Date of Submission to Coordination Unit:
4 November 2015
A. GENERAL INFORMATION
1. Activity Name
Supporting Jordan to improve SME policy effectiveness through better coordination, consultation, monitoring and
evaluation mechanisms.
2. Requestor Information
Name: Saleh Al-Kharabsheh
Title: Secretary General
Organization and Address: Ministry of Planning and International Cooperation; P.O Box 555 Amman 11118 Jordan
Email: [email protected];
[email protected]
Telephone: +96264649023
3. Recipient Entity
Name: Hana URAIDI
Title: Chief Executive Officer
Organization and Address: Jordan Enterprise Development Corporation; JEDCO, P.O. Box 7704 Amman 11118 Jordan
Telephone: +962 6 5603686
Email: [email protected]; [email protected]
4. ISA SC Representative
Name: Andreas SCHAAL
Title: Head of the Sherpa Office and the Global
Governance Unit
Organization and Address: 2 Rue André Pascal
Telephone: +(33-1) 45 24 93 88
Email: [email protected]
5. Type of Execution (check the applicable box)
√
Type
Country-Execution
Joint Country/ISA-Execution
√
ISA-Execution for Country
Endorsements
Attach written endorsement
from designated ISA
Attach written endorsement
from designated ISA
Attach written endorsement
from designated ISA
1
Justification
(Provide justification for ISA-Execution)
The OECD has longstanding experience in
promoting small and medium enterprise (SME)
policy exchange and peer learning among OECD
members and non-members, including from the
MENA region. In 2013-2014, the OECD
performed a full-fledged benchmarking exercise
of SME policies in Jordan and other MENA
countries (“SME Policy Index 2014: The
Mediterranean Middle East and North Africa”).
The exercise was done in co-operation with the
European Union (EU) and in consultation with
experts, the private sector and others. One of the
main recommendations for Jordan was to
significantly strengthen institutional
coordination, public-private consultations,
monitoring and evaluation elements of SME
policy making in order to achieve greater policy
coherence and effectiveness. This is especially
important given 1) the large number of actors
and initiatives involved in SME support and 2)
the lack of reliable and timely evidence on the
effectiveness of SME support measures provided
by the Jordanian government, donors, the
private sector and other organisations.
The OECD will provide its policy expertise and
experience to help Jordan to implement a system
to strengthen policy coordination, public-private
consultations and the country’s capacity to
assess SME policy effectiveness and efficiency
(the “Project”). The Project will be undertaken
alongside the Jordan National Entrepreneurship
and Small and Medium Enterprise Growth
Strategy 2015-2019. The Project should also be
aligned with the MENA Transition Fund project
“Jordan’s SME Growth Programme 2015-2017”
and especially its component 4 “Establishing a
Start-ups and SME Growth Observatory at
JEDCO.”
The results of the Project will contribute to the
achievement of the objectives of SME policies in
Jordan in terms of jobs, competitiveness and
economic growth.
ISA-Execution for
Parliaments
Attach written endorsements
from designated Ministry and
ISA
2
6. Geographic Focus
Individual country (name of country): The Hashemite Kingdom of Jordan
Regional or multiple countries (list countries):
7. Amount Requested (USD)
Amount Requested for direct Project Activities:
(of which Amount Requested for direct ISA-Executed Project Activities):
Amount Requested for ISA Indirect Costs: 1
Total Amount Requested:
1,220,500
77,000
1,297,500
8. Expected Project Start, Closing and Final Disbursement Dates
Start Date:
1 January 2016
Closing
Date:
1 August 2018
End Disbursement
Date:
1 December 2018
9. Pillar(s) to which Activity Responds
Pillar
Investing in Sustainable Growth.
This could include such topics as
innovation and technology policy,
enhancing the business environment
(including for small and medium-sized
enterprises as well as for local and foreign
investment
promotion), competition
policy, private sector development
strategies, access to finance, addressing
urban congestion and energy intensity.
Inclusive Development and Job
Creation. This could include support of
policies for integrating lagging regions,
skills and labor market policies, increasing
youth employability, enhancing female
labor force participation, integrating
people with disabilities, vocational
training, pension reform, improving job
conditions and regulations, financial
inclusion, promoting equitable fiscal
policies and social safety net reform.
Primary
(One only)
Secondary
Pillar
(All that apply)
Enhancing Economic Governance.
√
This could include areas such as
transparency,
anti-corruption
and
accountability policies, asset recovery,
public
financial
management
and
oversight, public sector audit and
evaluation, integrity, procurement reform,
regulatory quality and administrative
simplification, investor and consumer
protection, access to economic data and
information,
management
of
environmental and social impacts,
capacity building for local government and
decentralization, support for the Open
Government Partnership, creation of new
and innovative government agencies
related to new transitional reforms,
reform of public service delivery in the
social and infrastructure sectors, and
sound banking systems.
√
Competitiveness and Integration.
This could include such topics as logistics,
behind-the-border
regulatory
convergence,
trade
strategy
and
negotiations, planning and facilitation of
cross-border
infrastructure,
and
promoting and facilitating infrastructure
projects, particularly in the areas of urban
infrastructure, transport, trade facilitation
and private sector development.
1
Primary
(One only)
Secondary
(All that apply)
√
√
ISA indirect costs are for grant preparation, administration, management (implementation support/supervision) including
staff time, travel, consultant costs, etc.
3
B. STRATEGIC CONTEXT
10. Country and Sector Issues
THE BUSINESS ENVIRONMENT
The Jordanian business environment benefits from a relatively well-developed infrastructure, a sound institutional
and regulatory framework and a relatively open economy. Committed to strengthening the liberalisation of
investment and increasing its integration in the world economy, Jordan adhered in November 2013 to the OECD
Declaration on International Investment and Multinational Enterprises.
Jordan ranks 113rd out of 189 economies in the World Bank’s 2016 Doing Business, six places down from the 2015
index. Paying taxes is relatively easy in Jordan (ranked 52nd) – the total corporate tax rate of 29% is lower than the
MENA and OECD averages. Getting electricity (56th) and trading across borders (50th) are further strengths of the
Jordanian business environment. Trading across borders has been made easier by improving infrastructure at the
port of Aqaba. Getting credit (185th), however, represents a major burden, due to the lack of creditor rights,
difficulties in obtaining credit information, and weak registry coverage. Protecting minority investors (163th) and
enforcing contracts (126th) are also weak areas – the ability of shareholders to sue officers and directors is assessed
as particularly restricted for entrepreneurs in Jordan and enforcing contracts is a lengthy and costly process.
OVERVIEW OF THE STATE OF SMEs
SMEs (usually firms with 1 to 249 employees) represent the vast majority of enterprises in all countries. Micro firms
(with 1-9 employees) and the self-employed are the dominant type of private sector firms, especially in low and
middle income countries and in the services sector. More importantly, SMEs are important drivers of job creation and
economic growth: they generally account for between half and two thirds of private sector employment and
contribute, to varying degrees, to value added and exports.
SME development in Jordan is somewhat higher than in the rest of the MENA region, although it lags significantly
behind that of other emerging and developing countries:
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The density of SMEs in Jordan is 25.6 per 1 000 inhabitants, compared to 19 in the MENA region, 45 in highincome OECD countries and 31 in developing countries.
Jordanian SMEs employ 31% of the workforce, compared to an average of 28% in MENA, 33% in developing
countries and 45% in OECD countries.
The average rate of enterprise creation per 1 000 people of working age in 2004-2012 was 0.69, slightly
higher than the MENA regional average of 0.6 but well below the OECD average of 4.8.
Jordanian SMEs are strongly oriented towards internal trade: They accounted for only 2.4% of total domestic
exports in 2011.
The Jordan National Entrepreneurship and Small and Medium Enterprise Growth Strategy 2015-2019 (the SME
Strategy) cites a number of constraints limiting SME development potential. Some of those constraints reflect the
economic structure and level of development in the country: a preponderance of micro firms (fewer than ten
employees) in the enterprise population (96%) which limits the competitive and productivity potential of the
economy. This is because micro firms have fewer internal resources, less capacity to compete in global markets, and
suffer from a lack of management skills, financing, and technology that limits their survival and growth potential. The
majority of SMEs focus on the production of traditional, low value-added goods of low quality, serving local markets,
and competing on the basis of price. Very few have the capacity to compete in international markets. The vast
majority have no quality control systems in place nor follow quality control procedures in compliance with
international quality certification systems. They do not invest heavily in technologies that will add value to their
products and overall economic performance, and exhibit low levels of technology utilisation.
The SME Strategy also identifies constraints related to the environment in which SMEs operate:
•
•
•
•
a weak entrepreneurial culture;
lack of access to financing;
lack of entrepreneurial and management skills and capacity, coupled with inadequate access to business
development, advisory and diagnostic support services, especially in the governorates;
market access challenges;
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•
•
lack of innovation and technology adoption/ development; and
legal, regulatory and administrative barriers.
To address the constraints faced by SMEs and entrepreneurs, the SME Strategy puts forward a vision to pave the way
for enhanced growth, productivity, innovation and internationalisation. The vision for the strategy is “to create an
environment conducive for SMEs to grow and entrepreneurship to flourish, in both urban and rural areas, in order
that they may contribute more fully to the generation of jobs, economic wealth and the socio-economic well-being of
the Kingdom”.
Section 12 of this document provides details of the SME Strategy and how this Project proposal is aligned with it and
will contribute to its implementation.
SME POLICY COORDINATION, CONSULTATIONS, MONITORING AND EVALUATION IN JORDAN
The SME Policy Index for the Mediterranean Middle East and North Africa 2014 (the “SME Policy Index”)(a
benchmarking of SME policies in the MENA region by the OECD and the European Union) notes that the preparation of
the SME Strategy is one of the most significant SME policy developments in Jordan in recent years. The SME Strategy
has been endorsed by the Jordanian Cabinet in 2015 and the approval of its implementation Action Plan is in the
process of endorsement. The successful achievement of its ultimate objectives, nonetheless, will greatly depend on
how effectively the institutions and actors in charge of implementing its different actions coordinate and consult with
each other and with the private sector. A thorough monitoring and evaluation (M&E) of the results of those different
actions, individually and collectively, will be essential to assess whether the objectives were efficiently and effectively
achieved, and to adjust policies when necessary.
SME policy coordination
The identification of concrete SME policy objectives, responsible agencies and the establishment of consultation,
coordination, monitoring and evaluation mechanisms are essential to assess and to better respond to the
development needs of the private sector, including SMEs. In Jordan, enterprise policy is the responsibility of several
institutions; the Jordan Enterprise Development Corporation (JEDCO) is one of the main actors of SME policy. Policy
coordination has remained a relatively weak point which should be addressed by the implementation of the SME
Strategy if the right coordination and consultation mechanisms are in place. As stated in the MENA Transition Fund
project “Jordan’s SME Growth Programme 2015-2017”, “it appears that most programmes have limited reach in
terms of beneficiaries and access in many parts of Jordan [while] there is no mechanism for coordinating the range of
service providers and programme efforts and the quality of services offered.”
The endorsement and implementation of the SME Strategy could be a milestone to overcoming this weakness in the
policy environment and would represent a major success for SME policy in Jordan and in the overall MENA region.
The new strategy, formulated through an extensive participatory process, creates an opportunity to rationalise
legislation and regulations affecting SMEs. It also allows for greater synergies between programmes and their
implementation. Among the most important attributes of the SME Strategy is the fact that it sets a new range of
medium-term objectives, groups enterprises in terms of size, provides a tailored action plan that reflects their needs,
and putts a clear emphasis on enterprise growth. The SME Strategy aims to facilitate policy management, assigning a
major role to JEDCO in terms of policy advocacy, coordination and implementation.
Public-private consultations
Effective and constructive public-private consultations can contribute to improving significantly the quality of public
policy towards SMEs, provided that those consultations are conducted regularly, are transparent and open, and
private sector representation is wide, including all different segments of the SME population.
In Jordan, the Economic and Social Council (ESC), which meets twice a year, is the main conduit for public-private
consultations. Additional consultations take place when major economic measures are proposed, but, according to the
SME Policy Index, private sector organisations consider the framework non-conducive to a productive dialogue, due
to a lack of structured mechanisms for consultations.
5
Intensive public-private consultations were also conducted in 2012-2013 as part of the preparation of the SME
Strategy. Those experiences provide fertile ground for improving the public-private consultation mechanisms
required for the effective implementation of the SME Strategy. The intensive and inclusive consultation process for the
elaboration of the SME Strategy could be taken as a starting point and institutionalised.
Monitoring and evaluation
The SME Policy Index found that despite the significant number of SME initiatives by governments, donors, the private
sector and other organisations, the evidence on their levels of implementation and effectiveness remains very scarce.
This indicates a sweeping lack of monitoring and evaluation of policies across the MENA region, including in Jordan.
Jordan should therefore significantly increase its efforts to assess the effectiveness of SME policies and measures. This
is essential to enhance policy effectiveness and improve the allocation and use of scarce resources, especially in times
where government finances are under increasing stress. Consultation and coordination with the private sector should
also be an essential element to strengthening policy monitoring and evaluation.
Another important recommendation put forward by the SME Policy Index points to the need to improve the collection
of more and better data on private enterprises. This includes timely and complete evidence on the number of firms,
their size, the sectors in which they operate, employment creation, entry and exit of firms, value added, exports, etc.
This is essential to achieve more accurate diagnoses of the needs and performance of the private sector, including
SMEs, and to design better targeted SME support programmes. Greater availability of statistical evidence on the state
of SMEs is also fundamental to better monitor and evaluate the actual impacts of SME policy.
11. Alignment with Transition Fund Objective
The objective of the Transition Fund as provided in the Operations Manual (Section 2, Para. 7) is, “to improve the lives
of citizens in transition countries, and to support the transformation currently underway in several countries in the
region (the “Transition Countries”) by providing grants for technical cooperation to strengthen governance and public
institutions, and foster sustainable and inclusive economic growth by advancing country-led policy and institutional
reforms.”
This proposed Project is in alignment with the above stated objective. It will build capacity in Jordan to increase the
governance and institutions in charge of SME policymaking, which will in turn facilitate the achievement of the vision
of the SME Strategy (“to create an environment conducive for SMEs to grow and entrepreneurship to flourish, in both
urban and rural areas, in order that they may contribute more fully to the generation of jobs, economic wealth and
the socio-economic well-being of the Kingdom.”). By helping Jordan to achieve an effective implementation of the
SME Strategy through greater institutional coordination, public-private consultations and monitoring and evaluation
(essential elements to achieve greater policy coherence and effectiveness), the Project will contribute to the successful
execution of the actions defined in the SME Strategy, and ultimately to contribute to its stated goals of job creation and
economic development.
12. Alignment with Country’s National Strategy
The main objective of the SME Strategy is to provide a comprehensive and coherent framework for SME support in
Jordan and to foster job creation and income generation by promoting the entry of new start-ups and improving the
performance and growth of existing micro, small and medium-sized enterprises to increase the contribution of SMEs
to the Jordanian economy.
The SME Strategy is structured around a number of key elements including a set of principles, objectives, targeted
enterprises, thematic pillars and institutional implementation mechanisms. The proposal presented in this document
addresses the institutional mechanisms of the SME Strategy. The following sections include a short description of the
elements contained in the SME Strategy and a particular description of its institutional arrangements.
SME Definition
The SME Strategy is designed to address shortcomings and bottlenecks in existing support for SMEs and start-ups.
6
One of the most important elements is the introduction of an official SME definition aligned to that used by the OECD
members and the European Union, although based only on number of employees and excluding assets, turnover and
other considerations:
•
•
•
•
Microenterprise – Fewer than 5 permanent workers.
Small enterprise – 5-49 permanent workers.
Medium enterprise -50-249 permanent workers.
Early-stage start-up (ESSU) a business that has been in operation for no more than two years.
Guiding principles
The SME Strategy also puts forward a number of guiding principles for SME policymaking in Jordan. The proposed
Project in this document is aligned with several of those principles, namely:

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

building on the existing SME support infrastructure and delivery system, with provisions for expanding its
reach and capacity and improving its coordination;
providing national guidance on appropriate actions for all public and private stakeholders;
inclusive participation of all relevant public and private sector bodies to ensure an effective, coordinated and
integrated implementation approach, recognising that the promotion and development of entrepreneurship
and SMEs is a shared competency, spanning a range of ministerial boundaries and policy areas and different
levels of government, as well as private sector organisations, educational institutions and non-governmental
organisations (NGOs);
commitment to a process of regular dialogue with entrepreneurs and SMEs on their needs and proposed
solutions to inform on-going policy and programme actions;
a clear delineation of roles, responsibilities and accountabilities of implementation partners; and
monitoring and evaluation of the Strategy’s implementation against quantifiable objectives and targets.
Strategic goals and objectives
The SME Strategy identifies strategic goals (increasing the stock, employment, productivity and exports of Jordanian
SMEs) and strategic objectives (increasing the rates of: creation of new enterprises; high-growth and innovative firms;
productive SMEs; and access to finance and business development services).
Target groups and thematic pillars
To achieve these objectives and goals, the SME Strategy focuses on target groups: i) new entrepreneurs; ii) early stage
start-ups; iii) SMEs; and iv) high-growth potential and innovative SMEs.
To address the main barriers to entrepreneurs and SMEs in Jordan, the SME Strategy focuses on six thematic strategic
pillars:
Pillar 1: Conducive legal and regulatory environment
Pillar 2: Entrepreneurship awareness and culture building
Pillar 3: Entrepreneurial/ management skills and top quality business support
Pillar 4: Access to financing
Pillar 5: Innovation capacity and technology adoption/development
Pillar 6: Market access
Implementation mechanisms
This proposed Project “Supporting Jordan to improve SME policy effectiveness through better coordination,
consultation, monitoring and evaluation mechanisms” is aimed at helping the Jordanian authorities to strengthen
the implementation mechanisms of the SME Strategy. Those mechanisms are identified in the SME Strategy as new
structures and actions required for its effective implementation:
1.
2.
creation of a mechanism for effective oversight, coordination, partnership development and capacity
building;
development of an adequate business support infrastructure and effective SME support services;
7
3.
4.
development of a statistical database and dedicated SME information web-portal; and
design and implementation of a monitoring and evaluation system.
This proposed Project focuses on supporting Jordan with capacity building and good practices for the implementation
of mechanisms 1, 3 and 4. This Project proposal is fully aligned with the SME Strategy of Jordan and will also consider
the procedures outlined in the implementation document of the Strategy: the Final Action Plan for the
Implementation of the Jordan National Entrepreneurship and SME Growth Strategy 2015-2019 (“the Action
Plan”).
C. PROJECT DESCRIPTION
13. Project Objective
The Project will support Jordan to increase SME policy effectiveness by building capacity to reinforce key elements of
the SME policy making process: coordination, public-private consultations, monitoring and evaluation.
The ultimate aim is to increase the value for money of SME policy and to help Jordan achieve the main goal of its
National Strategy for Entrepreneurship and SME Growth 2015-2019: “to foster job creation and income generation by
promoting the entry of new start-ups and improving the performance and growth of existing micro, small and mediumsized enterprises (SMEs) to elevate the contribution of the SME sector to Jordan’s economy”.
Specific objectives are:
1.
based on good practices and other country experiences, and through analysis and capacity building, support
Jordan in the “creation of a mechanism for effective oversight, coordination, partnership development and
capacity building” (stated as first implementation mechanism of the SME Strategy);
2.
building on OECD expertise in international data collection and harmonisation, help in the “development of a
statistical database and dedicated SME information web-portal” (stated as third implementation mechanism
of the SME Strategy), in consultation with the Transition Fund project “Jordan’s SME Growth Programme
2015-2017” and in alignment with the activities of a possible OECD-European Commission project to build
the statistical capacities of MENA countries for the collection and harmonisation of data by enterprise size;
and
3.
based on good practices and other country experiences, and through analysis and capacity building, support
Jordan in the “design and implementation of a monitoring and evaluation system” (stated as fourth
implementation mechanism of the SME Strategy).
14. Project Components
The Project will be undertaken alongside the SME Strategy and its Implementation Action Plan (The SME Strategy has
been endorsed by the Jordanian Cabinet in 2015 and the approval of its implementation Action Plan is in the process
of endorsement). The Project will consider and build upon the overall vision of the SME Strategy, its strategic goals
and objectives, thematic pillars and target groups, as noted in Section 12 above. The Project will, in particular, support
Jordan in the implementation mechanisms of the SME Strategy, which are:
1.
2.
3.
creation of a mechanism for effective oversight, coordination, partnership development and capacity
building;
development of a statistical database and dedicated SME information web-portal; and
design and implementation of a monitoring and evaluation system.
These implementation mechanisms will constitute the main components of the proposed Project.
As noted in the SME Strategy, the completion of a strategy document is only the first step in achieving objectives for
entrepreneurship and SME development and growth over the next five years. In order to successfully execute the
strategy, Jordan must commit to a steadfast and focused implementation mechanism and to the allocation of sufficient
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resources.
COMPONENT 1. “CREATION OF A MECHANISM FOR EFFECTIVE OVERSIGHT, COORDINATION, PARTNERSHIP
DEVELOPMENT AND CAPACITY BUILDING”
Building on international experience and good practice, the first component of the Project will support Jordan with
the implementation of the governance mechanism for the execution of the SME Strategy and its Action Plan. The
governance mechanism identified by the SME Strategy consists of:
1)
2)
3)
the establishment of a Higher Council on Entrepreneurship and SME Growth as the oversight body;
the confirmation of JEDCO as the lead body for coordinating actions under the SME Strategy (and acting
as the Secretariat to the Higher Council); and
the creation of entrepreneurship and SME support networks and Service Level Agreements between
public and private sector organisations to achieve a more integrated and coordinated system of business
support to entrepreneurs and SMEs.
Given the horizontal nature of government policies impacting on development of entrepreneurship and SMEs, the
SME Strategy seeks to implement an integrated policy approach with oversight from the highest levels of
government. According to the SME Strategy, this is to be achieved by a Higher Level Committee (HLC) composed of
the key relevant ministers and other key figures (the Minister of Industry and Trade, the Minister of Planning and
International Co-operation, the Minister of Finance, the Governor of the Central Bank of Jordan, the Chief Executive
Officer of JEDCO, the Chairman of the Jordan Chamber of Commerce, the Chairman of the Jordan Chamber of Industry).
At the technical level, the SME Strategy also puts forward the creation of an Entrepreneurship/ SME Advisory
Committee (the “Committee”), based on international practices. The Committee will offer a formal forum for dialogue
with SMEs, representative entrepreneurship and SME associations, and key organisations providing business services
to SMEs.
The SME Strategy identifies JEDCO as the leading institution for the implementation of the Strategy and as the
Secretariat to the Higher Council. According to the SME Strategy, JEDCOs role will include advocacy, coordination
(linkages with other ministries, agencies, and SME stakeholder groups), partnership development, networking of
business services and programme delivery partners, capacity building to ensure the quality of service delivery to
SMEs, and monitoring and evaluation of the implementation of the SME Strategy. The Secretariat of JEDCO will also
prepare annual reports on progress in line with its role in implementing a SME Observatory.
At the operational level, and to assist JEDCO in its coordination function, the SME Strategy calls for the creation of
“SME focal points” to be established in all ministries and public agencies implicated in the implementation of
actions within the framework of the SME Strategy. One of the roles of these focal points is to ensure that the interests
of entrepreneurs and SMEs are taken into account in the formulation of departmental policies and programmes.
JEDCO will coordinate regular meetings of these focal points to assist in developing and implementing action plan
activities and initiatives developed within the context of executing the SME Strategy.
The SME Strategy foresees the creation by JEDCO of regional committees for enterprise creation and SME support
in each governorate, consisting of key programme and service delivery partners. The purpose of these committees
will be to promote entrepreneurship and SME growth in the governorates and to co-operate in providing more
coordinated actions within the framework of the national strategy. Regular meetings of these regional committees will
foster the sharing of experiences and good practices, and enhance the relevance and quality of services being
provided. They will also be a conduit for identifying gaps in services to new entrepreneurs and SMEs and
opportunities for providing better services to meet their needs.
The OECD will provide support and capacity building to JEDCO to lead the implementation and coordination
of the overall SME Strategy
The OECD undertakes full-fledged country reviews of SME and entrepreneurship policies at the national and subnational levels for member and non-member countries. Recent examples include Italy, Thailand, Russia, Mexico and
Poland. The objective of the reviews is to analyse the overall situation of SMEs and entrepreneurship in the country,
the business environment, the main support measures and the strategic and institutional frameworks for SME policy.
The OECD has also undertaken regional benchmarking exercises of SME policies in the MENA region and in other
regions (South East Europe and Turkey, Eastern Europe and Central Asia, ASEAN and the MENA region). These
exercises include in-depth analyses of the institutional coordination mechanisms in place in these countries and
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provide specific recommendations for improvement.
The experience of these countries and of the OECD will provide valuable guidance for Jordan and for JEDCO in
particular in the development of the specific implementation of the SME Strategy coordination mechanisms, including
at the high level and the technical and operational levels. Those experiences will also be important for the
establishment of systematic mechanisms for public-private dialogue and for policy advocacy.
This component will take a “bottom-up” approach, focusing on the development of general coordination and
consultation guidelines based on the analysis of a few concrete SME policy areas.
The MAIN ACTIVITIES under this component will be:
1)
To identify specific SME policy areas involving a significant number of actors (institutions at the central
and local levels, private sector representatives from different industries, donors, etc.) and where
coordination and multi-stakeholder dialogue are especially relevant (for example improving the business
environment, innovation policy and technology transfers/development; business development services
for start-ups; business development services for SME growth; access to finance, etc.).
2)
Select for analysis up to five of those policy areas and identify the main actors to be involved, the current
coordination mechanisms, and the shortcomings and bottlenecks of those coordination mechanisms.
3)
Based on in-depth analysis and on consultations, develop and codify (in a manual or document for
publication) operational guidelines to establish an effective system of policy coordination and
consultations. The guidelines will build on international practices and experience, and will take into
consideration the specificity of the policies selected. The guidelines will be designed so that they can be
replicated in other policy areas and so that they can be taken as a general guidance for the
implementation of the overall SME Strategy.
The main OUTPUT of this component will be the development of the set of guidelines for greater institutional
coordination and public-private dialogue, adapted to the Jordanian context and replicable to any or most SME policy
areas. The OUTCOME will be more coherent and therefore effective and efficient SME policy implementation at the
level of the overall SME Strategy and at the level of the specific thematic pillars of the SME Strategy.
COMPONENT 2. “DEVELOPMENT OF A STATISTICAL DATABASE AND DEDICATED SME INFORMATION WEBPORTAL”
IMPORTANT NOTE: In some of its sections, the SME Strategy’s classifies the development of a SME statistical database
under “Monitoring and Evaluation” (e.g. pp. xxvi and 84-86); while in some other sections it classifies it as a standalone implementation mechanism, together with the creation of a SME information web-portal (e.g. pp.; xix-xx and
41). This Project proposal considers SME and entrepreneurship statistics as a stand-alone component which will
provide essential information for the SME Observatory (a specialised SME surveillance and communications unit to be
created within JEDCO), for the regular publications JEDCO intends to launch (SME policy series and annual reports on
SMEs), and for the effective monitoring and evaluation of the SME Strategy.
The OECD will support the Jordanian authorities to build capacity to collect, harmonise, analyse and publish
business statistics online and in the form of reports (e.g. annual reports and SME policy papers)
2.1. SME and entrepreneurship statistics
The availability of extensive, reliable and timely data on SME and entrepreneurship is essential for the design,
implementation, monitoring and evaluation of SME policies. Furthermore, international data harmonisation facilitates
dialogue and exchange of experience among countries. The SME Strategy identifies the creation of a statistical
database on SMEs and entrepreneurship as an essential element for its implementation. Specific actions identified by
the SME Strategy to improve data availability on SMEs and Entrepreneurship are:
1.
2.
3.
the realignment of the Department of Statistics reporting on enterprise and employment distributions
according to size bands consistent with those outlined in the SME Strategy (see SME definition in Section 12
above);
the development of a statistical system to track the annual entry and closing of enterprises (in cooperation
with the Jordan Chamber of Industry and Jordan Chamber of Commerce); and
provide funding for annual Global Entrepreneurship Monitor (GEM) studies in Jordan to monitor changes in
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entrepreneurial perceptions, attitudes and entrepreneurial activity rates.
Based on international practices, the OECD will assist the Jordanian authorities (JEDCO, the Department of Statistics,
the Central Bank, etc.) in the establishment of a SME and entrepreneurship database. The OECD-Eurostat
Entrepreneurship Indicators Programme (EIP) will be a particularly useful tool in this regard. The EIP develops
and disseminates policy-relevant and internationally-comparable indicators, based on an analytical model and
measurement infrastructure that achieve international comparability. Some of the EIP indicators are:
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

entrepreneurship indicators: new enterprise creation, bankruptcies and self-employment;
structure and performance of the enterprise population: enterprises by size, employment by enterprise size,
value added by enterprise size; productivity by enterprise size, etc.;
enterprise birth, death and survival;
enterprise growth and employment creation;
SMEs and international trade;
the profile of entrepreneurs; and
determinants of entrepreneurship.
The EIP has produced methodological tools to structure the development and collection of indicators of
entrepreneurship: the "Eurostat-OECD Manual on Business Demography Statistics" and the Working Papers "Defining
Entrepreneurial Activity: Definitions Supporting Frameworks for Data Collection” and "A Framework for Addressing
and Measuring Entrepreneurship.” The OECD has also developed a Scoreboard on Financing SMEs and
Entrepreneurs (the “Scoreboard”) to document the state of access to finance for entrepreneurs and SMEs and to
monitor annually SME financing trends in 37 OECD and non-OECD countries, along with government responses to
foster better access to finance. The Scoreboard covers indicators of debt, and non-debt finance, and general finance
conditions complemented by an overview of the latest government policy measures. By improving data collection on
SME finance, the Scoreboard increases knowledge about the problems faced by SMEs and entrepreneurs and helps
governments and financial institutions design appropriate responses. It also enables the sharing of good practice
policies to promote SME finance.
In addition, OECD country reviews and work on local economic intelligence provide guidance on the collection and
use of relevant information on SME and entrepreneurship issues such as barriers to business start-up and growth.
Using these tools as a basis, the Project will support Jordan in developing capacities to improve SME data collection
and harmonisation. This is also aligned with the SME Strategy’s Implementation Mechanism on Monitoring and
Evaluation (see Section 12 above and Component 3 below). The Project will support capacity building in this area. The
actual or final collection and publication of SME data will remain the responsibility of the Jordanian authorities.
According to the SME Strategy, the Department of Statistics of Jordan (DOS) has a relatively good system of reporting
on the SME sector. The 2011 Establishments Census provides an up-to-date and timely baseline for the SME Strategy.
The next Establishment Census, anticipated in 2016, will allow Jordan to assess the overall impact of the SME
Strategy’s implementation on net growth in the SME sector mid-way through its implementation period.
The MAIN ACTIVITIES under this sub-component will be:
1)
In close consultation with JEDCO, organise of a series of capacity building workshops building on the
methodological tools provided by the OECD-Eurostat EIP; the OECD Scoreboard on Financing SMEs and
Entrepreneurs; and information and guidance from country reviews and local economic intelligence
work. The precise number and structure of the workshops will take into account the input of JEDCO, the
DOS, the EIB and the Advisory Committee of Project.
2)
Produce a manual for JEDCO and DOS to collect, analyse and publish SME and entrepreneurship
information and statistics based on the existing statistical infrastructure in Jordan (business and tax
registries, the Establishment Census, the Business Environment and Enterprise Performance Survey BEEPS, etc.).
2.2 Analysis and dissemination of statistics and information
Several countries produce regular (e.g. annual) reports on the performance and outlook of SME and entrepreneurship
and on main policy trends and results. Those reports are addressed to a wide audience such as policy makers,
government officials, researchers, business associations and SME and entrepreneurs themselves. Some countries have
11
also established online platforms to publish information and interact with SMEs and entrepreneurs (e.g. inform about
programmes and services provided by public and private institutions, publish online reports, etc.). The SME Strategy
identifies some actions to increase the availability and dissemination of information about SMEs, entrepreneurs and
policies to support them. Specific actions cited by the SME Strategy are:
1.
2.
3.
4.
5.
develop and launch a comprehensive SME information web-portal;
implement an SME Observatory project;
develop a management information system that is capable of collecting data on each of the initiatives and
programmes included under the National Strategy (such as number of clients served, types of services and
programmes accessed, etc.);
carry out impact studies assessing the effect of assistance programmes on the performance of assisted
SMMEs; and
prepare an annual report on the state of entrepreneurship and SMMEs and progress in implementing the
National Strategy
The SME Strategy also foresees, under the responsibility of JEDCO, the development of a communications plan to
adequately inform SMEs and stakeholders about its existence, as well of the actions to be taken. An important element
of the plan is the establishment of the SME information web portal to communicate to SMEs more effectively about the
availability and nature of support programmes and services and their eligibility conditions and application
procedures and disseminate information on the requirements to start and grow a business.
The OECD has for many years generated and disseminated data and knowledge on SMEs and entrepreneurship
through databases, publications and online resources. Building on its own experience and that of member and nonmember countries, the OECD could support Jordan to build capacities to analyse and disseminate information and
data on SMEs and entrepreneurs.
The MAIN ACTIVITY under this sub-component will be:
1)
Based on international good practices, support JEDCO and DOS’s to disseminate data in the SME web
portal and in the regular SME Policy papers to be produced by JEDCO.
The main OUTPUTS of the overall component will be the development of the manual for better enterprise data
collection, based on international practices and taking into consideration Jordan’s specific needs and statistical
infrastructure available. The main OUTCOME of the component will be greater capacities in JEDCO and DOS to
perform data collection on private enterprises and conditions for SME development, including SME finance indicators;
this will ultimately lead to increased evidence-based SME policy making, including through the evaluation of more
accurate diagnoses of the state of SMEs and more accurate monitoring and evaluation of policies. It is also expected to
result in the inclusion of Jordan in the annual report on Financing SMEs and Entrepreneurs: An OECD Scoreboard.
COMPONENT 3. DESIGN AND IMPLEMENTATION OF A MONITORING AND EVALUATION SYSTEM
The SME Strategy focuses on the development of effective data and reporting systems to monitor the objectives and
targets set in the SME Strategy. Monitoring and evaluation (M&E) of the effectiveness of SME policies, however, goes
beyond data collection systems. M&E also requires improving the design of SME support measures, including the
definition of clear objectives, targets, outputs and ultimate outcomes, as well as setting up adequate methodologies to
assess how well those outcomes were reached.
The OECD will assist JEDCO in implementing a monitoring and evaluation system of SME support measures
and their individual and aggregate impact on SME and entrepreneurship performance
The OECD has developed a Framework for the Evaluation of SME and Entrepreneurship Policies and Programmes to:





increase the awareness of politicians and public officials of the benefits from having an evaluation culture;
identify the principles and methods of robust policy evaluation;
disseminate examples of good micro evaluation practice at the national and sub national levels;
highlight key evaluation debates: Who does evaluations? What procedures and methods should be used?
When to do the evaluations? What about the dissemination of findings? Should all policies be disseminated in
the same way?
show the importance of policies at the macro level that influence SMEs and entrepreneurship and
12
comprehensive assessment of actions across the policy portfolio.
Building on the framework and on specific experiences from OECD members and non-members, the OECD will
support Jordan’s establishment of a system to monitor and evaluate the effectiveness of the individual components
and actions of the SME Strategy and its aggregate impact.
The MAIN ACTIVITIES under this component will be:
1)
In collaboration with JEDCO, organise capacity building workshops on M&E techniques for officials
involved in SME and entrepreneurship policies. The workshops will consider the SME Strategy, its related
Action Plan and the OECD Framework for the Evaluation of SME and Entrepreneurship Policies and
Programmes.
2)
Develop M&E guidelines for the different thematic pillars of the SME Strategy, building on the discussions
of the workshops and the related documentation. These guidelines will include information on
monitoring indicators to collect and what to evaluate, when and how.
3)
In collaboration with JEDCO, produce the first report on the state of SMEs and entrepreneurship in Jordan
and a series of SME policy papers, including an overview of SME statistics mentioned in component 2 and
the results of M&E in component 3.
The main OUTPUT of this component will be the production of the first of a series of policy papers and reports on the
state of SMEs and entrepreneurship in Jordan and the implementation of the SME Strategy. The main OUTCOME will
be the increased capacity of the Jordanian authorities to monitor and evaluate the effectiveness of SME policies and
programmes, and the ultimate effectiveness of the overall SME Strategy.
15. Key Indicators Linked to Objectives
Key indicators to measure the results of the Project are:
1)
2)
3)
Overall indicators: Government bodies, institutions and local government units receiving support
services;
Studies, assessments, reports, action plans, roadmaps, models of good practices or frameworks endorsed
Public sector staff trained in various aspects of SME and entrepreneurship coordination, dialogue,
monitoring and evaluation, and data collection, harmonisation and analysis.
1. Provide support and capacity building for JEDCO to lead the implementation and coordination of the
overall SME Strategy
4)
5)
6)
Number of consultations between relevant actors of different levels (high and technical level) involved in
selected, highly horizontal policy areas (e.g. innovation policy, access to finance, business environments,
etc.). These actors will include representatives from different ministries, public institutions, private
sector associations, etc.
Number of key shortcomings and bottlenecks identified in current coordination and consultation
mechanisms.
Key recommendations or guidelines developed to address these shortcomings and bottlenecks. These
recommendations or guidelines should be applicable to different SME policy domains.
2. Co-operate with JEDCO and EIB in the implementation of the SME Observatory, especially by building
capacity to collect and harmonise business statistics
1)
2)
3)
Number of capacity building workshops to improve the collection, harmonisation and analysis of
enterprise data, including SMEs.
Recommendations, in the form of a manual, to collect, analyse and publish SME and entrepreneurship
statistics.
Number and type of indicators collected by Jordanian authorities and published in the SME Observatory.
3. Assist JEDCO in implementing a monitoring and evaluation system of SME support measures and their
13
individual and aggregate impact on SME and entrepreneurship performance
1)
2)
3)
Number of capacity building workshops on monitoring and evaluation of different SME support
measures.
Guidelines to improve SME policy monitoring and evaluation, at the individual SME programme level and
the aggregate SME Strategy level.
Publication of a series of policy papers and the first annual report on the state of SMEs and
entrepreneurship in Jordan, including SME statistics and results of the effectiveness of the SME Strategy’s
measures taken so far.
D. IMPLEMENTATION
16. Partnership Arrangements (if applicable)
The Project will be implemented by the OECD in consultation with JEDCO, which is the main institution in charge of
coordinating actions under the SME Strategy. The execution of the Project will also involve consultation with other
organisations involved in SME policy, including the Ministry of Industry and Trade, the Ministry of Planning and
International Co-operation, the Ministry of Finance, and the Central Bank of Jordan. The private sector, notably the
Jordan Chamber of Commerce and the Jordan Chamber of Industry will also be closely involved in the implementation
of the Project. Consultation with the Department of Statistics (DOS) and relevant experts will also be undertaken
under components two and three of the Project.
17. Coordination with Country-led Mechanism/Donor Implemented Activities
The Project is aligned with the SME Strategy and contributes directly to its governance and implementation
mechanisms. The project will coordinate with ongoing initiatives by donors, and notably the Transition Fund project
Jordan’s SME Growth Programme 2015-2017 (the “SME Growth Programme”), implemented by JEDCO and the EIB,
and particularly its component 4 on “Establishing a Start-ups and SMEs Growth Observatory within JEDCO” (the “SME
Observatory”).
The SME Growth Programme will “establish and equip the SME Observatory with the necessary hard and software to
establish a service portal and enable its operation” and will “recruit and train 3-5 new specialised JEDCO staff to
manage/operate the service”. The OECD Project presented here, on the other hand, will build the capacities of the
Jordanian authorities to better coordinate, monitor and evaluate SME policy, and to collect more and better SME data.
The results of the Project are expected to increase the effectiveness and efficiency of SME policy making.
The SME Growth Programme support for the SME Observatory will involve the creation of a specialised unit within
JEDCO. The tasks undertaken by the SME Observatory will include researching, compiling and providing information
on SMEs and entrepreneurship for policymakers, researchers and SMEs. The SME Observatory will also co-operate
with other institutions to undertake surveys on SMEs and entrepreneurship and will produce or contribute to annual
reports. The SME Growth Programme will also finance the creation of an “interactive database that will establish the
core knowledge base at JEDCO, and its integration with the Management Information Systems that JEDCO has, in
addition to a suitable capacity server”.
The SME Growth Programme’s component on Establishing a SME Observatory hence has a clear operational character
(establishing and running the SME Observatory unit within JEDCO). This Project proposed by the OECD and Jordan, on
the other hand, is providing capacity-building on how to gather information and data using international tools and
good practices to produce regular surveys and improve the evidence base for SME policy making. Both projects are
therefore complementary and well-aligned as shown in the table below.
14
This Project
Based on workshops and the
elaboration of guidelines, provide:
- Capacity building and good
practices for data collection,
harmonisation, analysis and
presentation  Better diagnoses
of the performance of SME and
entrepreneurship.
- Capacity building and good
practices for better monitoring
and evaluation  More effective
and efficient SME and
entrepreneurship policy.
SME Growth Programme
Equip and staff a unit within JEDCO
to i) monitor the
Entrepreneurship, start-ups and
SME sector, ii) document
enterprise behaviour, and policy
related matters and impact, iii)
harness potential business
opportunities, linkages and market
intelligence to provide meaningful
insight into the wider targeting of
JEDCO activities, iv) add value and
support to Chambers of Industry,
Commerce and business
association community in Jordan.
Combined efforts
Better data on SMEs and
entrepreneurship and better
diagnoses of SME policy
effectiveness will be a valuable
input for the regular reports that
JEDCO intends to publish through
the SME Observatory.
The OECD’s experience on
disseminating knowledge could
also provide useful guidance for
the communications activities of
the SME Observatory.
The Project will also coordinate with other relevant donor-sponsored projects such as the Jordan Upgrading and
Modernisation Programme (JUMP) and the Jordan Services Modernisation Programme (JSMPI) – both programmes
supported by the EU, as well as the Jordan Local Enterprise Support Project – supported by the Agency for
International Development of the United States (USAID).
18. Institutional and Implementation Arrangements
The Project will be executed by the OECD in consultation with JEDCO and will follow the OECD’s standard operational
policies and procedures, including procurement and financial management policies. The Project will benefit from the
input of JEDCO, its main beneficiary, in day-to-day and strategic activities.
A Project implementation team in charge of coordinating and managing the day-to-day execution of activities for the
respective institutions (OECD and JEDCO) will be set up. The team will work under the supervision of the OECD and be
composed of staff at the OECD and JEDCO; it will include a local Project coordinator and support staff. The Project will
also benefit from the participation of international experts and consultants, who will likewise work under the
supervision of the OECD.
A Project Advisory Committee will be formed to provide input and support the execution of the activities of the
Project. The Advisory Committee will be composed of representatives from the government institutions mentioned in
Section 16 above, private sector representatives, the EIB, and donors active in SME development and other
institutions relevant to the implementation of the SME Strategy. The Project Advisory Committee will meet to evaluate
progress and provide input and support where needed.
19. Monitoring and Evaluation of Results
The key indicators linked to the objectives identified in Section 15 above will form the basis for monitoring and
evaluating the results of the Project. These indicators are of a qualitative nature (e.g. the number of actors involved in
consultations is less important than the relevance of those actors; the number of workshops organised is less
important than the actual actions undertaken as a result of the workshops).
The OECD, in consultation with JEDCO and the project Advisory Committee, will prepare progress reports bi-annually
for submission to the MENA Transition Fund.
15
E. PROJECT BUDGETING AND FINANCING
20. Project Financing (including ISA Direct Costs2)
Cost by Component
Component 1: Provide support and capacity
building for JEDCO to lead the implementation and
coordination of the overall SME Strategy
(a) Sub-component 1.1: Identification of coordination
shortcomings and bottlenecks
(b) Sub-component 1.2: Elaboration of guidelines to
improve coordination and consultations
(c) Sub-component 1.3: Application of guidelines to
the overall SME Strategy
Component 2: Build capacity to collect, harmonise,
analyse and publish business statistics online and
in the form of reports
(a) Sub-component 2.1: Capacity building workshops
to improve SME data collection, harmonisation
and dissemination
(b) Sub-component 2.2: Production of a manual
reflecting the results of the workshops
(c) Sub-component 2.3: Publication of SME and
entrepreneurship data
Component 3: Assist JEDCO in implementing a
monitoring and evaluation system of SME support
measures and their individual and aggregate
impact on SME and entrepreneurship performance
(a) Sub-component 3.1: Capacity building workshops
on monitoring and evaluation techniques
(b) Sub-component 3.2: Production of M&E
guidelines for the different thematic pillars of the
SME Strategy
(c) Sub-component 3.3: Report on the state of SMEs
and entrepreneurship, including an overview of
SME statistics and results of M&E
Total Project Cost
Transition
Fund
(USD)
427,000
Country CoFinancing
(USD)
Other CoFinancing
(USD)
Total
(USD)
12,000
439,000
12,000
378,500
85,500
128,000
213,500
366,500
146,500
110,000
110,000
427,000
439,000
171,000
12,000
128,000
128,000
1,220,500
36,000
1,256,500
21. Budget Breakdown of Indirect Costs Requested (USD)
Description
For grant preparation, administration and implementation support
Total Indirect Costs
2
Amount (USD)
77,000
77,000
ISA direct costs are those costs related to the ISA’s direct provision of technical assistance within the project.
16
F. Results Framework and Monitoring
Project Development Objective (PDO):
PDO Level Results Indicators*
Indicator One:
Government bodies, institutions and
local government units receiving
support services
Indicator Two:
Studies, assessments, reports, action
plans, roadmaps, models of good
practices or frameworks endorsed
Indicator Three:
Public sector staff trained in various
aspects of SME and entrepreneurship
coordination, dialogue, monitoring
and evaluation, and data collection,
harmonisation and analysis
Cumulative Target Values**
Unit of
Measure
Baseline
Number of
bodies,
institutions
and units
No
institutions
receiving
support
Number of
guidelines
developed
and
endorsed
Number of
staff
No guidelines
No staff
trained
YR 1
YR 2
YR3
At
least
4
institution
At least
one
more
instituti
on
3 sets
of
guidelines
(one
per
component)
At least
one
more
instituti
on
0
35
staff
70 staff
YR 4
Compr
ehensiv
e
publica
tion for
JEDCO
Over
100
staff
YR5
Frequency
Annually
Annually
Annually
Data Source/
Methodology
Responsibility
for Data
Collection
Description
(indicator
definition etc.)
Project
Implementation
Team (PIT)
Institutions in
charge of SME
policy benefiting
from the activities
of the project
Progress Report
Project
Implementation
Team (PIT)
Guidelines
developed and
endorsed to
support each are
under each
component
Progress Report
Project
Implementation
Team (PIT)
Staff benefiting
from the capacity
building activities
under each
component
Progress Report
INTERMEDIATE RESULTS
Intermediate Result (Component One): Provide support and capacity building for JEDCO to lead the implementation and coordination of the overall SME
Strategy
Intermediate Result indicator One:
Consultations between relevant actors of
different levels (high and technical level) in
selected, highly horizontal policy areas
(e.g. innovation policy, access to finance,
business environments, etc.).
Intermediate Result indicator Two: Key
shortcomings and bottlenecks identified in
Number of
wellstructured,
formal
consultations
Number of
coordination
Consultations
are sporadic,
not wellstructured and
relevant actors
are not
consistently
involved
No specific
shortcomings
At
least
one
consu
ltation
At least
one
addition
al
consulta
tion
Prima
ry
Second
ary
17
Semi-annually
OECD-JEDCO
Semi-annually
OECD-JEDCO
Qualitative indicator.
Relevance of the
indicator lies in the
form and
participation of the
consultations rather
than their number.
Qualitative indicator.
Relevance of the
current coordination and consultation
mechanisms
and
consultation
shortcomings and
bottlenecks
and
bottlenecks
identified
Intermediate Result indicator Three: Key
recommendations or guidelines developed
to address these shortcomings and
bottlenecks. These recommendations or
guidelines should be applicable to different
SME policy domains
Specific
guidelines or
recommenda
tions
addressing
specific
shortcoming
s and
bottlenecks
No guidelines
to guarantee
coordination
and
consultations
shortc
oming
s and
bottle
necks
identif
ied
shortco
ming s
and
bottlene
cks
identifie
d
Primary
and
seconda
ry
bottlene
cks and
shortco
ming
address
ed
indicator lies on
severity of
shortcomings and
bottlenecks
identified rather than
their number.
Semi-annually
OECD-JEDCO
Qualitative indicator.
Relevance of the
indicator lies in the
pertinence or
usefulness of the
recommendations
rather than their
number.
Intermediate Result (Component Two): Coordinate with JEDCO and the EIB in the implementation of the SME Observatory, especially by building capacity to
collect and harmonise business statistics
Intermediate Result indicator One:
Capacity building workshops to improve
the collection, harmonisation, analysis and
publication of enterprise data, including
SMEs
Number of
workshops
No capacity
building in
place
At
least
one
works
hop
Intermediate Result indicator Two:
Recommendations, in the form of a
manual, to collect and analyse SME and
entrepreneurship statistics
Number of
recommenda
tions
No guidelines
on SME data
collection
One
manu
al
Intermediate Result indicator Three:
Number and type of indicators collected by
Jordanian authorities and published in the
SME Observatory
Number and
type of
indicators
No
internationally
comparable
indicators
currently
available
online
First
set of
indica
tors
online
At least
one
addition
al
worksho
p
Data
collectio
n by
JEDCO
and
DOS
based
on the
manual
Second
set of
indicator
s online
Semi-annually
OECD-JEDCO
Annually
OECD-JEDCO
Annually
OECD-JEDCO
Qualitative indicator.
Relevance of the
indicator lies in the
results of the
workshops rather
than their number.
Qualitative indicator.
Relevance of the
indicator lies in the
usefulness and
application of the
recommendations
rather than their
number.
Qualitative indicator.
Relevance of the
indicator lies in the
usefulness and
application of the
indicators collected
rather than their
number.
Intermediate Result (Component Three): Assist JEDCO in implementing a monitoring and evaluation system of SME support measures and their individual and
aggregate impact on SME and entrepreneurship performance
Intermediate Result indicator One:
Capacity building workshops on
monitoring and evaluation of different SME
support measures
Number of
workshops
No capacity
building in
place
At
least
one
works
At least
one
addition
al
Semi-annually
18
OECD-JEDCO
Qualitative indicator.
Relevance of the
indicator lies in the
results of the
hop
Intermediate Result indicator Two:
Guidelines to improve SME policy
monitoring and evaluation, at the
individual SME programme level and the
aggregate, SME Strategy level
Number of
recommenda
tions
No guidelines
on M&E
One
manu
al
Intermediate Result indicator Three:
Publication of policy papers and a first
report on the state of SMEs and
entrepreneurship in Jordan, including SME
statistics and results of the effectiveness
of the SME Strategy’s measures taken so
far
Reports
No annual
report on the
state of SMEs
and
entrepreneursh
ip
Pilot
or
worki
ng
versio
n
report
worksho
p
Impleme
ntation
of M&E
based
on the
manual
First
report
19
Annually
OECD-JEDCO
Annually
OECD-JEDCO
workshops rather
than their number.
Qualitative indicator.
Relevance of the
indicator lies in the
usefulness and
application of the
recommendations
rather than their
number.