Document of The World Bank FOR OFFICIAL USE ONLY
Public Disclosure Authorized Report No: ICR00005007
IMPLEMENTATION COMPLETION AND RESULTS REPORT (TF016302)
ON A
SMALL GRANT
Public Disclosure Authorized IN THE AMOUNT OF US$3.32 MILLION
TO THE
ABRAHAM PATH INITIATIVE (API)
FOR THE ABRAHAM PATH/MASAR IBRAHIM: ECONOMIC DEVELOPMENT ACROSS FRAGILE COMMUNITIES PROJECT
Public Disclosure Authorized November 7, 2019
Finance, Competitiveness and Innovation Global Practice Middle East and North Africa Region
Public Disclosure Authorized
This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCY EQUIVALENTS
(Exchange Rate Effective November 20th, 2019)
Currency Unit = Israeli New Sheqalim US$1 = ILS 3.47
FISCAL YEAR January 1–December 31
ABBREVIATIONS AND ACRONYMS
API Abraham Path Initiative DMO Destination Management Organization FCS Fragile and Conflict-affected Situations FM Financial Management GIS Geographic Information System ISR Implementation Status and Results Report M&E Monitoring and Evaluation MIAK Masar Ibrahim al-Khalil MOTA Ministry of Tourism and Antiquities NEPTO Network of Palestinian Experiential Tour Operators NGO Nongovernmental Organization NPV Net Present Value PA Palestinian Authority PDO Project Development Objective SPF State and Peace Building Fund
Regional Vice President: Ferid Belhaj Country Director: Kanthan Shankar Regional Director: Najy Benhassine Practice Manager: Jean Pesme Task Team Leader(s): Ali H. Abukumail ICR Main Contributor: Maria Ariano
TABLE OF CONTENTS
DATA SHEET ...... 1 I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES ...... 4 A. CONTEXT AT APPRAISAL ...... 4 B. THE ABRAHAM PATH PROJECT ...... 6 C. THEORY OF CHANGE (RESULTS CHAIN) ...... 9 D. Project Development Objectives (PDOs) ...... 12 E. KEY EXPECTED OUTCOMES AND OUTCOME INDICATORS ...... 13 F. Project Components...... 13 G. Significant Changes During Implementation ...... 16 II. OUTCOME ...... 17 ASSESSMENT OF ACHIEVEMENT OF EACH OBJECTIVE/OUTCOME ...... 17 OVERALL OUTCOME RATING ...... 27 OTHER OUTCOMES AND IMPACTS ...... 27 III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME ...... 28 IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .. 29 A. QUALITY OF THE MONITORING AND EVALUATION (M&E)...... 29 B. FIDUCIARY, ENVIRONMENTAL AND SOCIAL COMPLIANCE ...... 30 C. BANK PERFORMANCE ...... 31 D. RISK TO DEVELOPMENT OUTCOME ...... 32 V. LESSONS LEARNED AND RECOMMENDATIONS ...... 33 ANNEX 1. RESULTS FRAMEWORK ...... 35 ANNEX 2. PROJECT COST BY COMPONENT ...... 45 ANNEX 3. RECIPIENT, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS ...... 46 ANNEX 4. SUPPORTING DOCUMENTS (IF ANY) ...... 59
The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
DATA SHEET
BASIC INFORMATION
Product Information Project ID Project Name
Abraham Path: Economic Development across Fragile P147235 Communities
Country Financing Instrument
West Bank and Gaza Investment Project Financing
Original EA Category Revised EA Category
Not Required (C) Not Required (C)
Organizations
Borrower Implementing Agency
Abraham Path Initiative (API) Abraham Path Initiative (API)
Project Development Objective (PDO)
Original PDO Contribute to job creation and income generation for marginalized rural communities along the Abraham Path in the West Bank, with aparticular focus on women and youth, and to capture lessons from piloting job creation through experiential tourism that could be applied in other FCS settings.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
FINANCING
FINANCE_TBL Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$) Donor Financing TF-16302 3,324,008 3,324,008 3,324,008 Total 3,324,008 3,324,008 3,324,008
Total Project Cost 3,324,008 3,324,008 3,324,008
KEY DATES
Approval Effectiveness Original Closing Actual Closing 22-Jan-2014 23-Jan-2014 31-Mar-2016 31-Dec-2018
RESTRUCTURING AND/OR ADDITIONAL FINANCING
Date(s) Amount Disbursed (US$M) Key Revisions 13-Jun-2017 2.55 Change in Loan Closing Date(s) 29-Jun-2018 3.12 Change in Loan Closing Date(s)
KEY RATINGS
Outcome Bank Performance M&E Quality Satisfactory Satisfactory Substantial
RATINGS OF PROJECT PERFORMANCE IN ISRs
Actual No. Date ISR Archived DO Rating IP Rating Disbursements (US$M) 01 03-Jun-2014 Satisfactory Satisfactory 0.05
02 16-Jan-2015 Satisfactory Satisfactory 0.47
03 28-Jul-2015 Satisfactory Satisfactory 1.24
04 06-Feb-2016 Satisfactory Satisfactory 1.89
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
05 30-Aug-2016 Satisfactory Satisfactory 2.15
06 08-Jun-2017 Satisfactory Satisfactory 2.55
ADM STAFF
Role At Approval At ICR
Regional Vice President: Inger Andersen Ferid Belhaj
Country Director: Steen Lau Jorgensen Kanthan Shankar
Director: Loic Chiquier Najy Benhassine
Practice Manager: Simon C. Bell Jean Denis Pesme
Task Team Leader(s): Ali H. Abukumail Ali H. Abukumail
ICR Contributing Author: Maria Ariano
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES
A. CONTEXT AT APPRAISAL
1. Over the past decade, the economy of the West Bank and Gaza, hampered by years of conflict and instability, has remained heavily dependent on foreign aid and the public sector has been the largest employer. In the first half of 2013, the broad economic situation and the fiscal position of the Palestinian Authority (PA) were showing worrying trends, and the overall unemployment rate reached 22 percent. Private investment, hovering at around 15 percent of gross domestic product, was very low by international standards. Thus, the economy of the West Bank and Gaza was not able to generate enough job opportunities and absorb enough new labor market entrants to improve the unemployment situation.
2. In this context, the West Bank had the necessary infrastructure, facilities, and attractions to become a viable and independent tourist destination, but the Palestinian tourism industry was not fully developed across its value chain. More than 2 million foreign tourists visited the West Bank and Gaza in 2010, but the Palestinian hotel industry did not fully benefit from incoming tourism since, on average, tourists spent less than a day in Palestinian cities. About 76 percent of overnight stays were in the Bethlehem area and very unevenly spread throughout the West Bank. Outside the main cities, small communities in rural areas were excluded from mainstream tourism investments and promotion.
3. To improve this situation, in 2010, the Palestinian Ministry of Tourism and Antiquities (MOTA) released a national strategy that aimed to “promote the national image as a safe, hospitable, independent destination and to fully develop the potential of tangible (places/sites) and intangible (experiences) of the West Bank, creating tourism products beyond religious tourism.” Its objectives were to increase the number of visitors, diversify their type, increase the time and money spent in the host communities, and increase the geographical spread throughout the West Bank. The latter element meant to grow tourism beyond the traditional hub of the Bethlehem area and also offer opportunities to rural areas where socioeconomic development lags behind. Thus, the strategy identified other segments of the tourism industry beyond Christian pilgrimages, as potential opportunities, including experiential tourism (see box 1), which could attract domestic and foreign independent travelers.
Box 1. Experiential Tourism and Walking Trails Experiential tourism is a combination of adventure and community-oriented tourism. Adventure tourism is an activity seeking the challenges and rewards of adventure in natural surroundings. These tourists are generally medium to high income, who pay high prices for holidays that may involve risk and will certainly involve some physical hardship. Adventure tourism has greater economic impact across the levels of society, given that supplies and services are provided by smaller local businesses and households. According to the Adventure Travel Trade Association, about two-thirds of their holiday costs are spent directly in the destination in stark contrast to just 10–15 percent of package holiday costs. Within the adventure and community tourism segments, walking trails are of huge importance given the significant economic contributions that come from ramblers and backpackers.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
4. As part of the assets on which to promote the development of experiential tourism, the West Bank was the location of several initiatives combining walking trails with rural community tourism and hospitality. There were five walking trails, namely the Abraham Path and the Nativity Trail (long distance) as well as the Sufi Trail, Walking Palestine Trail, and the Ramallah Highland Trail (shorter day walks). The Abraham Path/Masar Ibrahim,1 the longest trail, integrated three out of the four other trails (see Figure 1 for a map of the longest three trails). With small-scale investments, local nongovernmental organizations (NGOs) developed and promoted the trails to walkers from around the world, but the modest investment in trail development, guides training, and promotion limited the economic impact of these trails and failed to fully unlock their potential.
1 Masar Ibrahim al-Khalil is the name of the Abraham Path in Arabic.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
Figure 1. Map of Existing Walking Trails in the West Bank upon Project Closing (2019)
Source: Masar Ibrahim al-Khalil.
B. THE ABRAHAM PATH PROJECT
5. Considering the potential of tourism in reducing poverty and sharing prosperity, the World Bank decided to provide financing through its State and Peace Building Fund (SPF) to a pilot operation to contribute to job creation and income generation for marginalized rural communities along the Abraham Path in the West Bank and to capture a set of lessons that could be applied in other fragile and conflict- affected situations (FCS).
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
6. The project’s objectives were closely aligned with the priorities of the PA and with the second pillar of the World Bank Interim Strategy Note (FY12–14)2 that supported a private sector-led growth to boost employment and to reduce poverty.
7. The project grant was approved in January 2014 for an initial amount from SPF of US$2,324,008 and it became effective on January 23, 2014. In November 2016, SPF provided an additional grant of US$1 million to add breadth and depth to the project activities.
8. Since the Abraham Path project aimed to maximize the economic impact of experiential tourism in rural communities, it represented an innovative pilot approach to tackling rural development, employment, and women’s empowerment in communities normally excluded from mainstream economic development and often disconnected from one another.
9. The World Bank project was not only innovative for the nature of the activities that it financed but also in the targeting and in the selection of its beneficiaries including marginalized communities, women and youth, and experiential tourism stakeholders. Along the Path’s mostly rural corridor, there are about 603 rural, marginalized communities, some of which live below the poverty line. The project targeted about 56 of these communities that benefitted from the creation of the Path and from the project’s activities.
10. Overall, the Abraham Path project benefitted the following groups:
(a) Individual stakeholders directly engaged or employed on the Abraham Path/Masar Ibrahim, such as homestay hosts, guides, transport providers, and local business owners. (b) Local communities in rural areas represented by local councils, local women’s associations, and relevant community-based associations such as youth groups. (c) Masar Ibrahim al-Khalil (MIAK), which is the union of the three NGOs that worked on the walking trail from its inception: the Rozana Association, the Siraj Center, and the Palestine Wildlife Society. (d) Staff of the MOTA. The MOTA led the advisory council of the project and the MOTA staff were part of outreach and training activities. (e) The Network of Palestinian Experiential Tour Operators (NEPTO). This network represents a group of independent nonprofit organizations, each working to share the best of the West Bank and Gaza with travelers from around the world. (f) Palestinian private sector tour operators represented by the Holy-land Incoming Tour Operators Association. The association supported the integration of the Abraham Path with private tour operators in the West Bank and Gaza to support the sustainability of services. (g) Bethlehem University’s Institute for Community Partnership was involved in the training and educational aspects of the Path in the West Bank and Gaza. The university prepared the
2 Report No: 66781-GZ. 3 MIAK is currently reassessing the final number of fragile communities existing along the Path.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
content of a wilderness guide curriculum in cooperation with a professional French tourism organization.
11. The project was recipient-executed, and it was implemented by API4, an international nonprofit, nonreligious, and nonpolitical organization based in Boston, United States of America (see Box 2). API was the natural and only possible implementing agency of the project, presenting a clear competitive advantage for it, since it was among the originators of the Path and it promotes walking in the Middle East as a tool for deepening understanding, experiencing cultures, and fostering friendships across challenging divides. API works in close cooperation with local partners in each country in the Middle East, and in the West Bank, it partnered with MIAK to implement the project (see Figure 2 for institutional arrangements).
12. MIAK is a Palestinian local NGO that was created by three local Palestinian organizations, leaders in the Palestinian adventure tourism, with the support of API, and with the specific mandate to develop the Abraham Path/Masar Ibrahim in the West Bank.
Box 2. API and MIAK The Abraham Path Initiative (API) was founded at Harvard University's Global Negotiation Initiative, with the mission to inspire people worldwide through stories, walking, and hospitality along the ancient Path of Abraham. Its vision is to help build a world that has moved beyond fear and hostility to hope and hospitality, developing the Abraham Path as a long-distance cultural walking route through the Middle East and as a place of meeting and connection between people from the region and around the world. The Path is also meant to stimulate improvement and extension of local and national walking trails to encourage economic development. API invests in projects of experiential tourism to shed light on the kindness and hospitality of the people in the Middle East. API has worked in several countries in the Middle East; however, the recent conflicts in Syria and Iraq have limited its work. Currently, API is primarily active in the West Bank and in Egypt (Sinai). MIAK was created in 2013 by the following three local Palestinian organizations with the support of API: (a) the Palestine Wildlife Society, (b) the Rozana Association, and (c) the Siraj Center for Holy Land Studies. The Palestine Wildlife Society carries the mission of conserving and enhancing Palestinian biodiversity (www.wildlife-pal.org). The Rozana Association is a Birzeit-based NGO working on agro-cultural tourism in the area between Birzeit and Sebastia/Nablus (www.rozana.ps). Finally, the Siraj Center for Holy Land Studies/Palestinian Center for Rapprochement between People aims to create links between Palestinians and people elsewhere through educational tourism and youth exchange programs (www.sirajcenter.org).
13. For the provision of a guide training course, API also entered into an agreement with Bethlehem University, as also indicated by Figure 2.
4 http://abrahampath.org/.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
Figure 2. Project Flow Chart at Appraisal5
14. The implementation of the project’s technical activities relied heavily on API in the first years of operation, mainly in areas relevant to way-marking, safety training, M&E, and marketing. As the project progressed, API delegated most of these activities to MIAK, to build the local capacity in trail development and promotion. This happened in a well-planned and phased approach that proved to be effective. At the end of the project, MIAK became responsible for implementing most of the project’s technical activities while API maintained primarily a project management role.
C. THEORY OF CHANGE (RESULTS CHAIN)
15. Since the Project Development Objective (PDO) was to contribute to job creation and income generation for marginalized rural communities along the Abraham Path in the West Bank, with a particular focus on women and youth, and to capture relevant lessons from piloting job creation through experiential tourism that could be applied in other FCS settings, an economic model was developed to estimate the project outcomes. The economic model was developed applying a conceptual framework and lessons learned provided by the economic literature. The model forecasted the project economic and employment impact on the rural communities along the Abraham Path as a function of the number/type of walkers, average expenditure, group size, need for guides/homestay services, and the number of communities along the Path.
5 As extracted from the Project Appraisal Document (PAD).
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
16. Consequently, the project theory of change was structured in the following way:
Figure 3. Theory of Change
Activities Outputs
• Specialized trainings and coaching • Number of walkers on the for homestays, community-based Path cooperatives, and guides • Number of communities • Cross-co in particular its trained on and involved in department of tourism and the Path hospitality training. mmunity • Existence of the Path soft activities infrastructure and • Small pilot projects of small grants adequate itineraries and (five) to support and stimulate new touristic experience businesses, with a focus on youth • Adequate offer of touristic • Institutional strengthening of services and products along MIAK, partners, and other the Path Outcomes/PDO stakeholders such as the MOTA • Number of tour operators • Producing of travelers’ resources and private sector To contribute to representatives involved in • Extension of the Path, waymarking, job creation and the Path and signage income generation • Number of NGOs and • Design and implementation of for marginalized stakeholders involved in environmental protection plans rural communities the Path and campaigns along the • Number of media involved • Creation of a virtual information Abraham Path in in the Path hub the West Bank, • Number of women and • Geographic information system with a particular youth groups trained and (GIS)/hiking gear for wilderness focus on women engaged in the Path guides and youth, and to • Number of guides trained capture lessons • Itinerary development for inbound and certified from piloting job and outbound operators and creation through expansion of touristic offering • Adequate information on project’s activities, results, experiential • ‘Familiarization’ trips for media challenges, and success tourism that could specialists and local tour operators • Communication on the be applied in • Development of promotional project itself and its results other FCS settings materials and of a marketing campaign • Development of links among tour operators, homestay owners, NGOs, and private sector representatives • Qualification and collection of fundamental indicators • Partners and beneficiaries’ 17. Concretely, to achieve the PDO, the project interventions focused on (a) expanding the Path and its soft infrastructure; (b) promoting the Path to attract a high number of walkers; (c) improving and expanding the experience offered to the walkers (local supply of products and services), investing in
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
communities, individuals, and firms at the local level; and (d) strengthening the institutions, the stakeholders, and the networks of affiliates involved in the Path.
18. To this purpose, three types of walkers were identified: Types A, B, and C, assuming that all three types of walkers would buy, with a different level of spending, products and services by local communities while benefitting from activities of adventure and community-based tourism. The members of the local communities would benefit, in turn, at an individual and community level by the economic and social dynamic that ensues from the presence of the walkers.
19. The typologies of the walkers and their value chains are as follows:
• Type A. Travelers (international) taking a multiday ‘package’ tour on the Path. Type A walkers usually spend an average of four days on the Path and make use of all the targeted beneficiaries of the project, including tour operators, guides, drivers, women centers, and accommodations. The average amount of money spent per day by a Type A walker is US$90.6 The value chain is as follows:
Figure 4. Value Chain of Type A Walkers
Type A Tour Guides Walkers Operators
Women’s Accommodations Drivers Centers
Communities
Source: API and MIAK.
• Type B. International or local (resident) travelers spending one day on the Path. Type B walkers sometimes use a tour operator, but other Type B walkers arrange a hike directly with a guide. Furthermore, they use drivers and sometimes enjoy lunch at a women’s center;
6 The estimates of the walkers’ spending were based on market surveys directly with tour operators and guides.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
as they hike for just one day, they do not use any accommodation on the Path. The average amount of money spent per day by a Type B walker is US$50. The value chain is as follows:
Figure 5. Value Chain of Type B Walkers
Type B Tour Guides Walkers Operators
Women’s Drivers Communities Centers
Source: API and MIAK.
• Type C. Independent travelers that do not use tour operators rarely use guides and often do not stay overnight. The only direct project beneficiaries they use are drivers and occasionally the women’s centers for lunch. It is estimated that Type C walkers spend US$30 on average per day.
Figure 6. Value Chain of Type C Walkers
Type C Women’s Drivers Walkers Centers
Communities
Source: API and MIAK.
D. Project Development Objectives (PDOs)
20. The PDO was to contribute to job creation and income generation for marginalized rural communities along the Abraham Path in the West Bank, with a particular focus on women and youth, and to capture lessons from piloting job creation through experiential tourism that could be applied in other FCS settings.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
E. KEY EXPECTED OUTCOMES AND OUTCOME INDICATORS
21. The key expected outcomes were to generate income and to create hours of work in rural communities along the Abraham Path, focusing the interventions especially on women and youth. In addition, another expected outcome was to identify lessons learned that could be applied in other FCS, which would be captured in a final paper/report.
22. Key outcome indicators were
(a) Increase of annual direct and indirect income for involved communities along the Abraham Path; (b) Number of hours worked by beneficiaries along the Path in 2017 and in 2018, of which 62 percent females, and 25 percent youth; (c) Direct project beneficiaries (Nr), of which 58 percent females and 50 percent youth; and (d) Research paper on the results of the Abraham Path project.
F. Project Components
23. The activities of the project fell under four main components that were strictly related and contributed jointly to the achievement of the PDO.
Component A: Investment in People and Institutions (final amount US$995,142 - original amount US$745,142, increased by US$250,00 with the additional financing)
24. This component invested in all local actors across the value chain of the Abraham Path. It focused on building the capacity and transferring knowledge to the major local stakeholders of the trail, including MIAK, trekking guides, community hosts, (local) government institutions, and private sector actors such as tour operators and youth groups through specialized training and coaching.
25. Building on the foundation of MIAK, whose capacity was strengthened during the project, this component also empowered local municipalities to contribute to trail development and environmental protection. The component’s activities included
(a) Orientation, specialized trainings, and coaching for new and existing homestays and community-based cooperatives to strengthen their connections with private tour operators and enable them to offer market-ready products and services; (b) Outreach to communities along the Path and expansion of the Masar Ibrahim’s community network to promote communal social cohesion (including training and walks focused on cross-community connections among marginalized or vulnerable groups such as women, refugees, and youth groups); (c) Specialized trainings of guides;
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
(d) A pilot project of small grants (five) to support and stimulate new businesses, with a focus on youth. The five grants between US$3,000 and US$5,000 provided to entrepreneurial community members and a pilot project established to stimulate new businesses; (e) Design and implementation of environmental protection plans and campaigns; (f) Capacity building for local NGO partners; (g) Strengthening of partnership with the MOTA and local awareness trips for the MOTA staff; and (h) Institutional strengthening of MIAK.
26. Overall, this component succeeded in introducing community-based tourism in more than 50 communities, of which many never received tourists before; generating acceptance and huge willingness to host visitors and incredible community engagement; and leading to many positive changes of perception.
Component B: Abraham Path Development (final amount US$730,372 - original amount US$530,372, increased by US$200,000 with the additional financing)
27. This component invested in the development of the Path to upgrade its soft infrastructure, to raise the quality of the visitors’ experience, and to empower local communities and beneficiaries to tap the full potential of the Path through
(a) GIS data collection and publication; (b) Mapping of the Path online and in print (detailed cartography); (c) Waymarking and signage of the entire Masar Ibrahim Path; (d) Route extension of the Path, adding new communities (north of Nablus and south of Hebron); (e) GIS/hiking gear for wilderness guides; (f) Producing of travelers’ resources; and (g) Liaison with Palestinian outdoor scene leaders (rock climbing, mountain biking, and caving) on expanding offerings for the Masar Ibrahim.
28. In addition to the abovementioned activities, the capacity building and skills enhancement of the MIAK team in light of mapping, trails creation, and global positioning system (GPS) has been of enormous importance, and as a result of this, the team was able to create and map the route according to international best practices and classify the segments of the trail in three different levels according to the difficulty rating.
Component C: Marketing, Business Development, and Communication (final amount US$812,597 - original amount US$462,597, increased by US$350,000 with the additional financing)
29. This component invested in the expansion of private sector engagement on the Path primarily for Types A and B walkers and in dedicated communication products for trail and project promotion, as well
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
as sharpening of the existing strategy for international marketing to foreign tour operators and offering public relations events along the Path. The component also financed increasing activities on reaching the local community since the first two years of implementation showed a gap in marketing toward the local community, both for their ownership and understanding of the project and their recreational use of the Path. Overall, the component included support to
(a) A virtual information hub that could serve as a travel guide application for travelers providing information, logistics, videos, photos, blogs, electronic maps, GIS data, homestay options, and tour operator and guide options; (b) Profiles for archeological, heritage, and cultural sites along the route; (c) Itinerary development for inbound and outbound operators; (d) ‘Familiarization’ trips for media specialists and local tour operators; (e) Development of marketing and logistical collateral such as the online travel guide, a handbook for wilderness guides, and other promotional materials; (f) Online social media presence and promotion to engage potential walkers as well as specific site information; (g) Participation of local operators and partners in international promotional activities such as trade fairs and trail-building events (e.g. for example the World Travel Market); (h) Communication on the project itself and its results; (i) Development of a local marketing campaign for Palestinian tourism and community of outdoor enthusiasts; (j) Development of an international market strategy and activities to target specific markets; (k) Investment in local recreational use of the Masar Ibrahim by a variety of existing outdoor groups; (l) Development of promotional events for the Masar Ibrahim; and (m) Development of links among tour operators, homestay owners, involved NGOs, and private sector representatives.
Component D: Monitoring and Evaluation and Knowledge Dissemination (Action Research) (final amount US$785,897 - original amount US$585,897, increased by US$200,000 with the additional financing)
30. This component invested in monitoring and evaluation (M&E) activities and in the identification of lessons learned from the project implementation. As part of the process, capacities of local stakeholders were expanded, independent and external evaluation and audits were systematized, and lessons and insights were identified and disseminated. The following activities were implemented:
(a) Qualification and collection of fundamental indicators (b) Partners and beneficiaries’ assessment (survey work, data collection, and analysis) (c) Research on specific topics such as social cohesion
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(d) Development and implementation of an advanced traveler monitoring system (data collection)
G. Significant Changes During Implementation
31. The project was originated as a pilot with a duration of 2 years and 2 months given that the duration was aligned to the time frame of the SPF Trust Fund. Since the project implementation period was considered short, it was agreed that if initial results were satisfactory and funds were available, additional financing would be added to the project at a later stage. Thus, to add the additional financing and to extend the closing date as needed, the project was restructured four times.
32. Since the initial project results were satisfactory, on March 30, 2016, the project was restructured for the first time and the closing date was extended to June 30, 2017. On November 18, 2016, a second restructuring took place when the SPF approved additional financing in the amount of US$1 million. The additional financing allowed primarily to (a) scale up project activities, (b) sharpen the project’s marketing approach to target potential segments of local and international travelers, (c) strengthen MIAK’s institutional capacity, and (d) form more community partnerships with relevant stakeholders.7
33. In June 2017, the project was restructured again, and its closing date was further extended up to June 30, 2018. Finally, in June 2018, the project was restructured for the fourth and last time to extend the closing date up to December 31, 2018. The extension allowed to conclude implementation of some technical activities (among the most relevant, the Trekking Guide Training and MIAK’s Thru-Hike) and to finalize the monitoring of the project results.
34. The PDO was never revised during these restructurings.
35. With the restructuring of November 18, 2016, two PDO indicators were revised, following the recommendations of the midterm review.
(a) The second PDO indicator ‘new jobs created along the Path’, was changed into ‘number of hours worked by beneficiaries along the Path’ since the measurement of the number of jobs created turned out to be challenging due to the high seasonality of the industry; the variation of some jobs characteristics, for example, the preparation of meals for the walkers by women who stayed at home versus the hours spent by the guides or the drivers to accompany the walkers; and the highly spread informality. (b) The fourth PDO indicator (the so-called ‘Action Research’) was changed from ‘Research notes on job creation through experiential tourism in FCS’ to developing a ‘research paper on the results of the Abraham Path project’ to be completed at the end of the project implementation. The change allowed the implementing agency to properly identify lessons learned at the end of the project implementation, when project results were more complete and clearer, and to better organize them, instead of having a set of fragmented lessons learned throughout the life of the project.
7 These first two restructurings were processed offline since, at that time, they could not be processed through the portal.
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36. Finally, with the restructuring of June 2017, the third intermediate indicator ‘participants in consultation activities during project implementation’ was changed to ‘% of satisfied beneficiaries that report that the project has improved their economic conditions’, to include a beneficiaries’ feedback indicator.
II. OUTCOME
ASSESSMENT OF ACHIEVEMENT OF EACH OBJECTIVE/OUTCOME
A. Relevance of the PDO
37. The PDO remained highly relevant to the West Bank’s development policies throughout the duration of the project. At appraisal, unemployment rate in the West Bank and Gaza was high and labor force participation was low.8 In the fourth quarter of 2011, just in the West Bank, the unemployment rate was 16.6 percent and youth unemployment was 25.8 percent. In addition, in both the West Bank and Gaza, the gap between the overall participation rates of males (69.5 percent) and females (18.7 percent) was large. Finally, regarding poverty rates, the West Bank experienced a steady reduction in poverty since 2004, but a wide variation across time and territory still existed.
38. At project closing, the unemployment rate in the West Bank was still high: it reached 21 percent by end-June 2017 despite an increase in the number of Palestinian residents working in Israel and in the settlements. In addition, only 41 percent of those between 15 and 29 years of age are currently active in the labor market, reflecting high pessimism in employment prospects. Despite a low participation rate, unemployment among this category reached 30 percent in the second quarter of 2017 in the West Bank. The Palestinian labor market continued to experience dramatic differences in labor force participation by gender. The male participation rate reached 72 percent in 2017 (not far from the average in other low- and middle-income countries), while women have long been underrepresented in the Palestinian labor market with recent participation rates of 19 percent—compared to an average of 39 percent in comparators.9 On this point, it is important to note that the project, even if successful, could not really make a huge dent in unemployment for women and youth, being a pilot and with a small amount of financing.
39. Data from the Palestinian Central Bureau of Statistics indicate that even when poverty declined in the West Bank from 18 percent in 2011 to 14 percent in 2017, the situation remains very fragile since household income and expenditure are highly sensitive to conflict and largely depend on aid as well.10 The West Bank is home to residents in discrete geographic pockets who face significant economic hardship, for example, the two rural areas of Jericho and Hebron are even worse than Gaza. Analysis of the degree to which assets and consumption varies among households suggests that the gap between poor and rich inhabitants is more pronounced in the West Bank than in Gaza.11
8 World Bank, Interim Strategy Note for the West Bank and Gaza 2012–2014. 9 World Bank Assistance Strategy FY18–21 for the West Bank and Gaza. 10 West Bank and Gaza Poverty and Shared Prosperity Diagnostic 2011–2017. The World Bank, 2018. 11 Avenues for Social and Economic Inclusion in Palestine, World Bank, 2018. Main author, Sarah Keener.
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40. For all the above reasons, the PDO is aligned with the Palestinian National Policy Agenda for 2017– 2022. The National Priority 6 ‘Economic Independence’, under Pillar 3 ‘Sustainable Development’ of the agenda calls for policies to sustain Palestinian development and future economy focusing on tourism as a productive sector and supporting job creation.
41. Furthermore, the PDO remains aligned with the World Bank Assistance Strategy for the West Bank and Gaza (FY18–21), which defines the primary objective to support private sector development and investments and create an environment for dynamic and inclusive job creation. The strategy states that the economy of the West Bank and Gaza needs to generate jobs and incomes to improve living standards and that creating a conducive environment for private investments in the productive sectors of the economy is vital. The Assistance Strategy also points to the importance of supporting unemployed youth women, adopting a Maximizing Finance for Development approach that will allow to work with all parts of the economy, especially the private sector. Overall, the rating of the PDO relevance is High.
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B. Assessment of Achievement of the PDO (Efficacy)
42. The achievement of the project objectives and outcomes was High. Key outcome indicators directly measured and confirmed the achievement of the PDOs and outcomes (see Table 1 for PDO indicators):
Table 1. PDO Indicators Baseline Calendar Years Original PDO-level Results Indicators Project Notes
Start 2014 2015 2016 2017 2018 (2012) 1. Annual direct and indirect 513,902 620,465 682,372 750,934 825,000 This indicator was unchanged during income for involved project implementation. However, communities along the with the restructuring of November Abraham Path (US$) 2016, the target for 2017 was added. (Target Values) Actual Values (US$) 1,311,261 4,873,024.5 412,666.5 691,330.5 826,659 2. Number of hours worked 0 74 167 196 1,176(62) The unit of measurement was by beneficiaries along the (70) (70) (70) switched from number of jobs created Path in 2017 and in 2018, of with the restructuring of November which female (%) 2016 and the targets for 2017 were (Target Values) added.
Actual Values - hours (%) 110 137 137 83,795 91,796(59) The actual values for the first three (85) (57) (57) years refer to number of jobs created, while for 2017 and 2018 to number of hours generated by the project.
2.1 of which youth (%) 0 25 25 25 25 (Target Values) Actual Values (%) n.a. 35.7 35.7 56
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Baseline Calendar Years Original PDO-level Results Indicators Project Notes
Start 2014 2015 2016 2017 2018 (2012) 3. Direct project beneficiaries 0 520 585 660 520 This indicator was unchanged. With (Nr), of which female (%) (45) (45) (45) (58) the restructuring of November 2016, (Target Values) the target for 2017 was added.
Actual Values - number (%) n.a. 392 (53) 392 (53) 865 1,095 (53.6) (53.2) 3.1 of which youth (%) 50 50 50 50 (Target Values) Actual Values (%) n.a. 32.8 32.8 29.1 32 4. Research paper on the 0 1 (achieved) The unit of measurement was results of the project switched from Research notes on job (Target Values) creation through experiential tourism in FCS with the restructuring of November 2016.
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43. PDO #1. The first project outcome of generating income for marginalized rural communities along the Abraham Path was fully reached. It was properly measured by the first PDO indicator ‘(SPF 3.1) Annual direct and indirect income for involved communities along the Abraham Path (US$)’ that greatly surpassed its target. In 2018, the project interventions generated a direct and indirect income of US$4.8 million and in 2017 of more than US$1.3 million versus a target for 2017 of US$825,000. This indicator steadily and significantly increased over time as a result of the increased numbers of walkers on the Path and of the increased involvement of the communities and of their production and sale of products and services. Only in the first year of implementation (2014), the annual income turned out to be lower than forecasted given that the war in Gaza severely affected the tourism sector for the first years of implementation and that the project implementation was just starting. After 2014, the pace of the project accelerated and the number of walkers kept increasing.
44. The calculation of PDO Indicator #1 was reviewed and verified by the World Bank team and M&E experts several times during project implementation. It is based on a formula derived from the economic model, which estimates the direct income multiplying the number of each type of walkers by their spending, and then it estimates the indirect income (see Box 3). The economic model was prepared during project preparation through direct surveys and in-depth analysis of data and estimates coming from the West Bank and comparators over time. It adopts a solid formula with reliable data. The only challenge was from the measurement of Type C walkers, which required sometime to be finalized and contributed significantly to the increase in the generated income in the years 2017 and 2018. Overall, the model was reasonable and adequate to estimate PDO Indicator #1.
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Box 3. The Economic Model - PDO Indicator #1 The economic model estimates the potential for the economic and employment impact of the Path in the West Bank to overcome the potential lack of data existing in the sector and in the country. To measure PDO Indicator #1, the model uses a formula that counts the total value of annual direct and indirect income generated for the communities along the Abraham Path through expenditures of walkers (Types A, B, and C) during their trips on the Path in a conservative scenario. The assumptions, based on the 2012 market survey for 1 tour operator and 2 guides, are as follows: (a) The average length of the multiday trip is 4 days. (b) The average amount of money spent by a walker on a multiday trip (Type A) is US$90 per day. These walkers make use of all the targeted beneficiaries of the project, including tour operators, guides, drivers, women centers, and accommodations. (c) The average amount of money spent by a walker on a one-day trip (Type B) is US$50 per day. Type B walkers arrange a hike directly with a guide, and they use drivers and sometimes enjoy lunch at a women’s center; as they hike for just one day, they do not use any accommodation on the Path. (d) The average amount of money spent by independent walkers (Type C) is US$30 per day. These independent travelers do not use tour operators, sometimes use guides, and often do not stay overnight. The only direct project beneficiaries they use are drivers and sometimes the women’s centers for lunch. (e) Finally, the indirect impact is calculated using the World Travel and Tourism Council 2013 data for the Middle East where the coefficient of the revenue multiplier for direct versus indirect income generation is 1.55. The calculation method of the first PDO indicator is as follows: (a) Direct income = (no. of A walkers × 90 × 4) + (no. of B walkers × 50) + (no. of C walkers × 30) (b) Indirect income = Direct income × 1.55 (c) Total income = (a) + (b) The data on the number of walkers were compiled by MIAK on a quarterly basis. In particular, the number of Type A and B walkers was directly provided by the tour operators and service providers over time, while the estimate for Type C walkers has been calculated for the first time in 2018, when type C walkers were literally counted and surveyed by API and MIAK several times during the year. The economic model was reviewed several times during implementation by API, MIAK, and the World Bank M&E experts, but only one minor adjustment was made since it was considered valid.
45. Finally, as it emerged during meetings with major stakeholders, and with the Ministry of Tourism and with officers of the MOTA, the achievement of PDO Indicator #1 was even more significant for them since the project generated income that benefitted primarily rural communities, proving their involvement and participation in economic activities and local development dynamics from which they are normally excluded.
46. PDO #2. The second outcome of jobs creation for marginalized rural communities along the Abraham Path, with a particular focus on women and youth, was also achieved. PDO Indicator #2 also measured this outcome since it assessed the ‘(SPF 3.1) Number of hours worked by beneficiaries along the Path in 2017 and in 2018, of which % for females and % for youth’. The final values of PDO Indicator
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#2 also greatly surpassed its target values given that the project generated 91,796 working hours in 2018 and 83,795 working hours in 2017 versus a target for 2017 of 1,176 working hours. The reason for such a difference between the target value of the indicator and its actual achievement, as for some other indicators, is that the teams from the World Bank and from API and MIAK have adopted a conservative scenario in setting the target values given the pilot nature of the operation and the fragile context where the escalation of the conflict could jeopardize the project’s results. In addition to this, the identified target values were not revised during restructurings because a more stable and consolidated trend of most of the indicators emerged only in the last two years of implementation, when the project reached full maturity.
47. Methodologically, PDO Indicator #2 was estimated through two direct surveys, the first in 2017 and the second in 2018, to service providers (homestays, tour operators, guides, drivers, women centers, and other service providers). Regarding its breakdown, target values of the percentages of working hours for women and youth (age bracket 15 to 29 years) were also estimated. While the percentage of female working hours was slightly lower than the target value for 2018 (59 percent versus a target of 62 percent), the percentage of youth working hours for 2018 (56 percent) more than doubled the estimated target value (25 percent).
48. Further research developed by API and MIAK12 confirmed that the project served to widen channels for women’s engagement, connecting Palestinian women to foreign women and to other Palestinian women in different locations and from distinct areas, which served to lay foundations for women economic empowerment and some participation. Through a direct survey conducted in 2015– 2016 to start to measure project results, many project beneficiaries, including women, affirmed that due to the project, they experienced an increase in knowledge, confidence, and participation respecting their own culture and social norms.
49. The achievement of the PDO and the project’s special focus on women and youth were further confirmed by the value of PDO Indicator #3 ‘SPF 3.4: Direct project beneficiaries (Nr), of which % of females and % of youth’ that assessed the project outreach to direct beneficiaries, including women and youth. Even in this case, the final value of the indicator was higher than its target value. The project reached 1,095 direct beneficiaries in 2018 and 865 in 2017 versus a target indicator for both years of 520, after a slower trend in the first years of project implementation. In addition, consistently throughout the years, the project has benefitted more women than men as indicated by the annual percentage of beneficiary females, which has always been around 53 percent. The project target for female participation was 45 percent in the first three years of operation, which was surpassed to reach about 53 percent. The target in the fourth year was set at 58 percent, but the project remained at the 53 percent achievement level. In addition, for the last year, the percentage remained around 53 percent. Considering that (a) “anecdotal evidence indicates that mobility restrictions and cultural norms play a key a role in keeping women outside the labor market. Hence, most women are left with very limited opportunities in their localities discouraging them from joining the labor force”13 and (b) the breakdown of PDO Indicators #2 and #3 for women shows that the project benefitted more women than men, creating concrete economic opportunities for them, it is possible to conclude that the project successfully accomplished its focus on
12 This research is currently available at [email protected]. 13 World Bank Assistance Strategy FY18–21 for the West Bank and Gaza.
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women and to a certain extent tried to address the gender gap in marginalized areas and communities of the West Bank.
50. Regarding the percentage of direct youth beneficiaries, it remained lower than its target value during project implementation. The direct youth beneficiaries (age bracket 15 to 29 years) reached by the project in 2018 were 32 percent of the overall direct beneficiaries while the target value was 50 percent. PDO Indicator #3 counts the total number of people that benefit from the project through additional household income, including guides, drivers, homestays, women centers, and their immediate family members living in the same households, assuming that five individuals live together in a household. About 30 percent of the family members in an average beneficiary household are youth, and the majority of the beneficiaries are above 29 years. Considering the definition of the indicator, there was an overestimation of the percentage of youth beneficiaries when the targets were set. However, it is important to highlight that this percentage does not consider about 4,300 youth that individually and in groups, such as scout groups, benefitted from the Path, for example, from trainings on wilderness first aid or from the English training offered to the communities, or volunteered on the Path, or even brought people to conduct walks, or participated in ‘youth walks’, let alone the other young walkers. These youth are primarily captured by intermediate results indicators since they are considered as indirect beneficiaries. Overall, the project reached out to many youth, and estimating all of them, youth turnout was estimated to be more than 50 percent of the direct and indirect project beneficiaries.
51. PDO #3. The final PDO of capturing lessons learned that could be applied in other FCS was met through a final paper prepared by the Project Implementation Unit that summarizes major achievements and lessons learned. Some of these lessons will be published. In any case, a synthesis of the final paper is now available upon request to API,14 and it will be available on API website in spring 2020. In addition, API and MIAK prepared research notes on specific aspects of the project which are also currently available upon request and will also be available on API website in spring 2020.15
52. A final look at the 14 intermediate indicators that are strictly linked to the PDO indicators and to measuring the achievement of the PDO also confirms that the project reached excellent results with most of the indicators significantly surpassing their target values. Among the indicators more intrinsically linked to the PDO indicators, the third intermediate indicator shows that 91 percent of the direct project beneficiaries are satisfied with the project and report that the project has improved their economic conditions. The number of walkers in 2018 turned out to be very high, 10 times higher than the target value for the previous year, which was set assuming a conservative scenario. The high number of walkers also indicates that the project was not only attractive for international walkers but also very much for the domestic ones.
53. The number of youth groups actively engaged on the Path was also very high as well as the number of community members that participated in cross-community activities. Both these values greatly surpassed their targets. In addition, the number of local councils or associations that signed partnership agreements with API and MIAK turned out to be higher than what was estimated at project inception, indicating an important involvement of the communities along the Path and of the major service providers. Only two intermediate indicators did not reach their target values: (a) the number of women
14 Available at [email protected]. 15 Ibid.
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groups active on the Path in 2017 and in 2018, since the definition of the indicator was reviewed and only women groups providing meals for tourists and producing local products along the Path were included in the last estimates, leaving out women groups that were present on the Path but differently or not really active; these women groups were included in the previous calculations; and (b) the number of visits to the Abraham Path online guidebook because the guidebook was complemented with alternative instruments such as Facebook, and, more importantly, because in 2017, the online guidebook was transferred from API website to MIAK website. Aside from these two, all the other intermediate indicators achieved excellent results.
54. In conclusion, the excellent achievements of the PDO and intermediate indicators and the significance of the project results for major stakeholders indicate that the project achieved its PDO. For this reason, the efficacy of the project, which measures the achievement of the PDO, is rated High.
C. Efficiency of the PDO
55. At appraisal, an analysis was conducted to assess the project’s impact. The direct impact on the rural communities along the Abraham Path was measured applying the economic model, with a multi- scenario case, using 2012 numbers as base data and looking at comparators. This led to the estimates of (a) generating, owing to the project, US$1 million in direct annual revenues and creating 105 direct jobs, following a low growth (9 percent year on year) scenario by 2020 and (b) generating US$3.1 million in direct annual revenues and creating 146 new jobs, following a high growth (25 percent) scenario by 2020.16 The indirect annual impact of these scenarios was estimated multiplying the direct income with a multiplier of 1.55,17 which led to a total estimate of US$2.55 million (low growth) and US$7.9 million (high growth), respectively, of income generated by the project by 2020. The results achieved by the project in terms of income (first PDO indicator) for 2018 already surpassed the forecasted income for 2020, which is already a first proof of how economically the resources and inputs were converted into results. It is also expected that these trends should continue to generate income in the future years.
56. To further support the high efficiency of the project, the net present value (NPV) methodology presents very positive values. Regarding the NPV, considering that the money was given as a grant, there is no rate to discount the flow of funds; however, to apply the NPV methodology, a sensitivity analysis was developed, estimating the difference between the income generated and the funds provided by the World Bank at different rates. As indicated in Table 2, at every interest rate taken into account, the value generated by the project is always positive:
Table 2. NPV Sensitivity Analysis Interest Rate 0.50 1.00 1.50 2.00 5.00 7.00 9.00 15.00 (%) NPV net 4,650,235 4,513,660 4,381,069 4,252,329 3,553,913 3,150,790 2,790,566 1,919,207 difference (US$)
16 Project Appraisal Document (PAD). 17 In the PAD, a higher multiplier of 2.4 was used, but at the beginning of implementation, it was reviewed and replaced with 1.55.
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57. The cost per beneficiary, including direct and indirect beneficiaries, represented the least- expected cost solution and the cost is low (about US$100), proving that the project was highly efficient in the allocation of the resources. In addition, the project has generated in 2017 and in 2018 a total income of US$6,184,286, which divided by the total number of 175,591 hours generated in the same years leads to a value of each hour of about US$35. Compared with the minimum domestic pay per hour of US$2.4, it is possible to also affirm that the project generated value and that the businesses that benefitted from it could be profitable.
58. Finally, there are aspects of the PDO that are difficult to quantify but make the project even more efficient. An example is the value of the lessons learned that could be applied in other FCS and to future projects.
59. Regarding disbursements, the project fully disbursed the initial grant of US$2.32 million and the additional grant of US$1 million for a total of US$3.32 million.
60. In addition, no implementation aspect affected the project efficiency. Key activities were not delayed during implementation, even if initial implementation started at a slower pace, as common for most of the World Bank’s operations that start from scratch, due to the necessary time for API to sign the required service agreement with MIAK and to launch activities on the ground. The war in Gaza, over July– August 2014, also contributed to create a climate of uncertainty, which slowed down the beginning of implementation of some activities. The achievement of the Results Framework indicators further confirms that all the activities were properly and adequately implemented.
61. Over time, the team of API in the West Bank shrank and experienced an important turnover of key senior management personnel since the executive director, who had been one of the project leaders, and the project manager left. Even if API senior management was replaced by equally capable and motivated personnel, the replacement led to a slight change in the vision of the implementing agency. However, this did not affect the efficiency of the project implementation since the team from MIAK took on more technical responsibilities and developed the technical tasks as needed. API continued to be the leading implementing agency maintaining primarily a project manager role and delegating, over time, technical functions to MIAK that became the natural Destination Management Organization (DMO) of the Path.
62. Finally, the project’s actual time frame turned out to be longer than forecasted, which led to the extensions of the project closing date. However, this extension was not the result of inefficiencies but rather allowed for the necessary time to properly conclude the project’s activities and to bring the project to maturity. The teams from the World Bank and the implementing agencies were clear since the beginning that the original time frame was a bit short and that more time was needed for implementation to avoid having the volume of technical activities to be implemented grow at too fast a pace which would have caused low-quality implementation and waste of resources on the ground.
63. Considering all this, and that efficiency is the measure of how economically resources and inputs are converted to results, the rating of the efficiency of the PDO is Substantial.
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OVERALL OUTCOME RATING
64. The overall project outcome rating is Satisfactory, considering that the following:
(a) The relevance, efficiency, and efficacy of the PDO are rated High given that the operation’s major relevant objectives were achieved efficiently. (b) The expectations of the major local stakeholders were fully met since for the PA and other major stakeholders, the project addressed important issues and reached marginalized communities providing them with concrete economic opportunities. The project laid foundations and provided an example for future interventions as well. (c) Similarly, for the World Bank team, the project has been a successful pilot with important results and has proved to be consistent with the literature on economic development that indicates how sustainable tourism (and adventure tourism, as one of its growing subsectors) is a proven tool for local development, benefitting communities in destinations around the world.18 (d) Finally, the project was implemented among the challenges of the fragile and conflict- affected context and the particular fragmentation and the lack of connectivity existing in the West Bank.
OTHER OUTCOMES AND IMPACTS
65. The project achieved three other outcomes that complement the outcomes identified during project preparation and captured by the project PDO. The following three outcomes were expected given the nature of the project and the richness of the project activities but were not planned for.
66. The first outcome is that the project contributed to build the resilience of local communities and individuals amid violent events such as the war in Gaza that occurred in 2014 and the conflicts that expanded in the Middle East in the past five years. These events severely affected the context of the West Bank, but the creation of the Path provided local communities and individuals with a coping mechanism, strengthening their ability to be resilient to shocks as also indicated by the skyrocketing numbers of domestic groups that walked the Path. These groups had the opportunity of engaging on the Path with interesting, healthy, and safe activities. As part of the resilience, the project contributed to build social cohesion since it facilitated meetings and connections not only between local Palestinians and hikers from all over the world, but also among Palestinian communities and individuals. This is captured by the intermediate indicators that measured cross-community activities19 to which more than 22,000 community members participated.
67. A second outcome is related to the creation of the Abraham Path itself. Starting at a small scale and owing to the World Bank project, the Abraham Path has been growing consistently over the last five years. Upon project closing, the Path was 330 km long and extended throughout the West Bank from the village of Rummana northwest of Jenin to Beit Mirsim southwest of Hebron (as shown in Figure 1).
18 “Tourism for Development - Demand Analysis for Tourism in African Local Communities.” Knowledge Series, International Finance Corporation, 2018. 19 Examples of the activities are various project meetings, trainings, hiking trips, and other cross-community events.
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However, the Path not only has become a touristic product, but it has also contributed to (a) promoting experiential tourism in the country as a safe, new, and interesting activity, practically accessible to everybody; (b) building the image of the Palestinians as hospitable, generous, and friendly people, in addition to the image of the West Bank as a place safer than what is generally expected, so much so that the National Geographic ranked the Abraham Path as the Best New Walking Trail in the world;20 and (c) making an active trail that also serves as a platform for socioeconomic activities.21
68. Finally, the third outcome is the strengthening of major stakeholders and institutions involved and the provision of new and innovative trainings and courses which led to an improvement of the touristic offerings. As an example, the project featured the first professional trekking guide course in the region.
III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME
69. Overall, the implementation of the project proceeded smoothly. The key positive elements that supported the successful implementation of the project were
(a) The intrinsic flexibility of the project design that included activities that could be developed in different locations, in a small or large scale such as shorter or longer hiking trips or trainings, and which were easily accessible to different groups in the communities. An example is that the project provided economic and social opportunities for women of all ages and with a different degree of education, likewise for youth that could participate in the life of the Path in different roles. The flexibility of the project design allowed to overcome several challenges such as in the case of the provision of training to women given that in many parts of the West Bank, predominant local social norms expect that women spend most of their time at home; (b) The dedication to work, the passion, and the commitment to the project by the teams of API and MIAK, which worked tirelessly to successfully implement the project; and (c) The support to the project by the major stakeholders throughout its implementation. Major stakeholders included the PA, major leaders of Palestinian experiential tourism, and the network of all the affiliates. At different levels, all participated and supported the vision and the mission of the development of the Path as a major opportunity for Palestinians.
70. The implementation of the project also had to adapt to volatile and unpredictable circumstances which were outside the control of the PA and of the implementing agency. Even if the project was conceived as a flexible development tool in precisely challenging circumstance, events such as the war in Gaza in 2014 and the unanticipated challenges that arose in the region midway through the five-year grant period had a negative impact on the tourism sector in the region. These included the civil war in Syria, rise of the Islamic State of Iraq and the Levant (ISIS), Saudi Arabia’s offensive in Yemen, and an Egyptian government in flux. The consequences reflected especially on the number of international walkers (Type A walkers) that turned out to be lower than expected in the first three years of the project
20 Link to National Geographic ranking of new trails: http://www.natgeotraveller.co.uk/smart-travel/features/cover-story-10-of- the-best-new-walking-trails/. 21 Photos of the Path were also displayed in a World Bank exhibit in September 2017, in the World Bank Main Building.
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implementation. However, the project design and the underlining business model proved to be sound, and API and MIAK proved very capable in the implementation in the field. As a result, the number of domestic walkers (Type C) increased significantly since they were not as affected by these events (the original estimate was that they would be 2.5 times the number of international walkers -Type A-). Yet, the spending by walkers and the demand of touristic products and services were somehow different from what was expected. In more detail, domestic walkers, who turned out to be overall the majority of walkers, stayed shorter time along the Path than international walkers (often only one day), spending less. This analysis led to an expansion of the business model of API and MIAK: domestic walkers were not seen any longer as a secondary target, and it became evident that the Path contributed to local resilience. In the last two years of implementation, all the walkers, international and domestic, grew in number, with the number of international walkers being higher than what was originally forecasted.
IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME
A. QUALITY OF THE MONITORING AND EVALUATION (M&E)
M&E Design and Implementation
71. In the project design, much relevance was given to the M&E that was prepared thoroughly. A specific component with a relevant allocation of funds (more than US$700,000) covered all the M&E aspects of the project which included (a) qualification and collection of fundamental indicators, (b) partners and beneficiaries’ assessment (survey work, data collection, and analysis); (c) research on specific topics; (d) development and implementation of an advanced traveler monitoring system (data collection); and (e) a set of activities that involved the participation of major stakeholders. In addition to this, a very rich and complex results matrix of more than 20 indicators was developed to thoroughly capture project results and the contribution of every project activity.
72. Certainly, the selected indicators were appropriate to the project design; however, toward the end of implementation, it became evident that they were too many and that a simpler Results Framework would have been equally useful. For example, just the first two PDO indicators were adequate and well- focused on defining the achievement of the PDO. However, it is important to note that the third PDO indicator was chosen because it was a World Bank core indicator. It could have been adopted as a simple intermediate indicator given that it primarily supported what the first two PDO indicators already showed. Then, regarding the intermediate indicators, they certainly contributed to clearly attribute results to each activity; however, a couple of them could have been eliminated, further simplifying the Results Framework.
73. Of all the PDO indicators, only PDO Indicator #2 was revised following the midterm review, which recommended that the original indicator ‘number of jobs created’ needed to be adjusted and measured instead as ‘economic activity generated’ by measuring the cumulative number of hours worked by those along the Path. This change corresponded to the need for better capturing the different characteristics of the jobs created by the project such as seasonal, informal versus formal, and part-time versus full-time.
74. The methodologies adopted to estimate the indicators were also very good, and best practices were adopted. Since the measurement of the more complex indicators was challenging for the
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implementing agency, World Bank M&E experts supported the finalization of the methodologies and reviewed the values and the analysis of the indicators several times during implementation. For example, the measurement of Type C walkers was challenging given the nature and the independence of this type of walkers and the country and mobility constraints, and World Bank experts supported the selection of the most adequate methodology incorporating lessons learned and best practices. Indeed, World Bank M&E experts revised the methodologies and the Results Framework several times to guarantee the validity and the reliability of project’s results and timely removal of possible bottlenecks.
75. The results measured by the indicators were also complemented by qualitative narratives, such as the production of a video. In case of future operations, an impact evaluation would be the best approach to confirm the project results and some of the lessons learned.
76. Finally, during project implementation, the implementing agency has always been thorough and timely in the preparation of the progress reports. Up to the first quarter of 2016, the collection and the analysis of relevant data were developed by a well-qualified external firm that directly surveyed the beneficiaries. Starting from the second quarter of 2016 and after further strengthening their M&E capacity, API and MIAK were able to proceed to the direct collection and analysis of the project data.
M&E Utilization
77. The results of the M&E process have been compiled and utilized by the project management, decision makers, and the World Bank team to closely monitor project progress and make changes during implementation as needed. As an example, the MOTA utilized the M&E data and information of the project to review its progress and to validate how things were proceeding during implementation. The M&E also supported the identification of the lessons learned that were expected by the project.
78. Considering all these aspects, the overall M&E was Satisfactory, and the rating of the M&E quality is Substantial.
B. FIDUCIARY, ENVIRONMENTAL AND SOCIAL COMPLIANCE
79. Procurement. Throughout the life of the project, the overall project procurement performance was rated Satisfactory. The procurement process of the project complied with the World Bank’s procurement rules and procedures, and the implementing agency demonstrated enough capacity in carrying out the project procurement activities in a satisfactory manner.
80. Financial management (FM). The project’s overall FM system can be rated Moderately Satisfactory. Proper FM arrangements were in place to monitor the project activities. However, due to the turnover of the staff in API, three interim financial reports were late and the audit report for 2017 was provided one month late (July 2018), upon request by the World Bank.
81. Overall, regarding both procurement and FM, the project has adequately complied during the five-year implementation period, for which a final rating of Satisfactory is recommended.
82. Environmental and social. The project did not trigger any environmental and social safeguard since it was rated as Category C and no issues were identified. Rather, for its nature and for some of its
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activities, the project had an educational focus especially for youth on respecting and taking care of the environment and for cleaning areas along the Path. The project may have brought about good, positive results that should in any case be further investigated to be quantified.
C. BANK PERFORMANCE
Quality at Entry
83. During preparation, the World Bank team incorporated lessons on experiential tourism in the design of the project, leveraging on prominent experts and on best practices and relevant economic literature,22 as also indicated in the PAD. The project design was also kept simple to facilitate its implementation, even if few activities were objectively complex to implement. The team also ensured that the project objectives were fully aligned with the World Bank Interim Strategy Note (FY12–14), with other key strategic documents, and with key Government priorities.
84. To keep up with best practices, since the onset of the project, the World Bank team included a large group of specialists that were mobilized to address, as needed, all relevant project aspects, including technical, M&E, and fiduciary aspects. For all these reasons, the suggested rating on the quality at entry is High.
85. Finally, the overall risk for this operation was Substantial. The risk level was mainly suggested based on the external factors in the country. This risk could not be mitigated by the project; however, the project design incorporated measures that could increase the resilience of beneficiaries and local communities. Another risk factor considered was the limited experience of the implementing agency in working with the World Bank, for which the project design incorporated measures of institutional strengthening. Overall, the project design tried to mitigate the risks wherever possible, but the project- specific/controllable aspects did not encounter a substantial risk in implementation.
Quality at Supervision
86. Throughout implementation, the World Bank team has been constantly engaged with the project and regularly in contact with API and MIAK through videoconferences, virtual meetings, phone calls, and WhatsApp messages to discuss implementation aspects. For this purpose, the team has continued to leverage a set of technical experts as needed, and it has conducted regular supervision missions (about 11 supervision missions took place throughout implementation), which included a combination of technical discussions, field visits to beneficiaries, and meetings with stakeholders. In addition, the role of the local World Bank office was important in developing these tasks. The local World Bank team supported supervision work and was present as needed. All this allowed the World Bank team to proactively identify
22 Among the bibliography are (a) Adventure Tourism Market Report: 2009, George Washington University, Adventure Travel Trade Association & Xola Consulting; (b) ITB World Travel Trends Report 2012/2013, December 2012; (c) Adventure Travel Trade Association (www.adventuretravelnews.com), August 2010; (d) The Ramblers’ Association, “Walking Facts and Figures,” 2010; (e) New Opportunities for Mountaineering, Adventure and Desert Sports, Tony Howard and Di Taylor, March 2006; and (f) World Bank Quick Note # 78, MENA Region: “Tourism in MENA: A Strategy to Promote Recovery, Economic Diversification, and Job Creation,” January 2013.
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and resolve issues as they arose, keeping in mind that in the case of the West Bank, the most dangerous threats are systemic and arise from the volatile circumstances which were not at all controllable.
87. The World Bank team provided timely and effective advice to counterparts and ongoing implementation support on technical, fiduciary, and other relevant issues as they arose as well. Examples of this are that, during implementation, the design of some technical activities such as some trainings was modified to further allow the inclusion of women in the most remote areas and that the World Bank experts provided training to API and MIAK on M&E, impact evaluation, and entrepreneurship. The excellent results of the project confirm that the implementation was successful. Another proof that the leveraging of a set of World Bank experts, during implementation, was successful is that the World Bank team received the Vice-President award “as example of the best work that the World Bank does and of the ability of the team to work across teams in the institution.”
88. The Aide Memoires properly described the issues encountered, and the recommendations were agreed with the implementing agency.
89. Project ratings in the Implementation Status and Results Reports (ISRs) were candid. The project has consistently been rated Satisfactory for Progress toward PDO and Overall Implementation Progress throughout its life. The rating is just and adequate. Furthermore, in the first years of the implementation, the team prepared and uploaded an ISR every six months because of the innovativeness of the operation. Starting from 2017, the team was advised to upload only one ISR, but the last ISR (the one for 2018) could not be uploaded in the system due to a technical glitch that was not resolved on time before the closing of the project. However, this ISR is available in the project’s file.
90. Considering all these elements, it can be stated that the project would not have been implemented so well without the World Bank support and supervision, for which reason, the rating of the World Bank performance is Satisfactory.
D. RISK TO DEVELOPMENT OUTCOME
91. The major risk to the development outcome is an escalation of the conflict that could jeopardize what has been achieved so far. The likelihood and the magnitude of this event are difficult to forecast and to quantify. In any case, to try to mitigate this risk to the limited, possible extent, the project invested in building strong partnerships among API, MIAK, village councils, and local authorities. The engagement of local authorities/communities, village councils, and local stakeholders, leveraging on their increased interest in the Path, built local resilience. The project has faced this risk during the war in Gaza where the effects were episodic and short-lived and the traffic on the Path picked up again rapidly after the ending of the war which confirms the resilience of the Path against the escalation of the conflict.
92. A second risk is the sustainability of the Path and of API and MIAK as institutions. The implementation of the project highlighted that more time and additional resources are needed to put in place a sustainability model, also due to the existing vulnerable and volatile institutional setting of the West Bank. The additional financing assigned to the project through: (i) scaling up activities that were under implementation, (ii) strengthening MIAK’s institutional capacity, (iii) forming more community partnerships with relevant stakeholders, and (iv) strengthening the marketing of the project also aimed to contribute to a sustainable model for future operations. However, some more time and resources are
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needed to explore how to reach, and the extent to which it is possible to reach, full sustainability of the investments.
93. The sustainability of project activities is also currently being analyzed by the team and local and international counterparts and stakeholders. Three major points are currently under revision: institutional sustainability, sustainability of the Path, and sustainability of the businesses and community services supported along the Path. The first two points are strictly related. Both API and MIAK have been working on their sustainability models. MIAK is currently in the process of increasing its revenues and decreasing its costs to become a capable DMO. While similar DMOs in Europe have not achieved sustainability and mostly depend on government contributions, MIAK has taken some practical steps in the right direction to achieve partial sustainability, including (i) operating an annual "ThruHike" walk, which provides revenues to the organization, (ii) buying an affordable old building and renovating it to become the new MIAK office, which will cut running costs, and (iii) discussing with tour operators and Palestinian authority possible annual contributions to MIAK, to further promote the Abraham Path globally and play an active DMO role. A partial sustainability model would make sense in the case of MIAK, where the organization could cover core operational expenses and depend on additional resources for extending support to local community. Further discussions with stakeholders, especially with the major ‘champions’, are needed to finalize institutional arrangements and define the core operational functions of MIAK, as the DMO of the Path.
94. This makes necessary to invest in a second phase, without which the development outcome could be jeopardized. Along these lines, the World Bank team is preparing a second operation that will bring to maturity the investments made so far, will analyze and finance the design of a sustainability model for the project’s activities, and will constitute the final exit strategy for the World Bank.
V. LESSONS LEARNED AND RECOMMENDATIONS
95. The project was rich in providing lessons. The most relevant lessons learned from the operation’s experience are as follows:
(a) The project proved that the tourism industry is resilient, attracting international and domestic visitors even amid fragile and violent circumstances. Regarding the latter, tourism becomes attractive for and benefits people who want to try to have a normal life regardless of the context in which they live in. (b) The project proved satisfactory in reaching out to women and youth, including direct and indirect beneficiaries, respecting local culture and existing social norms. It reached significant results in this regard, but more investments are needed for these target groups, for example, to improve the experience of the homestays or women centers. (c) Along these lines, moving forward, the next project could further strengthen its focus on women and youth implementing activities that exclusively target these marginalized groups. For example, the project has facilitated the training of young guides that speak English, but
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more young guides are needed that can speak other languages such as French, Spanish, and Portuguese, among others. The next project could finance some of these trainings. (d) The ownership of key stakeholders turned out to be a key factor for the project’s success. The MOTA has been very supportive and satisfied with the project throughout its implementation and with its results. It also indicated that the project truly developed some work that was supposed to be implemented by itself, which was not possible given the fragility context and the circumstances. Likewise, the other stakeholders supported the project and were satisfied with its results. This further proves that available stakeholders and local NGOs can support and collaborate with the work of the line ministries especially under FCS. (e) The flexible project design was critical for the success during project implementation given the fragility and the volatility of the circumstances, and the challenges as they were arising (for example, the war in Gaza caused a decline of Type A walkers in 2014–2016, while Type B and C walkers were not as affected by it). In addition, the demand of the project activities by local walkers increased tremendously over time. All this confirms the importance and the need for building on a business model that can be flexible while cultivating domestic tourism as much as the international one. (f) The project M&E should be streamlined in future operations along the Path and in FCS operations in general. To monitor and evaluate the results generated by the project, a very thorough and complex Results Framework was adopted, which included more than 20 indicators, and as already explained previously, the measurement of the more complex indicators was challenging for the implementing agency and World Bank experts in M&E supported this process. Moving forward, it is advisable to adopt a set of fewer indicators, focused on the main outcomes and key variables. (g) The project was originated as a pilot that proved to be successful and for which there was demand. However, given the newness of the intervention, and the existing vulnerable and volatile institutional setting of the West Bank, more time and additional resources are needed to put in place a sustainability model. A second operation is needed to explore how to reach, and the extent to which it is possible to reach, full sustainability of the investments, and to bring to full maturity the businesses that have been generated along the Path. To this purpose, the linkages with the private sector could be further strengthened in future operations which may also facilitate sustainability.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
ANNEX 1. RESULTS FRAMEWORK
A. RESULTS INDICATORS
A.1 PDO Indicators
Baseline Target Values (calendar years) PDO-level Results Indicators Original Project Notes (SPF Relevant Indicator) Start 2014 2015 2016 2017 2018 (2012) 1. (SPF 3.1) Annual direct and US$513,902 US$620,465 US$682,372 US$750,934 US$825,000 • Annual value indirect income for involved • This indicator was communities along the unchanged during Abraham Path (US$) implementation. However, with the restructuring of November 2016, the target for 2017 was added. Actual values US$412,666.5 US$691,330.5 US$826,659 US$1,311,261 US$4,873,024.5 Annual value 2. (SPF 3.1) Number of hours 0 74 167 196 1,176 • Annual value worked by beneficiaries along (70%) (70%) (70%) (62%) • The unit of the Path in 2017 and in 2018, measurement was of which female (%) switched from number of jobs created with (The unit of measurement the restructuring of switched from number of jobs November 2016 and created after the restructuring the targets for 2017 following the midterm review) were added. Actual values - hours (%) 110 (85) 137 (57) 137 (57) 83,795 91,796 Annual value (59) 2.1. of which youth (%) 0 25% 25% 25% 25%
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
Baseline Target Values (calendar years) PDO-level Results Indicators Original Project Notes (SPF Relevant Indicator) Start 2014 2015 2016 2017 2018 (2012) Actual values (%) n.a. 35.7 35.7 56 3. (SPF 3.4) Direct project 0 520 585 660 520 This indicator was beneficiaries (Nr), of which (45) (45) (45) (58) unchanged. With the female (%)23 restructuring of November 2016, the target for 2017 was added. Actual values n.a. 392 392 865 1,095 Cumulative, final values (53) (53) (53.6) (53.2) 3.1. of which youth (%) na 50 50 50 50 Actual values (%) n.a. 32.8 32.8 29.1 32 The percentage of young, direct beneficiaries does not include young walkers or youth groups such as scouts that also benefit from the Path and that are considered indirect beneficiaries. 4. (SPF 1.3) Research paper on 0 1 The unit of measurement the results of the Abraham was switched from Path project Research notes on job creation through experiential tourism in FCS with the restructuring of November 2016.
23 World Bank core indicator at appraisal.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
A.2 Intermediate Indicators
Baseline Calendar Years Original Unit of Intermediate Results Indicators Project Comments Measurement Start 2014 2015 2016 2017 2018 (2012) Intermediate Result 1: Communities are actively involved in the Abraham Path project, strengthening social cohesion 1. Nr. of communities’ Nr. of people 0 80 160 200 550 • Cumulative value inhabitants that are trained on • This indicator was the project unchanged. With the (target values) restructuring of November 2016, the target for 2017 was added. Actual values 94 476 560 782 958 2. Nr. of local councils or Nr. of councils 0 5 10 15 35 Idem associations that have signed partnership agreements with the Masar Ibrahim (target values) Actual values 10 31 44 55 59 3. % of satisfied beneficiaries that % 0 70% This indicator was introduced report that the project has with the restructuring of June improved their economic 2017. conditions (target values) Actual values 91% 4. Total nr. of community Nr. of people 0 240 480 540 4,750 • Cumulative value members who participate in • This indicator was cross-community activities (Social unchanged. With the Cohesion) restructuring of November (target values) 2016, the target for 2017 was added.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
Baseline Calendar Years Original Unit of Intermediate Results Indicators Project Comments Measurement Start 2014 2015 2016 2017 2018 (2012) Actual values 567 3,154 7,512 14,150 22,280 This value is cumulative and includes, among others, hiking trips, cross-community events, trainings, and project meetings. It is strictly linked to the number of travelers and reflects their significant increase. Intermediate Result 2: Youth groups and women are actively involved in the Abraham Path project 5. The number of local youth Nr. of groups 0 6 10 12 47 • Cumulative value groups that are actively engaged • This indicator was on the Abraham Path unchanged. With the (target values) restructuring of November 2016, the target for 2017 was added. Actual values 10 37 54 61 64 6. The number of local women’s Nr. of groups 4 8 12 15 32 Idem groups that are actively engaged on the Abraham Path (target values) Actual values 8 28 33 18 22 Intermediate Result 3: Local guides are trained and certified 7. Nr. of local wilderness guides Nr. of w. 0 16 20 25 38 Idem that are trained (target values) guides Actual values 25 25 79 82 103 8. Nr. of local wilderness guides Nr. of w. 0 8 10 15 18 Idem that are certified (target values) guides Actual values 15 15 30 33 51
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
Baseline Calendar Years Original Unit of Intermediate Results Indicators Project Comments Measurement Start 2014 2015 2016 2017 2018 (2012) Intermediate Result 4: Local private sector actively uses and promotes the Abraham Path 9. Nr. of tour operators that run Nr. of 3 4 5 6 8 Idem tours on the Abraham Path operators (target values) Actual values 5 5 8 8 8 10. Nr. of media and tour Nr. of 0 16 48 48 67 Idem operators (local and operators and internationals) who participated journalists in “Familiarization” trips (target values) Actual values 0 62 111 130 152 Intermediate Result 5: The nr of walkers on the Path continues to rise 11. Annual total nr. of walkers Nr. of walkers 912 1,163 1,317 1,492 3,550 • Annual value (types A and B, excl. C) • This indicator was (target values) unchanged. With the restructuring of November 2016, the target for 2017 was added. Actual values 1,358 2,502 3,675 6,335 46,894 Annual figure. It includes Type C walkers for the first time for the value for 2018. 11.1. The nr. of Type A walkers Nr. of walkers 503 597 651 709 550 • Annual value (target values) • This indicator was unchanged. With the restructuring of November 2016, the target for 2017 was added. Actual values 303 471 453 637 1,124 Annual figure
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
Baseline Calendar Years Original Unit of Intermediate Results Indicators Project Comments Measurement Start 2014 2015 2016 2017 2018 (2012) 11.2. The nr. of Type B walkers Nr. of walkers 409 566 666 783 2,750 • Annual value (target values) • This indicator was unchanged. With the restructuring of November 2016, the target for 2017 was added. Actual values 1,055 2,031 3,222 5,698 6,652 Annual figure 11.3 The nr. of Type C walkers Nr. of walkers n.a. 1,493 1,627 1,773 250 • The annual number of (target values) independent travelers on multiday or single day trips. • This indicator was unchanged. With the restructuring of November 2016, the target for 2017 was added. Actual values 94 200 50 50 39,125 This value has been calculated for the first time for 2018, through direct counting of the walkers. Intermediate Result 6: The trail is extended to connect the northern to the southern West Bank 12. The nr. of km of continuous km 182 200 220 260 n.a. Target • Cumulative value Abraham Path trail achieved • Unchanged indicator (target values) Actual values 267 321 327 327 330 13. The nr. of visits to the Nr. of monthly 3,918 10,000 12,500 15,000 10,000 • Average monthly page Abraham Path online guidebook page views views (target values) • Unchanged indicator
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
Baseline Calendar Years Original Unit of Intermediate Results Indicators Project Comments Measurement Start 2014 2015 2016 2017 2018 (2012) Actual values 8,324 8,220 10,799 2,802 n.a. In 2017, the online guidebook was transferred from API website to MIAK website, so this indicator is n.a. for 2018. Also, the guidebook was complemented with alternative instruments such as Facebook. Intermediate Result 7: Institutional capacity of key NGOs in the trail development sector is strengthened 14. The nr. of partner NGO staff Number of 0 10 12 15 50 • Cumulative value trained on income generation staff • This indicator was strategies, management systems, unchanged. With the financial management and restructuring of November procurement 2016, the target for 2017 (target values) was added. Actual values n.a. 40 40 58 58 Cumulative figure
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
A. RESULTS INDICATORS
A.1 PDO Indicators
A.2 Intermediate Results Indicators
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
B. ORGANIZATION OF THE ASSESSMENT OF THE PDO
Objective/Outcome 1: To contribute to income generation for marginalized rural communities along the Abraham Path in the West Bank Outcome Indicators 1. Annual direct and indirect income for involved communities along the Abraham Path (US$) Intermediate Results Indicators 1. Annual total nr. of walkers (types A and B, excl. C) 2. The nr. of Type A walkers 3. The nr. of Type B walkers 4. The nr. of Type C walkers 5. The number of local youth groups that are actively engaged on the Abraham Path 6. The number of local women’s groups that are actively engaged on the Abraham Path 7. Nr. of tour operators that run tours on the Abraham Path 8. The nr. of km of continuous Abraham Path trail 9. Nr. of communities’ inhabitants that are trained on the project 10. Nr. of local councils or associations that have signed partnership agreements with the Masar Ibrahim Key Outputs by Component 1. The first component invested primarily on the expansion and upgrade of the supply of services and products (linked to the achievement of the offered along the Path, for example, the outreach and training to homestays, guides, and women centers. Objective/Outcome 1) 2. The second component focused primarily on the development of the Path. 3. The third component invested in (a) the promotion of the Path especially among potential walkers and (b) activities that improved the supply of products along the Path such as the creation of new itineraries. Objective/Outcome 2: To contribute to job creation for marginalized rural communities along the Abraham Path in the West Bank, with a particular focus on women and youth Outcome Indicators 1. Number of hours worked by beneficiaries along the Path in 2017 and in 2018, of which female (%) 2. of which youth (%)
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
Intermediate Results Indicators 1. Annual total nr. of walkers (types A and B, excl. C) 2. The nr. of Type A walkers 3. The nr. of Type B walkers 4. The nr. of Type C walkers 5. The number of local youth groups that are actively engaged on the Abraham Path 6. The number of local women’s groups that are actively engaged on the Abraham Path 7. Nr. of tour operators that run tours on the Abraham Path 8. Nr. of local wilderness guides that are trained 9. Nr. of local wilderness guides that are certified 10. The nr. of km of continuous Abraham Path trail 11. Nr. of communities’ inhabitants that are trained on the project 12. Nr. of local councils or associations that have signed partnership agreements with the Masar Ibrahim Key Outputs by Component 1. The first component invested primarily on the expansion and upgrade of the supply of services and products (linked to the achievement of the offered along the Path. An example is the outreach and training to homestays, guides, and women centers. Objective/Outcome 2) 2. The second component focused primarily on the development of the Path. 3. The third component invested in (a) the promotion of the Path especially among potential walkers and (b) activities that improved the supply of products along the Path such as the creation of new itineraries. Objective/Outcome 3: To capture lessons from piloting job creation through experiential tourism that could be applied in other Fragile and Conflict- Affected Situations (FCS) Outcome Indicators 1. Research paper on the results of the Abraham Path project Intermediate Results Indicators All intermediate results indicators contributed to the third outcome. Key Outputs by Component The fourth component, Monitoring and Evaluation and Knowledge Dissemination (Action Research), (linked to the achievement of the specifically led to (a) the identification of lessons learned, (b) research on specific topics, and (c) the building Objective/Outcome 3) of an M&E system and collecting of relevant indicators.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
. ANNEX 2. PROJECT COST BY COMPONENT
Amount at Approval Actual at Project Closing Percentage of Components (US$, millions) (US$, millions) Approval (%) Investment in People and 0.745 0.99 132 Institutions Abraham Path Development 0.530 0.73 137 Marketing, Business Development, and 0.460 0.81 176 Communication Monitoring and Evaluation and Knowledge Dissemination 0.586 0.79 134 (Action Research) Total 2.320 3.32 143
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
ANNEX 3. RECIPIENT, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS
Completion Report
“Masar Ibrahim/Abraham Path: Economic Development Across Fragile Communities”
Submitted by: Abraham Path Initiative
Key Project Data Grant Agreement Signing Date: January 23, 2014 Grant Closing Date: December 31, 2018 Total Grant Amount: US$3,324,008
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
TABLE OF CONTENTS
1. INTRODUCTION ...... 50 1.1 Project Process Overview ...... 51 2. MAJOR ACTIVITIES ...... 52 2.1 Component 1: Investment in People and Institutions ...... 52 2.2 Component 2: Path Development ...... 53 2.3 Component 3: Marketing, Business Development, and Communication ...... 53 2.4 Component 4: Monitoring and Evaluation, and Knowledge Dissemination (Action Research) ...... 54 3. MAJOR RESULTS ...... 54 3.1 PDO Results Framework...... 54 3.2 Intermediary Results ...... 56 3.3 Other Major Results ...... 57 3.4 World Bank Role and Performance ...... 58
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
List of Acronyms
API Abraham Path Initiative FCS Fragile and Conflict-affected Situations GDP Gross Domestic Product GIS Geographic Information System LA Local Authority MIAK Masar Ibrahim al-Khalil (NGO) MOTA Ministry of Tourism and Antiquities NGO Nongovernmental Organization PA Palestinian Authority PDO Project Development Objective SPF State and Peace Building Fund UNRWA United Nations Relief and Works Agency for Palestine Refugees in the Near East UNWTO United Nations World Tourism Organization
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
Figure 3.1. Map of the Project Area
Source: MIAK
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
1. INTRODUCTION
1. This document is the final report of the project entitled Masar Ibrahim/Abraham Path: Economic Development Across Fragile Communities (2014–2018), for which the World Bank provided US$3,324,000 over five years. The project aimed to enhance the Path’s economic impact and build the capacities of local stakeholders.
2. The project was implemented by the Abraham Path Initiative (API), an independent nonprofit and nongovernmental organization (NGO) that aims to develop the Abraham Path, a long-distance walking route spanning multiple Middle Eastern countries developed in collaboration with local partners. In 2012, API began efforts to develop the Palestinian segment of the Abraham Path. API partnered with the Palestinian Authority (PA) Ministry of Tourism and Antiquities (MOTA), Siraj Center for Holy Land Studies, Wild Life Society, Rozana, Bethlehem University’s Institute for Community Partnership, and the Masar Ibrahim al-Khalil (MIAK) to propose a project that would create income-generating and job opportunities and to strengthen social cohesion for marginalized communities along the Path.
3. MIAK is a Palestinian nonprofit based in Beit Sahour that is developing the Abraham Path (Masar Ibrahim) in the West Bank as a community-based tourism project. The organization promotes cultural diversity, tradition, human values, and environmental awareness. MIAK is a union of three Palestinian organizations,24 which has a close working relationship with Bethlehem University. In late 2013, API entered into ‘a Service Agreement with MIAK to implement part of the activities throughout the time frame of the project.”25
4. International tourism is growing at a fast pace, according to the World Tourism Organization (UNWTO) World Tourism Barometer, with a 7 percent increase in 2017 leading to 1,322 million international tourist arrivals (overnight visitors). This number is expected to continue to increase in the upcoming years. “Consolidating the tourism sector is a key driver in economic development. As the third export sector in the world, tourism is essential for job creation and the prosperity of communities around the world.”26
5. According to numbers of the Palestinian Central Bureau of Statistics and the MOTA, tourism in the West Bank is on the rise with around 3.26 million visits in the first half of 2017, comprising 1.86 million visits made by domestic visitors and 1.40 million by inbound visitors, an increase of 66.5 percent and 47.2 percent, respectively, in comparison to the same period in 2016.27 The estimated contribution of the tourism sector to the gross domestic product (GDP) was about US$305 million in 2016.28
6. The Economic Development across Fragile Communities project contributes to the Palestinian tourism sector, opening new markets, attracting different types of tourists, and lengthening the stay of the visitors. Furthermore, the project is unique in bringing tourism to areas, often rural and marginalized,
24 The Palestinian Centre for Rapprochement between People, The Palestinian Wildlife Society, and Rozana Association. 25 Terms of Reference/Service Agreement, API and MIAK, December 12, 2013, page 2. 26 http://media.unwto.org/press-release/2018-01-15/2017-international-tourism-results-highest-seven-years “2017 International Tourism Results: The Highest in Seven Years,” UNWTO. 27 http://www.pcbs.gov.ps/portals/_pcbs/PressRelease/Press_En_27-9-2017-tor-en.pdf “Sustainable Tourism – A Tool for Development,” Palestinian Central Bureau of Statistics. 28 http://www.pipa.ps/page.php?id=1aa82by1746987Y1aa82b “Tourism Sector,” Palestinian Investment Promotion Agency.
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The World Bank Abraham Path: Economic Development across Fragile Communities (P147235)
where earlier no tourists and no revenue came, combining tourism with a clear community development goal, which can be seen as a huge success. Moreover, the importance and uniqueness of the project not only lays in the community development and targeting of rural areas but also in the focus on women and youth in the project, strongly involving these often-isolated groups with high unemployment rates. In addition to this, the project successfully brought together and created cooperation between various stakeholders including NGOs, universities, governmental bodies, women centers, communities, and the private sector.
Figure 3.2. A trail of the Abraham Path
1.1 Project Process Overview
7. During the first phase of the project (January 23, 2014–March 31, 2016) foundations for community engagement and trail development were laid by strengthening capacities of organizations and individuals and by supporting local ownership of the Masar Ibrahim, focusing on creating a quality tourism product (the trail), producing resources for travelers, and raising media attention and involvement of the private sector. The grant with the amount of US$2,324,008 was approved by the World Bank State and Peace Building Fund (SPF) on January 23, 2014, and became effective on the same day.
8. On November 18, 2016, the SPF approved additional financing to the project in the amount of US$1,000,000. The additional financing of the project has added breadth and depth to the results achieved in the first phase and built on lessons learned throughout the duration of the project. The focus is on women and youth and captures lessons from job creation through experiential tourism that can be applied in fragile or conflict-affected settings elsewhere. The project also features the first professional licensed trekking guide course in the region.
9. The duration of the project was also extended. In the short span of two-and-a-half years, this pilot project has become a success, and the extension has been an opportunity for the project to go beyond
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the creation of the Masar Ibrahim tourism product and MIAK as a trail development institution, to seeding investments in marketing and communications along the trail that aim toward the full development of the project and product. API and MIAK both strengthened their capacities throughout the duration of the project. MIAK became a pioneer and expert in the region with regard to community-based tourism and API demonstrated the success of this model for experiential tourism as an engine for income generation and economic development across fragile communities.
2. MAJOR ACTIVITIES
10. The activities of the project fall under four main components: (a) Investment in People and Institutions; (b) Abraham Path Development; (c) Marketing, Business Development, and Communication; and (d) Monitoring and Evaluation and Knowledge Dissemination (Action Research).
11. In addition to strengthening the institutional and organizational capacities of API and MIAK, an important focus point binding all the components and activities together is the establishment of the various business cycles and the three main value chains, according to the three types of walkers: Types A, B, and C.
12. Type A travelers are international travelers that take a multiday ‘package’ tour on the Path. They usually spend an average of four days on the Path and make use of all the targeted beneficiaries of this project. The average amount of money spent per day by a Type A walker is US$90. Type B travelers are international or local (resident) travelers who spend on average one day on the Path. Type B walkers sometimes use a tour operator, but other Type B walkers arrange a hike directly with a guide. Furthermore, they use drivers and sometimes enjoy lunch at a women’s center. They do not use any accommodation on the Path. The average amount of money spent per day by a Type B walker is US$50. Finally, type C travelers are independent travelers (no tour operator and no guiding). As the Type C walkers do not use tour operators, rarely use guides, and often do not stay overnight, the only direct project beneficiaries they use are drivers and occasionally the women centers for lunch. It may be that the Type C walkers use homestays after getting information on homestays from the MIAK website or Facebook page, but it has been challenging to capture some of these data. Type C walkers spend US$30 on average per day.
2.1 Component 1: Investment in People and Institutions
13. This component concerns the building of capacity and the transfer of knowledge to the major local stakeholders of the trail. Building on the foundation of MIAK, whose capacity was built during the first phase of the project, with 49 homestays and 18 guides who received initial training in this period, the follow-up phase expanded local capacity with more specialized training and coaching to provide the institutional strengthening of the implementing partners, as well as empowering local municipalities to contribute to trail development and environmental protection.
14. Before listing some of the activities, it is important to mention that many results have been reached that are hard to catch in numbers and activities, which will also be discussed further in later
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sections. The project also succeeded in successfully introducing community-based tourism in more than 50 communities along the Path. The main activities under this component could be divided as follows:
(a) Training of current and new guides (wilderness guides) in guiding techniques, trekking and interpretation (that is, natural, cultural, and historical), safety, leadership, and intercultural skills (b) Outreach to current and new communities on the Path (c) Orientation and training for new and existing homestays (d) Capacity building for local NGO partners on funding generation strategies (corporate fundraising/sponsorships), management systems, financial management, and procurement (e) Local awareness trips for the MOTA staff (f) Grants to representatives of the outdoor scene in the West Bank.
2.2 Component 2: Path Development
15. This component concerns fieldwork, research on the physical trail, and the development of the soft infrastructure online and in trail communities. The first phase succeeded in scouting and mapping the entirety of the route, launching the brand ‘Masar Ibrahim’ (website, social media presence, and so on), and a waymark and signage pilot in the field. To deepen infrastructure readiness for local and foreign travelers, the next phase established waymarks along the trail and developed and diversified the use of the Masar Ibrahim trail beyond hiking. The main activities under this component could be divided as follows:
(a) Geographic information system (GIS) data collection and publication (b) Mapping the Path online and in print (detailed cartography) (c) Waymark research and signage on the Path (d) Route extension: adding new communities (north of Nablus and south of Hebron) (e) GIS/hiking gear for wilderness guides
2.3 Component 3: Marketing, Business Development, and Communication
16. This component concerns activities that bring the marketing of the trail to the next level and allow the presently small base of private sector involvement to expand. It also includes a strong emphasis on reaching the local community.
17. The main activities under this component are divided as follows:
(a) A virtual information hub that serves as a travel guide application for current and prospective travelers providing information, logistics, videos, photos, blogs, electronic maps, GIS data, homestay options, and tour operator and guide options (b) Profiles for archeological, heritage, and cultural sites along the route
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(c) Itinerary development for inbound and outbound operators (d) ‘Familiarization’ trips for media specialists and local tour operators (e) Development of marketing and logistical collateral such as a handbook for wilderness guides, and other promotional materials such as experiential tourism overview maps and billboards that promote the variety of experiences/initiatives across the area (f) Online social media presence and promotion to engage potential walkers as well as specific site information (g) Participation of local operators and partners in international promotional activities such as trade fairs (h) Communication on the project itself and its impact on local communities (for use both by the World Bank and the implementing agency)
2.4 Component 4: Monitoring and Evaluation, and Knowledge Dissemination (Action Research)
18. This component concerns the collection of data for the project monitoring and evaluation purposes and further research on experiential tourism in fragile and conflict-affected situations (FCS). The project invested significantly in monitoring, evaluation, and knowledge sharing. Key aspects of trail development as a platform for sustainable tourism in fragile settings were investigated as well.
3. MAJOR RESULTS
19. During the entire duration of the project, many results have been achieved on which this section will touch upon highlighting the major ones. While the Results Framework with the Project Development Objective (PDO) including results indicators, of course, plays an important role, other results on various levels are also worth mentioning in light of major results achieved by the project, including capacity building on the organizational level and the support and cooperation with important stakeholders. The results as outlined in the Results Framework will be elaborated on first, followed by the major results on other levels.
3.1 PDO Results Framework
20. In preparation for the project, as well as during the early stages, various studies were carried out. Riyada Consulting and Training, a well-established Palestinian company, was hired by the API team in 2015 to (a) collect qualitative and quantitative action research data in communities along the Abraham Path and (b) provide monitoring and evaluation services to measure the ongoing effectiveness of the project. The data collection led to the making of the complex Results Framework including the PDO and 14 intermediate results indicators. Riyada Consulting and Training conducted field research. Results from this research were presented in reports focusing on data collection, monitoring, and evaluation. Riyada Consulting and Training collected the data up to the second quarter of 2016, after which API and MIAK took over this role.
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21. In December 2017, a revision of the methodology of the indicators took place to improve the effectiveness of the measurement tools and overcome some methodological challenges, for example, for the measurement of Type C walkers.
22. The PDO-level results will be discussed one by one followed by a brief assessment of the project results in light of the intermediate results indicators. The PDO-level Results Indicator #1 focuses on the annual direct and indirect income for involved communities along the Abraham Path. Except for the first year of the project, the actual income exceeded the target values. In 2018, the last year of the project, the actual income reached a record high of US$4,873,024.50. Calculations of the income are based on the economic model that was specifically created for this purpose, resulting from the 2012 market survey before the commencement of the project.
23. PDO Indicator #2 concentrates on the number of working hours created by the project. While initially the indicator aimed to measure the new jobs created in the communities along the Abraham Path, it was adjusted for the last two years of the project changing to number of working hours. The change was made given that the jobs created along the Path are often seasonal and/or part-time. Measuring the number of working hours therefore contributes to a better understanding of the project’s impact. Furthermore, within the socioeconomic sphere of many of the communities along the Path, it is very common to have multiple part-time jobs, which together leads to the total income of the individual and the household. Taking into account the number of working hours is therefore a more suitable method in light of the economic situation and structures in many of the targeted villages.
24. Economic opportunities and agency for women has also been an important focus of the project. The project set high targets for female beneficiaries in the PDO framework, and the achievements were close to the established goals. While the general participation of women throughout the project and number of working hours created for women have been very high in terms of service provision related to accommodation and meals, the relatively low number of female guides led in 2015 and 2016 to a target rate of 59 percent instead of the targeted 62 percent. As a result of the success of the project with regard to changing stereotypes, gender roles, and women empowerment, 14 females participated in the Trekking Guide Program at Bethlehem University, a significant increase from 3 out of 18 in the first course at the beginning of the project to 11 out of 18 in the course of 2018.
25. To build a solid foundation for experiential tourism in the long run, youth between 15 and 29 years have been an important focus group in the project, not only to raise awareness about experiential tourism and the environment but also in light of job creation.
26. PDO Indicator #3 focuses on the direct project beneficiaries. This indicator counts the total number of people that benefit from the project through additional household income, including both jobholders and their immediate family members living in the households concerned. The assumption is being made that on average a household consists of five people. At the end of 2017, a revision of the indicators and definitions took place, to include active homestays, guides, drivers, and women centers and members of the household (estimated at five persons). An increase in project beneficiaries can be
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seen throughout the project29 leading to the actual number of 1,095 direct beneficiaries, 53.2 percent of whom are female.
27. As already mentioned before related to PDO Indicator #2, women play an important role in this project also in light of direct project beneficiaries. During the entire course of the project, the percentage has been above 50 percent,30 exceeding the target values. In the last two years of the project, the level of female participation was 57 percent; the overall percentage of female participation for the life of the project is 59 percent, from a total of 91,796 working hours for 2018.
28. While the project did reach and involve many youths between 15 and 29 years and 32.8 percent of the direct project beneficiaries consist of youth, the target of 50 percent has not been reached.31 In 2018, 32 percent of the direct project beneficiaries were youth; however, this number does not include the young indirect project beneficiaries.
29. The last PDO Indicator #4 relates to this final report/research paper on the results of the project including a summary of the lessons learned from the project implementation.
3.2 Intermediary Results
30. While going into detail concerning each of the 13 intermediary results individually is outside the scope of this report, it is worth mentioning that except for one,32 all the intermediary targets have been met and most of the targets have even been exceeded.
Figure 3.3. Intermediary Results 2018 (%)
Source: API and MIAK
29 Numbers of 2014 are not available 30 Numbers of 2014 are not available 31 Numbers of 2014 are not available. 32 The number of local women’s groups that are actively engaged on the Abraham Path. During the project implementation, it has been decided to only target the active women centers along the Path, which are 22 at the moment. The original target was set at 32.
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3.3 Other Major Results
31. Besides the results measured according to the Results Framework, the project achieved many results that had a positive impact not only on the targeted communities but also at a national level. The project managed to raise awareness about experiential tourism among the population, including environmental sustainability and the benefits of community-based tourism, changing the perceptions of many people. The change in the communities can, for example, be seen by the enormous increase in local hikers and hiking groups. Many people walked for the first time, discovering the beauty of their own country, including the 512 (308 girls and 164 boys) refugee children who joined the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) trip activities of which for many, it was the first time out of the camp/city.
32. Other important results are the achievements in light of the empowerment of women. The project contributed to change the stereotype of men earning the money and women looking after the household. As a result of the project, many women earn their own income, run their own businesses, and created new opportunities for other women. A good indicator for this change is the increase in the female students in the trekking guide course, with only 3 out of 18 in the first course and 11 out of 18 in the more recent second course.
33. Furthermore, while the economic model uses a multiplier to account for the indirect income for the communities along the Path, the trickle-down effect of the project is worth mentioning specifically as a major result. As most of the marginalized beneficiary communities have strong inward-focusing economies and clan-like structures, the generated income as a result of the project often benefits the entire community. Moreover, the focus of the project on the community level and the generated income also foster social cohesion. The social cohesion is not only enhanced within the targeted communities but also between them as a result of the intercommunity activities, knowledge sharing, and exchange of experiences. The impact even reaches a more national level as many Palestinians, are now hiking and visiting the communities along the trail. Multiple delegations from communities that are not located along the Path also visited the targeted communities to learn from them and establish community-based tourism initiatives themselves.
34. Besides these major results on beneficiary and community levels, the project also achieved various results on a more organizational and political level. This project enabled API and MIAK to become experts and pioneers in the region when it comes to community-based tourism and a source of knowledge for other hiking trails. The beginning of the project allowed API to provide valuable capacity building to MIAK in the form of trainings and support from internal and external consultants. Over the final two years of the project, MIAK grew to take more of a leading role, as was the intent of API. The research and market studies that have been carried out over the years remain valid and are a good base of knowledge for the partnering NGOs as well as for other organizations in the field; these reports will remain useful beyond the life of the project. API and MIAK are the only organizations at work in the West Bank and Gaza with this quantity of detailed data regarding community-based tourism. This makes MIAK a leading local player in this field, a position that is supported by the MOTA. In general, successful cooperation with the MOTA, and the resultant positioning of MIAK in the center of Palestinian experiential tourism, can be seen as a major outcome in itself.
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3.4 World Bank Role and Performance
35. Overall, the support of the World Bank team has been very important to achieve these results. The World Bank team has also been essential in emphasizing and establishing the monitoring and evaluation of the project which allowed API, MIAK, and project partners and stakeholders to assess results on time and periodically and to deliver reports effectively. In particular, the technical input and the continuous guidance of Mr. Ali Abu Kumail, Senior Private Sector Specialist, Ms. Maria Ariano, Senior Private Sector Development Expert, and of the local World Bank team, among which Mr. Abed Khatib (Senior Financial Sector Specialist), Ms. Riham Hussein (Senior Governance Specialist), Ms. Lina Tutunji (Senior Procurement Specialist), and Ms. Nermeen Abdel Latif, all under the leadership of Mr Jean Pesme (Practice Manager), have been of major importance.
36. In conclusion, throughout the project, various strategies were utilized to ensure a successful completion of the project activities. Some useful insights for potential future projects and investments were developed and they will be further explored in future interventions and research.
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ANNEX 4. SUPPORTING DOCUMENTS (IF ANY)
• Restructurings documents • ISRs • API progress reports • Aide Memoires
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