MINISTRY OF INDUSTRY AND TRADE STRATEGIC ACTION PLAN IMPLEMENTATION

Achievement of Market-Friendly Initiatives and Results Program(AMIR 2.0 Program)

Funded By U.S. Agency for International Development

MINISTRY OF INDUSTRY AND TRADESTRATEGIC ACTION PLAN IMPLEMENTATION

Final Report

Deliverable for PSPI Component, Task No. 581.1.5Contract No. 278-C-00-02-00201-00

March 2002

This report was prepared by Richard N. Dreiman, in collaboration with Chemonics InternationalInc., prime contractor to the U.S. Agency for International Development for the AMIR Programin Jordan.

CONTENTS

1.0 Introduction2.0 Summary of Issues and Results3.0 Recommendations

Annexes:A: Scope of Work for AssignmentB: Persons ContactedC: Documents ConsultedD: Notes from Working Group MeetingsE: Draft Memorandum of Understanding between MIT and AMIR ProgramF: Draft Scopes of WorkG: Draft Job Descriptions

Ministry Of Industry and Trade Strategic Action Plan Implementation Final Report

AMIR Program 1

1.0 Introduction: Under AMIR 1.0, USAID/Jordan supported a Strategy Assessment of theMinistry of Industry and Trade (MIT) with the aim of assisting the MIT in developing a strategicaction plan for re-engineering and modernizing the MIT. This Assessment recommended fourmain areas of action:

• Develop and implement a Center of Excellence Program with the MIT• Enhance MIT’s Policy Analysis Capacity and Output• Implement e-Government Fast Track Initiatives• Enhance Trade Agreement Monitoring and Compliance

Under separate activities, the current AMIR program is providing assistance to support theMIT’s policy analysis capacity building, e-Government, and trade agreement monitoring.

This effort has focused on assisting the Ministry in implementing a series of recommendationsfrom the previous assessment to initiate the Center of Excellence Program. This program aimsat supporting Ministry of Industry and Trade initiatives to enhance and accelerate its contributionto Jordan’s economic growth. This translates into the MIT moving quickly beyond its traditionalrole as regulator of industry and trade, and expanding its new and more proactive roles asfacilitator of an enabling environment attractive to investors and enterprises, and as knowledgemanager for better informing government and private sector decisions. In this context, theMinistry of Industry and Trade has requested AMIR to assist it in re-engineering andmodernizing its capacity to help accelerate private investment and enterprise growth in Jordan.

1.1 Objective: Under the terms of the Scope of Work (see Annex A), the consultant has beenrequested to assist the Ministry of Industry and Trade in beginning implementation of theStrategic Action Plan developed under AMIR 1.0 for the MIT. Ultimately, implementation ofthis action plan will enable the MIT to become a recognized Center of Excellence, playing a keyrole in facilitating the private sector-led development strategy envisioned in the Government ofJordan’s recently adopted National Socio-Economic Transformation Plan.

1.2 Methodology: To assist the MIT in implementing key recommendations from the MITStrategic Assessment, the consultant participated in:i) A series of meetings with the Minister of Industry and Trade, AMIR-hired MIT policy

advisors, and the Director of Industrial Development Directorate to identify priorities,courses of action, and key activities

ii) A series of brainstorm sessions and working meetings with the AMIR-hired MIT policyadvisors to develop fully the priority activities

iii) Meetings with the AMIR Program Director, AMIR PSPI Team Leader and USAID officers,to validate the approach and activities proposed (see Annex B for a list of persons contactedand Annex C for documents consulted).

2.0 Summary of Issues and Results:


AMIR Program 2

2.1 Development of accurate, complete, and up-to-date project plans for all MIT Directoratesand satellite organizations for which the Minister is responsible. The Minister does not haveproject plans with which to monitor the performance of MIT Directorates or the satelliteorganizations he oversees or assess the adequacy of budgetary resources. These satelliteorganizations include the Jordan Institute for Standards and Metrology (JISM), the CivilConsumer Corporation, the Jordan Investment Board (JIB), the Jordan Export DevelopmentCorporation (JEDCO), and the Insurance Regulatory Commission. These plans will enable theMinister to validate proposed projects in light of his mandate, recent economic and governmentchanges in Jordan, and government and donor funding sources. They will also allow him tomonitor each department or organization’s annual progress against the plans.

Ø An approach was developed by the MIT Policy Advisors and consultant (hereafterWorking Group) that would allow all the Directorates and satellite organizations toprovide the required information to the Minister— and to begin to build a participatoryprocess whereby the Minister would assess and monitor the plans prepared by eachdepartment he oversees (see Working Group notes in Annex D). First, the WorkingGroup reviewed MIT strategic plan, available workplans, and project and budgetaryrequests. Given the dispersed nature of the information, and the varying formats used bydifferent departments, it was decided with the Minister to request that all departments andsatellite organizations provide the Minister with specific information using a commonformat. The Working Group met and brainstormed this format (see Annex D), which wasapproved by the Minister. The information request was sent by the Minister’s office tothe MIT Secretary General and heads of each satellite organization, with a request for acomplete response within 24 hours. These returned, completed project plans were thenentered into a single document by the MIT policy advisors. We analyzed the proposedprojects and recommended to the Minister those which appeared not to conform to hisrecently expressed directives. A meeting is planned for the last week of March with theSecretary General and MIT Directors, as well as heads of the satellite organizations, topresent each project plan to the Minister. The Minister will then validate each projectplan, according to his directives, budgetary constraints, and new orientations for the MIT.

2.2 Preparation of Memorandum of Understanding between MIT and AMIR Program. Basedon several discussions with the Minister, AMIR Director and USAID officials, a draft MOU forMIT / AMIR collaboration on the Centers of Excellence and specific technical initiatives wasprepared and then reviewed by the various parties (see Annex E). The Minister fully supportsthe signing of an MOU with AMIR. He asked to wait until the MIT and satellite organizationsproject plans are completed first, so that areas of AMIR assistance to the Ministry can becompleted spelled out.

2.3 Implementation of Initial Activities for the Center of Excellence Program. The detailedScopes of Work and proposed consultants for the key startup activities for the COE programwere also discussed with the Minister. He approved the implementation of the recommendedworkshop and assessments (see 3.1 below), but asked that he be provided with copies ofconsultant CVs when the scopes of work are being drafted.


AMIR Program 3

2.4 Implementation of other MIT activities with AMIR support. In meetings with the Ministerhe highlighted a number of areas where he would like AMIR support. These include:

• Hiring of additional AMIR advisors to support key MIT initiatives. AMIR has alreadyprovided short-term support of two policy advisors to the MIT, to assist with implementationof the Center of Excellence and development of the MIT’s policy analysis capacity. Basedon discussions with the Minister, recommendations are provided (see 3.2 below) for thehiring of two additional advisors to work within the COE Unit in the MIT, as well as a COEProject Manager to work within the AMIR office to coordinate the overall COE Program.

• Curriculum development for the Institute of Diplomacy. The Minister requested suchassistance in the aim of developing training courses for commercial and economic officers inthe Ministry of Foreign Affairs so they can effectively promote investment and trade inJordan. AMIR indicated that as part of its efforts to enhance Jordan’s capacity forinvestment and trade promotion, it will provide short-term expertise to help develop therequested curricula.

• Screening and selection of up to 42 export/investment promotion officers for the Ministry offoreign affairs. As a corollary to the above request for improved commercial officer training,the Minister requested that AMIR assist in the screening and selection process. AMIRproposed to assist the Minister by providing an expert to develop the screening methodologyand criteria, and a local firm to assist with the screening process.

• Human resource audits of MIT, JIB and JEDCO. As part of the Minister’s oversight of theseorganizations, the Minister requested AMIR assistance to help identify current staffing andfuture staffing needs, in order to right-size these organizations. Human resource developmentin the MIT will be addressed as part of the MIT’s Center of Excellence program (see 3.1below), whereas the HR audits of JIB and JEDCO will be addressed under AMIR’s IVPsubcomponent. All of these are expected to begin in April 2002.

• Internet link upgrading and computers, software and networking. All of these issues will beaddressed as part of the Center of Excellence program, through the Information ManagementAssessment (see 3.1 below).

• Funding and technical support, including preparation of RFPs, for 11 projects identified inthe National Socio-Economic Transformation Plan. The Minister asked for AMIR support todevelop Requests for Proposals so that these government-funded projects could beimplemented by private sector firms. 8 of the 11 projects concern areas where AMIR hasalready committed to work with the MIT, including strengthening and modernization of JIB,JEDCO, and JIEC. AMIR also intends to support projects for MIT staff training and an MITe-database under the COE Program. These will evolve from the COE assessments on humanresource development and information management (see 3.1 below). The e-database projectmay also involve a significant data entry project for the MIT. The Minister expressed hisinterest in building on the successful data entry and database experience of Chemonics incomputerizing the Moroccan Central Business Registry. This e-database for the MIT will be


AMIR Program 4

assessed as part of the information management assessment. One project concerning thecreation of a “Textile Design Center” is already being funded by UNIDO and the Italians.Finally, two projects concern the creation of an investment/loan fund to encourage SMEcreation and expansion, and the creation of an SME agency. It was explained to the Ministerthat best practices in SME development indicate that these are not successful or sustainableapproaches for stimulating SME development. Given the government’s apparentcommitment to achieving these aims, the Minister asked for AMIR support just in preparingthe RFPs. It was explained that it would be difficult to develop RFPs unless feasibilitystudies had been done.

• Sectoral studies and prioritization for investment promotion. The Minister enquired aboutassistance to support the updating of a number of sectoral studies, with the aim of expandinginvestment promotion in target sectors. Rather than adopt this approach, which does notfollow current best practices, AMIR will provide a short-term specialist to develop andimplement a competitiveness analysis that will assess Jordan’s overall and clustercompetitiveness. This will also feed into AMIR’s work to develop the analytical capacity ofJAED and other investment promotion entities.

2.5 Generalization of the Center of Excellence Approach in AMIR. Meetings were held withTerri Kristalsky, MEI Team Leader, Andy Griminger, Special Advisor to the Ministry ofPlanning, Chip Krakoff, PSPI Team Leader, Ibrahim Osta, BMI Team Leader, and ReginaldMiller, ICTI Team Leader, to present the general COE Program approach, and to brainstormideas about using common approaches, methodologies, and short-term consultants to generalizethe benefits of the COE with numerous public sector AMIR partners. Likely partners in the nearterm, in addition to the MIT, include the Ministry of Planning, Ministry of ICT, JIB, JEDCO,and the Jordan Tourism Board.

3.0 Recommendations for Immediate Implementation of the MIT Strategic Action Plan

3.1 Initiate implementation of the Center of Excellence Program for the MIT with five keyactivities:

• Sign Memorandum of Understanding between Ministry of Industry and Trade and AMIRProgram. (See draft MOU in Annex E) to kick-off the COE Program formally. The draft hasbeen validated by AMIR and USAID, and is awaiting any final comments from the MIT.

• Organize change management workshop for MIT leadership and senior management,including the Minister, Secretary General, and Directors, to build consensus among Minister,Secretary General and Directors on COE and Strategic Plan. This is a team-building andprocess workshop that aims at fostering a team approach to implementing the Center ofExcellence Program using a systematic approach (see draft SOW in Annex F (1)). It isexpected to take place in mid-April 2002, and be facilitated by Cathryn Goddard ofCoverdale.


AMIR Program 5

• Undertake Organizational Development assessment of the MIT, to assess the MIT’sorganizational structure and functions, and recommend an updated MIT organizational chartand related directorate functions and outputs (see draft SOW in Annex F (2)).

• Undertake Human Resource Development assessment of the MIT, to identify the MIT’shuman resource capabilities and capacity, and recommend improvements in MIT’s humanresource system, procedures, and current staffing (see draft SOW in Annex F (3)).

• Undertake Information Management assessment of the MIT, to identify data andinformation requirements, resources, outputs and flows for the MIT and each directorate, aswell as related information technology requirements (e.g. hardware, software, networks,databases, web sites) (see draft SOW in Annex F (4)).

The change management workshop and the three assessments form the basic building blocks ofthe COE program. The first will help coalesce the MIT team at senior, mid and junior levels,required to implement the COE Program, while the three assessments will provide criticalinformation on the MIT’s structure, functions and systems, human resources, and informationoutputs. With these elements in place, the MIT will have the team and information necessary toproceed rapidly with the design and implementation of the COE Master Plan (see 3.4 below).

3.2 Hire several more Jordanian technical advisors immediately, to serve for at least oneyear as part of the core team for the Center of Excellence Unit, based in the Office of theMinister. Given that the AMIR Program has already hired two full-time policy analysts and apart-time legal advisor to participate on this team, additional recommended advisors include:

• COE Coordinator: to assist the Minister in setting and organizing MIT’s COE Programand its short-term agenda, ensuring follow-up, and coordinating COE Unit efforts (seedraft SOW in Annex G (1)).

• Communications Specialist: to assist in coordinating the Minister’s public relationsefforts, especially regarding promotion of the COE, and including preparing speeches,press releases and related events (see draft SOW in Annex G (2)).

3.3 Hire AMIR Center of Excellence project manager, to serve for at least one year in theAMIR Program Office to coordinate all COE activities with various Jordanian partnerorganizations. (see draft SOW in Annex G (3)). It is recommended that the AMIR Programhire a full-time COE project manager to coordinate the extensive COE activities anticipated withseveral Jordanian partners. This person should report to the PSPI Team Leader and be based inthe AMIR offices.

3.4 Organize Center of Excellence Kick-Off Workshop with senior Ministry staff, COEUnit advisors and AMIR Program specialists. As soon as the efforts in 4.1 and 4.2 abovehave been completed, a COE workshop should be organized with the following purposes:• Determine the broad outline of the COE Master Plan, including purposes, expected results

and measures for success


AMIR Program 6

• Update and validate the MIT Strategic Plan and MIT Organizational Chart in light of theassessments highlighted in 4.1 above, the Center of Excellence Program, and recenteconomic and government changes in Jordan

• Define an Action Plan for implementing the COE Master Plan• Select individuals to participate in teams for Center of Excellence program, special initiatives

and fast tracks• Inform entire MIT staff of human resource expectations for COE program and MIT

modernization.


AMIR Program 7

Annex AScope of Work

Activity 581.1.5 Implement Center of Excellence ProgramSOW Title: MIT Strategic Action Plan ImplementationModification 1SOW Date: Tuesday, March 05, 2002SOW FinalTotal LOE: 16Task and Consultant:

LOE/F/Develop Master Plan for COE Program RD Richard Dreiman

I. Specific Challenges Addressed by this ConsultancyThe Government of Jordan, under King Abdullah II, has continued the open economic policiesstarted by the late King Hussein, has accelerated Jordan’s entry into the global economy and hasrecently adopted a new, socio-economic plan which, among other things, espouses private-sectorled economic development based on private investment. However, a great deal of work remainsto be done to re-engineer various important “economic” ministries to move from their pasttraditional role of control to a future role of facilitation of private sector investment and businessactivity consistent with international best practice in good government and accelerated economicdevelopment.One of the most important ministries in this regard is the Ministry of Industry and Trade. Whileconsiderable work has been accomplished at that Ministry with respect to Jordan’s WTOmembership, e-government, and other matters, significant re-engineering must be continued tostreamline the processes of business registration, business licensing, WTO compliance, and otherkey functions critical to acceleration of private investment in Jordan.

II. ObjectiveThe objective of this consultancy is to begin implementation of the Strategic Action Plandeveloped under AMIR 1.0 for the Ministry of Industry and Trade. As a result, a modernized,re-engineered Ministry of Industry and Trade will become a recognized Center of Excellence,playing a key public sector role in facilitating the private sector-led development strategyenvisioned in the Government of Jordan’s recently adopted socio-economic plan.

III. Specific Tasks of the Consultant(s)Under this Scope of Work, the Consultant(s) shall perform, but not be limited to,the tasks specified under the following categories:

A. Background Reading Related to Understanding the Work and ItsConsultant(s) shall read, but is/are not limited to, the following materialsrelated to fully understanding the work specified under this consultancy:


AMIR Program 8

1. AMIR Deliverable “ Ministry of Industry and Trade Strategy Assessment”2. Draft socio-economic plan of the GOJ3. Ministry of Industry and trade Strategic Plan 2002-20064. Ministry of Industry and Trade Achievements, in accordance with the Strategic PlanFramework for the Year 20015. Recent HRD report by Richard Kingston6. Industrial Policy Documents recently commissioned by JUSBP7. Other assessments of MIT commissioned by JUSBP8. Other reading materials as may be identified

B. Background Interviews Related to Understanding the Work and ItsThe Consultant(s) shall interview, but is/are not limited to, the following individuals orgroups of individuals in order to fully understand the work specified under thisconsultancy:1. Minister of Industry and Trade2. Secretary of the Ministry of Industry and Trade (MIT)3. Officials of the Office of Economic Opportunity of USAID4. Senior management of the JUSBP5. Senior management of the AMIR Program6. Various private business leaders and private business associations as may be identified.

C. Tasks Related to Achieving the Consultancy's Objectives.The Consultant(s) shall use his/her education, considerable experience, andadditional understanding gleaned from the tasks specified in A. and B. above:In close collaboration with the Ministry of Industry & Trade and other senior managementof that ministry as the Minister may identify:• Establish and mutually agree upon the strategic action plan for re-engineering and

modernizing the Ministry, its various directorates and related offices, following a Center ofExcellence Program• Draft a Memorandum of Understanding outlining the commitments of the Ministry of

Industry and Trade and the AMIR 2.0 Program/USAID to implement the Center ofExcellence Program• Identify key consultants to perform tasks under the strategic action plan and prepare

related Scopes of Work to launch implementation immediately.

IV. Time frame for the Consultancy.Unless otherwise specified, the following time frame will govern the timing for the completion of this consultancy:

Start LOE To Post From Post Field Work 3rd Country U.S.A.

Richard Dreiman10-Mar-2002 16 1 days 1 days 12 days 0 days 2 days

V. LOE for the Consultancy.


AMIR Program 9

This consultancy will require the effort of the following consultants:

Consultant Name Travel Field U.S. 3rd TotalRichard Dreiman 2 12 2 0 16Subtotal 2 12 2 0 16

VI. Consultancy QualificationsThe Consultant(s) shall have the following minimum requirements:

• Richard DreimanPhase 1

1. Educational Qualifications• Master’s degree in business administration, public administration, organizational development or a related field.

2. Work Experience Qualifications• Ten years of experience working with government institutionsand private sector organizations to improve the capacity ofgovernment institutions to better facilitate private-sector led


AMIR Program 10

Annex BPersons Contacted

His Excellency Dr. Salah Al-Bashir, Minister of Industry and Trade

Amer Hadidi, Director, Industrial Development Directorate, Ministry of Industry and Trade

Rami Al-Qusus, Policy Advisor, Ministry of Industry and Trade

Aref Al Farra, Policy Advisor, Ministry of Industry and Trade

Jon Lindborg, Chief, Economic Opportunities Office, USAID/Jordan

Jim Barnhart, Deputy, Economic Opportunities Office, USAID/Jordan

Jamal Al-Jabiri, CTO, Economic Opportunities Office, USAID/Jordan

Steve Wade, Director, AMIR Program

Charles Krakoff, PSPI Team Leader, AMIR Program

Richard Kingston, human resources development advisor, AMIR Program


AMIR Program 11

Annex CDocuments Consulted

1. Ministry of Industry and Trade Strategy Assessment, Final Report, AMIR Program, January2002

2. Strategic Plan 2002-2006, Ministry of Industry and Trade, Final Version, December 2001

3. Accelerating the National Social and Economic Transformation in Jordan : A ProposedIntegrated Solution, draft socio-economic plan of the Government of Jordan, November 2001


AMIR Program 12

Annex D

Notes from Working Group Meetings to Prepare MIT Project PlansSaturday, 16 March 2002 and Sunday, 17 March 2002

Participants:Rami Al-QususAref Al-JarraChip KrakoffRichard Dreiman, facilitator

1. Purpose of MIT Project Plans:• Link policy to implementation and vice versa• Assign responsibilities for policy and implementation• Provide mechanism for evaluating implementation• Give MIT coherent vision for departmental plans• Incorporate multiple views and ideas• Enable Minister to set priorities and allocate scarce resources (JD, $, Euros, human

resources)• Monitor achievements• Create modern image of MIT• Create process and system for setting policy• Articulate Minister’s priorities for MIT

2. Results of MIT Project Plans:• Comprehensive in terms of all other plans and projects and stakeholders• Framework for MIT policy and Directorate functions• Priorities identified (important and urgent)• Model MIT in terms of vision, strategy, master plans and focus• Clear, measurable, verifiable results• Marketed within MIT

3. Criteria for successful MIT Project Plans:• Minister satisfied• Ministry staff satisfied; know what is expected and what each should do• Minister has indicators and measures to evaluate performance• Ministry senior and mid-level staff included in planning and review process, and assume

responsibility for project plans• Donors committing funds to specific activities (timing of funds)• May be used as presentation document to Cabinet and Palace• Avoids duplication of efforts• Encourages public-private cooperation• Accelerates MIT activities and modernization program• Successful meeting on Thursday, 21 March 2002 with donors


AMIR Program 13

• Donors respond with more commitments ($, E)• Clarity, consensual strategic thinking• Whys and Hows of MIT made explicit• Clear linkage between MIT vision, strategic objectives, principal outputs and

projects/activities• Modern, efficient MIT• Strengthened Minister/Secretary General/Director communications

4. MIT and Implementing Entities Roles and Responsibilities• MIT: policy, regulation, monitoring, research, analysis, statistics• Regulatory and implementing organizations: regulation and monitoring:

• JISM• Civil Consumer Corporation• Insurance Regulatory Commission

• Implementing agencies: enterprise, investment and trade promotion and facilitation:• JAED• JIB• JEDCO• JIEC

5. Brainstorm to clarify MIT Purpose, Results and Criteria:

A. MIT Mission:Promote, stimulate, and support economic development and growth in Jordan,Leading to increased incomes and employment for Jordanians.

B. MIT Purpose, per Law (18) of 1998:Establish and implement general economic, industrial and commercial policies,Primarily through mandated functions:

• Industry• Internal and External Trade• International Commercial and Industrial Affairs.

C. MIT Strategic Objectives, per Strategic Plan (2002-2006) and in light of MIT Law:

1) Strengthen, diversify and make more competitive the Private Sector• Industry• Regulatory, analysis, monitoring functions• Programs (e.g. innovation, productivity, competitiveness, sectors)

2) Maximize trade performance and investment• Internal and external trade• International commercial and industrial affairs• Policy, negotiation, regulatory, analysis, monitoring functions


AMIR Program 14

3) Establish modern enabling environment• Legal and regulatory reform, simplification, streamlining (effectiveness)

4) Enhance MIT performance• Organizational reform, modernization, Center of Excellence (efficiency)

6. Proposed Format of MIT Project Plans for each Directorate or Satellite Organization:

1 – Mission (how will your department or organization help Jordan’s economy)

2 – Purpose (what is your department or organization supposed to do according to law orby-law)

3 – Strategic Objectives for 2002

4 – Expected Results and Outputs for 2002

5 – Projects:• Project• Responsible entity• Responsible department• Responsible personal• Budget• Source of funds (MIT budget, Donor, Economic Reform Budget)• Timing (start and finish)

7. Final Documents:• MS Excel spreadsheet or Project document for Ministry implementation and monitoring• Powerpoint presentation for donor meeting and subsequent Cabinet meeting

8. Information Sources:• MIT Directorate and Satellite organization reports, workplans, and project funding requests• MIT Strategic Plan 2002-2006• Donor projects:

o USAID: AMIR, JUSBP, JISM Development, National Competitiveness Councilo UNIDO - ITALYo EU - EJADAo JAPAN – NAFES

• Jordan’s National Socio-Economic Transformation Plan• TIJARA Strategic Plan

9. Issues:• Validation by Minister of format and preliminary results• Involvement of Secretary General and Directors in regular review of preliminary documents


AMIR Program 15

• Minister criteria for assessing project plans:o HM King Abdullah II’s focus on significant results in 2002o National Socio-Economic Transformation Plan, November 2001o Creation of JAED (Forfas-like) investment and trade coordinating body, December

2001o Cabinet restructuring, January 2002

• Timing of Minister’s review of Project Plan documents with Secretary General, Directorsand heads of satellite organizations

• Timing of Minister’s presentation of MIT Project Plan to Donors


AMIR Program 16

Annex EDraft Memorandum of Understanding between MIT and AMIR

MEMORANDUM OF UNDERSTANDINGBETWEEN

THE MINISTRY OF INDUSTRY AND TRADEAND THE AMIR PROGRAM

Date: March 24, 2002

This Memorandum of Understanding (the “MOU”) is entered on the above date by the Ministryof Industry and Trade (the “Ministry”) and the Achievement of Market-Friendly Initiatives andResults Program (the “AMIR Program”), together collectively known as “Parties” to this MOU;

WHEREAS, the Government of the Hashemite Kingdom of Jordan (the “Government), throughthe Ministry, has responsibility for establishing and implementing general economic, industrialand commercial policies, including the organization, analysis, regulation and monitoring ofindustry, internal and external trade, and international commercial and industrial affairs; and

WHEREAS, the Ministry is interested in modernizing and streamlining its operations andservices, in order to become more effective, efficient, customer-centered, results-orientedand quality–focused, and to do so, has expressed interest in working collegially with theAMIR Program; and

WHEREAS, the AMIR Program, established under contract no. 278-C-00-02-00201-00 (the“Contract”) between U.S. Agency for International Development/Jordan (“USAID”) andChemonics International Inc., is interested in supporting the Ministry in its intentions expressedabove, and must, under its agreement with the USAID, implement complementary activities asdetailed in Appendix A;

NOW, THEREFORE, the Ministry and the AMIR Program agree as follows:

Article I. Effective Period of this MOU

The effective period of this MOU (the “Effective Period”) shall be from the date stated aboveuntil March, 31st 2003 or until terminated in writing by either Party, subject to continuance of theaforementioned Contract between USAID and Chemonics International Inc. and to theavailability of funding from USAID. The Effective Period may be extended or shortened withthe clearance of USAID/Jordan.

Article II. Termination of this MOU


AMIR Program 17

Either party may terminate this MOU, with 30 days advance written notice. Such termination ofthis MOU will end the agreements of the parties hereunder.

Article III. Commitments of AMIR Program

During the Effective Period, subject to the Ministry’s commitments in Article IV. below and tothe availability of funding from USAID:

1. In order to support the Ministry’s immediate priorities for enhancing policy analysis,trade agreement compliance, and e-Government fast track initiatives, the AMIR Programagrees to a) assist in the development of annual work plans and conducting performancereviews for policy analysis capacity building, trade agreement compliance, and e-Government fast track initiatives, b) provide short- and long-term technical advisors,training and other appropriate assistance to assist the appropriate Ministry Directoratesinvolved in the implementation of these functions, and c) implement the AMIR Programactivities listed in Appendix A.

2. In order to enable the Ministry to become a Center of Excellence (see Appendix B), theAMIR Program agrees to a) provide the Ministry with various technical, training andother assistance efforts targeting, but not limited to: change management and re-engineering processes, human resource development, organizational restructuring,information management, and other related areas to develop a sustainable managerialcapacity throughout the Ministry; b) assist the Ministry in developing and implementingmanagement, human resource, and information systems, processes, procedures, manuals,and other necessary tools and functions to institutionalize a quality management systemthroughout the Ministry; and c) assist the Ministry in other ways that are consistent withand supportive of rapid implementation of the Center of Excellence Program.

Article IV. Commitments of the Ministry

During the Effective Period of this MOU, in exchange for the support provided by the AMIRProgram as described in Article III. above:

1. In order to enable overall development of the Ministry’s capacity for policy analysis,trade agreement compliance, and e-Government fast track initiatives, the Minister agreesto a) designate the appropriate person(s) to supervise and coordinate implementation ofall AMIR-supported efforts; b) ensure the active participation of all Ministry staff, asrequired, in the various technical, training and other assistance efforts to be implementedfor each of these functions; c) adopt and implement mutually agreed upon annualworkplans for each function; and d) monitor the performance of each Directorateinvolved in these technical assistance and training programs, and make any necessary andtimely adjustments to ensure effective and efficient implementation of agreed uponactivities.

2. In order to enable the Ministry to become a Center of Excellence, the Minister agrees toa) designate the appropriate person(s) to supervise and coordinate implementation of all

Ministry of Industry and Trade Strategic Action Plan Implementation Final Report

AMIR Program 18

AMIR-supported efforts; b) ensure the active participation of all Ministry staff, asrequired, in the various technical, training and other assistance efforts to be implementedunder the Centers of Excellence program, including but not limited to, a collaborativelydeveloped strategic plan, change management and re-engineering process, humanresource development, organizational development, information management, and othertechnical, training and assistance efforts related to the development of a sustainablemanagerial capacity throughout the Ministry; c) formally adopt and regularly update aMIT strategic plan, organizational chart, annual work plans and annual performancereviews for the Ministry that flow from the planning and implementation processes; andd) approve all Ministry systems, processes, procedures, manuals, and other necessarytools and functions as necessary to institutionalize a quality management systemthroughout the Ministry mutually developed under the Center of Excellence program.

Article V. Communications & Reporting Relationship

Day to day verbal communication with respect to this MOU and any notice, request, document,or other communication related to the implementation of this MOU shall be in writing, inEnglish, and shall be deemed sent when delivered to the either party at the following address:

To the Ministry: To the AMIR ProgramMinister Special AMIR Program COE AdvisorMinistry of Industry and Trade AMIR Program OfficeAmman, Jordan Amman, Jordan

As per the terms and conditions of Contract no. 278-C-00-02-00201-00 between USAID andChemonics International Inc., the AMIR Program periodically reports to USAID/Jordan withrespect to performance, impact monitoring and financial matters. With respect to this MOU, theAMIR Program will participate as a “program partner” for the Ministry’s modernization andstreamlining processes by ensuring provision of technical and other assistance as detailed inArticle III above.

Article VI. Order of Precedence of Agreements

The AMIR Program is funded by and operating under the Contract with USAID, subject to theterms and conditions of the Grant Agreement for the Increased Economic Opportunities forJordanians Strategic Objective dated June 26, 1997, as amended, between the Government ofJordan and USAID. In the event of any conflict between the terms of either the GrantAgreement or the Contract and the terms of this MOU, the terms of said Grant Agreement andContract shall prevail in that order.

Article VIII. Authorized Representatives

With respect to this MOU, and any subsequent modifications, the Ministry shall be representedby the individual holding the position of, or acting as, the Minister of Industry and Trade, and the


AMIR Program 19

AMIR Program shall be represented by the individual holding the position of, or acting as, theAMIR Program Director. Either may designate his or her representatives for any purposeshereunder.

Article IX. Entire Agreement and Amendment

This MOU shall constitute the entire Memorandum of Understanding between the Ministry andthe AMIR Program. Subject to approval of USAID, this MOU may be amended only in writing.

In the event that the AMIR Program prime contractor is changed by USAID/Jordan, this MOUmay be updated by amendment to reflect that change.

IN WITNESS WHEREOF, the Ministry and the AMIR Program, each acting through its dulyauthorized representative, have caused this MOU to be signed in their names and delivered as ofthe day and year first written above.

The Ministry of Industry and Trade AMIR Program

By: _________________ By: _________________Name: Dr. Salah Al-Bashir Name: Stephen WadeTitle: Minister of Industry and Trade Title: Director, AMIR Program

Appendices:A AMIR / MIT ActivitiesB AMIR Center of Excellence ProgramC Entrepreneurial G overnment Best Practices


AMIR Program 20

Appendix A

AMIR General Policy Implementation (GPI) andTrade and Market Access (TMA) Sub-Component Activities

to be Conducted under Agreement with USAID

A) Enhanced Policy Analysis (GPI)• Establish immediate and 6-month research/policy analysis agenda• Provide technical assistance on near- and medium-term research and analysis

needs• Provide training to staff on economic research and policy analysis• Evaluate research and policy analysis capabilities of existing university programs

and public and private institutions• Evaluate university degree programs and assist in developing one or more to meet

current and future policy analysis needs of MIT• Develop models to assess macroeconomic and microeconomic impacts of

proposed changes to trade and investment policies• Visit other developing country policy research institutions

B) Trade Agreement Compliance (TMA)• Support for WTO and U.S.-Jordan FTA Compliance, including:

• Support International Organizations Directorate• Support National Production Protection Directorate• Support Industrial Property Protection Directorate• Support Companies Controller Directorate

C) E-Government Fast Track Initiatives (GPI)• Develop centralized Web-based trade policy database for trade data collection,

distribution and analysis• Enhance Web site with international trade agreement information for monitoring

and compliance• Establish trade policy and regulatory information system, with Web site linking

trade regulatory information from Prime Ministry, Ministry of Economic Affairs,MIT, Ministry of Finance, Ministry of Planning, Central Bank and tradeassociations

D) Center of Excellence Program (GPI):• Hire technical advisors to assist Minister in implementing COE and providing

policy analysis per (A) above)• Sign COE Memo of Understanding re: COE commitments from MIT and AMIR• Build consensus among Minister, Secretary General and Directors, as well as

middle management and other staff, on COE and Strategic Plan


AMIR Program 21

• Revise and update MIT strategic plan per recent economic and governmentchanges

• Revise MIT organizational chart per Law, By-Law, Strategic Plan, and Ministerprerogatives governing MIT

• Specify Directorate functions and outputs• Undertake business process re-engineering analysis of MIT• Identify information needs and resources for MIT overall and each Directorate• Identify human resource capacity and capabilities, and qualified, capable,

energetic staff• Select individuals to participate in teams for Center of Excellence program,

special initiatives and fast tracks• Inform entire MIT staff of human resource expectations for COE program and

MIT modernization• Develop and implement Center of Excellence Master Plan


AMIR Program 22

Appendix BAMIR Center of Excellence Program

Purpose: Enable government institutions to become effective, efficient, customer-focused,results-oriented, market-based, quality-driven organizations through a constant process of re-engineering and upgrading.

Results:• Center of Excellence Program instituted that ensures lasting excellence in targeted public

sector organizations in technical, programmatic, administrative and managerial areas• Center of Excellence organizations regionally recognized as model organizations

contributing to national socio-economic goals and effectively serving citizens,businesses, and other government organizations

Criteria for Center of Excellence Success:• Effective in terms of producing and delivering quality outputs and results serving

citizens, businesses and government• Efficient in terms of use of human, information, financial and material resources, and

market-based mechanisms for procurement and delivery of goods and services• Impact in terms of outputs and results contributing to government’s socio-economic goals

and citizen, business and government interests and needs• Sustainable in terms of human, information, financial and material resources required to

continue to operate at highest levels• Viable in terms of organizational leadership and staff commitment and support• Satisfy three key aims: citizen-centered, results-oriented, market-based

Key Features: There are 6 key features to the Center of Excellence Program:• Strategic Plan• Memo of Understanding• Management Plan• Human Resources Development Plan• Information Management Plan• Communications Plan.

The Strategic Plan and Memo of Understanding are essential for designing and launching theCenter of Excellence Program and developing the COE Master Plan. They must be completedinitially. The other four features comprise the pillars on which implementation of the Center ofExcellence Program is based: organizational and management structure and systems, humanresources, knowledge management, and communications. Each of these pillars includesnumerous sub-elements that may be implemented in phases.

All of these efforts will be accomplished through a series of participatory, consensus-buildingworkshops to ensure that all stakeholders, including executives, senior and middle management,


AMIR Program 23

and support staff, understand, agree on, and commit to the goals and approaches of the Center ofExcellence Program. (See Annex I for more details on Entrepreneurial Government BestPractices.)

• Strategic Plan, including vision and mission statements, long-term goals and objectives,targets and measures

• Memo of Understanding between public sector organization and AMIR, spelling out thepurpose, objectives, expected results, targets, benchmarks and milestones of COEProgram and commitments of each party to achieve COE

• Management Plan, including such elements as:o Organizational charto Functional statements for each department, division or directorateo Standard operating procedureso Management objectiveso Roles and responsibilitieso Lines of reportingo Procurement plan, including competitive sourcing guidelineso Business Plan, including revenue/budget and cost projections, and financial

statementso Accountability and Transparency Plan, including accounting and financial

management systems, standards and reporting, audit and internal reviewmechanisms, and ombudsmen

o Process re-engineering and innovation plan, including flow charts for operations,procedures and information, as well as innovations for streamlining andmodernizing

o Annual Performance Plan and Monitoring Report, including performance goals,targets, milestones, benchmarks, and annual reports

o Evaluation Plan, including standardized methodologies and timetables

• Human Resources Development Plan, including such elements as:o HRD policies and procedureso job descriptionso performance appraisal forms and procedureso workforce restructuring plan

• Information Management and Communications Plan, including such elements as:o Knowledge Management Plan, including data and information requirements,

resources, outputs, reports, IT hardware and software systems, databases andnetworks, and information technology capital plan

o e-Government Plan, including systems and web sites


AMIR Program 24

• Communications Plan, including such elements as:o Public Awareness Plan, including information dissemination, seminars and

conferences, media eventso Customer Service Plan, including customer service surveys


AMIR Program 25

Appendix CEntrepreneurial Government Best Practices

At the 6th Annual Entrepreneurial Government Conference organized by the InternationalInstitute of Business Technologies (IIBT), held in Washington, D.C. from 29-31 January 2002,speakers focused on the theme of “Improving Government’s Competitive Performance inDelivering Program, Administrative and Enterprise Services.” Following is a synthesis of keypoints highlighted in that conference about Entrepreneurial Government Best Practices.

1) Entrepreneurial Government Best Practices: Three key elements of innovativegovernment organizations are:• citizen-centered• results-oriented• market-based.

These organizations encourage innovative and entrepreneurial staff and integrate private sectorpractices (technologies, processes, systems, and bottom-line values) into government agencies.

Best practices reflecting these three themes of citizens, results, and markets include:

• clearly identified clients and customers (individual citizens and groups)• public-private and public-non-profit partnerships• inter-agency collaboration• working with regulated parties to meet objectives through compliance (rather than

enforcement)

• strong organizational mission and structure to produce results• powerful vision• clear and consistent strategy• high-level commitment to its implementation• broad consensus among staff• staff talent nurtured with training, rewards and incentives• diversity of staff in terms of backgrounds and ways of thinking• ideas drawn from staff at all levels• challenging but achievable outcomes• clear and practical performance measures• systems and standardized procedures• continual innovation through systematic review, revisions and improvements• expanded use of information technology tools• information sought from outside the organization

• public goods and services provided based on market forces• services offered on a cost-recovery basis• outsourcing of certain services (“make versus buy” decision criteria)


AMIR Program 26

• privatization of certain services

• flexibility• risk-taking

2) Strong Vision and High-level Commitment: The President’s Management Agenda,Fiscal Year 2002. In the United States, Presidents Bush and Clinton have both in recentyears expressed a clear vision and demonstrated high-level commitment to re-inventing, re-engineering, and modernizing government. In President Bush’s recently releasedManagement Agenda for Fiscal Year 2002, it was stated:

“So while the government needs to reform its operations— how it goes aboutits business and how it treats the people it serves, it also needs to rethink itspurpose— how it defines what business is and what services it shouldprovide. The President’s vision for government is guided by threeprinciples. Government should be: Citizen-oriented, not bureaucracy-oriented; Results-oriented; and Market-based, actively promoting ratherthan stifling innovation through competition.”1

The President’s Management Agenda includes five main points against which all U.S. federalagencies will be evaluated:

• Human capital, including a workforce restructuring plan and strategic human capitalplan

• E-government, including an information technology capital plan• Competitive sourcing, based on Federal guidelines (A-76)• Financial management, including a full-cost financial plan• Budget and performance, including a budget and performance monitoring plan.

Agencies are being evaluated by the Office of Management and Budget using a scorecard with astop-light analysis (green-yellow-red), and the results are presented to the President. Key for theWhite House is integrating full-cost information (including federal employee salaries andbenefits and other agency operational costs) and performance data into the review process, sothat government agencies are no longer merely budget-driven. This will allow agencies toevaluate their current costs and performances against competitive alternatives.

In FY 2003, report cards will be issued, with green lights indicating that an agency achieved allits performance targets— and merits continued budgetary support, and red lights indicating poorperformance— and hence a lower budget.

3) Legal and Regulatory Framework for Improving Government Performance andAccountability. In the United States, the Congress has legislated a number of laws tospecify statutory requirements of federal agencies to provide better financial and

1 Office of Management and Budget, “The President’s Management Agenda: Fiscal Year 2002,” Washington, D.C.,undated, likely Fall 2001, p. 6.


AMIR Program 27

performance information and adopt best practices for planning, managing and evaluatingresults. These include:

• Chief Financial Officers Act of 1990 (CFO Act). This mandated the creation of ChiefFinancial Officer (CFO) positions in major federal agencies in order to incorporatemodern financial management practices in the agencies, improve agency accounting,financial management, and internal controls, and provide timely and complete financialinformation for systematic evaluation of government programs.

• Government Performance and Results Act of 1993 (GPRA). The GPRA shifts the focusof government decisionmaking and accountability away from implementation ofactivities (e.g. grants given, inspections made) to outputs and results of those activities(e.g. jobs, safety and quality improvements). As a result of GPRA, agencies havedeveloped multiyear strategic plans, annual performance plans, and annual performancereports.

• Government Management Reform Act of 1994 (GMRA). The GMRA requires eachfederal agency to prepare a financial statement reflecting the agency’s overall financialposition and results of operations. These statements are being streamlined intoaccountability reports that will provide critical financial and program performanceinformation in a single report.

• Paperwork Reduction Act of 1995 (PRA). The PRA aims at improving governmentproductivity, efficiency and effectiveness by reducing the paperwork burden for citizens,businesses, and non-profit organizations, improving the utility and delivery of publicinformation, while minimizing the costs to the government of collecting, storing anddisseminating that information.

• Federal Financial Management Improvement Act of 1996 (FFMIA). The FFMIAestablishes uniform accounting systems, accounting standards, and accounting reportingsystems in federal agencies, so they could better monitor their budgets and compareresource expenditures with results.

• Information Technology Management Reform Act of 1996 (ITMRA). The ITMRAfocuses on improving ways that agencies use information technology so as to enhancetheir productivity, efficiency and effectiveness. In particular, it streamlines the ITprocurement process, giving more acquisition authority to each agency, integrated ITplanning into overall strategic planning, budgeting and performance monitoring, andcreated a position of Chief Information Officer (CIO) in each executive agency.

• Federal Activities Inventory Reform Act of 1998 (FAIR). The FAIR requires all federalagencies to provide an inventory of government functions that are recurring services andare not inherently government functions (commercial activities) being carried out bygovernment employees.


AMIR Program 28

• Proposed Budget Integration Act of 2002. This will require federal agencies to provide afull-cost budget, (including federal employee salaries and benefits and other agencyoperational costs) that will realign business decision making along private sector lines.

For additional references on U.S. Government laws aimed at improving federal agencyperformance and accountability, consult:

General Accounting Office: http://www.gao.gov/new.items/gpra/gpra.htmNational Science Foundation: http://www.nsf.gov/sbe/srs/perform/perform.htm#reformOffice of Management and Budget:http://www.whitehouse.gov/omb/procurement/fairact.html


AMIR Program 29

Annex FDraft Scopes of Work for MIT Strategic Action Plan Implementation

(1) Change Management Workshop

Activity Implement MIT Center of Excellence Program – Change Management ISOW Title: MIT Center of Excellence Program – Change Management IModification OriginalSOW Date: Wednesday, March 20, 2001SOW DraftTotal LOE:Task and Consultant Name:

LOE/F/MIT Center of Excellence – Change Management I

CG Cathryn Goddard, Coverdale

I. Specific Challenges Addressed by this ConsultancyThe Government of Jordan, under King Abdullah II, has continued the open economic policiesstarted by the late King Hussein, has accelerated Jordan’s entry into the global economy, and hasrecently adopted a new, socio-economic plan which, among other things, espouses private-sectorled economic developmentbased on private investment. However, a great deal of work remains to be done to assist variousimportant economic-oriented ministries to move beyond their traditional roles as regulators ofindustry and commerce, and adopt more proactive roles as facilitators of an enablingenvironment attractive to investors and enterprises, and as knowledge managers for betterinforming government and private sector decisions. These new roles need to be consistent withinternational best practices in excellence in government and accelerated economic development.

One of the most important ministries in this regard is the Ministry of Industry and Trade. Whileconsiderable work has been accomplished at that Ministry with respect to Jordan’s WTOmembership, e-government initiatives, and the streamlining of certain business-relatedprocedures, significant re-engineering must be undertaken to enhance the overall quality ofMinistry operations, as well as specific functions and processes in the Ministry. In particular, theMinistry needs to adopt a systematic approach for regular review and improvement that enablesit to enhance the effectiveness, efficiency and impact of the Ministry in establishing andimplementing economic, commercial, industrial and trade policies and regulations.

II. ObjectiveThe objective of this consultancy is to assist senior Ministry of Industry staff in initiating andimplementing a comprehensive change management program for the Ministry that will lead tothe Ministry’s becoming a recognized Center of Excellence. As a result of this initialassignment, the Minister of Industry and senior management will understand what is implied bya Center of Excellence Program, and begin to implement key measures for instituting a


AMIR Program 30

systematic approach for ensuring quality and excellence.


A. Background Reading Related to Understanding the Work and Its ContextConsultant(s) shall read, but is/are not limited to, the following materialsrelated to fully understanding the work specified under this consultancy:

• Consultant Cathryn Goddard, Coverdale

4. Ministry of Industry and Trade Strategy Assessment, Final Report, AMIR Program,January 2002

5. Memorandum of Understanding between the Ministry of Industry and Trade and theAMIR Program, dated March 24, 2002

6. Accelerating the National Social and Economic Transformation in Jordan : A ProposedIntegrated Solution, draft socio-economic plan of the Government of Jordan, November2001

7. Strategic Plan 2002-2006, Ministry of Industry and Trade, Final Version, December2001

8. Ministry of Industry and Trade Achievements, in accordance with the Strategic PlanFramework for the Year 2001, Management Development and Studies Directorate, MIT

9. Trade and Investment Information Systems in Jordan, Final Report, AMIR Program, June2001

10. Implementation Plan for Ministry of Post and Communications Strategy, Recruitment II,Phase 3, Draft Report, AMIR Program, December 2001

11. Other assessments of MIT commissioned by the JUSBP12. Other reading materials as may be identified

B. Background Interviews Related to Understanding the Work and ItsThe Consultant(s) shall interview, but is/are not limited to, the following individuals orgroups of individuals in order to fully understand the work specified under thisconsultancy:• Consultant Cathryn Goddard, Coverdale1. Minister of Industry and Trade2. Secretary General of the Ministry of Industry and Trade (MIT)3. MIT Directors of the various technical and administrative Directorates4. Officials of USAID’s Office of Economic Opportunity5. Senior management of the AMIR Program6. Other key private sector and government leaders as may be identified


AMIR Program 31

C. Tasks Related to Achieving the Consultancy's Objectives.The Consultant(s) shall use his/her education, considerable experience, andadditional understanding gleaned from the tasks specified in A. and B. above

• Consultant Cathryn Goddard, CoverdaleIn close collaboration with the Minister of Industry & Trade and other senior managementof that Ministry as the Minister may identify:• Interview the Minister and senior management of the Ministry who will be activelyinvolved in initiating and implementing the Center of Excellence (COE) Program to assesstheir understanding of and appreciation for the COE Program• Organize and facilitate a 2-3 day workshop with the aim of assisting the Minister andsenior MIT management in reaching consensus on the purpose, expected results, andcriteria of the COE Program, and in preparing an action plan for rapidly implementing theCOE Program using a systematic approach• Prepare terms of reference and an action plan for follow-up workshops to expand MITstaff understanding of and commitment to implementing the COE Program.


Start LOE To Post From Post Field Work 3rd Country U.S.A. Cathryn Goddard

01 Apr 02 10 0.5 days 0.5 days 8 days 0 days 0 days

V. LOE for the Consultancy.This consultancy will require the effort of the following consultants:

Consultant Name Travel Field U.S. 3rd TotalCathryn Goddard 1 8 0 0 9

Subtotal 1 8 0 0 9


• ConsultantPhase 1


2. Work Experience Qualifications• Ten years of experience working with government institutions to enhance theireffectiveness and efficiency in establishing and implementing economic,commercial, industrial and trade policies and regulatory functions.


AMIR Program 32


(2) Organizational Development Assessment

Activity Implement MIT Center of Excellence Program – Organizational AssessmentSOW Title: MIT Center of Excellence Program – Organization Assessment IModification OriginalSOW Date: Wednesday, March 20, 2001SOW DraftTotal LOE:Task and Consultant Name:

LOE/F/MIT Center of Excellence – Organizational Assessment I

BY Beryl York

I. Specific Challenges Addressed by this ConsultancyThe Government of Jordan, under King Abdullah II, has continued the open economic policiesstarted by the late King Hussein, has accelerated Jordan’s entry into the global economy, and hasrecently adopted a new, socio-economic plan which, among other things, espouses private-sectorled economic development based on private investment. However, a great deal of work remainsto be done to assist various important economic-oriented ministries to move beyond theirtraditional roles as regulators of industry and commerce, and adopt more proactive roles asfacilitators of an enabling environment attractive to investors and enterprises, and as knowledgemanagers for better informing government and private sector decisions. These new roles need tobe consistent with international best practices in excellence in government and acceleratedeconomic development.


II. ObjectiveThe objective of this consultancy is to assist senior Ministry of Industry staff in assessing theorganizational structure and functions of the Ministry of Industry and Trade, in light of theMinstry’s strategic plan and various recent changes in the economy and government. Thisassessment is one of the building blocks contributing to the Ministry’s implementation of aCenter of Excellence program. As a result of this initial assessment, the Minister of Industry and


AMIR Program 33

senior management will have a detailed and clear understanding of the current and proposedstructure and functions of the Ministry of Industry and Trade, and what this means in terms ofchange management, re-engineering, and modernization for the Ministry.



• Consultant Beryl York1. Ministry of Industry and Trade Strategy Assessment, Final Report, AMIR Program, January

20022. Memorandum of Understanding between the Ministry of Industry and Trade and the AMIR

Program, dated March 24, 20023. Accelerating the National Social and Economic Transformation in Jordan : A Proposed

Integrated Solution, draft socio-economic plan of the Government of Jordan, November 20014. Strategic Plan 2002-2006, Ministry of Industry and Trade, Final Version, December 20015. Ministry of Industry and Trade Achievements, in accordance with the Strategic Plan

Framework for the Year 2001, Management Development and Studies Directorate, MIT6. Trade and Investment Information Systems in Jordan, Final Report, AMIR Program, June

20017. Implementation Plan for Ministry of Post and Communications Strategy, Recruitment II,

Phase 3, Draft Report, AMIR Program, December 20018. Other assessments of MIT commissioned by the JUSBP9. Other reading materials as may be identified

B. Background Interviews Related to Understanding the Work and ItsThe Consultant(s) shall interview, but is/are not limited to, the following individuals orgroups of individuals in order to fully understand the work specified under thisconsultancy:• Consultant Beryl York1. Minister of Industry and Trade2. Secretary General of the Ministry of Industry and Trade (MIT)3. MIT Directors of the various technical and administrative Directorates4. Officials of USAID’s Office of Economic Opportunity5. Senior management of the AMIR Program6. Other key private sector and government leaders as may be identified


AMIR Program 34


• Consultant Beryl YorkIn close collaboration with the Minister of Industry & Trade and other senior managementof that Ministry as the Minister may identify:• Interview the Minister, Secretary General and senior management of the Ministry whohave been involved in the development of the Ministry’s Strategic Plan, as well as withother recent changes in the the investment and trade promotion functions and organizationsin Jordan, to assess their views of MIT’s organizational structure, functions, and possiblere-engineering• Interview the Directors of all the Directorates, divisions and sub-divisions within theMinistry to assess the structures and functions of all departments within the Ministry• Identify current MIT organizational structure and functions, and propose enhanced MITorganizational structure, including departmental functions, roles and responsibilities, linesof reporting, reflecting current and anticipated roles of MIT.• Propose appropriate changes to the MIT Law and By-Law• Prepare terms of reference and an action plan for follow-up efforts to assist the MIT inimplementing changes to the Law, By-Law and organizational structure of the MIT.

Consultant Chemonics


Start LOE To Post From Post Field Work 3rd Country U.S.A. Beryl York

01 Apr 02 22 1 day 1 day 18 days 0 days 2 days


Consultant Name Travel Field U.S. 3rd TotalBeryl York 2 18 2 0 22

Subtotal 2 18 2 0 22



1. Educational Qualifications


AMIR Program 35

• Master’s degree in business administration, public administration, organizational development or a related field.



AMIR Program 36


(3) Human Resources Development Assessment

Activity Implement MIT Center of Excellence Program – Human Resources Assessment ISOW Title: MIT Center of Excellence Program – Human Resources Assessment IModification OriginalSOW Date: Wednesday, March 20, 2001SOW DraftTotal LOE:Task and Consultant Name:

LOE/F/MIT Center of Excellence – Human Resources Assessment I

BY Beryl York or Ken Donaldson



II. ObjectiveThe objective of this consultancy is to assist senior Ministry of Industry staff in assessing thehuman resources skill base, HRD systems and procedures, and staffing needs for eachdepartment in the Ministry of Industry and Trade, in light of the Ministry’s strategic plan andvarious recent changes in the economy and government. This assessment is one of the building


AMIR Program 37

blocks contributing to the Ministry’s implementation of a Center of Excellence program. As aresult of this initial assessment, the Minister of Industry and senior management will have adetailed and clear understanding of the current staffing and proposed human resourcesrequirements for the Ministry of Industry and Trade, and what this means in terms of re-engineering and modernizing the Ministry.



• Consultant Beryl York1. Ministry of Industry and Trade Strategy Assessment, Final Report, AMIR Program, January

20022. Memorandum of Understanding between the Ministry of Industry and Trade and the AMIR

Program, dated March 24, 20023. Accelerating the National Social and Economic Transformation in Jordan : A Proposed

Integrated Solution, draft socio-economic plan of the Government of Jordan, November 20014. Strategic Plan 2002-2006, Ministry of Industry and Trade, Final Version, December 20015. Ministry of Industry and Trade Achievements, in accordance with the Strategic Plan




B. Background Interviews Related to Understanding the Work and ItsThe Consultant(s) shall interview, but is/are not limited to, the following individuals orgroups of individuals in order to fully understand the work specified under thisconsultancy:• Consultant Beryl York1. Minister of Industry and Trade2. Secretary General of the Ministry of Industry and Trade (MIT)3. MIT Directors of the various technical and administrative Directorates4. Officials of USAID’s Office of Economic Opportunity5. Senior management of the AMIR Program6. Other key private sector and governmen t leaders as may be identified


AMIR Program 38


• Consultant Beryl YorkIn close collaboration with the Minister of Industry & Trade and other senior managementof that Ministry as the Minister may identify:• Interview the Minister, Secretary General and senior management of the Ministry whohave been involved in the development of the Ministry’s Strategic Plan, as well as withother recent changes in the the investment and trade promotion functions and organizationsin Jordan, to assess their views of MIT’s human resource skill base, human resourcesdevelopment policies and procedures, and anticipated staffing needs for the future.• Interview the Directors of all the Directorates, divisions and sub-divisions within theMinistry to assess current and proposed staffing requirements of all departments within theMinistry• Identify MIT’s current human resource skills base according to the MIT’s strategic planand organizational structure and departmental functions. Identify areas of possibleredundant or surplus staff.• Propose Human Resources Development Plan for MIT, including objectives andgeneral policies, and position descriptions for key staff in each department,• Prepare terms of reference and an action plan for follow-up efforts to assist the MIT inimplementing the Human Resources Development Plan.


Start LOE To Post From Post Field Work 3rd Country U.S.A. Beryl York



Consultant Name Travel Field U.S. 3rd TotalBeryl York 0 15 0 0 15

Subtotal 0 15 0 0 15



1. Educational Qualifications


AMIR Program 39

• Master’s degree in business administration, public administration, organizational development or a related field.



AMIR Program 40


(4) Information Management Assessment

Activity Implement MIT Center of Excellence Program – Information ManagementAssessment I

SOW Title: MIT Center of Excellence Program – Information Management Assessment IModification OriginalSOW Date: Wednesday, March 20, 2001SOW DraftTotal LOE: 38Task and Consultant Name:

LOE/F/MIT Center of Excellence – Information Management Assessment I

GB Greta Boye

PG Peter Gallagher



II. ObjectiveThe objective of this consultancy is to assist senior Ministry of Industry staff in assessing thedata and information requirements, resources, outputs, and flows within the Ministry of Industryand Trade, in light of the Ministry’s strategic plan, organizational structure, and departmental


AMIR Program 41

functions. This assessment is one of the building blocks contributing to the Ministry’simplementation of a Center of Excellence program. As a result of this initial assessment, theMinister of Industry and senior management will have a detailed and clear understanding of theinformation needs, resources, outputs and flows within the Ministry of Industry and Trade, theMIT’s technical resources, systems, websites, etc. to manage the information systems, and whatthese means in terms of change management, re-engineering, and modernization for theMinistry.



• Consultant Greta Boye• Consultant Peter Gallagher, devIS

1. Ministry of Industry and Trade Strategy Assessment, Final Report, AMIR Program, January2002

2. Memorandum of Understanding between the Ministry of Industry and Trade and the AMIRProgram, dated March 24, 2002

3. Accelerating the National Social and Economic Transformation in Jordan : A ProposedIntegrated Solution, draft socio-economic plan of the Government of Jordan, November 2001

4. Strategic Plan 2002-2006, Ministry of Industry and Trade, Final Version, December 20015. Ministry of Industry and Trade Achievements, in accordance with the Strategic Plan




B. Background Interviews Related to Understanding the Work and ItsThe Consultant(s) shall interview, but is/are not limited to, the following individuals orgroups of individuals in order to fully understand the work specified under thisconsultancy:• Consultant Greta Boye• Consultant Peter Gallagher, devIS1. Minister of Industry and Trade2. Secretary General of the Ministry of Industry and Trade (MIT)


AMIR Program 42

3. MIT Directors of the various technical and administrative Directorates4. Officials of USAID’s Office of Economic Opportunity5. Senior management of the AMIR Program6. Other key private sector and government leaders as may be identified


• Consultant Greta BoyeIn close collaboration with the Minister of Industry & Trade and other senior managementof that Ministry as the Minister may identify:• Interview the Minister, Secretary General and senior management of the Ministry whohave been involved in the development of the Ministry’s Strategic Plan, organizationalstructure and functions, and annual work plans, to assess MIT’s data and informationrequirements, resources, outputs and flows• Interview the Directors of all the Directorates within the Ministry to assess data andinformation needs, resources, outputs and flows at the departmental level• Identify current MIT data and information management needs and resources, andpropose enhanced information management systems and flows to support current andanticipated functions of MIT.• Prepare terms of reference and an action plan for follow-up efforts to assist the MIT inintegrating the information management assessment into the MIT’s Center of ExcellenceProgram.

Consultant Peter Gallagher:In close collaboration with consultant Greta Boye, the Minister and senior management ofthat Ministry as the Minister may identify:• Interview the Minister, Secretary General and senior management of the Ministry whohave been involved in the development of the Ministry’s information management andtechnology systems, including hardware and software, databases, networks, and e-government systems and websites, to assess MIT’s IT infrastructure capabilities, capacityand potential to respond to the MIT’s data and information requirements• Identify all current MIT IT systems in light of data and information management needsand resources, and propose an integrated and enhanced IT system, including hardware andsoftware, databases, networks, and e-government websites, to support current andanticipated information needs of MIT.• Prepare terms of reference and an action plan for follow-up efforts to assist the MIT inintegrating the information management assessment into the MIT’s Center of ExcellenceProgram.


AMIR Program 43


Start LOE To Post From Post Field Work 3rd Country U.S.A. Greta Boye


Peter Gallagher20 Apr 02 16 1 day 1 day 12 days 0 days 2 days


Consultant Name Travel Field U.S. 3rd TotalGreta Boye 2 18 0 2 22

Peter Gallagher 2 12 2 0 16Subtotal 4 30 2 2 38




2. Work Experience Qualifications• Ten years of experience working with government institutions to enhance their

effectiveness and efficiency in establishing and implementing economic,commercial, industrial and trade policies and regulatory functions.


AMIR Program 44

Annex GJob Descriptions for MIT Center of Excellence

(1) Coordinator

JOB DESCRIPTION

I. Job Title: Coordinator, Center of Excellence Unit, Ministry of Industry and Trade

II. Project: Achievement of Market Friendly Initiatives and Results (AMIR) Program

III. Job Classification: Professional Staff

IV. Reports to: PSPI Team Leader

V. Estimate of Duration of Assignment: 6 months, renewable

VI. Basic Functions: The Coordinator will assist the Minister of Industry and Trade inestablishing, organizing and managing the Center of Excellence (COE) Unit in the Minister’sOffice. S/he will be responsible for developing and monitoring the COE’s workplan and agenda,ensuring follow-up on all activities, and coordinating COE Unit efforts. S/he will work closelywith the Policy Analysts, Communications Specialist, and short-term specialists from AMIR inimplementing the Center of Excellence Master Plan and all related activities. S/he will alsocoordinate AMIR Program assistance to the Ministry with regard to the development andenhancement of MIT’s policy analysis capacity, trade agreement compliance, and e-governmentfast-track initiatives. The Coordinator will work with the Minister and AMIR Programconsultants to develop and implement the COE Program plan and agenda. The Coordinator willconduct perform other related tasks, as may be required by the Minister.

The Coordinator will be one of a team of specialists, working in the Ministry of Industry andTrade helping to modernize and re-engineer the Ministry into a recognized Center of Excellence.

The Coordinator will report on a day-to-day basis to the Minister of Industry and Trade, but willalso report to the Private Sector Policy Initiative Team Leader of the AMIR 2.0 Program. S/hewill work closely with other AMIR Program experts assigned to implement various AMIRinitiatives to support the MIT’s modernization, and will follow their guidance on ensuringquality outputs and results.

The Coordinator will perform miscellaneous tasks as may be assigned by the AMIR Chief ofParty to achieve AMIR Program goals and objectives.


AMIR Program 45

Annex GJob Descriptions for MIT Center of Excellence

(2) Communications Specialist

JOB DESCRIPTION

I. Job Title: Communications Specialist, Center of Excellence Unit, Ministry of Industry andTrade




V. Estimate of Duration of Assignment: 6 months, renewable

VI. Basic Functions: The Communications Specialist will assist the Minister of Industry andTrade in designing, developing, implementing and monitoring the MIT’s communications andpublic relations efforts, especially regarding promotion of the Center of Excellence (COE)Program. S/he will be responsible for coordinating the preparation of a communications strategyand action plan, and for overseeing the drafting, dissemination and monitoring of suchcommunication elements as speeches, press releases, articles, events, and relatedcommunications materials. S/he will ensure follow-up on all COE communication activities.S/he will work closely with the COE Coordinator, Policy Analysts, Legal Specialist, and short-term specialists from AMIR in implementing the Center of Excellence Master Plan and allrelated activities. S/he will also coordinate AMIR Program assistance to the Ministry withregard to the development and enhancement of communication and public relations effortsconcerning MIT’s policy analysis capacity, trade agreement compliance, and e-government fast-track initiatives. The Communications Specialist will work with the Minister and AMIRProgram consultants to develop and implement the COE Program plan and agenda. TheCommunications Specialist will conduct perform other related tasks, as may be required by theMinister.

The Communications Specialist will be one of a team of specialists, working in the Ministry ofIndustry and Trade helping to modernize and re-engineer the Ministry into a recognized Centerof Excellence.

The Communications Specialist will report on a day-to-day basis to the Minister of Industry andTrade, but will also report to the Private Sector Policy Initiative Team Leader of the AMIR 2.0Program. S/he will work closely with other AMIR Program experts assigned to implementvarious AMIR initiatives to support the MIT’s modernization, and will follow their guidance onensuring quality outputs and results. The Communications Specialist will perform miscellaneoustasks as may be assigned by the AMIR Chief of Party to achieve AMIR Program goals andobjectives.


AMIR Program 46

VII. Qualifications: The Communications Specialist must:• Be fluent at a professional level in spoken and written Arabic and English (minimum

4+/4+ in both languages)• Have at least a bachelor’s degree in communications, economic/business

development, or a field related to the Ministry’s primary functions or the COEpurpose

• Possess outstanding interpersonal, cross-cultural and team-building skills• Have excellent public speaking and writing skills in English and Arabic


AMIR Program 47

Annex GJob Descriptions for Center of Excellence

(3) AMIR COE Project Manager

JOB DESCRIPTION

I. Job Title: Project Manager, Center of Excellence Program, AMIR Program




V. Estimate of Duration of Assignment: 1 year, renewable

VI. Basic Functions: The COE Project Manager will be one of a team of AMIR specialistsworking with various Jordanian Ministries and public sector organizations to modernize and re-engineer these entities in recognized Centers of Excellence. The Center of Excellence (COE)Project Manager will assist the PSPI Team Leader in designing, developing, implementing andmonitoring the AMIR Program’s Center of Excellence Program. S/he will be responsible forcoordinating the implementation of AMIR’s overall COE program, including preparing Scopesof Work for expatriate and local short-term specialists, drafting job descriptions for COE Unitstaff in partner Jordanian public sector organizations, and coordinating the work of the variousCOE teams and short-term specialists. S/he will monitor the progress of the COE ProgramMaster Plans and Memoranda of Understanding for each partner Jordanian public sectororganization, and /he will coordinate closely with the COE Unit Teams in each partner Jordanianorganization in implementing all related activities.

The COE Project Manager will report on a daily basis to the PSPI Team Leader on progress,issues, obstacles, and successes in implementing AMIR’s COE Program. S/he will work closelywith other AMIR Program experts assigned to implement various AMIR initiatives to supportpartner entities’ modernization, and will follow their guidance on ensuring quality outputs andresults. The COE Project Manager will perform miscellaneous tasks as may be assigned by theAMIR Chief of Party to achieve AMIR Program goals and objectives.

VII. Qualifications: The COE Project Manager must:• Have a Master’s degree in public administration, international affairs,

economic/business development, or a field related to the purpose or primary functionsof the COE Program, and at least 2 years project management experience;

• Or a Bachelor’s degree in public administration, international affairs,economic/business development, or a field related to the purpose or primary functionsof the COE Program, and at least 4 years project management experience

• Possess outstanding interpersonal, cross-cultural and team-building skills• Have excellent public speaking and writing skills in English

MINISTRY OF INDUSTRY AND TRADE STRATEGIC ACTION PLAN IMPLEMENTATION

Documents

Transcript of MINISTRY OF INDUSTRY AND TRADE STRATEGIC ACTION PLAN IMPLEMENTATION