATORS

MEANS OF VERIFICATION

ASSUMPTIONS

formulated Local Compacts signed Reports Ledas established Jobs created Regional competitiveness

Membership registries of Ledas Ledas reports National surveys

Disadvantaged inserted at work Reports Activities: Local economic development plans Territorial Compacts Local Economic Development Agencies Public utilities management and social enterprises Expected output 3: Improved coverage of public services and utilities in the fields of health, education, culture, the environment and basic infrastructure through experimenting innovative organisational models, in view of better quality and sustainability. The Art Gold Lebanon will have a special focus for the most excluded areas and persons, for which purpose the programme will leverage the social action carried out by municipalities and youth centres in the target regions to contribute to the development of their communities and promote social cohesion among different communities with different political, social and religious groups.

Sectoral organisation of Ministerial reports local services Number of projets brokered by LWG and NWG

Reports

Community satisfaction

Survey

Activities: maps of risks and potentials sectoral strategy within the framework of national priorities materialise strategies into projects Co-financing for projects with the support of decentralised cooperation community audit Objective 3: International level The internationalization of the Lebanese institutional, economic and cultural reality, with the support of the international components of Art. This objective is particularly relevant provided that local development is opposed to localised. On the contrary, each local reality can create the conditions for its development only if it is able to be connected to national and international networks where partnerships can be established to leverage local resources. The Art strategy has been designed for this purpose and will provide to this programme, like to each of the network, specialised instruments to network training, welfare innovations, decentralised cooperation and economies with a special

Openness of Lebanese reality and culture

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PROGRAMME DEVELOPMENT

INDICATORS

MEANS OF VERIFICATION

ASSUMPTIONS

view to the specific Euro-Mediterranean context and to the dialogue between cultures. Expected Output 1: Decentralised cooperation partnerships are established in support of the implementation of local development plans in target areas, under the leadership of the national and local Working Groups.

Number of contacts in Europe and the Mediterranean

Participation of decentralised Decentralised Co-operation is now widely cooperation diffused and proved to be one of the most effective instruments for co-development, Technical and financial which makes it possible to build long term resources mobilised linkages between local communities of northern and southern countries. The linkages, leaded by local authorities, take the form of wide-ranging partnerships between these and public institutions, civil society organisations, universities, unions and the private sector of targeted territories. The added value of decentralised cooperation with regard to the regular ODA modalities is the low-cost of technical assistance, which is entirely funded by the decentralised cooperation partners and thus sustainable, and the high level quality of that assistance, since it is provided by leading centres of excellence.

Art Services reports

Reports

Reports

Activities: territorial marketing documents Map of Decentralised Cooperation in Lebanon resources mobilization international exchanges of missions international seminars in Lebanon, Italy and Europe Expected Output 2: The Lebanese experiences are linked with those of the other countries committed to the implementation of the Copenhagen Platform of Action, particularly through mutual transfer of innovative know-how in the field of Local Human Development. The transfer, realized through specific southsouth cooperation projects and preceded by preparatory activities at the national and international level, will bring concrete benefits to actors engaged in the conception and implementation of innovations in local development processes.

Number and quality of innovations

Reports

Number of south-south project started, Lebanon being both demander or supplier

Art Ideass report

Number of external innovations incorporated in the programme

Reports and field visits

The Art system, through the Ideass programme (Innovations for Development and South-South Cooperation), in cooperation with the UNDP Country Office, will then support Lebanese and foreign local communities, in consultation with national institutions concerned, in the process of identification of innovations, their international diffusion and the promotion of south-south projects for innovation exchange.

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PROGRAMME DEVELOPMENT

INDICATORS

MEANS OF VERIFICATION

ASSUMPTIONS

Activities: Identification of scientific counterpart public contest for the best innovations brochures on the innovations catalogue of innovations Promotion of the Lebanese innovations worldwide Co-financing to South-South cooperation projects Expected Output 3: The Art Gold Lebanon is systematically linked to the other programmes of the Art network through the support of thematic international activities in the fields of local economies, advanced education and welfare. Being so inserted in the Art Network, Lebanon will participate in the International Laboratory of Innovative Policies and Practices of Local Human Development, thus profiting from and contributing to the best experiences worldwide through concrete activities, such as a Web Portal, periodic reports, think tanks and special events.

Number of sectoral partnerships established

Reports

Technical and financial resources mobilised

Reports

Activities: Economic partnerships Partnerships in welfare

1.3

Financial Plan (in US$ at the exchange rate 1 Euro=1,32 US$) INPUT

Coordinator Area managers/admin assistant National support staff Consultants Mission/travel Sub contracts Sub projects Training Workshops Internships Procurement Miscellaneous Programme Expenditures Sub total GMS (8,25% of actual expenditures) TOTAL EXPENDITURES

BUDGET TOTAL LINE BUDGET

11.02 11.0x 13.0X 17.0x 15.0x 21.0x 22.0x 31.0x 32.0x 33.0x 45.0x 53.0x

YEAR 1

YEAR 2

YEAR 3

432.000 144.000 144.000 144.000 523.200 174.400 174.400 174.400 129.600 43.200 43.200 43.200 393.600 123.000 140.600 130.000 387.800 107.300 150.800 129.700 384.600 168.200 108.200 108.200 5.160.800 1.720.267 1.720.267 1.720.267 105.000 30.000 60.000 15.000 161.500 53.833 53.833 53.833 212.000 160.000 26.000 26.000 257.200 80.200 97.000 80.000 8.147.300 2.804.400 2.718.300 2.624.600 672.152 231.363 224.260 216.530 8.819.452 3.035.763 2.942.560 2.841.130

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2.

Context

2.1

Background

The Governance and Local Development programme for poverty reduction in Lebanon is part of a network of programs co-funded by Italy in collaboration with other donors, as stated in the Aide Memoire and confirmed during the UNDP/Italy consultative meeting held in Rome on June the 10th, 2004. The network, called Art (Appui aux Réseaux Territoriaux et Thématique de Développement Humain) is comprised of programs implemented in 17 countries using the same methodology and approach, adapted to local context, to enhance governance and local development through strategic territorial planning involving public, private sectors and civil society both at national and local level and promoting decentralized cooperation partnerships to facilitate the exchange of experiences and know-how. The programme originates in 2000, as a follow up to the Copenhagen +5 Summit on Social Development held in Geneva, when Italy committed to gradually promote Human Development Programmes for Poverty Reduction in a number of priority countries that demonstrated interest in participating. The features of the specific Lebanese Programme, in the framework of the above mentioned UNDP Art Strategy, supported by Italy, were negotiated remotely and through bilateral missions at different stages during the period November 2000 – June 2004, with the support of UNDP. A preliminary project document was originally formulated by UNDP and the Lebanese counterpart (the Council for Development and Reconstruction - CDR). The document was then reviewed during a joint Italy/UNDP/Lebanon Gvt. mission in June 2004. The revision standardised this programme format and contents along with the others of the Art Network, although respecting the specific Lebanese context. A final revised version of the project document was formulated in a collaboration collaborative effort involving the CDR, UNDP (Rome, Lebanon CO, RBAS) and Italy MFA/DGCS following the joint formulation mission in August 2004. This final version of the project document was also aligned with the UNDAF and CCF exercises.

2.2

Lebanon General Profile

Geography Lebanon is situated on the eastern coast of the Mediterranean Sea, bounded on the north and east by Syria (375 km) and on the south by Israel (79 km). From east to west it averages only 50 km, meanwhile the coastline stretches over 225 km from north to south; its greatest width from west to east is 85km. Total area of Lebanon is 10,400 square kilometers (of which 10,230 are land area and 170 km are water area). The terrain is a narrow coastal plain backed by Lebanon Mountains, the fertile Bekaa valley, and the anti-Lebanon mountains that extend to the Syrian border. The highest altitude in the country, Qurnet Al-Sauda rises to over 3,080 meters and is covered by snow for most of the year. The region known as greater Beirut is heavily populated with around 1.5 million inhabitants, of which 400 thousands are residing in the administrative Beirut, capital of Lebanon. Other major cities are Tripoli 91 km north of Beirut, with about 250,000 people; Saida (Sidon) 41 km south of

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Beirut, with about 80,000 people; Tyr (Sour) 79 km south of Beirut, with about 30,000 inhabitants and Zahle, 47 km east of Beirut with about 80,000 people. Beirut is a mixture of old and new. The center of the city was heavily destroyed during the civil war that lasted for around 2 decades. This has resulted in an urban expansion of the city and the increase of the population as a result of the massive internal displacement from peripheral areas to the city and its suburbs. Climate Lebanon has a Mediterranean climate along the coast and alpine in the mountains, with long sultry summers and short mild winters. Average humidity along the coast ranges from the high 60’s to the high 70’s. During the summer months from May through September, the average daily temperature in Beirut ranges from 22 °C (72 °F) to 30°C (86 °F) but it feels hotter due to humidity levels. The thermometer hovers around 23° even at night. January and February are the coldest months of the year when the average temperature in the capital is 14 °C (55 °F), rarely falling below 8 °C (46 °F). In the hottest months the mountains provide a welcome respite from the endless heat of the coast – though the daytime temperatures are about the same as in Beirut, the humidity is much less and the nights are cooler. Hemmed in on both sides by mountains, the Bekaa Valley is very hot and dry in summer with temperatures reaching the high 30’s though the nights are cool. Bekaa Valley winters are cold, wet and windy. The spring and autumn seasons are short but pleasant. Average annual rainfall is 893 mm, of which about 85 per cent are in the winter months. Natural Resources Unlike some other Arab states, Lebanon does not have oil. The most abundant resources the country is rich of are water and fertile land. However these sources are still under-utilized. Lebanon has two major rivers: the Assi and the Litani. The Government and the constitutional system History Lebanon is a republic with a democratic parliamentary system and is administratively divided into six provinces or governorates (Mohafazat), which are in turn sub-divided into smaller administrative units called districts (caza'a). Lebanon is a parliamentary republic. The laws are currently governed by the constitutional system of September 1990 that followed the Taif accord that amended the constitution of 1926. This constitutions confirmed that the Arab identity of Lebanon and its involvement in the Arab League and the United Nations, as a founding and active member. The political system in Lebanon is based on the separation of executive (represented by the president of the republic and the cabinet of Ministers), legislative (parliament) and juridical powers. Based on the Taif accord, the composition of the Government, the Parliament and the Civil Service is based on a system of proportional representation of the different confessions and sects. The President who is elected for a six-year term by Parliament, is always a Maronite Christian, the Prime Minister a Sunni Muslim and the Speaker of the House a Shiite Muslim. The Deputy Prime Minister post, when selected, is usually attributed to a Greek Orthodox while other Cabinet positions are distributed to representatives of Lebanon’s various religious groups a) The parliament The parliament is elected every four years and is mainly responsible of proposing and adopting laws, in addition to monitor the government policies.

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The seats in the parliament are equally distributed among Christians and Muslims. The Taif accord called for a second-stage political reform that eliminates confessional political system, however, this stage was not reached yet. During the post war period, the Parliamentary elections were held three times in 1992, 1996 and 2000 respectively. The 1992 elections were the first to take place since 1972. b) The executive power The executive power consists of the president of the republic and the council of Ministers. The president of the republic is elected by a majority of two-third of the parliament members. The president appoints then the prime Minister, usually having the greater support in the parliament, who will in turn form the council of Ministers. Current president 1 of the republic is Mr. Emile Lahhoud, ex-commander in chief of the army, who was elected in 1998. Mr. Rafik Hariri who headed most of the Councils of Ministers in the post-war period is the current prime Minister. c) The juridical system The juridical system in Lebanon consists of one administrative court, the state council court, in addition to the civil courts. The government usually appoints the judges after the recommendation of the Supreme Council of Justice. Population The last population census in Lebanon is dated back to 1932. Since then, population estimate is based on partial surveys. In 1997, the Lebanese population was estimated 4 million inhabitants, of whom 7 percent are non-Lebanese. Palestinians constitute the vast majority of foreigners, estimated at around 200,000 inhabitants, of who around 50 percent are living in refugee camps. Other nationalities include Syrian, Egyptian, Sri Lanka, Philippine and others. The latter are usually foreign labor doing blue-collar job. As to the ethnic classification of the Lebanese residents, 95 percent are Arabs, while the remaining are from different ethnicities such as Armenian, Kurdish, Assyrian, and other ethnicities. Armenians are the largest ethnic minority in Lebanon having been forced from their homeland earlier this century. They maintain a very strong cultural identity, most noticeably in the Beirut suburb of Bourj Hammoud. Despite the high level of unemployment, many Lebanese are reluctant to do “blue collar” jobs so you will see people from Syria, Egypt, Sri Lanka, Philippines and Africa on construction sites and working as housemaids. The Syrian Army maintains about 38,000 troops within Lebanon. Language The official language is Arabic, followed by French as the second language (Street signs, menus in restaurants, maps, are mostly in French and Arabic). English is becoming more common among the Lebanese residents. The vast majority of Lebanese are becoming bilingual and even trilingual. A minority not exceeding 4-5 percent speaks Armenian and Kurdish. Religion Lebanon is a multi-confessional nation. Despite it’s being a very small country in terms of population size, it hosts more than 17 distinct religious sects (officially recognized by the Lebanese government):  5 Muslim sects: Shiite, Sunnite, Druze, Ismailite and Alawite  11 Christian sects: 4 orthodox (Greek, Armenian, Roman, and Syrian), 6 catholic (Armenian, Greek, Maronite, Nestorian, Roman, and Syrian) and one protestant  Judaism

1

(info updated August 2004)

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The Muslims are estimated to consist 70 percent of total resident population. Prior to the civil war, Muslims and Christians were almost equal in numbers. However, the massive migration reported among Christian groups, during the last 4 decades, in addition to the relative higher fertility rates among Muslims contribute to this demographic disequilibrium between the two groups. The country is ruled by a system of political confessionals, which means that religion is still the key to power, and people are being grouped by religion. This government policy was a key factor behind the conflict that lasted for more than 15 years. Every citizen’s religion is specified on his/her government-issued identification card. Atheism is not accepted as a possibility in Lebanon. Mosques and Churches are spread all over Lebanon. There are many places of Christian worship where services are conducted in Latin, Arabic, French and Armenian, as well as in the Chaldean and Syriac languages. The Presbyterian and Anglican churches conduct services in English. There is also a French Protestant church. Historical background a) Early History to independence Lebanon has a very rich and diversified heritage. Its location on crossroads linking the Mediterranean Basin with the neighboring countries contributed to enrich its cosmopolitan character and multicultural legacy. Lebanon was first inhabited by the Canaanites, whom were called Phoenicians by the Greeks. Different cultures have ruled the country through history, including Assyrians (875-608 B.C.), Babylonians (685-35 B.C.), Persians, Greeks, and Romans. In the late seventh century, Lebanon came under the Arab rule, exercised successively by the Umayyads (660-750), The Abbasides (750-1258) and the Mamluks (1282-1516). The Crusaders also controlled the area during the period 1095-1291, the coastal region in particular. During the period 1516-1918, Lebanon was under the sovereignty of the Ottoman Empire. In 1920, “Grand-Liban”, with its current boundaries was declared as a state by General Gouraud, head of the French troops in the Middle East, with Beirut as its capital. Lebanon remained under the French mandate till November 26 1941. Lebanon was declared effectively independent in November 22, 1943 (independence day). In 1945, Lebanon was one of the founding members of the League of Arab States, then of the United Nations. December 31, 1946 witnessed the departure of the last foreign troops. b) Pre-war period A state of turmoil prevailed in the country during this period, as a result of the general unrest that dominated the Arab states following the Suez crisis and the attacks on Egypt by Britain, France and Israel. A struggle started at two fronts: Among the political leaders that were linked to their religious groups, in addition to the growing ideological struggle between Pan-Arabism and Lebanese nationalism. This state of turmoil led to an outbreak of a civil war in 1958 that resulted in 2000-4000 causalities. However, the crisis was put to an end quickly and General Fouad Shihab, commander in chief of the Lebanese army, was elected as president of the republic. Afterwards, Lebanon witnessed period of political stability and economic development. Lebanon became a major provider of services to the neighboring countries, such as banking, education, health and others. Also, it played an intermediary commercial role between its surrounding and the international markets. Late in this period, Lebanon witnessed the inflow of Palestinian armed groups from Jordan, whom started to use South Lebanon as base for operations against Israel. This state of insecurity in the Southern territories caused massive displacement of population towards the capital Beirut and its suburbs. c) The Civil War

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From April 1975, Lebanon was beset by civil war, causing considerable loss of life and economic damage. By November 1976 it was estimated that up to 60,000 people had been killed. Syrian forces intervened in April 1976 to support President Franjieh against the Lebanese Nationalist Movement and the Palestinian forces and in October became the major component of the Arab Deterrent Force formed under Arab League auspices. Although by the end of 1976 there was a return to relatively normal conditions, large areas of the country remained outside governmental control, including West Beirut, the scene of conflicts between opposing militia groups. The South, where the Arab Deterrent Force could not deploy, remained unsettled and subject to IsraeliPalestinian conflict. In March 1978, Israeli invaded South Lebanon after a Palestinian attack inside Israel. Israeli troops withdrew in June after installing an Israeli controlled Lebanese militia force in the so-called “security zone” along the border. Severe disruption continued in the South. In June 1982, Israeli forces invaded in massive strength and swept through the country, laying siege to, and bombing Beirut. On the 23rd of August, Bashir Gemayel was elected President of Lebanon; but was assassinated on the 14th of September. His brother, Amine Gemayel, was elected in his place on the 21st of September. Talks between the Israeli and the Lebanese Governments began at the end of 1982 under US chairmanship. On the 17th of May 1983, the two sides signed an agreement on the withdrawal of Israeli forces and security arrangements in southern Lebanon however it remained a dead agreement because of the Syrian opposition. President Gemayel later disavowed the agreement in March 1984. Israel withdrew its forces from the Beirut area on the 4th of September 1983 and completed a three-phase withdrawal on the 10th of June 1985 from all but a 16 km wide self declared “security zone” on the Lebanese side of the Israeli-Lebanese border. On the 30th of April 1984 a government of national unity was formed under Sunni Prime Minister Rashid Karami (assassinated in June 1987), but was crippled by sectarian conflict. Christian opposition to concessions made in the Syrian sponsored 1985 Tripartite accord between Amal leader Berri, and Druze chief Jumblatt and the Lebanese Forces head Hobeiqa, caused Hobeiqa to be ousted by hard-liners led by Samir Geagea and the consequent collapse of the accord. Muslim politicians blamed President Gemayel for his role in the accord’s failure and boycotted him. Amine Gemayel’s term as President ended on the 22nd of September 1988 without a successor having been elected by the National Assembly. In his last Presidential act, Gemayel appointed Lebanese Armed Forces Commander Michel Aoun (a Maronite) head of an interim military government, a move which was rejected by Muslim and pro-Syrian groups, which continued to recognize Selim Al Hoss, appointed to succeed Karami, as Prime Minister. Two governments, therefore, claimed legitimacy. In March 1989, fighting erupted between the forces under Aoun and Muslim and other groups backed by the Syrians. Shelling of Beirut and nearby regions caused much loss of lives and physical damage. After six months, an Arab League Committee of three (Morocco, Algeria and Saudi Arabia) managed to establish a cease-fire and to assemble at Taif in Saudi Arabia a group of National Assembly deputies who finally reached an agreement on a package of political reforms and redeployment of Syrian forces to the Bekaa Valley. Aoun did not accept the agreement. Rene Moawad was elected President on the 5th of November and assassinated on the 22nd. Elias Hraoui, who appointed a government headed by Prime Minister Hoss, succeeded him on the 24th of November In January 1990, fighting broke out again, this time between Aoun and the Lebanese Forces militia as they battled for the Christian enclave’s dominance. Aoun wanted the Lebanese Forces to merge with the army and to reject the Taif Accords. The fighting continued on and off for five months and caused heavy material damage and a high casualty toll, particularly in the early days. The growing tension between Hraoui and Aoun, who continued to reject Taif, resulted in swift and successful attack against Aoun on the 13th of October by a joint Lebanese-Syrian force. Aoun sought refuge in the French Embassy, where he remained until August 1991.

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d) The post-war period The Hraoui Government initiated in September 1990 a series of measures designed to disarm and disband the militias and to expand the area under its control. By July 1991, most militia groups – Lebanese and non-Lebanese – had agreed to surrender their heavy and medium weapons. Hezbollah was the major exception because it and the Government agreed it was a legitimate resistance force. Prime Minister Hoss resigned at the end of 1990 to allow the appointment of an enlarged Cabinet of National Reconciliation. The new Prime Minister was Omar Karami and the Cabinet included most of the militias’ leaders. On the 21st of May 1991, the Governments of Lebanon and Syria signed a Treaty of Fraternity, Cooperation and Coordination – the first treaty between the two countries. The Treaty seeks to foster close Lebanese-Syrian relations and provided for the formation of a number of committees. Later in the year, the countries signed a Treaty of Defense and Security, which includes agreement to defend each other from external aggression. Lebanon attended the opening session of the Middle East Peace Conference in Madrid and held bilateral talks with the Israeli delegation. Further bilateral meetings were held in Washington but Lebanon stayed away from the opening of the multilateral round in Moscow in January 1992. Outbreaks of violence in southern Lebanon between the Israeli Defense Forces/South Lebanon Army and Hezbollah/Lebanese National Resistance Forces escalated severely in the months from October 1991, as the cycle of attack and counter attack intensified. In April 1996, Israel bombed a number of sites in Lebanon including a UN base in Qana in southern Lebanon, killing over 100 civilians. Nabatieh was also a target for bombing. Power stations in Beirut were also bombed, thus causing severe disruption to electricity supplies. A ceasefire was agreed upon from the 27th of April and a multi-national committee (Lebanon, Syria, Israel, France, and USA) was established to oversee the agreement. The multinational committee reached an accord called “April’s Understanding ”, in which both sides agreed not to attack civilians. In the summer of 1996, a new parliament was elected, and a new cabinet was appointed and headed by Mr. Rafic Hariri. In 1998, a new law was approved by the new parliament, according to which new municipal councils were elected almost all over the country. These councils were to play a leading role in the process of local development. New treaties, in the economic, health and education fields, were signed between the Lebanese and the Syrian Governments. The political situation in the country continued to be unstable due to the increasing opposition of the government policy. On the same level peace talks between the Lebanese and the Syrian governments on one side, and the Israeli on the other did not make any progress. This increased the opposition’s political pressure on the government. In September 1998, General Emile Lahhoud, former army leader, was elected president of the republic, after which he started a series of discussions with the different political groups in the country. In November 1998 the new president addressed his first official speech, which was identified as a plan of action for the coming six-years period. The government resigned, and Mr. Rafic Hariri refused to form the new cabinet, although he was nominated to do so. President Lahhoud appointed a new government headed by Prime Minister Salim Hoss.

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The Hoss government initiated in January 1999 a series of measures aiming to fight what was called administrative and financial corruption in the country, through presenting to the court files on cases of corruption, mainly related to senior employees in the former government. Some of the files were later closed, while others were frozen. The Hoss government presented to the parliament the plan for financial reform; its basics were to decrease the deficit in payments balance to 39%, which reached 46% by the end of the year in spite of all the measures taken. The military situation in south Lebanon stayed unstable and in June 1999 the Israeli air forces attacked and bombed the Lebanese infrastructure, including one of the main power stations of the capital area that was totally destroyed. The government called for a local reconstruction fund raising, and the sum of about 31 billion LL. was raised through donations. The cost of the reconstruction of the bridges was donated by the Iranian government and that of the power station by his Excellency Prince Walid Bin Talal Al Saud of Saudi Arabia. On May 24, 2000, the Israeli troops withdrew from the southern territories, used to be occupied since 1978. The withdrawal took place after a notification by Israel to the United Nations about the intention of Israel to withdraw from Lebanon, in fulfillment of the UN resolution 425 that was passed by the UNSC in 1978. The Lebanese government regained its sovereignty over the region. However, the Lebanese army did not fully take over the security in the area, and several Hizballah operations were reported in Sheba farms since the Israeli withdrawal. However, after the withdrawal, the issue of Sheba farms, occupied by Israel since 1967, remained unsettled. The Government of Lebanon considers this area as a Lebanese territory and accordingly advised the United Nations on this issue. In October 2000, a new government was formed, headed by Mr. Hariri, and submitted to the parliament a policy statement focusing mainly on stimulating economic growth, regain control over growing debt and budget deficit. The newly formed government stressed in its policy statement the importance of privatization, reactivation of development project and the implementation of the measures enabling Lebanon of joining the international and regional trade agreements. Lebanon in the Regional Context The country remains in the grip of regional and global political instability, which has negatively affected business confidence and placed certain barriers in the path of sustainable economic growth and development. The sub-regional crisis escalated rapidly in 2001 and the full ramifications of the stalled Middle East peace process and of the 11 September aftermath remain unknown. Domestically, although South Lebanon was finally recovered from occupation in the spring of 2000, expectations for its integration are yet to be fully achieved and the full peace and security essential for rapid development, remain elusive. Socio-economic profile Lebanon enjoys a liberal economy since it was first established as an independent republic. This comparative advantage enabled Lebanon, prior to the war, of establishing a link between its surrounding and the international markets. However, the civil strife that lasted for more than 15 years resulted in huge human and physical losses. Given the devastative effects of the war and the developments reported in the region’s countries in the past two decades, Lebanon was no more able to restore its pre-war role. Post-war governments pursued monetary stabilization policies aiming at curbing inflation rates and regaining confidence in the national currency. These policies, which basically employed a mechanism of high interest rates and money supply control (mainly in LBP), were successful in providing the required monetary stability, and resulted in a decline in inflation rates, which dropped from around 100 percent in 1992 to less than 1 percent in 1999. The years 2000 and 2001 reported mild deflation as a result of the economic stagnation. Also, an improvement was recorded

16

in the annual average exchange rate of the Lebanese pound vs. the $US. that appreciated by around 18% during the period 1992-2002 (and by around 40% as compared to September 1992). The government had to go further in stabilization policy, not only to contain inflation but also to finance the growing deficit in the budget resulting mainly from the uncontrollable debt service and the wages of public sector employees. As a result, the public debt increased uncontrollably, to reach more than 170 percent in 2002. Most of the debt was, during the pre-1998 period, in local currency. Afterwards, in an attempt to lower the debt service and extend the repayment periods, the government started to swap debt in local currency into foreign currencies. Late in 2002, Lebanon held a Paris II meeting, during which the government could raise around 3 billion USD to help debt-servicing. The economic growth that used to report high rates in the first half of nineties, started to slowdown in 1996, that lasted till present, noting that stagnation was recorded in 2000, where economic growth was almost zero, with slight improvement afterwards. a) Selected Economic indicators The following is selected set of the most recent reported economic indicators: - Economic growth was estimated at 1.3 percent in 2001, 2 percent in 2002, 2 percent in 2003 (estimate). The trade balance reported a deficit of 5.4 billion USD end of 2002, as compared to 6.4 billion in 2001, i.e., significantly dropping by 15.6 percent. - The exchange Rate of the USD vs. the LBP remained stable at 1507 LBP. Inflation rate in 2002 was estimated at 1.76 percent, after two consecutive years of mild deflation. The inflation rate was attributed basically to the partial impact of VAT application. The cumulative Balance of payment recorded a surplus of 1564.2 million USD during the year of 2002, against a deficit of 1168.9 in 2001. - Central bank’s Gross reserves in foreign currencies, at the end of December 2002, amounted to U.S. 6946.57 million, against U.S. 5592.18 million, end of November 2002, i.e., increasing by around U.S.$ 1354.39. This increase resulted from the outcomes of Paris II that was held in December 2002. - Interest rate on treasury bills was significantly lowered to reach 9.4 percent for two-years bills, 9.13 percent for one-year, 7.15 percent for six-month, and 7.77 percent for three-month treasury bills. This decline in real interest rate followed the relative success in fund raising during Paris II meeting. - Total number of industrial firms reached 824 firms end of 2002, growing by around 37.6 percent as compared to the beginning of the year. - Beirut airport activity improved during last 2002, reporting an increase in the number of the number of flights (7.6 percent compared to last year), in the number of passengers (6.6 percent) and in the air cargo (4.8 percent). 7.8%). The country witnessed a boom in the tourist arrivals among Arabs, mainly after the events of September 11, 2001. - Beirut port activity slowly declined as revealed by the slowdown in ships (4.6 percent) and cargos (6.4 percent). b) Public finance - During the year of 2002, total expenditures amounted to L.L.10139.595 billion, increasing by 14.2%, as compared to their level of L.L. 8874.896 billion in the same period of 2001. - Debt service during 2002 was estimated at 4678 billion LBP, i.e., representing 46 percent of total public spending. - Total public revenues, during the year 2002, amounted to L.L. 5846.292 billion, increasing by 25.8%, as compared to their level of L.L. 4645.592 billion in the same period of 2001. This increase in revenues was mainly due to the application of the value-added-tax of 10 percent starting February 2002. - In the year 2002, a public deficit was recorded amounting to L.L. 4292 billion and representing around 42 percent of total public spending, against L.L.4229 billion recorded in 2001 representing 47.7 percent of total public spending.

17

-

Net Public debt recorded at the end of 2002, a total of 44256.7 billion LBP (29.5 billion USD), increasing by around 3554.1 billion LBP (8.7 percent). The internal public debt declined from 26300 billion LBP, end of 2001, to reach 22338.1 end of 2002. The internal debt was being replaced with debt in foreign currencies that reached 14539.7 billion LBP, end of 2002 (amounting thus to around half the total net public debt). The share of foreign currencies in the public debt is expected to get higher as the government is intending keep on transferring the debt from the short-term with high rate values of internal loans to external medium & long-term with relatively lower interest rate loans.

c) Development indicators Despite the many social interventions implemented so far, the government did not formulate a strategy for Social development. Social indicators improved significantly as compared to the war period and beginning of nineties. - On the social level, the governmental action during the last few years was not based on a comprehensive social development planning; some separate and different measures have been taken. - Lebanon ratified the convention on the Elimination of all forms of Discrimination Against Women (CEDAW) in 1997. - Municipal elections that took place in 1998 (previous were in 1963), created a framework for public participation & local governance, as well as promoting local development. - In 1998 the law of compulsory education through age 12 (end of primary school) has been approved & issued. Efforts continue to raise the age from 12 to 15, to include the stage of basic education. Early in 1999, the new government headed by Salim Hoss cancelled the law that had forbidden demonstrations for the last six years. The government raised the minimum age of child labor from 8 to 14 years, and a new law is being prepared to raise the minimum working age to 15 years d) Poverty and Disparities The economic crisis witnessed in the country led to continuation of high levels of emigration, particularly of youth, over the last 10 years, and increased pressure on the living conditions of poor vulnerable households. Of particular concern regarding the repercussions of the economic crisis are the poverty conditions in the already-depressed regions of the country such as the northern Bekaa, North Lebanon, and the former occupied regions in southern Lebanon. Lebanon’s population stood at 3.1 million in 1996, and is currently reaching a stage of demographic transition with declining mortality and fertility rates, and increased aging. The last two decades witnessed an improvement in the health status of the population, with the crude death rate falling to 7 per thousand (1996), infant mortality rates reaching 28 per thousand (1996) and life expectancy at birth reaching 71 years (1996). Still, the cost of health care and health financing remain a problem2. Similarly, education indicators are relatively favorable in Lebanon with high literacy among young age groups and relatively high net primary enrollment (83.8 percent in 1996), and a closed gender gap in this respect. The proportion of the working population has been increasing, with the total labor force constituting 33 percent of the total population (1996) 3. However the economic activity rate for youth has been declining due to increased school enrollment. Whereas significant progress has been made to understand and measure poverty, the country still lacks a national poverty strategy and specific poverty reduction targets. This is a major drawback for poverty reduction policies and programs focusing on under-served areas and social groups. There are large income disparities in the country between social groups and geographic regions, with a small percentage of households accounting for a sizeable part of income, fixed assets and 2 3

Ministry of Social Affairs/UNFPA- Housing and Population Database Survey, 1996 ibid.

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capital. These disparities reflect in part the consequences of the war and the uneven distribution of the benefits of the initial recovery. A recent study conducted for the Economic and Social Fund for Development4 estimated the lower monthly poverty line (2002) to amount to $340 for a family of 4.64 members, or $2.2/day/person. Based on this estimation, it is estimated that 7.1 percent of the Lebanese households live under the absolute poverty threshold. The value of the lower monthly poverty line is found to be highest in the Cazas (Provinces) of Minyeh ($365), Hermel ($357), Akkar ($352), Tripoli ($349), and Baalbeck (340). The lower monthly poverty line is also relatively high in Bint Jbeil ($331), West Bekaa ($328), and Nabatiyeh ($327). In addition, the highest poverty headcount index in found in Hermel (22% of households), followed by Baalbeck (21.8%), Akkar (19.4%), Bint-Jbeil (16.7%), Sour (14.9%), and Minyeh (14.7%). In terms of non-income demographic and health indicators, Akkar, Hermel, Minyeh, Baalbeck, Tripoli and Sour again emerge as poorer Cazas with big families, high dependency ratios, higher mortality and fertility rates and low coverage of health insurance. In terms of non-income proxy education indicators, the Cazas of Akkar, Hermel, Minyeh, Bint-Jbeil, Tripoli, Baalbeck, Hasbaya and Marjeyoun emerge as poor areas. In terms of economic activity indicators, the Cazas of Akkar, Bint-Jbeil, West Bekaa, Rashaya, Hermel, Baalbeck, Marjeyoun and Sour are lowest in economic activity rates and higher in unemployment rates (Akkar a little less than 3 times the national unemployment rate of 7.9%). Finally, access to basic infrastructure and services is also limited in Cazas of Akkar, Hermel, Minyeh, Sour, Baalbeck, and Bint-Jbeil. The poor in Lebanon have bigger families, with a youthful age structure and a high dependency ratio. These families have high educational dropout rates, low educational attainment and higher illiteracy levels. In addition, poor families have low economic activity rates, with a low number of average workers per family. Handicraft labor and agricultural skilled employment, as well as smallscale self-employment, constitute the major sources of income for the poor. In addition to the poverty status of some Cazas in the country, different problems related to underdevelopment are evident: - Female-headed households constitute 14% of all Lebanese households. However, in some Cazas in South Lebanon this phenomenon is highly observed (ex. Jezzin ~21%, Marjeyoun ~19.5%, Bint-Jbeil ~18%, and Nabatiyeh ~15%)5. - Child labor is another phenomenon related to under-development. Officially, working children constitute 3% of the total economically active population. However, this ratio increases to reach 8% in Minyeh, 6% in Akkar, 5% in Sour and Bint-Jbeil, and 4% in Hermel and Baalbeck6. - Former combatants7 in South Lebanon is another special category that should be taken into consideration. The majority of the former detainees were imprisoned after 1982 and suffer from the mental and physical traumas of the torture they went through. Prisoners suffer bad conditions of detention, especially violence during interrogation, lack of nourishment, and poor sanitary conditions. Most suffer from irreversible health problems, including sight disorders, digestive system disorders, back problems, and at times permanent disability. They also suffer from psychological traumas and depression related to their isolation from the world and loss of morale resulting in difficulty in social and professional integration. Former detainees also confront immediate economic problems. Detainees express their needs most importantly in terms of accessing education, medical care, employment and small credit. - Agricultural workers constitute 8% of the total labor force in Lebanon. However, this ratio is estimated at 33% in Hermel, 32% in Marjeyoun, 25% in Bint-Jbeil, 23% in Sour, 22% in Hasbaya, 21% in Minyeh, and 19% in Akkar.8 4

CDR and the EU, Short Term Mission on Social and Municipal Development- Poverty Analysis and Targeting Mechanism for the ESFD Project, 2002 5 Ministry of Social Affairs and UNDP: Mapping of Living Conditions in Lebanon, 1998 6 ibid. 7 Ministry of Social Affairs: The Constraints and Needs of Lebanese Former Detainees in Israeli Prisons (Preliminary report in Arabic), January 2001 8 ibid.

19

-

Disability is not widespread in Lebanon. Still, in South Lebanon, it is linked to the war conditions, and is observed among former combatants. In North Lebanon, especially Akkar, it is mostly a result of hereditary diseases and is mainly due to inter-family marriages.

2.3 National Development

Strategy

Framework

for

Territorial

and

Sectoral

After the end of the conflict, and until 1998, the government policy has been based on 3 main priorities: Restoring political balances within the public sector, Maintain monetary stability to attract Lebanese deposits abroad, Focus on reconstruction of Beirut center, as an essential mean to be in a position to recover its position within the region. Although globally successful in terms of overall economic indicators, the outcome of this policy has been however limited by two major factors, namely the persistence of the regional conflict and the increase of regional and social unbalances. The period between 1998 and 2000 has been marked by a clear intention to bring reconstruction and development outside the capital city and do more for disadvantaged social group. Unfortunately, economy slowed down and the weight of the service of the debt burdened the national budget. The public sector remained globally inefficient and no significant improvement neither in correcting regional unbalances or social disparities. However, significant efforts towards structural reforms have been initiated during this period for the fist time since the end of the conflict. First, a comprehensive public investment planning process was introduced, based on a normative 5 years development programme adjusted annually through a 3 years rolling public investment plan (PIP). The municipal elections that were held in late 1998 have considerably boosted the process of organizing the fabric of civil society organizations and mainstreaming their energies towards development at the local level. The liberation of the South from Israel occupation raised many expectations on lesser direct impact of regional conflict on Lebanese social and economic affairs. The expectations turned into frustrations as the response on the international community to the Lebanon call for support in rebuilding the South have been so far limited. After only 2 years interruption, the leadership that have managed Lebanon since the end of the conflict has been reelected in the last elections, with a commitment to learn the lessons of the past and address the issues left pending. Emerged from the October 2000 legislative elections, the new government has defined its development policy in a political statement that the Prime Minister provided to the Parliament on November 1st 2000. This statement constitutes a detailed outline of the policies and strategies that the government is applying while steering the development process. It defines clearly the contours of the National Development Framework that was pushed forward in the last 4 years. The basic principles beyond the National Programme’s rationale is to strengthen National values of sovereignty, independence, democracy and dialogue at all level of society and among all segments. This means proactive modernization without denial of heritage from past. Efficient administration will be pursued as priority targets for modernization. Moreover, the National Programme aims at operating the fusion between the ambitions of the civil society and the policies of the state, in order to strengthen political stability, realize balanced development in all regions and instill confidence among the Lebanese. The most forward looking strategic assumption of the new policy is to strengthen the alliance between Syria and Lebanon in all socio-economic aspects by increased economic cooperation and integration between the two sister-countries in order to achieve mutual benefit for both peoples.

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Specifically, the governmental development policy is articulated around the following 19 commitments: • •

•

• • • •

• •

• • •

•

Establishing a state where rulers and citizens are accountable to clear regulations in accordance with the Law and in the respect of the Human Rights. Boosting the official and private media to play its role on the local and international scene (through satellite transmission) which promotes Lebanon’s image of haven of freedom, dialogue, diversity, cultural interaction, openness to other civilization and an example of resistance. In order to confront the problem of youth unemployment that dangerously lead to immigration abroad and deprive the Country from highly qualified modern expertise, invigorating the economy and its growth to create job opportunities that are needed for Lebanon to be able to benefit from its youth potential. Providing women with equal employment opportunities in both public and private sectors and protecting their rights under laws and legislation. Vitalizing the role of civil society and NGO and mainstream their resources and capabilities in complement to the government developmental investments. Rehabilitating the neglected historic sites in order to encourage cultural tourism and promote Lebanon recover as a “shining star of the Arab culture”. Overcome the national budgetary deficit by restoring economic growth. Restoring economic growth will be achieved by improving incentives for the private sector, including: • Draft a new set of laws for better investment climate, • Reactivate projects with secured financing through already approved soft loans, • Marketing Lebanese commodities and services locally and abroad, • Reducing import/export barriers and speeding up administrative procedures • Join Arab and European economic blocs and WTO, • Privatize projects and facilities, • Respect state’s obligations, commitments and pledges and • Reward/grant ISO compliant businesses. • Encourage private sector that create job opportunities Reform the public administration in order to make it modern, smaller, efficient, responsive, accountable, through investing in modern systems and in staff retraining and performancebased incentives. In the framework of the public sector reform, the health sector will receive particular attention in order to correct the fact that the health bill has dramatically increased without significant improvement of the coverage, quality of services and preventive care to the population. Emphasis will be then made on putting the freshly rebuild health infrastructure at work. Improving Lebanon’s competitive edge in information technology. Supporting the agriculture and agricultural industry in modernizing in order to be competitive in the market, by reactivating agricultural research and extension, identifying alternative crops and produce, encouraging high-yield crops and supporting exports. Work to a sustainable solution of the irrigation problem, including: • Protection of aquifers and combating pollution • Undertake projects for better use of renewable water resource such as dams and artificial lakes. • Create, under the Ministry of Environment, a modern authority for sustainable water management. In the education sector, the public schooling map will be reconsidered in order to optimize the use of the infrastructure and human resources, including expanding the capacity at certain levels. Implement the new curricula and follow-up on developing them. Invest in teachers training, incentive quality and increase supervision. Special attention will be given to vocational training through creating technical and vocational academies and high level technological

21

•

• • •

•

institutions. The government will support the Lebanese University to recover its central role in the process of enhancing the national education system. Declare environmental state of emergency in Lebanon in order to stop environmental degradation. A national scientific institution will be established to issue guidelines that will be enforced through Ministry of Environment’s cooperation with all line Ministries. Establish as a matter of priority a modern polluter payer tax system to finance environmental recovery. Redesign Lebanese territorial organization in order to enforce urban planning and insure balanced development while protection agriculture, forest and archeology. Expand work on zoning efforts to regulate land ownership. Improve public transport systems including reorganization and modernization of railroad in all Lebanese territories in order to reduce the fuel bill and reduce pollution. Develop tourism in accordance with the evolution of the worldwide market that supercedes holiday-making to incorporate our wealth of culture heritage and civilization. Therefore, the government will promote investment in the tourism sector and protect the tourism and environmental wealth. Widen Lebanon’s position in the world tourism market to include cultural and ecological tourism. Simplify establishment of industrial facilities and encourage new investment in developed industries, in particular in information technology and education. Support dialogue between employers and employees and encourage professional training in particular in rural areas.

Selection of the Program Areas The project primarily targets the areas of North Lebanon (Akkar and Minieh, Dinniyeh and TripoliBab el-Tebbaneh); and South Lebanon (former occupied regions in the areas of Marjeyoun, Bint Jbeil, Nabatiyeh, Sour, Rashaya, Hasbaya and West Bekaa). Seen that the Muhafasa (regions) and Cazas (provinces) are administrative entities, appointed by the Ministry of the Interior, which do not have operative relevant functions on the ground, the municipality is the main (for certain aspects, the only) territorial level for local development projects. Enhancing local capacities at the municipal level and encouraging civil society and private sector participation in strategic local development planning represent real challenges for the sustainability of territorial development and for enhancing the democratisation process from bottom up. However, a wider territorial level is represented by the Union of Municipalities. The law, in fact, allows neighbouring municipalities to federate temporarily or permanently to become an intermediate administrative body which can access and collect either the resources provided by municipal taxes or the ones provided by the State. Twenty-two such Unions have already been formed. The program intervention, as confirmed by the July/August joint formulation mission will capitalize the experience and use the installed capacities of the following programs jointly implemented by the Council for Development and Reconstruction (CDR) and UNDP: Post-Conflict Socio-Economic Rehabilitation Program of Southern Lebanon, a joint program implemented by CDR and UNDP in the former occupied regions of southern Lebanon. The program was established in September 2000, and focuses on local mobilization (capacity building and implementation of small scale community projects- municipalities and cooperatives), employment generation (enterprise development), youth reconciliation and reintegration, mineaction socio-economic rehabilitation, coordination and information databases. Support to the Regional Development Program in Akkar, a joint program implemented by CDR and UNDP in the Caza of Akkar. The program has been initiated in mid 2003, and focuses on local mobilization (capacity building and implementation of small scale community projectsmunicipalities and cooperatives), employment generation (enterprise development), and youth reconciliation and reintegration. The UN System in Lebanon

22

The UN organizations present in Lebanon cover a wide range of activities spanning from peacekeeping, assistance to refugees, and humanitarian assistance to financial and technical assistance for development. Each one of these programmes is formulated and implemented in partnership with the Government and in consultation and cooperation with non-governmental organizations, civil society and the private sector, in support of national objectives of reconstruction and development. Lebanon throughout the past years has been a keen supporter of the United Nations and the Lebanese have played prominent roles in international affairs. The growing and important presence of UN organizations in Lebanon is evidence of the desire of the authorities to develop the full potential of cooperation programmes, on one hand, and to re-establish Lebanon as a regional center of international activities for development, on the other. There are sixteen offices of UN organizations in Lebanon. A brochure giving more detailed information on their activities is available from the UN office at Riad El-Solh square. UN organizations in Lebanon are (in alphabetical order): FAO United Nations Food and Agriculture Organization ILO International Labor Organization UNDCP United Nations Drug Control Programme UNDP United Nations Development Programme UNESCO United Nations Education, Science and Culture UNEDBAS Organization / Regional Office for Education in the Arab States UNESCWA United Nations Economic and Social Commission for Western Asia UNFPA United Nations Population Fund UNHCR United Nations High Commissioner for Refugees UNICEF United Nations Children’s Fund UNIDO United Nations Industrial Development Organization UNIFEM United Nations Fund for Women UNIFIL United Nations Interim Force in Lebanon UNLOB United Nations Liaisons Beirut OCET UNRWA United Nations Relief and Works Agency for Palestinian Refugees in the Near East WHO United Nations World Health Organization Major UNDP Initiatives in Lebanon The following achievements listed below represent some of the most salient achievements: A new project was launched with the Lebanese parliament in 1999 to assist it in developing an information and management structure, enhance linkages with Arab Parliamentarians and strengthen its human capacities. UNDP support to UN agencies and bilateral cooperation programmes through the four Integrated regional development programmes (Baalbeck-Hermel, Chouf, Akkar, South) has been particularly successful. Strengthening national capacity and establishing efficient and result-oriented coordination mechanisms at the local level have been the key factors in consolidating partnerships and promoting sustainable development approaches. Moreover UNDP provides technical assistance and aid coordination support at the upstream policy level in the area of governance with specific emphasis on reform and rehabilitation of the public administration and fiscal measures, including mainstreaming national policies for poverty reduction. Of special notes is the role of undertaking a poverty mapping of basic needs, organizing in collaboration with the Ministry of Social Affairs and Ministry of Economy and Trade a national forum to discuss means to link economic growth and social development. UNDP also helped putting forth-key policy issues for implementing the 20/20 initiative for rationalizing public expenditure for Basic Social Services.

23

A programme to reactivate and strengthen municipalities is being formulated. Support is provided to re-establish reliable basic national statistics and a trade information services. A tourism master plan was recently completed; ongoing support is provided to protect the country's cultural heritage. Moreover, for the first time, UNDP has been called upon by the Council of Development and Reconstruction (CDR) to provide technical assistance and capacity building support towards the implementation of the 5-year development plan for the country. Furthermore, UNDP was the key player in formulating the first development strategy for southern Lebanon at this important juncture of liberation; the strategy included a three-fold approach: 1) for immediate assistance; 2) for development assistance during the withdrawal process and 3) the medium rehabilitation and reconstruction for the region. Under Social Reconstruction and Poverty Alleviation, assistance is provided to help the Government develop a national strategy for poverty alleviation, including employment promotion and social development. UNDP provides assistance in the different components of the education sector, particularly basic education. Three area development schemes in the Baalbeck and Hermel districts, in areas of Mount Lebanon where displacement took place, and in southern Lebanon, are being supported with the aim of creating jobs, promoting social services and alleviating hardship. A Project to strengthen the skills of women entrepreneurs constitute for a national plan to mainstream women into economic and social life and the public service. The Environment Management and Sustainable Development programme focuses on national capacity building in terms o policy advice, updating environmental legislation, promotion of national capacities through training of stakeholders and establishment of integrated systems. Sound environmental practices and policies are promoted through strategic pilot initiatives to follow up the Rio Conference and to implement international instruments - projects in the fields of desertification, biodiversity (including through protected areas), climate change and ozone depletion have been initiated, with the support of the Global Environment Facility. These and other international instruments such as the Montreal Protocol and the European Union initiatives include the participation of municipalities, NGO'S, CBOs and the private sector. A national action plan for environmental education and increasing public awareness has also been initiated. Finally it is worth noticing that Beirut hosts a UNDP Sub Regional Facility (SURF) of the Arab States Region, where cross country competencies and skills are gathered to provide on demand assistance to COs for knowledge networking.

2.4

Analysis of National Development Problems and the UNDP action

Through the UNDAF formulation process, the United Nations system in Lebanon has dedicated considerable efforts to analyze the root cause of the development problems faced by Lebanon. The United Nations system agreed on a common diagnosis of the situation and on the best ways in which the United Nations system can better help the Government of Lebanon in its quest of solutions: Deficient governance systems The main national priorities are to resolve the budget deficit problem to promote economic recovery and to achieve political stability in southern Lebanon and across the country. The Government has made many efforts to enhance governance capacities and tackle the challenges ahead. However, these efforts have produced little sustainable improvements in performance and less in terms of impact because of political resistance to reform, an outdated legal framework in the public sector and weak structural capacity of the public administration and of

24

the economy. In 1999, the Government formulated a five-year fiscal adjustment plan with the aim to improve tax collection capacity, to implement privatization and to introduce the Value Added Tax (VAT). In 2000, a five-year development plan was formulated and a series of reform initiatives were launched, including the proposal to reduce the number of Ministries from 32 to 16 and to merge three reconstruction and development public authorities. Also in 2000, the Government activated the national Economic and Social Council (ECOSOC). Coordination of efforts between civil society, the private sector and the Government, although relatively shy, has improved in areas pertaining to social development, employment and participation. Yet these plans and initiatives remain independent of a comprehensive framework/agenda for governance, and hence reduce the likelihood that they will meet their target. After years of electoral suspension and slow legislation, sufficient efforts were invested to reactivate parliamentary and municipal elections. The capacities of municipal councils are yet weak and decentralization remains largely theoretical. While other elected bodies seem satisfactory by good governance standards, that of the executive branch has often been criticized for lack of responsiveness, transparency and accountability. The efforts to establish new statecitizen relationships were often undermined by the rigidity of the public sector, its high level of politicization and the skepticism among citizens. Hence, a general atmosphere of skepticism prevails regarding the government ability to sustain and mainstream the various reforms, to improve the structures and other initiatives to combat poverty and corruption, to implement reform and to improve efficiency. The judicial branch is not an exception; several efforts were made to enhance its integrity and effectiveness. Under respected rights to development The Government recognized the reduction of disparities as an important issue in the national development plan. Lebanon finalized important studies that form the basis for measuring living conditions and the extent of poverty. In addition, the Government, with the support of UN agencies, has implemented several development activities aimed at enhancing the living conditions of specific disadvantaged groups and in specific under-served regions. A five-year plan was formulated in 2000 with focus on balanced development among regions and emphasis on underserved and neglected areas as a priority mean to improve living conditions. Moreover, the Government increased allocation for improved access to social services. Yet, aggregated data reveal serious disparities among regions and social groups, including access to basic social services among regions and quality of services in densely populated areas and in remote rural areas. Poverty eradication in the country is constrained by the absence of a comprehensive national plan that would identify and focus on under-served areas and social groups. An important manifestation of disparities is the prevalence of nearly half the population (48 percent) without any form of social security. The bulk of these segment are the poor – who do not qualify to enter the national social security scheme and cannot afford available private schemes. The public services available to them are only at the level of meeting certain needs and area yet to be translated into acquired rights to which all citizens are entitled by law. Disparities are also noted between the “haves” and the “have-nots” with respect to access to health and education. About 50 percent of the Lebanese population do not have any form of health insurance and 21 percent of household expenditures is dedicated for health care. Infant mortality rate in the Bekaa and the South is two to three times higher than in Beirut and Mount Lebanon. Likewise, significant disparities exist in terms of prenatal and natal care. Although enrolment rates for children at primary level are very high, there are problems related to accessibility to education by children in the different regions and among the various social classes. The distortion between public spending and social services, on the one hand, and the quality of public services, on the other, suggest serious weaknesses in the administration of public resources, a weakness in targeting and monitoring and unbalance in the allocation of resources. Decentralization is lacking or very weak.

25

Although Lebanon ratified a number of global human rights conventions, there are continuing discrepancies with the national laws. Also, the Government put a number of significant reservations on ratified human rights conventions, including the Convention for the Elimination of all forms of Discrimination Against Women (CEDAW). In view of the above and based on the results of the field visits realized to the ongoing UNDP Socio-economic Development Program in South (Saida, Nabatiye) and the same project in the North (Akkar) Lebanon, as well as to the Northern provinces of Miniyeh/Dinniyeh, were no project was yet started, the following emerges: The northern and southern areas present socio-economic clear differences as well as a different social and political/sectarian fabric, which justified using different project methodologies, although safeguarding the same participatory local development approach and very light and agile project structures. The coordination between the two project is kept at the central level through the UNDP programme officer and the CDR staff, but joint activities were not yet envisaged. The UNDP project in the south is older, established in the aftermath of the Israeli withdrawal, and its duration is foreseen until the end of 2005. In this sense, the project is an important asset to the region in view of stabilization and social dialogue, although the sectarian fragmentation jeopardises the process. The occupation at first and the Hezbollah later have long since replaced the State role and ensured certain level of investment in social services and utilities as well as economic activities. The UNDP project in the north, on the contrary, was recently established and is supposed to continue until mid 2005. The area is definitely poor, although easier from a political point of view. The presence of the State is weak and the power and capacities of communities to influence local policies and investments is also deficient. The three institutional targets of these projects (municipality councils, youth and cooperatives) appear to be the most appropriate also for this initiative. The southern project highlighted the support to cooperatives and youth, whilst in the north the main focus was the support to local authorities capacity building. This seems also appropriate for this initiative, given the context. At present the CDR is the only State department which actively and continuously active in the areas and the projects, although sporadic presence and support is also provided by the Ministry of Social Affairs. The commitment, professional skills and leadership exercised by the UNDP local staff, as well as the high quality substantive and managerial backstopping provided from Beirut, both by UNDP and the CDR will also be capitalised by this project. In fact, it was evident that CO possesses leadership, institutional and substantive, which is acknowledged by the international community and national authorities, in the focus areas of governance and local development. Finally, this initiative will profit from the local coordination mechanism implemented by UNDP involving main local and international players, such as NGO-s, donors and IO-s, with good results despite some difficulties faced with a EU new project. In view of the above, the two existing projects will be kept as such, as the backbone of the new initiative, which could also enlarge the geographical coverage to the Miniyeh/Dinniyeh area, and therefore duration of each project carried on to the same deadline. This would allow for a unified programme divided into mutually linked geographical modules, that facilitates RM. Art Gold Lebanon will play a role of putting the different projects together in a more systematic and concrete way, in view of promoting policy impacts and advocating for local development schemes. The backstopping from the “centre” will be kept unified, under the responsibility of the CTA of the new initiative.

2.5

Target groups and executing agency 26

Provided that the Art Gold Lebanon provides assistance to national strategies for local development, it definitely targets some specific groups as the engines of such strategy vis-à-vis national authorities. These groups are the same target groups of the ongoing UNDP projects in the North and South of Lebanon, namely, municipalities, cooperatives and youth. In fact, in consideration of objective slow pace of the decentralisation process, caused by the complex process of State Reform, the municipality is the main (for certain aspects, the only) territorial level for local development projects. Enhancing local capacities at the municipal level and encouraging civil society and private sector participation in strategic local development planning represent real challenges for the sustainability of territorial development and for enhancing the democratisation process from bottom up. Municipal councils and mayors are elected for a 6-year mandate (last elections held on June 2004). Muhafasa (regions) and Cazas (provinces) are administrative entities appointed by the Ministry of the Interior, but do not have operative relevant functions on the ground. However, a wider territorial level is represented by the Union of Municipalities. The law, in fact, allows neighbouring municipalities to federate temporarily or permanently to become an intermediate administrative body which can access and collect either the resources provided by municipal taxes or the ones provided by the State. Twenty-two such Unions have already been formed. On the other hand, the cooperative is the local economic grouping on which the project strategy for sustainable local economic development can be built. Around 782 cooperatives are registered in Lebanon (December 2001) mainly in the agricultural sector (52%). Current indicators point at the weakness in the cooperative sector as a result of several factors such as: the lack of awareness in the cooperative sector as a means for mutual economic individual and group interest; the lack of policy that could overcome the current economic crisis trough finding protective legislation that would help the sector in marketing production; the lack of any scientific study on the formation of cooperatives that prohibits competition within the sector and stops its fragmentation. Cooperative programs cannot succeed when its services are limited to a small community. However, cooperatives represent a real instrument for optimising resources and know how as well as improving farmers’, fishers’ and artisans’ quality of production and income, if included in a strategic plan for territorial economic development. UNDP supported a large number of middle-sized cooperatives (200 to 500 members), sometimes helping their constitution. This also seemed very appropriate for promoting business and income generation, although it was not possible to have a clear vision on how this component relates to the municipal capacity building and in general to local economic development. In this respect the Local Economic Development Agencies could constitute the vehicle for diffusing the benefits of cooperatives activities throughout the territory. Youth are the third target that is key to enhancing dialogue, reconciliation and reintegration. Stabilisation comes through their involvement in all sorts of training and social activities aimed at improving their participation in society and through exchange with other groups and situations. This also prevents from internal and external migrations, which seemed to be the main life-project for the young people involved in UNDP activities. UNDP currently supports cultural activities and social dialogue within the youth and their participation within the municipal councils, enhancing the role of women in development. This work is definitely crucial, although, also in this case, the relation to the local economic development is not yet clear. Special attention and targeted interventions will be foreseen for street children in Minyeh and Dinnieh, disabled and former detainees in South Lebanon. At the central level, the UNDP works in support of the various State constituencies: government, parliament sectoral departments and others. There is a political momentum for advocating for local development and community participation. However, the political scenario is still too complex and uncertain to provide concrete and solid background for advocacy impacts. For this reason the Art

27

Gold Maghreb could enhance UNDP chances to open a strong national policy component for local development within its activities.

2.6

Base documents

A number of studies & surveys were conducted in the last few years by the government and in collaboration with the UN, regarding social issues and have been consulted and used for the formulation of the present project document:  Population & Housing Survey; with UNFPA in 1996  PAP child; Ministry of Health in 1996  Census of buildings and establishments, Central Administration of Statistics, 1995-1996 Study on the labor market (survey at the enterprises), National employment Office, ILO, UNDP in 1997  Survey on unemployment (Household survey), National Employment Office, 1997  The Living Conditions of the Lebanese. Households Survey; Active population CAS in 1998  Mapping of Living Conditions; with UNDP in 1998  Multiple Indicator Child Survey (MICS), UNICEF, 2000.  Household Health Survey, Ministry of Health and WHO, 2000  Survey of industrial establishments (update of 1994 census data), Ministry of industry, 2000.  National Human Development Report on Youth; UNDP in 1999  National Human Development report on Globalization, UNDP, 2002. In addition to those documents, information was extracted from project documents of other UNDP and UN initiatives as well as from UNDP intranet.

28

III. Strategy 3.1

Brief analysis and selection of the strategy

As mentioned above, the programme is part of the Art strategy (Appui aux Réseaux Territoriaux et Thématique de Développement Humain) for implementing the Copenhagen platform and Plan of action as well as for contributing to the achievement of the Millennium Development Goals, particularly concerning poverty reduction, in collaboration with the UN family. The Art Strategy was specially designed by a group of UN Agencies under UNDP leadership, namely UNDP, UNESCO, UNOPS, UNIFEM, WHO, to help these and other agencies work more closely together to face the MDG using a comprehensive approach. The MDGs, in fact, are interrelated and strategies for their achievement should point at confronting both the tangible manifestations of world disequilibria, such as poverty, illness, illiteracy, environmental degradation or violence, as well as the structural causes, which are rooted in current development models that discriminate between peoples and between countries. For this purpose, the Art strategy consists of helping Governments to support local communities to fully participate in the coordinated and integrated management of development problems at their territorial level, in a wide ranging partnership between all social actors. This means: • To target the different sectoral problems at the same time (economy, income, public services, health programmes, education and training, environment and urban planning, capacity and institution building, etc); • To use instruments that, while concretely improving living condition, provoke structural solutions for social dialogue, conflict prevention and human development. The Art Gold Lebanon will implement the strategy through: •

•

A national framework programme for human development, that operates at national, regional and local level; International support by the various components of Art, namely: backstopping and technical assistance, decentralised cooperation and international partnership promotion, knowledge networking and training, innovation and south-south cooperation.

This approach seemed relevant to the national authorities, Italy and the UNDP in view of the development problems described above (i.e. the deficient governance system and the under respected rights to development) and also in view of the fact that it would remark the continuity of UNDP action in the northern and southern regions of Lebanon, where it proved highly effective.

3.2

General Objectives

In view of the above, the general objective of the programme is to contribute to stimulate economic recovery, social rehabilitation and balanced development in the medium and long term, through the implementation of local human development strategies in selected regions and through building territorial development partnerships across the Euro-Mediterranean region, focusing on the key role of local communities. This would in turn result also in a reversal of the migratory flow between the region and the capital as well as in a reduction of regional disparities.

29

Finally, the project is instrumental to articulate national policies and local practices in the field of local development, so as to make decentralisation more effective. By doing so the programme will enhance and leverage UNDP Country Office opportunities of providing training, advice, and technical assistance support to national and sub-national institutions operating in the field of local development, through internationally acknowledged resource persons and institutions. This is highly relevant also in view of the fact that Lebanon hosts a SURF for the Arab States, that will help provide the necessary background and knowledge networking for empowering the recipient actors to interact with international cooperation programmes and economic partners. In terms of longer term social process, the programme wishes to contribute to some more structural objectives in Lebanon and in the Middle East Region in terms of promoting a culture of peace through exchanges within the Euro-Mediterranean area, that:  lower levels of microconflict and, accordingly, more pro-active attitudes towards concerted development actions  improves relations between institutions and the population  provide for greater propensity towards peaceful and constructive relations between actors in Lebanon, in Italy and Europe

3.3

Specific Objectives

The Art Gold Lebanon will be executed through a multilevel approach, that simultaneously implements activities at the local, national and international levels. The specific objectives, therefore, are the following:

1. The creation of an enabling environment at the national level for policies and strategies in the field of local development that helps consolidating and deepening national authorities competencies concerning human development cooperation. For this purpose, the Art Gold Lebanon may be also used by Lebanese government as an instrument for the geographical coordination of international cooperation activities in the field of local human development. In fact it will provide a common platform to each development agent to participate in local development activities in a coordinated way, under the leadership of national and local authorities.

2. At the local level, the programme aims at widening the opportunities of populations in the selected areas to access to better living conditions in terms of income, education, health, social integration and the environment, with a special focus on most vulnerable population. This will be achieved through improving functioning of local public administration, enhancing basic services and promoting the widest participation of local communities in the development process in a wide ranging partnership between the public, private and civil sectors. Selected areas are, as mentioned above:  North Lebanon (Akkar and Minieh, Dinniyeh and Tripoli- Bab el-Tebbaneh); and  South Lebanon (former occupied regions in the areas of Marjeyoun, Bint Jbeil, Nabatiyeh, Sour, Rashaya, Hasbaya and West Bekaa)

3. The internationalization of the Lebanese institutional, economic and cultural reality, with the support of the international components of Art. This objective is particularly relevant provided that local development is opposed to localised. On the contrary, each local reality can create the conditions for its development only if it is able to be connected to national and international networks where partnerships can be established to leverage local resources. The Art strategy has been designed for this purpose and will provide to this programme, like to each of the network, specialised instruments to network training, welfare

30

innovations, decentralised cooperation and economies with a special view to the specific Euro-Mediterranean context and to the dialogue between cultures. As a whole, these objectives are a combination of top-down and bottom-up approach to produce policy changes in the field of local development: ­ The bottom-up approach is implemented through local, participatory and integrated human development plans in selected geographical areas (which are submitted to national and international stakeholders for financing) and through international partnerships, corresponding to objectives 2 and 3; ­ The top-down approach is implemented by advocacy, training, networking best practices and advising activities vis-à-vis national and local authorities, corresponding to objective 1. Being coordinated with the current CDR-UNDP interventions in northern and southern Lebanon, the Art Gold Lebanon could represent an added value in three main areas: a) the “meso dimension” of local development; b) international partnerships and decentralised cooperation; and c) local economic development. In particular: a) The Art Gold Lebanon, will definitely build on existing local planning and coordination instruments and mechanisms set up by both National and Local actors, although pushing to place strategic planning functions at a wider territorial level rather than just the municipality. This level could well be the Union of Municipalities or other forms of associations, if it should be verified the unfeasibility of working at the Caza level. In this respect, the development planning could be made in a more integrated and comprehensive way, overcoming current fragmentation project components and between projects. b) The Lebanese institutions will gain capacities from the programme to profit in a ordered and sustainable way from international partnerships of decentralised cooperation. This could on the one hand provide some missing elements at the local level: self-trust, long term vision, sense of being part of a whole, as opposed to isolation. On the other hand it could help with providing know-how and technical resources which was the main demand by local authorities. Finally, it would definitely be meaningful in a larger regional Middle East perspective. c) The local economic development component developed by ongoing UNDP projects will be strengthened through introducing new instruments and mechanisms to link up cooperative, local authorities and civil society, such as, for example, private/public compacts, local economic development agencies, service centres for the SME-s, international economic partnership opportunities, etc. The national level activities of ongoing projects could finally be strengthened in view of making the case of local development of those regions. In this respect, the Art Gold Lebanon should be closely related to other UNDP initiatives that work with national institutions, particularly with Government departments and Parliament.

3.4

Expected Outputs

Related to specific objective 1: The creation of an enabling environment at the national level for policies and strategies in the field of local development Expected output 1: A National Working Group (NWG) is established, under the leadership of the Government counterpart (the CDR), comprised of the main state departments concerned by local development, UNDP, Italy and open to the participation of other programme donors. By doing this, Lebanon

31

would have an operational instrument to facilitate the orientation of domestic and donor’s resources towards the implementation of national and local development objectives in the project areas. At the same time, the NWG will facilitate the connections between the local, national and international activities of the Art Gold Lebanon. being the main interlocutor for both the local working groups and the international cooperation agencies. Finally, this instrument would also make it available an additional concrete mechanism to the UN country team to implement the UNDAF at the local level. Activities: Wide ranging consultations, under the leadership of the CDR and UNDP to identify suitable interested national institutions as partners to the NWG RESOURCES

INPUTS

part time work programme off. part time work coordinator 4 missions (total 24 days) at 600 USD/day inc. dsa consultants to introduce the different components of Art to the relevant national institutions 4 international travel at 1500 each 4 internal workshops at 1000 each

BUDGET LINES 11.01 11.02 17.0x

mission/travel 15.0x workshops 32.0x sub total

COST

18.000

6.000 1.000 25.000

Preparation of a national workshop for the presentation in Lebanon of the Art Strategy, open to the participation of national public and private institutions, institutions from the Art Network countries and international potential partners RESOURCES

INPUTS

part time work coordinator reimbursements for dsa and other expenses to 3 consultants international participants at 200/day for total 12 days 3 international travel at 1500 each mission/travel reimbursements for transport and dsa for 20 mission/travel national participants at 100 each facilities for the event (rent of premises, video and workshops audio equipment, translations, transports, publication of the minutes, etc.) promotional materials publication and distribution

BUDGET LINES 11.02 17.0x

COST

2.400

15.0x 15.0x

4.500 2.000

32.0x

15.000

miscellaneous 53.0x sub total

1.500 25.400

Organisation of periodic meetings of the NWG, the UNDP serving as technical secretariat, to follow-up on the general status of the Programme, prioritise areas and sectors of intervention, endorse area work-plans, prepare consolidated work-plan and present it to the Review meetings RESOURCES

INPUTS

BUDGET

COST

32

LINES part time work coordinator 11.02 3 workshops (1 per year) at the occasion of the workshops 32.0x review meetings at 500 each reporting materials 2500 per year miscellaneous 53.0x sub total

1.500 7.500 9.000

Assistance to national institutions in shaping sectoral support to local human development strategies and plans RESOURCES

INPUTS

BUDGET LINES 11.02 11.0x 17.0x

part time work coordinator part time work area managers senior expert on LED for 36 days at 600/day inc. consultants dsa senior expert on welfare services in health for 36 consultants 17.0x days at 600/day inc. dsa senior expert on education systems for 36 days at consultants 17.0x 600/day inc. dsa national sectoral experts 120 days at 150/day consultants 17.0x 6 international travel at 1500 each and 3 intl. Travel mission/travel 15.0x at 3000 each travel within country mission/travel 15.0x 9 sectoral one-day workshops at 500 each workshops 32.0x publications, translations and various materials miscellaneous 53.0x sub total

COST

21.000 21.000 21.000 18.000 18.000 2.000 4.500 5.000 110.500

Assistance to the NWG to liaise to other relevant national and international institutions, particularly the UN system through the UN country team for coordination and resources mobilisation purposes RESOURCES

INPUTS

Part time work coordinator reimbursement of dsa and other expenditures to 2 mission/travel delegations per year composed by 6 persons (2 per area and 2 nationals) at international events for a total of 144 days (average 4 days per event) at 250/day

BUDGET LINES 11.02 15.0x

(co-funding) NHDR and MDG reports - 6 sub projects 22.0x publications 3 donor coordination national meetings at 1000 workshops 32.0x each promotional materials at 1000 per intl. event miscellaneous 53.0x sub total

COST

36.000

30.000 3.000 6.000 75.000

Assistance to the NWG and institutions thereof to plan and implement the overall strategy of information and communication of the Art Gold Lebanon

33

RESOURCES

INPUTS

BUDGET LINES 11.0x

junior information officer starting 2nd year for 24 area managers months at 2300/month photo and video creatives for 30 days at 250/day consultants 17.0x national travel reimbursements mission/travel 15.0x website creation and maintenance sub contracts 21.0x sub total

COST 55.200 7.500 5.000 10.000 77.700

Expected output 2: The local human development methodologies used in project areas are systematised as a tool for encouraging national dialogue and decentralisation process, with particular regard to the local economic development and international partnerships components. In this respect, the best practices that can be codified in view of expanding their use to other areas of the country will be documented and diffused whilst the direct exchanges between local authorities and communities will be also promoted. It is expected that more regions will adopt similar instruments. Activities: Promotion of a board of high standing figures of the cultural Lebanese reality, linked to the committees in charge of the NHDR and MDG reports as well as to other projects promoted/financed by different agencies, to analyse, systematise and stimulate methodological innovations for local human development practices RESOURCES

INPUTS

BUDGET LINES 11.02 17.0x

part time work coordinator 4 academic researchers for 30 days each at consultants 150/day 6 meetings at 500 each workshops 32.0x sub total

COST

18.000 3.000 21.000

Production of documental material, in both paper and multimedia supports, that illustrates the local innovative practices of human development RESOURCES

INPUTS

BUDGET LINES 11.02 17.0x

part time work coordinator publication of 3 videos (one per project area) at consultants 4000 each publication of 3 brouchures per project area at miscellaneous 53.0x 1800 each sub total

COST

12.000 16.200 28.200

Support to the reinforcement or, when needed, the creation of national thematic networks among those practices innovating in the fields of local public administration, local economic development, welfare, education, culture and the environment

34

RESOURCES

INPUTS

part time work coordinator part time work area managers international senior expert in LED for 15 days at consultants 600/day inc. dsa international senior expert in welfare for 10 days at consultants 600/day inc. dsa 5 international airfares at 1500 each mission/travel reimbursment of dsa and travel expenditures to 90 mission/travel participants (18 per workshop) at the workhops at 100 each 5 national workshops at 1000 each

BUDGET LINES 11.02 11.0x 17.0x

COST

9.000

17.0x

6.000

15.0x 15.0x

7.500 9.000

workshops 32.0x sub total

5.000 36.500

Promotion of links between the national Lebanese networks and the international networks RESOURCES

INPUTS

part time work coordinator part time work area managers reimbursement of dsa (at 250/day) and mission/travel international airfare (at 1500 each) for 12 Lebanese representatives participation in international network events (average 4 days per event)

BUDGET LINES 11.02 11.0x 15.0x

sub total

COST

30.000

30.000

Promotion of exchanges of visits between the communities and authorities of the various projects areas and between these and other areas of the country that showed interest in joining the Art strategy RESOURCES

INPUTS

BUDGET LINES 11.02 11.0x 15.0x

part time work coordinator part time work area managers dsa and travel reimbursement to 108 participants to mission/travel local workshops at 100 each 18 local workshops at 500 each workshops 32.0x sub total

COST

10.800 9.000 19.800

Technical assistance and support to resources mobilisation to those additional regions of the country that express interest in deepening the knowledge or directly wish to implement local human development approach in their territory RESOURCES part time work part time work

INPUTS coordinator area managers

BUDGET LINES 11.02 11.0x

COST

35

internal transports

mission/travel 15.0x sub total

2.000 2.000

Expected output 3: Improved capacities of high level public officials and private/civic practitioners to support local processes of planning and managing human development. For this purpose, a national training plan on local development will be organised and implemented, in collaboration with the Lebanese academic institutions in connection with the Universitas Network, which is promoted by Art at the international level. With respect to the current UNDP collaboration with Lebanese universities, that is the basis for the programme action, the added value of the training offered by the Art Gold Lebanon will be the connection between the academic teaching and the practical field action worldwide, that the programmes of the Art network can provide mainly through internships as well as through the scientific know-how of the international board of teachers. This output has a terrific importance on the middle-long term perspective, because it targets capacity building and, thus, the possibility of self feeding the process of innovating policies and practices in the field of local development. In addition to that, the international setting of the training course will help facilitate the intercultural exchanges, in which the academia may likely play a pioneer role. Activities: Support to the constitution of a board of Lebanese universities interested in organising advanced teaching courses (master sc., doctorates or other) and applied research on local human development, in close synergy and collaboration with the international cooperation actors that are involved in the Art strategy and linked to the international network of universities (called Art Universitas) that already joined RESOURCES

INPUTS

part time work coordinator part time work area managers reimbursement of dsa (15 days at 200/day) and mission/travel travel expenditures (3 international travel at 1500 each) for Art Universitas representatives missions

BUDGET LINES 11.02 11.0x 15.0x

one subcontract for HDRNet for identification and sub contracts 21.0x insertion of relevant publications in the website sub total

COST

7.500

15.600 23.100

Joint elaboration of specific curricula and academic learning courses to form specialised professional skills that are requested for facing local development in a globalised era. These skills are useful not only for local administrations and regional governments, but also for state departments which deal with local development, labour offices, chambers of commerce, universities, private sector, other public institutions and NGO’s RESOURCES part time work part time work

INPUTS coordinator area managers

BUDGET LINES 11.02 11.0x

COST

36

2 months per year reimbursement of working time consultants of the Art Universitas coordinator at 12000/months 2 cycle of master sc. Courses (includes sub projects remuneration, dsa and travel reimbursements to international teachers from the Region, Europe and Latin America during 7 modules of one week each) 3 workshops at 500 each

17.0x

72.000

22.0x

85.800

workshops 32.0x sub total

1.500 159.300

Organisation of learning visits and internships at the international level as practical training periods in the Art Gold Lebanon or in other Art programmes, connected to the advanced academic courses RESOURCES part time work part time work 3 applied research interventions in additional to project areas at 45000 each

INPUTS coordinator area managers regions sub projects

BUDGET LINES 11.02 11.0x 22.0x

sub total

COST

135.000 135.000

Organisation of professional development courses, in collaboration with governmental training structures, the board of universities and the Art Universitas, of specialised short trainings for the personnel of ministries and local authorities, primarily of the project areas and open to the participation from other interested regions. The trainings will be implemented through the technical assistance of the universities, Lebanese local experts and the decentralised cooperation actors and will use the Art Gold Lebanon as a field for practising RESOURCES

INPUTS

BUDGET LINES 11.02 15.0x

Part time work coordinator funds for reimbursement of dsa and travel mission/travel expenditures to participants from other regions 6 courses (2 in each project area, open to other training 31.0x area's representatives) at 8000 each sub total

COST

5.000 48.000 53.000

Related to Specific Objective 2: Widening the opportunities of populations of project areas to access to better living conditions, with a special focus on most vulnerable population, through improving functioning of local public administration, enhancing basic services and promoting the widest participation of local communities in the development process in a wide ranging partnership between the public, private and civil sectors. Expected output 1:

37

The decentralisation process is enhanced in terms of tasks, responsibilities and resources managed at the local level in a participatory way, where community and local authorities may work together to identify needs, resources and formulate local development plans. This will mean that capacities of local government structures, specifically municipalities, as well as of civil society organizations, primarily cooperatives and youth clubs, are strengthened to advocate balanced regional development in Southern and North Lebanon. This will also facilitate coordination of development agents working in the regions to decrease duplication and ensure best usage of available resources and sustainability of programme actions. The programme, in particular, will make efforts to facilitate the process of placing strategic coordination roles at a higher level of decentralised authorities, i.e. Caza level or Union of Municipalities level. The meso dimension in fact, is sufficiently small to ensure universal participation in the decision making processes, but at the same time it is big enough to make it available a critical mass of resources to kick off a sustainable local development, as well as ensuring balanced distribution of social services. Activities: Constitution of Local Working Groups (LWG) in each municipality of the project areas, under the leadership and responsibility of the local authority, comprised of the main public, private and civic actors of the territory. The LWG will be in charge of planning and executing in a participatory and non-discriminatory way the development actions in their area and institutionalising the working methods RESOURCES

INPUTS

BUDGET LINES 11.02 11.0x 45.0x

part time work coordinator part time work area managers equipment and forniture for the 3 offices of the procurement LWG at 10500 each regular office management and running costs at miscellaneous 53.0x 3000 yearly per office inc. internet facilities sub total

COST

31.500 27.000 58.500

Assistance to the LWG institutions for constituting participatory planning seminars for each sectoral development priority in view of their consolidation into one only integrated development plan RESOURCES

INPUTS

part time work coordinator part time work area managers 5 sectoral workshop per year per working group at workshops 500 each sub total

BUDGET LINES 11.02 11.0x 32.0x

COST

22.500 22.500

Participatory elaboration of integrated local development plan in each municipality and aggregated regional development plans at the Unions of Municipalities or Caza level RESOURCES part time work

INPUTS coordinator

BUDGET LINES 11.02

COST

38

part time work area managers 11.0x fund for field trips by NWG representatives and mission/travel 15.0x project coordinator yearly publication of the local development plans at workshops 32.0x 1500 each sub total

10.000 13.500 23.500

Assistance to LWGs in advocating support from national and international institutions with corresponding resources for the implementation of the development plans RESOURCES part time work part time work 6 local donor coordination meetings at 500 each

INPUTS coordinator area managers workshops sub total

BUDGET LINES 11.02 11.0x 32.0x

COST

3.000 3.000

Assistance to local institutions, in collaboration with national government and universities, to provide LWGs with appropriate instruments for the coordination of territorial planning, such as GIS facilities or access to national training programmes. This to reduce fragmentation of cooperation initiatives and make effective use of available national and external resources in view of the sustainability of development actions RESOURCES

INPUTS

Part time work area managers national experts for 30 days each LWG at 150/day consultants 3 training packages on the GIS at 2000 each Training GIS facilities and software for the 3 LWG at 4500 procurement each sub total

BUDGET LINES 11.0x 17.0x 31.0x 45.0x

COST

13.500 6.000 13.500 33.000

Expected output 2: A set of integrated instruments are set up at the regional (Caza) level in view of a balanced and inclusive local economic development as a means for reducing unemployment and poverty. These instruments will be implemented through the adoption of specific and worldwide experimented participatory and concerted public/private mechanisms that, adapted to the local context, allow for maximising the endogenous resources and regional competitiveness, with a special focus on the SMEs. Activities: Participatory production of Local economic development plans, in line with the local development plans elaborated by the LWG, to identify the competitive advantages of each area and build up the chains of value between small or micro enterprises, cooperatives and including individual business of the same productive cluster in the most convenient organisational form

39

RESOURCES

INPUTS

part time work coordinator part time work area managers 90 days of national sectoral experts at 150/day consultants 14 days international expert to conduct the mini consultants training courses at 600/day inc. dsa fund for field trip and visits to cooperatives and mission/travel productive locations 1 international trip airfare at 1500 mission/travel 3 mini training courses on Led and Ledas, one per training each project area at 1000 each 6 workshops in each project areas to establish workshops prioritisation of chains (2), financial services (2) and non financial/strategic services (2), at 500 each

BUDGET LINES 11.02 11.0x 17.0x 17.0x

COST

13.500 8.400

15.0x

10.000

15.0x 31.0x

1.500 3.000

32.0x

9.000

sub total

45.400

Territorial Compacts are agreed upon between the economic actors of the project areas: public authorities, business sector, cooperatives, unions, financial institutions and civil society. The territorial compacts are a modality for concerted investment programming, where each party to the compact subscribes and commit to a joint investment plan, economic governance mechanisms and a series of services to the SMEs RESOURCES

INPUTS

part time work coordinator part time work area managers fund for field trips by NWG representatives, and mission/travel LWG visits to productive locations 3 sub-projects per year, 1 for each project area, as sub projects incentives to the implementation of the territorial compacts, inserted in the local economic development plans, co-financers being national budget, private funds and decentralised cooperation, at 100000 each (investment projects different from business) sub total

BUDGET LINES 11.02 11.0x 15.0x 22.0x

COST

5.000 900.000

905.000

Local Economic Development Agencies are strengthened/created to provide overall management of the economic development plans and territorial compacts, through an integrated offer of financial and non financial services to the SMEs, such as: −

Innovative credit schemes to facilitate SMEs access in parallel or to complement traditional micro-finance, revolving funds or guarantee funds schemes, currently in use

−

Technical assistance, economic promotion, business tutoring to entrepreneurs beginners and society at large

40

−

Advanced and basic educational programmes or professional training to reinforce governance capacities of economic actors

−

Additional services such as territorial marketing, certification guidance, transition from school to work, job finding, information and communication systems

−

Research and technological development services, as instruments for concentrating resources and profit from scale economies in one or more priority productive sectors RESOURCES

INPUTS

part time work coordinator part time work area managers 3 months each director of each Leda under consultants establishment at 2500/month 3 sub project to the Leda for providing financial sub projects services (credit fund) and non financial services, inc. financing the structure for 24 months at 520000 each Publication of 3 Ledas brochures at 8000 each

BUDGET LINES 11.02 11.0x 17.0x

COST

22.500

22.0x

1.560.000

miscellaneous 53.0x sub total

24.000 1.606.500

Public utilities management and social enterprises are experimented, where possible, as instruments to achieve more sustainable social welfare systems through linking up to production and job creation for the disadvantaged RESOURCES

INPUTS

part time work coordinator part time work area managers 60 days dsa (30 at 200/day and 30 at 250/day) for mission/travel mission exchange regarding public utilities companies and social entreprises in Italy and Lebanon 2 mational workshop at 2000 reimbursement to participants)

each

(inc. workshops sub total

BUDGET LINES 11.02 11.0x 15.0x

32.0x

COST

13.500

4.000 17.500

Expected output 3: Improved coverage of public services and utilities in the fields of health, education, culture, the environment and basic infrastructure through experimenting innovative organisational models, in view of better quality and sustainability. The Art Gold Lebanon will have a special focus for the most excluded areas and persons, for which purpose the programme will leverage the social action carried out by municipalities and youth centres in the target regions to contribute to the development of their communities and promote social cohesion among different communities with different political, social and religious groups. Activities:

41

Support to the LWG for the production of sectoral maps of risks and potentials for each of the sectors (health, education, culture, welfare, the environment, public utilities/services) RESOURCES

INPUTS

BUDGET LINES 11.0x 17.0x 15.0x

part time work area managers part time work consultants fund for field trip for the participatory excercises of mission/travel the maps participatory excercises to produce the maps (4 per sub contracts 21.0x project areas) at 5000 each 12 local workshops at 500 each workshops 32.0x sub total

COST

4.500 60.000 6.000 70.500

Support to the LWG for the participatory elaboration of sectoral strategy, within the framework of the priorities set up by the local development plans and in close connection with the national ministerial strategies and resources available, included those of the decentralised cooperation RESOURCES

INPUTS

part time work area managers 90 days dsa per year at 200/day for the mission/travel participation of decentralised cooperation actors to be involved in the sectoral planning

BUDGET LINES 11.0x 15.0x

sub total

COST

54.000

54.000

Support to local authorities (municipalities, Unions and Cazas) to materialise strategies into projects and manage the entire project cycle in a transparent, effective and accountable way RESOURCES

INPUTS

Part time work area managers 120 days dsa (at 200/day) for co-funding the mission/travel participation of decentralised cooperation actors to jointly formulate the projects, inc. 8 international travel airfare at 1500 each 6 mini courses to instruct in project cycle training management (2 per project areas) at 8000 each

BUDGET LINES 11.0x 15.0x

31.0x sub total

COST

36.000

48.000 84.000

Cofinancing for executing projects according to the strategies that were defined, in the field of basic small infrastructure, service organisation, training and technical exchanges of good practices and methodologies at the national and international level, with the support of decentralised cooperation RESOURCES

INPUTS

BUDGET LINES

COST

42

part time work coordinator part time work area managers 90 days dsa for co-financing project monitoring by mission/travel decentralised cooperation fund to sub contract the implementation of local sub contracts projects focussing on youth initiatives (75000 per project area)

11.02 11.0x 15.0x 21.0x

225.000

fund to co-finance local projects focussing on sub projects public services at municipality and caza level (approx 350000 per project areas), to match decentralised cooperation funds

22.0x

1.050.000

fund to co-finance local projects focussing on sub projects public services at municipality and caza level (approx 360000 per project areas), to match decentralised cooperation funds for disadvantaged people and areas

22.0x

1.080.000

miscellaneous 53.0x sub total

20.000 2.375.000

fund for visibility and dissemination publications

Support to the LWG for setting up parameters and instruments for community audit for the projects under execution and in view of evaluation and annual reprogramming RESOURCES part time work part time work 90 days local experts at 150/day

INPUTS coordinator area managers consultants sub total

BUDGET LINES 11.02 11.0x 17.0x

COST

13.500 13.500

Related to Specific Objective 3: The internationalisation of the Lebanese institutional, economic and cultural reality, with the support of the international components of Art, with a special view to the specific EuroMediterranean context and to the dialogue between cultures. Expected Output 1: Territorial Partnership of Decentralised Cooperation Decentralised cooperation partnerships are established in support of the implementation of local development plans in target areas, under the leadership of the national and local Working Groups. Decentralised Co-operation is now widely diffused and proved to be one of the most effective instruments for co-development, which makes it possible to build long term linkages between local communities of northern and southern countries. The linkages, leaded by local authorities, take the form of wide-ranging partnerships between these and public institutions, civil society organisations, universities, unions and the private sector of targeted territories. The added value of decentralised cooperation with regard to the regular ODA modalities is the low-cost of technical assistance, which is entirely funded by the decentralised cooperation partners and thus sustainable, and the high level quality of that assistance, since it is provided by leading centres of excellence. The Art system in cooperation with the UNDP Country Office will then support Lebanese and foreign local communities, in consultation with central governments, in the process of building

43

decentralised cooperation partnerships in an ordered and results-oriented manner, within the framework of the Art Gold Lebanon programme. In particular, the Art will help: − Mobilise the interest and resources of Italian and other decentralised cooperation actors mainly through support to missions, events and promotional materials. − Follow up on the partnerships to insure that projects that come out of decentralised cooperation partnerships are carried out according to national strategies, laws and regulations − Monitor the partnerships to ensure that the entire process is participatory, transparent and accountable to Lebanese authorities and people − Promote coordination with European funds and initiatives accessible to regions and local authorities. Activities: Participatory production, under the leadership of the LWG, of promotional material, known as territorial marketing documents, containing national framework for local development as well as the regional profiles with the potential for cooperation and investments RESOURCES

INPUTS

part time work coordinator part time work Area managers publication of 6 territorial marketing brochures at miscellaneous 8000 each sub total

BUDGET LINES 11.02 11.0x 53.0x

COST

48.000 48.000

Production of the Map of Decentralised Cooperation in Lebanon, as an informative tool for better targeting potential partners. The map will be elaborated and validated in close collaboration with embassies, technical cooperation institutions and UN agencies RESOURCES

INPUTS

part time work coordinator part time work consultants publication on CD (3000) and web formats (3000) miscellaneous of the decentralised cooperation map sub total

BUDGET LINES 11.02 17.0x 53.0x

COST

13.500 6.000 19.500

Dissemination of the territorial marketing documents through UNDP Art international networks and other international cooperation partners. These documents will constitute the basis for setting up new partnerships and resources mobilization of those Italian and European regions who intend internationalise their own development RESOURCES

INPUTS

2 months per year of the Art Patrtnership consultants coordinator at 12000/month for decentralised cooperation partnership building and international resources mobilisation sub total

BUDGET LINES 17.0x

COST 72.000

72.000

44

Organisation of exchanges of missions to and from Lebanon with Italian and European partners mainly with the aim to establish political and institutional commitment (in the form of agreements or memorandum of understanding) to engage in mutual development partnerships RESOURCES

INPUTS

sub project for the management, through Art sub projects Services, of the exchange of visits and support to Lebanese and European decentralised cooperation actors, inc expenditures of the Lebanese delegations in Europe

BUDGET LINES 22.0x

sub total

COST 150.000

150.000

Organisation of international seminars in Lebanon, Italy and Europe aimed at constituting an international committee for decentralised cooperation with Lebanon which will help materialising into common development projects the institutional commitments and declaration of interest RESOURCES

INPUTS

part time work programme off. part time work coordinator 2 international seminars in Europe at 25000 each workshops including reimbursement for the participation of international personalities and Lebanese delegations sub total

BUDGET LINES 11.01 11.02 32.0x

COST

50.000

50.000

Expected Output 2: Innovations and South-South Cooperation The Lebanese experiences are linked with those of the other countries committed to the implementation of the Copenhagen Platform of Action, particularly through mutual transfer of innovative know-how in the field of Local Human Development. The transfer, realized through specific south-south cooperation projects and preceded by preparatory activities at the national and international level, will bring concrete benefits to actors engaged in the conception and implementation of innovations in local development processes. The Art system, through the Ideass programme (Innovations for Development and South-South Cooperation), in cooperation with the UNDP Country Office, will then support Lebanese and foreign local communities, in consultation with national institutions concerned, in the process of identification of innovations, their international diffusion and the promotion of south-south projects for innovation exchange. Activities: Identification of the most appropriate scientific counterpart to the Ideass initiative, such as the Academy of Science or similar institution with which to share the entire rationale and criteria of this activity

45

RESOURCES

INPUTS

part time work programme off. part time work coordinator 30 days dsa reimbursement for mission exchange mission/travel with Art Ideass international junior experts at 200/day

BUDGET LINES 11.01 11.02 15.0x

sub total

COST

6.000

6.000

In collaboration with the counterpart and within the framework of the programme activities constitution of an offer of innovations in Lebanon, through a public contest that aims at acknowledging the best innovation with a financial incentive to consolidate the innovation and international visibility RESOURCES

INPUTS

part time work programme off. part time work coordinator sub contract for the implementation of 1 national sub contracts contest, including management, advertising, prize awards cerimony and prizes

BUDGET LINES 11.01 11.02 21.0x

sub total

COST

50.000

50.000

Support to the inventors and to the institutions concerned to elaborate brochures on the innovation based on the Ideass format RESOURCES part time work part time work 72 days local experts at 150/day

INPUTS coordinator area managers consultants sub total

BUDGET LINES 11.02 11.0x 17.0x

COST

10.800 10.800

Promotion in Lebanon of the catalogue of innovations developed in different countries in order to find potential partners for their implementation, primarily in project areas but open at the national level RESOURCES part time work part time work 1 national Ideass event at 10000 reimbursement for participation from the field

INPUTS coordinator area managers inc. workshops sub total

BUDGET LINES 11.02 11.0x 32.0x

COST

10.000 10.000

Promotion of the Lebanese innovations worldwide, through the Ideass instruments, namely the Catalogue, the Website, specific events, the Newsletter, study tours, technical exchanges and direct promotion through the network of programmes

46

RESOURCES

INPUTS

sub project for the management, through Art Ideass sub projects of promotion worldwide of Lebanese innovations and South-South cooperation partnership building

BUDGET LINES 22.0x

sub total

COST 50.000

50.000

Co-financing to formulation and set up of South-South cooperation project for innovation transfer and support to resources mobilisation in view of sustainability of the projects RESOURCES

INPUTS

BUDGET LINES 15.0x

6 international travel airfare at 1500 each plus 72 mission/travel dsa at 250/day 3 co-financing allocations for south-south sub contracts 21.0x cooperation projects at 8000 each sub total

COST 27.000 24.000 51.000

Expected Output 3: Thematic Partnerships The Art Gold Lebanon is systematically linked to the other programmes of the Art network through the support of thematic international activities in the fields of local economies, advanced education and welfare. Being so inserted in the Art Network, Lebanon will participate in the International Laboratory of Innovative Policies and Practices of Local Human Development, thus profiting from and contributing to the best experiences worldwide through concrete activities, such as a Web Portal, periodic reports, think tanks and special events. Activities: Economic partnerships are established between SMEs, cooperatives, LEDAs and territorial compacts of Lebanese and Italian or European local systems, through the support of specialised centres of excellence that are involved in the Art system RESOURCES

INPUTS

sub project for the management, through Art Led of sub projects the exchange of visits and support to Lebanese and European economic actors, inc expenditures of the Lebanese delegations in Europe and for joining European funds

BUDGET LINES 22.0x

sub total

COST 60.000

60.000

Partnerships are established between Lebanese and European experiences for the exchange of innovative policies and services organisation in welfare for the most excluded persons and groups, such as psychiatric patients, institutionalised minor, the elderly and the disabled RESOURCES

INPUTS

BUDGET

COST

47

sub project for the management, through Art Win of sub projects the exchange of visits and support to Lebanese and European welfare actors, inc expenditures of the Lebanese delegations in Europe and for joining European funds sub total

LINES 22.0x

60.000

60.000

48

4. External Factors 4.1

Pre - Conditions

The main condition for the success of the project is definitely the commitment by national authorities in the way toward decentralisation and local development open to the contribution of international partners, particularly of the Mediterranean sub-Region. In this respect, the collaboration between Lebanese Government and the UNDP and UN in general has been solidly built across recent years. The openness of Lebanese reality and culture, which is notorious, is the second pre condition for success, particularly for decentralised cooperation, and this will make of this project in Lebanon a trigger for wider processes in the Middle East Region in terms of using local development to promoting a culture of peace. The local level, in fact, is where the cultural identities are more evident and defined, thus becoming the key factor for productivity and social dialogue. The articulation of local, national and international levels therefore would mean that culture is a vehicle for integration, as well stated in the 2004 Global Human Development Report. An additional pre conditions lies in the existence of national and local mechanisms for the coordination of donor’s support to local development specifically. Should these mechanism be lacking, the project should put them in place in the widest ranging consultation way. Given the specific approach and international perspective of the programme, the backstopping from the Art system is, from an organisational and substantive standpoint, a conditio sine qua non for mobilising the interest and resources of the European partners at both decentralised and central level and for capitalising practice in a cooperation policy perspective.

4.2

Main Risks

The discontinuity of the positive trend of social dialogue spirit could be the worst risk for the project actions, particularly where the sectarian fragmentation is higher. In this case, the project could in any case be used as a tool for reducing levels of social conflict by encouraging concerted decision making for solving concrete need of communities. The lack of manageability of the “meso” political and administrative dimension could also put at risk the effectiveness of the actions. For this reason, either at the Caza level or at the Union of municipalities level, the programme should pro-actively promote greater integration and planning instruments. As far as local economic development is concerned, the financial system plays a major role. In this respect, notwithstanding the impressive development of the Lebanese financial markets, should not banks be available to get involved in local compacts and in economic partnerships with the Local Economic Development Agencies, the viability of the economic actions specially with cooperatives could be jeopardised. Concerning the sectoral project for the most disadvantaged, should flexibility lack in bureaucratic organisation of social services (for example in mental health or integration at school) the actions would be deeply delayed, although this could be the opportunity to carry out a deeper capacity building, in parallel with concrete actions.

4.3

Flexibility of the Project to Adapt to External Factors 49

It is worth saying that the entire programme, as it is normally the case for the Art system, is specially designed to adapt to changing conditions. In fact, the programme foresees the establishment of participated mechanisms for decision making, rather that defining the activities since the beginning. Moreover, the connections between the local, national and international levels, allow for shaping and framing activities based on the national and international contexts that could be changing and thus affect viability of project actions. In addition to this, the Project Manager/CTA will work closely with the CO and with the SURF in order to ensure synergy with other resources and initiatives in the Country and the Region.

50

V. Managerial Arrangments 5.1 Programme Methodologies •

The methodologies that will be used in the programme are based on the following prerequisites:

•

A multi-sector approach at the local level, linked in a comprehensive way to national policy making and national priorities as well as to the international scenario and opportunities;

•

The promotion of democracy, social cohesion and interaction between all development partners: public administration, civil society and the private sector; and employing participatory approaches;

•

The participation in the decision making process, through a stronger collaboration among public authorities, private sector and civil society.

•

The production of human development local plans, through participatory and multisectorial approach which integrates economic aspects to social and environmental ones.

•

The integration of vulnerable groups in the dynamics of local development, through the support to best practices in fighting social exclusion from educational and productive systems.

•

The articulation between local development dynamics and national development policies, trough the support to more effective mechanisms of consultation and coordination.

•

The coordination of international cooperation to support local development strategy, through strengthening local capacities in identifying the strategic sectors of intervention and assuring the coherence of the different actions to guarantee a real impact on territorial development.

•

The promotion of decentralised and South to South cooperation, through the support to exchanges of good experiences, know-how and expertise among local authorities and their territories.

•

Sustainability is a pre-requisite in all initiatives. No initiative will be implemented unless the practices for sustaining it are in place.

•

Donor’s visibility;

•

Integration of activities with other projects carried out by UNDP and by the Donors of the project;

•

Strengthening governance institutions at all levels;

•

Promoting the supply of resources necessary for boosting the local economy through a sustainable development programme that would concentrate on the development of human resources and local communities of the regions;

•

Empowering local communities to assume full ownership of initiatives and to enhance their full participation in the development process at all stages of the project cycle including involving them in the development process at all Project stages including planning identification of needs, selection of priorities,decision-making implementation and follow-up.

51

•

Promoting and stimulating initiative and entrepreneurial spirit for generating sustainable employment and income. Strengthening of gLocal community representatives will play an essential role in planning and implementing Project activities and will eventually, in the medium and longer terms, assume full responsibility for itrass-roots community organizations, local institutions and non-governmental organizations to draw local communities out of their isolation and the region out of its deprived situation. Towards this end, communities will take part in the process of development as a full partner and will be made responsible for organizing and managing local development activities.Local communities will play a primary role in identifying needs, selecting priorities and assigning services and assistance.

•

A bridge between poverty and governance interventions: the development of human resources and the institutional capacity of local community stakeholders will be the fundamental concepts underpinning the activities planned in connection with the Programme;

•

A comprehensive monitoring and reporting system put in place using base-line data;

•

Replicable interventions that promote the mobilization of resources from other donors and partners;

•

Cross cutting pre requisites of each action is to be environment-friendly, gender-sensitive and situation-specific.

5.2 Execution and Operational Modalities The Art Gold Lebanon will be managed by UNDP as a module of its ART initiative, realized in collaboration with UNESCO, UNOPS, UNIFEM, WHO and other UN agencies. The UNDP Art Management Unit will therefore hold overall financial responsibility for expenditures and reporting as well as accountability for the execution of the project vis-à-vis the donor. Whilst the Art Management Unit will directly coordinate the support from the Art international initiatives, the activities at the country level may use different execution modalities, selected on a case-by-case approach jointly by the Government of Lebanon, Italy and UNDP. Selection of the optimal implementation partner(s) will be done for each of the sub-projects taking into consideration the available local institutional framework and its effectiveness, previous experience, existing capacity, donor requirements, and capacity building requirements. Partners include NGOs, CBOs, municipalities, cooperatives, syndicates, etc. Particularly in procurement of goods and services, priority is given to local market. For the activities at the Country Level, the UNDP Art Management Unit will therefore release funds to executing agents, upon presentation of detailed annual work-plans by Country Office, indicating actions, funding and execution responsibilities, provided the approval by the Review Meeting composed by UNDP, Italy and Lebanon counterparts. In case the workplans are detailed only for a shorter period, the annual funds will be released by the Art Management Unit in instalments accordingly. For the Activities at the country level, the execution modality that will prevail is the so called “UNDP National Execution modality with the support of the UNDP country office”, for which the Council for Development and Reconstruction (CDR) is designated as the National Executing Agency for the Art Gold Lebanon, on behalf of the Government of Lebanon. This modality implies that in addition to regular technical backstopping and monitoring activities regularly provided, the UNDP Country Office shall provide the Executing Agency with support services for the execution of the programme. This will ensure that technical and substantive expertise is available to the

52

Programme for coordination, recruitment, procurement and contracting. Thus, UNDP Country Office will provide the following services: • • • •

Administrative services including the identification and recruitment of programme personnel (BL 11, 13 and BL 17), and official travel (BL 15), Identification and facilitation of training (BL 31-33) Procurement of goods and services (BL. 20 - 23 and BL 45) and the provision of miscellaneous expenses (BL 53)

The Executing Agency will be responsible for managing the programme and will provide overall support to enable it to achieve its intended outputs and results. The Executing Agency will be accountable to UNDP for all resources allocated by the latter, whether their source is UNDP or cost sharing. This accountability calls for very concrete capacities in the administrative, technical and financial spheres. The modality of Direct Payment Orders made by the Executing Agency will be used. All services shall be provided in accordance with UNDP procedures, rules and regulations. The Government, through its designated executing agency, shall retain overall responsibility for the execution of the programme and shall be responsible for and bound by any contracts signed by the UNDP Resident Representative, on behalf of the Executing Agency and upon its request, for the procurement of goods and services and /or recruitment of personnel for the programme. Costs incurred by UNDP Country Office for providing the above described support services will be partly recovered from the Programme budget (under BL 158). Specifically for the activities at the local level, in close consultation with the Government and Italy, other UN Agencies might be requested to implement specific activities, particularly UNOPS, given its long lasting experience in implementing such programmes under Italian funding. In such case, a formal letter of agreement between the concerned agency and the implementing agency or official counterpart will be elaborated and subscribed. Designated UNDP international CTA/Programme Manager and area managers will be selected in agreement with Italy Reporting will be carried out following the formats that will be agreed upon with Italy, whilst monitoring and internal evaluation will be conducted through joint missions in preparation of tripartite review meetings Since its onset the programme will formulate a clear exit strategy. All equipment/assets acquired by the programme during its life will be disposed in agreement between CDR and Italy upon programme closure.

Organisational Flowchart and Responsibilities Review Meetings: overall institutional orientation, approves work-plans and evaluates progress reports. It is composed by the Government of Lebanon, Italy, UNDP, other UN executing agencies and open to the participation of additional donors UNDP/BRSP Art Management Unit: overall managerial and financial responsibility. Manages resources and reports to both the Review Meetings and the donor for the use of the resources. Supervise executing agencies, under any execution modality. UNDP CO-CDR: (view above)

53

International Project Manager / Chief Technical Advisor: day-to day execution responsibility, under any execution modality. Supports CO, Lebanese counterparts and the Art Management Unit in preparing the work-plans and reports, performs financial previsions and seeks for the approval of expenditures. Supervises the work of project personnel and directly performs technical assistance to the NWG. The Manager will ensure that the project execution is in line with UNDP’s regulations for project monitoring, reporting and evaluation. National Working Group: in charge of the substantive coordination and national planning, serves as main national interlocutor for donors and decentralised cooperation, ensures multi-sectoral approach, alignment between local development plans and national priorities and coordination among donors towards the same development objectives Local Working Groups: chaired by the local authority and comprised of the main public, private and social actors of the areas. In charge of strategic planning and executing the development actions in all fields of intervention. They ensure geographical and sectoral coordination among different donors to maximise impact, reduce fragmentation and coordinate national and external resources. Area Managers: serve as the executive secretaries of the LWG, report to project manager/CTA and support LWG in planning, executing and monitoring project activities.

Legal Context This programme document shall be the instrument referred to as “Project Documents or other instruments” in Article 1 of the Standard Basic Assistance Agreement between the Government of Lebanon and the United Nations Development Programme, signed by the parties on 26 February 1981. The host-country executing agency shall, for the purpose of the Standard Basic Assistance Agreement, refer to the Government cooperating agency described in that Agreement. The following types of revisions may be made to this programme document with the signature of the UNDP Resident Representative only, provided he or she is assured that the other signatories of the project document, including the donor, have no objection to the proposed changes: • • •

Revisions in, or addition of, any of the annexes of the programme document; Revisions which do not involve significant changes in the immediate objectives, outputs or activities of the programme, but are caused by the rearrangement of inputs already agreed to or by cost increases due to inflation; and Mandatory annual revisions, which re-phase the delivery of agreed programme inputs or reflect increased expert or other costs due to inflation, or take into account cooperating agency expenditure flexibility.

5.3 Managerial Resources and Cost Estimates TECHNICAL ASSISTANCE

INPUTS

international project manager/CTA 36 months at Coordinator 12000/month 1 international area manager, 36 months at area managers 7000 month 2 national area managers, 36 months at 2500 area managers month

BUDGET LINES 11.02

COSTS 432.000

11.0x

252.000

11.0x

180.000

54

1 national admin assistant, 36 months at 1000 month national support personnel, 3 secretaries and 3 drivers 36 months each (600/month) fund for national and international official missions at 25000 year office equipment (4 computers, 2 printers, fax, telephones, forniture and other minor equipments 4 vehicles, inc shipping, insurances and maintenance for the project duration (at 50 of vehicle cost)

area managers

11.0x

36.000

admin support

13.0x

129.600

mission/travel

15.0x

75.000

Procurement

45.0x

17.000

Procurement

45.0x

150.000

fund for miscellaneous expenditures and running costs

miscellaneous

53.0x

96.000

Sub total % on total

1.367.600 15,51%

5.4 Timeframes PROGRAMME DEVELOPMENT

Y1 S emA

Y1 S emB

Y2 S emA

Y2 S emB

Y3 S emA

Y3 SemB

objective 1: Expected output 1: National Working Group (NWG) Activities: Consultations National workshop Periodic meetings of the NWG Sectoral support Coordination and resources mobilisation Information and communication Expected output 2: More regions adopt the instruments Activities: Systematise practices Production of documental material Creation of national thematic networks Links to international networks Exchanges of visits Resources mobilisation Expected output 3: national training plan Activities: network of universities Curricula and learning courses learning visits and internships professional development courses

55

PROGRAMME DEVELOPMENT

Y1 S emA

Y1 S emB

Y2 S emA

Y2 S emB

Y3 S emA

Y3 SemB

Objective 2: Expected output 1: Local capacities strengthened Activities: Local Working Groups (LWG) sectoral development plan integrated local development plan advocating resources GIS facilities Expected output 2: instruments are set up in view of local economic development Activities: Local economic development plans Territorial Compacts Local Economic Development Agencies Public utilities management and social enterprises Expected output 3: Coverage of public services and utilities Activities: maps of risks and potentials sectoral strategy within the framework of national priorities materialise strategies into projects Co-financing for projects with the support of decentralised cooperation community audit Related to Specific Objective 3: Internationalisation of the Lebanese reality, with the support of the international components of Art Expected Output 1: Territorial Partnership of Decentralised Cooperation Activities: territorial marketing documents Map of Decentralised Cooperation in Lebanon resources mobilization International exchanges of missions International seminars in Lebanon, Italy and Europe Expected Output 2: Innovations and South-South Cooperation Activities: Identification of scientific counterpart public contest for the best innovations brochures on the innovations catalogue of innovations

56

PROGRAMME DEVELOPMENT

Y1 S emA

Y1 S emB

Y2 S emA

Y2 S emB

Y3 S emA

Y3 SemB

Promotion of the Lebanese innovations worldwide Co-financing to South-South cooperation projects Expected Output 3: Thematic Partnerships Activities: Economic partnerships Partnerships in welfare

5.5 Financial Plan (in US$ at the exchange rate 1 Euro=1,32 US$) Budget per Level of Intervention INPUT

BUDGET LINE

Coordinator 11.02 Area managers/admin. Assistano 11.0x National support staff 13.0X Consultants 17.0x Mission/travel 15.0x Sub contracts 21.0x Sub projects 22.0x Training 31.0x Workshops 32.0x Internships 33.0x Procurement 45.0x Miscellaneous 53.0x Programme Expenditures Sub total GMS (8,25% of actual expenditures) TOTAL EXPENDITURES

LOCAL LEVEL

NAT. LEVEL

INTERN. Technical LEVEL Assistance

0 0 0 432.000 0 55.200 0 468.000 0 0 0 129.600 71.400 225.900 96.300 0 134.500 145.300 33.000 75.000 285.000 25.600 74.000 0 4.590.000 250.800 320.000 0 57.000 48.000 0 0 58.000 43.500 60.000 0 0 0 0 0 45.000 0 0 167.000 71.000 36.200 54.000 96.000 5.311.900 830.500 637.300 1.367.600 438.232 68.516 52.577 112.827 5.750.132 899.016 689.877 1.480.427

TOTAL (US$) 432.000 523.200 129.600 393.600 387.800 384.600 5.160.800 105.000 161.500 212.000 257.200 8.147.300 672.152 8.819.452

Budget per Year of Execution INPUT

Coordinator Area managers/admin assistant National support staff Consultants Mission/travel Sub contracts Sub projects Training Workshops Internships Procurement

BUDGET TOTAL LINE BUDGET

11.02 11.0x 13.0X 17.0x 15.0x 21.0x 22.0x 31.0x 32.0x 33.0x 45.0x

YEAR 1

YEAR 2

YEAR 3

432.000 144.000 144.000 144.000 523.200 174.400 174.400 174.400 129.600 43.200 43.200 43.200 393.600 123.000 140.600 130.000 387.800 107.300 150.800 129.700 384.600 168.200 108.200 108.200 5.160.800 1.720.267 1.720.267 1.720.267 105.000 30.000 60.000 15.000 161.500 53.833 53.833 53.833 212.000 160.000 26.000 26.000

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Miscellaneous 53.0x Programme Expenditures Sub total GMS (8,25% of actual expenditures) TOTAL EXPENDITURES

257.200 80.200 97.000 80.000 8.147.300 2.804.400 2.718.300 2.624.600 672.152 231.363 224.260 216.530 8.819.452 3.035.763 2.942.560 2.841.130

5.6 Co-Financing Resources The Budget of the programme will be increased through an allocation from CDR/UNDP (through LEB/96/004 and LEB/00/006), in addition to the grant from the Italian Government as main donor that sums up to 6,681,403 million Euros, equivalent to US$8,819,452.oo, at the exchange rate 1,00 Euro = US$ 1,32, for a period of three years. Other donors to the programme, through the above mentioned LEB/96/004 and LEB/00/006 projects, include the following: - Government of Netherlands- US$ 300,000 - Government of Great Britain- US$ 86,180 - AGFUND- US$ 300,000 - UNMAS- US$ 529,000 - Swedish International Development Agency- US$ 160,000 - Others- US$ 25,000

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6. Sustainability: As mentioned above, the Art strategy is specially designed to face the tangible manifestations of underdevelopment, together with its structural causes, which are rooted in discriminatory development models. For this reason, this and all Art initiatives foresee some elements in the formulation phase in view of sustainability of the benefits for communities. the main elements for the Art Gold Lebanon are listed below: −

Local development activities in project areas are linked from the beginning to sectoral and developmental national policies, specifically on decentralisation of power, functions and responsibilities. Therefore each strategy or activity implemented at the local level will be based in a national political support;

−

The project will leverage ongoing methodologies utilised by both national/local counterparts and the UNDP, which were specially shaped on the cultural and social fabrics of each area (see Chapter 2 for a recall on the cultural and socio-economic differences between the Northern and Southern Lebanon. The dialogue between cultures, not only in Lebanon, but also at the international level is at the core of the programme approach;

−

The executing partners, CDR and UNDP, are among the most trusted cooperation agencies and will ensure the most correct institutional framework, managerial capacities and transparent accountability for the activities realised and funds implemented;

−

Finally, the multi-sectoral approach will ensure that the economic, social and environmental components of development actions will be duly considered and balanced in view of sustainability.

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7. Monitoring and Evaluation 7.1 Indicators and Means of Verification PROGRAMME DEVELOPMENT

INDICATORS

MEANS OF VERIFICATION

Objective 1: National Level The creation of an enabling environment for policies and strategies in the field of local development. Geographical coordination of international cooperation activities in the field of local human development Expected output 1: National Working Group (NWG)

commitment by national authorities

Number and diversification of NWG composition Technical and financial participation by other state departments

Expected output 2: More regions adopt the instruments Number of Municipalities, Cazas or Unions using same instruments Expected output 3: national training plan

ASSUMPTIONS

Number of universities involved Number of students attending

Minutes of meetings

Co-financing tables in periodical reports

Reports Minutes of national meetings

Reports University registries

Curricula modified

University study plans Integration Reports of stages between academic and interns knowledge and political practices Objective 2: Local Level Widening the opportunities of populations to access to better living conditions in terms of income, education, health, social integration

Existence of national and local mechanisms for the coordination of

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PROGRAMME DEVELOPMENT

INDICATORS

MEANS OF VERIFICATION

and the environment, with a special focus on most vulnerable population. Expected output 1: Local capacities strengthened

ASSUMPTIONS donor’s support to local development

Number of Reports development plans implemented Number and composition of LWG

Minutes of meetings

Sectoral strategies/plan implemented

Reports

Co-financing obtained

Financial programming of each institution

Expected output 2: instruments are set up in view of Local economic Reports local economic development development plans formulated Local Compacts signed

Reports

Ledas established

Membership registries of Ledas Ledas reports

Jobs created Regional competitiveness

National surveys

Disadvantaged inserted at work

Reports

Expected output 3: Coverage of public services and Sectoral utilities organisation of local services

Ministerial reports Reports

Number of projets brokered by LWG and NWG Survey Community satisfaction Objective 3: International level Internationalisation of the Lebanese

Openness of

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PROGRAMME DEVELOPMENT

INDICATORS

MEANS OF VERIFICATION

reality, with the support of the international components of Art Expected Output 1: Territorial Partnership Decentralised Cooperation

ASSUMPTIONS Lebanese reality and culture

of Number of Art Services contacts in Europe reports and the Mediterranean Participation of decentralised cooperation

Reports

Technical and Reports financial resources mobilised Expected Output 2: Innovations and Cooperation

South-South Number and quality of innovations

Reports Art Ideass report

Number of southsouth project started, Lebanon being both demander or supplier

Reports and field visits

Number of external innovations incorporated in the programme Expected Output 3: Thematic Partnerships

Number of sectoral Reports partnerships established Technical and Reports financial resources mobilised

7.2 Monitoring Organisation The main modality of the monitoring will be the internal evaluation, through the periodical meetings of the NWG as well as the tripartite review meetings. On purpose the parties may also agree to field joint field evaluation missions and, in any case, these will be organised previous to the review meetings.

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At the end of the project, at the demand of the parties, the project may be subject to external evaluation, in strict accordance with UN rules and regulations.

7.3 Feedback Thanks to the mechanism of the annual work-plans, the recommendations of the evaluations and monitoring exercises can be incorporated form the subsequent period onward.

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