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Jordan - Telecommunications Project (English)

The Telecommunications Project is rated as highly satisfactory with highly likely sustainability, substantial institutional development impact , satisfactory bank performance and highly satisfactory borrower performance. The project provides the first "best practice" example for the use of a World Bank guarantee in the telecommunications sector. Lessons learned include: the support of regulatory reforms does not end with the creation of the independent sector regulator; the effective implementation of different financial instruments ensured the investment program finance and stimulated the enhancement of financial management skills and positive evolution of the Jordan Telecommunications Corporation's corporate culture; privatization transactions should be preceded by a well designed public relations campaign and involve all current and potential stake holders in the sector; cofinancing arrangements should be secured as early as possible in project preparation; and the early provision of technical assistance combined with the borrowers ability to absorb and use technical assistance contributes to the overall success and sustainability of the project.

Details

  • Document Date

    2000/07/26

  • Document Type

    Implementation Completion and Results Report

  • Report Number

    20717

  • Volume No

    1

  • Total Volume(s)

    1

  • Country

    Jordan,

  • Region

    Middle East and North Africa,

  • Disclosure Date

    2010/06/18

  • Disclosure Status

    Disclosed

  • Doc Name

    Jordan - Telecommunications Project

  • Keywords

    telecommunications regulatory;extension of closing date;international competitive bidding procedure;national public procurement system;privatization of public enterprise;preparation of bidding documents;access to international market;Economic Rate of Retum;delay in procurement;principal performance ratings;optical fibre cable;quality and quantity;digital switching equipment;project management structure;human resource planning;government's sector policy;financial performance ratio;introduction of competition;efficiency and quality;telecommunications sector strategy;foreign currency deposit;lack of commitment;air conditioning equipment;conditions of board;operational support systems;institutional development impact;procurement and disbursement;gross revenue;borrower performance;level of private;foreign exchange deposit;private sector involvement;private sector debt;technical assistance service;bid evaluation process;combination of factor;funds from operation;country risk rating;financial management specialist;delivery and installation;requests for extension;international capital market;private sector finance;foreign institutional investor;domestic capital market;pulse code modulation;Telecommunications Sector Policy;plesiochronous digital hierarchy;mobile phone service;insufficient institutional capacity;preparation for privatization;international good practice;sector restructuring;jordanian dinar;privatization transaction;telecommunications service;bond issue;investment program;private provision;privatization strategy;care system;financial covenant;project costing;government control;financial statement;financial instrument;promoting competition;private investment;project's achievements;amount due;Financing plans;subscriber line;revaluation surplus;market segment;Cash flow;transparent manner;comparable basis;strategic partner;corporate culture;optical fiber;reform process;term loan;preparation mission;regular supervision;arabic language;foreign interest;direct investment;project execution;procurement action;project risk;political interference;government units;local company;financial indicator;telecommunications privatization;investor confidence;quality technical;impact indicator;production target;export opportunity;strategic issue;contract negotiation;financial plan;low-income community;purchasing costs;export opportunities;credit balance;telecommunications operator;internet service;investment component;government's goals;geographical coverage;financial analyst;tariff reduction;equipment price;independent budget;government commitment;resource mobilization;variation order;gross margin;private investor;joint mission;fast reaction;macro policies;rural area;telephone traffic;successful privatization;working day;international traffic;civil works;national shopping;Consulting services;international consultant;bond issuance;telephone network;tender board;local economy;financial rate;public asset;procedural delays;regulatory authority;long range;government's commitment;care service;operational activity;microwave equipment;contract work;administrative use;legal change;local network;financial restructuring;primary author;commercial practice;telecommunications policy;cellular provider;exchange line;product acceptance;exchange rate;Exchange Rates;distribution line;cellular market;competitive provision;management control;Arab bank;organizational development;commercial management;legal foundation;reform measure;sale price;domestic revenue;cellular license;potential buyers;political consensus;adversely impact;regulatory environment;credit reallocation;cross subsidy;borrower's needs;borrower's commitment;potential investor;restructuring program;middle management;frequency management;regulation activity;adequate capacity;competitive basis;capital expenditure;project effectiveness;taxable income;firm commitment;weighted average;billing system;private shareholder;account receivable;annual revenue;net operating;effectiveness condition

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Citation

Jordan - Telecommunications Project (English). Washington, D.C. : World Bank Group. http://documents.worldbank.org/curated/en/192551468292265307/Jordan-Telecommunications-Project