PHASE II FIRST INTERIM PROGRESS REPORTec.europa.eu/environment/archives/enlarg/med/pdf/mehsip...V. Petrides, G. Akl, V. Nikitas M. Woolgar 2 26/11/2010 Progress Report – FINAL G

PHASE II FIRST INTERIM PROGRESS REPORT

FINAL TA 2008/S 140-186933

(RG/2008/01/FSF)

MeHSIP-PPIF Mediterranean Hot Spot Investment Programme

Project Preparation and Implementation Facility A TA operation funded by the European Union –

FEMIP Support Fund

February - June 2010

Disclaimer The programme is financed under the FEMIP Support Fund. This Fund utilises non-repayable aid granted by the European Commission in support of EIB investment activities in the southern Mediterranean countries, assisting promoters during different stages of the project cycle. The authors take full responsibility for the contents of this report. The opinions expressed do not necessarily reflect the view of the European Union nor that of the European Investment Bank. Team of experts: Vassilis Petrides George Akl Project Co-ordinator: Vasilios Nikitas REVISION DATE DESCRIPTION PREPARED BY (AUTHOR) REVIEWED BY

0 08/06/2010 Draft Progress Report

V. Petrides, G. Akl, V. Nikitas

M. Woolgar

1 27/08/2010 Revision of Draft Progress Report

V. Petrides, G. Akl, V. Nikitas

M. Woolgar

2 26/11/2010 Progress Report – FINAL

G. Akl, V. Nikitas M. Woolgar

Document nr.: 5080309/30/DG/034

Mediterranean Hot Spot Investment Programme

Project Preparation and Implementation Facility (MeHSIP-PPIF) A TA operation funded by the European Union - FEMIP Support Fund

TableofContents

Table of Acronyms Executive Summary (EN) Résumé Analytique (FR) Main Report 1 Introduction ................................................................................................................................................................... 7

1.1 Key achievements during Phase I .................................................................................................................... 8 1.2 Key outputs expected during Phase II ............................................................................................................. 8 1.3 Outline of Progress Report ............................................................................................................................... 9

2 Component 1: Governance & Support to Horizon 2020 Initiative ............................................................................. 10 2.1 Support to de-pollution sub-group .................................................................................................................. 10 2.2 Co-ordination with other Horizon 2020 sub-groups ....................................................................................... 10

2.2.1 Capacity building measures sub-group (Component 2 of Horizon 2020) ................................................... 10 2.2.2 Research and Monitoring sub-group (Components 3 and 4 of Horizon 2020) ........................................... 11

3 Component 2: Sectoral Support ................................................................................................................................. 12 3.1 Country Fact Sheet ......................................................................................................................................... 12 3.2 Cross-sectoral issues ..................................................................................................................................... 12

3.2.1 Environmental and social impact ................................................................................................................. 12 3.2.2 Climate change and energy efficiency ......................................................................................................... 14 3.2.3 Procurement rules ........................................................................................................................................ 14

4 Component 3: Management of Hotspots & Project Pipeline ..................................................................................... 16 4.1 Horizon 2020 Pipeline .................................................................................................................................... 16

4.1.1 MeHSIP-PPIF Pipeline Development .......................................................................................................... 20 4.2 First Wave Projects ......................................................................................................................................... 22

4.2.1 Netanya – Israel - Landfill Mining and Reclamation .................................................................................... 22 4.2.2 Jordan - Integrated SW management - AL-Ekaider .................................................................................... 25 4.2.3 Lebanon - Al Ghadir Water & Wastewater .................................................................................................. 31 4.2.4 Morocco – Integrated Solid Waste Management - Tangier ......................................................................... 37 4.2.5 Tunisia – Integrated De-pollution – Bizerte ................................................................................................. 40

4.3 Second Wave Projects ................................................................................................................................... 45 4.3.1 Jordan ........................................................................................................................................................... 45 4.3.2 Syria ............................................................................................................................................................. 46 4.3.3 Tunisia .......................................................................................................................................................... 47

4.4 Update on other countries .............................................................................................................................. 48 4.4.1 Algeria .......................................................................................................................................................... 48 4.4.2 Egypt ............................................................................................................................................................ 49 4.4.3 Libya ............................................................................................................................................................. 58 4.4.4 Occupied Palestinian Territory ..................................................................................................................... 59

5 Component 4: Capacity-building & Knowledge Management ................................................................................... 61 5.1 Capacity Building ............................................................................................................................................ 61

5.1.1 Needs assessment launched ....................................................................................................................... 61 5.1.2 Next steps .................................................................................................................................................... 61

5.2 Knowledge Management ................................................................................................................................ 62 5.2.1 Web site ........................................................................................................................................................ 62 5.2.2 Publication material ...................................................................................................................................... 63

Mediterranean Hot Spot Investment Programme Project Preparation and Implementation Facility (MeHSIP-PPIF)

A TA operation funded by the European Union - FEMIP Support Fund

6 Work Plan: July – December 2010 ............................................................................................................................ 65 6.1 MeHSIP-PPIF Components ............................................................................................................................ 65

6.1.1 Component 1: Governance & Support to Horizon 2020 Initiative ............................................................... 65 6.1.2 Component 2: Sectoral Support................................................................................................................... 65 6.1.3 Component 3: Management of Hotspots & Project Pipeline ....................................................................... 66 6.1.4 Component 4: Capacity Building & Knowledge Management ..................................................................... 71

Mediterranean Hot Spot Investment Programme

Project Preparation and Implementation Facility (MeHSIP-PPIF) A TA operation funded by the European Union - FEMIP Support Fund

ListofFiguresandTables

Number Title Chapter Page

Table 3.1 EIB rating system of ESA 3 14 Table 4.1 Definition of key terms 4 16 Figure 4.1 Horizon 2020 Project List – distribution among sectors 4 17 Table 4.2 Horizon 2020 Pipeline 4 17 Table 4.3 MeHSIP-PPIF Pipeline 4 20Table 4.4 MeHSIP-PPIF Pipeline – Wave 1 4 21 Figure 4.2 Close-up of project site (Al-Ekaider) 4 26

Table 4.5 Wastewater discharged in Al-Ekaider ponds (average daily quantities) 4 26

Figure 4.3 Layout of wastewater ponds (Al-Ekaider) 4 27 Figure 4.4 Geographic cover of El-Ghadir WWTP 4 32 Figure 4.5 Map of project region (Tangier) 4 37 Figure 4.6 Location of Lake Bizerte 4 41 Table 4.6 Pollution contributions from different sources (Lake Bizerte) 4 41 Table 4.7 Synthetic analysis of interventions proposed (Lake Bizerte) 4 43 Table 4.8 MeHSIP-PPIF Pipeline – 2nd Wave 4 45 Figure 4.7 Map of Delta Region (Egypt) 4 52

Annex

1. Horizon 2020 Project List (78 projects) 2. Horizon 2020 Pipeline (29 projects) 3. Country Fact Sheet template 4. Project Fact Sheets (Wave 1 Projects) 5. Implementation Plans of Wave 1 Projects 6. Study Plans of Wave 1 Projects 7. Needs Assessment Questionnaire 8. Project Contact List

Mediterranean Hot Spot Investment ProgrammeProject Preparation and Implementation Facility (MeHSIP-PPIF)


List of Acronyms

AFD Agence Française de Développement APAL National Agency for Coastal Protection (Tunisia) BMLWWE The Beirut and Mount Lebanon Water and Wastewater Establishment (Lebanon) CB/MEP Mediterranean Environment Programme CFS Country Fact Sheet DG ENV Directorate-General for the Environment (EC) EC European Commission EEA European Environment Agency EEAA Egyptian Environmental Affairs Agency EIA Environmental Impact Assessment EIB European Investment Bank ENP European Neighbourhood Policy ENPI European Neighbourhood Policy Instrument EQS Environmental Quality Standard ESA Environmental and Social Assessments ESIA Economic and Social Impact Assessment ESIAF Economic and Social Impact Assessment Framework EU European Union EWRA Egyptian Water Regulatory Agency FEMIP Facility for Euro-Mediterranean Investment and Partnership GCT Groupe Chimique Tunisien GEF Global Environmental Facility GTZ Deutsche Gesellschaft für Technische Zusammenarbeit HCWW Holding Company for Water and Wastewater (Egypt) IE Industrial Emissions IFI International Financial Institution JSC Joint Service Council (Jordan) IMF International Monetary Fund IT Information Technology KfW Kreditanstalt für Wiederaufbau MAP Mediterranean Action Plan MEDPOL Mediterranean Pollution Monitoring Programme

MeHSIP-PPIF Mediterranean Hot Spot Investment Programme - Project Preparation and Implementation Facility

METAP Mediterranean Environmental Technical Assistance Programme MoPIC Jordanian Ministry of Planning and International Cooperation NAP National Action Plan NGO Non-Governmental Organisation NIF Neighbourhood Investment Facility NIP National Indicative Programme ONAS Office National de l’Assainissement (Tunisia) ONEP Office Nationale D’Eau Potable (Maroc) oPT Occupied Palestinian Territory



PFS Project Fact Sheet PL Project Leader R&D Research and Development RTD Research and Technology Development SAP Strategic Action Programme SC Steering Committee SW Solid Waste SWM Solid Waste Management TA Technical Assistance TOR Terms of Reference UfM Union for the Mediterranean UNDP United Nations Development Programme VAT Value Added Tax WAJ Water Authority of Jordan WHO World Health Organisation WB World Bank WW Wastewater WWT Wastewater Treatment WWTP Wastewater Treatment Plant

Progress Report: Phase II 9Feb. – June 2010) i



Executive Summary Introduction This is the first Progress Report of Phase II of Mediterranean Hot Spots Investment Programme - Project Preparation and Implementation Facility (MeHSIP-PPIF), covering the period to June 30th 2010. MeHSIP-PPIF Phase II commenced on 10th February 2010, to follow on from Phase I which:

• Re-invigorated the Horizon 2020 platform for projects to de-pollute the Mediterranean through consolidating and updating the Horizon 2020 short list of projects (see Annex 1 – ‘Horizon 2020 Project List’);

• Re-established and gained regional agreement for an ‘Horizon 2020 Pipeline’ that includes projects yet to secure funding in one (or more) of Horizon 2020 initiative’s three priority sectors (i.e. indsutrial emissions, municipal solid waste, and wastewater) (see Appendix 2); and

• Reviewed the status of projects and institutions relevant to the development and implementation of existing pipeline projects.

Wave 1 Project List The Wave 1 projects selected for further development work are:

• Netanya Landfill, Israel

• El Ekhaider Dump Site, Jordan

• Al Ghadir Waste Water Treatment Plant, Lebanon

• Solid Waste Management, Tangier, Morocco

• Dépollution Intégrale de Bizerte, Tunisia

Outline project descriptions, the state of development, the relevant institutions/promoters and the draft schedule for development are all included in the Project Fact Sheets in Annex 4 of this progress report. Annex 5 includes the overall Implementation Plans for the Wave 1 projects; at this stage the Implementation Plans are draft and subject to change resulting from more detailed study work. These plans will be updated as the information to crystallise the plans becomes available. Annex 6 contains the detailed Study Plans for the agreed study work to be carried out by MeHSIP-PPIF. Whether these Wave 1 projects fulfil their potential for development still depends on a number of factors including the strong commitment of the project promoter and the willingness to apply for a loan. Egypt: a new approach In Egypt the MeHSIP-PPIF team was unable to identify during Phase I any existing ‘Horizon 2020 Pipeline’ projects which were of sufficient maturity to merit inclusion in Wave 1 or Wave 2 projects. This was in part due to the timing of Phase I which coincided with extensive work by the Holding Company for Water and Wastewater (HCWW), the competent authority for planning and promotion of urban water and wastewater projects, on developing and publishing their Master Plan. However, due to the large pollution input to the Mediterranean from urban wastewater, industrial emissions and solid wastes originating in N. Egypt, the Steering Committee directed MeHSIP-PPIF to re-visit Egypt in the early part of Phase II (June to September) to try to establish if the passage of time since Phase I work had brought clarity and progress to three potential projects with a significant de-pollution impact, namely:

• Lake Burullus Integrated Project – Lake Burullus is a coastal lake which receives large volumes of untreated urban and industrial wastewater which subsequently finds its way to the sea. The project concept is to intercept the wastewater at a regional level and treat it before discharge to the sea, in this way reducing pollution of the lake and improving environmental and social

Progress Report: Phase II 9Feb. – June 2010) ii



conditions. This project would have a significant de-pollution effect on the Mediterranean and is a project which is included in the National Action Plan for Egypt.

• Marsah Matrouh Integrated Project - the Marsah Matrouh area is planned to have significant growth associated with internal tourism. There are already deficiencies in the water and wastewater systems and the planned growth would exacerbate the effect of this in the absence of the proposed Integrated project to improve water and wastewater services to the area. This project would have a significant de-pollution effect on the Mediterranean and is a project which is included in the National Action Plan for Egypt.

• Alexandria Hazardous Waste Project - the Ministry of Industry and the Industrial Development Agency promotes this project which is to develop a hazardous waste management system (collection and treatment) for the Alexandria region which is home to a significant proportion of Egypt’s industry and petro-chemical facilities. This project would have a significant de-pollution effect on the Mediterranean.

The Steering Committee may wish to include none, any or all of the projects if they are of significant maturity to merit such inclusion in Wave 1 or Wave 2. Work Progress by MeHSIP-PPIF Components Work undertaken in this first period may be summarised as follows: Component 1: The MeHSIP-PPIF team attended meetings called by the European Commission presenting MeHSIP-PPIF and the progress made to date, ensuring that there is close cooperation and coordination between the Pollution Reduction Component and the other Horizon 2020 components. The Phase I Progress Report was edited and 150 printed copies sent to the UfM event in Marseilles (27 May 2010), where it was well received. MeHSIP-PPIF also supported EIB in presenting progress under Horizon 2020’s investment component in various events through attendance and preparation of supporting material. Component 2: For Sectoral Support, the development of a more comprehensive version of the Country Fact Sheets (CFS) commenced. CFS updates will be undertaken by the teams mobilized to work on project development in the respective countries, avoiding the need for additional resources for this task and maintaining continuity. Component 3: Preparation and approval by Steering Committee of Terms of Reference for MeHSIP-PPIF to carry out feasibility study work in El Ekhaider, Al Ghadir and Bizerte projects and to undertake the re-visit of Egypt. Terms of Reference for the Tangier project were prepared by EIB. Inputs to the Netanya project will be limited to monitoring for the time being. Component 4: Capacity building & dissemination is the fourth component of MeHSIP-PPIF. The MeHSIP-PPIF team is currently working on producing promotional material for proper visibility of the facility and the development of the web site is well under way. Work Planned over next reporting period The next reporting period will cover the six months from end of June to end of December 2010. The planned activities by component are: Component 1: The MeHSIP-PPIF Team will continue to meet with the IFIs and EU Delegations at country level and update pipeline information. At regional level and through the Chairperson of the Core Group, the reports will be disseminated; presentations made and a help desk will be established to address issues as they arise. The web based platform which will be launched by October, will contribute significantly to the coordination and sharing of information as relevant reports, Country Fact Sheets and interesting developments on projects will be available. Component 2: The CFS will be developed during this period and will be completed during the third semester of Phase II providing detailed information on Central level (line-Ministries, Authorities Competencies related to Horizon 2020 - e.g. legislative, policy, implementation, enforcement), Active donors / IFIs, describe activities (projects), “Who has done what and where” related to Horizon 2020 (IE, SW, WW), overall coordination between donors / IFIs, Sectoral overview and Horizon 2020

Progress Report: Phase II 9Feb. – June 2010) iii



reporting: Hotspots & Projects (project list of MeHSIP-PPIF projects). This Component also aims to raise awareness and ensure that adequate attention is given to horizontal aspects/issues impacting all projects, including conducting an environmental and social assessment, considering climate change impact and ensuring energy efficiency while also following the public procurement rules of EIB. In countries where no such studies will be done during this first half of Phase II, individual experts may be appointed to collect the required information subject to approval of this activity by the Steering Committee. Component 3: This component is expected to absorb 80% of the project resources and is deemed to be on the critical path. The coming six months from July to December will focus on three different fronts:

1. Further support the projects in Jordan, Lebanon and Tunisia, which all have well defined project scopes that all key stakeholders agree upon;

2. Prepare three pre-feasibility studies for projects selected in Egypt; and 3. Push ahead with TOR in Morocco.

Component 4: The coming six months will set solid foundations for Knowledge Management. This includes the visibility of the de-pollution component under the Horizon 2020 initiative, which is why we foresee the publication of awareness material related to the Horizon 2020 initiative in general, and the project preparation and implementation facility in particular (i.e. Component 1 of Horizon 2020). The main purpose behind this is to keep up the momentum in the region and ownership among counterparts. Capacity building efforts will be launched in support of project development and all activities will be closely coordinated with other sub-groups and TA projects/programmes operating under the Horizon 2020 umbrella At the same time, the MeHSIP-PPIF team will work closely with the EIB in agreeing on the projects to be developed under Wave 2 as well as maintaining the ‘Horizon 2020 Project List’ (currently 78 projects) as well as the ‘Horizon 2020 Pipeline’ (currently 29 projects).

Progress Report: Phase II 9Feb. – June 2010) iv



Résumé Analytique Introduction Ce document constitue le premier rapport intermédiaire sur l’avancement de la Phase II du mécanisme d’aide à la préparation et à la mise en œuvre des projets relevant du programme d’investissement pour l’élimination des principales sources de pollution en Méditerranée (MeHSIP-PPIF). Il porte sur la période allant jusqu’au 30 juin 2010. La Phase II du MeHSIP-PPIF a débuté le 10 février 2010, succédant à la Phase I qui a :

• donné une impulsion nouvelle à la mise en œuvre de l’initiative Horizon 2020 en faveur de projets de dépollution de la Méditerranée à travers la consolidation et la mise à jour de la liste des projets sélectionnés dans le cadre de cette initiative (voir la « liste actualisée des projets Horizon 2020 sélectionnés » à l’annexe 1) ;

• redéfini et recueilli un consensus régional sur une « réserve de projets Horizon 2020 » qui inclut des projets dont le financement n’est pas encore assuré et qui relèvent d’au moins un des trois secteurs prioritaires de l’initiative Horizon 2020 (émissions industrielles, déchets municipaux solides et eaux résiduaires) (voir annexe 2) ; et

• examiné le statut des projets et des organismes concernés par l’élaboration et la mise en œuvre des projets inclus dans la réserve.

Liste des projets du premier groupe Les projets du premier groupe sélectionnés en vue de la poursuite de leur préparation sont les suivants :

• site d’enfouissement à Netanya, Israël ; • décharge à El Ekhaider, Jordanie ; • station d’épuration à Al Ghadir, Liban ; • gestion des déchets solides à Tanger, Maroc ; • dépollution intégrale de Bizerte, Tunisie.

Une brève description des projets, leur état d’avancement, les organismes ou promoteurs concernés et le calendrier prévisionnel de l’élaboration des projets sont présentés dans les fiches d’information relatives aux projets figurant à l’annexe 4 du présent rapport. L’annexe 5 comprend les plans généraux de mise en œuvre pour le premier groupe de projets. À l’heure actuelle, ces plans sont à l’état d’ébauche et pourront être modifiés lorsque des travaux d’étude plus approfondis auront été réalisés. Ils seront mis à jour dès que les informations nécessaires pour les concrétiser seront disponibles. L’annexe 6 contient les plans détaillés des travaux d’étude qui seront réalisés dans le cadre du MeHSIP-PPIF. La capacité de ces projets du premier groupe à parvenir à maturité dépend toujours d’un certain nombre de facteurs, notamment du fort engagement des promoteurs et de leur volonté à solliciter un prêt. Égypte : une nouvelle approche En Égypte, l’équipe du MeHSIP-PPIF n’a pas été en mesure de recenser, au cours de la Phase I, des projets issus de la « réserve Horizon 2020 » présentant une maturité suffisante pour pouvoir être intégrés au premier ou au second groupe de projets. Cela s’explique en partie par la période choisie pour la mise en œuvre de la Phase I, qui a coïncidé avec la réalisation de travaux importants par la Holding Company for Water and Wastewater (HCWW), autorité compétente pour la planification et la promotion de projets liés aux services urbains d’eau et d’assainissement, en vue de l’élaboration et de la publication de son plan directeur. Toutefois, en raison de la pollution importante provoquée en Méditerranée par les eaux urbaines résiduaires, les émissions industrielles et les déchets solides provenant du nord de l’Égypte, le comité

Progress Report: Phase II 9Feb. – June 2010) v



de pilotage a demandé à l’équipe du MeHSIP-PPIF d’effectuer une nouvelle visite dans ce pays au début de la Phase II (entre juin et septembre) pour tenter d’établir si le temps écoulé depuis les travaux de la Phase I a permis d’éclaircir la situation et de faire avancer trois projets potentiels qui auraient une incidence significative en matière de dépollution, à savoir :

• le projet intégré du lac Burullus : le lac Burullus est un lac côtier dans lequel sont rejetés d’importants volumes d’eaux résiduaires urbaines et industrielles non traitées, qui finissent ensuite leur course dans la mer. L’idée du projet consiste à intercepter les eaux usées au niveau régional et à les traiter avant leur rejet dans la mer, ce qui permettrait de réduire la pollution du lac et d’améliorer les conditions environnementales et sociales. Ce projet produirait un effet significatif en matière de dépollution en Méditerranée et fait partie du plan d’action national pour l’Égypte ;

• le projet intégré de Marsa Matrouh : la région de Marsa Matrouh devrait connaître une expansion significative liée au tourisme interne. Les réseaux de distribution d’eau et d’assainissement présentent déjà certaines déficiences, qui risquent de s’accentuer du fait de la croissance prévue si le projet intégré proposé pour améliorer les services d’eau et d’assainissement dans la région n’est pas mis en œuvre. Ce projet produirait un effet significatif en matière de dépollution en Méditerranée et fait partie du plan d’action national pour l’Égypte ;

• le projet de gestion des déchets dangereux à Alexandrie : le ministère de l’industrie et l’Agence de développement industriel sont les promoteurs de ce projet dont l’objectif consiste à mettre au point un dispositif de gestion des déchets dangereux (collecte et traitement) dans la région d’Alexandrie, qui abrite une partie importante des installations industrielles et pétrochimiques d’Égypte. Ce projet produirait un effet significatif en matière de dépollution en Méditerranée.

Le comité de pilotage pourra décider d’inclure un, plusieurs, ou aucun de ces projets dans le premier ou le second groupe, selon qu’ils auront, ou non, atteint un degré de maturité suffisant. Avancement des travaux pour chacune des composantes du MeHSIP-PPIF Les travaux entrepris au cours de cette première période peuvent être résumés comme suit. Première composante : l’équipe du MeHSIP-PPIF a assisté à des réunions organisées par la Commission européenne pour présenter ce programme et son état d’avancement de manière à garantir une coopération et une coordination étroites entre le volet relatif à la réduction de la pollution et les autres volets de l’initiative Horizon 2020. Le rapport d’avancement de la Phase I a été établi et distribué à 150 exemplaires lors de l’événement dédié à l’UpM qui s’est déroulé le 27 mai 2010 à Marseille, où il a reçu un accueil favorable. L’équipe du MeHSIP-PPIF a également appuyé la BEI dans la présentation de l’avancement des activités d’investissement prévues par l’initiative Horizon 2020 en participant à diverses manifestations et en préparant les documents d’information nécessaires. Deuxième composante : en ce qui concerne l’appui sectoriel, la préparation d’une version plus complète des fiches par pays a été entamée. La mise à jour de ces fiches sera réalisée par les équipes travaillant à l’élaboration des projets dans les différents pays de manière à éviter d’affecter des ressources supplémentaires pour cette tâche et à maintenir la continuité. Troisième composante : le comité de pilotage a établi et approuvé le cahier des charges du MeHSIP-PPIF en vue de la réalisation des études de faisabilité des projets d’El Ekhaider, d’Al Ghadir et de Bizerte et de l’organisation d’une nouvelle visite en Égypte. Le cahier des charges portant sur le projet de Tanger a été établi par la BEI. L’aide au projet de Netanya se limitera pour le moment à un simple suivi. Quatrième composante : le renforcement des capacités et la diffusion d’informations constituent le quatrième pilier du MeHSIP-PPIF. L’équipe du programme travaille actuellement à la production de matériel promotionnel pour assurer une bonne visibilité du mécanisme, et le site Web est en bonne voie de réalisation. Travaux prévus pour la période suivante

Progress Report: Phase II 9Feb. – June 2010) vi



La période suivante s’étendra sur six mois, de fin juin à fin décembre. Les activités prévues pour chacune des composantes sont les suivantes. Première composante : l’équipe du MeHSIP-PPIF continuera de rencontrer les IFI et les délégations de l’UE au niveau des pays et mettra à jour les informations relatives à la réserve de projets. Au niveau régional, le président du groupe restreint de donateurs veillera à la diffusion des rapports, à la présentation d’exposés et à la mise en place d’un service d’assistance pour résoudre les problèmes qui pourraient survenir. La plateforme en ligne qui sera lancée d’ici à octobre contribuera concrètement à la coordination et au partage d’informations en publiant les rapports pertinents, les fiches par pays et les événements intéressants concernant les projets. Deuxième composante : les fiches par pays seront complétées pendant cette période et achevées au cours du troisième semestre de la Phase II. Elles fourniront des informations détaillées sur les acteurs au niveau central (ministères, autorités et champs de compétences liés à l’initiative Horizon 2020, concernant notamment les aspects législatifs, politiques, de mise en œuvre et d’application) ; les donateurs actifs et les IFI ; la description des activités (projets) ; « qui a fait quoi et où » dans le cadre de l’initiative Horizon 2020 (émissions industrielles, déchets solides, eaux résiduaires) ; la coordination générale entre les donateurs et les IFI ; les secteurs concernés ; et les documents relatifs aux principales sources de pollution et aux projets Horizon 2020 (liste actualisée des projets sélectionnés dans le cadre du MeHSIP-PPIF). Cette composante vise également à susciter une prise de conscience et à assurer qu’une attention suffisante sera accordée aux questions ou aspects transversaux touchant l’ensemble des projets, y compris la réalisation d’évaluations environnementales et sociales, la prise en compte de l’impact du changement climatique et l’optimisation de l’efficacité énergétique, tout en veillant au respect des règles de la BEI en matière de passation de marchés publics. Dans les pays qui ne doivent pas faire l’objet de ce type d’études pendant la première moitié de la Phase II, des experts individuels pourront être mandatés pour collecter les informations nécessaires, sous réserve de l’approbation de cette activité par le comité de pilotage. Troisième composante : cette composante devrait absorber 80 % des ressources et se situe sur le chemin critique du projet. Les activités menées pendant les six prochains mois, de juillet à décembre, s’articuleront autour de trois axes différents :

• la poursuite du soutien fourni aux projets en Jordanie, au Liban et en Tunisie, dont la portée est clairement définie et recueille l’approbation de toutes les parties prenantes clés ;

• la préparation de trois études de préfaisabilité pour les projets sélectionnés en Égypte ; et • la finalisation du cahier des charges pour le projet mené au Maroc.

Quatrième composante : les six prochains mois permettront de poser des bases solides pour la gestion des connaissances. Il faudra notamment assurer la visibilité du volet de l’initiative Horizon 2020 portant sur la réduction de la pollution. C’est pourquoi nous prévoyons la publication de documents de sensibilisation concernant cette initiative en général, et le mécanisme de préparation et de mise en œuvre des projets en particulier (première composante d’Horizon 2020). Ces mesures visent principalement à maintenir la dynamique enclenchée dans la région et à renforcer le sentiment d’appartenance entre les parties prenantes. Des efforts de renforcement des capacités seront déployés à l’appui de l’élaboration des projets et toutes les activités seront étroitement coordonnées avec les autres sous-groupes et projets ou programmes d’assistance technique fonctionnant dans le cadre de l’initiative Horizon 2020. Dans le même temps, l’équipe du MeHSIP-PPIF collaborera étroitement avec la BEI pour convenir des projets qui feront partie du second groupe et pour tenir à jour la « liste actualisée des projets Horizon 2020 sélectionnés » (78 projets actuellement) ainsi que la « réserve de projets Horizon 2020 » (29 projets actuellement).

Progress Report: Phase II (Feb. – June 2010) Page 7



1 Introduction The Mediterranean Hot Spots Investment Programme – Project Preparation and Implementation Facility (MeHSIP-PPIF), launched in March 2009, is undertaken on behalf of the European Investment Bank (EIB) by a consortium made up of W.S.Atkins International Ltd , LDK Consultants and Pescares Italia Srl (hereafter known as the Consultant). Phase I was completed by the end of 2009 and Phase II, subsequently, launched in February 2010 and expected to be completed by April 2013. This report constitutes the first “Interim Progress Report”, covering the period February – June 2010. The countries which are potential partners of the MeHSIP-PPIF are:

• Algeria • Egypt • Israel • Jordan • Lebanon • Libya • Morocco • Occupied Palestinian Territory (oPt) • Syria • Tunisia

MeHSIP-PPIF aims to support one of Horizon 2020’s four components, namely the “Pollution Reduction Projects” component. This will mainly be achieved through providing project development support to identified projects, which will ensure that these projects will proceed towards implementation. The identified projects are mainly in the so called “hotspots” as identified under the National Action Plan (NAP) exercise that was coordinated by UNEP/MAP. A recent study carried out by “Census of Marine Life”1 indicated that the enclosed seas of the World, including the Mediterranean Sea, were reported to have the most threatened biodiversity. The satellite image below (developed through MeHSIP-PPIF resources) provides a representation of the current dissolved organic matter in Mediterranean waters.

1 “What Lives in the Sea” (http://www.coml.org/pressreleases/whatlives10/CoML_WhatLivesInTheSea_Public.pdf)




If one compares the above satellite image with the maps showing the project locations (see Chapter 4) one will see that a significant part of the identified projects are located close to areas with the highest levels of dissolved organic matter (in red in the satellite image).

1.1 KeyachievementsduringPhaseI The key outputs of MeHSIP-PPIF during Phase I were the following:

Successful reinvigoration of the Horizon 2020 initiative in the target countries, with the exception of Libya, which has as yet to participate in the Horizon 2020 structures;

Comprehensive review of the status of de-pollution projects that had originally been identified

during the initial MeHSIP study (2008) resulting in an ‘Updated Short List’ of potential de-pollution projects;

Enriched the updated list (i.e. ‘Horizon 2020 Project List’) with the identification of 30 potential

new projects to create a consolidated list (now including 78 projects);

Created a ‘Horizon 2020 Pipeline’ (29 projects), including the projects of the ‘Horizon 2020 Project List’, which are yet to secure financing. This included not just the projects being considered by the EIB but a wider set of projects being considered by other donors and IFIs;

Created a specific MeHSIP-PPIF Pipeline consisting of 10 projects from the “Horizon 2020

pipeline”; these 10 projects are divided into two (2) waves depending on the level of project maturity;

Actively supported project development through developing tools such as the Project Fact

Sheet, GAP Analysis and Study Plans, tailored to the specific needs of each project;

Created increased visibility of the MEHSIP-PPIF in the partner countries and the European Commission; and

Established a working relationship with key international actors, such as AFD, GTZ, KfW,

World Bank, UNEP-MAP and EEA, as well as USAID in some countries.

1.2 KeyoutputsexpectedduringPhaseII The delivery of the following key outputs is expected by completion of Phase II:

Developing or overseeing the preparation of project concepts, design, procurement and implementation, including the regular update of detailed implementation plans for 1st wave projects;

1st wave of MeHSIP-PPIF Pipeline secures financing to push ahead with project

implementation. These projects should be of high significance for de-pollution of the Mediterranean Sea, thus, contributing to the Horizon 2020’s overall objective;

Establishing and successfully managing project implementation units or dedicated teams in

promoter organisations;

Supporting know-how transfer in project implementation to the national authorities and promoters in the region, including the Horizon 2020 network;

Considering and supporting integration of cross-cutting issues during project development ,

including: reducing potential climate change impact, promoting energy efficiency, ensuring public procurement rules are followed, and encouraging consultation with local populations; and




Fully functional and regularly updated web-based information sharing platform for project information status.

This Report presents the activities carried out in support of the delivery of the above mentioned key results, using the MeHSIP-PPIF resources, during the initial period of Phase II.

1.3 OutlineofProgressReport Chapters 2 to 5 provide a comprehensive overview of the activities carried out up to end of June 2010 in Phase II, under each of MeHSIP-PPIF’s four Components. Component 1 - Governance & Support to Horizon 2020 Initiative (Chapter 2) describes the activities undertaken to support the sub-group for de-pollution as well as the MeHSIP-PPIF team’s contribution to ensuring efficient coordination between the Horizon 2020 initiative’s four components and three sub-groups. Component 2 - Sectoral Support (Chapter 3) describes the activities undertaken to collect and present up-to-date information for each partner country as regards the institutional set-up and key information on the three target sectors. Further, it presents MeHSIP-PPIF team’s approach to ensure that cross-cutting issues are addressed and will not negatively affect project development support activities. Component 3 - Management of Hotspots & Project Pipeline (Chapter 4) describes the project development support activities undertaken for implementation of the projects in the 1st wave of the MeHSIP-PPIF Pipeline. Further, it describes activities undertaken to support the projects in the 2nd wave of the MeHSIP-PPIF Pipeline and finally it presents an overview and update of the ‘Horizon 2020 Pipeline’. Component 4 - Capacity-building & Knowledge Management (Chapter 5) describes the activities undertaken to provide tailored capacity-building support on needs identified on specific projects. It also presents knowledge management activities carried out, including the development of the web site and publication of awareness raising material. Chapter 6 sets out the Consortium’s (Atkins) Work Plan with the activities planned to take place during the next six months (i.e. July – December 2010) for each of MeHSIP-PPIF’s four components.




2 Component1:Governance&SupporttoHorizon2020Initiative

This Component is to facilitate the smooth operation of the “pollution reduction sub-group” under Component 1 of the Horizon 2020 initiative (i.e. Pollution reduction projects). In addition, it aims to ensure effective cooperation and coordination with the other two sub-groups of the Horizon 2020 initiative. During Phase I limited resources were allocated on this Component focusing on preparing a comparative institutional analysis of Horizon 2020 with other relevant programmes/initiatives and by providing support for the “de-pollution sub-group”. Furthermore, towards the end of Phase I and as the sub-groups for the other Horizon 2020 components became increasingly operational, resources were allocated to ensure that appropriate co-ordination mechanisms were established to take advantage of synergies and avoid duplication. As for Phase I, the MeHSIP-PPIF Team has allocated limited resources for Phase II activities concerning Component 1. Resources so far have focused on ensuring effective co-ordination with the other two sub-groups of the Horizon 2020 initiative.

2.1 Supporttode‐pollutionsub‐groupDuring Phase I the Horizon 2020 Steering Committee met once (Dubrovnik, 12-13 October 2009), when a separate meeting for the “Core group of donors of the de-pollution sub-group” was also convened. The MeHSIP-PPIF Team made a presentation to the “Core group” on the “Project List” (74 projects) and the current financial needs of projects yet to secure financing (i.e. Horizon 2020 Pipeline”). During Phase II, the MeHSIP-PPIF Team will provide regular updates to the sub-group on request, in particular on the Horizon 2020 pipeline, including projects yet to secure financing.

2.2 Co‐ordinationwithotherHorizon2020sub‐groups The Horizon 2020 initiative is built around four components with three sub-groups established to co-ordinate its operations, so it is important that effective co-ordination is ensured between the components and the respective sub-groups. The following sections reports on the MeHSIP-PPIF Team’s involvement in to facilitating effective coordination.

2.2.1 Capacitybuildingmeasuressub‐group(Component2ofHorizon2020)Under Component 2 of Horizon 2020 (“Capacity building measures”), a TA programme, the “Mediterranean Environment Programme (CB/MEP)”2, has been operational since end of 2009 and is expected to be completed by end of 2012. As set out in the ToR an expected key deliverable of CB/MEP will be that the “the HORIZON 2020 Steering Committee and Sub-Groups are working in synergy and the objectives set in the timetable agreed in 2006 in Cairo and in the Work Plan defined and regularly updated by the Capacity Building Sub-Group are achieved”. A first “trilateral meeting” between the three sub-groups, under the chairmanship of CB/MEP (i.e. Component 2), was held in Brussels on 26th February 2010. As set out in the agreed conclusions following this meeting a “Communication Strategy” for Horizon 2020 was prepared by CB/MEP to be submitted for approval to the Steering Group at its 2010 meeting (expected in October). The MeHSIP-PPIF Team committed to share with CB/MEP any information collected on capacity development needs or lessons learnt during project development which relates to the Horizon 2020’s priority areas (i.e. municipal waste, urban waste-water and industrial emissions), and for CB/MEP to 2 Consortium led by National and Kapodistrian University of Athens (NKUA)




address in specific national (or regional) workshops. During the second meeting of the Horizon 2020 Capacity Building Sub Group, which took place in Brussels in June, the MeHSIP-PPIF team presented the progress made so far and provided a number of suggestions on how coordination could be improved and synergies developed.

2.2.2 ResearchandMonitoringsub‐group(Components3and4ofHorizon2020)Components 3 and 4 of the Horizon 2020 initiative share a joint sub-group, chaired by the European Environment Agency (EEA) and with the active contribution of UNEP-MAP. During the “trilateral meeting” in Brussels, it was formally agreed that the overall web site could be hosted by the EEA, while its communication and visibility ‘component’ (web page) will be administered by the CB/MEP. Further, a meeting between the IT experts of the three sub-groups was agreed order to define functionalities. Following this meeting and the commencement of Phase II, the MeHSIP-PPIF Team has been in regular contact with EEA about launching the programme’s web site. A meeting is programmed to take place in Copenhagen to further support MeHSIP-PPIF technical applications for the web site while maintaining the established Horizon 2020 identity.




3 Component2:SectoralSupport This Component aims to deal with cross-cutting issues affecting project development support activities provided by MeHSIP-PPIF. The aim is to develop a common understanding of these issues, through collecting up-to-date information and disseminating this to the programme’s key stakeholders to ensure that they will not become obstacles to the implementation of the identified projects.

3.1 CountryFactSheet. The MeHSIP-PPIF has developed a template of a Country Fact Sheet (CFS) that is expected to be completed for all 10 countries by end of 2010, and thereafter updated at regular intervals. The CFS is to capture cross-cutting issues affecting project development support activities provided via the MeHSIP-PPIF, collecting information on:

i) the institutional set-up; ii) key figures and developments of the Horizon 2020’s three target sectors; and iii) ongoing or completed projects.

CFSs will be completed for all 10 participating countries and will be shared with all key actors, including EIB, EC, IFIs, UNEP-MAP. This data gathering exercise will ensure the collection and updating of key information which currently remains scattered in the ENP countries and different institutions and which is often not presented in a very user-friendly manner. Although the firm ambition of the MeHSIP-PPIF Team is to prepare 10 CFSs with a similar level of detail the countries with ongoing project development activities (i.e. Wave 1 projects) will most probably be presented in a more comprehensive manner. The CFS template is included in Annex 3.

3.2 Cross‐sectoralissuesFollowing the completion of Phase I and the identification of the five Wave 1 projects, the MeHSIP-PPIF team has paid particular attention to specific cross-cutting issues to be addressed for projects to be financeable by EIB. These issues include the preparation of an “Environmental and Social Assessment”, taking account of the project’s impact on climate change and mitigation options, and for project ToRs developed to be in accordance with EIB’s procurement rules.

3.2.1 EnvironmentalandsocialimpactThe guiding principles followed by EIB are set out in the “EIB Statement of Environmental and Social Principles and Standards”. This Statement reflects the evolving EU approach and that of the international community to promote environmental sustainability and social well-being, in the broader context of the goal of sustainable development. EIB defines the environment to include not only the natural and built environment but also a number of related social considerations. As the social dimension of sustainable development has taken on more significance in international finance, so social considerations have come to play a bigger role in project-related activities of the Bank notably when operating outside the EU. The EIB expects that the impact on, for example, the rights of disadvantaged groups, as well as on people at their workplace and the local community, are fully assessed before a project is given a ‘green light’. Thus it is of particular importance to draw the attention of key project stakeholders to EIB’s approach, which, in accordance with EU policy, is to apply the precautionary principle to potential environmental impacts. The MeHSIP-PPIF team has made clear to promoters their responsibility to demonstrate that appropriate action shall be taken to mitigate any environmental risks from their projects. The objective




is to avoid damage by use of alternative projects, designs or processes, rather than to attempt to repair the damage after it has occurred. The MeHSIP-PPIF team will ensure that the Environmental and Social Assessments (ESA) carried out for the 1st wave projects will identify potential socio-economic consequences of the expected environmental impacts complemented by public consultations to verify how far this is acceptable or can be mitigated (alternatively compensated) through process/technical and/or management options. The Economic and Social Impact Assessments (ESIA) prepared for all Wave 1 projects will be in accordance with the Bank’s guidelines and based on EIB’s “Economic and Social Impact Assessment Framework” (ESIAF). As indicated in the Environmental and Social Handbook impacts should be considered for each of the following areas:

Air Land Water Natural resources Nature (flora and fauna) Built environment People (human health, safety, labour rights, etc.) Society (involuntary resettlement, poverty, cultural heritage, etc.)

This will result in a judgement stating:

Whether there is an adverse impact (YES or NO) If YES, a description of the impact will be made followed by an assessment of tits nature (e.g.

direct /indirect, permanent /temporary, significant /non significant, reversible /irreversible, etc), which will be supported by qualitatively or quantitative criteria and/or indicators accordingly and possible mitigation and/or compensation

Measures will be proposed that will aim to tackle (minimize or eliminate if possible) Particular reference shall be made to positive impacts that will be expected from the

implementation of the project both to natural and manmade environment as well as to the communities (social aspects)

Whether the project overall will have a positive or negative effect on the environment. The ESIA will conclude by an overall assessment of the net environmental impact of the project over its life cycle, using the following rating system:

Acceptable (with positive or neutral residual impacts) Acceptable (with minor negative residual impacts) Acceptable (with major negative residual impacts) Not acceptable – due to environmental reasons

EIB’s Environmental and Social Handbook summarises the above, in the following manner:




Table3.1:EIBratingsystemofESA

Acceptability Comments Risk Rating

A Acceptable - with positive or neutral residual impacts

A project of this type might require specific environmental / social loan conditions and/or monitoring

Low

B Acceptable - with minor negative residual impacts

A project of this type will generally attract environmental / social loan conditions; it will also generally require a relatively high degree of monitoring for environmental/social reasons

Moderate

C Acceptable - with major negative residual impacts

High

D Not acceptable - for environmental reasons (not suitable for EIB financing)

A project of this type will usually have been “screened-out” before full appraisal

3.2.2 ClimatechangeandenergyefficiencyTackling climate change, e.g. through promoting energy efficiency and renewable energy, is one of EIB’s “eligibility criteria” and forms part of the Banks’ Environmental and Social Statement. As indicated in the Progress Report for Phase I, climate change is expected to require a more significant adjustment in the management of the south Mediterranean region’s water resources than many other regions, since most resources are already being exploited for human use. Adaptation to climate change thus becomes a significant challenge for many sectors, with the water sector and agriculture being of top priority. The development of a multi-sectoral adaptation strategy to protect water resources and to meet the various other challenges imposed by climate change is required if national socio-economic goals are to be attained. MeHSIP-PPIF will assess the project’s impact on climate change as set out in EIB’s Environmental and Social Handbook:

1. Whether a project has the potential to reduce significantly GHG emissions in a manner consistent with and eligible under the Kyoto Protocol’s Clean Development Mechanism (CDM) or Joint Implementation (JI), thereby potentially generating carbon credits;

2. Whether a project may be vulnerable to climate change (“vulnerability assessment”; and 3. Whether the carbon footprint of a project is above or below a certain level (e.g. 100kt of

CO2-e). While point 1 and 2 are mainly going to be qualitative assessments, point 3 will require substantial quantitative analysis that MeHSIP-PPIF will be able to undertake using an ad-hoc carbon accounting tools made available to the team. As regards the promotion of energy efficiency and renewable energy sources, the MeHSIP-PPIF team will continue promoting project components that take such elements into strong consideration, for instance, landfills and incineration with energy recovery. The MeHSIP-PPIF team will adopt a project-by-project approach, as one need to consider the specificities of each project and its environment/surroundings before promoting specific energy saving solutions.

3.2.3 ProcurementrulesAs stated in the introduction of “EIB’s Guide to Procurement”, the Bank attaches great significance to public procurement rules being followed in projects which it provides funding. These procedures apply every time that the Bank is involved in the procurement irrespective of whether it pays for the value of the relevant services, supplies or works or not, unless the Bank has satisfied itself that in the procurement of the said services, supplies or works an acceptable level of fair competition is guaranteed.




Since a key objective of MeHSIP-PPIF is to identify and thereafter prepare projects for implementation with EIB financing, it is important that the key stakeholders of each chosen project are aware of the procurement rules followed by EIB. The “Guide to Procurement”3 describes the procedures followed by EIB and the scope of the application of these rules, depending on the value and whether it concerns services or works procurement. The MeHSIP-PPIF team has made the project promoters of the 1st wave projects aware of the procurement procedures. As these projects move towards implementation, and as the ToRs TA (if applicable) and later ToR for works are developed (through external resources), the MeHSIP-PPIF team may review, to ensure that the ToRs are in accordance with EIB’s procurement rules.

3 EIB’s Guide to Procurement is accessible here - http://www.eib.org/attachments/thematic/procurement_en.pdf




4 Component3:ManagementofHotspots&ProjectPipelineThe Horizon 2020 pipeline is directly linked to the 120 hotspots4 identified by the UNEP/MAP and WHO report conducted in 2003. Many references to hotspots and project pipelines have been in circulation since the start of the Horizon 2020 initiative through a number of reports at country and/or regional level. These reports are:

1. 1st Hot Spots Report – “Identification of priority pollution hot spots and sensitive areas in the Mediterranean”, MAP Technical Reports Series No. 124, UNEP, Athens, 1999

2. 2nd Hot Spots Report – “Second Report on the Pollution Hot Spots in the Mediterranean, Part I Country Results”, UNEP/MAP, UNEP/WHO, 2003

3. MeHSIP 2008 – “Horizon 2020 - Elaboration of a Mediterranean Hot Spot Investment Programme (MeHSIP), EIB (Contract REG/2006/02), 2008

4. MeHSIP-PPIF ToR (EIB - RG/2008/01/FSF). 5. MeHSIP-PPIF – Progress Report of Phase I

Before setting out to describe the progress made in maintaining and updating the project pipelines as well as describing the project development support activities carried out for specific projects, we find it useful to provide definitions of key terms that will be used in this chapter and what is our understanding of these terms.

Table4.1:Definitionofkeyterms

Project Investment project covering one of Horizon 2020’s sectors (IE, SW, WW)

Horizon 2020 Project List

Includes all projects (planned, ongoing or completed) in the region and covering one (or more) of Horizon 2020’s sectors

Horizon 2020 Pipeline Derived from the ‘Horizon 2020 Project List’ and includes all projects that are yet to secure funding/financing

MeHSIP-PPIF Pipeline

From the ‘Horizon 2020 Pipeline’ a number of projects were recommended based on specific criteria to form the ‘MeHSIP-PPIF Pipeline’ and to be considered for additional project development support. The ‘MeHSIP-PPIF Pipeline’ is divided into two separate Waves.

Work Plan Internal MeHSIP-PPIF (Atkins) plan setting out the planning and allocation of resources for the forthcoming months under MeHSIP-PPIF’s four components

Implementation Plan A time table including an overview of all main activities expected to be undertaken to ensure a successful implementation of a given project from the study phase to the construction phase, regardless of whether these activities will be undertaken with MeHSIP-PPIF resources or not

Study Plan Covers an initial subset of the Implementation Plan and covers only activities that will be undertaken with MeHSIP-PPIF resources

4.1 Horizon2020PipelineThe Updated Short List was developed during Phase I of MeHSIP-PPIF where 74 projects were identified to form the ‘Horizon 2020 Project List’. During the first semester of Phase II further inputs were provided, including from other IFIs, leading to a total number of 78 projects to now form the current ‘Horizon 2020 Project List’ (detailed list provided under Annex 1 for further reference) and distributed along the three Horizon 2020 sectors as shown in the pie chart below.

4 1st Hotspot report (in 1999) identfied 131 Hotspots. See “Identification of priority pollution hot spots and sensitive areas in the Mediterranean”, MAP Technical Reports Series No. 124, UNEP, Athens, 1999




Figure4.1:SectorDistributionof‘Horizon2020ProjectList’

As indicated in our Phase I Progress Report, 86% of the ‘Horizon 2020 Project List’ originated from the initial NAP exercise. This is a strong indication that the countries involved have to a large extent respected their commitments expressed in the NAPs. From the ‘Horizon 2020 Project List’ of 78 some projects had already secured financing and others not. Consequently the ‘Horizon 2020 Pipeline’ of 29 projects lists those yet to secure financing. The below presents the geographic distribution among the partner countries of the region:

Table4.2:Horizon2020Pipeline

COUNTRY Nr. of projects ESTIMATED

VALUE (M EUR)

Remarks / Updated

Egypt 3 217 MeHSIP-PPIF is working on identifying the intervention priorities

Israel 11 225 MeHSIP-PPIF is following up on one project Netanya awaiting Government final response

Jordan 6 223 MeHSIP-PPIF is working on one SW project in Al-Ekaider

Lebanon 1 59 MeHSIP-PPIF is working on one WW project in Al-Ghadir

Morocco 2 98 MeHSIP-PPIF is following up on one SW Project in Tangier

Syria 1 40

MeHSIP-PPIF team has mobilized resources to define the scope and relevant strategy for project implementation for the Horizon 2020 Framework Loan in Tartous

Tunisia 5 1,014 MeHSIP-PPIF is working on one integrated project in Lake Bizerte

TOTAL 29 1,903

With the launch of Phase II MeHSIP-PPIF team has updated the status of the above 29 ‘Horizon 2020 Pipeline’ projects through contacts with relevant government counterparts. Accordingly a detailed list of the 29 projects is included in Annex 2 with updated information on progress under every project. It should be noted that not all countries were visited during the first six (6) months of Phase II given that immediate interventions were only required for four countries, Egypt, Jordan, Lebanon and Tunisia.




The location of the projects part of the ‘Horizon 2020 Project List’ are shown in the below map, which also includes the “hotspots” across the Mediterranean region.







4.1.1 MeHSIP‐PPIFPipelineDevelopment From the above ‘Horizon 2020 Pipeline’ a number of projects were recommended for support in project preparation. These projects form the ‘MeHSIP-PPIF Pipeline’ and are divided into two separate waves. The work on these projects under Phase II will mostly focus on bringing the Wave 1 of projects to maturity and, where feasible, implementation stage. In addition, a second wave of projects requiring longer lead times will be followed up and brought forward where possible. Circumstances may dictate that adjustments to the MeHSIP Pipeline are necessary. The following table reflects the ‘MeHSIP-PPIF Pipeline’ of nine (9) projects with recommended action:

Table4.3:MeHSIP‐PPIFPipeline Wave Country Sector Project Cost

M Euro Included in NAP Recommendation

1 Israel SW Landfill Mining and Reclamation (Netanya) 50 Yes Immediate intervention

1 Jordan SW Integrated SWM Project (Al-Ekaider) 35 N/A Immediate intervention

2* Jordan WW Box culvert (40km) for wastewater conveyance (Zarqa/Amman)

50 N/A Awaiting results of technical study by end of 2010.*

2* Jordan WW

Construction of WWTP (4000 m³/day), sewer pipelines (80km) and pump stations (Azraq)

70 N/A Awaiting results of technical study by end of 2010.*

1 Lebanon WW Extension of WWTP (El-Ghadir) 59 Yes Immediate intervention

1 Morocco SW Integrated Solid Waste Management Project (Tangier)

30 Yes Immediate intervention as soon as the Promoter is selected

2* Syria - Horizon 2020 Framework Loan (Tartous)** 40 -

Experts mobilised to develop problem analysis, propose solutions and present a strategy on project implementation

1 Tunisia

Integrated

(IE/SW/WW)

Integrated intervention program for de-pollution of (Lake Bizerte)

61 Yes Immediate intervention

2* Tunisia IE

Stop all discharges of phosphogypsum in the Mediterranean Sea and Rehabilitation of the Industrial Site (Gabes)

800 Tunisia

Recommended by the EC to be pursued with closer follow up with national counterparts*

* The recommendations for the Wave 2 projects demonstrates progress achieved (or expected) and should not be interpreted as EIB expressing its interest in these projects. ** Project now called “Syrian Horizon 2020 Water Project” and estimated to 110m EUR and concerns two projects included in’Horizon 2020 Project List’, project nr. 60 and 64 (see Annex 1). For keeping a historical record, it remains with its ‘old’ name in this Report. The Project Fact Sheet (PFS) developed by MeHSIP-PPIF team during Phase I was used to support informed decisions on selection of projects requiring immediate intervention. The literature review conducted by the experts on the plans at country level in the three sectors (SW, WW and IE) was also constructive in forming a better picture of the countries’ priorities. Equally important was the close contact maintained with the donor community and IFIs at the country level in order to observe assistance flowing into the country and the sectoral focus of the international community. Accordingly the five projects in the table below were agreed for immediate intervention representing Wave 1 projects for a total estimated value of Euro 235 million.




Table4.4:MeHSIP‐PPIFWave1Projects

Country Sector Project Cost M Euro

Included in NAP Status

Israel SW Landfill: Mining and Reclamation Project (Netanya) 50 Yes On hold Awaiting

government green light

Jordan SW Integrated SWM Project (Al-Ekaider) 35 N/A

TORs prepared FS should start in September 2010

Lebanon WW Extension of WWTP (El-Ghadir) 59 Yes

TORs prepared FS should start in September 2010

Morocco SW Integrated SWM Project (Tangier) 30 Yes TORs under

preparation

Tunisia Integrated (IE/SW/

WW)

Integrated intervention program for de-pollution of (Lake Bizerte)

61 Yes TORs in final stages for approval by EIB




4.2 FirstWaveProjects

4.2.1 Israel–Landfill:MiningandReclamationProject‐Netanya The Netanya project was identified as the one with the closest match to the overall objectives of MeHSIP-PPIF and was also assessed to have reached a certain level of maturity, in order to be included in Wave 1. All projects from Israel that are part of the ‘Horizon 2020 Project List’ are indicated in the map below.




Introduction / Background to project The present landfill occupies a total of some 200,000 m² and part of the site is privately owned land. Currently, with the site filled (25-40m deep) with solid waste, there is extensive contamination of the

soil, leachate reaches the coast and gas emission is high. The courts dictated to the Netanya municipality a strict time table of three years for cleaning the area or solving the land owners’ problems, but the municipality has not met this time frame. Consequently, the municipality pays sizable fines to the land owners.

The project complies with the national policy of the Ministry of Environmental Protection in Israel. The Ministry sets a strategy according to which all dump sites/ landfills which are not part of the national landfills plan will be closed and reclaimed. As an old site, without modern environmental arrangements, the Ministry considers the Netanya landfill to be violating the water law, the clear air law, and the clean sea-shore law, and demands its reclamation. The scope of the project was developed during previous studies commissioned by Halat; based on those plans preliminary approvals have been obtained. Key Objectives of this project can be summarised as:

• To improve the quality of life and environment of residents in the city of Netanya with a population of 200,000, preventing air pollution by biogas emissions to the atmosphere, and preventing solid wastes, residues and leachates from the contaminated area.

• To prevent the pollution of adjacent Irus (flower) unique nature reserve and wild life.

• To prevent the pollution of the Mediterranean water near the shore of Netanya.

• To enable the development of the coastal strip of the city for building housing, hotels, shopping area and a sea promenade according to a new plan.

Since a significant part of the project development activities for the Netanya landfill project is expected to be funded from local sources, the MeHSIP-PPIF Team foresees a comparatively low resource allocation. Nevertheless, sufficient resources will be allocated to ensure necessary support for the project when moving towards implementation. An updated Project Fact Sheet is included in Annex 4. Project development support/tasks 1. Mobilisation of Project Leaders The studies will be executed through government funds and government experts. MeHSIP-PPIF support to this project will be through the team leader (Key Expert 1) who will ensure close follow up and coordination with the Israeli government and project promoter on progress achieved. Furthermore, backstopping support from in-house technical people will support the team leader through providing quality assurance. 2. Backstopping support




In additional to the technical backstopping described above, logistical and technical support will be provided. 3. Main scope as per ToR ToRs have not yet been developed, awaiting resolution of the situation at the national level and clearance from the Ministry of Finance. Summary on progress to date 1. What has been accomplished so far The key outcome in Phase I was the establishment of close cooperation with the Horizon 2020 contact point at the Ministry of Environmental Protection, which allowed the updating and consolidation of the project pipeline. 2. Anticipated challenges and risks The authority of the Ministry of the Environmental Protection is high, its enforcement capabilities strong and the Ministry has highly qualified personnel to enforce legislation. The environmental legislation in Israel is very detailed, however, the fragmentation of authority and cooperation between different Ministries remains an issue to be addressed. 3. Tasks to be conducted

1. Conduct mission and discuss TORs to be developed by the government; 2. Review TORs and scope of work; 3. Agree on a time frame to deliver Feasibility Study for the project; and 4. Ensure feasibility study includes a proper ESIA.




4.2.2 Jordan‐IntegratedSolidWasteManagementProject‐Al‐Ekaider The Al-Ekaider project was identified as the one with the closest match to the overall objectives of MeHSIP-PPIF and was also assessed to have reached a certain level of maturity, in order to be included in Wave 1. All projects from Jordan that are part of the ‘Horizon 2020 Project List’ are indicated in the map below.




Introduction / Background Figure4.2.:Close‐upofprojectsite

Al-Ekaider, the second largest landfill in the country, is located at the Jordan/Syria border near a valley that meanders from Jordan to Syria. The site is currently owned and managed by The Joint Services Council (JSC) of Irbid Governorate which comprises several municipal councils. The first 5 years of operation, the site received only the waste generated from Irbid Municipality. However, from 1986, the site started receiving waste from more areas, to serve today a total of 30 municipalities in 4 different Governorates, with a total population of about 1,000,000 people. The initial practice was open combustion followed by spreading of the residues of combustion on site. Nowadays open burning is banned, however, the possibility of it still happening is not ruled out. Today, the quantities deposited are about 800 tn/d (mean annual value), with the summer peak up to 1,000 tn/day.

The main characteristic of the solid waste deposited is the very high (c75%) organic load. According to the estimations made for a study of the energy potential from biogas from the landfill (USAID, 2009), by 2010, the quantity of SW deposited on site is around 7,500,000tn.

According to information from the JSC, medical waste is no longer deposited on the site, due to the operation of a medical incinerator and there are joint efforts to divert all kinds of hazardous waste (including industrial, municipal and olive oil mill wastewater) which has not yet taken effect (the table below shows relevant quantities). However, the site is still used for disposing all types of solid waste (municipal, commercial, etc). There is a continuous discharge of wastewater coming from the earthen unlined evaporation ponds on site. These ponds can be put into two categories: the ones on southwest side of Al-

Ekaider site are used for olive oil mill wastewater, and the remaining ones are for disposing all other types of industrial wastewater (garment, textile, slaughterhouse, dairy, cement, etc), municipal (untreated) and leachate generated from the solid waste dumpsite. An initiative funded by UNDP involved the lining of one of the ponds, in order to safely receive olive oil mill wastewater. This initiative has almost been concluded and it is expected to start receiving discharges from June 2010 onwards. The quantities of wastewater discharged on a daily basis are also presented in the table below.

Table4.5:WastewaterdischargedinAl‐Ekaiderponds(averagedailyquantities)

Type of wastewater Quantity (m3/d)Sludge /untreated municipal WW 250 Industrial WW 250 Olive oil mill WW 600




B1B2

B3

B4

B5B6B7

B8

S1S2

S3

S4A1

S5

S6S7

S8

E.B

Rip Rap1

Rip Rap1

Rip Rap2

Rip Rap 3pond 2pond 3

pond4pond 5

pond 6

pond7

pond 8

pond 11

pond11

pond

11

pond

11

pond 12

pond10

pond 1

A2

B ÊÝÕí áÉÇáÕí ÇäÉ ÊÞÇØÚ

A ÊÝÕí áÉÇáãÏÎá ÊÞÇØÚ

C ÊÝÕí áÉÇáÝÕá æÍÏÉ ãÚ ÇáÓÇÆáÉ ÊÞÇØÚ

Figure4.3:Layoutofwastewaterponds� A study conducted in 1987 (Abu Qdais, 1987) estimated that the remaining useful life of the landfill was up to 2003. However, the JSC acquired further land and increased the landfill area from 10 hectares in 1981 to about 80 hectares as of today. This has given more space to allow disposal of more solid waste. Due to the increase in the area, the landfill is expected to serve up to the year 2020.

A site visit in April 2010 revealed the following:

There are no sanitary disposal practices.

The fact that no gas collection (only a gas flaring pilot well with no proper collection), leachate collection, or liner systems exist exacerbates the danger of this practice.

Open burning of waste was observed which may pose serious threat to the neighbouring communities due to air emissions.

Inadequate staff and equipment affects the proper operation of the landfill.

Odours are common, as are rodents, flies and other disease vectors.

Scavenging is practiced unsafely with entire families, including children, participating. The families often live on the landfill site and are contracted by a private contractor.

Continuous discharge of wastewater of all types creates potential danger to health and environment.

Sludge from evaporated wastewater (mainly olive oil mill WW) is retained at the ponds, which also presents serious risk for contamination for ground and surface waters.

El-Hassan industrial wastewater treatment plant has the capacity to absorb and treat all the effluent

produced by industrial facilities in the region (capacity up to 2.000m³/d) except from olive oil mills. Therefore the issue is enforcement and diversion of wastewater.

At present there is no alternative option for treating olive oil mill wastewater, except the newly constructed UNDP cell within the Al-Ekaider site.

Site management practices present serious environmental and health risks:

Ground and surface water (pollution of the local environment such as contamination of groundwater and/or aquifers by leachate (seepages) and residual soil contamination during dumpsite usage, as well as after dumpsite closure

Air emissions (offgassing of methane generated by decaying organic wastes. Methane is a greenhouse gas many times more potent than carbon dioxide, and can itself be a danger to inhabitants of an area)

Stability issues with regards to safety (e.g. scavengers at risk of being buried under waste piles)




Public hygiene (harbouring of disease vectors such as rats and flies, particularly from improperly operated dumpsites, airborne related, causing potential health problems for inhabitants near the dumpsite area)

Ecological impacts (flora & fauna)

Infrastructure damage (e.g., damage to access roads by heavy vehicles)

Nuisance problems (e.g. dust, odour, vermin, or noise pollution)

Communities near dumpsites are increasingly facing health consequences from air and water contamination

Visual, landscape and amenity.

Support/tasks 1. Mobilisation of Project Leader An in-house Project Leader (PL) was approved and mobilized in April 2010. Following the intensive literature review the PL visited Jordan on the week of April 26, 2010 accompanied by Key Expert 2. This mission included meetings with various government counterparts namely MoPIC, MoMA, JSC, Al Hassan Industrial Zone Authority as well as private sector representatives operating at the industrial city and using the existing treatment plant. A de-briefing meeting was held with the EU Delegation to introduce the PL and provide an update on progress so far as well as the planned interventions. Positive feedback was received from the Delegation and future cooperation can be sought once the studies are in progress. 2. Backstopping support Backstopping by consortium team members was provided on administrative, logistics and technical matters on regular basis. Close consultation with backstopping teams was maintained throughout this period on aspects such as treatment of olive oil discharges and institutional and financial aspects. Support was provided in identification of experts needed for the project at the national and international level. 3. Main scope as per ToR The ToR prepared by the PL identifies the main objective as to improve the cost effectiveness and efficiency, as well as service level, of the Al-Ekaider site through introducing proper SWM techniques as well as making the Al-Ekaider disposal site a proper sanitary landfill site with no adverse effects on the environment. The scope of the study will cover the following:

• review the current environmental impacts • review basic remediation measures • identify and assess the best available solutions for environmentally sound practices • identify and assess alternative options • examine existing organizational and institutional arrangements • examine the legal, regulatory, and enforcement system for solid waste management • conduct a financial analysis of existing and projected collection, transport/transfer and

disposal systems • survey various users of the solid waste system regarding their service preferences and their

ability and willingness to pay • analyze the feasibility of full cost recovery or partial cost recovery alternatives • examine the legal framework governing financial relationships among the local and central

levels of government, as well as potential private sector partners.




The scope of the study is scheduled to be executed over a period of twelve (12) calendar months assuming that there will be no major gaps for intermediate approvals. An Implementation Plan (Annex 5) has been developed providing a time table including an overview of all main activities expected to be undertaken to ensure a successful implementation. The Study Plan is included under Annex 6 to detail the study activities… to be carried out by MeHSIP-PPIF resources. Summary of progress to date 1. What has been accomplished so far Upon mobilising the PL the following activities were undertaken:

• Conducted site visit and preliminary assessment • Identified main intervention areas and scope of work • Finalised the first draft of the TORs • Received EIB comments on final TOR draft prior to official submittal of the final version • Agreed with EIB on the project scope and intervention areas • Developed detailed study plan that clearly defines activities and resources allocation • Obtained preliminary government buy in to the proposed scope • Identified most experts needed to undertake the studies • Consulted with various potential key stakeholders • Updated the Project Fact Sheet (PFS). (see Annex 4)

2. Anticipated challenges and risks

Achieving the immediate objectives of the MeHSIP-PPIF assignment depend on a number of actors in the project, whose performance will positively or negatively affect the outcomes. The government still considers this project as a national priority and has included it in the executive plan for the coming three years. Our main assumption here is that the government is willing to engage in a loan agreement to lead this project to implementation.

The current cost recovery system for providing the service is a yearly contribution by the municipalities paid in favour of the Joint Service Council. Although this system has not been the most efficient so far in terms of providing the necessary cash flow it seems to be working with central government support. This issue will be considered in our institutional/financial due diligence and recommendations will be made to create a more robust system that will ensure the sustainability of the operation.

At the institutional level the Joint Service Council (JSC) has the proper administrative structure and authority to manage the site. However, they seem to have a serious lack of skilled personnel and at the same time a high number of unqualified personnel significantly affecting the annual budget. This aspect will also be covered in the institutional due diligence exercise and appropriate recommendations will be made on how the situation can be improved.

At the technical level proper enforcement is necessary of environmental legislation to divert industrial wastewater discharges currently coming to the site.

Politically speaking Jordan is relatively a very stable government and national planning seems to have a proven track record despite the change in government structure and/or appointed Ministers. Accordingly it is unlikely that the project implementation will be affected by any change in government.

Other less important issues that could hinder the study’s progress could relate to logistics and cooperation by local authorities in providing reliable information and access to documents and previous studies that would help the expert team establishing a solid baseline.

3. Tasks to be conducted As per the study plan the coming six (6) months should witness progress on several fronts starting with the mobilization of experts and a kick-off meeting for the entire team to organize the work and explain the reporting requirements. Progress during the upcoming reporting period will focus on (a more detailed overview of all project development support activities is included in Chapter 6):




• Finalise an Implementation Plan with clear identification of resources used by MeHSIP-PPIF; • Mobilization of approved experts; • Kick off meeting with all experts on site; • Situation assessment to cover the main rationale, the institutional set up, the legislative set up

governing the sector, as well as a formulation of the baseline leading to a proper evaluation of the impact of current practices on the environment;

• Inception report will be prepared and presented that will update the findings presented in the TORs and provide a clearer picture of the approach and scope;

• During the following six months a full identification and scoping exercise will be completed; • Follow up on project pipeline and report on progress of current project as well as update

pipeline with newly identified projects; and • Continue coordinating with donors group at the national level.




4.2.3 Lebanon‐ExtensionofWWTPProject–El‐Ghadir The Al Ghadir project was identified as the one with the closest match to the overall objectives of MeHSIP-PPIF and was also assessed to have reached a certain level of maturity, in order to be included in Wave 1. All projects from Lebanon that are part of the ‘Horizon 2020 Project List’ are indicated in the map below.




Introduction / Background Identified as a priority by the Lebanese government this project is to develop the “Extension of the Al-Ghadir WWTP (Wastewater Treatment Plant)” to secondary treatment. The overall objectives are to contribute to improving the quality of coastal water and thus the quality of life of the area’s population. The specific objectives of the MeHSIP-PPIF assigment are:

1. Preparation of an updated Feasibility Study for extending the WWTP to secondary treatment.

2. Provision of horizontal support to improve water supply services in Al-Ghadir drainage area

The Al-Ghadir WWTP was put in operation in 1998 by KfW funds with a cost of approximately 7.5 M Euros. CDR was the executing agency and scope of the project was to protect the shallow coastal zone of Al- Ghadir from sewage discharges, thus reducing health risk and protecting the marine flora and fauna. The Al-Ghadir drainage area, as described in a previous Feasibility Study (conducted in the year 2000) is divided into four zones with different characteristics as follows:

• Z1 – Aley: located between 400 and 900m altitude, known as a summer destination (population estimate for 2040, approx 100.000 inh.).

• Z2 – Baabda: located between 250 and 400m altitude, suburbs of Beirut and characterized as good standing (ultimate population estimate for 2040, approx. 150.000).

• Z3 – Beirut, Southern Suburbs: Part of Beirut City it features working class districts and considerable concentration of migrants from the South and Bekaa (ultimate population estimate for 2040, approx 1.200.000 inh.)

• Z4 – Naame/Damour: located at 150m altitude, 20 km from south Beirut which is growing very fast in terms of population due to its easy access (ultimate population estimate for 2040, approx. 200.000 inh.).

Previously uncontrolled sewage was to be collected, pre-treated at the Al-Ghadir plant and discharged into the Mediterranean Sea via long sea outfall. The existing WWTP provides preliminary treatment, achieving some reduction of suspended solids but practically no reduction of the organic or microbiological pollution load. Discharge of the treated wastewater is through the 2.6 km long main sea outfall, which is reported to achieve satisfactory dispersion. However, discharges of either preliminary treated wastewaters

or raw sewage still take place through the emergency sea outfall (of only 0.5 km length) or other sewer collectors, still not connected to the WWTP. Currently the WWTP is operated by a private company. A laboratory for wastewater monitoring is established within the premises and a series of parameters are analysed and routinely reported to the

Figure4.4.:GeographiccoverofAl‐GhadirWWTP




BMLWWE (Beirut Mount Lebanon Water and Wastewater Establishment) and the Ministry of Energy and Water. The previous Feasibility Study examined several treatment, wastewater conveyance and sea outfall alternatives to identify the most economic and feasible combination that would enable protection of the population and the Mediterranean Sea from pollution caused by untreated wastewater discharges. Based on local conditions (e.g. relatively high temperatures, existence of a long sea outfall) and limitations (e.g. limited cost recovery potential and affordability, land availability for the extension) the study suggested the implementation of anaerobic digestion for wastewater treatment, combined with a system of long sea outfalls as the best alternative. In 2003, when the “Evaluation of the technical alternatives for the Al Ghadir treatment plant” was conducted by an external evaluator, it was reported that wastewater from c300,000 inhabitants was collected and discharged via the existing collection system to the WWTP, which led to a hydraulic plant load of only 25% of its capacity. Since then, it is understood that the flow to the plant has been increased significantly as main collectors and their connections have been completed and put into operation. During the mission conducted by MeHSIP-PPIF team (PL and Key Expert 2), for the preparation of study TORs, discussions were held with CDR about the proposed solution and it was agreed that the suggested solution in the previous feasibility study should be examined along with more modern processes in the feasibility study to be conducted. Support/tasks 1. Mobilisation of Project Leader An in-house Project Leader (PL) was approved and mobilised in April 2010. Following the intensive literature review she visited Lebanon between 4 and 7 May 2010, accompanied by Key Expert 2. This mission included meetings with various government counterparts namely, MEW, MOE, CDR, BMLWE, and active international actors such as GTZ, EU and KfW as well as private sector institutions in charge of ongoing projects such as BTD, EDESSA, ELARD, KREDO and a contact was established with Fichtner (in charge of preparing detailed design of sewer collectors within Al-Ghadir Wastewater Project). A de-briefing meeting was held with the EU Delegation with the aim to introduce the PL and to provide an update on progress and the planned nterventions for the next months. Positive feedback was received by the Delegation with a request to keep them regularly updated on progress made. 2. Backstopping support Backstopping by consortium team members was provided on administrative, logistics and technical matters on regular basis. Close consultation with backstopping team was maintained throughout this period on various aspects of wastewater processing technologies and on institutional and financial aspects. Support was provided for the identification of experts for the project at the national and international level. 3. Main scope as per ToR The main tasks of the MeHSIP-PPIF assignment are to prepare an updated feasibility study for the extension of the Al-Ghadir WWTP which comprises preliminary treatment only (Component 1). To safeguard a “no regret” investment for the extension of the Al-Ghadir WWTP an additional Component (Component 2) has been included in the scope of work to address EIB’s concerns of providing an integrated solution. An Implementation Plan (Annex 5) has been developed providing a time table including an overview of all main activities expected to be undertaken to ensure a successful implementation. The Study Plan is included under Annex 6 to detail the study activities to be carried out by MeHSIP-PPIF resources.




The MeHSIP-PPIF team prepared TORs to undertake the assignment for fulfilling the two components with the following focus: Component 1: Preparation of a revised Feasibility Study for the Al-Ghadir WWTP • Preparation of a revised Feasibility Study for the Al-Ghadir WWTP, taking into consideration:

o Changes in the wastewater management sector that occurred since 2000 in Lebanon, i.e. legal, institutional and policy level and current priorities;

o “Lessons learnt” from other completed or parallel projects of relevance; o Progress made in related works within the drainage area, such as further development of

sewer networks since 2000; o Limitations or pre-conditions deriving from recent legal or other developments that affect

the project development; o Changes of the baseline environment in the drainage area, such as existing population

and anticipated growth rate or new establishments etc. • Review of legal and Institutional framework • Assessment of the existing situation of water supply and sanitation in the project area • Demand analysis (future projections) • Definition of design criteria • Identification of possible technical options meeting project objectives/targets • Analysis of the selected scenario • Economic and financial analysis to include risk sensitivity analysis and projected cash flow • As part of the Feasibility Study report, an Environmental Impact Assessment report will be

prepared to include Public Consultation procedures in accordance with the Lebanese legislative framework on EIA, and in accordance with EIBs requirements on Environmental and Social Impact considerations during investments appraisal.

Component 2: Horizontal support to improve Water Supply services provided in the Al-Ghadir Drainage Area • To integrate provision of improved water supply services to the population of the Ghadir drainage

area, in order to improve willingness to pay and tariff collection rates which can be ensured through regular liaising with BMLWWE and the WB PMU for the implementation of the “Awali-Beirut Water Conveyor Project”5; and

• To support BMLWWE through the partial allocation of a specialised expert on the team, who will follow on the progress of the Awali project.

The assignment will be initiated following approval by EIB and the Promoter of the Terms of Reference. The assignment is expected to run for twelve (12) calendar months from its commencement date (expected to be in September 2010). Summary of progress to date 1. What has been accomplished so far Since completion and submission of the feasibility study in the year 2000, a number of significant developments have taken place in Lebanon, at policy, legal and institutional level, affecting the extension of the Ghadir Project. In addition, the baseline of the project, regarding the drainage area has been altered. The first mission to Lebanon by the Project Leader, and MeHSIP-PPIF Key expert 2 assessed the level to which the existing FS will need to be updated in light of the changes to the situation since 2000,. Other activities achieved so far can be summarised as follows:

5 Awali Beirut Water Conveyor is a World Bank financed project with Cost Sharing from BMLWE for the provision of improved water supply services to an area that includes the Al-Ghadir drainage area;




• PL approved by EIB for the project • Preliminary review of the existing feasibility study • First draft for TORs and detailed study plan with resource allocation • Collection of information on project is well advanced and will be intensified as soon as work

commences • Acquaintance with ongoing projects along the same area and meetigns with respective

stakeholders established • Ideintification of all STEs to be working on the project • An updated version of the Project Fact Sheet (PFS). (Annex 4) 2. Anticipated challenges and risks Following EIB’s requirement to include the water supply network as part of the MeHSIP-PPIF assignment clear commitments to address water supply have been provided by the Beirut and Mount Lebanon Water and Wastewater Establishment (BMLWWE) through a well detailed plan of action with cost estimate. This represents BMLWWE’s contributions to the Awali project loan agreement with the World Bank (WB). Successful cooperation with BMLWWE and WB PMU in following up the Awali Project implementation and its timely execution will be crucial in developing the Ghadir extension project. Another important aspect is the parallel preparation of detail design of sewer collectors within Al-Ghadir Wastewater Project, currently executed by a JV led by Fichtner. This study will provide relevant input in terms of current and future flows, planning and implementation of relevant works as well as data on costs and schedule progress will be important. Other risks relate to the future operation of the extension of the WWTP and the viability of the investment. These are mainly related to the lack of an appropriate tariff system for cost recovery of wastewater treatment facilities, institutional constraints with the availability of adequate human resources (in number as well as level of training). These risks will be evaluated throughout the MeHSIP-PPIF assignment, and recommendations made for their reduction or elimination. Politically speaking Lebanon is known for its weakness in executing long term plans that require political support. Although Al-Ghadir has been officially communicated as a priority, changes in government leadership could affect any such decision. This aspect needs to be observed very carefully if there is any change in government during the MeHSIP-PPIF assignment. 3. Tasks to be conducted Assuming as starting date the second week of September 2010 the immediate tasks for the next six months will cover the following (a more detailed overview of all project development support activities is included in Chapter 6):

• Finalise an Implementation Plan with clear identification of resources used by MeHSIP-PPIF • Mobilisation of approved STEs • Organisation of a kick off meeting with all experts • Information collection on background based on each expert’s requirements • Initiation of close coordination with BMLWWE on the Awali Project for water supply

improvement • Preparation of brief monthly progress reports • Complete all institutional and legal frameworks governing the sector • Initiate demand analysis for future projections • Completion of design criteria and basic assumptions for project development (Inception

report) • Submission of Inception report • Develop and evaluate alternative options (Intermediate report) • Submission of Intermediate report • Initiation of the preliminary design of the selected options • Follow up on project pipeline




• Coordination with donors group at the national level




4.2.4 Morocco–IntegratedSolidWasteManagement‐Tangier The Tangier project was identified as the one with the closest match to the overall objectives of MeHSIP-PPIF and was also assessed to have reached a certain level of maturity, in order to be included in Wave 1. All projects from Morocco that are part of the ‘Horizon 2020 Project List’ are indicated in the map below.

Introduction / Background As of 2002 the Urban Municipality of Tangiers was chosen by the Moroccan government (as a Pilot example) to benefit from the support and advice of GTZ in the solid waste and environment sector. Although some improvements as regards household waste collection have been made, the overall situation remains critical, in particular as regards the Mghogha dump site. The dumpsite is located on a steep slope with proximity to the Mediterranean Bay of Tangier. During the rainy season the garbage absorbs water and the slope becomes highly unstable. On more than one occasion the dumpsite witnessed massive landslide sending the garbage into the water stream below and towards the Mediterranean Sea.

Figure4.5.:Mapofprojectregion




The current state of the landfill of Tangier constitutes one of the major problems causing severe damage to the environment by polluting the Mediterranean Sea and affecting the standard of life of the population. Beginning June 2009, a pan 100 m wide detached from the main body of the waste and slid into the thalweg (largely occupying neighbouring private property/land). Approximately 80 to 100 thousand cubic metres of waste and soil moved fifty to a hundred metres below into the shaabah. This sliding waste stream is regularly on fire. The major problems and main threats of this site remain its stability, leachate discharge and gas and fume emissions. Despite these well defined problems and their serious implications errors are still committed in the daily operation and management of the site, such as, but not limited to:

• Continuation of daily discharge of solid waste is taking place on site • There is no organization nor equipment to combat fire • Waste is piled up to extreme heights on clay soil

In conclusion, the current state of the dump site of Mghogha in Tangier is such that it should be considered as an acute crisis situation and be dealt with on immediate basis. Recently the Urban Municipality of Tangier, the Commune of Fahs Anjra and the managing authority of the Tangier-Med port signed an agreement whereby they committed to define, locate, design, build and commission an inter-communal sanitary landfill.

The aim of this agreement is directly linked to the creation of an inter-communal “Public Household Waste Administration Service” and therefore includes, in particular, the construction of a new sanitary landfill (applying the principles of recycling and re-use) and the definitive closure and rehabilitation of the current dump site. The Project Fact Sheet is included in Annex 4.

Project development support/tasks 1. Mobilisation of Project Leader The Project Leader (PL) has been identifies and approved. His mobilisation will take place upon selecting the project promoter. However, the PL is currently undertaking the development of the detailed TORs for the study scope required for Tangier. 2. Backstopping support The main backstopping that was provided during the first six months of this Phase II was on logistical arrangements and establishing contacts with Government and EIB office in Rabat. Further ongoing backstopping support relates to identification of STEs for the implementation of the project feasibility study. TORs are under preparations and based on our preliminary assessments and site visits the main interventions to be undertaken are expected to be the following:

1. Study and assess the management, closure and rehabilitation of the existing dump site;




2. Study and assess the financial and economic feasibility of constructing a new inter-communal sanitary landfill to serve all of the three communes; and

3. Assess ESIA prepared by the current consultant on the new proposed site with public

consultation according to EIB standards. Summary on progress to date 1. What has been accomplished so far

So far the main achievements relate to the outcomes form MeHSIP-PPIF Phase I concerning the understanding of the scope of work related to this project, reaching a common understanding with local commune of the main intended interventions and consequently forwarding the request for financing to EIB for inclusion on Wave 1 projects. 2. Anticipated challenges and risks The Moroccan government is giving, during the recent years, signs of more effective administration through the decentralisation processes that gives more decision making power to regional governors and councils which increases the possibilities of integrating actions and policies. All approaches to solid waste management should now be negotiated with the Local Commune who are fully mandated to do so. The main challenge remains to make sure the local commune gets the central support for this project and the required guarantees. The timely implementation of ongoing activities and initiatives in the SW sector are of major importance in undertaking the study for the Tangier project. Any change or outcome needs to be well observed prior to fully engaging in project preparation. Some of the recent initiatives are:

the current study led by GTZ for the identification of a new landfill site to replace the current one;

the study financed by KfW entitled: «Étude les conditions cadre institutionnelles et financière de la gestion des déchets ménagers et assimilés au Maroc» will be of major contribution to the project; and

the WB loan for 100 Million Euros for « Municipal Solid Waste Sector Development Policy Loan » with an addition 100 million Euros to be allocated in the course of 2011.

3. Tasks to be conducted The main activities to be undertaken during the coming six months are expected to be the following (a more detailed overview of all project development support activities is included in Chapter 6):

1. Conduct technical assessment mission to include meetings with relevant stakeholders and government counterparts

2. Develop relevant TORs for studies to be conducted and get EIB and Government approval 3. Identify needed experts to carry out the studies and get approval 4. Mobilize the team of experts and initiate the preparatory works 5. Follow up on project pipeline 6. Coordination with donors group at the national level




4.2.5 Tunisia–IntegratedDe‐pollutionProject–LakeBizerte The Lake Bizerte project was identified as the one with the closest match to the overall objectives of MeHSIP-PPIF and was also assessed to have reached a certain level of maturity, in order to be included in Wave 1. All projects from Tunisia that are part of the ‘Horizon 2020 Project List’ are indicated in the map below.




Figure4.6.:LocationofLakeBizerte

Introduction / Background

The continuing deterioration of water quality of Lake Bizerta, including the alarming reduction in biodiversity and ecosystems health, has resulted in local inhabitants being exposed to increasing health and safety risks and has led the Tunisian Government to take decisive action. Despite efforts by the State, the public institutions and the private actors, anthropogenic activities in the lake’s catchment areas (urban, industrial and agricultural pollution) contribute to an acute degradation of the environment and severely affect water quality and the ecosystems of the Lake to

Bizerte and Mediterranean coastal fringe. Given the commitment to remedy past anthropogenic impacts and protect the environment from future impacts, the Ministry of Environment and Sustainable Development has completed a very detailed study on cleaning and rehabilitating the basin of the Bizerte Lake (2004-2006). Table 4.4 hereunder depicts the main sources of impact (wastewater discharges and solid waste) that have been identified and the environmental characterization of the Lake. A medium and long term action plan has been proposed and priority pollution control projects were identified. Additionally, a detailed environmental monitoring programme for the Lake has

been recommended. Table4.6.:Pollutioncontributionsfromdifferentsources(LakeBizerte)

Paramètres Débit MES DBO5 DCO Nitrates

P totau

x Hc

totaux As Cd Hg Pb Zn Fe

Source m3/jr kg/jr kg/jr kg/jr kg/jr kg/jr kg/jr kg/jr kg/jr kg/jr kg/jr kg/jr kg/jr

Rejets industriels 31886 5343,0

6 3670,2

2 6145,0

3 19,21 29,43 3126,45

15,24 2,21 0,06 1,62 2,41 1305,63

En % 61,22 45,40 27,18 24,33 31,38 76,29 99,25 97,39

69,62 76,01 68,8

9 63,5

8 99,19

Rejets d'eau domestiques 19996 3146,2

1 3306,2

9 7707,3

0 41,80 9,12 23,47 0,41 0,96 0,02 0,62 0,90 6,51

En % 38,39 26,73 24,49 30,51 68,27 23,65 0,75 2,61 30,25 23,99 26,1

7 23,7

3 0,49

Rejets de lixiviats 164 3275,7

4 6522,5

8 11402,

92 0,21 0,00 0,00 0,00 0,00 0,00 0,12 0,48 4,18

En % 0,31 27,83 48,31 45,14 0,34 0,00 0,00 0,00 0,13 0,00 4,94 12,70 0,32

Rejets portiers 40 3,50 3,32 5,02 0,01 0,02 0,11 0,00 0,00 0,00 0,00 0,00 0,00

En % 0,08 0,03 0,02 0,02 0,02 0,05 0,00 0,00 0,00 0,00 0,00 0,00 0,00

Total (kg/jr) 52086 11768,5

13502,4

25260,3

61,228

38,573

3150,03 15,7 3,17 0,08 2,36 3,78 1316,312

Total (T/jr) 11,769 13,502 25,260 0,061 0,039 3,150 0,016

0,003 0,000 0,00

2 0,00

4 1,316

Total (%) 100 100 100 100 100 100 100 100 100 100 100 100 100

Total (T/an) 2E+07

3530,55

4050,72

7578,08

18,368

11,572 945,01 4,7 0,95 0,02 0,71 1,14 394,89




Source : Etude sur la dépollution industrielle dans le basin versant du Lac de Bizerte (2004-2006)

With the support of the Ministry of Development and International Cooperation, the Ministry of the Environment and Sustainable Development (MESD or MEDD) has placed the restoration of the Lake Bizerte and its ecosystems high up on its action plan with the aim to reduce impacts of pollution on

the Mediterranean Sea. In view of the acute nature of the problem the project, as proposed under MeHSIP-PPIF, presents an integrated plan of clean-up interventions for the catchment area of the lake in order to restore the quality of the water and its ecosystems, thus improving living standards. The project envisages a set of integrated actions with the common objectives of de-polluting the Bizerte lake basin, improve the quality of its water and protect its ecosystems. To achieve this end, it is essential that all potential sources of pollution are eliminated or

reduced to acceptable standards. Project development support/tasks 1. Mobilisation of Project Leader An in-house Project Leader (PL) was approved and mobilised in April 2010. Following an intensive literature review, the PL conducted two site visits to Tunisia (project site at Lake Bizerte) in April (2010) accompanied by Key Expert 1 and 2 respectively. These missions included meetings with various government counterparts namely, MEDD, MDCI, ONAS, ANGED, APAL, CITET, as well as representatives at El-Fouladh (an industrial facility) in Bizerte. All these meetings took place in close coordination with EIB’s country office. During the second mission the draft TORs were reviewed with the local counterparts and final changes were integrated before submission to the EIB. MeHSIP-PPIF team held a de-briefing meeting with the EU Delegation where the PL was introduced and an update on progress achieved was provided. The planned interventions were also presented. A second visit was undertaken by the project leader in early June (1-4 June) 2010 to review the draft ToR 2. Backstopping support Backstopping by consortium team members was provided on administrative, logistics and technical matters on a regular basis. Close consultation with backstopping teams was maintained on various aspects related to the various components (multi-sectoral) of the project and to institutional and financial aspects. Support was provided for the identification of experts needed for the project at the national and international level. 3. Main scope as per ToR The study consists of four (4) different interventions, each with its relevant national counterpart. The TOR clearly describes the project interventions, which are summarised in the table below.




Table4.7.:Syntheticanalysisofinterventionsproposed(LakeBizerte)

ID Intervention National counterpart Description

1

Rehabilitation and upgrading of sanitation networks and extension of collective treatment system (WWTP)

ONAS

1. Upgrade and rehabilitate urban area networks 2. Construct new networks on Rural areas 3. Extension and upgrade of 3 WWTP (Bizerte, M. Bourghiba, Mateur).

2 Sustainable management of Solid waste in rural areas ANGED

1. Establish Transfer stations 2. Closure and Rehabilitation of the open dump 3. Construct a sanitary landfill

3 Improvement and monitoring of the Lake ecosystem MEDD / APAL

1. Rehabilitation of the Lake banks at Menzel Abderrahman level 2. Rehabilitation of the shellfish area (zone conchylicole) of Menzel Jemil 3. Environmental monitoring plan of Bizerte Lake 4. Introduce an Environmental awareness programme on the use of fertilizer and agricultural treatment products

4 Environmental upgrading of El Fouladh industrial plant El Fouladh / MEDD

1. Development of a solid waste discharge at El Fouladh (to confine and store industrial waste) 2. Pollution control plant El Fouladh (treatment of process water, sanitary water management, treatment of air emissions)

The study is estimated to be executed over a period of nine (9) calendar months assuming that there will be no major gaps for intermediate approvals. An Implementation Plan (Annex 5) has been developed providing a time table including an overview of all main activities expected to be undertaken to ensure a successful implementation. The Study Plan is included under Annex 6 as a sub-set of the Implementation Plan detailing the study activities to be carried out by MeHSIP-PPIF resources. Summary on progress to date 1. What has been accomplished so far With regards to Horizon 2020 and the MeHSIP-PPIF’s mandate the efficiency of the government strongly facilitated the process of project identification. At the end of Phase I MeHSIP-PPIF presented a new revised package of the initial projects presented by the government concerning Lake Bizerte. The main achievements for this first six months of Phase II can be summarized as follows: • Project Leader approved by EIB for the project • Two missions conducted by PL, including site visits and consultations • Preliminary revision of the existing studies was completed • First draft for TORs and detailed study plan with resources allocation finalised • Collection of information on project is well advanced and will be intensified as soon as work

commences • Field visits to various pollution sources in the area and meetings with respective stakeholders

established • Identification of all STEs to be working on the project is almost completed.




2. Anticipated challenges and risks Needless to say that although the project seems to have all the needed political support the main challenge will always be to keep it on the list of top priorities of the Tunisian government leading the project all the way to implementation. A reassuring sign is the recent change in the Government Cabinet that did not affect the MEDD where the same Minister was reassigned. The integrated approach of this project with several sectors to be covered poses a substantial challenge at the institutional level. Although the initiative is led by the Ministry of Environment and Sustainable Development every sector is covered by an autonomous authority. It will always be a challenge to make sure the proper institutional structure is put in place in order to ensure smooth flow of operations at the study level and more importantly at the implementation and management level. Military facilities are also present on the Bizerte site and seem to be contributing to the pollution load. It might be a challenge accessing those facilities, hence hindering overall coverage of the pollution sources. At the institutional level the various actors/institutions involved do not all possess the same level of technically skilled staff to accompany the project implementation. This aspect will be looked into through the institutional due diligence exercise carried out by the MeHSIP-PPIF team in the course of conducting the feasibility study. Appropriate recommendations will be made to address observed weaknesses. 3. Tasks to be conducted Given the complexity of the project and its multi-discipline approach explained above the main activities to be undertaken during the coming six months should be as follows (a more detailed overview of all project development support activities is included in Chapter 6):

• Finalise an Implementation Plan with clear identification of resources used by MeHSIP-PPIF • Finalise identification of any missing experts • Mobilisation of approved experts • Conduct a kick off meeting with al experts on site • Initiate information collection on background based on each expert’s requirements • Prepare brief monthly progress reports • Complete all analysis on institutional and legal frameworks governing the sector • Initiate demand analysis for future projections • Preparation of Inception Report (three (3) months after kick-off – expected for mid Dec. 2010) • Follow up on project pipeline • Coordination with donors group at the national level




4.3 SecondWaveProjects With the above five (5) projects recommended for the 1st wave, a further four (4) projects from the MeHSIP-PPIF pipeline are recommended for the 2nd wave. It should be noted that considering the longer lead time expected for developing the projects forming the second wave of the MeHSIP-PPIF Pipeline, the projects will be followed up and brought forward where possible considering available resources of the MeHSIP-PPIF team. The table below presents wave 2 projects with estimated total value of Euro 960.

Table4.8.:MeHSIP‐PPIFPipeline–2ndWave Country Sector Project Cost M EUR Jordan* WW Box culvert (40km) for wastewater conveyance (Zarqa/Amman) 50

Jordan* WW Construction of WWTP (4000 m³/day), sewer pipelines (80km) and pump stations (Azraq) 70

Syria* WW Tartous Horizon 2020 Framework Loan 40

Tunisia* IE Stop all discharges of phosphogypsum in the Mediterranean Sea and Rehabilitation of the Industrial Site (Gabes) 800

* The recommendations for the Wave 2 projects demonstrates progress achieved (or expected) and should not be interpreted as EIB expressing its interest in these projects.

4.3.1 Jordan 1. Zarqa/Amman – box culvert (40km) for wastewater conveyance The deteriorating state of the Zarqa River Basin has become a national priority. Sewage currently flows freely down the wadi all the way to King Talal dam creating odour and affecting irrigation water quality. The sewage has a direct impact on the Wadi Zarqa river basin and the water table and aquifers. In addition, the current sewage pipeline is regularly subject to acts of vandalism by local communities for irrigation purposes. During our Key Expert’s initial Phase II mission to Jordan discussions with the Water Authority of Jordan were held to follow up on this project. It was confirmed by WAJ that a technical study is progressing and is relatively advanced with results planned to be delivered by end of 2010. The technical designs will be reviewed by our team upon approval from EIB to allocate resources for Wave 2 projects. Consequently a gap analysis will be developed at all levels and future action identified and proposed. 2. Azraq – construction of WWTP, sewer pipelines and pump stations The Azraq Area is an oasis supplying drinking water to Amman and other regions. Protecting the water table and aquifers of Al-Azraq is thus a priority to maintain the quality of water supplied to other regions. This Oasis is subject to direct threat and serious impact on its water resources due to current operational practices in dealing with municipal wastewater. In the absence of sewer networks and treatment facilities, municipal wastewater is drained to septic tanks that are not regulated with resultant high probability of wastewater leaking to the water table. Water Authority of Jordan (WAJ) has planned several nationwide interventions in an attempt to protect water resources. The Azraq has high priority on the list of WAJ projects. Similar to the Zarqa Project our Key expert discussed this project with WAJ who confirmed that a technical study is progressing and is relatively advanced with results planned to be delivered by end of 2010. The technical designs will be reviewed by our team upon approval from EIB to allocate resources for wave 2 projects. Consequently a gap analysis will be developed at all levels and future actions identified and proposed.




4.3.2 Syria The map indicates the projects which are part of the current ‘Horizon 2020 Project List’ for Syria.




1. Tartous Water and Wastewater Project The coastal area of Syria can be considered as an environmental hotspot in the eastern Mediterranean. The EIB is financing part of the cost of the Tartous Water and Wastewater Project which is intended to provide sewerage and sewage treatment facilities for communities in Tartous Governorate and some adjacent areas in neighbouring governorates and thereby to improve the condition of the Mediterranean Sea. As presently conceived, the project will provide trunk sewerage and a wastewater treatment plant for the city of Banias and seven adjacent villages, as well as villages in the catchments of the Hreisun and Jobar Rivers. The system will serve a population of around 140,000. A feasibility study for the Banias project was completed in mid-2009. Construction of the new facilities is expected to take place between 2011 and 2013. Total estimated investment cost for the project is Euro 58 million. In 2010, the Government of Syria requested that the project be extended to include two further regional trunk sewerage and wastewater treatment schemes for villages and towns in the centre and south of the governorate. These are intended to provide a wastewater treatment plant at Al Ghamka (central Tartous) serving around 75 villages in the centre of the governorate and at Al Dabousiya (southern Tartous), serving 23 villages in the south of the governorate including some which are in the neighbouring Homs Governorate. The project may also finance improvements to water supplies where these are deemed necessary. A decision on the financing of these additional will be taken in late 2010.

4.3.3 Tunisia Gabes – Stop all discharges of phosphogypsum in the Mediterranean Sea and Rehabilitation of the Industrial Site At present the country’s largest polluter, which is also classified as a hotspot by UNEP-MAP, is the chemical industries based in Gabès. A number of initiatives have been funded by EIB, EC and other donors but the significant quantities of untreated chemicals discharged by these predominantly government owned industries are still polluting the country’s Mediterranean coast. The Government concluded that the main chemical industries should be relocated and the waste deposited over the years in the vicinity of the plants be treated. During Phase II, the MeHSIP-PPIF Team will support the informal working group brought under the auspices of the EC Delegation to Tunisia and assist in the identification of the different components and come up with a number of investment packages which could be presented to the donors and IFIs for funding. This activity is crucial given the important size of the project and the possible political implications arising there from. Based on our previous consultations with the promoter GCT, our team will continue discussions to reach an agreed approach on how to bring this project forward for financing under the H2020 initiative. It is to be noted that this will be a difficult exercise as the promoter will need to reveal the agenda planned for the interventions and the environmental impact in terms of pollution reduction will need to be clearly spelled out.




4.4 Updateonothercountries This section provides an update on recent developments and activities undertaken by MeHSIP-PPIF during the initial stages of Phase II.

4.4.1 Algeria The map below indicates the projects which are part of the current ‘Horizon 2020 Project List’ for Algeria.

The relevant government authorities expressed serious concerns about their capacity to deal with the large number of hotspots from industrial pollution sources on their coastal strip. The authorities acknowledge the pollution originating from urban wastewater, however they believe that they have sufficient human and financial resources to deal with this. Discussions with the MeHSIP-PPIF Team focused on requesting technical support to assist in the identification and formulation of projects to reduce industrial pollution at the coasts. Some 80% of the total industrial emissions (industrial wastewater) originates from six coastal Wilaya (Alger, Annaba, Bejaia, Oran, Skikda, and Tlemcen). The main technical deficiency lies in two aspects: i) the capacity to identify efficient technical and economical solutions for the industrial

emissions; and ii) the capacity of authorities in charge of managing the environment to set standards, formulate

and enforce laws for efficiently protecting the environment. MeHSIP-PPIF Team could intervene by undertaking a detailed assessment of each pollution area, assisting in identifying the scope of each intervention and developing the projects. Technical assistance in these areas would contribute positively to pollution reduction to the Mediterranean Sea from Algerian land based sources. The main polluting areas are:

• Fertial in Annaba • Mittal-Steel in Annaba




• Alzinc in Gazaouet • Sonatrach in several terminals located on the Mediterranean Coast • Mercury Complex in Azzaba

Discussions are expected to take place with the Algerian Government, involving the European Commission and IFIs, concerning the assistance needed to address the environmental hotspots in the Mediterranean coastal region arising from industrial emissions. During Phase II the emphasis will be the development of Algeria’s Horizon 2020 Pipeline.

4.4.2 Egypt The map below indicates the projects which are part of the current ‘Horizon 2020 Project List’ for Egypt.

During Phase I of MeHSIP-PPIF the Master Plan for wastewater management was still in production and was not finalised and adopted until late in the process. Given the time that has elapsed since the Master Plan was adopted, and given the scale of pollution deriving from Egypt, MeHSIP-PPIF will revisit Egypt and examine in more detail three projects which are considered to be the most likely to be able to make progress in the medium term.

4.4.2.1 Infrastructureprojectidentification The majority of Egypt’s 83 million inhabitants live close to the river Nile. Most pollution generated from the land based sources either ends directly in the Nile or though drainage canals to the Mediterranean Sea. The Lower Egypt (Delta) region located downstream the river Nile and with a population over 35 million is characterised by the highest population density as well as the highest domestic and industrial pollution loads. In addition water bodies in the Lower Egypt (Delta) region receive extra




pollutant loads from the upstream urban cities (Cairo and Giza). All these pollutants are discharged finally to the Mediterranean through drains or coastal lakes located along the Mediterranean in the Delta region (Manzala, Burullus, Edco and Mariout). The Horizon 2020 Project Pipeline for Egypt does not, at least not until today, reflect the pollution loads generated. During Phase I the Water and Wastewater Holding Company presented two projects for the Horizon 2020 Pipeline as the process of finalizing the National Strategy was still not completed. The now completed National Strategy presents the list of projects which each Governorate is seeking finance for but extensive work needs to be done to go from a list of interventions to an investment programme which will have a substantial impact in reducing the significant pollution loads which are currently discharged to the canals and the Nile. For the Solid Waste Management Sector, an EU / German initiative has been well received by the Egyptian Government. An EU and a GTZ grant is expected to be given in the near future (probably by 2012) to the Government for the development of a National Solid Waste Management Program (NSWMP) together with a KfW loan. One of the main outputs of the programme will be to delineate the responsibilities of authorities of the numerous institutions responsible for the development and management of solid waste within the country. The NSWMP is expected to be designed in a way that other European partners can provide additional investment and TA funds for the project’s implementation. It should be pointed out that the new satellite towns which are developed based on PPP approach foresees that the SWM will be managed separately and under the Ministry of Housing Utilities and Urban Development, New Urban Communities Authority who are in the process of developing the investment projects in this sector. Industrial Emissions projects are managed by the Ministry of Industry and discussions have taken place with the Ministry of Trade and Industry and the Industrial Development Agency in assessing the investment projects and the resulting Horizon 2020 Project Pipeline in this sector. The Ministry is placing significant importance to the pollution loads generated by the industries and a number of inter-ministerial discussions have taken place to address these issues. Although, the Ministry’s role in developing future environmental infrastructure investments projects to address sources of industrial emissions should not be underestimated, it should nevertheless be noted these projects will eventually be developed and implemented by the sectoral ministerial departments and organisations. Therefore, the promoters of these investment projects are HCWW for waste water and the Governorates for solid wastes. One of the key criteria for projects developed in the context of MeHSIP-PPIF is that the investment project will lead to significant quantitative and measurable reduction to the pollution loads. For such a reduction to take place, the projects should have a holistic approach addressing most of the sources of pollution. During meetings, that took place during Phase 1 and the first four months of Phase 2 have, our team concluded that such a programmatic approach will necessitate the coordination between the different authorities responsible for investments and such an approach will require one authority to take the lead in coordinating the individual project components. Up to date, such an authority has yet to be identified and with the exception of Alexandria Hazardous Waste, the other two projects address the needs of more than one sector. In developing the prefeasibility studies for Marsa Matrouh and Burullus Lake, the MeHSIP-PPIF team aims to act as a catalyst in bringing the promoters together and develop an investment programme. A. The next steps During Phase I of the MeHSIP-PPIF, significant amount of resources were invested to develop the Horizon 2020 Project Pipeline for Egypt and priority investment projects to be developed by the MeHSIP-PPIF team during Phase II. The projects selected by the Egyptian Authorities are at very early stages of development and substantial technical assistance is needed to develop them. In view of Egypt’s contribution to the pollution of the Mediterranean Sea, it was decided that further inputs should be provided by MeHSIP-PPIF in further developing three projects namely Marsa Matrouh, Burullus Lake, and Alexandria Hazardous Waste.




No studies have been undertaken for the Marsa Matrouh and Burullus Lake projects and initial scope have been prepared by MeHSIP-PPIF. During the coming three months, a team of experts will further develop the project scope with justifications on the project components to be included and based on a technical, financial environmental and economic assessment, a proposal in the form of a pre-feasibility study will be made. The scope of Alexandria Hazardous Waste Project however, is well elaborated as the facility was constructed in September 2006 with Finish Government financing. The facility is operated by the Hazardous Waste Management Unit which belongs to the Governorate of Alexandria and a request of twenty five million Euros was made to finance the infrastructure which will receive the organic hazardous waste and recycle some inorganic hazardous waste. The technical, financial environmental and economic assessment will be prepared by the MeHSIP-PPIF team in the form of a pre-feasibility study. The pre-feasibility studies will provide sufficient information to confirm the government’s interest to seek financing for these projects. A number of missions have taken place by the MeHSIP-PPIF Long Term Experts with the aim to reinvigorate Horizon 2020’s pollution reduction component in Egypt. Resources have been mobilised for the preparation of the Terms of Reference which have been approved by EIB and the experts will commence their mission once their CVs are approved. The study will be completed within three months from its commencement date. Project development support/tasks 1. Mobilisation of Project Leaders Expected to be mobilised along with the other STEs to oversee the preparation of the three studies. 2. Backstopping support During this stage the backstopping team made a literature review of the documents prepared during Phase I and the reports on the Alexandria Hazardous Waste. The TORs for the assessment of the three projects were prepared and submitted. The TORs are now approved and a team of experts to undertake the assignment have been selected. Upon their approval, the experts will be mobilised in order to undertake their missions and submit their recommendations during the second semester of Phase II. 3. Main scope as per ToR The main deliverables of this MeHSIP-PPIF assignment are:

Pre-feasibility studies (incl. detailed Study Plans) for the three projects in the MeHSIP-PPIF pipeline for a decision to continue project preparation activities or not;

Updated Project Fact Sheets for Marsa Matrouh and Lake Burullus projects and development Project Fact Sheet (and GAP analysis) for Alexandria; and

Update the Horizon 2020 Project Pipeline. With the scope of the assignment agreed upon, the MeHSIP-PPIF team will produce the initial report for review within three months. Taking into consideration the comments, the revised final version is expected to be submitted within a maximum period of one month of receiving all the inputs. 1. Marsa Matrouh integrated water and waste water project 1. What has been accomplished so far This section provides an overview of the key findings as regards the Marsa Matrouh project that was collected by the Key Experts during their scoping missions.




The Governorate’s greater concerns were on the provision of water to the expanding population and large seasonal influx of water users. The main concern is that the limited water supply will hamper economic growth. HCWW, in its National Master Plan for Water and Wastewater, 2009, has identified the need for substantial investment (US$ 132m) in new sanitation infrastructure in Marsa Matrouh Governorate. The Expansion of Marsa Matrouh WWTP is one of its priority projects for the first five year plan 2007-2012, and has expressed willingness to offer it to IFIs for financing.

This project is in line with the objectives of the National Strategy for Sanitation to provide sanitary drainage and wastewater treatment to all urban and rural communities. It will also contribute to providing 100% drinking water service to the rural and urban populations of Marsa Matrouh Markaz. This project will cover all the needs of Marsa Matrouh Markaz (urban and rural) with drinking water and sanitary collection and treatment of wastewater until 2022. It will also increase the reuse of wastewater for irrigation of green areas and fuelwood plantations. Drinking water is critically short in Marsa Matrouh city and all the settlements and tourist areas on the Mediterranean coast. There is an estimated shortfall of around 18,000 m3/day between supply and demand in the summer. Increasing abstraction of water from the El Nasr

canal Figure4.7.:MapofDeltaRegion in Buheira Governorate, together with the necessary pumping stations and pipelines would not be feasible. Construction of local seawater desalination plants must be considered. The project would provide one desalination plant with capacity of 12,000 m3/ay at Marsa Matrouh city, and one with 6,000 m3/day capacity at Ras al Hikma.

Further extensions to the wastewater collection system and wastewater treatment plant in Marsa Matrouh city are required in the longer term if the present coastal environment is to be preserved. An extension of the WWTP to 70,000 m3/day capacity will be required. Provision of wastewater disposal facilities in outlying settlements in the Markaz will also be required. In recent years Marsa Matrouh city and its district have experienced an explosive growth in tourism with up to 3,000,000 domestic tourists visiting the area every summer. This figure is predicted to rise steeply in the coming years to around 9,000,000 in 2022. At the same time the permanent population is predicted to increase by over 3% per annum to around 460,000 by 2037. There is huge pressure for development of new tourist resorts, hotels, apartments and villas. The Governorate’s environmentally sensitive desert

coastline and clean beaches will come increasingly under threat from tourist development unless early steps are taken to preserve them.




The Governorate ranks high in the Government’s priority list for investments in water and sanitation during the period 2007 – 2017 and there is an ongoing programme of construction of new wastewater infrastructure (WWTP networks extensions), which is planned to be completed by 2010. However, drinking water demand greatly exceeds supply during the summer months and water rationing is obligatory. Residents take water from contaminated shallow wells. The twin main aims of this project – based on the rapid increase of population and tourists in Marsa Matrouh Markaz are: • to provide urgently needed additional sources of drinking water for permanent residents and

summer visitors, and • to sustain the present clean environmental conditions, which is the main attraction for visitors from

Egypt’s big cities, from the continuous threat of degradation from development. A second aim will be to reduce the risk of water borne disease, particularly among rural residents from using shallow well water contaminated with cesspit effluents. A third aim will be to create favourable conditions for the continuing expansion of business (agriculture, agro-industry and minerals as well as tourism) and employment in the district. The key challenges facing the project are (i) to ensure timely investment in the necessary infrastructure to keep pace with development and (ii) to ensure proper management of private and public wastewater treatment and disposal systems. The pre-feasibility study and actions to take place The scope of this project has changed significantly since the initial assessment and the Project Fact Sheet and Gap Analysis will have to be revised accordingly. Potential sources for water supply have been assessed and the most viable option to augment the additional water supply needed is from desalination. A desalination expert to be mobilised during the pre-feasibility stage will assess the needs and recommend possible investment options for the provision of the additional water. As water will be supplied from such an expensive source, the need to minimise the losses in the system which are currently significant, is now a priority. The water supply engineer will assess the water network and make recommendation on the investment needs to bring the water sources to an acceptable level. In addition, the coverage of the system will be assessed in order to make sure that the water supply network is designed to supply the current and forecasted demand. Moreover the recovery of the tariffs will be assessed as it is crucial for the financial viability of the investment. One of the main positive elements of the investment is that Marsa Matrouh being classified as a tourist resort is subject to higher tariffs. As a significant proportion of wastewater will eventually be generated from such desalination, water reuse will now be considered a priority. The current practices of discharging partially treated wastewater for irrigation will have to be reassessed and the possibility of water reuse for municipal purposes will have to be considered. The waste water collection system will also be assessed with the aim to increase coverage and reduce losses in the system. The proposed project will have direct economic and social impact in the region. Water scarcity is already impeding economic growth and the constant availability of water at an acceptable quality will have significant impact in the region. The area mainly relies on domestic tourism and is growing rapidly given the increased disposable income in Egypt. Based on the Governorates development plans, the economists will assess the financial, economic, and social impact of the project. 2. Lake Burullus integrated pollution reduction project 1. What has been accomplished so far




This section provides an overview of the key findings as regards the Lake Burullus project that was collected by the Key Experts during their scoping missions. Despite substantial investments in wastewater collection and treatment infrastructure up to date, the service degree of sanitation systems within the Lake Burullus area is quite low. According to the results of Phase 1, the investment needs for the this area focus on the expansion of sewerage networks and the development of new wastewater treatment plants in order to improve water quality of the irrigation-drainage canals discharging to the Lake Burullus, the Nile and subsequently the Mediterranean Sea. However, the extent of pollution discharged to the irrigation canals combined with the variety of pollution sources indicated the necessity of an integrated programme involving water treatment and supply, solid waste management and wastewater collection, treatment and re-use. The Lower Egypt (Delta) region located downstream the river Nile and is characterised by the highest population density as well as the highest domestic and industrial pollution. In addition the water bodies in the Lower Egypt region receive extra pollutants loads from the upstream urban cities (Cairo and Giza). All these pollutants are discharged finally to the Mediterranean through drains or coastal lakes located along the Mediterranean in Delta region (Manzala, Burullus, Edco and Mariout). The Governorate of Kafr el Sheikh lies at the centre of the lower Nile Delta, with 100 km of coastline on the Mediterranean; the Governorate makes an important contribution to the agricultural output of Egypt. It is a thriving agricultural and industrial Governorate and is relatively wealthy by comparison with other areas of Egypt. Large investments in the sector have been made in the last decade. The Governorate now has 21 WWTPs serving the larger centres and some rural areas, but the coverage of wastewater collection and treatment services in rural areas is low. The HCWW’s National Strategy Plan for Water Supply and Sanitation (April 2009) foresees the need for investments of EL 767.50 million (US$140 million) in Kafr el Sheikh Governorate. The investments are included in their list of High Priority Projects for Sanitation in 2007-2012 and ranked No.1 in planned investments in the Mediterranean Coastal area. Over the last two decades Kafr el Sheikh has received substantial international support for water supply and sanitation projects. A KfW-financed program for construction of 21 wastewater treatment plants (10 for cities and 11 for rural areas) is nearing completion. A policy has been successfully implemented of combining villages into “clusters” for provision of wastewater treatment. The World Bank is currently implementing a wastewater project in 7 village clusters in the south of the Governorate and will finance a further 21 in the south in a later phase. It is now proposed to reduce pollution of the Nile and Burullus Lake by implementing a similar project for the northern part of the Governorate The pre-feasibility study and actions to be taken At this stage, the MeHSIP-PPIF assignment will be to review and update project scope developed in Phase I by including new infrastructure relating to water supply and wastewater collection and treatment improvement as well as solid waste management. These recommendations will be in line with the National Policy, the National Strategy for Water and Wastewater and the National Strategy for Waste Management. The project scope is expected to be concentrating on the discharges to Lake Burullus, which will include the identification of the pollution sources and then agree on the scope of the project/program activities to achieve a quantifiable impact of the identified projects in this region based on a holistic approach. Attention should be given to assets and development opportunities within the project area (Delta) to ensure program/project sustainability via optimizing and utilizing natural resources of Delta without causing any ecological disequilibrium in this vital zone. The assessment of the project’s current conditions will entails critical revision of information currently available within the Project’s Fact Sheets and Gap Analysis developed by MeHSIP-PPIF as well as the collection of missing information from the project promoter and local stakeholders, which is necessary for the determination of the project’s current status.




The technical assessment of the proposed infrastructure project involves the determination of the main design parameters and standards and thus giving a quantifiable measure of the project’s size. This overview will also entail recommendations for existing infrastructure improvements and upgrading or the necessity for new investments along with justification for the selected options. As the project is expected to have a significant environmental and social impact, the potential environmental constraints will be highlighted within the examined area that could affect the implementation of the proposed infrastructure, while impacts to the environment from the execution and operation of the works and mitigation measures will be outlined. On the other hand, the impacts to the social environment of the communities – end users of the infrastructure will be also outlined. On the basis of the technical overview of the infrastructure a high level estimation of investment costs and O&M cost is applicable, while potential revenues from tariffs and/or other sources (e.g. tax based subsidies) will be presented. The financial and economic analysis of the examined investment will appraise the profit of the investment. The financial analysis will estimate the profit accruing to the project-operating entity or to the project participants, whereas the economic analysis will measure the effect of the project on the economy. For the project to be economically viable, it must be financially sustainable, as well as economically efficient otherwise the economic benefits will not be realised. During the financial analysis, all expenditures incurred under the project and revenues resulting from it will be taken into account, while in economic analysis an attempt to assess the overall impact of the project on improving the economic welfare of the region concerned will take place The extent of pollution discharged to the canals and Burullus Lake is significant and if major improvements to the quality of the discharged water are to be achieved, an integrated programme will have to be developed. This however will be a big challenge to the Egyptian Authorities as there is little precedence of integrated projects with a programming approach. However, the sources of pollution will have to be assessed and an integrated programme will be proposed. The pre-feasibility study will provide recommendations based on a programmatic approach on the investment needs, the options and will propose a course of action based on the assumption that the study will provide positive results. 3. Alexandria Hazardous Waste Project 1. What has been accomplished so far This section provides an overview of the key findings as regards the Alexandria project that was collected by the Key Experts during their scoping missions. This project was not assessed during Phase I as it was not originally foreseen to be part of the MeHSIP-PPIF pipeline. The background information collected so far has clearly demonstrated the significant environmental and public health issues arising from the uncontrolled disposal of industrial hazardous waste, as well as the fact that Alexandria incorporates around 40% of industrial activities and some 60% of petroleum industries in Egypt, the project scope to be further elaborated is expected to focus on the follow-up and integration of the Hazardous Waste Management System currently implemented by the Governorate of Alexandria. The pre-feasibility study and actions to be taken The MeHSIP-PPIF team will closely review the recent Master Plan developed while also collecting additional key documents (if available), such as: EIA, draft designs, tender documents. This will allow for a comprehensive project scope to be presented, and hopefully agreed with project promoter and key stakeholders. The investment needs in Alexandria’s Al Nasreya Hazardous Waste Centre are mainly oriented on the processing of more types of hazardous waste and in particular organic and high toxicity inorganic




hazardous waste to meet regulatory requirements and the industry’s demand for adequate and safe disposal. This activity will be implemented through meetings among the experts’ team, the project promoter (Governorate of Alexandria) and relevant local stakeholders including the EEAA, the Hazardous Waste Management Unit (HWMU) that currently operates the Al Nasreya Hazardous Waste Treatment Centre (HWTC) and international Banks. At this stage, the MeHSIP-PPIF assignment will determine the project scope and its components on the basis of a holistic approach for the management of hazardous waste generated within the Governorates’ boundaries. The project components will be prioritised according to the suggestions of the HWMU and the treatment-disposal needs arising from the local industry. A critical revision of information currently available in the Progress Reports for Al Nasreya HWTC prepared by the Finnish partners during Phases I and II of the Centre’s development and collection of missing information from the project promoter and local stakeholders, which is necessary for the determination of the project’s current status will be undertaken. The technical assessment of the project will be carried out as it is essential for the determination of principal design features for the new processing infrastructure as well as the needs for upgrading of the existing hazardous waste management facilities. Moreover, hazardous waste quantities and composition forecasts will radically affect the capacity of the foreseen facilities, while the project’s objectives and targets in combination with design parameters and standards will affect the selection of the most applicable technical option. Environmental and social assessment of the project has a double character. On one hand, potential environmental constraints will be highlighted within the examined area that could affect the implementation of the proposed infrastructure, while impacts to the environment from the execution and operation of the works and mitigation measures will be outlined. On the other hand, the impacts to the social environment of the communities – end users of the infrastructure will be also outlined On the basis of the technical overview of the infrastructure a high level estimation of investment costs and O&M cost is applicable, while potential revenues from tariffs and/or other sources (e.g. tax based subsidies) will be presented. This activity also entails the financial and economic analysis of the examined investment. Both types of analysis will appraise the profit of the investment. The financial analysis will estimate the profit accruing to the project-operating entity or to the project participants, whereas the economic analysis will measure the effect of the project on the economy. For the project to be economically viable, it must be financially sustainable, as well as economically efficient otherwise the economic benefits will not be realised. During the financial analysis, all expenditures incurred under the project and revenues resulting from it will be taken into account, while in economic analysis an attempt to assess the overall impact of the project on improving the economic welfare of the region concerned will take place. The pre-feasibility study will provide recommendations based on the current and forecasted generation of hazardous waste which could be received by the facility. Possible investment options will be provided and a course of action proposed. B. Anticipated challenges and risks So far the main challenges faced are twofold. The Egyptian Authorities are currently busy with the implementation of ongoing projects and they faced a degree of difficulty in allocating the human resources needed to identify and develop environmental infrastructure investment projects, especially in the wastewater sector. The second challenge was in defining the depth of the foreseeable study in view of the limited information available and risk in developing the assessment without moving into the implementation stage. This issue was extensively discussed with EIB and it was agreed that an assessment will




provide the required information which will enable the promoters and the financiers to make informed decision on the next stages of developing these projects for possible financing and implementation. The third challenge and risk is that the Egyptian counterpart continues to place emphasis that the three projects are still priorities and will provide the necessary human resources needed in bringing these projects to a level of maturity needed for EIB and other IFIs to consider them for possible financing. The fourth challenge and risk is that in integrated projects, a lead agency is appointed by the Egyptian Government to ensure the coordination between the project components. This ‘coordination authority’ needs to have sufficient resources and ‘clout’ to be able to push through with the project. The fourth potential challenge and risk lies with the size of the investments. This is applicable to the Alexandria Hazardous Waste Project as the estimated size of the investment is twenty five million US Dollars which is significantly lower than IFIs usual thresholds. Regarding institutional set-up, practical difficulties with coordination of environment policy emerge at higher levels of decision-making due to contradiction of environmental assets and at lower levels due to the large number of implementation bodies that are named as ‘responsible’ by the many laws and decrees that have environmental implications. The institutional overlap between ministries and involved agencies also lies with the originating legislation. Another barrier is that Egypt’s public sector human resources are weak in terms of environmental expertise, thereby posing a difficulty for implementation and enforcement of environmental policy. C. Tasks to be conducted Given the current situation explained above the overall activities to be undertaken during the coming three months should be as follows:

• Mobilising the team to undertake the assessment • Mobilize the team of experts and initiate the preparatory works • Conduct technical assessment mission to include meetings with relevant stakeholders and

government counterparts • Prepare the draft report with recommendations • Discuss with EIB and promoters the report findings • Follow up on project pipeline • Coordination with donors group at the national level

For specific activities related to each one of the three projects where a pre-feasibility study will be developed, please refer to the section on the respective project (in the section above).




4.4.3 Libya The map indicates the projects that are part of the current ‘Horizon 2020 Project List’ for Libya.

As Libya was not visited during Phase I or Phase II to date, progress has not been captured and updated and no new projects were added to the short list.




4.4.4 OccupiedPalestinianTerritory The map indicates the projects which are part of the current ‘Horizon 2020 Project List’ for the Occupied Palestinian Territory.

Security concerns hampered the MeHSIP-PPIF’s Team efforts to visit the region for an assessment exercise to follow up on de-pollution projects. It was not possible to update the project list for progress on ongoing projects and the addition of new projects during Phase I. The MeHSIP-PPIF Team will




continue on trying to organize a mission during Phase II to update the short list and to discuss with the Palestinian authorities their further involvement in the MeHSIP-PPIF process.




5 Component4:Capacity‐building&KnowledgeManagement The key aim under this Component is to provide tailored capacity building support directed towards the project proponents and focusing on enhancing skills and expertise in preparing and developing specific projects. Sufficient administrative capacity of the project promoter is critical if projects are to attract necessary financing. Further, this Component will ensure that key stakeholders are fully informed about the MeHSIP-PPIF project, and by extension the Horizon 2020 initiative, through dissemination and publication of project relevant information, complemented by the development of an interactive web site, which is expected to link or be part of EEA’s web site for the Horizon 2020.

5.1 CapacityBuildingIn many of the countries public institutions do not possess adequately skilled staff to efficiently manage resources and to forecast, prioritize and plan capital expenditures. In addition, they often have limited capacity for project preparation and require significant support to manage international standard tendering and procurement processes. The MeHSIP-PPIF capacity building input intends to address this general weakness in respect of the preparation and implementation of projects. Considering the now operational TA programme, the “Mediterranean Environment Programme (CB/MEP), which falls under Component 2 of Horizon 2020 (“Capacity building measures”), the MeHSIP-PPIF team will ensure efficient coordination with CB/MEP on its planned capacity-building activities.

5.1.1 NeedsassessmentlaunchedIn line with our approach for this component, two needs assessments have been launched in Jordan and Tunisia respectively. A questionnaire has been designed for this purpose (in English and in French). The questionnaire has been officially communicated to counterparts in Jordan and Tunisia, namely to the MoPIC and MEDD respectively. A deadline has been assigned for completion of the needs assessment exercise by end of June 2010. The target respondents to this questionnaire are the main interlocutors of the Horizon 2020 initiative in addition to all project proponents and stakeholders involved in wave 1 and wave 2 projects. The questionnaire has been designed to address issues related strictly to project development, preparation and implementation in addition to financial issues and projects’ monitoring and evaluation. This will ensure that the needs assessment launched within the framework of MeHSIP-PPIF will not risk duplicating the work of CB/MEP (Component 2 of Horizon 2020). Accordingly the main outcome of this needs assessment is to identify areas of strengths and weaknesses to guide our planning for capacity building events with focused objectives. Complete version of the needs assessment questionnaire is attached under Annex 7 for reference.

5.1.2 NextstepsFollowing the distribution of the questionnaire MeHSIP-PPIF will follow up closely with government counterparts to: i) ensure the process is flowing smoothly; ii) respond to any unclear aspects of the questionnaire; and iii) ensure that the dead line by end of June will be met. What is equally important at this stage is

to be very attentive to respondents and identify any weak points in the questionnaire in order to improve it prior to launching it among other countries.

Upon receipt of the completed questionnaires MeHSIP-PPIF team will review answers and analyse them thoroughly. The results of the analysis will be to identify weak and strong areas and consequently capacity building needs to be addressed. The questionnaire is designed in a way to




allow statistical analysis and come up with reasonable results. This is a very important step to make sure that capacity building sessions are tailored to the needs expressed by the respondents. After July 2010, the questionnaire will be launched among the remaining countries. The plan is to have all questionnaires collected by end October so that the analysis of all questionnaires is finalised and priority areas for capacity building topics are identified. Accordingly relevant experts will be mobilized to initiate training events hopefully by beginning of 2011. Throughout this process our team will continue coordinating all capacity building activities with the CB/MED team and all results reached will be shared with them in order to make sure that we can optimize resources available for Capacity Building activities across the Horizon 2020 initiative, and utilize potential synergies that will arise. In practical terms this coordination should lead to organising joint events to include specialised sessions needed to cover the capacity gaps related to project preparation and development that have been identified by the MeHSIP-PPIF team.

5.2 KnowledgeManagementInformation dissemination under MeHSIP-PPIF is part of an integrated process of Knowledge Management (KM) to provide for:

1. a common understanding among all partners and stakeholders on the Horizon 2020 project pipeline;

2. transparent information on project pipeline progress; 3. a sense of ownership among partners and stakeholders through the creation of a platform

where all information can be shared and updated; and 4. credibility among partners and stakeholders that will help in building ownership of the process

at the country level. This is why our team has made available several KM tools starting with the Project Fact Sheets, the Country Fact Sheets and the web based platform to include an online database on all projects in the region and MeHSIP-PPIF respective activities in project preparation and development.

5.2.1 WebsitePreparations of the MeHSIP-PPIF website are moving forward. Following EIB's approval of our STE, the expert was quickly mobilised and has been coordinating with EEA on the platform that will be used. This is a critical step as the choice will have implications on the number of functions available (e.g. interoperability). A first version of the suggested web site is expected to be ready by July. The Web site will be the main place where all information produced by the MeHSIP-PPIF will be presented. It is designed as a database to host all project related information collected through the various KM tools that are put in place namely, CFS, PFS and progress reports. It will be an online information base covering all Horizon 2020 South Mediterranean Partner Countries as well as de-pollution activities and project financing. The online information platform will constitute the backbone of the MeHSIP-PPIF’s content management allowing for stakeholders’ interactions and exchange of information as well as regular updating project information and progress on preparation. Moreover the web site will host the project scorecard database that allows users to check the status of any given project and allowing for a holistic overview on the progress of all Horizon 2020 de-pollution projects in the Southern Mediterranean Region. This integrated project database will allow for flexible search criteria and will be linked to geographic locations using Google mapping system for geographic representation of project distribution.




5.2.2 PublicationmaterialDuring Phase I, an overall visibility and dissemination strategy targeting key actors involved in the process was identified. Firstly it became apparent that the competent authorities in country actually responsible for the decisions relating to the investment project pipeline are not generally from the ministries of environment. The Horizon 2020 focal points serving as coordination point in country are those often already well informed about Horizon 2020, its components and related Technical Assistance resources available. It therefore became apparent that one of the priorities for the MeHSIP is to raise awareness within the other key sector ministries of the Horizon 2020 process in general and inform them more particularly of the context, tools and procedures related to the MeHSIP-PPIF. As part of an overall assessment of the range of visibility materials, it was agreed to produce in the first instance a brochure laying out the basic information concerning the MeHSIP-PPIF context, partnership and tools. It is proposed to follow up over the course of the next months with targeted shorted leaflets informing of the progress under the development of the project pipeline and possibly particular sectoral issues depending on the target audience for which the material is required (Horizon 2020 Steering committee, Ministerial conference, regional workshops of the CB MEP, updating of the project pipeline etc.) It would be useful to discuss the visibility strategy as an overall approach with EIB staff as well as meeting with the team of EIB designers in order to get familiar with the styles and procedures of their publications. The information and visibility expert could travel to Luxembourg in the next weeks in order to discuss this further. Brochure In the design of the brochure particular attention was paid to building on existing messages emanating from other key actors in the region and the UNEP/MAP visibility material was studied carefully. Considerable research was invested in the choice of the design of the brochure and the advice and experience of the UNEP/MAP communication unit was sought after and was very helpful. It was advised to produce a brochure as a first publication material as this will constitute basis on which the MeHSIP will be judged. It constitutes a solid “carte de visite” to be distributed to target audiences in country and within the Horizon 2020 stakeholder network. The brochure has been going through different draft stages and is currently in its last round of corrections after the comments of the EIB will be integrated. A limited set of brochures will be printed for the internal MeHSIP use, to be distributed in their ongoing activities and missions. For more substantial numbers of copies the printing services of the EIB might be requested. Other material Additional visibility material which is under development of planned to be developed for the MeHSIP are:

(i) a poster of the Mediterranean Sea and its coastal regions, as a satellite composition depicting coloured dissolved organic matter (CDOM) in the Mediterranean as captured by the MODIS Aqua satellite sensor during March 2010. The satellite composition provides a snapshot of the potential hot spot pollution in the Mediterranean. The poster is not to be seen as a scientific tool but as an awareness raising tool which government agencies and other key actors would like to make use of. The idea is that this satellite composition map (which also figures in the brochure) could be used as a basis for maps to be developed in the future updating on the progress in the project pipeline development and related amelioration of the pollution hot spots).




(ii) Short leaflets developed in order to inform meetings (ministerial, Horizon 2020 Steering group meeting, UfM etc.) or targeted audiences of a particular development within the MeHSIP-PPIF (project pipeline development, sectoral updates etc.)

(iii) Visibility material to be distributed at meetings organised by the MeHSIP such as memory usb sticks, pens, folders, notebooks and post-it will be developed.

Coordination of the visibility strategy and material with other components will be ongoing, especially related to the CB-MEP coordinating the overall Horizon 2020 Communication strategy.




6 WorkPlan:July–December2010 The development of the selected projects (i.e. Component 3), in particular the projects part of Wave 1, remains on the critical path to ensure a successful outcome of MeHSIP-PPIF. Having achieved an agreement with the promoters, relevant authorities and EIB on the scope of the projects their state of maturity and the tasks needed to be undertaken in order for these projects to be considered for financing, the main emphasis during this semester is to undertake the agreed assessments. The other crucial work during this period is expected to focus on activities under Component 4 (Capacity Building and Knowledge Management). Although, the work on capacity building will concentrate on developing the material for the training needed, the development of the website and other communication material are expected to be completed. Support to the Horizon 2020 coordination mechanism (Component 1) will continue to be provided with additional emphasis in ensuring coordination with the World Bank and other GEF funded projects.

6.1 MeHSIP‐PPIFComponentsThis section provides an overview of planned key activities for the period July – December 2010 for each of the MeHSIP-PPIF’s four components.

6.1.1 Component1:Governance&SupporttoHorizon2020Initiative During Phase I the major event was the meeting of the “Core Group” of the Pollution Reduction Component of the Horizon 2020 Initiative. As most of the institutions have representations in the south Mediterranean partner countries, the level and type of cooperation between the different levels is an issue to be addressed. The MeHSIP-PPIF team presented the findings and the proposal on the need to maintain coordination at both levels. To a large extent this has been achieved as at country level, the MeHSIP-PPIF team attends the coordination meetings where possible, and uses the Horizon 2020 Project Pipeline as the main tool in ensuring that all the interested parties are aware of what are the countries investment plans in the context of the de-pollution of the Mediterranean, who are the promoters, what studies are under way or planned, and which financing institutions are interested in which component. During the next semester, the MeHSIP-PPIF Team will continue to meet with the IFIs and EU Delegations at country level and update the information. At regional level and through the Chairperson of the Core Group, the reports will be disseminated; presentations made and a help desk will be established to address issues as they arise. The web based platform which will be launched by October, will contribute significantly to the coordination and sharing of information as relevant reports, Country Fact Sheets and interesting developments on projects will be available.

6.1.2 Component2:SectoralSupport In the course of the project, substantial information is collected on key sectoral issues critical to preparing bankable projects as well as relevant sector studies with legal and regulatory implications and data on the key counterparts which facilitate the development of projects. During Phase I, an overall assessment was carried out and critical sectoral issues hampering project development were discussed with the relevant authorities the IFIs and the European Commission. The Progress Report of Phase I included a separate chapter describing the challenges the MeHSIP-PPIF is faced with in its task to provide tailored project development support and the tools developed to overcome these challenges.




During this semester, the Country Fact Sheets (CFS) will be completed from the information collected while undertaking the assessment studies for the wave 1 projects. In countries where no such studies will be done during this first half of Phase II, individual experts may be appointed to collect the required information. The CFS may be a useful tool as a reference document for Donors and IFIs to get updates on national planning, strategies, policies, and legislations governing a given sector and related to project development. It will also be important to make available, on a country basis, the data and information collected and assessments made by the MeHSIP-PPIF experts to highlight:

• important opportunities, risks and critical areas for project development and financing; • active Donors in a given country and sectoral focus in terms of flow of Funding; and • major contacts at the country level for every sector/institution related to project development.

6.1.3 Component3:ManagementofHotspots&ProjectPipelineDuring the next semester, over 80% of available MeHSIP-PPIF resources will be utilised to implement the agreed studies for the Wave 1 projects. As stated earlier, during the coming period MeHSIP-PPIF team will be working in Egypt, Israel, Jordan, Lebanon, Tunisia and Morocco. Although the spread is fully aligned with wave 1 project countries, with the exception of Egypt, the activities however will vary from one project to another. Some countries will have well identified projects with clear TORs on project preparations, which is the case with Lebanon, Jordan and Tunisia. On the other hand other countries, like in Israel, there will be close follow-up in cooperation with EIB to resolve pending issues at the government level. In the case of Morocco the intervention scope and final TORs will only start during this coming period of Phase II and is expected to be finalised by end of August with clear scope definition and implementation plan. Finally in Egypt an intensive schedule of activities to prepare a pre-feasibility on three projects has already started and will carry on beyond July 2010. The result of these studies is expected to provide necessary information allowing EIB to make an informed decision on how MeHSIP-PPIF resources should be invested in Egypt for the remaining time of Phase II. The Horizon 2020 Project Pipeline does not yet reflect the number and size of pollution reduction projects needed to reduce significantly the level of pollution in the Mediterranean Sea. During this semester, the MeHSIP-PPIF will continue the work especially in countries were significant pollutants are reaching the Sea but with few identified de-pollution projects. The web based platform and communication tools, which are planned to be completed during this semester, are expected to increase the awareness amongst interested promoters and relevant government agencies, thus hopefully stimulating interest among national administrations in partner countries that so far have showed comparatively low interest in promoting de-pollution projects using MeHSIP-PPIF resources. It should be clarified that all governments and relevant authorities have a number of projects identified and seeking financing. However, if these projects are to contribute to tangible reduction of the pollution in the canals, lakes and rivers which discharge to the Sea, then a programmatic approach is required. It is very encouraging that while some countries have already adopted this programmatic approach to project development and implementation, a number of other countries have by now embarked on similar investments. Such information on best practices will be collated in order to be disseminated amongst interested stakeholders.

6.1.3.1 FirstWaveProjectsBased on the above description the coming six months from July to December will focus on three different fronts:

1. further support the projects in Jordan, Lebanon and Tunisia, which all have well defined project scope that all key stakeholders agree upon; and

2. develop TOR and commence the feasibility study in Morocco.




Accordingly the following time table described the set of activities to be undertaken in every country depending on the status of advancement as described. Jordan The action plan developed for the coming six months shows the main activities to be undertaken on the Al-Ekaider SWM project. It is important to note that during these six months the main focus will be to thoroughly assess the situation leading to the identification of the most relevant scope of works. The assessment task will review the current SWM system based on existing studies and documentation, information obtained from national and municipal authorities, and physical inspection of the current system. The principal product of this task will be a concise updated profile of the existing waste management system and a critical assessment of its shortcomings with respect to existing service performance and identification of the key constraints to service improvement. Consequently the scoping study will consider the existing situation, strategic development plans and related objectives and targets, institutional and financial capacity, and local enabling and inhibiting factors. If plans are not available, there is a need to outline a strategic development framework as a base for project scoping. The output would be a separate study or a section in a feasibility study report that summarises the planning framework and clearly defines the scope and components of the project. AL-Ekaider Project Activities 2010 2011 July Aug. Sep. Oct Nov. Dec. Jan. Assessment Current State Finalization of Implementation plan Organizing with government first preparatory meeting

Mobilisation of experts Kick off Project background & rationale Analysis of policy and regulatory framework Inception Report Draft Institutional & financial framework assessment Baseline data review of waste management in the region

Investigations Impact assessment of the past operations ‐ current state of environment

Report on the assessment of the current status (environmental, institutional, financial)

Reporting Progress Reports

Lebanon Following the same logic as above the initial stages of implementation on the Al-Ghadir project will focus on improving the baseline data at all levels leading to the development of relevant alternatives. Baseline data will include the proper definition of the project geographic area, the institutional and legal frameworks governing the sector as well socio-economic assessment. As indicated in the action plan hereunder the second task will mainly focus on the selection of the most appropriate WW treatment technology options based on, but not limited to, the assessment and projected needs as well as environmental regulations such as ELVs. Other important considerations are cost efficiency, land availability and sludge treatment. The selection will be undertaken by applying a multi-criteria fact sheet for all proposed scenarios. Although the selection of the most




appropriate treatment technology will not be finalized in the coming 6 months major progress towards this end would have been achieved. Parallel to the Al-Ghadir station itself close cooperation will be maintained with BMLWWE to follow up on the water supply component covered under the Awali project as well as other projects affecting the performance of AL-Ghadir like the KfW study and implementation of the sewer collectors discharging in Al-Ghadir. AL-Ghadir Project Activities 2010 2011 July Aug. Sep. Oct Nov. Dec. Jan. Component 1 Task 1: Project Background and Baseline Data Finalize Implementation plan Organize with government first preparatory meeting

Experts mobilisation Kick off meeting Project background Legal and Institutional framework Existing situation (water supply, sanitation etc ) Demand Analysis (future projections) Definition of design criteria Inception Report ‐ Draft Final Task 2: Development of alternative options General considerations in selection of appropriate wastewater treatment

Identification of possible technical options meeting project objectives/targets

Short‐listing/selection of the preferred option's) using e.g. multi criteria analysis and/or cost effectiveness criteria

Intermediate Report ‐ Final Component 2 Coordinate with Component 1, task 1 activities Provision of TA to BMLWWE Reporting Progress Reports Morocco Given the progress between EIB and the government on this Tangiers project the coming phase will witness a joint mission of our team with an EIB team, which is planned to take place following EIB’s identification of the course of action to be followed on the dump site and the administrative requirements awaited by the government. The dump site has benefited from several studies and assessments, mainly led by GTZ, on which we can base our intervention. On approval we will mobilize the Project Leader and the STE team to undertake project preparation. The Project Leader will develop an action plan based on the TORs and experts will be identified and mobilized following EIB’s approval. Our team developed a Project Fact Sheet during Phase I and we expect that work on this project will be similar to the approach proposed for Al-Ekaider project in Jordan with the exception that this site needs to be closed and rehabilitated and the new site (under identification) will need to be equipped with the proper infrastructure to become a sanitary landfill.




Tunisia In Bizerte, as in the case of the previous two described projects, the focus will be on diagnostic analysis through establishing baseline data and information that would allow for careful consideration of the scope of intervention for an integrated solution of the pollution problem at the Bizerte lake basin. Given the integrated approach proposed for this project a multi sector intervention is required for an integrated solution. Consequently various institutions, studies analysis and plans will be reviewed in the coming six months to develop the baseline. Assessments will also have to be carried out covering institutional, legal and socio-economic activities related to the project area and sectors involved. Accordingly the diagnostic phase will be based on a desk-based analysis of existing documents including the master plan for Bizerte, sector studies covering industrial, agricultural, aquaculture and fishing activities among others. This phase will also include an update of the detailed environmental assessment that was done in 2004 supported by a sampling campaign of water, sediments and discharges. Integrated De-pollution – Bizerte Project Activities 2010 2011 July Aug. Sep. Oct Nov. Dec. Jan. Diagnostic Phase All Interventions: ONAS, APAL, ANGED, EL‐Fouladh Finalize Implementation Plan Organize with Government First Preparatory Meeting

Mobilize Experts Review documents, plans and legislative framework (WW, SW, Industrial Emissions and Environment)

Analyse annual budgets of concerned institutions (past 3 years)

Update inventory and information on current operation for all sectors

Assess current situation of operations in all sectors Assess current status of economic activities around the lake

Analyse economic development plans projected till 2030

Project Management Maintain Coordination with EIB and EU delegation Maintain management of the team of experts Respond to Administrative requirements Preparation and finalization of Inception Report Progress Reports

6.1.3.2 SecondWaveProjects Based on agreement reached with EIB no works will be undertaken for any wave 2 projects, at least until end of 2010, unless otherwise instructed. Accordingly during the second semester the MeHSIP-PPIF team followed-up on the activities undertaken by the promoters in the context of developing and updating the Horizon 2020 Pipeline. However in the case of Egypt the Steering Committee directed MeHSIP-PPIF to re-visit Egypt in the early part of Phase II (June to September) to try to establish if the passage of time since our Phase I




work had brought clarity and progress on potential de-pollution projects. The following section describes the intervention in Egypt.

6.1.3.3 Otherprojects Egypt The intervention in Egypt will follow a different approach to the one described in the previews sections of this chapter. As the discussions between the concerned departments are at an early stage and there is not sufficient data to proceed with a feasibility study, the projects will firstly have to be assessed and the scope discussed and agreed prior to moving to a detailed feasibility study. The MeHSIP-PPIF team will undertake the assessment and prepare a proposal with various options on the scope and project components supported by sufficient analysis with the aim of providing sufficient information to EIB and the promoters in proceeding with further developing the projects. As it can be seen from the Action Plan below, the findings will be submitted within three months. Subsequently, the draft report will be discussed with EIB and the relevant authorities and taking into consideration the comments received, the final report will be submitted. This document could form the basis for discussion between EIB and the promoters, and pending on the outcome, the MeHSIP-PPIF Steering Committee may wish to include any or all of the projects if they are of significant maturity to merit such inclusion in either of MeHSIP-PPIF Waves.

Egypt Action Plan for Project Identification 2010 2011

July Aug. Sep. Oct Nov. Dec. Jan. Feb Mar Assessment Current State 1. Mobilising the team to undertake the assessment

2. Mobilize the team of experts and initiate the preparatory works

3. Conduct technical assessment mission to include meetings with relevant stakeholders and government counterparts

4. Coordination with donors group at national level

5. Prepare draft report with recommendations

6. Discuss with EIB and Promoters the report findings

7. Prepare final report Consultation Process 8. Consultations between EIB and authorities

9. agree on project scope and report findings

10. Prepare TORs for Feasibility study




6.1.4 Component4:CapacityBuilding&KnowledgeManagement Based on the description provided under section 5.1.2 above (“Next Steps”) and the activities we have already undertaken since the start of Phase II, the following work plan clearly shows the main focus under this component for the coming six months. The capacity building and knowledge management component is one of the main pillars of MeHSIP-PPIF, and intends to facilitate the capturing of regional information on de-pollution activities and investments as well as to exchange best practices. The coming six months are crucial in setting solid foundations for proper Knowledge Management. This includes the visibility of the de-pollution component under the Horizon 2020 initiative, which is why we foresee the publication of awareness material related to the Horizon 2020 initiative in general, and the project preparation and implementation facility in particular (i.e. Component 1 of Horizon 2020). The main purpose behind this is to provide the needed momentum in the region and create ownership among counterparts. Parallel to that capacity building will be launched and all activities will be closely coordinated with other sub-groups and TA projects/programmes operating under the Horizon 2020 umbrella. KM & CB Activities 2010 2011 July Aug. Sep. Oct Nov. Dec. Jan. Knowledge Management (KM) Finalize and develop the structure of the website Populate the website with relevant information on IFIs, sectors and projects

Finalize online projects database and link to GIS mapping

Design and Publish Awareness Material Establish a hotline Capacity building Conduct CB Needs Assessment Analyse data collected from questionnaire Identify priority areas for CB focus Documenting & Reporting on CB needs assessment outcome

Coordination with other HORIZON 2020Subgroups

Conduct consultations with EEA on web hosting and online information sharing

Contribute to e-bulletin produced by CB/MEP on HORIZON 2020 news

Coordinate with CB/MEP on identified CB priorities Reporting Annual Progress Report Reporting on sub-group meetings Reporting on HORIZON 2020 pipeline




APPENDIX1–Horizon2020ProjectList(78Projects)Nr. Country Sector Project Status Cost

M EUR H2020

Pipeline 1 Algeria WW Construction of WWTP Ongoing 0,25 2 Egypt WW Untreated domestic sewage Ongoing 50 3 Egypt WW Expansion of existing WWTP for biological

treatment Ongoing 228

4 Egypt WW Improved Water and Wastewater Services Programme - IWSP Ongoing 295

5 Egypt WW Integrated Sanitation and Sewerage Infrastructure Project – ISSP Ongoing 87

6 Egypt WW Wastewater Treatment Under preparation 80 X 7 Egypt WW Water and wastewater expansion Under preparation 87 X 8 Egypt ICZM Coastal Zone Management Project Ongoing 4 9 Egypt IE Private Public Sector Industry Project - PPSI Ongoing 124

10 Egypt IE Hazardous waste treatment facility Under preparation 25 X 11 Egypt IE Egyptian Pollution Abatement Programme

(EPAP II) Ongoing 145 12 Egypt WW Wastewater Treatment Amriya N/A 81 13 Egypt WW + WS Water Supply and Sanitation Qena I N/A 8,4 14 Israel WW Construction of sludge incineration plant or

sludge drying plant Ongoing 200 15 Israel WW Construction of WWTP at Alexander river Under preparation N.A. 16 Israel SW Rehabilitation of closed landfill Under preparation 6 X 17 Israel SW Landfill mining and reclamation Under preparation 50 X 18 Israel SW Rehabilitation of closed landfill Under preparation 6,7 X19 Israel SW Rehabilitation of closed landfill Under preparation 5 X 20 Israel SW Rehabilitation of closed landfill Ongoing 8,2 21 Israel SW Rehabilitation of closed landfill Under preparation 2,2 X 22 Israel SW Rehabilitation of closed landfill Under preparation 6,8 X 23 Israel SW Rehabilitation of closed landfill Under preparation 4,6 X 24 Israel SW Rehabilitation of closed landfill (removal of

waste) Under preparation 0,8 X

25 Israel IE Rehabilitation of sewage collector and construction of pumping station Under preparation 123 X

26 Israel IE Rehabilitation of Kishon River (dredging of river bed, etc.) Under preparation 20 X

27 Israel IE Upgrade of WWTP to biological treatment Under preparation N.A. X 28 Jordan WW Box culvert (40km) for wastewater conveyance Under preparation 50 X 29 Jordan WW Construction of WWTP (4000 m³/day), sewer

pipelines (80km) and pump stations Under preparation 70 X 30 Jordan WW Expansion and upgrade of wastewater facilities Ongoing 56

31 Jordan WW Construction of sewer pipelines (160km), pump stations, WWTP (9000 m³/day) (to serve hotels) Under preparation 60

32 Jordan WW

Wastewater Treatment Plant to Serve the East coast of Dead Sea (construction of WWTP (12000 m³/day), pump stations, transmission pipelines)

Under preparation 18 X

33 Jordan WW Expansion of WWTP (first option) or construction of a new WWTP (second option) Under preparation 172

34 Jordan WW The construction of a proper cross section: closed Canal (50km) Ongoing 47

35 Jordan WW Upgrading and expansion of WWTP Under preparation 8 36 Jordan WW Septic treatment facility capacity (10,000 cu

m/day) Under preparation 23

37 Jordan WW Wastewater System Reinforcement and Expansion Under preparation 35.25

38 Jordan IE Zarqa Industrial Wastewater Plant (central industrial WWTP, 1,430 cu m/d) Ongoing 3.3

39 Jordan SW Integrated SWM Project Ongoing 37,7 40 Jordan SW Integrated SWM Project Under preparation 35 X 41 Jordan SW Rehabilitation of a dump site and wastewater

collection tank Under preparation 22 X 42 Jordan HW Medical and Industrial Waste Treatment Plant Under preparation 28,5 X




for Greater Amman and Middle Governorates (BOT project)

43 Lebanon WW WW main collectors Ongoing 16 44 Lebanon WW WW main collectors Ongoing 45 Lebanon WW Water and Wastewater Project Under preparation 231

46 Lebanon WW WW treatment and network in north Lebanon connecting two villages to WWTP

WWTP completed, networks on going 14

47 Lebanon WW Wastewater Treatment and network in Greater Beirut Wastewater System Under preparation 60

48 Lebanon WW Extension of WWTP WWTP completed

(fin. not secured for extension)

59 X

49 Morocco WW National Plan for implementing a nationwide strategy on wastewater management (PNA) - 321

50 Morocco WW Construction of 7 WWTPs in the municipalities and extension of primary and secondary collectors

Ongoing 40

51 Morocco WW Extension of sewerage systems in various coastal provinces and WWTP Ongoing 55

52 Morocco WW Wastewater reuse project with 7 WWTP and part is related to Phosphogypsum Under preparation 31

53 Morocco SW Part of the PNDM: financing the private sector to undertake the construction of the infrastructure

Under preparation 100

54 Morocco SW SWM project: construction of new sanitary landfill site and the rehabilitation and closure of Mghogha dumpsite


55 Morocco SW Financing WWTP construction and Wastewater reuse project ongoing 87

56 Morocco SW Construction of WWTP , assistance in order to reduce industrial pollution and water network extension

ongoing 75 X

57 oPt WW Rehabilitation of WWTP in view of the reuse of the treated wastewater for agricultural irrigation Ongoing 66

58 oPt WW Central WWTP Ongoing 65 59 oPt WW Emergency Sewage Treatment Project Ongoing 14,45 60 Syria WW Construction of WWTP and main collectors Under preparation 25 61 Syria WW Conversions of units 3 & 4 of WTPP from fuel

oil to gas Ongoing 35

62 Syria WW Rehabilitation and upgrade refinery WWTP (chemical and biological treatment)

Ongoing (fin.not secured) 12

63 Syria HSW Facilities for recycling and treatment of fuel oil sludge from refinery

Ongoing (fin.not secured) 18

64 Syria - Horizon 2020 Framework Loan Under preparation 58 X 65 Tunisia WW Loan ONAS IV (various) ongoing 120 66 Tunisia WW Water Sector Investment Loan (various) Under preparation 92 67 Tunisia WW Credit Line Industrial De-pollution ongoing 40

68 Tunisia WW

Programme WWTP (complementary to programme WWTP financed by KfW: 36.5m) / coverage of a total of 19 WWTP and pumping stations

Ongoing 127

69 Tunisia WW

Construction of 6 WWTP, connection to sewerage system of Sidi Thabet and Ksar/Gafsar, rehabilitation primary and secondary collectors (196km), and 10.700 house connections


70 Tunisia WW Construction of WWTP Phase II (BOT Project) Under preparation 48

71 Tunisia WW Construction of transfer pipes, pumping stations, distribution network for use of treated wastewater in agriculture


72 Tunisia WW

Rehabilitation programme and extension of WWTP, pumping stations and networks on coastal cities and river basins discharging into the Mediterranean Sea


73 Tunisia SW Valorisation of organic waste or biomass Under preparation - 74 Tunisia IE Closure of Sfax Plant and constructing new one

in Mdilla Under preparation 330

75 Tunisia IE Rehabilitation of the phosphorgypsum dump site of Gabes Under preparation 800 X

76 Tunisia IE Integrated intervention program for de-pollution of lake basin Under preparation 61 X




77 Tunisia IE Integrated intervention program for the de-pollution of the bay and river basin Under preparation 41 X

78 Tunisia IE Rehabilitation of the Coastal Zone of Thyna Under preparation 45 X Remark 1: The projects that are yet to secure financing and form the Horizon 2020 Pipeline are presented in the following Annex along with a brief summary of information collected by the MeHSIP-PPIF team during the initial stages of Phase II. Remark 2: Projects numbered 12 and 13 (Egypt) have been included following information received by KfW, whereas projects numbered 55 and 56 (Morocco) have been included following information received by AFD.




APPENDIX2–Horizon2020PipelineNr. Country Secto

r Project Cost M Eur Comments

6 Egypt WW Wastewater Treatment (Lake Burullus - 15 villages in Kafer El-Sheikh 80

No progress achieved on this project so far. MeHSIP-PPIF is preparing pre-feasibility study.

7 Egypt WW Water and wastewater expansion (Marsa Matrouh) 87


10 Egypt IE Hazardous waste treatment facility (Alexandria) 25


16 Israel SW Rehabilitation of closed landfill (Haifa) 6 Cost estimate has not yet been provided.

17 Israel SW Netanya Landfill Mining and Reclamation 50 Project is considered for this Phase but still on hold awaiting green light from Government

18 Israel SW Rehabilitation of closed landfill (Ashkelon) 6.7

Current plan is to redevelop into a recreation plan. Ashkelon is attempting to brand itself as a tourist resort (national park already exists). Possibility of project to be self-financed. No recent information on project self financing

19 Israel SW Rehabilitation of closed landfill (Rishon Lazion) 5

According to information this relatively large area is expected to be transformed into a commercial area

21 Israel SW Rehabilitation of closed landfill (Hana’aman) 2.2

22 Israel SW Rehabilitation of closed landfill (Herzliya) 6.8 Approved Plan for residential use on rehabilitated land.

23 Israel SW Rehabilitation of closed landfill (Ashdod) 4.6

24 Israel SW Rehabilitation of closed landfill (Bat Yam) 0.8 Plan for residential use, tourism and commercial use on rehabilitated land

25 Israel IE Rehabilitation of sewage collector and construction of pumping station 123 Information not yet updated

26 Israel IE Rehabilitation of Kishon River (dredging of river bed) 20

The companies are currently in negotiations with the government on most appropriate solution and cost sharing.

27 Israel IE Up-grade of WWTP to biological treatment (Ashdod) N.A. Information provided so far are not sufficient

28 Jordan WW Box culvert (40km) for wastewater conveyance (Zarqa/Amman) 50

Technical studies on this project were awarded by WAJ and final results are expected by end of 2010.

29 Jordan WW Construction of WWTP (4000 m³/day), sewer pipelines (80km) and pump stations (Azraq)

70 Technical studies on this project were awarded by WAJ and final results are expected by end of 2010.

32 Jordan WW Construction of WWTP (12000 m³/day), pump stations, transmission pipelines (East coast of Dead Sea)

18 The project is planned in anticipation of growing need. No Progress so far

40 Jordan SW Rehabilitation of a dump site and wastewater collection tank (El-Ekaider dump site)

35

Full information gather by MeHSIP-PPIF team. Full TORs for feasibility study finalized and approved by EIB awaiting inception meeting with government to mobilize experts.

41 Jordan SW Rehabilitation of a dump site and wastewater collection tank (Rossaifa) 22 No progress so far on this project it does not

have one promoter.

42 Jordan SW Hazardous Waste / Medical Waste Treatment Facility (Ghabawi – Greater Amman)

28.5 Project is awarded for BOOT for private sector to seek financing.

48 Lebanon WW Extension of WWTP (Al-Ghadir) 59

Full information gather by MeHSIP-PPIF team. Full TORs for feasibility study finalized and approved by EIB and CDR awaiting inception meeting with government to mobilize experts.

54 Morocco SW

SWM project: construction of new sanitary landfill site and the rehabilitation and closure of Mghogha dumpsite (Tangier and surrounding localities)

30

This project was on hold awaiting clear indication by government on loan engagement. Mission will take place in August with EIB to finalize the issue and prepare TORs for MeHSIP-PPIF to carry out the Feasibility study.




56 Morocco WW Construction of WWTP , assistance in order to reduce industrial pollution and water network extension (Fes)

75

64 Syria - Horizon 2020 Framework Loan (Tartous) 58 Experts mobilised to develop problem analysis, propose solutions and present a strategy on project implementation

72 Tunisia WW

Rehabilitation programme and extension of WWTP, pumping stations and networks on coastal cities and river basins discharging into the Mediterranean Sea (Charguia, Msaken, Zarzis ville, Houmet souk, Sud Méliane, Sidi Mehrez, Jerba Aghir, Korba, Ben Arous Grappée, Zarzis Souihel, Gabès, Kaalet El Andalous, Lella Mariem, Kelibia)

67 Project not submitted to EIB. Awaiting willingness of promoter to pursue financing by EIB

75 Tunisia IE Stop all discharges of phosphogypsum in the Mediterranean Sea and the rehabilitation of the Industrial Site

800

No follow up was allocated in the first 6 months to this project. It was recommended by the EC to be pursued with closer follow up with national counterparts

76 Tunisia IE Integrated intervention program for de-pollution of lake basin (Lake Bizerta) 61

Full information gather by MeHSIP-PPIF team. Full TORs for feasibility study finalized and comments by EIB provided. Under final revision

77 Tunisia IE Integrated intervention program for the de-pollution of the bay and river basin (Monastir Bay)

41 Will not be so far considered for MeHSIP-PPIF intervention

78 Tunisia IE Rehabilitation of the Coastal Zone of Thyna 45

Fact sheet was prepared for this project with a draft financing request that was not yet finalized for submittal. The project will not be handled as priority in the ecoming 6 months.




APPENDIX3–CountryFactSheet(Template)

COUNTRY FACT SHEET: CHECKLIST

A. Institutional set-up Nr. Subject Information Check 1. Key competent national authorities[

1.1 Horizon 2020 focal point

[name, position, Ministry / Authority]

√

1.2 MAP / MEDPOL focal point

[name, position, Ministry / Authority]

1.2 International Cooperation

[Institutionalized, informal, lead coordinating agency, frequencies of meetings, HORIZON 2020 focus…]

√

1.3 Central level: line-Ministries, Authorities Competencies related to HORIZON 2020 (e.g. legislative, policy, implementation, enforcement)

1.3.1 Industrial emissions [name ministry / authority and their mandate]

1.3.2 Solid waste [name ministry / authority and their mandate]

1.3.3 Wastewater [name ministry / authority and their mandate]

2. Assessment of overall institutional set-up

[Describe level of coordination, bottlenecks etc…[

3. Active donors / IFIs Describe activities (projects) – “Who has done what and where” - related to HORIZON 2020 (IE, SW, WW)

3.1 EIB

[projects implemented / project pipeline related to HORIZON 2020 and NAP]

3.2 Other IFIs

[projects implemented / project pipeline related to HORIZON 2020 and NAP]

4 Assessment of overall coordination between donors / IFIs

Related specifically to HORIZON 2020 [Coordination mechanism, e.g. character of meetings (informal, institutionalized)]




B. Sectoral overview Nr. Subject Information Check1. Industrial Emission

1.1

Facts and Figures [Quantitative / qualitative info]

1.2

What are the policies and government priorities

[Laws, strategies, action plans…]

2. Solid Waste

2.1


2.2



3. Wastewater

3.1


3.2



Progress Report: Phase II (Feb. – June 2010)

Page 79



C. Horizon 2020 reporting: Hotspots & Projects (updated shortlist of MeHSIP-PPIF projects)

Nr. Country Location Sector Project title Promoter Status

Date (if

completed)

Financing

secured Funding

source(s) Value (€m)

Included in NAP

WW Completed yyyy Yes / No Yes / No SW Ongoing IE Development




APPENDIX4–ProjectFactSheets(Wave1Projects) A.ProjectproposedforconsiderationforPhaseIIofMeHSIP‐PPIF(Firstwave) ISRAEL

PROJECT INFORMATION Last Update: 14 09.2009 Country ISRAEL PFS No. IL. 01

Project Name Netanya Landfill Mining and Reclamation

Region / Governorate Centre District

City / Town Netanya

Sector Solid Waste

Key Objectives • To improve the quality of life and environment of residents in the city of Netanya with a population of 200,000, preventing air pollution by Biogas emissions to the atmosphere, and preventing solid wastes residues and leachates from the coast area. • To prevent the pollution of adjacent Irus (flower) unique nature reserve. • To prevent the pollution of the Mediterranean water near the shore of Netanya. • To enable the development of the coast strip of the city for building housing, hotels, shopping area and a sea promenade by the Mediterranean coast, according to a c new statutory plan




Project Components

LFMR project – Landfill Mining and Reclamation, working stages: • Excavating bio-degraded solids wastes from the landfill site. • Mechanical separation to different phases- undersize, oversize. • Recycling of the different outputs for different uses-material for

site development, other recyclables uses

Project Value Estimation – 2,000,000 cu.m. wastes x 17.5€ = 35,000,000 €

IFIs No interest expressed so far

National Strategy and NAP relevance

The project complies with the national policy of the Ministry of the Environment-Israel. The Ministry sets a strategy according to which all dump landfills which are not part of the national landfills plan will be closed and reclaimed. Moreover, being an old site, without modern environmental arrangements, the Ministry considers the Netanya landfill to be violating the water law, the clear air law, and the clean sea-shore law, and demands its reclamation. In line with the Barcelona Convention since it will reduce the pollution and maintain the quality of the coastal waters.

Relevance to HORIZON 2020 In line with HORIZON 2020 priorities as this project will reduce the pollution generated from the closed solid waste dump.

Key Parties

• The Municipality of Netanya • The Economic company for the development & tourism

Netanya-HALAT • The Ministry of Environment Protection – Israeli government. • The land authority of Israel




JORDAN

PROJECT INFORMATION Last Update: June 2010 Country JORDAN PFS No. JO.01

Project Name EL-EKAIDER Dump Site

Region / Governorate IRBID

City / Town RAMTHA

Sector Solid waste and Industrial Wastewater management

Key Objectives

To develop the project concept to a well defined, relevant and feasible project. This needs to be implemented within two distinctive steps: - The identification /scoping step, where the scope and

components of the project are defined with consideration to development needs strategic plans and local context.

- The formulation step, where the relevance and feasibility of the project is demonstrated and preparations are made for




the detailed design and tendering stage. To introduce proper Solid Waste Management practices in the

Province of Irbid through introducing necessary technical, institutional and infrastructure measures at the Al-Ekaider site that would ensure the application of international standards and practices of sanitary landfilling that is environmentally and financially sustainable.

• To have a solid waste project/facility that reflects a model for implementing SWM practices in the country and act as pilot for replication in future projects in other regions of Jordan.

Project Components – Specific Objectives

To review the current state of environmental impacts according to updated disposal practices both for solid waste disposal and wastewater discharge (creating the baseline)

To identify all relevant legislative framework for solid waste management

To identify other regional /local strategic development plans; institutional and financial capacity and local enabling and inhibiting factors.

To prepare a basic strategic framework that would investigate the demands on the field of SWM for a given design period (20 yrs)

To propose a technical solution for closing and rehabilitating the uncontrolled dumping, introducing sound environmental practices, in order to eliminate /minimise the environmental – hygiene potential risks

To review the basic remediation measures solutions that need to take place for both the dump site as well for the WW ponds

To investigate alternative solutions for discharge of different wastewater streams and the ability to absorb these for a given period (20 yrs)

To assess the best available solutions for the environmentally sound practices concerning disposal of olive oil mill wastewater, utilizing the existing infrastructure

To introduce modern SWM practices to the Al-EKaider site that would ensure proper disposal, necessary infrastructure separation of waste streams, recycling/recovery options and reduce adverse impacts on the environment.

To identify needed institutional requirements to improve the cost effectiveness and efficiency, as well as service level, of solid waste management system at Al-Ekaider.

To elaborate feasibility study that will include all the needed pre-requisites for the construction to be procured. These may involve indicatively and not exclusively the following: - Assessment of the current – existing situation and future

demands, - Feasibility study, - ESIA, - Financial and institutional analysis (recommendations

concerning tariffs, cost recovery, subsidy policies, their timing and roll-out as well as investigating means of private sector participation and possible PPP arrangements),

- Preliminary design for a) Closure and remediation of the uncontrolled landfill, b) Alternative solutions for rehabilitate the wastewater (mixed industrial and olive oil mills) ponds, c) Construction of a Sanitary Landfill, d) Construction of olive oil mill wastewater plant, e) Assess the necessary tender documentation for the construction and supervision




of the whole project. - Terms of Reference for a technical assistance contract to

elaborate detail design (for FIDIC red book components), tender documents and supervision

To assess tariff levels and mechanisms for collection, inclusive of recommendations related to appropriate reforms necessary to support the basic SWM system performance levels, provision of environmentally sound disposal capacity; and incremental potential refinements to the SWM system

To advise on enabling legislation that would facilitate tariff reforms, appropriate assignment of responsibilities within the municipal structure, and provision for public-private partnerships in SWM system financing and operation and also investigating other means of funding

To develop a commercial strategy for tendering SWM services that will optimize financing of required improvements, maximize cost benefit to the JSC and the serviced population and ensure a fair and transparent process, all agreed with municipal stakeholders

To identify CDM potential as a main source of income that could contribute to rendering the operation of solid waste management feasible and sustainable.

To review all the TA team’s performance in terms of compliance with the ToR and the Contract signed between them and the EIB (presumably), review the deliverables and supervise the overall progress throughout the TA Contract duration period (in case it falls within the lifetime of the this TA)

Project Value Estimated at Euro 25-30 Million

IFIs EIB


Based on all documents reviewed and interviews conducted with regards to the Al-Ekaider, the site is a national priority and part of the Jordanian government’s attempt to improve SWM practices in the country. The project is directly linked to the three hot spots identified by the Jordanian government. Moreover the project is part of the plan for improving SWM practices in the Kingdom. The site was also explicitly mentioned in the NEAP with recommendation to be closed due to its negative environmental impacts. Jordan does not have a NAP however improving SWM practices is part of the Jordanian National Environmental Action Plan (NEAP).

Relevance to HORIZON 2020

The relevance of the project to HORIZON 2020 initiative is mainly addressed by the fact that the site is an environmental hot spot and in its trans-boundary environmental impact Although Jordan has no access on the Mediterranean, however the project deals with two main sectors of the HORIZON 2020 initiative, solid waste and Industrial emissions, in addition to its environmental impacts on natural resources. It also complies with the hot spots characteristics with its emphasis on its trans-boundary nature.

Key Parties

1. Joint Services Council (JSC) for Irbid Governorate 2. Ministry of Municipal Affairs 3. Ministry of Environment 4. Ministry of Planning and International Cooperation




LEBANON

PROJECT INFORMATION Last Update: 15.09.2009 Country Lebanon PFS No. LB.01

Project Name Extension of Ghadir Wastewater Treatment Plant

Region / Governorate BEIRUT

City / Town Ghadir

Sector Wastewater

Key Objectives

• Wastewater conveyance • Wastewater treatment • Effluent reuse (water and Sludge) • Improved environmental conditions of sea and coast • Technical assistance to BMLWWA

Project Components

Main conveyance system Extension of existing sea outfall Wastewater treatment facility Sludge Disposal Power facility and generators Workshop equipment and general structure (admin Building) Land acquisition Compensation payment (for loss of beach sections) Civil works for site organisation Physical contingencies Engineering Services




Project Value Min 59 million Euros (depending on the treatment to apply)

IFs


The project is mentioned in the national wastewater strategy and was confirmed as a national priority through official communication with the promoter – CDR Given its importance in terms of geographic location (on the Mediterranean coast) and the population it serves, the project is mentioned in the national strategy for wastewater management and NAP as a national priority. The Ghadir extension project was clearly mentioned under the NAP with a cost estimate. The government has initiated the preparation of technical designs in support to this project relating to the main collectors coming to the Treatment Plant. Furthermore has completed the construction of other main conveyors discharging to the existing preliminary WWTP.

Relevance to HORIZON 2020

The existing site is directly located on the sea shore and is to serve the Southern part of Beirut and a broader area of the Ghadir drainage basin with an increased population expected to reach 1.5 million by 2030. Up till recently main collectors of the Ghadir drainage area were still discharging directly to the Sea. It is now reported that some of these are now connected to the Plant. Yet, not all of the incoming flow is passing through the preliminary treatment works and is discharged directly to the sea through the short length, emergency sea outfall of the plant. The preliminary treated flow is discharged through the main, long sea outfall, with slightly reduced pollution load. Coastal pollution is being evidenced as well as non –compliance with the respective regulatory requirements for wastewater discharges to the Med sea.

Key Parties • Council for Development and Reconstruction (CDR) • Ministry of Energy and Water • Beirut and Mount Lebanon Water and Wastewater Establishment




MOROCCO

PROJECT INFORMATION Last Update: Last Update 15.09.2009 Country MOROCCO PFS No. MO.01

Project Name Projet d’actions concertées pour la préservation des milieux naturels méditerranéens par une gestion raisonnée des déchets solides des communes de Tanger et des environs

Region / Governorate Wilaya de Tanger

City / Town Préfecture de Tanger-Assilah

Préfecture Fahs Anjra

Sector Gestion des Déchets Solides ménagers et assimilés = G.D.S.

Key Objectives Pour l’ensemble de la région, les résultats généraux et/ou globaux attendus de cette dynamique de projet se déclinent sous deux aspects principaux : • contribuer au développement durable de et dans la région

et améliorer le cadre et la qualité de vie des citoyens par le respect de l’environnement ;

• créer ou augmenter le potentiel de valorisation/recyclage matériel et/ou énergétique des déchets en préservant ainsi les ressources naturelles

Project Components

• Réaménagement de la décharge non contrôlée de Tanger afin de l’exploiter le temps de créer une autre (4ans)

• Planification, réalisation et exploitation d’une nouvelle décharge contrôlée avec optimisation du recyclage des matières valorisables

Project Value Le montant du projet est estimé entre ~27 et ~31 M€




IFIs Aucune actuellement identifiée


Le gouvernement a promulgué en 2002 un Plan d’Action Nationale pour l’Environnement (PANE) retraçant de manière étendue les mesures de protection de l’environnement et des ressources naturelles planifiées dans les différents secteurs. Aussi un plan Nationale de gestion des déchets solides est mis en place en 2008. Ce projet s’oriente aux lignes d’action environnementales du gouvernement et à la mise en œuvre de la législation environnementale marocaine. Ceci concerne l’application des principes de droit au niveau national (p.ex. à travers l’utilisation des études d’impact sur l’environnement), mais aussi régional et communal (à l’occasion p.ex. de la mise en place d’une gestion communale des déchets ainsi que l’appui à la coopération intercommunale).

Relevance to HORIZON 2020 • projet d’actions à vocation unique visant le domaine de la gestion

des déchets solides en vue de réduire les pollutions solides et liquides des eaux du Détroit de Gibraltar s’engouffrant en Méditerranée

Key Parties

• La Commune Urbaine de Tanger • La Préfecture de Tanger-Assilah incluant :

la C.U. de Tanger, la Municipalité d’Assilah, la Commune Rurale de Sebt Zinat, la Commune Rurale de Akouass Briech, la Commune Rurale de Khaloua.

• La Préfecture Fahs Anjra contenant :

la Commune Rurale de Taghramt, la Commune Rurale de Kasr Al Majaz, la Commune Rurale de Ksar Seghir, la Commune Rurale de Melloussa et Bahraouiyine, la Commune Rurale de Aouama et Jouamaâ, la Commune Rurale de Anjra et Allyene.

• L’Agence Spéciale de Tanger-Méditerranée (T.M.S.A.) incluant :

le port de Tanger-Med, la zone franche de Fnideq, les zone franche le port et zone industrielle de Melloussa.

• La Wilaya de Tanger

Le Ministère de l’Intérieur / la Direction Générale des Collectivités Locales (D.G.C.L.)

Le Ministère de l’Energie et des Mines / le Secrétariat d’Etat à l’Eau et à l’Environnement (S.E.E.E.)

L’Agence de Promotion et de Développement des provinces du Nord (A.P.D.N.)

La GTZ, l’agence de coopération technique allemande / programme de gestion et protection de l’environnement (P.G.P.E.)




TUNISIA

LE PROJET : LES ELEMENTS PREALABLES Dernière mise à jour : 20. VI. 10. Le pays: TUNISIE FDP/PFS n° TU-01

Le nom ou le titre du projet

Programme intégré d'interventions de dépollution dans le bassin versant de la lagune de Bizerte et de ses environs pour la restauration de la richesse et de la qualité de ses eaux et écosystèmes (Réf. BEI : 2010 0217 - Tunisie - Dépollution Intégrale Bizerte)

Région / Province / Wilaya / Gouvernorat / Préfecture Gouvernorat de Bizerte

Municipalité / Ville / Collectivité Locale / Commune

Bizerte, Menzel Bourgiba, Menzel Abdelrahman, Menzel Jemil, Mateur, Tinja et El Alia (dans le B.V.) Ras Jebel, Rafraf, Metline, Ghar El Melh, Aousja et Sajnéne (sur la Méditerranée)

Les domaines d’intervention du projet

Projet d’actions pluridisciplinaires coordonnées : - Gestion des eaux usées - Gestion de déchets solides - Gestion des déchets et des émissions industriels - Gestion des écosystèmes marins et côtiers Le projet envisage un véritable ensemble d’actions intégrées liées par le même objectif commun de dépolluer le basin versant (BV) du lac de Bizerte, améliorer la qualité des eaux du lac même et l’état de ses écosystèmes. Les objectifs principaux comptent :

La maîtrise et le contrôle des sources de pollutions urbaines et industrielles liquides, solides et gazeuses dans le bassin versant du Lac de Bizerte

La promotion des activités industrielles et agricoles durables et la réduction de leurs impacts sur l’environnement

La sensibilisation et l’implication des acteurs locaux et de la société civile dans la protection de l’environnement

Amélioration de la production aquacole dans le Lac de Bizerte en quantité et qualité

La mise en place d’un observatoire pour suivre la situation environnementale de la région et ses évolutions.

Les composantes du projet

Le projet est composé de 4 interventions différentes, chacune avec son propre porteur de projet.

1. Réhabilitation et re-calibrage de réseaux d’assainissement et extension des systèmes d’assainissement collectifs (STEP)

2. Gestion durable de déchets en milieu rural

3. Amélioration et suivi de l’état des écosystèmes du lac

4. Mise a niveau environnementale de l’usine El Fouladh

Le montant global du projet ~ 113 MTND = ~ 61 M€ ( 1 € = 1,85 TND )

Lagune de Bizerte




Les I.F.I. potentiellement intéressées

pour le financement du projet BEI (projets inclus dans la 1ère vague dans le contexte du MeHSIP-PPIF)

Les compatibilité, cohérence et pertinence des objectifs et contenus par rapport à la Stratégie Nationale

d’Actions et au P.N.A.

le programme proposé est très majoritairement issu de documents élaborés par les différentes parties prenantes à partir de la volonté politique et suivant les axes stratégiques nationaux dictés en vue de la réhabilitation de la lagune de Bizerte et du littoral. En outre, peuvent être citées les références suivantes :

- la Stratégie Nationale de Développement ; - les décisions du Conseil Interministériel (CIM) du 15 avril 2006 ; - le 11ème Plan de Développement (2007-2011).

Les compatibilité, cohérence et pertinence des objectifs et contenus par rapport à la définition HORIZON

2020 de « point-noir / hot-spot »

projet d’actions coordonnées en vue de la dépollution de la lagune de Bizerte comme partie intégrante de la Mer Méditerranée ;

projet d’actions pluridisciplinaires touchant à trois des domaines visés par les « Initiatives pour l’Horizon 2020 » :

• la gestion des eaux résiduaires (E.R.U. / E.R.I.), • la gestion des déchets solides ménagers et assimilés, • la gestion des déchets dangereux et/ou toxiques ;

mises en place de mesures d’accompagnement des activités agricoles et rurales (impactant les eaux lagunaires et maritimes) en vue de :

• faire prendre conscience des pollutions diffuses à leurs auteurs, • faire connaître les modes de minimisation de leurs impacts ;

Les principales parties prenantes dans le projet

• Le Ministère de l’Environnement et du Développement Durable (MEDD) :

- la Direction Générale de l’Environnement et de la Qualité de la Vie (DGEQV),

- l’Office National de l’Assainissement (ONAS), - l’Agence Nationale de Gestion des Déchets (ANGED), - l’Agence Nationale de Protection de l’Environnement (ANPE), - l’Agence de Protection et d’Aménagement du Littoral (APAL), • Le Ministère de l’industrie, de l’énergie et des petites et moyennes

entreprises : - La société tunisienne de sidérurgie El Fouladh (entreprise étatique) • Le Ministère de l'Agriculture et des Ressources Hydrauliques pour - l’aménagement foncier et la protection des terres agricoles, - l’exploitation du domaine public hydraulique, - les forêts, - la pêche et l’aquaculture, - la formation professionnelle dans l'agriculture et la pêche ; • le Ministère du Développement et de la Coopération Internationale : - la Direction Générale de la Coopération Internationale ; • Les populations concernées au travers de : - leurs élus dans les conseils régionaux, municipaux et/ou ruraux, - leurs représentants dans les réseaux associatifs, - leurs porte-voix dans les diverses corporations et ONG

APPENDIX5–ImplementationPlansofWave1Projects



LEBANON - Al-Ghadir

IMPLEMENTATION PLAN

APPENDIX6‐StudyPlansofWave1Projects

r



Lebanon - Al Ghadir Water & Wastewater

STUDY PLAN




APPENDIX7:NeedsAssessmentQuestionnaire

Questionnaire for Needs Assessment On preparing projects to be financed by

International Financial institutions Purpose of the survey The purpose of this survey is twofold,

1. to gather information on the skills and expertise available among government counterparts and project promoters about preparing, developing and implementing projects funded by the International Financial Institutions (IFI).

2. To design relevant training courses and events that would improve the capacities of project promoters in the MENA region with regards to projects funded by the International Financial Institutions (IFI).

The information from this survey will help MeHSIP-PPIF team understand the situation of various project promoters in terms of understanding the requirements of IFIs. This will assist MeHSIP-PPIF team in the design of training and promotional material in support of the regions better understanding the IFIs and prepare a very focused training event(s) that would respond to the weaknesses and shortcomings in the region in terms of project preparation, development and implementation. The information you provide is confidential MeHSIP-PPIF management ensures through this statement that all information provided through this questionnaire will neither be published nor disclosed to any third party with the exception of the European Investment Bank as the main financer of the MeHSIP-PPIF as a facility to push the HORIZON 2020 agenda further through de-pollution projects. The data reported on this questionnaire will be treated in strict confidence and used for statistical purposes. Your Participation is important Completion of this form is voluntary. However, your cooperation is essential to the accuracy of the information that is collected and to the understanding of the levels of skills available in the region mainly among project promoters on the mechanisms and requirements of IFIs in finding development projects.




I. GENERAL CHARACTERISTICS

Context: This part of the questionnaire is intended as an introduction to identify the general characteristics of the institutions being assessed in order to differentiate and facilitate the analysis of the results in case the assessed institutions do not have the same structures and mandates (i.e. Ministry v/s specialized agency, etc…)

Country: Institution Name:

Date:

Overview

1. Name of the institution/Agency 2. How is the institutions funded? (national budget, autonomous

resources, etc…)

3. What are the institution’s/agency’s comparative advantages in executing projects

General & Administrative Questions N.A. Yes No Explanation 4. Is the institution mandated to execute projects? 5. Is the institution mandated to mobilize resources? 6. Is the institution autonomous in undertaking a recruitment process? 7. Does the institution have clear policies for procurement of services? 8. Does the institution maintain a database of service providers?

9. Does the institution have a specialized department for procuring services at the national and international market?

10. Does the institution have a systematic system of communication with partner institutions or stakeholders

11. Does the institution use a recognized Auditor?




II. DEVELOPING RESULTS BASED PROGRAMMES/PROJECTS

Context: The capacity to formulate projects and programmes with clear results and measurable outputs is very important. The main purpose behind that is the potential ability to monitor the project based on well defined set of indicators through which the results and outputs can be measured. An institution with this capacity will surely reflect confidence among outside partner who are willing to finance projects within a very clear context and achievable targets.

General

12. What are the relevant qualifications and experience of staff in the Department/unit in charge of project formulation?

13. What staff, infrastructure and equipment would be available for execution of a project?

14. Is the project staff of the institution experienced in donor project formulation procedures? YES No Explain

15. Is there a manual or a set of procedures on project management?

Field of Expertise CAPACITY LEVEL

NA Weak Moderate Strong

16. Developing programmes and projects documents 17. Mobilizing Resources based on clear results 18. Managing programmes and projects according to a clear set of outcomes 19. Applying clear procedures for Project implementation and monitoring 20. Applying effective M&E frameworks and processes 21. Designing progress indicators 22. Utilizing Participatory Planning method 23. Applying strategy and planning for results (Results Based Planning)

24. Applying approved Procurement Module and Processes




III. FINANCIAL MANAGMENET

Context: The capacity to manage financial resources is fundamental to ensure successful planning and implementation of development programmes and priorities. This is fundamental to success and applies to management of both internal and external resources. The key capacity concerns relate to issues regarding transparency in resource allocations, matching resource allocation to national priorities and goals.

Field of Expertise

CAPACITY LEVEL


25. Conducting cost benefit analysis in developing financial plans? 26. Aligning financial plans and resource allocation with strategic objectives/priorities? 27. Undertaking Project Budget formulation 28. Understanding IFIs requirements and criteria for selecting Projects 29. Understanding IFIs terms and conditions for Loan agreements

A. MANAGING CONTRIBUTIONS

30. Banking and transfer arrangements (reconciliation, etc.). 31. Managing payments 32. Tracking funds from Donors or other funding agents 33. Applying effective financial management and accounting procedures. 34. Financial Management analysis and reporting 35. Undertaking regular monitoring and systematic evaluation to ensure proper use of financial

resources?

36. Delegating and decentralizing financial resource management responsibilities?




IV. AID & FINANCING COORDINATION & MANAGEMENT

Context: Management of external relations is fundamental to a country’s long term sustained development. It involves management of development assistance, debt reduction, trade and capital flow, international treaties and relationships with regional and international bodies. The capacity to efficiently and effectively coordinate external development assistance is critical for a national government in order to develop projects that are in line with their priorities and those of the lending agency. This involves capacity to engage in substantive discussions with donors, international bodies and financial institutions on issues of national development priorities and to ensure the optimum utilization of external.

Field of Expertise

CAPACITY LEVEL


37. Undertaking mapping exercises of development finance needs and sources 38. Formulating strategies for aid coordination and efficient utilization of external resources 39. Organizing donor consortiums and other processes to mobilize external resources 40. Monitoring the extent of mobilization and efficiency in utilization of its external funding 41. Conducting Aid Coordination and promoting co-financing 42. Designing financial indicators responding to financing requirements




V. PROCUREMENT MANAGEMNET

Context: Applying transparent and professional procurement processes is crucial in developing track record and reputation for proper management of projects and related funds. Accordingly It is crucial that government institutions reflect the use of proper methods in procuring services and/or products in the course of implementing projects. This is why developing skills in preparing clear terms of reference as well as request for proposals will have direct impact on the institution’s ability to engage with international institutions and donor community in developing and implementing projects.



43. Draft clear TORs for outsourcing project components

44. Undertake Specific procurement methods, e.g. request for quotation (RFQ), invitation to bid (ITB), request for proposal (RFP)

45. Set clear evaluation criteria for short listing potential suppliers 46. Conduct procurement of materials and resources in accordance with international standards 47. Utilize performance benchmarks and indicators for implementation and maintenance of

infrastructure and related services?

48. Applies clear standards for Project assets management




VI. Monitoring & Evaluation

Context: Monitoring and evaluation are the processes used by organizations to collect and use feedback. Theoretically, monitoring and evaluation are linked to planning and decision-making. In this context, feedback should permit comparisons of what has actually happened with what was planned and with the project’s overall goals and objectives. Applying proper monitoring and evaluation systems and tools are important for project management. This is why the institution’s capacity in applying monitoring and evaluation systems and tools is very important to build credibility among the international community with regards to project management.

General Questions

49. What departments/units are responsible for project monitoring and report writing?

50. Are there policies and procedures that guide evaluation and monitoring?

51. What project monitoring tools are used? How is information collected?

52. What are the professional qualifications and experience of staff in charge of project monitoring?



53. Establishing performance measurement indicators and processes

54. Analyzes reports from M&E exercises

55. Uses M&E results for decision making 56. Uses an MIS for M&E data and information collected




APPENDIX8–ProjectContactList

Family Name First name Position Organisation Email address

Algeria

Amranre Sakina Chef Dép. Géologie Géotech. A.N.B.T. [email protected]

Benfares Ahmed Belkacem

Chef Dépt labo. Dir. des Etudes Techniques A.N.B.T. belkacem.benfares@yahoo.

fr

Farid Nezza Ingénieur en Chef Directeur d’études

UNEP MAP Focal Point Ministère de l’aménagement du territoire et de l’environnement

[email protected]

Hammoliche Fatima Zahra Chef Dép. Géologie Géotech. A.N.B.T. [email protected]

Yaniaqui Samir Chef Dépt labo. Dir. des Etudes Techniques A.N.B.T. [email protected]

Egypt

Abdel Aziz Ala’a El Din Attia

Resedent Engineer (Director of the Chemonics Office in Behera Governorate)

Chemonics Egypt (Consulating Office)

Abdel Monem Hanaa Mohamed

President of Planning and Follow up Sector General Secretary of Local Administration

Ministry of Local Development

Abdel Rehim Walid M. Senior Program Officer – Water and Wastewater KFW [email protected]

Abdel Salam Osama H 2020 Focal Point [email protected]

Abdel Salam Osama M.

H2020 Focal Point, Under Secretary Head of Central Dept. for Cooperation International Relations & Technical Support

Cabinet of Ministers, Ministry of State for Env. Affairs Egyptian Environmental Affairs Agency (EEAA)

[email protected]

Abou Hadid Ayman President Agricultural Research Centre [email protected]

Abou Shouk Fatma Head of Environmental Management Sector

Egyptian Environmental Affairs Agency (EEAA) [email protected]

Abu-Sedira Ali Secretary General Head of the Sector for Branch Affairs


Ahmed Mahmoud Foad Abdel Rahman

Chairman of Water and Sanitation Company in Kafr Ek Shiekh

Water and Sanitation Company in Kafr Ek Shiekh

Ashmawy Mostafa General Manager Utilities (consulting office for Kafr El Shiekh Governorate)

[email protected]

Askar Yasir PPSI Project Manager EPAPII Technical Support Team Manager (tstm)

Cabinet of Ministers, Egyptian Environmental Agency [email protected]

Azer Yousri Henri

Chairman of Matrouh Potable Water and Sanitation Company in Marsa Matrouh

Matrouh Potable Water and Sanitation Company [email protected]

Boissevain Wicher Euroconsult Mott MacDonald [email protected]

Dowidar Ashraf Head of Central Department for Planning, Marketing and Information

Industrial Development Authority (IDA) [email protected]

El Absy Yousri Kamel Wastewater Sector Director Behera Wate and Wastewater Company

El Dalil Said Director of the Environmental Protection Fund (EPF)


El Din Ahmed Mohie

Engineering Consultant (responsible for international funding for projects)

WWHC [email protected]

El Shafei Adel GM of Hazardous Egyptian Environmental [email protected]




Substance and Waste Affairs Agency (EEAA)

El Shorbagy Mohamed

Manager of Technical Studies in Chemonics Egypt (WW Consultant of HCWW for Behera Governorate)

Chemonics Egypt (Consulating Office) [email protected]

Abou Elseoud Ahmed MED POL Focal PointHead of the Environmental Monitoring Programme


Eltantawy Mohamed Director of International Conventions Department

Cabinet of Ministers Egyptian Environmental Affairs Agency (EEAA

[email protected]

Elkady Heba

Head of Multilateral Cooperation Department - International Relations & Technical Cooperation


Fayez Badr O&M Specialist GTZ [email protected]

Gaber Ahmed Director of Chemonix Egypt (WW Consultant of HCWW for Behera Governorate)

Chemonix Egypt (Consulating Office) [email protected]

Gielow Detlef Program Manager Water and Wastewater Sector [email protected]

Hadary Hanan Elv Director Egypt National Cleaner Production Centre (ENCPC) [email protected]

Hadid Ayman F. Abou President Agricultural Research Centre [email protected] Holtkotte Andreas Director KfW Office Cairo KfW Bankengruppe [email protected]

Hussein Atwa

Head of Cairo RBO, Head of NGO Unit Chief Duty, Technical Department for Sustainable Development


Jago Philip Team Leader EPAP II COWI and DTI [email protected]

Ibrahim Mohammed Ismail

Hazardous Waste Director, Official Focal Point of Stockholm Convension (POPs)


Khalil Hanaa Gomaa Technical Support Team Manager

Env. Protection Projects, Egyptian Pollution Abatement Project- Second Phase I

[email protected]

Khaled Mahmoud Abbas

Senior Deputy Advisor For Business Development

Ministry of Housing Utilities and Urban Development, New Urban Communities Authority

[email protected]

Khallaf Cherine UfM Contact Point, Senior Economic Expert, Minister's Office

Egyptian Ministry of Trade and Industry [email protected]

Mahmoud Osama Fathy Senior Consultant Sanitary and Environmental Engineering Consultant Office (SEECO)

[email protected]

Mansour Mahmoud Chairman Water and Sanitation Company of Behera Governorate

Mawaheb Abu-Elazm Chief Executive Officer Cabinet of Ministers Egyptian Environmental Affairs Agency (EEAA

[email protected]

Moftah Mohamed General Manager of Technical Affairs

Water and Sanitation Company in Kafr Ek Shiekh

Mohamed Maysoun Nabil (EPAP II) Project Manager National Focal Point for Cleaner Production


Moulignat Jean-Hubert Director Cairo Office AFD [email protected]

Mounir Zeinab Deputy Chairman of Water and Wastewater Projects Executive Authoity in Cairo

Water and Wastewater Projects Executive Authority in Cairo

Othman Abdel Ghany Said

Chairman of the Technical and Operational Department in Matrouh Potable Water and Sanitation Company

Matrouh Potable Water and Sanitation Company

Rahel Ashraf Yehya Planning and Development Consultant

Holding Company for Water and Wastewater [email protected]

Raslan Mamdouh Deputy Chairman WWHC [email protected] Said Khaled Chairman Assistant for Industrial Development [email protected]




Project Development Authority (IDA)

Samy Ahmed Innovation & Technology Council Ministry of Trade & Industry

Saleh Medhat A.M. Chairman of Sanitary and Environmental Engineering Consultant Office (SEECO)

Sanitary and Environmental Engineering Consultant Office (SEECO)

[email protected]

Schwetje Anja Resident Twinning Advisor Egyptian Environmental Affairs Agency (EEAA) [email protected]

Sina Amr Aly Consultant of IDA’s Chairman

Industrial Development Authority [email protected]

Yehya Rahel Ashraf Planning and Development Consultant

Holding Company for Water and Wastewater

Israel

Amir Ran Director Ministry of Environmental Protection, Marine and Coastal Environment Division

[email protected]

Amitay Avnon Manager A.A. Engineers Env., Design and Project Managers [email protected]

Arie Yosi Director General Israeli Institute of Energy and Environment

Bar Or Yeshayahu Senior scientist Ministry of Environmental Protection

Doobrovsky Gregory BWWTP Manager AGAN Chemical Manufacturers Ltd. [email protected]

Kedim Nir Ministry of Environmental Protection

Director / Economics and Standards Division [email protected]

Livne Ori

Ministry of the Environment, Division of International Relations

Director, National Horizon 2020 Focal Point

[email protected]

Marx Benny Ecological Domain Manager AGAN Chemical Manufacturers Ltd. [email protected]

Meir Alexandra Scientific Section - Policy Officer

Delegation of the European Commission to the State of Israe

[email protected]

Nissim Ilan Ministry of Environment Director / Division of Solid Waste Management

Director / Division of Solid Waste Management Ministry of Environment [email protected]

Pinkas Regina Training & Project Coordinator

Israeli Institute of Energy and Environment [email protected]

Rosen Ayelet Director and H2020 Focal Point

Ministry of Environmental Protection, Division of International Relations

[email protected]

Schalimtzek Adam Foreign Relations Coordinator

Ministry of Environmental Protection, Division of International Relations

[email protected]

'Vital Paul City Engineer and Planner of Netanya [email protected]

Yitzhak Adam Director Netanya Development and Tourism Co. Ltd. [email protected]

Zask Alon Director Ministry of Environmental Protection, Water and Streams Division

[email protected]

Jordan

Al Deen Al Shbool Mohye Director MCC based at MOPIC [email protected]

Al-Bukain Murad Senior Municipal Development Ministry of Municipal Affairs [email protected]

M. Aloran Raeda Procurement specialist Environment Specialist Ministry of Municipal Affairs [email protected]

Maaitah Ramzi Advisor Investment and Economic Development Ministry of Municipal Affairs [email protected]

Mhaidat Hussein Chairman Joint Service Council (JSC) [email protected]

Zu’bi Ruba Director of Enviornmental Sustainability

Development Zones Comission [email protected]

Al Zu’bi Maha Deputy Director, Projects Dept. Head of Water & Agriculture Division

Ministry of Planning & Internl. Cooperation [email protected]

Ammar Raja Ministry of Water & Irrigation [email protected] Ayadi Youssef Hassan Planning Director Ministry of Water & Irrigation [email protected]




Jordan Valley Authority o

Badarin Hussein Director of Monitroring and Assessment Ministry of Environment [email protected]

Baker Amarneh

Chief of maintenance & operations and technical director of the El-Hassan industrial WWTP

El-Hassan industrial WWTP [email protected]

El-Keilani Zaid Assistant Secretary General for Sewerage Affairs

Water Authority

El-Khatib Abdel-Rahman M. Chairman Executive Privatization Commission [email protected]

Eng Slaeh Jaradat Director Regional & Local Dev. Dpt. Ministry of Municipal Affairs [email protected] &

Hijazi Amal A.

Project Management Specialist/Team Leader Mission Environment Officer, Water Resources & Envir. Officer

U.S. Agency for International Development American Embassy

[email protected]

Honore Guy Program Coordinator GTZ [email protected]

Househ Ahmad Director of Planning and Design in Water Affairs Water Authority of Jordan [email protected]

o

Kharabsheh Saleh Director of Projects Department

Ministry of Planning and International Cooperation [email protected]

Khashashneh Mohammed Director of Hazardous Substances and Waste Management

Ministry of Environment [email protected]

Larose Gerard Directeur/Representative French Development Agency- Representative Office in Amman

Momani Nida Engineer in Projects Directorate – water and Agriculture

Ministry of Planning and International Cooperation [email protected]

Qatarneh Ahmad Assistant Secretary General Ministry of Environment [email protected]

Saleh Bassam Assistant Secretary General for Water Affairs

Ministry of Water & Irrigation Water Authority [email protected]

Sreen John Smith Director Office of Water Resources and Environment


[email protected]

Winn Hugh Acting Deputy Director Water Resources & Environment Office


[email protected]

Lebanon

Abdulrazzak Mohamed UN ESCWA [email protected]

Asaf Mona Consultant Private

Charafeddine Wafa Head of Programmes CDR (Councl for Development and Reconstruction)

[email protected]

Chemali Nabil GTZ water project – suport to water utilities GTZ [email protected]

Fidawi Assem

Wastewater Sector Manager- Head of Regional Development Unit Planning & Programs Division

Council for development and riconstruction [email protected]

Gangloff Jean Noel Team Leader EIB TA South Lebanon Wastewater Project

[email protected]

Hasbini Elias Former engineeron the EIB TA for SL WW project Independent consultant [email protected]

Hatjian Berj Director General Ministry of Environment [email protected]

Kalpan Frederic Chief of Service Economique French Embassy Frederic.kaplan@missionec

o.org

Karam Youssef Project Management in Water Sector

CDR (Councl for Development and Reconstruction)

[email protected]

Kayal Ramez CEO ELARD – Provate consultants (certified by




MOE)

Maalouf Roger Project and Programme coordination


[email protected]

Nemr Randa Senior Advisor to the Minister of Energy & Water

Ministry of Energy and Water [email protected]

Makki Ismail Environment and Agriculture Projects


[email protected]

Malek Samar Specialist in International Law - Directorate General of Environment


Naddaf Youssef

Environmental Specialist Service of prevention from Technological Impacts & Natural Disasters


Shue Manfred GTZ water project – suport to water utilities GTZ [email protected]

Stephan Francis Charge de Mission AFD [email protected]

Neuwirth Daniel Program Coordinator Lebanon KfW Bankengruppe daniel.neuwirth_extern@kf

w.de Nseir Joseph Mikhael PDG E.E.B.M.L. [email protected]

Szersnovicz Christian Director AFD [email protected]

Younes Hassib GTZ water project – suport to water utilities GTZ [email protected]

Morocco

Abid Abderrafii Lahlou Charge de Mission Bureau de la KfW a Rabat KfW Bankengruppe Abderrafii.lahlou-

[email protected]

Abou El Haja Anis Chef de service de gestion de FODEP S.E.C.E.E.D.E. cf. O [email protected]

a

Ammor Idris Secretaire General Fond D’Equipement Communal (FEC) [email protected]

Balafrej Ismaïl Secrétaire Général VEOLIA Environnement Maroc

[email protected]

Behlsen Bouchra Directeur delegue en charge de la Direction Financiere

Fond D’Equipement Communal (FEC [email protected]

Ben Osmane Fadila Directeur de l’Assainissement et de l’Environnement

Office National de l’Eau Potable [email protected]

Brini Fouad Directeur General

Agence pour la Promotion et le Developpement Economique et Social des Prefectuures et Provinces du Nord du Royaume (APDN)

[email protected]

Coullaud Michel Directeur de l'Unité Travaux REDAL cf. O michel.coullaud@veoliaserv

ices.ma

De Rochambeau François Directeur des Opérations VEOLIA EAU [email protected]

Dietsch Olivier Président directeur général d’Amendis

VEOLIA Services à l’Environnement MAROC

Dinia Mohamed Gouverneur Directeur

Direction Générale des Collectivités Locales =Ministère de l'Intérieur / Direction de l'Eau et de l'Assainissement

[email protected]

Dubois Gérard

Programme d’assainissement du Bassin du Sebou Assistance Technique Chef de l’équipe des Consultants

SAFEGE / Departement International [email protected]

El Edghiri Tarik Conseiller GTZ - P.G.P.E. Cf.O [email protected]

El Harchi Rachid

Direction duDeveloppement Sodial Cooperation et Partenariat

Agence pour la Promotion et le Developpement Economique et Social des Prefectuures et Provinces

[email protected]




du Nord du Royaume (APDN)

El Morer Ali Service Permanent G.D.S.A.L.D.E.P.E. cf.O [email protected]

El Ouazzani Limia Administrateur Assainissement Solide D.G. des Coll. Locales cf. O [email protected].

ma

Firadi Rachid

Chef du service de la coopération multilatérale Direction du partenariat de la communication et de la coopération

Département de l’environnement Secrétariat d’état auprès du ministère de l’énergie et des mines,de l’eau et de l’environnement

[email protected]

Kadiri Mohamed Ministère de l'Intérieur D.R.C.S. [email protected]

Khalifa Nawal Directeur Central Charge du Pole Finance

Office National de l’Eau Potable [email protected]

My Mehdi Chalabi Chef de la Division Gestion Environnmentale Du Milieu Naturel

Secretariat D’etat Charge de l’Eau et de l’Environnement - Departement de l’Environnement

[email protected]

Mignot Vincent VEOLIA Services à l’Environnement MAROC

[email protected]

Moudden Hamid

Deirecteur Delegue en charge de la Direction Credits d’Equipement Pole Operations

Fond D’Equipement Communal (FEC) [email protected]

Mouhessine Abderrahim Ingénieur Environnement Commune Urbaine de Tanger Ingénieur Environnement

Ourkia Benaceur Chef de la Division de l'Environnement

D.G. des Coll. Locales // D. de l'E. et de l'A. cf. O - Min. de l'Intérieur

[email protected]

Périé Pierre Chargé de Mission AFD [email protected]

Rahmani Hassan Directeur de Developpement Durable et des Partenarias

Fond D’Equipement Communal (FEC) [email protected]

Razi Bouzekri Chef du Service Copperation Bilaterale

Secretariat D’etat Charge de l’Eau et de l’Environnement - Departement de l’Environnement

[email protected]

Rieff Henk Coordinator International Exchange of Know How and Experiences

Ministry of housing, Spatial Planning and the Environment

[email protected]

Roulleau Jean-Noel Chargé de Mission AFD [email protected]

Terhzaz Mustapha

Secrétariat d’Etat Charge de l’Eau et de l’Environnement Département de l’Environnement

[email protected]

Occupied Palestinian Territory

Ahmed Ibrahim Khalil Abuthaher

National Horizon 2020 Focal Point, irector General for Projects and International Relations

Environment Quality Authority [email protected],

[email protected]

Syria

Abed-Rabboh Reem Director Ministry of Local Administration [email protected]

Ahmad Samer Managing Director WW Company – Latakia – Ministry of Housing & Construction

Ahmad Lama Environmental Director – Latakia Ministry of Environment [email protected]

Al Haja Tamer Minister of Local Administration [email protected]

Al-Gradatt Mohammad Ahmad Director Ministry of Housing and

Construction [email protected]

Ali Erfan Director Regional Planning Commission

Al-Jawabra Fadi Ministry of Housing and




Construction Alkasir Ahmad GTZ

Al-Khouri Akram General Commission for Environmental Affairs

Al-Sheikha Kamal Deputy Minister Ministry of Housing and Construction [email protected]

Dayeh Kawkab Alsabah Minister of State for Environmental Affairs

Ministry of State for Environmental Affairs [email protected]

Diab Rafiq GTZ

EL-Chamaa Iyad Technical and Planning Department

Ministry of Local Administration

El-Sheikha Kamal Deputy Minister Ministry of Housing [email protected]

Ghanoum Mazen Managing Director WW company - Tartous Ministry of Housing & Construction

Hassan Ahmad State Planning Commission

Ibrahim Mohammad Director General Est. For Water Supply and Sewage Tartous [email protected]

Kouba Shaza Deputy Minister Ministry of Housing [email protected]

Laham Mazen Director International Cooperation

Ministry of Housing and Construction [email protected]

Lassmann Ulrike KfW [email protected] Makhlouf Suhair State Planning Commission

Mashhadieh Khalil Governor of Latakia Latakia Governorate – MOLA

Merjan Hassan Environmental Director - Tartous Ministry of Environment

Mkhaiber Ghassan Manager Phospate loading Dock – Tartous Port Phosphate Company

Moubaied Ahdab Technical and Planning Department

Ministry of Local Administration [email protected]

Muhanna Kinda Ministry of Local Administration

Naddaf Atef Governor of Tartous Tartous Governorate - MOLA

Rudolph Jochen GTZ [email protected]

Saad Adib

Head of Marine Sciences Laboratory and Aquatic Environment Faculty of Agriculture

Tishreen University [email protected]

Usta 'Adib '[email protected]

Watfa Sadiq About Deputy Minister Ministry of Local Administration

Tunisia

Behina Mohamed Directeur Régional de l’A.P.A.L. de Monastir A.P.A.L

Abdallah Maacha D.G. Agence de Protection et d'Aménagement du Littoral

[email protected]

Abdel Majid Hamouda Chef de département suivi et coordination

Ministère de l’Environnement et du Dev. Durable

[email protected]

Abdelmagid Ismail D. des Etudes des Investissements et de l'Environnement

Groupe Chimique Tunisien [email protected]

Adel Boughanti Direction Planification Budget O.N.A.S.

Adel Saidi Directeur DIRASSET Bureau d'études [email protected].

Ajroud Abdelwaheb International Finance Manager Groupe Chimique Tunisien [email protected]

m.tn

Ali Hadj Chef département centrale épuration et valorisation


[email protected]

Aoun Bou Chef de département D’épuration


[email protected]

Attia Khalil Chief Executive Officer Ministère de l’Environnement et du Dev. [email protected]




Durable

Baccar Fadel Chef de Porje Ministère de l’Environnement et du Dev. Durable - APAL

[email protected]

Ben Moussa Habib Directeur de Gestions des eco-systems

Ministère de l’Environnement et du Dev. Durable - APAL

Bertrand Furno Conseiller Economique et Commercial

Mission Economique de Tunis

[email protected]

Buscosi Giulia Développement Durable- Envir. Union Européenne [email protected].

eu CharradaHARRADA Mohamed GROUPE CHIMIQUE

TUNISIEN Directeur General Adjoint Technique [email protected]

Christine Pergent Directeur Général ? C.I.T.E.T. Dhaoui Saida Financial Study Manager Groupe Chimique Tunisien [email protected]

Dhrif Nawele Ben Romdhane

Conseiller des Services Publics Directeur Général de la Coopération Financière Régionale

Ministère du Dev. Et de la Coopération Internationale

[email protected]

Faïza Kanoun Attachée Sectorielle Mission Economique de Tunis

[email protected]

Farah Oueslati Senior business Consultant HR Access [email protected]

Fathi Chtioui Chef Dept Chargé de la D. Technique STS EL FOULADH [email protected]

Ferchichi Mounir Directeur Général Ministère de l’Environnement et du Développement Durable

[email protected]

Fethi Cherif Directeur Technique S.E.A.C.N.V.S. / Taparura [email protected]

Gharbi Dhekra Ministère de l’Environnement et du Dev. Durable

[email protected]

Ghlem Dabbeche Doyen O.I.T. [email protected]

Goudiard Roger Director Agence Française de Développement

Hafedh Wali Gérant TASSILIS Environnement [email protected]

Hassini Salah Directeur de l’environnement industriel

ministère de l’environnement et du développement durable

[email protected]

Hédi Hassis Directeur du LGC E.N.I.T. Labo Génie Civil [email protected]

Hentati Riadh Président Directeur Général

Société d’études et d’aménagement des côtes nord de la ville de Sfax Projet Taparura

[email protected]

Kaabi Samir Chef de departement Controle et suivi de la pollution

Agence Nationale de Protection de l'Environnement

[email protected]

Kaabi Noureddine Directeur Gen. Des Infrastructures

Ministère du Dev. Et de la Coopération Internationale

[email protected]

Kamel Ben Bouzid SOPROBAT [email protected]

Lakhdar Tlili Directeur Général ? I.C.F. Industrie Chimique du Fluor

Le Ravallec Celia Chargée de Projets AFD

Mahmoud Moussa Professeur E.N.I.T. Labo Modélisation en Hydraulique et l'Environnement

[email protected]

Marched Masmoudi Directeur Agence Immobilière 5 étoiles [email protected]

Mechali Zacharie Charge de Mission Rural/Eau/Environnement AFD

Mohamed Choura Responsable Laboratoire des déchets Solides

E.N.I.Sfax / U.R. Géotechnique Environnementale et Matériaux Civils

[email protected]

Mokhatar Seghir Administrateur Conseiller Unité de la Coopération Financière Régionale [email protected]

Morbach Wolfgang Programme Environnement Chef de Programme GTZ [email protected]




Mourad Guediche Senior Manager Finance IS Bridgers One [email protected]

Moussa Habib Ben Directeur de Gestions des eco-systems

Ministère de l’Environnement et du Dev. Durable - APAL

Najeh Dali Ministère de l’Environnement et du Dev. Durable

Nejib Abid Dépt Planification Projets Etudes Générales O.N.A.S. [email protected]

Noureddine Hadj Ali Directeur Régional de Monastir O.N.A.S.

Rachdi Noureddine Directeur du projet « phosphogypse »

G.C.T. (Groupe Chimique Tunisien)

[email protected]

Rached Thamri [email protected] Rached El Fatmi Maître de Conférences E.N.I.T. Labo Génie Civil [email protected]

Rached Ben Azouz Consultant Environnement and risk Assessment

Cabinet de Consultation et de Coordination Technique [email protected]

Rafik Bencharrada Gérant I.E.H. cf. O [email protected]

Ridha Boulabiar O.N.A.S. Dépt Métrologie & Rejets Industriel [email protected]

Sonia Kheriji Membre de la compagnie des comptables de Tunisie Cabinet Sonia KHERIJI [email protected]

Souid Mohamed A.P.A.L [email protected] Taïeb Gharbi Directeur O.I.T. [email protected]

Trabelsi Noureddine Ingénieur Général Directeur Environnement du GCT

Groupe Chimique Tunisien [email protected]

Zmerli Mohammed Chef service de l’évaluation environnemental


European Commission

Abu-Eid Omar Environment & Energy Focal Point

EC Delegation to the Hashemite Kingdom of Jordan

[email protected]

Badr Ahmed Utilities and Economic Development Specialist EC Delegation to Egypt [email protected].

eu

Belguenani Hassane Charge de programme Eau et Assainissement EC Delegation to Morocco Hassane.belguenani@ec.

europa.eu

Buscosi Giulia Développement Durable-Env. EC Delegation to Tunisia [email protected]

a.eu

Christiaens Peter Attaché Programs Manager EC Delegation to Lebanon [email protected]

Corrado Stehano

Charge de Programmes Développement rural Section secteurs sociaux et développement rural

EC Delegation to Morocco [email protected]

El Ghuff Danuta Program Manager in Water & Health Development and Regional

EC Delegation to the Hashemite Kingdom of Jordan

[email protected]

Falkenberg Ambrosio Carmen

Desk Officer Mediterranean Countries, Enlargement and Neighbouring Countries

DG Environment [email protected]

Fiedler Joanna DG ENV - Syria EC (DG ENV) [email protected]

Frangos Anastasios Task Manager (Infrastructure)

EC Technical Assistance Office for West Bank and Gaza Strip (Jerusalem)

[email protected]

Torni Jyrki EC Delegation Syria [email protected]

Lavina Jesus Env, Stats, Civil Protection, & Cooperation with Local Authorities

Europe Aid [email protected]

Maes Olivier EC Delegation Environment [email protected]

Mina Massimo Premier Secrétaire EC Delegation to Tunisia [email protected]

Meir Alexandra Policy Officer EC Delegation to Israel (Tel Aviv)

[email protected]

Murphy Andrew DG ENV - H2020 contact point EC (DG ENV) [email protected]

pa.eu




EIB

Climence Nathalie Sr Loan Officer (Morocco) EIB [email protected]

Dorvil Patrick Sector Specialist, Projects Directorate EIB p. [email protected]

Feige Robert Head of Office EIB [email protected] Garcia Gonzalez Virginia Loan Officer (Lebanon) EIB [email protected] Guenassia Hervé Sr Loan Officer (Tunisia) EIB [email protected]

Guinet Philippe Technical Adviser, Projects Directorate EIB [email protected]

Hart Stephen Engineer, Projects Directorate EIB [email protected]

Huesken Otto Deputy Technical Adviser EIB [email protected]

Kerpen Stefan FEMIP Head of Technical Assistance Unit EIB [email protected]

Le Ruyet Loïc Sr Loan Officer (Israel and GWB) EIB [email protected]

Marco Beros

Water & Environmental Protection Division Projects Directorate EIB Senior Engineer [email protected]

M ichalowski Piotr Loan Officer (Sectoral Responsibilities/Algeria) EIB [email protected]

Perez de Vega Paloma Loan Officer (Syria) EIB [email protected]

Prud'Homme Guido EIB Representative in Rabat (Morocco) EIB [email protected]

Rapaille Lionel Loan Officer (Jordan) EIB [email protected]

Saich Nancy

Technical Assistance & Implementation Coordinator, Projects Directorate EIB [email protected]

Schmid Eefje Policy Coordination Officer EIB [email protected]

Van Doren Nina Deputy Head of Division (Egypt) EIB [email protected]

UN

Abousamra Fouad Programme Officer UNEP-MAP [email protected]

Hart Virginie Mediterranean Marine and Coastal Expert,

UNEP GEF Strategic Partnership for the Mediterranean LME

[email protected]

Pipien Giles Senior environmental specialist World Bank/MNSEN [email protected]

Trumbic Ivica Project Manager

UNEP GEF Strategic Partnership for The Mediterranean LME

[email protected]

Documents

PHASE II FIRST INTERIM PROGRESS REPORTec.europa.eu/environment/archives/enlarg/med/pdf/mehsip...V. Petrides, G. Akl, V. Nikitas M. Woolgar 2 26/11/2010 Progress Report – FINAL G