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Ministry of Local Government
Strategic Development FrameworkFor
Al-Thahrieh
Prepared By Al-Thahrieh Strategic Development Framework Committee
32 Strategic Development Framework For Arrabeh
The Strategic Development Framework for Al-Thahrieh has been prepared by representatives of the local council, civil society organizations, and citizens of Al-Thahrieh, who have contributed throughout the different phases of developing this SDF.
CommitteeInstitutionName Head of Stakeholders Committee
Mayor of Al-Thahrieh Municipality
E. Sami Shnaiwer1
Project Manager Al-Thahrieh Municipality’Mohammed Rabba2
Coordinator of Strategic Development Framework Committee
Al-Thahrieh Municipality Ahmed Qaisieh3
Strategic Development Framework Committee
Al-Thahrieh MunicipalitySami Shtawi4
Strategic Development Framework Committee
Al-Thahrieh MunicipalityKamal Jabarin5
Strategic Development Framework Committee
Al-Thahrieh Municipality /Librarian
Ra’fat Al-Issa6
Strategic Development Framework Committee
Member of Al-Thahrieh LocalCouncil
Ziad Wraidat7
Stakeholders Committee Al-Thahrieh Women’s Society
Jihad Ahmed Al-Tel8
Stakeholders Committee Municipal Cultural Center
Yousef Abu Sharkh9
Stakeholders Committee Directorate of Education
Ibrahim Al-Makharza10
Stakeholders Committee Palestinian Standards andSpecification Organization
Akram Abu Sharkh11
Stakeholders CommitteeDirectorate of Education
Khaled Atta12
Stakeholders CommitteeRed Crescent Society / EMT
Raed Al-Amoul13
Stakeholders CommitteeArchitect Engineer
Raja Al-Dheeba14
Stakeholders Committee Directorate of EducationAdel mahmoud Abu Dayya15
Stakeholders Committee Directorate of EducationNael Mohammed Dughairi16
Technical Committee Palestinian Standards &Specification Organization
Ibrahim Jabarin17
Technical Committee Al-Thahrieh Charitable Society
Abdallah Issa Al-Kaa’ki18
Technical Committee Member of Al-Thahrieh Local Council
Ali Abu Dyur19
Technical Committee Chamber of Commerce &Industry – South Hebron
Majed Abu Sharkh20
Technical Committee Al-Thahrieh Municipality
Maher Al-Wardiyat21
Technical Committee Southern ElectricityCompany
Mohyi Mohammed Al-Battat22
54 Strategic Development Framework For Arrabeh
Definitions and Terminology
Definition Term NOThe Strategic Development Framework (SDF) guides the development of a long-term collective vision for a community (village/town/city/cluster/amalgamated council and/or municipality) through a participatory planning process and identifies long-term development priorities from which a medium-term Community Integrated Development Plan and a short-term sector-based Investment Plan are prepared
Strategic Development Framework
Collection, information and development indicators’ classification of all information relevant to the local community, covering major thematic areas related to sustainable community development.
Community Mapping
The envisioned future the city/town collectively aspires to reach in a specified period of time, often extending to 15 - 20 years
Community or Collective Development Vision
Strategic development objectives that serve more than one development thematic area and is considered to respond to high priorities in the local community.
Strategic Thrusts
Strategic development plans, devised in accordance with the development vision and strategic goals of the local community. It is a mid-term action plan (4 years) that includes specific objectives, development fields or action areas, development initiatives, as well as the expected outcomes and indicators.
Community Integrated Development Plan
Short-term plans (one - two years), derived from the Community Integrated Development Plan. It contains specific development projects, formulated by the local institutions, individually or collectively. These institutions share the responsibility of project implementation, monitoring and evaluation in cooperation with the Local Council.
Investment Plans
Entities and institutions representing the local community in the development process, which could, positively or negatively, affect or be affected by the process of community development. It includes representatives from the public sector, the private sector and civil society organizations such as women and youth clubs and associations, and charitable and cultural societies, in addition to representatives from different social groups such as children, senior citizens, marginalized neighborhoods, public figures, etc.
Stakeholders
A committee comprised of Heads of participating entities and institutions involved in the process of Strategic Development Planning.
Stakeholders Committee
Definition Term NODevelopment Themes often reflect and express the constraints to local community development. They reflect the weakness or challenges affecting the various development fields. They may also highlight positive aspects and strengths that may be developed or used as a basis for further development. The development needs or issues may be considered as guiding tools during the development planning process and the adoption of development goals by the community.
Development Themes
An in-depth identification of the main development areas (i.e. major and minor causes for each area) as well as the determination of the impact of their presence. The analysis of development issues helps generate a deeper understanding of these issues and facilitates the formulation of possible solutions, interventions or activities to address or overcome their causes.
Analysis of Development Areas
Strategic objectives are analyzed against development areas in order to identify a range of initiatives and means for the realization of these objectives in addition to the identification of the overall goals key objectives strive to achieve.
Analysis of Key Strategic Objectives
A description of the determinants, opportunities and perspectives resulting from the interaction of different elements (e.g. geographic, social and economic) between adjacent towns sharing common interests.
Regional Context
A group of stakeholder representatives responsible for the management of and the participation in the Strategic Development Framework process.
Strategic Development Framework Committee
A number of specialized working groups comprised of local experts in certain areas (such as health, infrastructure etc.) whose contribution to the planning process is basically technical (such as needs analysis and formulation of development initiatives).
Technical Committees
A group of development experts and specialists in various development areas who are consulted or contracted to provide the needed technical support and guide the local council through the strategic development planning process.
Team of Experts
A group of persons who are assigned the tasks of collecting information on and indicators of the various development sectors from their primary and secondary sources, in accordance with the adopted mechanism.
Researchers
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Table of Contents
IntroductionThe Strategic Development for Al-Thahrieh was produced through the support from the Local Democratic Reform Program – Tawasol - funded by the United States Agency for International Development (USAID), implemented by CHF International in consultation and coordination with the Ministry of Local Government.
At the very core of the strategic development planning is the principle of active community participation upon which the SDF was devised in close consultation with the municipality, citizens, institutions, and civil society organizations in the town. The plan was developed in pursuance of the relevant policies of the Ministry of Local Government within the framework of strategic development planning project.
This document provides the strategic development framework for Al-Thahrieh for the following sixteen years. It presents a summary of the situational analysis of the town along with the common development vision agreed-upon by the stakeholders participating in this endeavor. After the needs assessment phase, working committees collaborated to identify and analyze key development issues, as well as determining the general strategic objectives capable of realizing the development vision and the key strategic objectives derived from the analysis in accordance with the priority setting and determination methodology.
Definitions and Terminology .....................................................................................................................4
Introduction ...............................................................................................................................................7
Statement of Al-Thahrieh Municipality ......................................................................................................8
The aim of the Strategic Development Framework ...................................................................................8
Methodology .............................................................................................................................................8
Overview of Al-Thahrieh ...........................................................................................................................11
Al-Thahrieh Development Vision ..............................................................................................................11
Development Analysis ..............................................................................................................................11
Planning, Zoning and Population..............................................................................................................12
Local Economy .........................................................................................................................................13
Infrastructure and Public Services ............................................................................................................13
Environment and Public Health ...............................................................................................................14
Public Security and Threats to Security ....................................................................................................14
Overall Strategic Objectives ....................................................................................................................15
Physical Planning & Zoning, Infrastructure and Public Services ..............................................................15
Social Development..................................................................................................................................17
Local Economy: ........................................................................................................................................19
Relationship between Strategic Goals and the Realization of Common Development Vision .................19
Relationship between Key Strategic Objectives and Realization of Common Development Vision .......20
Public Safety and Security........................................................................................................................20
Key Strategic Objectives (Strategic Thrusts) ............................................................................................21
Physical planning and Zoning ..................................................................................................................22
Social Development:.................................................................................................................................22
Local Economic Development ..................................................................................................................22
Public Safety and Security........................................................................................................................22
98 Strategic Development Framework For Arrabeh
Investment Plans
)years 1-2(
Comprehensive or Integrated Community
development Plants
)years 4(
Strategic DevelopmentFramwork
)years 16(
Statement of Al-Thahrieh MunicipalityThis documents draws the developmental framework for Al-Thahrieh for the next (16) years. This SDF comes as the results of collective and persistent efforts by the Municipality of Al-Thahrieh and the key Stakeholders’ Group Committee and community-wide Contribution. Citizens participated in analyzing the situation of their community from different aspects, as well as determining their problems and developmental needs and vision they aspire to see in the future.
Prior to the SDF, we used to prepare our strategic plans in a centralized fashion, but they turned out falling short of highlighting our needs directly. Therefore, and to overcome this shortcoming, we have followed a participatory methodology in the preparation of this SDF. Our methodology this time is based on the participation of Al-Thahrieh citizens who are more capable of defining their own needs, priorities, and aspirations for their town. They also defined the constraints and available resources for addressing their problems and realizing their visions and objectives.
During the SDF process, CHF, through the USAID funded program - LDR, has provided us an important opportunity for advancing the development of Al-Thahrieh through laying the foundation for the strategic planning of the town and its institutions. CHF offered an opportunity to set our development policy during the next (16) years, particularly when the town’s various sectors have a multitude of needs to fulfill and goals to achieve.
The aim of the Strategic Development FrameworkThis document aims at presenting the Strategic Development Framework that outlines the future development interventions needed to bring Al-Thahrieh from its current status and closer to the community-wide shared vision during the 16 years to come. The Strategic Development Framework lays the foundations of joint action and to achieving the top-priority strategic objectives set forth in the successive development plans of four years. If achieved – the plan would be instrumental in closing the existing gap and would contribute greatly to the town’s success and potentials to achieve its future vision.
MethodologyDuring the preparation of the Strategic Development Framework, local councils, participating committees and citizens of Al-Thahrieh followed the phases, tools and mechanisms recommended by the Local Councils Guide to Strategic Development Planning, which the Ministry of Local Government, has approved and adopted.
In the beginning, the necessary technical support was provided by a local consulting firm. To jump start the project, a community meeting was held for the town’s residents and institutions in order to introduce the strategic planning project, its desired objectives and expected outcomes. As a result of this meeting, two committees were formed; the Stakeholders Committee and the Strategic Development Framework Committee. The next step involved a community mapping or survey, prepared by a team of researchers, with the purpose of collecting information and data on all aspects of development in Al-Thahrieh. The survey reflected the current status of the town, its available resources and potential capacities. In parallel, a number of training workshops were held to introduce members and coordinators of committees to the SDF planning methodology and tools, and to define and clarify various roles and responsibilities.
In Al-Thahrieh, a number of development thematic areas were defined; namely: 1) Trade, Tourism and Antiquities, 2) Agriculture, 3) Industry, 4) Youth and Sports, 5) Women and Children, 6) Education,
7) Health and Environment, 8) Physical Planning and Sanitation, 9) Public Services (electricity and water) and 10) Security. Moreover, a number of specialized committees were created, one for each of the specified development sectors. The committees conducted a SWOT and strategic analysis of the current situation so as to identify strengths, weaknesses, opportunities and threats of each field. In addition, stakeholder identification analysis was conducted in order to determine their potential impact and possible ways for their involvement in the development process. Accordingly, a detailed diagnostic study of all development sectors was prepared, taken into account the outputs of strategic analysis and documentation process, undertaken by the technical and special committees, in addition to official reports and statistical data.
The next phase aimed at the formulation of a shared development vision for the town that was conducted through a joint workshop for the Stakeholders’ Committee and the Strategic Development Framework Committee. The shared vision has been based on the local needs, potentials and capacities taking into consideration the regional and national contexts, and the community’s aspirations for a better future for Al-Thahrieh.
Following the formulation of the development vision, the Strategic Development Framework and the Technical Committees held several discussion workshops and brainstorming sessions to identify and analyze the development issues within every development sector, and their root causes and impact. Based on that, the overall strategic objectives were set forth to lay the foundation for the pursuance of the town’s development vision for the next (16) years, followed by the selection of development areas to address the main outcomes during the timeframe covered by the Strategic Development Framework.
Given the scarcity of the town’s resources compared to current and future needs, the development priorities and key strategic objectives (strategic thrusts) were selected in accordance to a certain evaluation or assessment mechanism, which comprised a number of vital criteria that will prioritize the areas of intervention for the next four years. The most important criteria in the assessment tool included, among others, the following: the extent in which the strategic objective overlaps with more than one development thematic area; the degree of consistency between this objective and the shared development vision; and the degree of partnership among the various sectors (i.e. the public, private and civil society sectors).
1. Getting started2. Situation Analysis3. Preparing the community collective vision4. Identification & Analysis of Development Issues 5. Identification of overall Strategic Objectives6. Identification Key Strategic Objectives7. Identification of development initiatives and community integrated development plans8. Preparation of Investment Plan9. Mobilization & Fundraising 10. Monitoring & Evaluation
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trategic Development Frameworks Process
Steps 1-6 Depict the Stages of Developing the Strategic Development Framework
As mentioned earlier, the implementation of the Community Integrated Development Plan requires the translation of the development initiatives within the plan into specific projects to be adopted by the local institutions in all sectors. Institutions should incorporate these projects into their short-term (i.e. 1 - 2 years) investment plans, that should be carried out within a clear partnership framework delineating the responsibilities and roles of each partner as well as the adopted mechanisms for monitoring and evaluation.
Al-Thahrieh development vision draws a picture of the town and the aspirations of its inhabitants but it also take into account its current capacities and future potentials for the 16 years to come. The community expressed their shared vision as they imagine their city with a thriving economy based on the efficient use of human and natural resources, especially the labor force of 69% of the population and the sizable area of arable land, of which 50% is presently exploited. Moreover, the town is blessed with archeological sites and old building and semi-desert climate both of which can be invested in to create a substantial recreational and medical tourism. This is also in line with our vision of a healthy and safe environment offering comfort and safety for its visitors and citizens.
The community also strives to turn our town into a model of social, cultural and athletic development achieved through keeping up with the advances in science, culture and other fields. There is so much potential to achieve this, thanks in part to the multitude of active organizations and institutions that focus on the development of women and youth who are well known for their passion for sports; a matter that explain the constant interest in upgrading and expanding various sports facilities in the city.
Despite the many obstacles facing the tourism sector, the SFD paid special attention to this sector through the promotion of culture heritage to the world and the younger generation. However, the fact remains that they are insurmountable obstacles to development in general and tourism promotion in particular, such as the impact of Israeli policies of destruction of archeological sites and the erection of their settlements and military camps and the roads serving. These policies are aggressively adopted without any regard to their historical value or the potential damaging impact on the environment. In addition, the Israeli authorities persistently prevent the experts and archeologists from accessing these sites or attempt their restoration.
Overview of Al-ThahriehAl-Thahrieh is located in Hebron district, about 22 kilometers South of the city of Hebron. In its remote location, it is considered as the southern gateway of the West Bank. The city is rebuilt on the Canaanite city of “Joushen”, and was fortified by Al-Thaher Baybars, due to its strategic location, after which the town was renamed until today. The town is bordered by Al- Samu and Beersheba. It is believed to have had an estimated population of (1265) in 1922; and (2190) in 1945. In 1961, the number of residents doubled to (4199) and reached a total of (11 500) by the year 1987. According to the population census of 2007, the town had 28,776, residents while today the population is estimated to have risen to about 31,700.
The Israeli occupation confiscated a large portion of its land in 1948 and 1967 in order to construct three settlements (namely Zohar, Ashkelon and Tina). The city is surrounded by a large number of ruins (or Khirab) that contain archaeological sites such as: Kafr El-Jul, Al-ras, Dir El-louz, Om Sir, Tatrit, Al-Rahwa, Al-Ja’bari, Ossaila, Badghoush, Jawa, Dir El-Hou, Attir, Om Ed-dinma, Tal, Tel Awwad , Rjum Bir El-Qasser, Amenkhala, Om Al-Amad, and Al-Rabyeh.
Al-Thahrieh constitutes the third largest population center in Hebron District, the last inhabited area in the way towards the Negev Desert. Following the peace agreement between the Palestinian Authority and Israel, the city has been classified as area (A), and therefore falls entirely under Palestinian administration and control. The city is run by a municipality and a local council of 13 members.
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Al-Thahrieh Development VisionThe collective vision for Al-Thahrieh was based on the situational analysis of Al-Thahrieh and the diagnosis of its local resources and parameters. The process has taken into account the regional and national contexts as well as the future aspirations of its residents through a broad participation of representatives of its institutions, organizations and various committees in the planning process which included a large number of consultative sessions and workshops.
The following is the collective vision for Al-Thahrieh: Al-Thahrieh is an economically prosperous city, healthy and environmentally safe; enjoys modern infrastructure, and provides a role model of social, sports and cultural development. Al-Thahrieh keeps pace with urban and development planning while preserving its cultural heritage
Development AnalysisAt the early stages of the SDF process, a survey was conducted with the local community in order to collect information and data on all of the key areas of development in Al-Thahrieh. This survey mapped out the town’s resources and capabilities as well as its services and institutions. A wide a range of development themes and key areas was defined through the analysis of the current situation and the strategic analysis of each key area in order to define its strengths, weakness, opportunities and threats. Consequently, a detailed diagnostic study was prepared on all key development areas, based on the results of the SMART analysis and the strategic analysis conducted by the Specialized Technical Committees, taking into account various statistical data and official reports.
The following is a summary of the aforementioned diagnosis, abridged from the full diagnostic report prepared by the Strategic Development Framework Committee during the early stages of the planning process.
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Planning, Zoning and PopulationAccording to the Physical Plan, approved by the Ministry of Local Government, Al-Thahrieh has a built-up area of approximately 15,198 dunums, of which 20,000 are used. Of the latter, about 192 dunums are used for industrial purposes, 209 for commerce, and 15 dunums are used up for the road network. The agricultural land totals 80,000 dunums. This means that the built-up area not only exceeds that of the physical plan but also shows its insufficiency and the need for its modification in order to meet to needs of the residents. The community does not often respect and adhere to construction within the boundaries of the physical plan which also suffers from weak enforcement by the municipality and the relevant authorities.
In terms of population, the 2007 census estimated its population to 28,776 while in 2011; the population is estimated at 31,700. Based on population growth rate in the Hebron district (3.34%), future projections put the population numbers at four-year intervals closer to 36,216, 41,303, 47,103 and 52,719 in 2014, 2018, 2022 and 2026, respectively.
In addition to the municipality, a number of governmental departments and local institutions are present in the town but also provide services to the neighboring communities. Those institutions include: regional post office, a Chamber of Commerce, the Department of Agriculture, the office of the Ministry of Interior, the civil defense center, a police station, and a Shari’a Court.
Key areas identified within Physical planning and zoning include:
Weak physical planning and regulation of land uses in the physical plan.
Low level of public awareness of city planning and zoning.
)Social Development (Education, Health, Women, Children, Youth and SportsAccording to the 2007 population census carried out by the Palestinian Central Bureau of Statistics, Al-Thahrieh has a 90.8% of literacy rate, compared to 9.2% of the inhabitants who are illiterate, of which 71.6% are women. Of those with education, 15.4% can only read and write while 75.2% completed secondary school. Approximately, 4.5% obtained a first university degree, in addition to a number of postgraduates. The twenty schools in the town contain 251 classrooms, 8,551 students and 344 teachers. In addition, the town has 10 kindergartens,
Key development issues in education include:
Ad hoc distribution of schools
School drop out
Shortage of classrooms and the inappropriate rented classrooms.
Weak educational attainment
Prevailing unemployment rate among new graduates.
As for health care services, there is one private hospital and 38 clinics (32 private and 6 governmental) of various specializations (general medicine, mother and child center and many part-time specialized clinics). The town has 13 pharmacies, 5 laboratories, and a medical center. These facilities are operated by a total of 90 health workers including 36 physicians.
Key development areas include:
Shortage in health centers adequately equipped to provide comprehensive services.
1. Shortage in specialized medical staff.
In terms of social development, there are institutions active in the areas of women, children and youth. The town is served by two women clubs, two youth centers, one cultural center, a football field, a public library and a multi-purpose hall.
Key social development areas include:
Lack of recreational centers
Family related problems (teenage marriage, divorce, etc.)
1. in effective or inactive youth facilities
2. Weak of sense of community and derive for voluntary action.
3. Insufficiency of cultural institutions.
4. Lack of adequate sports grounds.
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Local EconomyThe town’s income sources are diverse because of the variety of the economic activities of its residents, of which 68.6% are economically active. Work inside Israel is a major source of income with a percentage of about 52% of total income. Employment in the PNA public sector, agriculture, and trade generate about 17%, 15%, and 11% of total income, respectively, while industry contributes to only 5% of total income.
Key development areas pertaining to trade and industry include:
1. Shortage of revenues and sources of income.
2. Widespread unemployment.
3. Few organized industrial areas.
4. Weakness trade and commercial activities.
As for agriculture, only 80,000 dunums are used for agriculture of 3,000 dunums are now located behind the Israeli Separations Wall, 442 dunums are planted with vegetables, 3762 dunums are used for olive trees, and 610dunums are designated for does not exceed 47% of the total arable land. Water shortages, combined with low income from agriculture and the impact of the apartheid wall complicate the lives of local farmers who also suffer from other Israeli measures and policies such as frequent closures, land confiscation, and settlers’ attacks.
Key development areas in agriculture include:
1. 1. Shortage of pastures due to desertification and water scarcity.
2. 2. Difficulty of marketing agricultural products.
In terms of tourism, Al-Thahrieh contains ancient and beautiful buildings such as the old city and many ruins with archaeological sites, including: Kafr El-Jul, Al-Ras, Der El-Louz, Om Sir, Titrit, Al-Rahwa, Al-Ja’bari, Osssileh, Badghoush, Jawa, Dir Sa’ida, Der Al-Haou, Attir, Om Aldainma, Tal, Tel Awwad, Tabkhaneh, Rjum Beer El-Qaser, Amenkhala, Om Alamad, and Al-Rabia. These sites comprise approximately 3% of all sites found in Palestine, according to Al-Thahrieh municipality and Riwaq Center.
Key development areas in tourism include:
1. Official negligence of archaeological sites.
2. Lack of funded restoration projects benefiting the old town.
Infrastructure and Public ServicesFour entrances lead the way into Al-Thahrieh and four main roads connecting the town to the
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surrounding villages of Al-Samu, Dura, Alramadin, and Shweika. The major eternal roads network measures about 30 km, most of which are in need for some maintenance. The internal roads network extends to 126 km, of which only 42 km paved. Agricultural roads amount to a total of 42 km.
Electricity services are supplied by the Southern Electricity Company covering about 97.2% of households. Although there are several water resources, about 12% of water supply is provided by the Israeli Water Company (Mokorot) and distributed through a municipal water distribution network. Most water comes from rainwater wells (36.3%), commercial water tanks (48.9%), springs (0.2%), and other sources (1.7%). The town is also challenges by shortages in water supply, unexploited springs, and water pollution.
Key development areas in infrastructure and public services include:
1. 1. Water shortages
2. 2. Insufficient electrical supply compared to actual needs.
3. 3. Partial coverage of electricity and water networks.
Environment and Public HealthBecause there is no sewerage system, wastewater is collected in cesspits that are then emptied by special tanks and finally disposed of in riverbed and open valleys. The town is also affected by wastewater flow from neighboring Palestinian communities and Israeli settlements and factories built on the town’s land. Solid waste, however, is collected by compressor trucks from special garbage containers distributed all over the town, then buried in a special landfill.
1. Key development areas in public health and environment include:
2. 1. Inflow of wastewater into the town
3. 2. The lack of sewage systems.
4. 3. Absence of solid waste management systems
5. 4. Location of livestock farms in residential areas.
Public Security and Threats to SecurityMany public institutions do take care of public safety and security in Al-Thahrieh including a branch office of the Ministry of Interior, a police station, and a civil defense center. Nevertheless, these institutions are challenged by the inadequacy of its equipment and resources especially fire-fighting and patrol vehicles.
Key areas in the area of public security include:
1. 1. Weak community involvement in promoting public safety and security.
Overall Strategic ObjectivesBased on the developmental issues identified under each field, the overall strategic objectives that contribute to addressing such areas were also identified. Moreover, another set of strategic objectives were added since they are directly linked to the achievements of all aspects of the shared developmental vision (i.e. outside the scope of current issues).
The following are the overall objectives or goals associated with the development areas and a list of those strategic goals. It should be noted that the performance indicators and their values are long-term as they span the period of the strategic development framework.
Physical Planning & Zoning, Infrastructure and Public Services
Overall Objective: “Enhance urban planning, infrastructure, and public service in the town “.to ensure the pre-requisites of a better life for citizens
IndicatorsKey Results Key Result AreaStrategic Objectives
NO
% of adherence to physical plan in real life.
A physical plan that meets the community’s development needs.
Automation of physical planning process & implementation.
Physical plan
Municpal physical planning & zonning depatment
Public facilities & land settlments
Public culture of planning & zoning
Improve the quality of physical & urban planning services
The average of number and size of annual violations to the physical plan.
Fully aware citizens who adhere to building codes and conditions in accordance with the physical plan.
A larger level of citizens’ adherence to the physical plan
CitizensEducate citizens and raise their awareness on physical planning & zoning
Percentage of Households covered by the sewerage network.
A sanitation system serving the entire population.
A health environment that meets the minimum standards of pollutions.
Waster water and sewerage system
Improve the waste water and sewerage system
Extent of full adherence to the national standards criteria for environmental protection.
Excellent results reported on field assessment of road clines and voidances of obstacles & dirt.
An effective solid waste collection & transport system.
A higher level of citizens’ commitment to maintain cleanliness.
A system for public sanitation and solid waste collection & transport
Develep a system for solid waste management & treatment system.
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IndicatorsKey Results Key Result AreaStrategic Objectives
NO
A minimum water share of 120 liter/ person/ day.
80% of household show water consumption rate within the normal range.
Water loss rate of 15% or less.
Number & size of water tanks in town.
An effective & efficient water transport & distribution system serving all community.
Citizens highly aware of rationalization of water consumption.
Effective revenue collection system.
A sufficient water reserve stored appropriately.
A water distribution and transport network
Artesian wells
Public awareness of water consumption methods
Develop water sources
5
100% prescription to prepaid system.
Level of loss in the water network is within the technically acceptable levels.
A regular preventive maintenance system
Effective, efficient & reliable electricity network.
Alternative sources of energy
Human & technical capacities of the electricity department
Electricity network
Citizens’ awareness
Develop electricity network
6
Traffic organized in all internal & eternal roads.
All internal roads are rehabilitated in accordance with the physical plan.
There are external roads connecting the city to its surroundings in all directions.
A well- developed infrastructure for internal and external road networks.
Modern traffic system.
Internal roads network
Pavements
Connective roads network
Traffic system
Agricultural roads
Develop road network
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Social Development
Overall Objective: “ensure the availability of scientific, cultural and recreational environments that allows every person to benefit, and expand their skills and knowledge base to create a loyal, well-informed and healthy citizen, who is committed to development and participation.”
IndicatorsKey ResultsKey Result AreasStrategic ObjectivesNo60% of youth take part in youth & sports activities
60% of youth take part in voluntary community activities
Youth appropriate infrastructure that helps in strengthening their abilities & participation
Enabled, aware and skilled youth
significant youth participation in planning & development
Youth &sports infrastructure
Youth institutions and/or service providers
Youth culture of participation, planning and voluntarism
Activate & promote youth facilities
1
Availability of emergency & health services 24/7.
Annual Infant mortality rate in 1000 children younger than one year old.
Percentage of health cases treated inside/outside the town.
Health facilities meeting the different needs of citizens.
Health-aware citizens.
Availability of health services
Health infrastructure
Citizens health awareness
Quality of health facilities & services
Improve health care services provide to citizens
2
Illiteracy rate of less than 1%.
School dropout rate of 0.5% or less
Minimum of 80% high school success rate
Average cultural activities / year.
Increased number of graduates of vocational, technological and agricultural specializations
Qualified school cadres
Strengthen & revive relationship between parents’ councils & schools.
More interest in culture reflected in an active cultural life in the town.
Cultural institutions
Auxiliary & continuing education programs
Educational staff
Students & Parents
Vocational, technological & agricultural specializations
Promote culture and education
3
An average class size of 25 students.
100% classified as child friendly.
All schools have science & computer labs, special use rooms, etc. according to the school level.
Advanced infrastructure for modern education
Use of modern educational methods
An attractive environment suitable for education.
Infrastructure for basic & secondary education.
Modern teaching methods (labs, special use rooms, educational aids)
Kindergartens
Improve education infrastructure
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Relationship between Strategic Goals and the Realization of Common Development VisionIndicatorsKey ResultsKey Result AreasStrategic ObjectivesNoPercentage of land in the physical plan designated for public parks.
Number of available recreational areas.
Index of Citizens’ satisfaction of recreational services available in town.
Annual average of number of recreational activities
Public parks & gardens
Active recreational institutions
Public parks & gardens
Child centres & playgrounds
Public facilities
Cultural & educational institutions.
Enhance the wellbeing of citizens, especially children
5
Very low average of number of attacks on public property
Excellent rate of youth participation in voluntary activities.
Size of annual cash and in-kind donations by citizens
Highly loyal citizens
Educational curricula prompting loyalty and belonging among school and university students
Appropriate civil behaviors
Schools & university students
Public awareness
Promote loyalty and sense of belonging among citizens
6
Reduced unemployment rate to 10% of total labor force in town.
Increase in the number of micro projects
A number of employment generation programs
University graduates
Employment generation programs
Labour office
Micro-project financing & support program
Reduce unemployment among the new graduate
7
60% of youth participate in various youth and sports activities
Adequate sports infrastructure
Effective sports institutions & facilities.
Excellent youth participation in sports activities.
Sports infrastructure
Sports institutions (e.g. sports clubs.
Youth
School & university students
Public awareness
Develop cultural and sports institutions
8
Local Economy:Overall Objective: “Promote enabling environment for economic development, encourage commercial activity and investment in tourism in order to create job opportunities and improve the citizens’ quality of life.”
Indicators Key results Key Result AreaStrategic Objectives
Reduction in the unemployment rate to less than 10%Organized markets &trade areas for all economic sectors and groupsThe average out-of-town shoppers
An enabling environment for investment.Active commercial life in townOpening bank branches in townConstruct an industrial zoneIncreased number of large commercial establishments Increase number of employees in the commercial establishments
Commercial zonesExisting commercial activities Infrastructure for investmentFresh graduates
Promote Commercial life and activities
1
Percentage of reclaimed land of total unexploited area.100% of farmers benefiting from services of agricultural societies.
Increase in the percentage of reclaimed landIncreased productivity of agricultural landsIncreased employment & expanded use of modern farming methods.
Land reclamation programs Agricultural marketing &extension Agricultural awareness workshopsWater for agricultural purposes Agricultural insurance & damage compensation
Expand the green, cultivated area
2
Number of tourists facilitiesNumber of yearly visitors for tourism purposes.
Restoration & renovation of old buildingsPublic awareness of the significance of preserving old building
An infrastructure fit for internal & external tourism Citizens fully aware of importance of tourism & old buildings
Restore archaeological sites and promote tourism
3
Decreased unemployment to less than 10% of its current rate.Number of economic establishmentsNumber of employees in all economic sectors.The %of industrial contribution to income sources.
Industrial facilitiesLand allocated for industry in the physical plan.Federation of industries and the institutions interested in industry promotion and development
Develop the industrial sector
4
Number of animal farms Size of livestock sectorNumber of veterinary clinic sNumber of working days in animal market Number of livestock societies The percentage of increase in pastures areas.
-Develop animal market Modern veterinary services (clinics, labs & medications)Improve animal breedingAwareness-raising & educational programsCreate a union for farmersDesignate specific areas for animal farming.
Farms and farmers Livestock societiesMarketing of animal products Support program Animal farming
Promote animal farming and ensure the availability of pastures.
5
2120 Strategic Development Framework For Arrabeh
Evaluation CriteriaSectors sharing the same ٭
objective
Linkage to the realization of ٭ the vision
-Degree of reliability & sus ٭ tainable development
-Consistency with public poli ٭ cies and national and sector .orientations
Contribution to strengthening ٭ the principle of partnershipbetween the three sectors
-Linkage to a pressing and es ٭ sential development thematicarea
Availability of local expertise ٭.for execution
-Number of stakeholders tak ٭ .ing part in implementation
Potential to secure budgets ٭
High probability of success in ٭addressing the problem
Strategic Development Framework )years 16(
General Strategic Objectives
Evaluation of General Strategic
Objectives
)Key Strategic Objectives (Thrusts
Community Integrated Development Plans))4 years
Evaluation of extent of achievement
Evaluation and Determination of Key Strategic Objectives
Public Safety and SecurityOverall Objective: “Ensure the safety and security of citizens, investors and visitors”
IndicatorsKey ResultsKey Result AreasStrategic ObjectivesNoYearly number of attacks on public property.yearly number of theft casesAnnual number of work accidentsAnnual cases of human rights violation
Reduction in the average rate of attack on public property.Decrease in theft casesDecrease in work-related accidents
Public awareness for risk and accidents reduction.Enforce law and orderEnforce public and vocational safety at factories, workshops and households.
Actively involve the community in safeguarding public safety and security1
“Al-Thahrieh is an economically prosperous city, healthy and environmentally safe; enjoys modern infrastructure, and provides a role model of social, sports and cultural development. Al-Thahrieh keeps pace with urban and development planning while preserving its cultural heritage”
Relationship between Key Strategic Objectives and Realization of Common Development Vision
Key Strategic Objectives (Strategic Thrusts)
Given the limited resources of Al-Thahrieh vis-à-vis the present and future development needs, it is imperative to define priorities and the key strategic objectives. For this purpose, an evaluation mechanism was devised that included a number of important criteria that were assigned specific important weights. The extent of achievement of the key strategic objective for each criterion is left to be determined by the committees that undertake such evaluation. Each evaluated criterion was given a specific percentage in order to select the key strategic objectives with the highest evaluation score in each field, as depicted in the following chart:
Healthy and Environmen-tally Safe
1. Develop solid waste man-agement and recycling system.
2. Improve health care ser-vices provided to citizens
Preserves cultural Heritage
1. Activate the role of local community in safeguard-ing public safety and security.
Keeps abreast of Urban andcultural developments
1. Educate the public on the importance of planning and zoning.
Enjoys Modern Infrastruc- ture
1. Develop water resources.
2. Develop Electricity net-work
3. Develop the Waste water and sanitation system
4. Improve the quality of physical and urban plan-ning
5. Improve road network
A model of cultural, sport & social development
1. Enhance education & culture.
2. Improve education infra-structure.
3. Encourage citizens’ loyalty & sense of belonging
4. Develop youth institutions
5. Develop cultural & sports centers
6. Improve wellbeing of citi-zens, especially children.
7. Reduce unemployment rate
Economically Prosperous
1. Encourage & promote lo-cal trade & commerce
2. Develop the industrial sector
3. Expand cultivated areas
4. Restore archeological sites and promote tour-ism
5. Promote animal farming and ensure the availability of pastures
2322 Strategic Development Framework For Arrabeh
Sectoral Investment Plans
2011-2012
Al-Thahrieh
Based on the Assessment Mechanism, Key Strategic Objectives have been identified according to the following development sectors:
Physical planning and Zoning
1. Improve the quality of physical and urban planning.
2. Ensure the availability of water supplies and increase water sources.
3. Develop the waste water system.
Social Development:
1. Develop cultural and sports center and institutions
2. Develop education infrastructure
3. Reduce unemployment rate among )university( graduates
Local Economic Development
1. Promote economic life and stimulate commercial activity
2. Encourage farming and animal husbandry and availability of pastures.
Public Safety and Security
1. Activate role of community in safeguarding public safety and security.
2524 Strategic Development Framework For Arrabeh
Inve
stm
ent P
lan
for
Plan
ning
, Zon
ing,
Infr
astr
uctu
re a
nd P
ublic
Ser
vice
s
Plan
ning
, Zon
ing,
Infr
astr
uctu
re &
Pub
lic S
ervi
ces
Dev
elop
men
t Are
a:
Impl
emen
ting
agen
cy: M
unic
ipal
ity o
f Al-T
hahe
rieh
Bud
get
(US
$)K
ey
Res
ults
Pro
ject
D
urat
ion
Pro
ject
Des
crip
tion
Pro
ject
Ti
tleD
evel
opm
ent
Initi
ativ
eK
ey S
trate
gic
Obj
ectiv
es
400,
000
Num
ber a
nd ty
pe o
f aw
aren
ess
rais
ing
broc
hure
sC
omm
unity
aw
aren
ess
of th
e im
porta
nce
of p
hysi
cal p
lann
ing
6 m
onth
sP
rodu
ce a
nd d
isse
min
ate
30,0
00
broc
hure
s an
d co
nduc
t pub
lic
awar
enes
s-ra
isin
g w
orks
hops
to
edu
cate
the
loca
l com
mun
ity
on th
e im
porta
nce
of th
eir
adhe
renc
e to
the
phys
ical
pla
n.
Con
duct
aw
aren
ess
rais
ing
cam
paig
ns
on th
e im
porta
nce
of
phys
ical
pla
n
Rai
se p
ublic
aw
aren
ess
of
the
impo
rtanc
e of
adh
eren
ce to
ph
ysic
al p
lan
Dev
elop
ur
ban
plan
ning
se
rvic
es
250,
000
Ava
ilabi
lity
of d
ate
base
Aut
omat
ion
of th
e ph
ysic
al p
lan
6 m
onth
sE
stab
lish
and
refu
rbis
h th
e m
unic
ipal
GIS
dep
artm
ent a
nd
supp
ly th
e re
quire
d eq
uipm
ent
Pre
pare
of a
GIS
se
ctio
n at
the
engi
neer
ing
and
zoni
ng
depa
rtmen
t
Inst
all a
nd a
pply
a
GIS
sys
tem
3,00
0,00
0-3
0 km
of a
spha
lted
inte
rnal
road
s -P
erce
ntag
e of
asp
halte
d ro
ads
10
mon
ths
Reh
abili
tatio
n an
d as
phal
ting
of
30 k
m o
f the
inte
rnal
road
s in
A
l-Tha
herie
h
Asp
halti
ng in
tern
al
road
s R
e-re
habi
litat
ion
of
the
road
s ne
twor
k
4,20
0,00
05
km o
f exp
ansi
on o
f the
mai
n st
reet
P
reve
ntio
n of
traf
fic a
ccid
ents
10
mon
ths
Reh
abili
tatio
n an
d ex
pans
ion
of
the
mai
n st
reet
for a
tota
l len
gth
of 5
km
Reh
abili
tatio
n of
the
mai
n st
reet
1,50
0,00
0- A
30-
km lo
ng n
ew w
ater
net
wor
k- P
rovi
sion
of w
ater
for a
larg
er
num
ber o
f pop
ulat
ion
1 ye
arIn
stal
l a n
ew 3
0-km
wat
er
netw
ork
in D
oum
a, W
adi A
li,
Enn
ab E
l-Sag
hira
, Wad
i El-
Gha
mar
i, E
d-D
air,
abd
Al-
Sha
qfan
Com
plet
ion
of th
e in
stal
latio
n of
wat
er
netw
ork
lines
Exp
and
and
deve
lop
the
exis
ting
wat
er
trans
fer a
nd
dist
ribut
ion
netw
ork
Dev
elop
w
ater
re
sour
ces
and
incr
ease
th
e qu
antit
ies
500,
000
-Exp
ansi
on o
f the
wat
er n
etw
ork
- Red
uctio
n in
wat
er lo
ss
-Ava
ilabi
lity
of w
ater
ser
vice
s
10
mon
ths
Ren
ew th
e ol
d ne
twor
k an
d re
plac
e 10
km
of t
he o
ld n
etw
ork
with
wat
er p
ipe
(20,
25,
30
cm in
ra
dius
)
Reh
abili
tatio
n of
the
exis
ting
wat
er n
etw
ork
3,00
0,00
035
km
of w
aste
wat
er n
etw
ork
inst
alle
d D
ecre
ase
pollu
tion
2 ye
ars
Est
ablis
h a
sew
erag
e ne
twor
k fo
r the
dis
posa
l of w
aste
wat
er
with
a le
ngth
of 3
5 km
and
inst
all
plas
tic c
arrie
r pip
es (2
0, 2
5, 3
0 cm
in ra
dius
)
Est
ablis
hmen
t of a
w
aste
wat
er n
etw
ork
Impr
ove
the
exis
ting
sew
erag
e ne
twor
k
Dev
elop
th
e ex
istin
g se
wer
age
netw
ork
Inve
stm
ent P
lan
For
Soci
al D
evel
opm
ent
Dev
elop
men
t Are
a: S
ocia
l Dev
elop
men
t Im
plem
entin
g A
genc
y : A
l-Tha
hrie
h M
unic
ipal
ity
Bud
get
(US
$)K
ey
Res
ults
Pro
ject
D
urat
ion
Pro
ject
Des
crip
tion
Pro
ject
Title
Dev
elop
men
t
Initi
ativ
e
Key
Stra
tegi
c
Obj
ectiv
es
4,00
0,00
0
-New
sch
ools
eac
h w
ith a
n ar
ea o
f 2,0
00 m
2
- Num
ber o
f stu
dent
s pe
r cl
assr
oom
2 ye
ars
Cons
truc
t 4 n
ew s
choo
ls )e
ach
with
an
area
of 2
,000
m²)
with
a
tota
l abs
orpt
ive
capa
city
of
3,00
0 st
uden
ts (i
.e. a
vera
ge o
f 25
stu
dent
s/ c
lass
room
). Th
ree
of th
ese
scho
ols
will
repl
ace
the
curr
ent 5
0 cl
assr
oom
s w
hile
the
four
th in
tend
s to
abs
orb
the
annu
al
incr
ease
in th
e nu
mbe
r of s
tude
nts.
Cons
truc
tion
of 4
ne
w s
choo
lsEx
pans
ion
and
bett
er
geog
raph
ical
dis
trib
ution
of
sch
ools
Dev
elop
the
infr
astr
uctu
re
for
Educ
ation
480,
000
-Add
ition
al fl
oors
on
Kha
wla
an
d A
l-Kha
nsaa
’ sch
ools
ea
ch w
ith a
tota
l are
a of
1,
000
m²
- Inc
reas
ed n
umbe
r of
cl
assr
oom
s by
10
new
room
s)
- Ave
rage
num
ber
of s
tude
nts
per
clas
s ro
om
1 ye
arC
onst
ruct
add
ition
al fl
oors
for
Kha
wla
and
Al-K
hans
aa’ g
irls’
sc
hool
s, e
ach
for a
tota
l an
area
of
1,0
00 m
². E
ach
scho
ol w
ill b
e pr
ovid
ed w
ith 1
0 ne
w c
lass
room
s
Expa
nsio
n of
ex
istin
g sc
hool
s D
evel
op a
uxili
ary
educ
ation
al fa
ciliti
es
at s
choo
ls )e
.g. s
cien
ce
and
com
pute
r la
bs,
play
grou
nds,
etc
.)
250,
000
-Kin
derg
arte
ns, e
ach
with
an
area
of 2
00 m
².
- Pro
visi
on o
f chi
ldre
n’s
daily
ca
re s
ervi
ces
1 ye
ar
Cons
truc
t thr
ee 2
00 m
² mod
el
kind
erga
rten
s, e
ach
of w
hich
will
ac
com
mod
ate
xxxx
chi
ldre
n, w
hich
w
ill a
lso
be p
rovi
ded
with
pla
y an
d re
crea
tiona
l are
as a
s ne
eded
.
Con
stru
ctio
n of
3 n
ew
kind
erga
rtens
.
2726 Strategic Development Framework For Arrabeh
Community IntegratedDevelopment Plan
2014 - 2011
Al-Thahrieh
2928 Strategic Development Framework For Arrabeh
Dev
elop
men
t Th
eme
Key
Stra
tegi
c O
bjec
tive
Inte
rven
tion
Area
Key
Res
ults
Indi
cato
rsC
urre
nt
Valu
eTa
rget
Va
lue
Sour
ce o
f In
form
atio
nM
eans
of
Verifi
catio
nD
evel
opm
ent
Initi
ativ
esPlanning,, Zoning, Infrastructure and Public Services
Impr
ove
the
qual
ity o
f ph
ysic
al &
ur
ban
plan
ning
se
rvic
es
- Phy
sica
l pla
n
Mun
icpa
l ph
ysic
al
plan
ning
&
zonn
ing
depa
tmen
t
Publ
ic fa
cilit
ies
& la
nd
settl
men
ts
Publ
ic c
ultu
re
tow
ards
pl
anni
ng &
zo
ning
and
pr
otec
tion
of
publ
ic p
rope
rty
A ph
ysic
al p
lan
that
mee
ts th
e co
mm
unity
’s de
velo
pmen
t ne
eds.
Auto
mat
ion
of p
hysi
cal
plan
ning
pr
oces
s &
impl
emen
tatio
n.
Asph
alte
d ro
ads
for a
ll re
side
ntia
l ar
eas
Phys
ical
pla
n ar
ea
(in d
unum
s)15
,198
20,0
00Al
-Tha
hrie
h
Mun
icip
ality
Ph
ysic
al p
lan
-Rai
se p
ublic
aw
aren
ess
on
the
impo
rtanc
e of
im
plem
entin
g th
e ph
ysic
al p
lan
- Exp
and
the
area
co
vere
d by
the
curre
nt p
hysi
cal p
lan
- Ins
talla
tion
and
use
of G
IS s
yste
m
- Enf
orce
com
plia
nce
to th
e C
onst
ruct
ion
and
Zoni
ng C
ode
- Enc
oura
ge c
itize
ns
to o
btai
n lic
ense
s an
d fa
cilit
ate
the
rele
vant
mun
icip
al
proc
edur
es
- Reh
abilit
ate
the
inte
rnal
road
ne
twor
k.
Exis
ting
built
up
area
G
reat
er
than
cu
rrent
ph
ysic
al
plan
are
a
With
in th
e up
date
d ph
ysic
al
plan
are
a
Al-T
hahr
ieh
M
unic
ipal
ityM
unic
ipal
ity
Lice
nses
regi
stry
Area
of l
and
allo
cate
d fo
r pu
blic
bui
ldin
gs (i
n du
num
s)
218
270
Hig
her
Plan
ning
C
ounc
il
Appr
oval
by
the
Min
istry
of L
ocal
G
over
nmen
t
Publ
ic p
arks
are
a (d
unum
s)21
30Al
-Tha
hrie
h
Mun
icip
ality
Mun
icip
al re
ports
Auto
mat
ed
mun
icip
al s
yste
mN
one
In u
seAl
-Tha
hrie
h
Mun
icip
ality
Mun
icip
al re
ports
Area
of l
and
allo
cate
d fo
r tra
nspo
rtatio
n (in
du
num
s)
1.5
5Al
-Tha
hrie
h
Mun
icip
ality
Phys
ical
pla
n re
ports
Perc
enta
ge o
f as
phal
ted
rods
out
of
the
tota
ls ro
ds
38%
65%
Al-T
hahr
ieh
M
unic
ipal
ityPh
ysic
al p
lan
repo
rts
Leng
ths
of
asph
alte
d ro
ads
(in k
m)
4265
Al-T
hahr
ieh
M
unic
ipal
ityPh
ysic
al p
lan
repo
rts
Dev
elop
wat
er
reso
urce
s an
d in
crea
se o
f qu
antit
y
- Wat
er
trans
fer &
di
strib
utio
n ne
twor
k
- arte
sian
w
ells
-Citi
zens
’ cu
lture
of
wat
er
cons
umpt
ion
- An
effe
ctiv
e an
d ef
ficie
nt
wat
er tr
ansf
er
& di
strib
utio
n sy
stem
ser
ving
al
l com
mun
ity.
- Citi
zens
hi
ghly
aw
are
of
ratio
naliz
atio
n of
wat
er
cons
umpt
ion.
- An
effe
ctiv
e fe
e co
llect
ion
syst
em.
- A s
uffic
ient
w
ater
rese
rve
stor
ed
appr
opria
tely.
- Siz
e of
wat
er
tank
s
Perc
enta
ge
of h
ouse
hold
co
vere
d by
wat
er
netw
orks
&
dist
ribut
ions
line
s
35%
80%
Al-T
hahr
ieh
M
unic
ipal
ityW
ater
Dep
artm
ent
repo
rts- P
erio
dica
l pr
even
tive
mai
nten
ance
&
rest
orat
ion
of th
e w
ater
net
wor
k.
- Exp
and
& de
velo
p th
e ex
istin
g w
ater
tra
nsfe
r & d
istri
butio
n ne
twor
k
- Red
uce
wat
er lo
ss
in th
e ne
twor
ks
- Est
ablis
h ne
w w
ells
- Inc
reas
e w
ater
su
pply
& s
tora
ge
by in
crea
sing
the
num
ber a
nd c
apac
ity
of m
ain
wat
er ta
nks
- Inc
reas
e th
e qu
antit
y of
wat
er
supp
lied
to th
e to
wn
from
the
curre
nt
sour
ce
- Rat
iona
lize
wat
er
cons
umpt
ion
Num
ber o
f mai
n w
ater
tank
s 1
2Al
-Tha
hrie
h
Mun
icip
ality
Plan
ning
D
epar
tmen
t re
ports
Size
of m
ain
wat
er
tank
s XX
XXAl
-Tha
hrie
h
Mun
icip
ality
Plan
ning
D
epar
tmen
t re
ports
Num
ber o
f wat
er
pres
crip
tions
1,50
03,
900
Al-T
hahr
ieh
Mun
icip
ality
Wat
er D
epar
tmen
t re
ports
Num
ber o
f do
mes
tic w
ells
1,72
02,
000
Al-T
hahr
ieh
Mun
icip
ality
Engi
neer
ing
Dep
artm
ent
repo
rtsAl
loca
tion
of w
ater
su
pply
pum
ped
per d
ay (q
uant
ity
in m
3)
1,00
04,
000
Al-T
hahr
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Mun
icip
ality
& W
ater
Au
thor
ity
Wat
er A
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repo
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Aver
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daily
wat
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cons
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per
pers
on (i
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1610
0Al
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unic
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ater
Aut
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Dev
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was
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Phys
ical
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- Red
uctio
n of
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llutio
n
Leng
th o
f the
se
wer
age
netw
ork
(in k
m)
020
Al-T
hahr
ieh
Mun
icip
ality
XXIm
prov
e th
e ex
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aste
wat
er n
etw
ork
Perc
enta
ge o
f po
pula
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ed
by th
e ne
twor
k
040
%Al
-Tha
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unic
ipal
ityXX
3130 Strategic Development Framework For Arrabeh
Social DevelopmentD
evel
op
cultu
ral
and
spor
ts
inst
itutio
ns
-Infra
stru
ctur
e fo
r spo
rts
sect
or
-Spo
rts
inst
itutio
ns
(e.g
. You
th
club
s)
-You
th
-Uni
vers
ity
and
scho
ol
stud
ents
-pub
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cultu
re a
nd
awar
enes
s
-Spo
rts-
appr
opria
te
Infra
stru
ctur
e
- Effe
ctiv
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orts
in
stitu
tions
- Exc
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pa
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sp
orts
act
iviti
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Num
ber o
f spo
rts
club
s2
4M
inis
try o
f Yo
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& Sp
orts
Min
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repo
rts-E
stab
lish
appr
opria
te s
ports
fa
cilit
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-Dev
elop
exi
stin
g in
stitu
tions
&
impr
ove
thei
r qu
aliti
es
-loca
te in
com
e so
urce
s an
d fu
ndin
g op
portu
nitie
s fo
r sp
orts
inst
itutio
ns
-Tra
in a
nd p
repa
re
qual
ified
cad
res
for
inst
itutio
ns
Annu
l sum
mer
ca
mps
3
8M
inis
try o
f Yo
uth
& Sp
orts
Min
istry
repo
rts
Num
ber o
f cu
ltura
l cen
ters
&
inst
itutio
ns
26
Al-T
hahr
ieh
Mun
icip
ality
Mun
icip
al re
ports
Reg
ular
eve
nts
& ac
tiviti
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5Al
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unic
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unic
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and
C
ham
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re
ports
Reg
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ele
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me
inst
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l in
stitu
tions
Al-T
hahr
ieh
Mun
icip
ality
Mun
icip
ality
re
ports
Dev
elop
the
infra
stru
ctur
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edu
catio
n se
ctor
-Infra
stru
ctur
e fo
r prim
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and
seco
ndar
y ed
ucat
ion
-Mod
ern
educ
atio
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etho
ds (l
abs,
sp
ecia
lized
ro
oms,
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ucat
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ols)
-Kin
derg
arte
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for m
oder
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ucat
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- U
se o
f mod
ern
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activ
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Num
ber o
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hool
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2330
Min
istry
of
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Mun
icip
ality
Dire
ctor
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of
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ports
-Exp
and
and
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hool
s ge
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phic
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- Est
ablis
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voca
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ool
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litie
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sch
ools
suc
h as
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ence
&
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pute
r lab
s an
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Num
ber o
f ki
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1020
Min
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Mun
icip
ality
Dire
ctor
ate
of
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atio
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ports
Num
ber o
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ache
rs
500
652
Min
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of
Educ
atio
n,
Mun
icip
ality
Dire
ctor
ate
of
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ports
Num
ber o
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s at
sc
hool
s4
20M
inis
try o
f Ed
ucat
ion,
M
unic
ipal
ity
Dire
ctor
ate
of
Educ
atio
n re
ports
Voca
tiona
l sch
ools
01
Min
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of
Educ
atio
n,
Mun
icip
ality
Dire
ctor
ate
of
Educ
atio
n re
ports
Dec
reas
e un
empl
oym
ent
rate
s am
ong
grad
uate
s
-Uni
vers
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’ gr
adua
tes
-Aid
s an
d em
ploy
men
t pr
ogra
ms
-Lab
or o
ffice
-Sm
all
proj
ects
’ su
ppor
t and
fin
anci
ng
prog
ram
s
-Incr
ease
in
num
ber o
f sm
all
proj
ects
-Cre
ate
a gr
oup
of e
mpl
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gene
ratio
n pr
ogra
ms
Num
ber o
f ann
ual
grad
uate
s70
130
Al-T
hahr
ieh
Mun
icip
ality
Mun
icip
al re
ports
Enco
urag
e cr
eatio
n of
pro
duct
ive
proj
ects
Prov
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busi
ness
lo
ans
and
cred
its
Esta
blis
h co
oper
ativ
e an
d ch
arita
ble
soci
etie
s
Prov
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loan
s w
ith
easi
er te
rms
for
smal
l ent
erpr
ises
Avai
labl
e an
nual
jo
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canc
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2060
Diff
eren
t in
stitu
tions
Mun
icip
al re
ports
Perc
enta
ge o
f un
empl
oym
ent
amon
g gr
adua
tes
65%
25%
Al-T
hahr
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Mun
icip
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Une
mpl
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repo
rts
Trai
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fo
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duat
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05
Vario
us
inst
itutio
nsIn
stitu
tions
’ re
ports
Num
ber o
f pr
oduc
tive
proj
ects
515
Mun
icip
ality
, C
ham
ber o
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erce
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inis
try o
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Cen
tral B
urea
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St
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repo
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Une
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ms
17
Al-T
hahr
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Mun
icip
ality
Mun
icip
al re
ports
Exis
tenc
e of
fina
ncin
g in
stitu
tions
04
Al-T
hahr
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Mun
icip
ality
Mon
itory
Aut
horit
y re
ports
Local Economic Development
Rev
ive
com
mer
cial
life
Com
mer
cial
ar
eas
Exis
ting
com
mer
cial
en
terp
rises
Infra
stru
ctur
e fo
r inv
estm
ent
Fres
h gr
adua
tes
-An
enab
ling
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ronm
ent f
or
inve
stm
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-Rev
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the
com
mer
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life
in
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tow
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n ba
nk
bran
ches
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ld a
n in
dust
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one
Func
tioni
ng s
tore
s &
com
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cial
es
tabl
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ent
531
750
Mun
icip
ality
, C
ham
ber o
f C
omm
erce
Annu
al re
ports
-P
rovi
de p
ublic
se
rvic
es to
ne
ighb
orho
ods
such
as
park
ing
lots
& m
oder
n tra
nspo
rtatio
n ne
twor
k
Dev
elop
and
im
prov
e m
arke
t’s
infra
stru
ctur
e.
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duct
a
prom
otio
nal m
edia
ca
mpa
ign
t
3332 Strategic Development Framework For Arrabeh
Incr
ease
the
num
ber o
f la
rge
econ
omic
es
tabl
ishm
ents
Incr
ease
the
perc
enta
ge
of w
orke
rs a
t th
e ec
onom
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blis
hmen
t in
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tow
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evel
op
anim
als’
mar
ket
Mod
ern
vete
rinar
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rvic
es (c
linic
s,
labs
, med
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Impr
ove
lives
tock
br
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ng
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s &
edu
catio
n pr
ogra
ms
Esta
blis
hmen
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rmer
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Allo
cate
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for
farm
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Num
ber o
f w
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esto
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ket (
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23
Mun
icip
ality
/ D
irect
orat
e of
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icip
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ports
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labs
, m
edic
ines
)
-Impr
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lives
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duct
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aren
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and
educ
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nal
prog
ram
s
-Est
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h a
unio
n fo
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rmer
s
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cate
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cific
ar
eas
for t
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Num
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com
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rpos
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3,00
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Mun
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Mun
icip
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ports
Num
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Al-T
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M
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Al-T
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M
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Pay
spec
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th
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husb
andr
y an
d en
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pa
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ms
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soci
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Num
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23
Mun
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Mun
icip
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ports
Num
ber o
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vest
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s
23
Dire
ctor
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of A
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e of
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ricul
ture
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ports
Qua
lity
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Dep
artm
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Wea
kVe
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Dire
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ports
Num
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terin
ary
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36
Dire
ctor
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gric
ultu
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ports
Avai
labi
lity
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fa
mer
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ion
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Use
Mun
icip
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ports
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reau
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s47
960
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Dire
ctor
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re
ports
Security and Public Safety
Stre
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com
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sa
fegu
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publ
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afet
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curit
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Com
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awar
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s of
risk
m
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tion&
re
duct
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of
acci
dent
s
Enfo
rce
law
an
d or
der
Enfo
rce
appl
icat
ion
of
publ
ic s
afet
y pr
oced
ures
at
fact
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s, a
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hous
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Dec
reas
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atta
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on p
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pr
oper
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Red
uced
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mbe
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Red
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nu
mbe
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late
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Perc
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hool
dro
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2%0.
5%D
irect
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Edu
catio
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irect
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ucat
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repo
rts-H
old
rele
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min
ars
and
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cal r
econ
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co
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Num
ber o
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and
fire
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vehi
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35
Dire
ctor
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of C
ivil
Def
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&
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ent
Rep
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Civ
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efen
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R
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resc
ent
Soci
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Num
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ned
by th
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ivil
Def
ence
& R
ed
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scen
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100
300
Dire
ctor
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of C
ivil
Def
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an
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ed
Cre
scen
t
Civ
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efen
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Cre
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t re
ports
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pu
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pro
perty
Mod
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ight
Mun
icip
ality
an
d Po
lice
Polic
e re
ports
Rol
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com
mun
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figur
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volv
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in tr
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re
conc
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confl
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esol
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Goo
dEx
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unic
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and
Polic
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repo
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Publ
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afet
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com
mer
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es
tabl
ishm
ents
Wea
kVe
ry g
ood
Min
istry
of
Labo
urC
ivil
Def
ence
re
ports
3534 Strategic Development Framework For Arrabeh
3736 Strategic Development Framework For Arrabeh
3938 Strategic Development Framework For Arrabeh
40 Strategic Development Framework For Arrabeh