al azraq al jadidah - usaid lensjordanlens.org/sites/default/files/al azraq led plan...

Phase 1 of Planning for Local Economic Development:Municipal Strengthening Action Plan and Investment Opportunities

اململكة الأردنية الها�شميةوزارة ال�ش�ؤون البلدية

حمافظة الزرقاءبلدية الأزرق اجلديدة

Al Azraq Al Jadidah

Al Azraq Al Jadidah

Phase 1 of Planning for Local Economic Development:Municipal Strengthening Action Plan and Investment

Opportunities

This document describes the first phase of developing Al Azraq’s local economic development plan. The first phase brought stakeholders from the private and public sector together in order

to determine a community vision, measures for institutional development, and investment opportunities in Al Azraq Al Jadidah Municipality.

April 2016

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TABLE OF CONTENTS

Acronyms �� 5

Statement from the Minister of Municipal Affairs (MOMA) �� 6

Statement from the Mayor of Al Azraq �� 7

1�0 BACKGROUND �� 9

2�0 AL AZRAQ AT A GLANCE ��11

Location ��11

Demographics ��11

Average Household Income ��12

Public Services ��12

Educational Opportunities ��13

Recreational and Cultural Opportunities ��14

Jobs and Economic Activities ��14

Governance ��14

Land Use ��15

Agricultural and Forest Area ��15

Commercial and Industrial Areas ��15

Nearby Tourism Activities ��16

3�0 AL AZRAQ AL JADIDAH VISION AND MISSION ��17

4�0 LOCAL ECONOMIC DEVELOPMENT PLANNING AND INVESTMENT OPPORTUNITIES ��19

5�0 MUNICIPAL STRENGTHENING ACTION PLAN FOR LED ��23

6�0 ANNEXES ��29

Annex 1: SWOT ��29

Annex 2: Investment Cards ��35

Annex 3: Stakeholder and Private Sector Meeting Attendees List ��40

Annex 4: Pictures from the Stakeholders Workshop ��45

Al Azraq Al Jadidah | 5

Acronyms

EU European Union

GAFTA Greater Arab Free Trade Agreement

GDP Gross Domestic Product

HR Human Resources

ICT Information and Communications Technology

IMF International Monetary Fund

IT Information Technology

JD/ JOD Jordanian Dinar

LENS Local Enterprise Support Project

(M)LDU (Municipal) Local Development Unit

MOMA Minister of Municipal Affairs

MOPIC Ministry of Planning and International Cooperation

RPC Regional Partnership Council

SWOT Strengths Weaknesses Opportunities Threats

TBD To Be Determined

USA United States of America

USAID United States Agency for International Development

WTO World Trade Organization

6 | Statement from the Minister of Municipal Afairs MMMAA

Statement from the Minister of Municipal Affairs (MOMA)

Peace, mercy and blessings of God be upon you�

Planning for local economic development at Al Azraq Municipality is an ongoing effort which embodies the Ministry of Municipal Affairs’ (MoMA) partnership with the Local Enterprise Support Project (LENS) - implemented by USAID - aimed at achieving sustainable economic growth�

Since its establishment, the Ministry of Municipal Affairs has sought to coordinate municipal policies with the national policies outlined in the Jordan 2025 National Vision and Strategy, launched in 2015� These include:

Ј Increasing competitiveness through an export-oriented economic development strategy to boost GDP and reduce the budget deficit,

Ј Improving the business environment at the local level to attract investors and developers,

Ј Empowering Municipal Councils and improving local leadership, planning, and accountability to enhance governance,

Ј Increasing participatory planning by positioning Jordanian citizens at the heart of the planning and development processes,

Ј Supporting partnerships between the public and private sector to increase training and jobs,

Ј And improving citizen’s lives and the services they receive, distributing gains, and decreasing poverty throughout the Kingdom�

MOMA has focused on integrating all factors to achieve comprehensive local economic, social, environmental and cultural development� I hope this action plan and proposed investment opportunities better prepare the Municipality to adopt local economic development planning efforts to improve community engagement, job creation, and investment opportunities, ultimately creating a more livable and prosperous community�

I extend my gratitude to our USAID partners and to the LENS project for supporting this effort� I also thank His Excellency, the Mayor of Al Azraq Municipality and the Local Development Unit’s staff for offering their support and their continuous efforts to serve our people�

Eng. Waleed Al Masri Minister of Municipal Affairs


Statement from the Mayor of Al Azraq

We are taking measures to improve Al Azraq’s developmental role and to strengthen our partnership with the private sector� Over the next decade, the municipality will continue to be a good place for all of us to live and for investors to do business and develop tourism opportunities� We will work with our community as well as our investors to improve our municipal staff, educational and training opportunities, cultural and recreational opportunities, and public services� We will also work together to strengthen the local work force for private sector development�

We will leverage key interventions to reduce bureaucratic obstacles and increase competitiveness by expansive opportunities for the tourism industry and creative entrepreneurs in all fields while maintaining a clean environment�

We will work with the private sector and the region to develop a strong local work force and a growth coalition including a Public Private Partnership (Council) to increase investment� With the combined efforts of our dedicated municipal staff, municipal council, local businesses and industries, and ministries, we will successfully facilitate economic development – particularly tourism - to create jobs, raise productivity, and increase our citizens’ income� The Municipality extends its sincere thanks to all stakeholders who helped us to prepare our LED plan and to USAID LENS for their assistance�

Welcome to Al Azraq!

Bahjat Abu Lateef Mayor of Al Azraq

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- 1.0 -BACKGROUND

Local economic development plans pave the way for expanding the economic potential of a region and provide a guide for decision-makers to ensure community and economic prosperity� The Municipal Local Development Unit (LDU) at the Al Azraq Municipality in cooperation with the USAID Local Enterprise Support Project (USAID LENS) has begun the process of planning for local economic development�

The first phase of developing a local economic development plan focused on bringing relevant community stakeholders and investors to the planning table� It employed the first stages of the World Bank (WB) methodology which integrates the City Development Strategies (CDS) approach into long-term local economic development efforts� The process focused on participatory planning in which public and private sector actors and civil society organizations (CSO) jointly create the best conditions to support economic growth and job creation� This process consisted of:

Ј A Steering Committee headed by the Mayor and members of the public and private sector, as well as Technical and Media Committees comprised of LDU and municipal technical experts�

Ј Collection and analysis of information from the municipalities�

Ј Strategic planning workshops�

Ј The strategic planning workshops were held over the course of one day and were attended by 40 individuals who represented public and private sectors, and CSOs� During the workshop, participants discussed economic realities, analyzed strengths, weaknesses, opportunities, and threats (SWOT Analysis), and then weighed

10 | BACKGRMUND

priorities� The results of the questionnaire and SWOT Analysis were reviewed and discussed, and then a vision, mission, and strategic goals were developed� Finally, investment projects were identified�

Ј Identifying potential projects based on leveraging local strengths and opportunities� During this stage, Steering Committee meetings were held to vet the outcomes of each phase, and advisory meetings were held with the private sector�

The outcomes of this phase emphasized two important aspects which support economic prosperity and sustainability:

Ј the institutional needs of the municipality, shared across all municipalities in Jordan; and

Ј investment opportunitites in each municipality�

The institutional strengthening action plan describes the outcomes of phase one and takes an in-depth look at the municipality, outlining the actions required to better prepare and implement local economic development� Along with the institutional action plan, this plan proposes investment opportunities identified by the municipality and stakeholders� The opportunities described in this document will be used to seed investor commitments, in conjunction with the Jordan Investment Commission and national and governorate level institutions�

The second phase of local economic development will consist of an in-depth economic sector, sub-sector and value chain analysis that will lay the groundwork for practical actions and activities to increase private sector partnership and investment, and in turn lead to an increase in jobs and competitiveness of the municipality�


- 2.0 -AL AZRAQ AT A GLANCE

Location

Al Azraq (which means ‘the blue one’ in Arabic) is located in the Governorate of Zarqa in central-eastern Jordan, 100 km east of Amman� Al Azraq includes Southern Azraq, Al Omary, Al Ein Al Bayda, Al Mazara’a, Um Al Masayel, Al Daghilah, and Al Qaeda�

The Azraq Oasis has long been an important settlement in a remote and arid landscape� It is home to the only permanent source of fresh water in 12,000 km2 of desert and is located along an ancient trade route� To the north is Syria, to the south is Saudi Arabia, and to the east is Iraq�

As part of the Eastern desert, the climate is colder in the winter and hotter in the summer with a comfortable spring and fall� Azraq is 520 metres above sea level, and rainfall ranges between 80 and 120 mm per year�

Demographics

Although the population has grown in the past ten years, population density is quite low� In 2004, the population was 9,021 people� In 2014, the population was estimated at 11,730 with an average density of three people per square kilometer� The area represents a relatively small portion of the total population of the governorate� The population is about 55% male and 45% female� The number of households is 2,251 with an average size of 4�8 people per household� Al Azraq has a youthful population with the0-39 age group representing 80% of the population�

12 | AL AZRAQ AT A GLANCE

The area includes the Azraq Refugee Camp which has a much higher density and 31,605 refugees as of January 2016, representing a 151% increase in population in just one year� A total of56% of those refugees are children�

Average Household Income

In 2012, average household income in Al Azraq measured JOD 5,713 per family of 4�8 people per year� Average household expenditure was higher, at JOD 7,791� In 2012, the poverty rate in the municipality was 14�1%, slightly lower than the national average of 14�4%� The unemployment rate for males is measured 9�2% and 18�6% for females compared to the national average of 12% for both genders�

In the refugee camp, refugees receive JOD 20 ($28) per person per month on an e-card which they can use to buy food from the Smaeh Mall supermarket in the camp� Every refugee also received four pieces of bread daily� In addition, UNHCR has established Incentive Based Volunteering (BV), through which refugees actively participate in operating the camp in order to earn extra income�

Public Services

Transportation In general, there is a network of roads which the municipality maintains and updates depending on the availability of budget resources� The road network links Azraq to Amman, Zarqa, Iraq and Saudi Arabia� A road is currently under construction to link Azraq to the north (Syria)� Eighteen buses distributed throughout the municipality serve the area, but there is no bus station within municipality borders� The Shaheed Maffraq Air Base is located in Azraq, but the closest public airport is Queen Alia International Airport, which is approximately a 120km drive from the municipality� No railroads or train lines serve the area�

Health Care There are two public health centers� One is a Ministry of Health comprehensive health center, while the other is an Armed Forces military health center� There are also a few pharmacies and some private clinics� There are four dental clinics – two within the two healthcare centers, and two that are privately owned�

Two primary health care centers operate in the refugee camp� A field hospital offering surgery and maternity care was closed but may be re-opened in 2016� An average of 52 babies are delivered each month�

Public Safety There is one police station and one fire station�


Solid Waste The municipality collects solid and liquid wastes and disposes of them at a landfill site approximately 6 km away from Al Azraq� Although most solid waste is collected daily, due to the Syrian refugee crisis and in light of the government’s possession of outdated equipment, the pressure to improve waste collection is significant� According to the Zarqa Governorate’s development plan, the Cooperative Services Council is funding rehabilitation of the landfill site�

Sanitary Waste Disposal and Treatment There are no sewer lines in Azraq and all housing, industries, and so on depend on cesspit tanks for wastewater disposal� This causes environmental problems in general and negatively impacts the Azraq Water Basin in particular�

Water The water network is extensive and covers 90% of the municipality, serving 1,500 subscribers� The loss ratio is very low at around 10%, compared to the national average of 49%� At the refugee camp, there is good water quality and quantity� The average water supply is 650 m3 per day which is brought in daily on 17 trucks� Water is distributed through a water supply network of 26 tap stands�

Power The electricity network also covers more than 95% of the area, serving 4000 subscribers� A broadband network is in place� According to the Jordan Times (November 28, 2015), the Royal Court is funding and implementing a solar energy project in Al Azraq that will produce 570 KW of electricity� It is unclear whether or not the plant will be located in the municipality or the refugee camp�

At the refugee camp, a plan to connect every household to the electricity network has been developed with an allowance of 1 kwh per day so that each household will be able to operate lights, a refrigerator, a television, and a fan, and also charge residents’ phones� In early 2016, a solar powered plant will be installed to reduce the cost of electricity� UNHCR has already installed 472 solar street lights in the camp and distributed an average of four solar lanterns per household�

Educational Opportunities

There are 11 public schools including a military school which serves 3000 students� There are no private schools� The average number of students per classroom is approximately 22 with about 12 students per teacher� The proportion of females to males is 51% female versus 49% male� There are also two kindergartens� There are no vocational training institutes, colleges, or universities in Azraq, but there are two public libraries� The closest vocational training institute is operated by the Vocational Training Corporation and is located in Al Hashimiyah� According to their web site, Al Azraq is connected to Al Hashimiyah through an electronic employment system, and this should be explored further by the Municipality� Additionally,


the Ministry of Labor has a 12-month program to train restaurant employees, and this could also be explored�

There is one educational complex at the refugee camp that hosts primary and secondary education in two shifts –girls in the morning and boys in the afternoon� A total of 2600 children are enrolled and 1700 students attend classes� There is also a kindergarten which serves 400 children�

Recreational and Cultural Opportunities

The district offers both youth centers and culture centers� The city has several public parks with basic recreational services, but there are no public green areas for recreation or picnicking� However, Azraq is home to important national reserves operated by the Royal Society for the Conservation of Nature (RSCN) such as the Azraq Wetlands Reserve in South Azraq and the Shaumari Wildlife Reserve only 10 km south of Azraq Municipality� A third reserve – the Rajel Reserve – is currently being designed� These should be important resources not only for tourists but also for local people�

There are four playgrounds in the refugee camp and three multi-purpose sports fields� Additionally, community centers have been established�

Jobs and Economic Activities

The largest employers of municipal residents are the government, small industry, tourism, and agriculture� The United Creations LLC of Amman employs 109 women in Al Azraq and is trying to establish a second branch to employ 350 more women�

Governance

Al Azraq has an elected Council and a municipal budget of 1,278,544 JD with no deficit� The municipality has 170 employees, of which only 10 have college diplomas (bachelor’s degrees)� Eleven other staff members have high school diplomas and 149 have Tawjehi certificates� The stakeholders believed this low level of education was an impediment to economic development� A total of 85% of employees are male and 15% female�

The LDU has three employees including the head of the unit (male), who has a bachelor’s degree, and two females with secondary school degrees� MoMA aided the LDU in developing a Strategic Plan for 2007-2012, but there has been little follow-up or implementation� MoMA


provides ‘third category municipalities’ such as Azraq with an organizational structure, but the structure has not been utilized because there are not enough qualified staff members� MoMA’s structure includes job titles and descriptions, but employees are often assigned to other tasks� Most of the departments have computers but they are old with outdated software and many departments are not electronically linked� The staff does not have access to the internet, and the municipality has neither an email address nor a web site�

With regard to revenue, from 2010-2014, the municipality received government transfers derived from fuel to fund 25-50% of its budget� Municipal expenses for salaries have fluctuated over the years – in 2013, wages accounted for 72% of the budget, but only 32% in 2010� Most recently in 2015, wages constituted 53% of the budget� The remainder of the budget was funded by taxes and small investment projects, including a tailor shop, commercial stores, a vocational area, offices, and multi-purpose halls, space which the municipality rents out in order to bring in income�

Land Use

There is no comprehensive plan to direct investors to specific, suitable parcels and investment opportunities, both on public or private land� As is true with all municipalities, a form of zoning exists, which MoMA updates periodically� The municipality owns a variety of assets, including 19 pieces of land, 12 buildings (4937 m2), and 20 pieces of equipment� The total land area is 260 dunams, most of which are utilized, including municipal buildings which take up 100 dunams� However, some land is available for investment�

Agricultural and Forest Area

Arable land is estimated at 290,000 dunams, 27% of which is being utilized by 680 farms� All of that land is irrigated by 909 wells� The soil is salty� Planted crops include field crops, fodder, olive trees, grapes, palm trees, and other fruits and vegetables� Date production is estimated at 375,000� There are also farms for raising cattle, sheep, goats, and poultry as well as beekeeping� Pasture land measures approximately 100,000 dunams and forest land 51,000 dunams� There are future opportunities for additional Xeric (low water usage) agricultural crops (such as more fodder, barley, perhaps sorghum, and hemp)�

Commercial and Industrial Areas

Commercial activity is limited to small shops and stores – groceries, clothing, accessories, hair salons, restaurants, bakeries, etc� – that are scattered throughout� They meet the basic needs


of local people and serve those passing through, as Al Azraq is considered a crossing point for trade� Industrial activity is modest despite the presence of raw materials such as salt� Industry is limited to small factories, plants, and workshops, including ice plants, a Halawah factory, tailor shops, construction plants, and brick plants�

Nearby Tourism Activities

Al Azraq has a youthful population (80% of the total is 0-39 years old) and is rich with tourism assets ranging from cultural heritage to nature-based sites� There is ample opportunity to develop and promote a unique blend of cultural, eco-, agri-, and community-based tourism, integrating renewable energy and water conservation into every decision� A small tourism training center in Al Azraq would serve the industry and locals well�

Historical sites in Al Azraq date back to the Paleolithic period� Nabataean activity has also been documented in the area, and there are hundreds of geoglyphs, large wheel shaped structures made of stone that date back at least 2000 years� The famous Azraq Castle or Qasr Azraq was built by the Romans in the 3rd century AD and was heavily modified by the Mameluks� According to the Zarqa Governorate plan, renovations are in the works for the Al Azraq Castle and for Al Hallabat�

The Umayyads were also active in Al Azraq� Qasr Azraq served as a headquarters for TE Lawrence during the Great Arab Revolt in the early 20th C� The Jordan Tourism Board (JTB) and local tour operators include the site on cultural heritage tours to the Desert Castles�

JTB also actively promotes eco- or nature-based tourism in Azraq, including the Azraq Wetland Reserve and the Shaumari Wildlife Reserve� Facilities at the wetlands include a visitor center which tells the story of conservation and includes a lecture space, an aquarium, and a nature shop that sells guide books and handmade local gifts� There is also a marsh trail with a section of a Roman wall intact and a bird-watching area�

The Shaumari Reserve – open year round - is a breeding center for some of the most endangered wildlife in Jordan including the Arabian Oryx, ostriches, onagers, and desert gazelles� In the reserve, these animals are protected from hunting and habitat destruction� The reserve also has a healthy array of desert plant life� Facilities include a tourist information center with a small museum and shop that sells locally handmade products including painted ostrich eggs, a small picnic area, a small zoo, an observation tower, and a campsite with ten tents accommodating up to 40 people with nearby toilets and showers� Visitors can also take a wildlife safari trip aboard RSCN vehicles� A new reserve, called Rajel, is also being planned�

There is only one hotel listed on international website Trip Advisor in Al Azraq: the Jawabreh Hotel and Suites (three stars)�


- 3.0 -AL AZRAQ AL JADIDAH VISION AND MISSION

The Al Azraq community articulated the following vision and mission:

Vision: A pioneering city that attracts tourism and industrial and agricultural investments in cooperation with the local community and the private sector, based on the principles of good governance�

Mission: Create and develop an attractive investment climate that advances public services and businesses by tapping into local competitive advantages and leveraging resources in partnership with the public and private sectors as well as local community institutions�

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- 4.0 -LOCAL ECONOMIC DEVELOPMENT PLANNING

AND INVESTMENT OPPORTUNITIES

The stakeholder engagement process identified a number of priorities to pave the way towards growth and economic development� A substantial amount of the priorities identified focused on strengthening the municipality as an institution� We reviewed these priorities in section 5 of this document� In this chapter, we present the economic development and investment priorities identified through this process� As part of phase 2 of LED planning, further sectoral analysis is required to understand the sub-sectors, the value chain, and value added opportunities�

Al Azraq is not far from the capital city of Amman, offers less expensive land and living costs, and has a strong, youthful work force� Some infrastructure is already in place� Al Azraq is also included on tour operators’ routes to the Desert Castles� The municipality is willing to become a ‘deal maker’ and work with private investors� This could include other incentives such as land parcels, negotiated permit fees, tap fees, etc� Currently, there are no tax exemptions outside of Free Zones in Jordan, but there could be national tax incentives in the future� The stakeholder consultation process identified three potential growth sectors in Al Azraq – tourism development, fertilizer industries, and agricultural value-added services� Al Azraq identified a number of potential investment opportunities, intended to result in more jobs, increased revenue to the municipality to provide better services, and opportunities to enhance the community’s quality of life� Detailed investment cards are presented in Annex 2 for the following prioritized project opportunities identified as quick wins by the stakeholders consulted:

20 | LMCAL ECMNMMIC DEVELMPMENT PLANNING AND INVESTMENT MPPMRTUNITIES

Ј Organic and chemical fertilizer plant;

Ј Comprehensive tourism project;

Ј Fruits and vegetable cooling warehouse; and

Ј Market to exhibit local industrial, agricultural and tourism products�

Enhance Al Azraq’s tourism potential. One of Al Azraq’s major assets with significant potential to boost the local economy involves enhancing the area’s tourism potential� This field is accessed by international and local tourists thanks to the desert castles, Azraq Oasis and Shoumari Wildlife Safari� The municipal may facilitate and promote new products and added value and auxiliary services that extend tourists’ stays in the municipality as well as the total number of local and international visitors� In the second phase of planning for local economic development, detailed assessments will be conducted on servicing specific local and international tourist segments that are attracted to Al Azraq�

As a short-term and quick-win investment, the stakeholders identified developing a comprehensive tourism project, highlighted in one of the project cards� The project includes a number of investments in tourism product development, such as lodging, food and beverage, and traditional cultural and nature-based activities (uch as desert safaris, camel rides, hiking trails, star-gazing, and heritage music and dance� Feasibility studies must be conducted in order to determine the target markets and how effective the products are in developing tourism� In parallel, the municipality will prioritize hospitality, management, and operations training programs� Local operators and producers must learn how to take visitors on an exciting, exotic journey that is environmentally sensitive and uniquely cultural and local, yet internationally comfortable�

Enhance the competitiveness and value of agricultural and livestock outputs. While Al Azraq does not have the ideal climatic and soil environment for agriculture, the region’s existing outputs are less competitive in the market� Stakeholders identified that a core reason is poor market quality because of a lack of refrigeration capacity for these products� In the second phase of developing LED plans, Al Azraq will carry-out a detailed value chain analysis of existing agricultural outputs to identify value-added services and products that may accelerate economic development�

As a quick-win investment opportunity that will enhance the quality of produce and thus its competitiveness in local and export markets, Al Azraq identified a need for a cooling warehouse that stores and maintains the quality and freshness of agricultural produce� This allows the produce to compete better at the national level and meet international export standards� This does not exist in the municipality and will likely be in high demand, allowing for off-season produce and creating additional jobs and municipal revenues�


The stakeholder engagement process also prioritized the creation of an organic and chemical fertilizer plant for the disposal and reuse of organic waste in the value chain� High value fertilizer will support local farmers and chemical fertilizers will be manufactured and sold to regional Arab markets�

Support energy independence and green investment. Al Azraq’s stakeholders articulated long-term interest in sustainable and green investments� Constructing a photovoltaic system was proposed as a quick-win investment project that will provide more energy and reduce energy costs�

Workforce development. Workforce development better prepares labor for market needs within the municipality� Skilled labor enhances the success of the businesses and industries as well as economic stability� To support women in the workplace, the municipality will look into providing women with training and mentoring opportunities� The municipality has also prioritized day care centers as a potential investment opportunity to support women in the workplace� To draw youth into the workforce, in partnership with the private sector, the municipality can develop on-the-job training internships� This would not only improve the availability of a skilled workforce for investors, but also provide youth with some income and fill the gap left by the lack of vocational training� This could be particularly helpful in industrial training, food processing and an emerging industries, where cultural barriers regarding service provision need to be broken�

Home-based businesses. Supporting home-based businesses facilitates opportunities for and economic participation by women and encourages young entrepreneurs in their quests to establish start-ups� All of these individuals could benefit from growth opportunities by reducing the cost burden on SMEs, ultimately leading to increased market competitiveness� The municipality should focus on women and youth to increase awareness about formalizing their home-based businesses and even start-up process�

Prepare the LDU to better plan, prepare, and administer PPPs. To support the establishment of the investment projects identified in this strategy, LDUs will need to be prepared to plan, administer, manage and monitor PPPs� This activity will include establishing a PPP guidance booklet and training relevant staff within the municipality and specifically the LGU�

22 | LMCAL ECMNMMIC DEVELMPMENT PLANNING AND INVESTMENT MPPMRTUNITIES

Action PlanImplementing

PartnersImplementing

BodyTimeframe

Cost JDA / Funding

Conduct detailed sectoral and value chain assessments and identify medium-, long-term, and value-added investment opportunities in the following sectors: Agriculture sector, Tourism sector

Advisory body, donors, private sector

Municipality 2016-2017 50,000

Identify and establish mentoring opportunities for women� Private Sector Municipality ---- 2016-

2017

In partnership with the private sector, establish and administer on-the-job training internships�

Private Sector Municipality ---- 2016-2017

Explain how to prepare, administer and monitor PPP training to municipal staff�

USAID LENS, MOMA Municipality 30,000 2016

Facilitate “quick win” investment opportunities with the private sector (investment projects identified by the municipality):

Photovoltaic System MoMA; CVDB; private sector Municipality 2017-2019 900,000

Fruit and vegetable cooling warehouse

MoMA; CVDB; private sector Municipality 2016-2017 500,000

Organic and Chemical Fertilizer Plant

MoMA; CVDB; private sector Municipality 2018-2019 1,300,000

Comprehensive tourism project

MoMA, CVDB, private sector, JIC, visit Jordan Commission, MOT

Municipality 2016-2017 ----

Market to exhibit local industrial, agricultural and tourism products�

Chambers of Industry and Commerce, Ministry of Tourism, Ministry of Industry and commerce, Erada

Municipality 2016-2020 50,000

Identify and establish mentoring opportunities for women Private Sector Municipality 2016-2017 ----


- 5.0 -MUNICIPAL STRENGTHENING ACTION PLAN

FOR LED

The Strength, Weaknesses, Opportunities and Threats (SWOT) analysis highlighted a

number of key institutional challenges the municipality will need to address prior to

undertaking a robust local economic development plan� The action plan focuses on actions

specifically geared toward strengthening the municipality’s ability to plan for local economic

development, mainly:

Ј Practicing effective land use planning and improving the rationale for land use

decisions�

Ј Improving the organizational structure and management framework�

Ј Enhancing IT infrastructure and capacity in the municipal offices�

Ј Improving the municipality’s financial performance and revenues�

Ј Developing mutually beneficial Regional Partnership Council with regional

municipalities and with Municipal and Governorate LDUs�

24 | MUNICIPAL STRENGTHENING ACTIMN PLAN FMR LED

Objective 1 Practicing effective land use planning and improve the rationale for land use decisions�

Activity DescriptionImplementing


BodyCost JDA / Funding

Develop a comprehensive land plan and map or master plan

Illustrate specific types of land use areas planned and/or zoned for different types of investment� Highlight consolidated land areas or adjacent parcels under single ownership�

MOMA Municipality

350,000

Timeframe2016-2017

Annex of land; Identify land parcels and key development clusters for investment�

Highlight parcels owned by the municipality; for targeted private land, contact the owners regarding interest in discussing future development opportunities� Explore expansion of existing industries and their associated industrial or commercial needs, Jordan 2025 adopts a cluster-focused approach to expanding existing industries and locating supportive related industries nearby�

MOMA, Cities and Villages

Development Bank (CVDB)

Municipality

300,000(60,000 per

year)

Timeframe2016-2020

Develop approvals manual

Illustrate the development process to investors, local businesses, and SMEs including the types of plans to be submitted, fees to be paid, the staff/council review and approvals process, the permit process, and site occupancy� Develop a proffer system that links approval of density/floor area ratio to community improvements (e�g�, extension of sewer or water line)�

MOMA Municipality

50,000

Timeframe2016-2018


Objective 2: Improve the organizational structure and management framework�




Develop a municipality and LDU unit organizational chart and staff responsibilities

This will explain the purpose of the LDU, divide responsibilities, and propose a clear and updated action plan and supporting budget� The structure of the LDU will be clarified as well as personnel roles, responsibilities and qualifications�

MOMA Municipality

20,000

Timeframe2016

Develop staff training program

This will involve training and exchange programs with other municipalities in the areas of financial management, human resource planning, and information technology�

MOMA,

Municipality with the

support of an advisory body

100,000

Timeframe2016-2017

Develop external capacities of staff (investment-related technical skills))

This is aimed at improving communication with citizens, investors, and government as well as project cycle management, including feasibility studies�

MOMA, Chamber of Industry and Investment,

JIC

Municipality

10,000

Timeframe2016-2017

Establish an M&E System

Provide information on results to the Council, Governorate, MOMA, MOICP, donors, and others

MOMA Municipality

50,000

Timeframe2017-2018

Objective 3: Enhance the municipality’s IT infrastructure and online presence�




Develop a web site

Improved transparency and information shared with the community and investors

MOMAMunicipality through and

advisory body

5,000

Timeframe2016





Develop a computerized system (hardware and software) for all municipality work (finance, HR, etc�)�

This will improve the municipality’s efficiency and effectiveness� It will also improve data collection, HR and financial work, and information sharing capabilities� This includes the necessary GIS hardware and software� The system will also ensure that municipal systems are linked to one another�

MOMA Municipality

65,000

Timeframe2016-2017

Develop a clear and efficient virtual review of the permit process

Linked to the approvals manual� This will provide an efficient understanding of investor responsibilities, thereby saving time and money and more effectively organizing financial and administrative matters

MOMA,

Municipality with the

support of an advisory body

50,000

Timeframe2016-2017

Objective 4: Improve municipality financial performance and revenues�




Develop and estimate facilities and buildings located within municipality borders

Develop list of facilities and buildings and increase income generating revenues from “Al Mosaqafat” taxes�

MOMA Municipality

50,000

Timeframe2016-2018

Launch awareness and media campaigns to motivate citizens to pay their fees and taxes�

The campaign will focus on the municipality’s role towards citizens and vice versa� The campaign will help citizen realize the importance of paying fees and taxes�

MOMA and campaigning organization

Municipality

20,000

Timeframe2016-2020





Develop mechanisms to establish the budget in accordance with international standards�

Boost municipalities’ creditworthiness and empower them with proper public financial management (PFM) tools to adequately control total revenues and expenditures, appropriately allocate public resources among sectors and programs, and ensure that municipalities operate as efficiently as possible

Urban and Rural

Development Bank

Municipality and MOMA

50,000

Timeframe2016-2017

Improve law enforcement and facilitate debt collection procedures through affordable installment programs�

Increase municipal income generation

MOMA and Ministry of

JusticeMunicipality

-

Timeframe2017-2018

Objective 5: Develop a mutually beneficial Regional Partnership Council with regional

municipalities and with Municipal and Governorate LDUs�

Activity ResultsImplementing


BodyCost /

Funding

Develop an action plan and budget for RPC

Enhanced advocacy at the national level MOMA Municipality

TBD

Timeframe2016-2020

Develop an investment map and regional branding with the JIC

Enhanced visibility to investors

MOMA, JIC, GLDU� Chamber of Commerce

and Industry

Municipality

100,000

Timeframe2017-2018


Activity ResultsImplementing


BodyCost /

Funding

Develop and implement a survey of investors

Improved monitoring of strategy success or gaps MOMA Municipality

20,000

Timeframe2016-2020

Develop a regional fundraising event

Increased revenue to municipalities and increased local participation in advocating economic development

MOMA, JIC, Local & National Stakeholder,

Private Sector

Municipality

TBD

Timeframe2016-2020

The purpose of the Public Private Partnership Council is to reduce bureaucratic obstacles and actively encourage economic development by creating a culture of investment� The Council would be responsible for assisting the municipality with:

Ј budgeting for new or improved citizen services with regional implications - capital improvements and infrastructure,

Ј identifying and recruiting investors and businesses,

Ј working with vocational schools and universities and local businesses/industries to develop a mentoring training program for workforce recruits including women and local youth,

Ј working with donors and the JIC to develop and promote a pro-business environment,

Ј working with local communities to establish a pro-business brand to continue to market the area for both business retention and expansion and new investment,

Ј becoming a political alliance to lobby on behalf of the region and work with the Ministries and national government in Amman to develop clearer policies for municipal revenue and an incentives program for investors and home-based businesses targeting the economic participation of women�

The Council will strive to achieve a wide base of participation, including Mayors, LDU representatives, Chambers of Commerce and Industry, and representatives from top regional employers and banking and finance institutions� Representatives from education institutions, NGOs and CBOs and national level ministries will also be part of the Council�


- 6.0 -ANNEXES

Annex 1: SWOT

During the workshop, participants agreed to follow a methodology of prioritizing strengths, weaknesses, opportunities and threats according to their proximity to the reality on the ground in Al Azraq� These priorities were ordered according to importance based on a scale of 1-5� The participants unanimously agreed that a four-pronged analysis of Al Azraq can be summarized as follows: -

Strengths

During the workshop, six points of strength were identified, the most important of which was the Municipality’s distinctive geographic location (329 points)� This was followed by Al Azraq’s touristic advantage and the existence of several touristic areas (325 points) and the existence of local development unit (240 points)� The fourth priority was the municipality’s budget situation (239 points) as Al Azraq has no annual deficit or incurred debts� Participants also felt that the existence of of new infrastructure in Al Azraq (230 points) which encouraged investment formed another point of strength�

30 | ANNEXES

No. Strengths 1 2 3 4 5 Votes Result

1 Distinctive geographic location 1 0 7 13 51 72 329

2

Relative advantage in the municipality (existence of touristic sites, large agriculture lands, industrial expansion in the region)

0 1 6 15 49 71 325

3 Existence of an active LDU 9 7 10 18 23 67 240

4 Stable budget and financial resources 8 14 17 13 20 72 239

5 New infrastructure 11 9 12 18 71 230

6 Existence of database with accurate numbers 19 13 16 11 13 72 202

Weaknesses

During the workshop, twelve (12) weaknesses were identified, the most important of which was the absence of procedural manual for the services offered for citizens and investors (307), followed by municipal staff weaknesses in the field of investment (301), an absence of computerized systems and electronic connections at the municipality (299), and a weak partnership with the private sector (280)�According to participants, another weakness involved, the absence of an investment map for proposed investment projects (278 points)�

No. Weaknesses 1 2 3 4 5 Votes Result

1� Lack of procedural manual for citizens and investors 4 5 5 12 46 72 307

2� Lack of qualification and weak capacities in the field of investment 5 2 13 45 70 301

3� Lack of computerized system and electronic connections inside the municipality to serve citizens

5 1 5 13 45 69 299

4� Weak partnership with the private sector 3 4 9 18 34 68 280

5� Absence of investment map for proposed projects 3 5 11 18 32 69 278

6� Absence of competitive public shops 8 11 12 13 31 75 273


No. Weaknesses 1 2 3 4 5 Votes Result

7� Weak implementation of regulations and procedures related to pedestrian walkways and shops

5 7 15 16 27 70 263

8� Weak cooperation among tourism sector and poor promotion of tourism in the region

6 4 16 16 26 68 256

9� Lack of creativity among employees due to lack of incentives 7 8 13 18 24 70 254

10� Lack of sufficient equipment, which reflects negatively on the performance

8 8 17 14 24 71 251

11� Insufficient amount of land for the municipality 13 7 14 14 24 72 245

12� Weak financial collection mechanisms 3 9 13 26 16 67 244

Opportunities

During the workshop, nine (9) opportunities were identified; the most important of which was the existence of a fresh water basin in Azraq (237 points) which constitutes an opportunity for further investment in the agricultural and industrial sectors, followed by the availability of raw materials and natural resources in Azraq (311), which could reflect positively on the investment opportunities in the industrial, agricultural and touristic sectors� Another top priority was the existence of large tracts of land under state domain (299 points) which can be utilized after obtaining the necessary approvals from the government for investment projects, followed by the availability of solar energy (as an investment opportunity) with Al Azraq enjoying over 300 sunny days per year (298 points)� Also according to participants, another key priority was therapeutic tourism as an opportunity for touristic investment (274 points)�

No. Mpportunity 1 2 3 4 5 Votes Result

1

Existence of a fresh water basin and salty water basin as an investment opportunity in the agricultural and industrial sectors

3 0 4 8 58 73 337

2 Existence of natural raw materials 4 1 6 13 47 71 311

32 | ANNEXES

No. Mpportunity 1 2 3 4 5 Votes Result

3 Existence of large areas of lands 3 3 6 13 44 69 299

4 Renewable energy 1 2 5 7 50 65 298

5 Therapeutic tourism 5 5 4 13 39 66 274

6 Existence of active and supportive societies 15 15 15 15 17 77 235

7 Industrial investment in the region 6 9 13 17 20 65 231

8 Existence of successful industries (model factories) 8 12 12 15 18 65 218

9 Organizations and donor parties 13 10 12 17 16 68 217

Threats

During the workshop, five (5) threats were identified, the most important of which involved political circumstances in neighboring countries and the influx of Syrian refugees (316 points), especially since area contains two Syrian refugee camps� This was followed by two threats which both garnered 315 points: weak investment regulations and a lack of investment in both natural resources and Al Azraq’s competitive advantage� In third place was the fact that Al Azraq is located a significant distance from decision-makers (309), followed by the environmental threat represented in leaking wastewater to the water basin and landfill as well as the nuclear reactor�

No. Threats 1 2 3 4 5 Votes Result

1�

Political circumstances in neighboring areas and the forced asylum from many neighboring countries, failing to name Azraq as one of the areas affected by the influx of Syrians

0 2 11 6 51 70 316

2� Regulations, laws and legislation that hinder investment 4 2 4 15 47 72 315

3� Failure to invest in natural resources and Al Azraq’s competitive advantage 1 3 8 6 52 70 315

4� Location distant from decision-makers 0 3 10 49 68 309


No. Threats 1 2 3 4 5 Votes Result

5�

Environmental threat represented by the landfill and the nuclear reactor as well as the decreased water level in Azraq water basin

5 3 4 7 51 70 306

Identifying linkages among SWOT points

After analyzing and arranging the priorities of the SWOT analysis, the workshop participants agreed on the content of Al Azraq’s vision as follows:

1� Geographic location: According to participants, Al Azraq is located in a central strategic area connected with border areas and and the governorates of Zarqa and Mafraq which bear both economic and industrial importance (Strength)� Participants also considered the municipality’s significant administrative area to be of great importance (opportunity) due to the positive impact on Al Azraq’s financial revenues� Participants also considered the state-domain lands to be very important (opportunity) in light of the potential to allocate a portion of these lands to the municipality to establish investment projects�

2� Administrative, financial, regulatory and legal reality: Participants considered the financial situation of the municipality relatively good (strength) because the municipality enjoys a relatively stable budget and no debts are incurred, and the percentage of self-generating revenues to the total is relatively high compared to other municipalities� On the other hand, participants considered collection of municipal monies to be weak (weakness)� Participants also characterized the presence of the LDU as a pillar of promoting local economic development (Strength) because of their significant role in future planning for investment and attracting donors and funders to the municipality� Participants unanimously agreed that there is a significant weakness in the municipality’s institutional capacity as well as an absence of an organizational structure to serve a certified investment process (weakness)� Participants also noted the absence of legislation governing the partnership between the municipalities and the private sector a centralized decision-making process in relation to investment (threats)� From a technological standpoint, participants stated that the electronic link between the municipal areas is weak and neither computerized systems nor procedural manuals have been developed for business and municipal services (weakness)� Finally, the participants considered the lack of an investment map and a holistic plan for Al Azraq to be an obstacle to investment in the municipality (weakness)�

34 | ANNEXES

3� Growth of economic sectors (Agriculture, livestock and industry)

Agriculture: Participants view the expansion of irrigated agricultural land as the first

pillar of Azraq’s competitive advantage (strength)� The participants considered the

presence of fresh water basin the most important point encouraging investment in

the agricultural sector (opportunity)� Participants also pointed to the threats of the

decreased underground water level in Al Azraq’s water basin as well as pollution

caused by wastewater from water leakage from cesspits resulting from a lack of

sanitation (threat), and it is essential to address this issue by pumping surface water

collected from rain during the winter to the water basin� This can also be built on,

especially in light of water and fertile land availability and climate and to be part of

the vision�

Tourism: Participants considered tourism the second pillar of Al Azraq’s competitive

advantage (strength) due to the existence of some touristic areas in Al Azraq and

due to the fact that is the municipality is located on the touristic route to the desert

castles� Al Azraq is also home to some areas suitable for environmental tourism

(Al Azraq reserve and Al Shoumari reserve) in addition to desert and astrological

tourism� Participants also pointed out weak cooperation between entities parties

concerned with tourism in promoting Azraq as a tourist destination (weakness)�

Participants emphasized the necessity of including tourism within Al Azraq’s vision,

message, and future trends and plans�

Industrial sector: Participants view industry as the third pillar in Al Azraq’s relative

advantage as various some plants and industrial facilities are already located there� Even

more such facilities could be attracted to the district, which participants considered

to be extremely important in order to eliminate poverty and unemployment by

creating job opportunities (opportunity)� However, the municipality’s weak role

and institutional capacities when it comes to investment must be overcome since

these are considered among the obstacles to attracting investment and investors

(weakness)� Participants emphasized the necessity of including industry in Al Azraq’s

vision, message and future trends and plans�


Annex 2: Investment Cards

Al Azraq Mrganic & Chemical Fertilizers Plant Project Information

Azraq has a significant amount of agricultural and grazing land for livestock and numerous producers and farmers� There is both a need for disposal and for re-use of organic waste in the value chain� The municipality would provide the land for the plant and thereby benefit from leasing it�

Project Background

This project will address the issue of disposal and recycling of livestock animal waste into higher value fertilizer, an important product for the local market and local farmers� Additionally, chemical fertilizer will be manufactured and sold to regional Arab markets� The project will address an environmental issue while creating a market opportunity for locals� A feasibility study has been conducted for the project and it appears to be competitive�

Project Description

▶ Addresses the absence of and need for fertilizer in agricultural and livestock area,

▶ Provides solution to the livestock waste disposal problem ▶ Enhances agricultural sector competitiveness, ▶ Provides 25 jobs for citizens to reduce poverty, ▶ Increases municipal income ▶ Brings in revenue to the investor�

Benefits & Justification

2018-2017Time Frame

1,300,000 JD Estimated Cost

Rural and Urban Development Bank, Municipality, Private Sector, MoPIC

Partners/Expected Funding Sources

▶ Review the feasibility study to determine if it is sufficient ▶ Identify the components of project phases ▶ Ensure that the location of the land provided by the municipality is suitable according to comprehensive planning and does not negatively impact its surroundings

▶ Source funding and investor; complete contract ▶ Implement

Action Items on Work Plan

▶ Failure to obtain the approvals required for implementation ▶ Competition from other fertilizer factories ▶ Inability to source markets and buyers for the fertilizer

Potential Risks

36 | ANNEXES

Comprehensive Tourism Project Project Information

Azraq is rich with cultural sites such as the desert castles as well as natural, and eco-tourism sites which include nature reserves (RSCN)� It also offers undeveloped rural and community resources for tourism, such as agricultural products and traditional culinary skills� Yet tour operators rarely visit the sites compared to others in Jordan� Azraq needs to enhance tourism product development, identity, and marketing to increase the overall number of visitors as well as the average length of stay� They need to develop a special hybrid tourism product that will be attractive to a wide variety of tour operators and tourists� This includes local, regional, expat, and international tourists in five tourism segment markets – cultural, eco-, wildlife adventure, agri farm to table, as well as other smaller fields such as photography workshops�

Project Background

The project includes a number of investments in tourism product development, such as lodging (must be unique and culturally interesting - tents or chalets, desert camp sites, home-stays), food and beverages (traditional cooking and cooking lessons), traditional activities (desert safaris and camel rides, hiking trails, star-gazing and heritage music and dance)� Feasibility studies are required to determine target markets as well as the products’ effectiveness in developing tourism� Effective hospitality, management, and operations training programs will also be necessary� Local operators and producers must learn how to take visitors on an exciting, exotic journey that is environmentally sensitive and uniquely cultural and local, yet internationally comfortable�

Project Description

▶ Builds on existing resources, strengths and the tourism value chain�

▶ Creates 100+ jobs for local people� ▶ Increases annual municipal revenue� ▶ Bring revenue to the investor(s)�

Benefits/ Justification

2019 -2018Time Frame

TBDEstimated Cost

Municipality, Rural and Urban Development Bank, Private Sector investor(s), MOTA, Jordan Tourism Board

Partners/Expected funding sources


Comprehensive Tourism Project Project Information

▶ Provide or identify land that suits comprehensive planning for the area; identify appropriate locations for tourism that are environmentally sensitive (some might be public lands and some might be private)

▶ Prepare feasibility studies including target markets and costs ▶ Identify the components of project phases including all local participants and suppliers

▶ Source funding ▶ Identify private sector partner(s) ▶ Prepare bidding packages and include water and energy conservation parameters

▶ Develop a marketing strategy and destination management strategy (Rough Guides, which are essential for adventure tourists, does not list Azraq; marketing should include Trip Advisor, Rough Guides, and other sites that have a wide international reach)

▶ Implement

Action Items on Work Plan

Insufficient expertise in tourism developmentInvestment in non-tourism producing activities and lack of investment in appropriate product development and marketing

Potential Risks

Cooling Warehouse for Fruits and VegetablesProject Information

Al Azraq Municipality is known for its agricultural land and produce� Target markets include the municipality, neighboring municipalities, and export markets� However, the producers and farmers cannot always maintain quality or cope with price fluctuations because they do not have refrigerated storage to hold or store their products, which creates financial losses�

Project Background

Construction of a cooling warehouse for fruits & vegetables with an area of 1000 m2 on two dunams of land (land is available at the municipality) to increase competitiveness and save agricultural products during periods where prices are lower, allowing for sales to be made when prices increase�

Project Description

38 | ANNEXES

Cooling Warehouse for Fruits and VegetablesProject Information

▶ Addresses the absence of a similar project within the municipality,

▶ Improves the agricultural sector, prevents financial losses, and enhances revenue to farmers,

▶ Enhances local food security and provides fruits and vegetables in the off season,

▶ Provides products in the off season to reduce the need for imports,

▶ Create 20 jobs and prevent workers from migrating from agriculture to other sectors�

▶ Annual revenue of 100,000 JD to the municipality ▶ Revitalization of the agricultural sector


2016-2017Time Frame

500,000 JDEstimated Cost

Municipality, Rural and Urban Development Bank, Agriculture Sector investor


▶ Prepare a PRE- feasibility study for the project ▶ Identify the components of the various work phases ▶ Source funding for the project ▶ Identify the private sector partner ▶ Prepare bidding packages ▶ Implement

Action Items on Work plan

▶ Not enough awareness on part of agricultural investors surrounding the project’s importance in increasing their profits even if cooling costs are higher�

Potential Risks

ProjectExhibition of Local Products from Azraq’s Agricultural, Tourism,

Industrial Sectors

Background

Al Azraq enjoys a diverse economic base including agriculture, tourism, and industry� The project could be seasonal and a two- three-day special event in the spring, Ramadan, and fall� If the exhibit is well-organized and included on the tourism circuit, it could become a tourism stop offering local products on an on-going basis, with an extra reason to visit during specific times of year� The project could also become a source for visitor information, including ways to book home-stays for independent travelers, shop for high quality local products, and try local traditional foods and beverages such as refreshing fruit cocktails (no alcohol as is the case in the Gulf )� All of this would draw more tour operators and travelers, and therefore, buyers� It could also include a training or meeting space for the local community�


ProjectExhibition of Local Products from Azraq’s Agricultural, Tourism,

Industrial Sectors

Description The proposed project would be located on municipal land� Appropriate location on a tourism circuit and the design of the exhibit space are both essential to project success�


▶ Lack of similar projects in the municipality and governorate, and therefore, unique attributes

▶ Enhancing the tourism value chain by increasing product development and tourist stops, and thus expanding visitors’ length-of-stay and expenditures

▶ Creating jobs to help alleviate poverty and unemployment ▶ Increasing revenue to the municipality

Time Frame 2016-2020


Municipality, Chamber of Commerce, ERADA, MoPIC (feasibility/training)

Cost Estimate Around 50,000 JD

Specific Objective(s)

▶ Promoting and selling local products ▶ Creating jobs and increasing income to local community ▶ Encouraging tourism and creating a market identity for Al Azraq ▶ Enhancing length-of-stay and visitor expenditures ▶ Increasing revenues to the municipality

Action Plan

▶ Prepare feasibility study ▶ Identify project components & local providers (lodging, food and beverage, guiding, etc�)

▶ Identify private sector partners ▶ Secure funding ▶ Float tenders ▶ Commence

Potential Risks

Identifying the wrong building or area for the project Lack of necessary fundingWeak promotion and marketing Lack of investor and local producer interest in the project

40 | ANNEXES

Annex 3: Stakeholder and Private Sector Meeting Attendees List

42 | ANNEXES

44 | ANNEXES


Annex 4: Pictures from the Stakeholders Workshop

46 | ANNEXES

The USAID Local Enterprise Support (LENS) Project is funded by the United States Agency for International Development (USAID) and implemented by FHI 360. This publication is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of Al Azraq Al Jadidah municipality and do

not necessarily reflect the views of USAID or the United States Government.

USAIDLENS @USAIDLENS

www.jordanlens .org

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