DOCSLIB.ORG

Local Economic Development Strategy for Irbid Governorate

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Local Economic Development Strategy for Irbid Governorate Local Economic Development Strategy For Irbid Governorate 2016 – 2018 Copyright © International Labour Organization 2016 First published 2016 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to ILO Publications (Rights and Licensing), International Labour Office, CH-1211 Geneva 22, Switzerland, or by email: [email protected]. The International Labour Office welcomes such applications. Libraries, institutions and other users registered with reproduction rights organizations may make copies in accordance with the licences issued to them for this purpose. Visit www.ifrro.org to find the reproduction rights organization in your country. Local Economic Development Strategy for Irbid Governorate 2016-2018 / International Labour Organization - Beirut: ILO, 2016 ISBN 9789221310563; 9789221310570 (web pdf) ILO Regional Office for Arab States The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers. The responsibility for opinions expressed in signed articles, studies and other contributions rests solely with their authors, and publication does not constitute an endorsement by the International Labour Office of the opinions expressed in them. Reference to names of firms and commercial products and processes does not imply their endorsement by the International Labour Office, and any failure to mention a particular firm, commercial product or process is not a sign of disapproval. ILO publications and digital products can be obtained through major booksellers and digital distribution platforms, or ordered directly from [email protected]. For more information, visit our website: www.ilo.org/publns or contact [email protected]. For ILO Regional Office for Arab States publications, contact: ILO Regional Office for Arab States P.O.Box 11-4088 Riad El Solh 1107-2150 Beirut – Lebanon Publications are available on: www.ilo.org/arabstates Preface This strategy presents a package of economic development plans that aim to tackle some of the labour market challenges brought about by the influx of Syrian refugees into northern Jordan. It aims to boost business growth and employment through practical initiatives and by identifying key sectors that have the potential to provide suitable and income-generating job opportunities for Jordanians and Syrian refugees. The strategy was conceived as a response to the need of the northern governorates of Irbid and Mafraq to address the impact of the Syria refugee crisis on Jordan's labour market. It follows a review of previous development strategies, national plans and policies, and aims to create approaches that are more oriented towards development in the most affected host communities in Jordan. The initiative was led by the Local Economic Development Committee of Irbid, which is composed of government officials and employers' and workers' representatives, as well as academics and members of civil societies. To Excel, a Jordanian socio-economic and development consultancy, developed the strategy. The key author of the strategy is Zeina Aqaileh from To Excel. Special thanks go to Maha Kattaa, the International Labour Organization's Coordinator for the Syria Refugee Response in Jordan, and to Mary Kawar, Director of the ILO Office for Tanzania, Kenya, Uganda, Rwanda and Burundi, located in Dar es Salaam, for their support in the initial phase of drafting the strategies, as well as to Diana Al Akkad, ILO Administrative and Finance Assistant in Jordan, for her support throughout the process. Local Economic Development Strategy For Irbid Governorate 2016 - 2018 (Part One): Economic Reality Overview and Analysis Report for Irbid Governorate Table of Contents Contents 1.Introduction....................................................................................................................................4 1.1 Concept and Importance of Economic Development..............................................................4 1.2 Local Economic Development Strategy Goals in Irbid Governorate.......................................5 1.3 Development Methodology of the Local Economic Development Strategy for Irbid Governorate...............................................................................................................6 2.Current Situation of Labour Market in Jordan...........................................................................9 2.1 Situation of Employment at the National Level.......................................................................9 2.2 National Level Policy Framework..........................................................................................10 2.3 Local Implementation of Policy Frameworks.........................................................................14 Part One: Overview and Analysis of Irbid Governorate Economic Reality..............................15 3. Growth Drivers in Irbid Governorate........................................................................................16 3.1 Economy................................................................................................................................16 3.1.1 Economic Statistics...............................................................................................................16 3.1.2 Syrian Crisis Impact .............................................................................................................17 3.2 Business and Economic Enterprises.....................................................................................20 3.2.1 Demand in the Labour Market...............................................................................................20 3.2.2 Syrian Crisis Impact..............................................................................................................23 3.3 Workforce...............................................................................................................................24 3.3.1 Employment Statistics...........................................................................................................24 3.3.2 Impact of the Syrian Crisis.....................................................................................................27 3.4 Education and Skills..............................................................................................................30 3.4.1 Supply in the Labour Market ................................................................................................30 3.4.2 Syrian Crisis Impact .............................................................................................................36 4. Priority Development Sectors in Irbid Governorate...............................................................37 4.1 Sector Selection Criteria.......................................................................................................37 4.2 Sectors Selected for Socio-Economic Development Strategy..............................................38 5. Opportunities and Challenges of Priority Development Sectors in Irbid Governorate......44 5.1 Agricultural Sector.................................................................................................................44 5.1.1 Opportunities ........................................................................................................................44 5.1.2 Challenges............................................................................................................................45 5.2 Tourism Sector......................................................................................................................46 5.2.1 Opportunities ........................................................................................................... ............46 2 5.2.2 Challenges............................................................................................................................47 5.3 Industrial Sector....................................................................................................................48 5.3.1 Opportunities ........................................................................................................... ............48 5.3.2 Challenges............................................................................................................................48 (Part Two): Irbid Governorate Local Economic Development Strategy Report.......................49 6. General Definitions....................................................................................................................50 7.Introduction..................................................................................................................................51 7.1 Irbid Governorate Local Economic Development Strategy Goals.........................................51 7.2 Methodology for Drafting the Local Economic Development Strategy for Irbid Governorate......52 8.Vision and Basic Guiding Principles for the Strategy.............................................................55
Load more

Recommended publications
  • MARKET SYSTEM ASSESSMENT for the DAIRY VALUE CHAIN Irbid & Mafraq Governorates, Jordan MARCH 2017
    Photo Credit: Mercy Corps MARKET SYSTEM ASSESSMENT FOR THE DAIRY VALUE CHAIN Irbid & Mafraq Governorates, Jordan MARCH 2017 Table of Contents EXECUTIVE SUMMARY 3 METHODOLOGY 4 TARGET POPULATION 4 JUSTIFICATION FOR MARKET SELECTION 4 AREA OVERVIEW 5 MARKET SYSTEM MAP 9 CONSUMPTION & DEMAND ANALYSIS 9 SUPPLY ANALYSIS & PRODUCTION POTENTIAL 12 TRADE FLOWS 14 MARGINS ANALYSIS 15 SEASONAL CALENDAR 15 BUSINESS ENABLING ENVIRONMENT 17 OTHER INITATIVES 20 KEY FACTORS DRIVING CHANGE IN THE MARKET 21 RECOMMENDATIONS & SUGGESTED INTERVENTIONS 21 MERCY CORPS Market System Assessment for the Dairy Value Chain: Irbid & Mafraq 2 EXECUTIVE SUMMARY The dairy industry plays an important role in the economy of Jordan. In the early 70’s, Jordan established programmes to promote dairy farming - new breeds of more productive dairy cows were imported, farmers learned to comply with top industry operating standards, and the latest technologies in processing, packaging and distribution were introduced. Today there are 25 large dairy companies across Jordan. However inefficient production techniques, scarce water and feed resources and limited access to veterinary care have limited overall growth. While milk production continues to steadily increase—with 462,000 MT produced (78% of the market demand) in 2015 according to the Ministry of Agriculture—the country is well below the production levels required for self-sufficiency. The initial focus of the assessment was on cow milk, however sheep and goat milk were discovered to play a more important role in livelihoods of poor households, and therefore they were included during the course of the assessment. Sheep and goats are better adapted to a semi-arid climate, and sheep represent about 66 percent of livestock in Jordan.
    [Show full text]
  • Down and Out: Founding Elections and Disillusionment with Democracy in Egypt and Tunisia
    Down and Out: Founding Elections and Disillusionment with Democracy in Egypt and Tunisia Sharan Grewal and Steve L. Monroe Forthcoming, Comparative Politics Which electoral losers become the most disillusioned with democracy following the first free and fair elections? Exploiting surveys before and after founding elections in post-Arab Spring Egypt and Tunisia, we find that the most disillusioned losers were those residing in areas where the losing parties were strongest. We argue that expectations matter. Losers whose parties are strong locally tend to overestimate their popularity nationally and thus become more disillusioned after the first elections. Beyond these attitudinal results, we find that these areas witnessed a greater increase in support for candidates from former autocratic regimes in subsequent elections. These findings clarify subnational variation in electoral losers’ attitudes towards democracy. They suggest that decentralization may keep otherwise disillusioned losers invested in democracy. 1 “She was in a state of shock and confusion. [...] It was one thing for the [Muslim] Brotherhood to win close to 40 percent, but how could 28 percent of her countrymen vote for ultraconservative Salafi parties? [...] She mourned not only for what she feared Egypt might become, but for a country that she could no longer recognize, a country that was no longer really hers. It raised the question: was [democracy] worth it? For liberals like [her], it apparently wasn’t.”1 How citizens respond to electoral loss is critical to the success of democratic transitions.2 Supporters of losing parties in founding elections must opt to remain within the democratic system for a nascent democracy to take root.
    [Show full text]
  • Basrah Governorate Profile
    Basrah Governorate Profile Source map: JAPU Basrah at a Glance Fast Facts Area: 19,070 km2 Capital City: Basrah Average High Temperatures: 17,7°C Average Low Temperatures: 6,8°C (January) to 41,8°C (August) (January) to 27,4°C (July) Population: 2,403,301 Population Distribution Rural-Urban: 20,1%-79,9% Updated December 2015 Geography and Climate Basrah is the most southern governorate of Iraq and borders Iran, Kuwait and Saudi-Arabia. In the south, the governorate is made up of a vast desert plain, intersected by the Shatt Al-Arab waterway which is formed by the confluence of the Tigris and Euphrates rivers at Al-Qurnah and empties into the Persian Gulf. Around Al-Qurnah and Al-Medina a number of lakes can be found, while marshland stretches from the north of the governorate into the neighboring governorates of Thi-Qar and Missan. The governorate is Iraq’s only access to the sea. Similar to the surrounding region, the governorate of Basrah has a hot and arid climate. The temperatures in summer are among the highest recorded in the world. Due to the vicinity of the Persian Gulf, humidity and rainfall are however relatively high. The governorate receives an average amount of 152mm of rainfall a year between the months of October and May. Population and Administrative Division The governorate of Basrah is subdivided into seven districts: Abu Al-Khaseeb, Al-Midaina, Al-Qurna, Al- Zubair, Basrah, Fao, and Shatt Al-Arab. The city of Basrah, the governorate’s capital, is Iraq’s third largest urban center.
    [Show full text]
  • Sulaymaniyah Governorate Profile November 2010
    Sulaymaniyah Governorate Profile November 2010 Overview Located in the north east of Iraq on the border with Iran, Sulaymaniyah combines with Erbil and Dahuk governorates to form the area administrated by the Kurdistan Regional Government (KRG). Sulaymaniyah contains the third largest share of the population, which is one of the most urbanized in Iraq. The landscape becomes increasingly mountainous towards the eastern border with Iran. Unemployment is relatively low in the governorate at 12%. However, the relatively high unemployment (27%) among women, the low proportion of women employed in wage jobs outside agriculture, allied to the relatively low percentage of jobs for women in the public sector implies that women face barriers to employment in non-agricultural sectors. Sulaymaniyah’s economy has potential advantages due to the governorate’s plentiful natural water supplies, favourable climate and peaceful security situation. Commercial flights have been operational between Sulaymaniyah and cities in the Middle East and Europe since 2005. However, poor infrastructure and bureaucratic barriers to private sector investment are hindering development. Few of Sulaymaniyah’s residents (3%) are among Iraq’s poorest, but the governorate performs badly according to many other developmental and humanitarian indicators. Education levels are generally below average: illiteracy rates among women are approaching 50% in all districts apart from Sulaymaniyah and Halabja, and are above 25% for men in Penjwin, Pshdar, Kifri and Chamchamal. 14% of Kifri and Demographics Chamchamal’s residents suffer from a chronic diseases. There are also . widespread infrastructural problems, with all districts suffering from Governorate Capital: Sulaymaniyah prolonged power cuts, and Penjwin, Said Sadik, Kardagh and Area: 17,023 sq km (3.9% of Iraq) Sharbazher experiencing poor access to the water network.
    [Show full text]
  • Cooperating for a More Competitive, Innovative, Inclusive and Sustainable Mediterranean
    COOPERATING FOR A MORE COMPETITIVE, INNOVATIVE, INCLUSIVE AND SUSTAINABLE MEDITERRANEAN Catalogue of the standard projects funded by the ENI CBC ’Mediterranean Sea Basin’ Programme 1 Publisher Managing Authority Regione Autonoma della Sardegna Cagliari, Italy Concept and editing ENI CBC Med Programme Artwork and graphics Begoña Machancoses, Laura Ojeda Printed November 2019 Disclaimer This publication has been produced with the financial assistance of the European Un- ion. Its contents are the sole responsibility of the Managing Authority of the ENI CBC Med Programme and can under no circumstanc- es be regarded as reflecting the position of the European Union. Although every effort is made to ensure the accuracy of the information in this publica- tion, the ENI CBC Med Programme cannot be held responsible for any information from external sources, technical inaccuracies, ty- pographical errors or other errors herein. Information and links may have changed without notice. Reproduction is authorized provided the source is acknowledged. COOPERATING FOR A MORE COMPETITIVE, INNOVATIVE, INCLUSIVE AND SUSTAINABLE MEDITERRANEAN Catalogue of the standard projects funded by the ENI CBC ’Mediterranean Sea Basin’ Programme 3 3. SOCIAL INCLUSION AND FIGHT AGAINST POVERTY 48 3.1 Employability of young people (NEETS) and women 50-55 • HELIOS - enHancing thE sociaL Inclusion Of neetS ....................................................................................................................................... 50 ABOUT THE ENI CBC MED PROGRAMME
    [Show full text]
  • South Sinai Governorate
    Contents Topic Page No. Chapter 1: Preface Industrial Development in South Sinai Governorate 1 Total number of Industrial Establishments in South Sinai 2-3 Governorate distributed according to the Activity in Each City Financial and Economic indicators of the industrial activity in 4 South Sinai Governorate Chapter 2 - Abstract 5 - Information about South Sinai Governorate - Location – Area - Administrative Divisions 6 - 15 - Education 15 - Population 16 - Health 17 Chapter 3 Primary, Natural Materials and Infrastructure First: Agriculture wealth 18 Third: Animal Wealth 19 Second: Mineral wealth 20-21 Fourth: Infrastructure 21 Chapter 4 - Factors of Investment 22 - Incentives for attracting investment in South Sinai Governorate 23 - 24 References 25 Chapter 1 South Sinai Governorate Preface In the framework of the direction of the state to establish industrial zones in different governorates to achieve industrial development in the Arab Republic of Egypt, the state began to develop the governorates bordering the gulfs of Suez and aqaba, of which the investment in promising governorates such as South Sinai Governorate, on which the new industrial areas was established because of the natural resources which the governorate has (such as White Sand - Kaolin - Coal - Manganese - Copper - Sodium Chloride). The Governorate contributes in industrial activity through many Ferro Manganese - Gypsum - Ceramics and Chinese - plastic and paper industries. The number of existing facilities recorded In IDA reached 9 facilities with investment costs about 5.4 billion pounds and employs about 4604 workers with wages of about 99 million pounds divided on all activities, mainly activities of oil, its refined products and natural gas, followed by mining and quarrying, building materials, Chinese porcelain and refractories.
    [Show full text]
  • Federal Research Division Country Profile: Tajikistan, January 2007
    Library of Congress – Federal Research Division Country Profile: Tajikistan, January 2007 COUNTRY PROFILE: TAJIKISTAN January 2007 COUNTRY Formal Name: Republic of Tajikistan (Jumhurii Tojikiston). Short Form: Tajikistan. Term for Citizen(s): Tajikistani(s). Capital: Dushanbe. Other Major Cities: Istravshan, Khujand, Kulob, and Qurghonteppa. Independence: The official date of independence is September 9, 1991, the date on which Tajikistan withdrew from the Soviet Union. Public Holidays: New Year’s Day (January 1), International Women’s Day (March 8), Navruz (Persian New Year, March 20, 21, or 22), International Labor Day (May 1), Victory Day (May 9), Independence Day (September 9), Constitution Day (November 6), and National Reconciliation Day (November 9). Flag: The flag features three horizontal stripes: a wide middle white stripe with narrower red (top) and green stripes. Centered in the white stripe is a golden crown topped by seven gold, five-pointed stars. The red is taken from the flag of the Soviet Union; the green represents agriculture and the white, cotton. The crown and stars represent the Click to Enlarge Image country’s sovereignty and the friendship of nationalities. HISTORICAL BACKGROUND Early History: Iranian peoples such as the Soghdians and the Bactrians are the ethnic forbears of the modern Tajiks. They have inhabited parts of Central Asia for at least 2,500 years, assimilating with Turkic and Mongol groups. Between the sixth and fourth centuries B.C., present-day Tajikistan was part of the Persian Achaemenian Empire, which was conquered by Alexander the Great in the fourth century B.C. After that conquest, Tajikistan was part of the Greco-Bactrian Kingdom, a successor state to Alexander’s empire.
    [Show full text]
  • The Holy See (Including Vatican City State)
    COMMITTEE OF EXPERTS ON THE EVALUATION OF ANTI-MONEY LAUNDERING MEASURES AND THE FINANCING OF TERRORISM (MONEYVAL) MONEYVAL(2012)17 Mutual Evaluation Report Anti-Money Laundering and Combating the Financing of Terrorism THE HOLY SEE (INCLUDING VATICAN CITY STATE) 4 July 2012 The Holy See (including Vatican City State) is evaluated by MONEYVAL pursuant to Resolution CM/Res(2011)5 of the Committee of Ministers of 6 April 2011. This evaluation was conducted by MONEYVAL and the report was adopted as a third round mutual evaluation report at its 39 th Plenary (Strasbourg, 2-6 July 2012). © [2012] Committee of experts on the evaluation of anti-money laundering measures and the financing of terrorism (MONEYVAL). All rights reserved. Reproduction is authorised, provided the source is acknowledged, save where otherwise stated. For any use for commercial purposes, no part of this publication may be translated, reproduced or transmitted, in any form or by any means, electronic (CD-Rom, Internet, etc) or mechanical, including photocopying, recording or any information storage or retrieval system without prior permission in writing from the MONEYVAL Secretariat, Directorate General of Human Rights and Rule of Law, Council of Europe (F-67075 Strasbourg or [email protected] ). 2 TABLE OF CONTENTS I. PREFACE AND SCOPE OF EVALUATION............................................................................................ 5 II. EXECUTIVE SUMMARY.......................................................................................................................
    [Show full text]
  • PKF Jordan and Iraq PKF Progroup PKF Khattab & Co
    PKF Jordan and Iraq PKF ProGroup PKF Khattab & Co. PKF Planning Tax Advisory PKF Human Resource Consulting Market Overview | Aqaba - Jordan September 2015 PKF Jordan and PKF Iraq are member firms of the PKF International Limited network of legally independent firms and do not accept any responsibility or liability for the actions or inactions on the part of any other individual member firm or firms. Country Overview The Hashemite Kingdom of Jordan has a very strategic location in the heart of the Middle East. It is bounded by Syria from the north, Iraq from the east, Saudi Arabia from the south and southern east and West Bank from the west. Jordan overlooks the Dead Sea from the west and Gulf of Aqaba from south which gives the country a 27 km coastline with the Red Sea. Jordan is a small country with a total area of 89,556 square kilometers. According to the Jordanian Department of Statistics, Jordan’s population reached 6,675,000 in 2014. Jordan had a rising population growth rate of more than 2.2% in 2014. The capital Amman is the biggest city in the country with an estimated population of 2,584,600 in the metropolitan area, therefore forming 38.7% of the country’s population in 2014. Jordan has a vibrant young population, 37.1 percent of the population are less than 14 years old (males form 1,279,370/females form 1,212,090), 59.4 percent are between ages 15 and 64 years (males form 2,052,560/females form 1,915,510) and 3.2 percent are above 65 years (males form 109,070/females form 106,400).
    [Show full text]
  • Chapter 4 Allocated Water to Irbid and Ramtha
    CHAPTER 4 ALLOCATED WATER TO IRBID AND RAMTHA With fixed available water resource for the northern governorates in future, allocated water to the Study Area (Irbid and Ramtha) is estimated in this Chapter. Allocation is made based on sub-transmission zones first and then to the Study Area because water transfer based on water allocation will be made through main transmission line and sub-transmission line. Population and water demand in the northern governorates is estimated and distributed to each locality in the northern governorates. Then, allocated water to the Study Area is estimated. Based on allocated water, distribution facilities in the Study Area are planned in the following Chapters. The sub-transmission lines are defined as branch lines from the main transmission line. Sub-transmission zones are defined as water supply zones to which water is supplied from sub-transmission lines. 4.1 Water Demand Estimation in Northern Governorates 4.1.1 Population (1) Population by Governorate Population estimated by Department of Statistics (DOS) is used in this Study. DOS estimates governorate population with different growth rates; low growth rate in Amman and Irbid governorates and high growth rates in Mafraq, Jerash and Ajloun governorates. The estimated population for the northern governorates up to 2035 is shown in Table 4.1 and Figure 4.1. The estimated populations in the governorates are almost the same as used in the Water Reallocation Strategy 2010 where estimated populations in 2035 are 1.81 million in Irbid, 0.23 million in Ajloun, 0.31 million in Jerash and 0.48 million in Mafraq, totaling to 2.83 million.
    [Show full text]
  • Chapter IV: the Implications of the Crisis on Host Communities in Irbid
    Chapter IV The Implications of the Crisis on Host Communities in Irbid and Mafraq – A Socio-Economic Perspective With the beginning of the first quarter of 2011, Syrian refugees poured into Jordan, fleeing the instability of their country in the wake of the Arab Spring. Throughout the two years that followed, their numbers doubled and had a clear impact on the bor- dering governorates, namely Mafraq and Irbid, which share a border with Syria ex- tending some 375 kilometers and which host the largest portion of refugees. Official statistics estimated that at the end of 2013 there were around 600,000 refugees, of whom 170,881 and 124,624 were hosted by the local communities of Mafraq and Ir- bid, respectively. This means that the two governorates are hosting around half of the UNHCR-registered refugees in Jordan. The accompanying official financial burden on Jordan, as estimated by some inter- national studies, stood at around US$2.1 billion in 2013 and is expected to hit US$3.2 billion in 2014. This chapter discusses the socio-economic impact of Syrian refugees on the host communities in both governorates. Relevant data has been derived from those studies conducted for the same purpose, in addition to field visits conducted by the research team and interviews conducted with those in charge, local community members and some refugees in these two governorates. 1. Overview of Mafraq and Irbid Governorates It is relevant to give a brief account of the administrative structure, demographics and financial conditions of the two governorates. Mafraq Governorate Mafraq governorate is situated in the north-eastern part of the Kingdom and it borders Iraq (east and north), Syria (north) and Saudi Arabia (south and east).
    [Show full text]
  • Solid Waste Value Chain Analysis Irbid and Mafraq Jordan
    SOLID WASTE VALUE CHAIN ANALYSIS IRBID AND MAFRAQ JORDAN Mitigating the Impact of the Syrian Refugee Crisis on Jordanian Vulnerable Host Communities for UNDP Jordan June 2015 Solid Waste Value Chain Analysis Final Report Irbid and Mafraq – Jordan June 2015 TABLE OF CONTENTS LIST OF TABLES ......................................................................................................................... III LIST OF FIGURES .......................................................................................................................IV LIST OF ANNEXES .......................................................................................................................V LIST OF ABBREVIATIONS ..........................................................................................................VI 1.0 EXECUTIVE SUMMARY ...................................................................................................... 1 1.1 Waste Generation and Management ......................................................................... 1 1.2 Solid Waste Actors ...................................................................................................... 1 1.3 Solid Waste Value Chains ............................................................................................ 2 1.4 Solid Waste Trends ...................................................................................................... 2 1.5 Solid Waste Intervention Recommendations ............................................................. 3 1.6 Conclusion
    [Show full text]