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The World Bank (P152104)

REPORT NO.: RES31629

RESTRUCTURING PAPER

ON A

PROPOSED PROJECT RESTRUCTURING

OF

SERBIA COMPETITIVENESS AND JOBS PROJECT (P152104)

APPROVED ON SEPTEMBER 16, 2015

TO

REPUBLIC OF SERBIA

FINANCE, COMPETITIVENESS AND INNOVATION

EUROPE AND CENTRAL ASIA

Regional Vice President: Cyril E Muller Country Director: Linda Van Gelder

Senior Global Practice Director: Ceyla Pazarbasioglu-DutzPractice Manager/Manager: Mario Guadamillas

Task Team Leader: Dusko Vasiljevic

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ABBREVIATIONS AND ACRONYMS

ALMP – Active Labor Market ProgramDLI – Disbursement Linked IndicatorGDP – Gross Domestic ProductIMWG – Inter Ministerial Working GroupIP – Implementation ProgressNES – National Employment ServiceMoE – Ministry of EconomyMoESTD – Ministry of Education, Science and Technological DevelopmentMoF – Ministry of FinanceMoLEVSA – Ministry of Labor, Employment, Veteran and Social AffairsNARR – National Agency for Regional DevelopmentPDO – Project Development ObjectivePIU – Project Implementation UnitPPMC – Policy Planning Monitoring and CoordinationPPS – Public Policy SecretariatSDA – Serbian Development AgencySIEPA – Serbia Investment and Export Promotion AgencyTA – Technical Assistance


BASIC DATA

Product Information

Project ID Financing Instrument

P152104 Investment Project Financing

Original EA Category Current EA Category

Partial Assessment (B) Partial Assessment (B)

Approval Date Current Closing Date

16-Sep-2015 30-Jun-2019

Organizations

Borrower Responsible Agency

Ministry of Finance

Public Policy Secretariat,Ministry of Economy,Ministry of Education Science and Technological Development,Ministry of Labor, Employment, Veteran and Social Affairs

Project Development Objective (PDO)

Original PDOThe PDO is to improve the effectiveness and coordination of selected public programs to alleviate constraints to competitivenessand job creation, including investment and export promotion, innovation, active labor market programs, labor intermediation, and activation of social assistance beneficiaries.

OPS_TABLE_PDO_CURRENTPDOSummary Status of Financing

Ln/Cr/Tf Approval Signing Effectiveness ClosingNet

Commitment Disbursed Undisbursed

IBRD-85280 16-Sep-2015 07-Oct-2015 31-Mar-2016 30-Jun-2019 100.00 21.60 78.42


Policy Waiver(s)

Does this restructuring trigger the need for any policy waiver(s)?No

I. PROJECT STATUS AND RATIONALE FOR RESTRUCTURING

1. This Restructuring Paper seeks approval to restructure the Project to address implementation challenges so to increase the likelihood of meeting the Project Development Objective (PDO). The restructuring includes the following elements: (i) amendment to the Project Development Objective (PDO), (ii) revision to the project Disbursement Linked Indicators (DLIs), (iii) reallocation of proceeds between components and disbursement categories, (iv) revision to the results indicators, (v) adjustment to project implementation arrangements, (vi) an extension of the current Project closing date from June 30, 2019 to June 30, 2021.

2. The Bank received a request from the Public Policy Secretariat (PPS) on behalf of the Borrower on March 16, 2018, requesting the restructuring of the Project and extension of the Project closing Date by 24 months, from June 30, 2019 to June 30, 2021, to allow enough time for the Borrower to carry out the planned activities supported by the Project and the full achievement of the Project’s development objective. The request reflected the agreements reached between the Bank and the Government during the Mid-Term Review (MTR) mission carried out in December 2017.

3. The Project is part of a broader Bank engagement with the Government of Serbia on growth and job creation, which was identified as a key area of support under the CPF, along with fiscal consolidation and improved economic governance. After prolonged growth stagnation due to the financial crisis (real GDP has recently returned to pre-2008-crisis level) and successful efforts at fiscal consolidation over the last three years, reforms to reinitiate the growth are seen as an increasing priority by government. Realigning the project with relevant political and economic circumstances will contribute to these efforts as, once restructured, the project will have a stronger focus on improving the effectiveness and coordination of key public programs in the areas of investment and export promotion, innovation and labor intermediation.

A. Overall Project Status

4. The project became effective in March 2016. A number of changes, particularly around changing economic and political environment, have delayed achievement of DLIs, causing slower than expected implementation and disbursement.

5. The ratings for implementation progress (IP) and progress towards the Project Development Objective (PDO) are Moderately Unsatisfactory as of September 2017 due to delays in implementation, which has made it unlikely the project will be able to achieve its PDO before the current closing date. The project has disbursed a total of US 21.13 million (21 percent of the loan amount). The Mid-Term Review mission was held in December 2017 to discuss implementation challenges and the possible options for restructuring. The Restructuring Paper reflects the discussions during the MTR.

6. The main factor affecting implementation has been accelerated election cycles, which led to two elections taking place (parliamentary and presidential) since project effectiveness. Project decision-making and implementation were significantly slower than expected during pre-election campaigning and post-election negotiations around the setup of the Government.


Further, although the same parliamentary coalition formed the Government after the elections, the Ministers and most of technical teams of the three key ministries participating in the Project changed and led to shifts in Government’s priorities. Also, some of the DLIs met unexpected resistance from parts of the research community (in particular DLI #5, which supports reforms of the public research institutes), which led to a renewed dialogue and changes in this area to better reflect political realities. Finally, some of the implementation delays were caused by a relatively complex implementation arrangements, where in addition to the main PIU in PPS, a separate PIU was established in MoLEVSA to manage the Labor component of the project1; however, the PIU in MoLEVSA has performed poorly and has not coordinated well with the main PIU.

7. Despite delays in implementation, the ministries and agencies participating in the project remain committed to the reforms supported by the project. The proposed restructuring is thus not aimed at changing the overall objective of the project as much as realigning the indicators and implementation plans to priorities and political realities. There also remains broad support for the proposed reforms at the Government level, reflected by the fact that the activities supported by the restructured Project are included in the Government Action Plan (the Action Plan for 2018 and 2019 was adopted by the Cabinet in November 2017).

8. Given the delays mentioned above, a project extension is necessary to complete the planned reforms and achieve the PDO. Also, adjustments to some of the DLIs to better reflect the evolution of Government priorities is proposed. Finally, streamlining of implementation arrangements (by dissolving the separate PIU in MoLEVSA and having the main PIU take over its responsibilities) is also envisaged under the restructuring.

9. Financial management arrangements for the project are acceptable. There are no overdue audits of project financial statements.

B. Project status by components

Component 1: Policy planning, monitoring, and coordination (PPMC)

10. This component supports government efforts to improve coordination and planning around competitiveness, with a focus on cross-cutting policies and issues To achieve this, the implementation of the policy planning, monitoring, and coordination (PPMC) framework is supported by the project, and is supporting the government to develop and pilot an inter-ministerial PPMC system. Overall, progress under this component has been satisfactory. A PPMC framework has been established which is supported through an inter-ministerial working group (IMWG) set up as part of the pilot PPMC system, which includes the preparation of semi-annual progress reports and annual performance review reports with inputs from the various participating ministry. Also, individual planning and monitoring frameworks at the ministry-level are being developed to feed into the inter-ministerial PPMC system. This component was meant to serve as a pilot, to demonstrate usefulness of a PPMC system, with the intention that at some point after the completion of the Project it gets rolled out to other ministries as well. However, given the significant interest by the Government in results based management, activities originally proposed under this Component regarding PPMC are now being implemented at the Cabinet level and with support from the Bank through a separate Result Based Management Project Reimbursable Advisory Services (RAS), which was signed in February 2017. With the Cabinet level initiative in place, the support to PPMC by a dedicated DLI under the Project becomes redundant, and as part of the restructuring, the DLI supporting this activity is proposed to be dropped for 2018 (targeted support on policy coordination related to the Project will continue to be provided through the TA part of the project).

Component 2: Investment and export promotion

1 Setting up this separate PIU was an explicit request by the former team in MoLEVSA.


11. This component supports improvements to programs for investment and export promotion, including through support for consolidation of two previous agencies (SIEPA and NARR) into a newly established Serbia Development Agency (SDA), which performs activities related to investment and export promotion, as well as SME development. Despite some progress the implementation of this component is significantly slower than initially planned. Although strategic framework for the new Serbia Development Agency (SDA) was developed and is being implemented, preparation of the sectoral action plans was significantly delayed and instead of being adopted during 2016, they were adopted by MoE in March 2018. This delay is due to protracted procurement of TA, which was slowed down due to elections in 2016, and changes in the MoE team which impacted management of the TA. Implementation of these Action Plans will continue to be supported by DLI #2.

Component 3: Innovation

12. Component 3 supports implementation of select reforms in the research and innovation sector: (i) supporting the operations of the Innovation Fund and its programs, including Mini and Matching Grants Program, (ii) strategic planning and institutional reform of the public research and development sector. After initial setbacks, there has been major progress on enterprise innovation, supported by DLI #3 and #4 under this component. The main goal of DLI #3 was to institutionalize funding for the Mini- and Matching Grants programs by including them in the Government’s Budget. However, due to fiscal constraints, this funding was not secured in the 2016 Budget. For 2017, the budget allocation to the Innovation Fund for the Matching Grants Program has been made in full, which allowed the Innovation Fund to launch a new call for proposals, following a three-year break. With very strong demand and high quality of proposals submitted, the Government has now significantly upscaled the funding for the programs in the 2018 Budget, making up, in part, for lost time and resources in 2016. Also, new programs by the Fund (e.g. collaborative grant scheme to incentivize collaboration between SMEs and public research institutes, and new technology transfer service lines) are being piloted with strong interest by the community.

13. On the other hand, there were major delays in public research sector reforms, supported by DLI #5, as the reforms of the public research sector face substantial resistance from parts of the research community.2 Although the new Strategy for Research and Innovation was adopted by the Government in early 2016, the accompanying Action Plan (originally due in August 2016), as well as the Research Infrastructure Roadmap (originally due December 2016) are still pending. However, after a prolonged hiatus, there is a new momentum building for the reforms. The MoESTD is now committed to “lock in” the reform path (most importantly a move to a combined model of financing public research, with both institutional and competitive component) and after several delays, the Action Plan has now been finalized and in March 2018 formally sent to line-ministries for opinions, after which it will be sent to the Government for approval. Also, MoESTD has established a working group to discuss a new law on science, which will include the proposed reforms of research financing – in essence a combination of institutional financing and competitive project-based financing. Further, MoESTD is now planning to establish a new Science Fund to manage the competitive part of research funding. Finally, MoESTD has also started working on the Strategy for Smart Specialization, further contributing to the efforts to reform research and innovation policy. All of these reforms are encapsulated in the final draft of the Action Plan. To build on this new momentum, modifying the DLI #5 as part of the restructuring is being proposed.

2 The reforms of public research institutes are perceived by some members of the research community to be threatening to academic freedom and independence from market forces, especially for basic research. These views are speculative, given the relatively modest changes envisioned by the proposed reforms, and the gradual nature of the proposed process, which would allow for feedback and course corrections along the way. Difficulties in reforming the sector were further compounded by the broader context of fiscal consolidation implemented by the Government, which in effect meant that the financing envelope for the public research institutes has remained fixed over the previous couple of years.


Component 4: Labor

14. Component 4 supports a set of priority measures identified by MoLEVSA during project preparation under the government’s National Employment Strategy for the period 2011-2020. The component is covered by three DLIs (DLI #6, #7 and #8) around various aspects of the performance of the functioning of the National Employment Service (NES). The overall objectives are to enhance the effectiveness of the NES labor intermediation services for employers and the unemployed, as well as improve the effectiveness of the active labor market programs (ALMPs). It also includes one DLI (DLI #9) related to transition of social assistance beneficiaries into formal jobs.

15. In general, performance on the NES related DLIs has been satisfactory. However, significant delays with regards to the procurement of TA supporting implementation of DLI #8 were experienced. The TA support was aimed at supporting the evaluation of existing Active Labor Market Programs (ALMPs) being implemented by NES and designing of a pilot ALMP based on the results of the evaluation. As mentioned above, the separate PIU established in MoLEVSA performed poorly. Poor performance, as well as changes in the MoLEVSA team, resulted in the procurement of this TA being significantly behind schedule. Although it was anticipated that the TA would be procured by late 2016, the TA has still not been contracted at the time of this restructuring (April 2018). To address these issues, it was agreed that separate PIU in MoLEVSA will be dissolved and the main PIU established within the PPS will take over its responsibilities.

16. Progress with reforms supported by DLI #9 – measures to increase activation of social assistance beneficiaries – has also been slow and, following the change of the team in MoLEVSA, these measures are no longer seen as a priority by government. Since the specific measures supported by this DLI would be complex to design and implement (they would likely require financial incentives to the beneficiaries, changes in the regulatory framework, and funding from the Ministry’s side to pilot the program), they are highly unlikely to be meaningfully implemented without a strong commitment from MoLEVSA. It was thus agreed during the MTR in December 2017 that DLI #9 for 2017 and 2018 will be dropped (with related resources reallocated), and the PDO adjusted accordingly. In dropping the DLI, it is understood that activation of social assistance beneficiaries will continue to be indirectly supported by other activities under the Project, including improvements to ALMPs (supported by DLI #8) and improved functioning of NES (supported by DLI #6 and #7). The dialogue around supporting social assistance beneficiaries will also be continued through other Bank projects.

Overall implementation arrangements and delays

17. An Inter-Ministerial Working Group (IMWG) was set up under the project, but recently has started to focus mostly on process-related issues, rather than the substance of the reforms and policy coordination as was envisaged during project preparation. This is partly the result of the fact that there is now a separate results-based management initiative at the Cabinet level (see discussion on Component 1), so dealing with similar issues under this project is perceived as a duplication of efforts. As part of the restructuring, it is therefore proposed to adjust the Project Operations Manual to reflect the shift in the mandate of IMWG, moving IMWG responsibilities explicitly to project oversight, and less to policy coordination.

18. Overall, implementation progress is delayed. A summary of delay are as follows: (i) under Component 2, preparation of Action Plans for priority industrial sectors was completed in 2018, instead of 2016 as originally planned; (ii) under Component 3, reforms of the public research sector also have faced significant delays and the Action Plan for implementing the sector reform is expected to be adopted in 2018 instead of 2016, and; (iii) under Component 4 procurement of the TA to evaluate ALMPs and propose new programs has been significantly delayed, and the TA will become available only in 2018 instead of 2016. Due to this delay, the time necessary to evaluate the existing ALMPs, and the planning cycle of NES and MoLEVSA, the earliest that the new programs can be introduced is 2020


II. DESCRIPTION OF PROPOSED CHANGES

Revision of PDO

19. The terminology “and activation of social assistance beneficiaries” will be dropped from the original PDO and the corresponding DLI will be dropped from the project for reasons outlined above. The loan proceeds related to this activity will be reallocated. Activation of social assistance beneficiaries will continue to be indirectly supported by other activities under the Project, but the DLI is no longer directly supported.

Adjustment of DLIs

20. Full matrix of proposed adjustment to DLIs is provided in Annex 2. Summary of the changes includes:

Component 1: Policy planning, monitoring, and coordination (PPMC)

21. DLI #1 for 2018 will be dropped and related loan proceeds reallocated to Component 3 (to DLI #3 and #5) of the Project as the DLI is redundant given the responsibility for coordination and piloting of policy, planning and monitoring tools has been moved to the new cabinet-level process. TA support provided under the Project will continue to provide support to the Public Policy Secretariat and the participating ministries to build capacity for policy coordination and monitoring in the areas related to the project.

Component 2: Investment and Export Promotion

22. DLI #2 will be adjusted to reflect increased relevance of enterprise development and upgrading programs (beyond only export promotion). This is to reflect the changing priority for government, whereby Enterprise development, including through supplier development, has gained more importance as a strategic objective for the Serbia Development Agency and Ministry of Economy. The DLI has been revised to reflect the priority and the timeline for this DLI has been shifted as per Annex 2, to reflect the implementation delays and allow enough time to complete the activities supported by the Project.

Component 3: Innovation

23. The timeline for DLI #3 will be shifted, as the funding for the Mini- and Matching Grants was not included in the national budget for 2016. Also, this DLIs will be revised to include additional programs (collaborative grant scheme to incentivize collaboration between SMEs and public research institutes, innovation vouchers, and new technology transfer service lines) that the Innovation Fund has successfully introduced since the project started and ensure funding for these programs is available going forward.

No changes are proposed for DLI #4.

24. DLI #5, will be revised to better reflect recent momentum around public sector reform in the area of research. Proposed new reforms go beyond the original reforms supported by this DLI, as it is now planned that the reforms will be anchored in the government’s new Law on Science, and accompanying Science Fund. The timeline for implementing this DLI will also be adjusted to reflect the timeline for implementation of the new Law and Fund.

Component 4: Labor


25. Technical adjustments to DLI #6 will be made by revising the targeted number of unemployed transitioning into formal jobs; and by targeting actual visits by NES to employers instead of all contacts with employers, as the visits are deemed more relevant. Also, timeline for DLI #8 will be revised to reflect the delays discussed above.

26. DLI #9 for 2017 and 2018 will be dropped from the Project, as the reforms supported by this DLI are no longer seen as a Government priority and have very limited traction. The loan proceeds related to this activity will be reallocated to Component 3.

Changes in the Results Framework

27. There are no changes to the PDO level indicators, other than accommodating the revised project closing date. Changes to several intermediate indicators are provided in Annex 1. These reflect the proposed adjustments to the project design and the revised closing date outlined above. In addition, new intermediate indicators for public research reforms are proposed to reflect the expanded reform agenda.

Implementation arrangements and legal covenants

28. Given it has been agreed that the separate PIU established under MoLEVSA will be dissolved (see para 15), the associated legal covenant under the project Loan Agreement will be dropped.

Reallocation of proceeds between components and disbursement categories

29. As discussed above, DLI #1 for 2018 and DLI #9 for 2017 and 2018 are being dropped. The related loan proceeds will be reallocated to DLI #3 and DLI #5 to support more substantive progress anticipated with activities supported by these DLIs (see also paragraphs 23 and 24, and Annex 2).

30. With the closing of the separate PIU in MoLEVSA, funds which were originally allocated for the PIU in MoLEVSA and for the TA for the Labor component will be re-allocated to the main PIU and the main TA component of the project (i.e. Part B.2 of the Project is being cancelled, and the corresponding resources reallocated to Part B.1).

31. A small increase in PIU and TA funding is needed to accommodate the additional costs associated with extension of the project, which will be accomplished by reallocating funding from Part A to Part B of the Project.

Extension of the Project’s closing date

32. The Project Closing Date will be extended from June 30, 2019 to June 30, 2021 so as to provide sufficient time for completion of all activities supported by the project and the full achievement of the PDO. All of the activities supported by the Project are expected to be completed by end-December 2020. Same as in the original project design the additional six months until the Project closing date are to facilitate delivery of documentary evidence and verification of DLIs, preparation of the final progress report, and various other technical activities related to closing the Project.

Other issues

33. The project Procurement Plan will be updated and revised to reflect the changes discussed above, including both the proposed extension of the closing date and the revised implementation arrangements (i.e. closing down of the separate PIU in


MoLEVSA and dropping of Part B.2 of the Project), as well as adjustments in the TA as required. The main changes envisaged around TA relate to need for enhanced support to MoESTD for more systemic reforms of the public sector financing, and support with complementary reforms of the research and innovation sector, such as the establishment of the new Science Fund, as well as targeted support for the development of Strategy of Smart Specialization, etc.

34. Following the restructuring, Project Operations Manual will be revised to reflect the adjustments to the Project, including the verification protocols for the revised DLIs and the new implementation arrangements (i.e. dissolving the separate PIU in MoLEVSA and consolidating all project implementation and management activities in the main PIU).

III. SUMMARY OF CHANGES

Changed Not Changed

Change in Project's Development Objectives ✔

Change in Results Framework ✔

Change in Components and Cost ✔

Change in Loan Closing Date(s) ✔

Reallocation between Disbursement Categories ✔

Change in Disbursements Arrangements ✔

Change in Disbursement Estimates ✔

Change in Legal Covenants ✔

Change in Institutional Arrangements ✔

Change in Financial Management ✔

Change in Procurement ✔

Change in Implementation Schedule ✔

Change in Implementing Agency ✔

Change in DDO Status ✔

Cancellations Proposed ✔

Change in Overall Risk Rating ✔

Change in Safeguard Policies Triggered ✔

Change of EA category ✔

Other Change(s) ✔


Change in Economic and Financial Analysis ✔

Change in Technical Analysis ✔

Change in Social Analysis ✔

Change in Environmental Analysis ✔

IV. DETAILED CHANGE(S)

OPS_DETAILEDCHANGES_PDO_TABLE

PROJECT DEVELOPMENT OBJECTIVE

Current PDOThe PDO is to improve the effectiveness and coordination of selected public programs to alleviate constraints to competitivenessand job creation, including investment and export promotion, innovation, active labor market programs, labor intermediation, and activation of social assistance beneficiaries.

Proposed New PDOThe PDO is to improve the effectiveness and coordination of selected public programs to alleviate constraints to competitiveness and job creation, including investment and export promotion, innovation, active labor market programs and labor intermediation.

OPS_DETAILEDCHANGES_RESULTS_TABLE

RESULTS FRAMEWORK

Project Development Objective Indicators PDO_IND_TABLE

New investor leads generated by the reformed investment promotion agency (annual)Unit of Measure: NumberIndicator Type: Custom

Baseline Actual (Current) End Target Action

Value 20.00 23.00 33.00 Revised

Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Participants in export promotion programs that engage in new export activities (annual)Unit of Measure: NumberIndicator Type: Custom


Value 85.00 188.00 200.00 Revised

Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

New collaborations facilitated between research organizations and the private sectorUnit of Measure: Number


Indicator Type: Custom


Value 3.00 14.00 25.00 Revised

Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

NES registered unemployment cases transitioning into formal job (annual)Unit of Measure: NumberIndicator Type: Custom


Value 232280.00 215712.00 280000.00 Revised

Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Intermediate IndicatorsIO_IND_TABLE

Annual performance reviews of pilot policy planning, monitoring, and coordination system (to support competitveness and jobs reforms) (see DL1)Unit of Measure: NumberIndicator Type: Custom


Value 0.00 1.00 3.00 Marked for Deletion

Date 01-Jan-2015 30-Dec-2016 31-Dec-2018

MoE investment and export promotion programs restructured [DLI 2]Unit of Measure: TextIndicator Type: Custom


Value DLI Table partial DLI achieved DLI Table Revised

Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Number of documented interests by investors (annual)Unit of Measure: NumberIndicator Type: Custom


Value 61.00 75.00 90.00 Revised


Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Private financing catalyzed through IF support programs (Ammount USD)Unit of Measure: TextIndicator Type: Custom


Value 0.3m 0 3.6m Revised

Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Enterprises and startups financed through Innovation Fund programs (including MMG)Unit of Measure: NumberIndicator Type: Custom



Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Enterprises and startups financed with female ownerUnit of Measure: NumberIndicator Type: Custom Breakdown



Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Innovative products or services developed by MG beneficiary firmsUnit of Measure: NumberIndicator Type: Custom



Date 31-Dec-2014 30-Jun-2016 31-Dec-2020

Innovative products or services launched by MG beneficiary firmsUnit of Measure: NumberIndicator Type: Custom




Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Technology transfer: IF TTF service lines deployed [see DLI 4]Unit of Measure: TextIndicator Type: Custom


Value 0.00 3 8 Revised

Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Technology transfer: transactions initiated [see DLI 4]Unit of Measure: NumberIndicator Type: Custom



Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

R&I strategy, action plan, RI Roadmap and public research sector reforms including establishment of Science Fund designed and adoptedUnit of Measure: TextIndicator Type: Custom


Value See DLI Table DLI not achieved See DLI Table Revised

Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Citizen Engagement: Innovation matching grant beneficiary annual survey (number of surveys)Unit of Measure: NumberIndicator Type: Custom



Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

NES registered female unemployment cases transitioning into formal jobUnit of Measure: NumberIndicator Type: Custom


Value 122491.00 109457.00 145000.00 Revised


Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Number of field visits to employers per year by the NES (Number)Unit of Measure: TextIndicator Type: Custom


Value 15,927 (field visits) 17908 18,000 Revised

Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

% of total NES staff that is operating as certified case worker [DLI 6]Unit of Measure: PercentageIndicator Type: Custom



Date 31-Dec-2014 30-Dec-2016 31-Dec-2020

Standard Deviation of mean case load per branch office over all branch offices [DLI 7]Unit of Measure: NumberIndicator Type: Custom


Value 381.00 401.00 260.00 Revised

Date 01-Jan-2015 30-Dec-2016 31-Dec-2020

Gross placement rate of NES start-up support program for self-employment 6 months from completionUnit of Measure: PercentageIndicator Type: Custom



Date 31-Dec-2013 30-Dec-2016 31-Dec-2020

Gross placement rate of NES hiring subsidy program for new employment 6 months from completionUnit of Measure: PercentageIndicator Type: Custom


Value 41.00 82.09 46.00 Revised

Date 31-Dec-2013 30-Dec-2016 31-Dec-2020


Number of new or re-designed ALMPs in the NES [DLI 8]Unit of Measure: NumberIndicator Type: Custom



Date 31-Jan-2014 30-Dec-2016 31-Dec-2020

Average effective tax rate for social assistance beneficiary with two children and nonworking spouse transitioning to a half-time minimum wage job [DLI 9]Unit of Measure: PercentageIndicator Type: Custom


Value 100.00 70.00 Marked for Deletion

Date 31-Dec-2014 30-Dec-2016 31-Dec-2018

Citizen engagement: Number of employers reached by client satisfaction and needs surveyUnit of Measure: NumberIndicator Type: Custom


Value 0.00 854.00 3000.00 No Change

Date 31-Dec-2014 30-Dec-2016 31-Dec-2018

Science Fund programs initiatedUnit of Measure: NumberIndicator Type: Custom


Value 0.00 0.00 1.00 New

Date 29-Dec-2017 01-Mar-2018 31-Dec-2020

Science Fund programs competitive grants awardedUnit of Measure: NumberIndicator Type: Custom


Value 0.00 0.00 20.00 New

Date 29-Dec-2017 01-Mar-2018 31-Dec-2020

Number of firms participating in the new Supplier Development Program


Unit of Measure: NumberIndicator Type: Custom


Value 0.00 0.00 20.00 New

Date 29-Dec-2017 02-Mar-2018 31-Dec-2020

OPS_DETAILEDCHANGES_COMPONENTS_TABLE

COMPONENTS

Current Component Name

Current Cost

(US$M)Action Proposed

Component NameProposed

Cost (US$M)

Policy planning, monitoring, and coordination 4.00 Revised Policy planning, monitoring,

and coordination 3.00

Investment and export promotion 22.00 No Change Investment and export

promotion 22.00

Innovation 35.00 Revised Innovation 39.55

Labor 34.00 Revised Labor 30.00

Project management and technical assistance 4.75 Revised Project management and

technical assistance 5.20

TOTAL 99.75 99.75

OPS_DETAILEDCHANGES_LOANCLOSING_TABLE

LOAN CLOSING DATE(S)

Ln/Cr/Tf StatusOriginal Closing

Revised Closing(s)

Proposed Closing

Proposed Deadline for Withdrawal

Applications

IBRD-85280 Effective 30-Jun-2019 30-Jun-2021 30-Oct-2021

OPS_DETAILEDCHANGES_REALLOCATION _TABLE

REALLOCATION BETWEEN DISBURSEMENT CATEGORIES

Current Allocation Actuals + Committed Proposed Allocation Financing %(Type Total)

Current Proposed

IBRD-85280-001 | Currency: EUR


iLap Category Sequence No: 1 Current Expenditure Category: EEPs under Part A

85,025,000.00 17,705,000.00 84,625,000.00 100.00 100.00

iLap Category Sequence No: 2 Current Expenditure Category: G,non-CS,CS,TR,OC Part B1

3,817,175.00 836,997.73 4,600,265.41 100.00 100.00

iLap Category Sequence No: 3 Current Expenditure Category: CS, Part B.2

434,075.00 50,984.59 50,984.59 100.00 100.00

Total 89,276,250.00 18,592,982.32 89,276,250.00

OPS_DETAILEDCHANGES_DISBURSEMENT_TABLE

DISBURSEMENT ESTIMATES

Change in Disbursement EstimatesYes

Year Current Proposed

2016 6,657,295.00 6,657,295.00

2017 6,244,055.46 6,244,055.46

2018 30,096,860.87 18,308,458.13

2019 57,001,788.67 36,340,092.01

2020 0.00 20,940,422.40

2021 0.00 11,509,677.00

OPS_DETAILEDCHANGES_LEGCOV_TABLE

LEGAL COVENANTS

Loan/Credit/TF Description Status Action

IBRD-85280

Finance Agreement :Maintain PPS through Project implementation | Description :Loan Agreement Schedule 2, Section I.A.1. The Borrower shall maintain and operate, throughout Project implementation, PPS in a manner, with resources, staff, terms of reference,

Complied with No Change


functions and responsibilities satisfactory to the Bank. | Frequency :CONTINUOUS

IBRD-85280

Finance Agreement :Maintain PIU through Project implementation | Description :Loan Agreement Schedule 2, Section I.A.2. The Borrower, through PPS, shall establish and, thereafter, operate and maintain throughout Project Implementation the PIU, as a technical coordination unit of the Project, with technical experts and other personnel in adequate numbers and with qualifications, and with terms and conditions, all satisfactory to the Bank, including a PIU director, a procurem | Frequency :CONTINUOUS


IBRD-85280

Finance Agreement :Matching Grant Program and Safeguards | Description :Loan Agreement Schedule 2, Section I.A.3. In respect of Part A.3.(a) of the Project, the Borrower shall ensure that the Matching Grants Program is implemented in a manner satisfactory to the Bank, and in accordance with the Matching Grants Manual, the Environmental and Social Management Framework (“ESMF”) and any applicable Environmental Management Plan (“EMP”) thereunder. | Frequency :CONTINUOUS


IBRD-85280

Finance Agreement :MoLEVSA’s implementation of Part B.2 of the Project | Description :Loan Agreement Schedule 2, Section I.A.4. The Borrower, through MoLEVSA, shall carry out the procurement, financial management and other associated activities, in coordination with PPS for Project reporting purposes, all in accordance with the Project Operations Manual, and with resources, staff (including a procurement specialist), terms of reference, functions and responsibilities satisfactory t | Frequency :CONTINUOUS

Complied with Marked for Deletion

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