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|l_^"t| >>-^ VI (j_^_oJI Jj mj SJjjJI o lj-4 Jj^qLoj 4_ijL»_» L-ajl |kj La£ 3j^.jJI ljjy fr jjji-tt AJuij • -^-.j i3i jLLVI IjJ _fij a^aLlILi JUjVI S.Wmll f_*VI c-aLjjjj SjjjJL (jJ^wJI ajUJI ^ JS ^_- ^j_>AJI Country Title Duration Function PROJECTPROPOSAL STRUCTURAL REFORM PROGRAMME (TRANSPORTSECTOR) MINISTR Y OF PUBLIC ENTERPRISE SECTOR ARAB REPUBLIC OF EGYPT Arab Republic ofEgypt Structural Reform and Coordination Unit (SRCU) (Transport sector) at the Ministry of Public Enterprise Sector(MPES) 3 Years Speeding up the structuial reform program for different public sector enterprises operating in the field of transport, cargo handling and relevant services and promoting the role of the private sector in providing these services in order to enhance the efficiency of export and import industry Government Sector and Subsector Transport Economy and foreign trade Government Implementing Agency Ministry ofPublic Enterprise Sector Estimated Starting Date November 1995 USAID Contribution UNDP Contribution } $ 840 000 ESCWA Contribution (in kind - to be decided later) ARE Contribution LE 838 000 Total A- CONTEXT• 1- Description of the Sub-Sector The sub-sector of this project is the transport service industry with special emphasis on companies providing services in the fields of inland transport, cargo handling and/or transport logistics In Egypt the Ministry of Public Enterprise Sector (MPES) was established in 1991 Until then, the reforming of all public sector enterprises in Egypt came directly under the responsibility ofHE the Prime Minister, through a liaison office called the Public Enterprise Office (PEO) This office was intrusted with establishing policies for the framework of restructuring all public sector companies as a whole However, with such vast diversified activities in almost all fields of the economy of about 314 companies, the PEO was not considering detailed specific problem-areas on sectorial basis However, after establishing the MPES, the responsibility for reforming the entire public sector enterprises has become more defined under the control of one governmental body through several holding companies, the PEO and a council of special advisors to the Minister Over the past few years there have been continuous complaints from export and import industry regarding severe delays and unnecessary cost incurred on foreign trade during the flow of cargo trough Egyptian ports , such problems are only confined to cargo handling companies at ports but extend to cover the whole chain of inland transport including storage, loading and unloading facilities and transport logistics Meanwhile, the MPES in its efforts to reform the different public sector enterprises has been confronted with acute financial and operational problems facing most of these companies To examine detailed specific issues related to each sub-sector, as in the case of transport, the MPES has embarked on outside technical assistance through ad-hoc advisory consultancy services from international agencies In that context and through the technical assistance program of UN-ESCWA to member countries, and during the past two years 3 advisory missions have been provided covering the following fields j- Freight Road Transport Industry, Scope for Development ofPES (March 1994), li- Tariff charges of Different Services in Egyptian Ports (comparative study with ESCWA countries) (October 1994), in- Cargo Handling in Egyptian Ports (June 1995) These thiee reports have identified several bottlenecks in the whole chain of transport of goods including cargo handling at different Egyptian ports Such problems are having severe negative impact on Egypt foieign trade as a whole with increasing costs of all imports and creating unfavorable envnonment for marketing Egyptian exports The reports included several lecommendations regarding each company group operating in specific field with special emphasis on incieasing operating efficiency and decreasing financial liabilities Although some immediate action plans were foreseen, however, a more detailed analysis through in-depth studies addressing different problems was imperative on both macro and micro levels In order to ease up cargo handling problems at ports, relevant issues must also be tackled such as custom procedures, double handling, the establishment of inland cleaiance depot and the introduction of multimodal transport system The MPES although endorsed these recommendations in principle, it is however anxious to see the Structural Reform program reaching its final stages, especially for those group of companies that are not only practising severe financial operational problems, but also are hampering the development of other sectors, especially import and export industries in the case of transport and related services companies this objective can be achieved through a well coordinated program that comprises three elements i- Establishing a management and cooidmation unit for problem identification, operational management improvement and setting up action plan 11- Providing technical support ( equipment / know how) that may be required in- Bringing those companies to a marketable level (final stage of privatization) For the program to be effective and to achieve its objectives within a limited time span, it will be only covering one company from each sub-sector and hence can set a successful criteria to be followed in similai cases 2- MPES Strategy The MPES is having an overall responsibility towards the structural reform program of all public sector enterprises In order to achieve these objectives the Ministry has adopted, for these companies, an ambitious program with the following objectives to achieve high rate for the utilization of existing facilities, to limit the financial liabilities on the treasury, to allow a wider role for the private sector in providing relevant services, 4 to create the atmosphere for providing new job opportunities, to provide opportunities to deal with international markets, to adopt modern technologies and to attract foreign investment, to solve the problems regarding debts to banks, to create a better environment for activities in the stock maiket, The overall strategy principle of the MPES calls for a policy giving the private sector the opportunity to undertake many of the economic activities of the government 3- Prior and on-going Assistance Technical co-operation provided in the fiamework of the United Nations Development Program (UNDP) and the United States Agency for Development (USAID) on all aspects of the structural refoim program dates back to 1990, with the main thrust of this co-operation was to advise and assist the Ministry in technical matters to achieve its goals The main objective of the co-operation program was to enhance the capability of the Ministry's technical staff and bring them up to high level of development achieved in this field 4- Institutional Framewoik foi the Subscctor The government implementing agency Tor this project will be the MPES which is responsible for the whole structural reform program of all public sector companies operating in almost all fields of the economy In the field of transport, companies concerned cover the following activities fi eight and passengei transport, Road, river and manne tianspoit, cargo and container handling, warehousing, repair, maintenance and building of vehicles, tugs, boats, vessels and ships logistics shipping and forwarding agents B- PROJECT JUSTIFICATION : 1- The Pi esent Situation The newly established MPES is legally entitled to assume the responsibility of a wide 5 spectrum of activities In the field ofpassenger and freight transport, cargo handling and othei directly related activities, there are 26 operating companies under the direct responsibility of 3 holding companies as follows a- Freight transport 5 road transport 2 river transport 1 marine transport b- Intei-city passenger transport 4 road tiansport c- Caigo handling and warehousing 2 genei al cargo 3 container terminal 1 warehousing d- repair, maintenance and building 4 marine transport 1 road transport e- logistics 2 shipping agents 1 marine (forwarding) As foi dealing with cai go handling, especially bulk cargo like grains and coal there are other specialized public sector companies that are not included in the above group Theie are also other public sector companies and governmental departments that are directly or mdnectly involved in the piocess of cargo handling at different ports Although the Egyptian lailways is also involved mthe field of tiansport, nevertheless its share in freight transport is only maigmal, reaching less than 10% of total volume of fi eight transport In the field ofroad transport, beside these public sector companies, there is also the private sectoi playing a very important role in providing these services, through individuals opeiating in the foim of co-operative societies At the moment theie is virtually no peimanent staff employed by the MPES to undertake the full buidcn of the reform progiam, particularly in the field of transport, as its role is only temporary till achieving the final stages of this program Both the advisory group and the PEO aie having huge burden in examining detailed problem areas of such vast number of multi-sectonal entei prises that cover almost ail economic activities in the country Within each sectonal group of companies there are however urgent problems that would require in depth analysis to alleviate the problems faced by these companies and to speed up the whole structuial refoim piogram and to enhance economic development through facilitating a steady flow of exports and imports at Egyptian ports Previous studies on some of these issues that were initiated by the MPES and performed through technical advisory services of UN-ESCWA have recommended the establisliment of a special unit within the Ministry to act in an advisory capacity to the Mirustei and to undertake the responsibility of setting up a comprehensive program that would set up an example for achieving the full range ofactivities finalize the structural reform program for a set of selected tiansport and cargo handling companies and to tackle some problem areas related to the flow ofcargo at different ports in an effort to drive import and export industry The main concern of the MPES at tins stage in that respect is twofold, first to develop and implement a strategic phased plan to finalize the different stages ofthe structural reform program of selected companies operating m this field and to take measures with other concerned companies to assist in speeding up the handling and transport of cargos at different ports In view of the transitory nature role of the MPES and the lack of expertise to handle such specific issues, the MPES has opted establishing a temporary unit ofa limited number of highly qualified personnel with international experience supported by appropriate local experts, and/or expatriate and local consultants in specific cases, to assume the full responsibility of implementing the required program 2- Expected Aims of thcPioject The project aims at impioving the operational and financial performance ofa selected set of companies providing services in the field of transport of goods and passengers, handling ofcargo and their logistics to bring them to a marketable level The initial stage will be problem identification through examining demand and supply issues, operation 7 characteristics, technical matters, management issues, operating cost and revenues and so forth the second stage will concentrate on strategic issues which will be followed by operational management plan and the finally will be the implementing phase It is also expected that modular seminars and workshops for mid and high level managerial staff will take place as a part of an overall human resource development piogram for this particular group of companies The project will also enhance data acquisition and wider use of management information and decision supporting systems The issues pertinent to companies dealing with general caigo and container handling at different ports will not only cover the performance of these companies but also other organizational and administi ative matters at ports that hamper thewhole process of cargo flow at different ports 3- Target Beneficiaries Direct beneficiaries would be these companies operating in the fields of freight and passenger transport, cargo handling, shipping and forwarding agents and all other directly related activities Piofessionals especially those at managerial levels would benefit through specially tailored seminars and workshops Development of an adequate efficient transport system would provide an incentive to industrial, economic, social and agricultural progress m the country and benefit the entire population 4- Project Strategy The pioject stiategy is to assist the MPES in its effort in the structural reform program of different public sector enterprises by bringing a selected group of transport companies to a marketable level thiough a program managed by a Management and Coordination Unit based on the following defined problems, needs, objectives, criteria and methodology, a system oriented approach based on pioblem impact and priority analysis, a structured workplan, a follow-up procedure, periodical evaluation of performance 5- Special Considciation The project aims at speeding up the piocess of the structural reform program of I J the public enterprise sector and related activities companies and hence contribute to promotion of the role of the piivate sector in transport and handling of goods The project is also aiming at incieasing the overall efficiency of the whole transport chain, thus improving exports competitive environment and ieducing financial burden on imports It will also develop the managerial capabilities at concerned company level 6- Countcrpait Support Capacity National counterparts who might have been employed by the MPES, or those who are already employed in the selected companies, could be assigned by the Ministry as the job may tequire Priorities of the team members of the MCU will be given to specialized nationals that would fulfill job requirement C- DEVELOPMENT OBJECTIVES The major objectives of the project is to provide an efficient and economic transport system as a mean to development in all sectors of the economy It will also enhance managerial capabilities tlirough providing opportunities for applying modern technologies The project would provide the opportunity for improving competitiveness of Egyptian foreign trade D- IMMEDIATE OBJECTIVES OUTPUTS AND ACTIVITIES 1- Immediate Objectives The project is expected to achieve the following objectives a- Assessment of the performance of the related companies, quantitative and qualitative over the past 5 years This would include reviewing facilities conditions (infrastructure / equipment and or fleet) capacity, operational conditions, manpower operating costs versus revenue, financial situation, market opportunities, competition with other operators etc Comparison would be made with other internationally accepted performance indicators operating under similar environment in developing countries Prevailing rules and regulations governing the operation of companies in providing services will be also reviewed b- Identifying bottlenecks at each type of service provided by the company and possible proposals for increasing efficiency c- Examining strategic issues, options and scenarios with decision makers to come to agreement in possible paths to be followed d- Formulating an operational management improvement plan setting up detailed action sub-plans to bring these companies up to a maiketable level e- Implementing such plans with continuous assessment and measui mg development achieved, with the introduction ofadjustment ifrequired and reporting on each stage 2- Outputs a- Reports on the present status of companies operating in each sub-sector Freight transport ( road - river ) Intercity passenger transport Cargo handling, container terminal operators and warehousing Repair, maintenance and building Logistics b- Reports on related issues of theselected group of companies like demand and supply of different services, operational characteristics, fare structure, rules and regulations, competition with other operators, administrative problems etc thus identifying bottlenecks either operational, financial, technical, managerial, or elsewise c- Proposed plan to improve operational and financial status of the company to the level requned to attract the interest of the private sector d- To support efforts to secuic financial and technical assistance that might be required to solve specific bottlenecks e- To workjointly with concerned companies in implementing these plans to reach the ultimate goals 3- Activities a- The SRCUwill review all previous studies and reports, conduct visits, meetings and descussions with all concerned partners and prepare a standing paper outlining the present status and the mam issues requiring thorough investigation b- After identifying selected group of companies that will be set as an example for speeding up the structural reform piogiam, a moie in depth analysis will be undertaken covering all activities within the company in order to identify problem areas that are hampering company progress 10 c- The SRCU will prepare different action plans for tackling different issues confronting each company d- The SRCUwill be jointly involved in implementation of these plans and in monitoring and preparing reports on the following up e- Most of these activities will be undertaken directly by the MCU team members However for some specific issues an additional input from outside consultant offices ( local or expatriate ) might be required E- INPUTS 1- Host Government Inputs Appropriate number of office accommodation, including all required equipment, supplies and services, as required for effective implementation of the project Secretaries, research assistants and non-technical local staff Computer facilities as may be required Adequate transportation facilities for local travel on project assignment 2- USAID/UNDP Inputs Cost to Cover Project Director and Deputy Director (See Job Description Annex 1) International and local experts International and local consultants International travel 3- ESCWA Input Professional services throughout the duration of the project (to be decided later) F- WORK PLAN A tentative work plan and its requirement is outlined in Annex 2 However, the preparation ofthe detailed work plan will bethefirst task to beprepared by theunit director and deputy director 11 The recruiting of appropiiate candidates for the two posts will take place as a first step under the responsibility of the UNDP in consultation within MPES G- RISK Delays in selecting and recruiting the professionals required for the MCU will impede the success of the project All possible efforts will be made by either party to fulfill its obligations so as f not to jeopardize the attainment of the project objectives H- PRIOR OBLIGATIONS AND PERQUISITES None I- PROJECT REVIEW. REPORTING AND EVALUATION The project will be evaluated in accordance with UNDP procedures In this regard the organization, TOR and timetables of the evaluation will be decided in consultation with the MPES J- BUDGETING: A tentative budged scheme is outlined in appendix 1 A- B- C- 12 Annex1 SRCU- TRANSPORT SECTOR I- MAN POWER REQUIREMENT Post InL Local Advisors 1- Unit Director 2- Deputy Director Experts 3- Rd Freight Transport 4- Intel -city passengei Transport 5- River Transport 6- Maritime Transport 7- Shipping & Forwaiding Agents 8- Repair and Maintenance Vehicles Ships (River + Mant) 9- Cargo Handling 10- Container Terminal Operation 11- Port Management 12- Transport Co Management 13- Privatization 14- Cost Accounting 15- Computerization Suppc)rtmi? Staff 36 ( locally recruited ) 36 ( locally recruited ) 72 1 5 12 1 5 12 1 5 6 2 2 2 2 3 3 3 3 2 4 2 4 1 2 2 6 3 3 12 12 24 5 83 16- Administration 1x3 6 17- Research Assistant 3x36 18- Secretaries 2x36 19- Non-Technical 2x36 288 13 Budget Estimate A Advisors , Experts , Supporting staff B a/ Advisors b/ Experts Int local c/ Supporting staff M/m 72 24 5 83 36 108 72 72 Local Consultants ( for surveys ) Approximate lump sum Offices Requirements Rent 36x2x3000 Running expenses 36 x 1000 Miscelleneous antf iate (000) $ LE 5 - 10 _ 2 - 2000 1500 0 75 0 300 Total (000) $ LE 360 - 245 _ 166 72 162 54 21 6 771 771 69 840 309 6 200 216 36 761*6 76 4 838.0 14 Annex 2 STRUCTURAL REFORM PROGRAM TRANSPOR T SECTOR TENTATIVE WORK PLAN OF SRCU A- ACTIVITIES 1- Activity 1 i- Foimulating Detailed Work Plan li- Team Formulation - Preparing TOR for each expert including job decription, functions, qualifications and experience - Selection of candidates - Job assignment 2- Activity 2 Selection of designated companies - An overview on the status of public sector enterprises operating in the field of transport, cargo handling, logistics and maintenance and repair - Detailed sub-sector report on each gi oup of companies operating in each field - Proposals for companies to be selected (4) to be covered by the program 3- Activity 3 Problems identification (for each company ) - Demand and supply of relevant services and the role of the company in providing such services - Competition with other operators - Financial structure Assets/ liabilities/ opeiating costs/ revenues/ tariff structures - Technical matters - Operational characteristics 15 - Management issues - Man power resources - Resource utilization - Legal framework ( rules and regulations ) - Identification of bottlenecks 4- Activity 4 Strategic issues Options and Scenarios - Experience of other countries in privatization - Define role of private sector - Setting of strategic goals- management strategy - Setting objectives and mission definition 5- Activity 5 Operational Management Improvement - Optimum operational management type, shape, stmcturc Define best practices to achieve these objectives - Streamline the flow of mfoimation ( computerization and MIS ) - Computeiization of data, accounting, billing, operation, caigo allocation, storage, maintenance etc - Cost accounting setting up costs and revenues centers - Set up target and goals of productivity for the lower management - Set up efficiency indicators and targets that would be reported and reviewed within the MIS by various management levels - Set up productivity indicatois - Set up training program foi improving management efficiency 16 6- Activity 6 Implement Improvement Plans - Set up a detailed time " action plan " for implementing the proposed improvement - Work jointly with conceined companies in implementing these plans to reach the ultimate goals - Measure performance levels achieved - Adjust plans if necessary and leport B- TIME ALLOCATION Activity Duration ( 1- Formulating detailed work plan and team formulation 2 2- Selection of designated companies 2 3- Problem identification 6 4- Strategic issues 4 5- Operational Management Improvement 10 6- Implement Improvement Plan 11 Total 36 w

A large-scale propaganda campaign of blatant lies and disinformation is being conducted, aimed at justifying the actions of the Estonian leadership, the search for guilty parties and efforts to repair the country’s sullied reputation. All available methods are being used to persecute the leaders of the Russian diaspora, local human rights defenders and journalists from the Russian- language media. (...) Court proceedings continue against activists from the non-governmental organization “Nochnoi Dozor” who spoke out against the dismantling of the memorial to the Soldier-Liberator and are accused of organizing the disturbances.

8314041K 512091 بازل اتفاقية CB 1.ddA/5/21.WHC/PENU الأمـم المتحدة lareneG :.rtsiD 4102 rebmeceD 4 cibarA hsilgnE :lanigirO مؤتمر

On 25 December 2002 senior Sertar county officials and individuals from other relevant authorities went to the Institute to repair the buildings that were in violation of the regulations. (...) The Government expended considerable resources to make appropriate arrangements to help monks and nuns return to their homes and to repair the Institute’s buildings, and there was in fact no “demolition of the monastery and expulsion of monks and nuns”. (...) Article 36 of the Constitution of the People’s Republic of China stipulates: “Citizens of the People’s Republic of China enjoy freedom of religious belief. No State organ, public organization or individual may compel citizens to believe in, or not believe in, any religion, nor may they discriminate against citizens who believe in, or do not believe in, any religion.

Direct reuse [Process of using again equipment that is not waste, for the same purpose for which it was conceived by another person, without the necessity of repair or refurbishment] [Continued use of electrical and electronic equipment by another person without the necessity of repair, refurbishment, or (hardware) upgrading, provided that such continued use is for the intended purpose of the equipment]. (...) Equipment Electrical and electronic equipment that is dependent on electric currents or electromagnetic fields in order to work properly, including components that can be removed from equipment and can be tested for functionality and either be subsequently directly reused or reused after repair or refurbishment. [This term does not include large-scale stationary industrial tools or large-scale fixed installations]. (...) Reuse Process of using again equipment that is not waste, for the same purpose for which it was conceived by another person, possibly after repair or refurbishment. Root cause analysis A step-by-step method that leads to the identification of the initial or root cause of an equipment failure.

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The Food and Agriculture Organization of the United Nations recorded a 213.8 per cent increase in undernourishment or chronic hunger. (...) The obstruction of the purchase, through the Pan American Health Organization (PAHO), of vaccines against meningitis, rotavirus infection, malaria, measles, yellow fever and influenza had deprived approximately 2.6 million children of those vaccines. (...) The hospital has been unable to repair haemodynamic equipment that supports vascular intervention procedures because the sanctions have prevented it from making payments. 47.

This mirrors the historical practice of sometimes shared protection and repair of heritage sites in the region, which reflected coexistence. One positive current example was the organization of joint events by a civil society group in Mitrovica/Mitrovicë, with people of mixed backgrounds to visit each other’s sites of cultural significance. (...) These have been criticized by the Organization for Security and Cooperation in Europe (OSCE) for, inter alia, failure to account for the “ethnic motive” and lenient sentences for setting religious monuments on fire.

Claim adjusted for failure to repair/replace, depreciation and maintenance. See paragraphs 37-49 of the report. (...) Claim adjusted for depreciation, failure to repair/replace, maintenance and evidentiary shortcomings. (...) Claim adjusted for depreciation, failure to repair/replace, maintenance, evidentiary shortcomings and to reflect the net book value.

Claim adjusted for depreciation, evidentiary shortcomings and failure to repair/replace. See paragraphs 34-37 of the report. (...) Claim adjusted for failure to repair/replace and for evidentiary shortcomings. (...) Claim adjusted for failure to repair/replace. See paragraphs 39-40 of the report.