jordan cities implementing transparent, innovative, and

USAID CITIES, SECOND QUARTERLY REPORT (JANUARY 1, 2020 – MARCH 31, 2020) FY 2020 (YEAR 4) 1

Jordan Cities Implementing Transparent, Innovative, and

Effective Solutions (CITIES) Project

Year 4 Annual Report

FY 2020: October 1, 2019 to September 30, 2020

Submission Date: October 15, 2020

Contract No.: AID-OAA-I-14-00062

Activity Start Date and End Date: September 25, 2016 to September 24, 2021

Contract Officer Representative: Maha Abu Emier

Submitted by: David Anderson, Chief of Party, Chemonics International Inc.

This document was produced for review and approval by the United States Agency for International

Development/Jordan (USAID/Jordan).

USAID CITIES, ANNUAL REPORT FY 2020/YEAR 4 (OCTOBER 1, 2019 – SEPTEMBER 30, 2020) 2

The authors’ views expressed in this publication do not necessarily reflect the views of the United States

Agency for International Development or the United States Government.

Cover photo: Children playing at Al-Ghweir Public Park, one of three parks in Karak Municipality equipped with

playground equipment through USAID CITIES Project in-kind grants. The park is one of 13 public parks and five

sports fields that are being equipped by the project across the Kingdom. Photo by: USAID CITIES Project


Contents

Acronyms and Abbreviations ......................................................................... 4

ACTIVITY OVERVIEW ............................................................................... 5

EXECUTIVE SUMMARY ............................................................................ 6

KEY ACHIEVEMENTS ................................................................................ 9

THE USAID CITIES PROJECT AND MOLA DELIVER RAPID RESPONSE TO

MUNICIPALITIES IMPACTED BY COVID-19 ............................................................................................................... 9 IMPROVED SERVICE DELIVERY ................................................................................................................................ 10 IMPROVED INTERNAL MANAGEMENT ..................................................................................................................... 16 COMMUNITY ENGAGEMENT AND COHESION ........................................................................................................ 23

CROSSCUTTING ACTIVITIES ................................................................. 27

MUNICIPAL INVESTMENT AND RECOVERY ............................................................................................................. 27 GENDER EQUITY AND SOCIAL INCLUSION ............................................................................................................. 29 TRAINING AND CAPACITY BUILDING ....................................................................................................................... 32 GRANTS ................................................................................................................................................................ 33 MONITORING, EVALUATION AND LEARNING ......................................................................................................... 35 COLLABORATION AND KNOWLEDGE SHARING ..................................................................................................... 40 COMMUNICATIONS AND OUTREACH ....................................................................................................................... 42

KEY ACTIVITIES FOR NEXT QUARTER ............................................... 45

CHALLENGES AND LESSONS LEARNED in Year 4............................. 48

ANNEXES .................................................................................................... 53

ANNEX 1: MAP OF KEY INITIATIVES, CUMULATIVE YEAR 4/FY 2020 ................................................................... 53 ANNEX 2: NEWS ARTICLES, YEAR 4 QUARTER 4...................................................................................................... 54 ANNEX 3: FACEBOOK POSTS, YEAR 4 QUARTER 4 ................................................................................................. 57 ANNEX 4: EXAMPLES OF SOCIAL MEDIA POSTINGS FROM

MUNICIPALITIES, YEAR 4 QUARTER 4 ...................................................................................................................... 62 ANNEX 5: INDICATOR TRACKING TABLE, YEAR 4................................................................................................... 71 ANNEX 6: YEAR 4 ACTIVITY IMPLEMENTATION STATUS AS OF SEPTEMBER

30, 2020 ................................................................................................................................................................ 84 ANNEX 7: GEOGRAPHIC DATA REPORTING, YEAR 4 ............................................................................................. 94


ACRONYMS AND ABBREVIATIONS

AMELP Activity, Monitoring, Evaluation, and Learning Plan

CITIES Cities Implementing Transparent, Innovative, and Effective Solutions

COR Contract Officer Representative

COVID-19 Coronavirus disease 2019

CVDB Cities and Villages Development Bank

FMIS Financial Management Information System

FY Fiscal year

GCOD Governorate Community Outreach Department

GESI Gender equity and social inclusion

GIS Geographic Information System

GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH

GLDD Governorate Local Development Directorate

JMSP Jordan Municipal Support Project

KACE King Abdullah II Center for Excellence

MCOD Municipal Community Outreach Division

MCOG Municipal Community Outreach Group

MELA Monitoring, Evaluation, and Learning Activity Project (USAID)

MEL Monitoring, evaluation, and learning

MLDU Municipal Local Development Unit

MODEE Ministry of Digital Economy and Entrepreneurship

MOI Ministry of Interior

MOLA Ministry of Local Administration

MOPIC Ministry of Planning and International Cooperation

MOPPA Ministry of Political and Parliamentary Affairs

MOU Memorandum of understanding

NEP Non-Expendable (list of items)

PPE Personal protective equipment

Q1 First quarter (of Year 4/FY 2020)

Q2 Second quarter (of Year 4/FY 2020)

Q3 Third quarter (of Year 4/FY 2020)

Q4 Fourth quarter (of Year 4/FY 2020)

RFP Request for proposals

RFQ Request for quotations

USAID United States Agency for International Development


ACTIVITY OVERVIEW

In September 2016, the United States Agency for International Development (USAID) launched

the USAID Cities Implementing Transparent, Innovative and Effective Solutions (CITIES) Project.

The project is a five-year program to increase the effectiveness of municipal governance and

support local administration in Jordan. It is accomplishing

reforms through an integrated approach of: implementing

innovative and sustainable solutions to improve service

delivery; increasing the sustainability of current municipal

operations and local administration; enhancing engagement

between community members and the government;

fostering community cohesion; and promoting local

economic development. The project is organized around

three themes: Improved Service Delivery; Improved Internal

Management; and Community Engagement and Cohesion.

In addition, the project has two crosscutting technical

themes – Municipal Investments and Recovery;1 and Gender

Equity and Social Inclusion (GESI) – in addition to other

crosscutting efforts for: training and capacity building;

grants; monitoring, evaluation and learning (MEL); and

communications and outreach.

To achieve sustainable results and impact, the USAID CITIES Project closely coordinates its

activities with a broad range of Jordanian stakeholders and beneficiaries at central, governorate,

municipal and community levels, as well as with USAID, implementing partners, and other donors

supporting municipal governance and local administration in Jordan. The project follows a

horizontal, one-team approach to foster collaboration, knowledge sharing, and learning across all

project themes and crosscutting activities.

The project’s key stakeholders are the Ministry of Local Administration (MOLA), Ministry of

Interior (MOI), Ministry of Planning and International Cooperation (MOPIC), Ministry of Political

and Parliamentary Affairs (MOPPA), Governorate Local Development Directorates (GLDDs),

Municipal Local Development Units (MLDUs), municipalities, local councils, and communities.

The project focuses on 33 primary partner municipalities2 across 12 governorates. However, for

some activities, the project supports more municipalities, namely mapping municipalities with

street names and building numbers in 100 municipalities (i.e., all except Greater Amman) and

drafting local development plans in 73 municipalities.

The Law on Decentralization and Law on Municipalities in 2015 demonstrated the Kingdom of

Jordan’s increased focus on integrating municipalities into the governance framework to increase 1 This includes activities referred to in earlier quarters as “jobs creation.” In response to the coronavirus pandemic, the

project was asked by MOLA to focus on recovery more than just jobs creation.

2 The selection of municipalities was determined in accordance with criteria established and agreed upon with the

Government of Jordan and USAID. The project follows the classification of municipalities by population size as stated

in the Law on Municipalities of 2015: Category A (more than 100,000 people); Category B (between 15,000 to 100,000

people); and Category C (municipalities not listed in the first and second category).

USAID CITIES PROJECT DEVELOPMENT HYPOTHESIS

If sub-national government operations are strengthened by improving the quality of, and the coordination, between systems for service delivery, financial management, human resources management, community dialogue, and development planning, then sub-national governments will be better able to respond to community needs. Because more capable sub-national governments will be better able to serve their communities.


democratic accountability and improve services to Jordan’s communities. In early 2020, the

government began reviewing the new draft Law on Local Administration. Once approved, the new

draft law will replace both of the 2015 laws and strengthen coordination among MOLA, MOI,

governorates, and municipalities, support the transition to local administration, and help

municipalities to become more resilient and responsive to local needs.

EXECUTIVE SUMMARY

During Year 4, the USAID CITIES Project continued to leverage successes to extend its influence

beyond the 33 partner municipalities that were selected in Year 1, as well to improve coordination

among MOLA, other ministries, governorates and municipalities. The project also continued to

tailor its support to priority activities defined by MOLA and MOI in respect to the governorates

and municipalities. The project’s direct technical assistance informed effective approaches to

municipal governance at the local level, as well as policy and decision-making that impact the future

direction of local administration at the ministry level. For instance, with the project’s assistance

MOLA finalized its 2021-2024 Strategic Plan, which enhances MOLA’s function as the umbrella

for local administration for both municipalities and governorate councils. Support through in-kind

grants supported tangible needs that were prioritized by each of the 33 partner municipalities, and

delivery was concluded in 16 of the municipalities. In response to MOLA’s urgent needs to respond

to the coronavirus disease 2019 (COVID-19) pandemic, the project conducted a rapid assessment

and procurement of personal protection equipment (PPE) and supplies for distribution to hot spots

in 85 municipalities, 24 of which are USAID CITIES partner municipalities.

In line with USAID and Government of Jordan directives in response to the COVID-19 pandemic,

during the second through fourth quarters of Year 4 the project enforced new regulations on health

safety, social distancing, and cleanliness in the work environment and at all events.3 The project

also continued to document learning from the experiences of MOLA and municipalities, including

observations on services to marginalized groups, to plan future technical assistance to improve

responses and continuity of operations during crises (e.g., through improved delegation of

responsibilities), government coordination (including governorates and joint services councils), and

implementation of information technology such as through teleworking, communications, and

automated transactions.

3 On March 17, in an effort to curb the spread of COVID-19 in the country, the Government of Jordan announced

measures to implement a nationwide lockdown (excluding health and other vital sectors). All of the project’s events

and meetings were postponed until further notice and the project’s staff were directed to telework. MOLA remained

closed except for senior staff members, with whom the project coordinated. Restrictions were progressively eased

during April, and, on May 10, approximately 50 percent of project staff safely transitioned from telework back to work

in the office.


In Year 4, the project met its target of completing 10

governorate-level strategic development plans, and

drafts of 70 out of 73 local development plans. This

technical assistance has increased the planning

capacity of governorates and municipalities and

provided them a solid basis to identify budgetary needs.

Other activities carried out in Year 4 to enhance

municipal services included: development of maps for

40 (or 53 cumulative) municipalities; installation of

street naming and building numbering in five

municipalities;4 completion of solid waste management

improvement plans in 27 municipalities; training on

municipal vehicle fleet maintenance in nine (or 20

cumulative) municipalities; and the installation of 155

parks and sport fields. As municipalities enhance

municipal service delivery, the level of satisfaction

with municipal services increases, community coordination improves, and opportunities for local

economic development increase.

Capitalizing on assessments completed in Years 2 and 3, the project submitted to USAID and

MOLA a “Comprehensive Financial Review for Partner Municipalities” summarizing the project’s

impact on improved financial management through the implementation of MOLA’s financial

management information system (FMIS). A comparison between pre- and post-diagnostic scoring

of all 33 partner municipalities showed improvements in the municipal financial management of:

the accounting cycle; fixed assets management; financial reporting and controls; and operations of

financial affairs departments. Complementary to these efforts, the project began planning the

development of an automated fixed assets management database. The project also finalized the

“Comparative Human Resources Analysis for Partner Municipalities,” marking the first time that

statistical data on gender distribution, education/professional qualifications, age range, size of

municipality, and other comparative human resources data are available to MOLA and

municipalities for measuring performance and strategic planning. On December 10, 2019, MOLA

issued a letter confirming the adoption of multi-year budgeting and of standard municipal

organizational charts developed with the project’s support in earlier years. Other activities carried

out in Year 4 to improve internal management in all municipalities included: adoption of new

organizational charts to be adopted by municipalities; development of a new organizational chart

for MOLA; initiation of work on a new automated municipal fixed assets management database;

and initiation of a grant for development of a new municipal excellence award. Through these

efforts, the USAID CITIES Project is improving municipal human resources and financial

management while promoting the adoption of institutional reforms to enhance transparency,

accountability, and public service.

4 By the end of Year 4, installation of street signs and building numbers was fully completed in two municipalities.

Work remains to be completed in outlying areas of three municipalities. Four additional municipalities will be added

in Year 5.

5 Includes the recreational facility installed as part of the Zaha Adolescent Center.

"The ongoing technical and material support that

the local administration sector has been receiving

through USAID CITIES has had outstanding

achievements tackling several areas in the sector,

including: local development planning; solid waste

management; institutional development; financial

management; human resources management;

automation; street naming and building

numbering; community engagement and cohesion;

and municipal services development. Also, helping

MOLA and CVDB in preparing their annual reports

and strategic plan as well as supporting local

economic development."

Eng. Waleed Al Masri

Minister of Local Administration, MOLA

July 27, 2020


The project continued working closely with MOLA, partner municipalities, and local communities

to institutionalize inclusive communications mechanisms to help address gaps in

municipal/community engagement. Throughout Year 4, the project observed strong engagement

between MOLA, partner municipalities, and communities, including with women, youth, and other

marginalized groups. All 33 municipalities used social media to raise public awareness and

communicate alerts, including on municipal responses to the COVID-19 pandemic, street naming

and building numbering, and cleanliness, among others. Other activities carried out in Year 4 to

enhance municipalities’ engagement with their local communities and promote cohesion were:

strengthening implementation of street naming and building numbering; closing a grant targeting

municipal/youth engagement and gathering lessons learned from municipal/youth committees;

initiating a grant in cooperation with three pilot municipalities to address the challenge of stray

dogs; training and technical assistance to 33 municipal support teams to address issues affecting

local communities; experience-sharing meetings among municipal support teams; “Municipal Day”

events to disseminate information of local achievements; and documenting lessons learned from

local responses to the COVID-19 pandemic.

In close collaboration with MOLA, and to support the government’s priority of improving

conditions for local economic growth through investments and recovery, during Year 4, USAID

approved 15 projects that are: feasible within the project’s implementation timeframe; achievable

with local capacities; attractive to potential local, private sector investors, and sustainable. Through

investment of local resources and in collaboration with other donors, these projects could support

investments, economic recovery, and jobs.

Project coordination with MOLA, municipalities, MOI, and governorates continued to support the

transition to local administration and to be responsive to all community groups, including women,

youth, poor, elderly, and persons with disabilities. In Year 4, the project reviewed the

implementation of the 2019-2020 community outreach plans with the 12 governorates under MOI,

and trained and mentored executive councils and governorate local development directorates

(GLDDs) on how to mainstream gender equity and social inclusion (GESI) in governorate strategic

and development plans. At the local level, the project trained and mentored municipalities through

GESI awareness sessions and reviews of local development plans and a master plan to ensure GESI

principles are applied.

To enhance training and capacity building, in Year 4, MOLA approved a single, unified process

created in cooperation with the project to streamline the ministry’s development of policies and

procedures; and policies and procedures to institutionalize MOLA’s training function. And the

project finalized the review of all training materials from Years 1 through 4 for transfer to MOLA.

Due to COVID-19, some events were downsized to limit the number of participants, revised for

implementation online, or substituted with direct technical assistance instead of a formal training

program. Despite the pandemic, the challenges were not insurmountable. Implementation remained

largely on schedule, and the project is well-positioned to achieve its end-of-project performance

targets. A Map of Key Initiatives in Year 4 is provided at Annex 1.


USAID approved the project’s new results framework on March 4, 2020; a revised Activity,

Monitoring, Evaluation, and Learning Plan (AMELP) on April 19, 2020; and the Year 5 Work Plan

on September 30, 2020.

Section 3 of this quarterly report describes key achievements and progress against technical

activities defined in the approved Year 4 Work Plan. Section 4 assesses progress in the project’s

crosscutting areas, including: municipal investment and recovery; gender equity and social

inclusion (GESI); training and capacity building; grants; monitoring, evaluation and learning

(MEL); collaboration and knowledge sharing; and communications and outreach. Section 5 lists

key activities expected to be completed in the next quarter (i.e., the first quarter of Year 5). And

Section 6 describes this quarter’s Challenges and Lessons Learned. Annexes include the project’s

MEL report and key communications information from the quarter.

To minimize duplication, this report combines two of the project’s reporting deliverables to

USAID: the Year 4 Annual Report (for the period of October 1, 2019 to September 30, 2020); and

the Quarter 4 (Q4) Report (for the period of July 1, 2020 to September 30, 2020). The gray-shaded

areas highlight achievements pertaining to the fourth quarter of Year 4 specifically.

KEY ACHIEVEMENTS

THE USAID CITIES PROJECT AND MOLA DELIVER RAPID RESPONSE TO

MUNICIPALITIES IMPACTED BY COVID-19

In the second quarter of Year 4, in an effort to curb

the spread of the coronavirus disease 2019 (COVID-

19), the Government of Jordan implemented a

nationwide lockdown, excluding the health and

other vital sectors. At the beginning of this period,

the Ministry of Local Administration (MOLA)

encountered challenges delivering desperately

needed supplies to municipalities struggling to

combat localized outbreaks of COVID-19, and

requested support procuring a package of items

needed to support municipal cleaning and sanitation

efforts, including non-medical PPEs sprayers and

cleaning supplies. Consistent with the project’s

support to improving service delivery, internal

management, and community engagement and

cohesion, the project mobilized support to MOLA and municipalities through support of the needed

materials. MOLA swiftly managed the distribution of the items, prioritizing delivery to municipal

hot spots. In the third quarter of Year 4, the project received a request from MOLA for a second

round of support, and on May 27 the project concluded all deliveries to MOLA, thereby ultimately

benefitting 85 municipalities, 24 of which are USAID CITIES partner municipalities.

In partnership with Green Plans, a local consultancy firm, the project developed a General Guide

to Cleaning and Disinfecting Premises to be used by municipalities in their efforts to counter

“The USAID Mission Front Office was very

pleased with CITIES' ability to move quickly and

respond to the request by MOLA to support

sanitation efforts in Irbid. We hope it will help in

potentially reducing transmission and increasing

stability in Irbid. Please thank the entire team for

their hard work and quick response! We look

forward to hear a bit more about the potential

impact and outreach of these efforts.”

Emily Krunic

Director, Office of Democracy, Rights &

Governance, USAID/Jordan

March 30, 2020


COVID-19. After being reviewed by the Jordan Drug and Food Administration, the guide was

distributed by MOLA to all municipal mayors in the third quarter of Year 4.

In collaboration with MOLA, in the third quarter of Year 4, the project produced a 90-second video

based on photos collected by MOLA to document its support to municipalities' cleaning and

disinfecting efforts during the COVID-19 pandemic. Specific to Q4, MOLA approved and posted

the video on MOLA’s Facebook page.

Through the second to fourth quarters of Year 4, the project monitored and communicated to

USAID challenges encountered and effective responses by the 33 primary partner municipalities

during the pandemic. The project captured the lessons learned and integrated them into planning

for Year 5, including a focus on Investment and Recovery initiatives to improve municipal

management and increase own-source revenues.

IMPROVED SERVICE DELIVERY

Municipalities are responsible for a variety of public services affecting local communities. The

USAID CITIES Project is helping to address these through improved: planning capacity;

monitoring of performance standards and results; access to services; efficiencies; transparency of

information; equipment; maintenance; and logistical support. Specifically, the USAID CITIES

Project has been focusing support to the Ministry of Interior (MOI) on development of governorate-

level strategic and development plans, and to MOLA and municipalities on: street maps; street

maintenance; street naming and building numbering; solid waste management; municipal vehicle

fleet maintenance; parks and sport fields; local development plans; and a master plan. As

municipalities enhance municipal service delivery, in coordination with other project components,

the level of satisfaction with municipal services increases, community coordination improves, and

opportunities for local economic development increase. The following section describes the key

achievements of the USAID CITIES Project improving service delivery in Year 4.

Improved Service Delivery Operations:

Technical assistance on maintenance of public infrastructure. In collaboration with MOLA, the

project enhanced the capacity of municipalities to improve service delivery through a street

maintenance training program for all 33 primary partner municipalities. To ensure sustainability,

this training program taught street maintenance skills in three modules:

Module 1 focused on improving surveying (inspections), annual maintenance planning, and

coordination with utility companies to improve public works and basic technical aspects of

maintenance. The module was designed to introduce inspections as a basis for annual

maintenance planning and coordination with utilities. This module was completed in the

second quarter of Year 4.

Module 2, comprising a training program on quality management, began in the second

quarter of Year 4 with training for 18 municipalities, and continued in the third quarter with

four municipalities. Specific to Q4, the project delivered a quality management training

program on September 7-8 in Aqaba for municipal engineers from Wadi Araba, Greater

Ma’an, New Husainiyah, Al-Jafr, and Houd Al-Dissa. To date, project has trained 27 out of

the targeted 33 municipalities.


Module 3 trains officials on contract management following the rules of the International

Federation of Consulting Engineers as applied in Jordan. The implementation of Module 3

for all 33 municipalities was completed in the first quarter of Year 4. However, at MOLA’s

request, the project agreed to conduct training sessions for 110 MOLA engineers. By the

end of Year 4, the project had trained 64 of 110 MOLA engineers. Specific to Q4, training

sessions were conducted in Greater Irbid Municipality on July 6-9, and in Amman on

August 24-26. The training sessions for MOLA engineers will finish in November 2020.

Street naming and building numbering. Clearly visible street names and building numbers support

municipal service delivery and local commerce. The project divided the installation of street signs

and building numbers into three phases as described in the paragraphs below.

Phase One, completed in Year 3, focused on the installation of street signs, wall plates and

building numbers in the city centers of three municipalities: Greater Ajloun; Greater Jerash;

and Greater Mafraq. Under the patronage of the Minister of Local Administration, in Year

4, the project celebrated the completion of street naming and building numbering in the city

centers of Greater Ajloun, Greater Jerash, and Greater Mafraq on October 22, November 12

and November 21 respectively.

Phase Two installed street signs, wall plates, and building numbers in all remaining areas

of Greater Ajloun (Ayn Janna and Anjara), and in the municipalities of New Ramtha and

Ayn Al-Basha. Specific to Q4, installation of street signs, wall plates, and building numbers

A building number in an outlying area of Ajloun Municipality as part of Phase II of

installation of street signs and building numbers. Phase II of installation will be

completed in the first quarter of Year 5. Photo by: USAID CITIES Project


was completed in New Ramtha, Ayn Janna, and Anjara but, at the end of the quarter, the

municipalities of New Ramtha and Ayn Janna requested additional numbers to fully

complete the numbering of buildings on a few streets. On September 6, and in consultation

with MOLA and USAID, the project paused installation of street signs and wall plates in

Ayn Al-Basha Municipality pending a request from the mayor to review the street names.

Phase Two installation will be completed in the first quarter of Year 5, with the exception

of Ayn Al-Basha Municipality. Based on consultations with MOLA and USAID,

installation in Ayn Al-Basha will remain paused until Phase Three.

Phase Three will begin in the first quarter of Year 5, and it will be completed by June 2021.

Phase Three will reach the outlying areas of Greater Jerash, Greater Mafraq and Ayn Al-

Basha (the area of Safout, plus the areas where Phase Two installation was paused). Also

included in Phase Three are the municipalities of Greater Madaba, Greater Salt, Greater

Karak, and Greater Ma’an. Greater Ma’an Municipality was added to Phase Three during

the fourth quarter based on consultations with MOLA and USAID.

Mapping of municipalities. In parallel with the three phases of installation of street names and

building numbers, the project is developing maps of street names and building numbers for all

zoned areas of Jordan’s other municipalities. In the first quarter of Year 4, the project mobilized 29

young engineers to support the extensive street mapping, naming and numbering efforts, and to

develop their professional capacities to sustain the initiative long-term. By the end of Year 4, maps

of street names and building numbers were finalized for 83 out of 92 municipalities, and 53 of the

maps had received municipal council approval. The development of maps of street names and

building numbers for all municipalities, and approvals by municipal councils, will continue into

Year 5. As part of this activity, in Year 4 the project developed a consolidated list of municipalities’

street names with uniform spelling, in English and Arabic, for MOLA’s and USAID’s future

reference.

Availability of recreational facilities and parks increased. Public parks contribute to greener cities

and villages, as well as greater economic opportunities through public spaces for recreation and

commercial activities. Parks also reduce community tensions and conflicts from the lack of usable

space for children and families (i.e., by providing a safe environment where they can play and

socialize). Under the in-kind grants program, the project agreed to equip 12 parks and five sport

fields in cooperation with nine municipalities, each of which agreed to do the necessary construction

and landscaping: New Umm Al-Jimal; Al-Hallabat; New Ma’adi; New Deir Alla; Sahab; Greater

Karak; Southern Aghwar; Greater Ma’an; and Wadi Araba. Specific to Q4, due to lack of funding

from the Government of Jordan for the project to be able to proceed with new Zaha Adolescent

Centers, Al-Khalidiyah Municipality was added to the list of municipalities to be equipped with a

park, and thereby a total of 13 parks in 10 municipalities are being supported by the USAID CITIES

Project. By the end of Year 4, all five sports fields6 and nine of the 13 parks7 had been completed.

Installation of parks will continue through the first quarter of Year 5.

6 Five sports fields were installed in the following municipalities: New Umm Al-Jimal (1); Al- Hallabat (1); New Deir

Alla (1); and Sahab (2).

7 Nine parks were installed in the following municipalities: New Ma’adi (3); New Deir Alla (1); Sahab (1); Greater

Karak (3); and Greater Ma’an (1). Installation of four remaining parks will continue in Year 5 for the following

municipalities: Southern Aghwar (2); Wadi Araba (1); and Al-Khalidiyah (1).


Application of solar energy. The municipal costs of electricity, such as for buildings and

streetlights, amount to an average of eight percent of the municipalities’ operating budgets.

Feasibility studies conducted in Year 3 showed potential cost savings of up to 50 percent through

the introduction of energy-saving lights and solar energy. This is especially important for small

municipalities, where electricity costs make up an even larger portion of their municipal budgets.

Following approval of the feasibility studies in Year 3 and in the first quarter of Year 4, the project

assisted the Tabaqat Fahl, Mu’adh Bin Jabal, Shurahbil Ibn Hasana, and Sarhan Municipalities to

prepare wheeling permit applications (i.e., for supplying electricity to the national electrical grid).

By the end of Year 4, Sarhan and Tabaqat Fahl Municipalities had submitted their applications, but

the municipalities of Mu’adh Bin Jabal and Shurahbil Ibn Hasana had not. The project does not

plan to support the application process further nor to directly fund any of the solar energy projects

but, for those applications that are successful, the project will link municipalities with potential

investors and/or other donors.

Technical assistance for municipal fleet maintenance and management. Improving fleet

management/vehicle maintenance is essential to improving the availability and reliability of

municipal vehicles, thereby increasing municipal efficiency and enhancing service delivery. During

Year 4, the project conducted vehicle management and maintenance training programs for

municipal staff at municipal vehicle workshops in 20 municipalities. Specific to Q4, training

programs were conducted at New Umm Al-Jimal Municipality on August 27, and Zaatari &

Manshia Municipality on September 9. Given the high success rate of the training program and

additional demand, the project is exploring procurement of new equipment for some municipal

Youth from Al-Hallabat Municipality enjoying a renovated sports

field on International Youth Day. (See the Facebook post on “Al-

Hallabat Celebrates International Youth Day with New Municipal

Sports Field from USAID” at Annex 3). Photo by: USAID CITIES

Project


vehicle workshops and the development of an apprenticeship program to teach skills to local

persons, thereby supporting new jobs and investment opportunities. (See the Municipal Investment

and Recovery section in this report for more details.)

Municipal solid waste management. Improvements to solid waste management and cleanliness

was prioritized by 14 municipalities8 during consultations on service delivery improvements in

Years 1 and 2. Partner municipalities and the project have continued collaborating on the

development of solid waste management improvement plans to increase the efficiency of collection

and cleanliness, including reviews of collection routes, frequencies, and street sweeping, and other

practices.

Specific to Q4, all 27

solid waste improve-

ment plans were

completed as

planned.9 The project

conducted follow-up

visits to 19 munici-

palities to monitor the

implementation of

their plans and noted

increased efficiency

in street cleaning and

waste collection. The

project also devel-

oped a final report on

its work with munici-

palities on develop-

ment of solid waste

management

improvement plans,

including

recommendations for future programming. The report will be submitted to USAID and MOLA in

Year 5.

Transparent and Inclusive Engagement Between Municipalities and Communities:

Local development planning. Local development plans provide municipalities with a solid basis

for development of “needs lists,” which identify the development and budget needs of each

8 The Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH (GIZ), a German development agency, is

funding a municipal solid waste program in Jordan. The USAID CITIES Project is supporting 14 municipalities that

are not being supported by GIZ, and regularly coordinates with the other project.

9 The development of solid waste improvement plans for the 33 partner municipalities is assigned as follows: 27 plans

by USAID CITIES Project, four plans by the GIZ, and two plans by the World Bank.

Solid waste workers of Greater Jerash Municipality. The project supported municipal

operations management to plan effective solid-waste collection, train staff on the

maintenance of collection vehicles, and distribute needed equipment such as solid waste

collection bins, compactors and street sweeping equipment, provided to municipalities

through in-kind grants, which will be delivered during Year 5. Photo by: USAID CITIES

Project


municipality. MOLA has prioritized the development of local development plans for all 100

municipalities. In response, the USAID CITIES Project has agreed to directly support 73

municipalities with preparation of their local development plans.10 The remaining 27 municipalities

already had a completed local development plan or were receiving support from another donor. Of

the municipalities being assisted with local development plans, 18 are applying a comprehensive,

data-intensive Practical Guide for the Preparation of Strategic and Local Development Plans, or

“manual method,” developed by the project in 2018. The remainder are applying a “simplified”

method.11 By the end of Year 4, a total of 70 out of 73 local development plans had been completed

and approved by the respective municipal councils.

Specific to Q4, the project held the following consultations with municipalities on preparing local

development plans: July 1 in Shu’leh, and Shifa; July 7 in Naour; July 9 in New Deir Alla, and Al-

Sarou; July 22 in New Ma’adi, Al-Hashimiya, and Al-Kufarat; July 27 in Al-Mazar, and Al-Jadeda;

August 5 in Rabyat Al-Koora; August 9 in Al-Taybeh, and Al-Jadeda; August 18 in Al-Qatraneh;

August 25 in Moutah & Maza; August 30 in Sultani; and September 9 in Sarhan. On September

14-16, the project delivered a training program for 12 municipalities on performance management

(i.e., monitoring and implementation) of local development plans to increase the capacity of

municipalities to implement their own plans. In Year 5, the project will support municipalities with

the development of feasibility studies and technical assistance on viable local economic

development projects, in coordination with other project teams, and prepare a report on lessons

learned from the preparation and implementation of local development plans, together with

recommendations for improving future planning.

Master planning for three municipalities. Master plans define municipalities’ individual and

shared vision for strategic development, including improved quality of service delivery and priority

environmental, development, and investment opportunities. Throughout Year 4, the project’s

subcontractor supported the "Plan and Development Strategy of Al-Dhulail, Al-Hallabat, and Al-

Khalidiyah Municipalities." The master plan is a decision-making and management tool to facilitate

urban growth and sustainable economic development, including the identification of priority anchor

projects. Specific to Q4, stakeholder consultations were conducted from July 22 to August 10.

MOLA approved the final draft of the master plan at the end of September. And a feasibility study

for one of the five identified anchor projects (i.e., hydroponic agriculture) was under development

for Al-Khalidiyah Municipality with the project’s support. (For more information, see the

10 In the second quarter of Year 4, the project reported supporting 69 municipalities prepare their local development

plans, however, on June 3, 2020, at the request of MOLA, USAID approved USAID CITIES Project to support the

development of four more local development plans, as the Agencia Española de Cooperación Internacional para el

Desarrollo (AECID), the donor supporting them, had to divert their support to issues relating to COVID-19. Thus, the

number of local development plans supported by the project now totals 73. Prior to the second quarter of Year 4, the

project reported supporting 68 municipalities prepare their local development plans, however, in the second quarter of

Year 4, Al-Hallabat Municipality requested technical assistance from the project to prepare a local development plan.

The municipality is applying the “manual method” developed by the project for the preparation of its local development

plan.

11 As approved by MOLA, in Year 3 the project developed a simplified version of the “Practical Guide for the

Preparation of Strategic and Local Development Plans” to prepare local development plans for smaller municipalities

lacking the resources or data to follow all steps in the guide.


Municipal Investment and Recovery section in this report). The project will present the master plan

to the Higher Planning Council in the first quarter of Year 5.

Governorate development planning. Building on earlier efforts,12 and in collaboration with MOI,

the project completed 10 out of 12 governorate strategic and development plans (two governorates

are being supported by UNDP).13 The project developed one-page fact sheets to assist each

governorate’s local development directorate (GLDD) with identifying their development needs, and

the project worked with all 12 governorates to revise and improve their implementation plans based

on changes in budget assumptions. Finally, the project developed a harmonized list of governorate

development indicators in line with UNDP indicators to ensure consistency among all 12

governorates’ strategic and development plans and socio-economic development. During Year 5

the project will support the further development of one to two governorate strategic and

development plans by integrating needs from the local development plans of their respective

municipalities.

IMPROVED INTERNAL MANAGEMENT

Effective municipal administration requires sound internal management, including finance, human

resources, and information technology (IT). By capitalizing on the results from the municipal

human resources audit and financial management information system (FMIS) diagnostic in Years

1 through 3, the USAID CITIES Project has supported municipal human resources, financial

management, and the adoption of institutional reforms.

The project has been helping to bring recognition to municipalities that have demonstrated sound

management and financial practices as models for other municipalities. To support local

administration and strengthen collaboration between municipal and central-level authorities, the

project has been coordinating with key directorates at MOLA and the Cities and Villages

Development Bank (CVDB), including on development of strategic plans, annual reports, and a

new automated municipal fixed assets management database. The following section describes the

key achievements toward improved internal management during Year 4.

Improved Municipal Financial Management:

Municipal financial management information system and accounting systems corrective actions.

The FMIS (otherwise referred to as MALI)14 was developed by MOLA to enable municipalities to

increase access to data, standardize financial processes, and manage financial transactions 12 In Year 1, the project developed the “Guide for the Preparation of Governorate Strategic Development and

Implementation Plans within the Decentralization Framework,” to guide governorates in participatory and inclusive

development planning. In Year 2, the project provided on-the-job training on the preparation of gender-sensitive

governorate strategic and development plans. In Year 3, governorates improved their data, addressed development gaps

and completed their governorate strategic and development plans.

13 As requested by the Ministry of Interior (MOI) on November 13, 2019, plans will not be completed with Balqa and

Irbid Governorates, as they are cooperating on a comparable activity funded by UNDP.

14 MALI is a word in Arabic meaning “financial.”


electronically, thereby increasing accountability and transparency among MOLA, municipalities

and local communities. Based on the results of a financial diagnostic conducted during Years 1

through 3, the project has been providing targeted technical assistance to the 33 partner

municipalities to guide their transition to automation and thereby the timely processing of financial

transactions, inventories of fixed assets, records management, and reporting.

In Year 4, the project completed a “post-diagnostic” scoring of the 33 partner municipalities to

measure their level of improvements as a result of implementing recommended corrective actions

identified during the earlier diagnostic. The project submitted a report to USAID and MOLA on the

“Comprehensive Financial Review for Partner Municipalities,” comparing the pre- and post-

diagnostic scores,15 assessing the project’s impact on improved financial management, and making

recommendations to further enhance municipal financial management, such as accrual basis

accounting, multi-year budgeting, budget management, internal controls, and fixed assets

management. The project has also been working with the Information Technology Directorate of

MOLA to develop an action plan for improving municipal financial systems and data reporting.

In Year 5, the project will work with MOLA on a vision for improving the FMIS in line with

MOLA’s new Strategic Plan, which was developed by MOLA and approved by the Cabinet during

Year 4.

Capacity building activities to partner municipalities on financial management. The project

delivered targeted capacity building activities to address deficiencies in financial management that

were identified in specific municipalities during the post-diagnostic of the FMIS. In the first quarter

of Year 4, the project provided on-the-job training for 14 accountants from the Greater Salt

Municipality to apply policies, procedures, and systems for staff payroll and income tax; and trained

accountants of the Greater Salt and Sahab Municipalities on accounting theory and preparation of

financial statements. In the second quarter of Year 4, the project implemented a methodology, in

cooperation with Greater Salt Municipality, to track and estimate solid waste collection fees per

household, monitor electricity meters and bills, and analyze electricity consumption. Such

improved accounting and internal controls will improve the management and allocation of funds

for services in other municipalities.

Municipal fixed assets management. In Year 3, the project advocated for an improved fixed asset

register to address weaknesses identified by the financial diagnostic for recording and tracking the

value of municipal fixed assets, and for enhancing accountability among MOLA, the CVDB, and

municipalities. In Year 4, the project consulted with USAID, the Information Technology

Directorate of MOLA, and the CVDB. Specific to Q4, the project released a request for proposals

for development of the automated fixed assets management database, and a subcontract for

development of the new system was signed on September 30.

15 The diagnostic score is based on a review of 13 areas of municipal financial management within four major groups:

1) Accounting Cycle and FMIS; 2) Fixed Assets Management; 3) Financial Reporting and Control; and 4) the Financial

Affairs Department. The average score for each municipality is the average of scores resulting from the analysis of the

13 areas.


Municipal budget formulation. Multi-year budgets will enable municipalities to better plan,

manage resources, improve delivery of services, and strengthen local economic development.

Following submission of a draft multi-year budget template and guidelines to MOLA at the end of

Year 3, MOLA issued a letter on December 10, 2019, confirming the adoption of multi-year

budgeting, as well as organizational charts for municipal financial affairs departments. Thereafter,

MOLA issued multi-year budget preparation instructions that were developed in cooperation with

partner municipalities.

In addition to coaching 12

municipalities on preparation of multi-

year budgets, the project provided

guidance on making budgets gender-

responsive (see the Gender Equity and

Social Inclusion section in this report).

Specific to Q4, the project conducted

a series of “Municipal Accounting and

Budgeting Cycle” training programs

(i.e., on applying the FMIS, for

municipal finance departments) in

Greater Ma’an on July 23, and New

Hussainiyah on July 27 and 29; and

again in Greater Ma’an on August 6

and 13, and New Husainiyah on

August 10. The project will apply the

lessons to other municipalities and

continue providing direct technical

assistance during Year 5.

Improved revenue collection. Specific to Q4, to help municipalities

address municipal budget shortfalls in

2020 from the financial impact of

COVID-19,16 the project provided

technical assistance to MOLA on the

development of an infographic

summarizing a Cabinet decision to

exempt late fees and offer discounts

for early payment of taxes and fees to

municipalities. MOLA approved the

infographic on July 14, posted it on its

Facebook page, and distributed

16 Revisions to municipal budgets will need to reflect the impact of reduced municipal revenues and higher operating

costs (e.g., health and environmental expenditures). By the end of Year 4, MOLA had not yet allocated to municipalities

their portions of fiscal year 2020 fuel tax revenue. The project will continue to monitor and report further details next

quarter.

An infographic developed by the USAID CITIES Project

summarizes the Cabinet decision to exempt some taxes and fees,

with the objective of incentivizing early payments of taxes to

municipalities to help address municipal revenue shortfalls.


printed copies to municipalities. The infographic can be accessed via this link:

https://www.facebook. com/moma.gov.jo/posts/668572150416443. The Cabinet decision will

remain in effect through December 31, 2020, and the project will monitor the infographic’s impact

on increasing municipal revenues through the end of the first quarter of Year 5.

Accountability and transparency through improved management of municipal financial

information. In April 2019, the Ministry of Planning and International Cooperation (MOPIC)

signed the second municipal sector policy loan agreement for the period of 2019-2021, with the

French Development Agency (AFD). The agreement is contingent upon MOLA achieving

"triggers" (conditions) that strengthen municipal financial sustainability and accountability. Along

with other international donors, including the World Bank and Canadian government, the project is

partnering with the AFD to provide technical assistance to MOLA, with the objective of helping it

achieve 11 of 20 of the agreed upon conditions, such as: full implementation of the automated

FMIS; adoption of new municipal organizational structures (including for municipal financial

departments); activating the municipal finance observatory within MOLA and CVDB; and

requiring multi-year investment budgets from municipalities as part of their annual budgets.17

Several achievements were accomplished by MOLA in Year 4, with support from the USAID

CITIES Project, including the development of municipalities’ organizational charts; training

programs for municipalities on the automated FMIS; and guidance on multi-year budgeting. The

project also provided technical assistance to develop the municipal finance observatory, terms of

reference and proposed training plan for staff in charge of communications on municipal finance,

a policy for municipalities on publishing financial information, and guidance on periodic

publication of financial news bulletins. Specific to Q4, as part of the project’s technical assistance

to MOLA in achieving the AFD loan triggers, the project submitted a detailed progress report to

MOLA and AFD on "Training to Municipalities on Financial Disclosure and Participatory

Budgeting." The report highlighted the project’s capacity building activities, including on:

conducting effective municipal town-hall meetings; raising communities’ awareness of municipal

budgeting and planning; local development planning; and preparation of “needs lists” for

identifying the budget needs of each municipality.

Institutional reforms adopted:

Performance-based appraisal system for municipalities – King Abdullah II Center for Excellence

(KACE). On December 9, 2019, the project signed a grant agreement with KACE to develop a

performance-based assessment system to motivate municipalities to enhance their performance, and

recognize those that demonstrate sound management and financial practices, through a competitive

municipal excellence awards program. The activity implemented by KACE includes three parts:

development of the assessment process and excellence criteria, including contingency planning and

17 Other agreed upon conditions include: confirmation from MOLA that all intra-governmental transfers (i.e. fuel taxes)

appropriated by the Government of Jordan for FY 2019 would be transferred to municipalities before the end of FY

2019 (during a meeting on February 4, 2020, the Director of the CVDB indicated that the last intra-governmental

transfers appropriated by the Government of Jordan for FY 2019 were made in January 2020 and that all municipalities

received their allocation); MOLA to provide details about municipalities’ shares/amounts of performance grants within

intra-governmental transfers; MOLA to approve the World Bank’s municipal revenue policy and a capacity

development tool developed by the Canadian-funded Municipal Support Project; and implementation of the World

Bank’s proposals on debt recovery plans in five municipalities.

https://www.facebook.com/moma.gov.jo/posts/668572150416443


continuity of operations

during an emergency;

development of capacities

through awareness sessions

with municipal leaders; and

the first cycle of awards

assessment.

The awards will be presented

in two primary categories:

Municipal Awards (divided

by Category A, B, and C);

and People Awards (divided

by Executive Manager

Excellence, and Employee

Excellence). Emphasis will

be placed on innovative local

practices that increase

transparency and

accountability.

During Year 4, KACE

finalized the municipal

awards criteria and developed

an updated implementation

plan in response to

interruptions from COVID-

19. Specific to Q4, USAID

and MOLA approved the awards criteria, and KACE completed online awareness sessions for 90

of 100 municipalities to orient them to the program, criteria, and assessment process. An orientation

video approved by USAID on August 9 is helping to raise awareness among municipalities about

the excellence awards program:

https://www.facebook.com/1454056018193299/posts/2675011929431029/. The period of the

grant to KACE will continue in Year 5 until May 31, 2021.

Human resources recommendations. Municipal human resources audit reports, which were

completed by the project in Year 3, have informed targeted technical assistance to improve human

resources, including: organizational restructuring; improved hiring; optimized workforce

utilization; succession planning; and gender balance. In Year 4, the project conducted field visits to

all 33 partner municipalities to collect data and compare pre- and post-human resources audit results

to evaluate progress implementing recommendations. The results were compiled in the

“Comparative Human Resources Analysis for Partner Municipalities,” which marked the first time

that gender distribution, education and professional qualifications, age ranges, size of municipality,

and other comparative human resources data were made available to MOLA and municipalities for

strategic planning. The Directorate of Human Resources at MOLA is now developing a database

of municipal employees applying the standards introduced by the project during the human

Through a grant from the USAID CITIES Project, KACE launched the

“Municipal Excellence Award” with a video posted on Facebook. The video

introduced municipalities to the objectives and categories of the award.

https://www.facebook.com/1454056018193299/posts/2675011929431029/


resources’ audits. Specific to Q4, the project worked with MOLA and CVDB to support an

internship program for recent graduates to support specialized tasks; two of the interns will help

develop the database of municipal employees (see also the section on Municipal Investments and

Recovery in this report).

Organizational structures/charts and units’ functions – municipal financial affairs departments. Organizational charts are essential as a control and management tool to define divisions,

relationships, positions, titles, tasks allocation, coordination, and supervision between different

municipal functions and directorates. Following MOLA’s approval in the first quarter of Year 4 of

the organizational structure and functions proposed by the project for municipal financial affairs

departments in Category A, B and C municipalities, the project worked with municipalities to adopt

the standardized organizational charts. By the end of Year 4, the project had provided technical

assistance to 24 out of 33 partner municipalities on the new organizational structure for their

financial affairs departments, and nine municipalities had adopted it. Specific to Q4, the following

municipalities adopted the organizational chart and job descriptions for their financial affairs

departments: Prince Hussein on July 12; Greater Karak on August 10; Greater Madaba on

September 1; and Greater Ma’an on September 22. Support will continue in Year 5 (see also the

section on technical assistance to partner municipalities to adopt standard organizational charts

below).

Organizational structures/charts and job descriptions – Municipal Local Development Units

(MLDUs). Effective MLDUs are essential to strengthening local administration and the

implementation of local development plans. The project continued to facilitate municipalities’

adoption of the new organizational structure of MLDUs, which was proposed by the project and

approved by MOLA in March 2018 per the new roles and functions defined in the 2015 Law on

Municipalities. By the end of Year 4, 27 partner municipalities had established and staffed their

MLDUs in accordance with the new organizational structure.

Technical assistance to partner municipalities to adopt standard organizational charts. In earlier

years the USAID CITIES Project provided technical support to MOLA in developing four versions

of standard municipal organizational charts: two versions depending on the size of Category A

municipalities; one for Category B municipalities; and one for Category C municipalities. In Year

4, on December 10, 2019 the ministry issued a circular endorsing the organizational charts, and

circulated them to all municipalities. By the end of Year 4, the project had provided technical

assistance to 16 partner municipalities on the new organizational structure, and five municipalities

had adopted the structure. Specific to Q4, the following municipalities approved the new

organizational charts: Al-Khalidiyah on July 13; Greater Karak on August 10; Greater Madaba on

September 1; and Greater Ma’an on September 22. Greater Karak’s mayor noted that the new

organizational chart is an important milestone in improving the municipality’s internal

management. The project will continue providing technical assistance in Year 5 to facilitate

adoption of the new organizational charts.

MOLA’s organizational chart. MOLA requested technical support to develop the ministry’s

organizational structure based on the draft Law on Local Administration. During Year 4, the project

submitted to the Secretary General of MOLA three options for organizational structures, each

reflecting best practices in compliance, equal opportunities, financial planning, and MOLA’s vision


for local administration. Specific to Q4, on August 25, MOLA approved the preferred

organizational structure.

Increased Capacity of Officials and Subnational Staff to Fulfill their Responsibilities:

MOLA’s strategic plan for 2021-2024. Throughout Years 3 and 4, with substantial support from

staff of the project’s former Decentralization Advisory Unit, the project provided comprehensive

technical assistance to the Directorate of Training and Organizational Development of MOLA on

development of a multi-year Strategic Plan, per MOLA’s new mandate as the umbrella ministry for

local administration. The strategic plan was developed applying a balanced score card

methodology, and it defined action plans for all MOLA departments. Specific to Q4, the Strategic

Plan for 2021-2024 was approved by the Cabinet on September 8. The Strategic Plan solidifies

MOLA’s role as the umbrella ministry for local administration, and it expresses its vision for

municipalities and governorates, including to: empower municipal and governorate councils with

the required regulatory framework to effectively fulfill their respective responsibilities; ensure full

coordination between municipal and governorate councils; and guide the transition to automation

in support of improved service delivery, management efficiencies, revenue collection, and public

service, among other objectives. The Cabinet expressed its support, stating that the Strategic Plan

reflects strong backward-forward linkages between MOLA’s strategic objectives and national

objectives, and takes into consideration the role of all local administration stakeholders. An online

launch for the Strategic Plan for 2021-2024 is tentatively planned in the first quarter of Year 5, and

an English version of the Strategic Plan will be produced during the first quarter of Year 5. Project

implementation during Year 5 will be consistent with the prescribed action plans.

MOLA’s annual report for 2018-2019. In cooperation with the Directorate of Training and

Organizational Development, the project supported development of MOLA’s first annual report

since being assigned its new mandate as the umbrella ministry for local administration in May 2019.

The 2018-2019 Annual Report was approved by MOLA in the third quarter of Year 4. Specific to

Q4, the report was launched online on August 25: http://www.mma.gov.jo/YearlyBooks.aspx. The

annual report relates MOLA’s accomplishments in 2018 and 2019 across eight areas: digital

transformation; solid waste management; legislative initiatives; local development; services and

infrastructure; institutional development; organization and planning; and international partnerships

and agreements. The annual report also highlights the vision and priorities of the Government of

Jordan, including: women's empowerment; human rights; good governance; local administration;

and the Jordan Renaissance Plan.

CVDB’s annual report for 2019. In the third quarter of Year 4, USAID approved a request from

CVDB's General Director to review their annual report and provide the graphic design. The report

defines CVDB’s roles and responsibilities as the sole provider of financial and banking services to

municipalities, and highlights the CVDB’s major achievements in 2019. Specific to Q4, on August

11, CVDB approved the annual report design. However, the report is not yet published, as it still

awaits financial statements from an external auditor before being finalized. An online launch is

tentatively planned for the first quarter of Year 5.

Technical support to MOLA to improve its Geographic Information System (GIS). In planning

for the transfer of all digital map files to MOLA (see the section on mapping under Improved

Service Delivery), the project initiated a discussion with MOLA’s Information Technology

http://www.mma.gov.jo/YearlyBooks.aspx


Directorate and Geographic Information System (GIS) Unit to assess the availability of the

software, technical capacities, and training needs of MOLA staff on the latest versions of the GIS

software. Specific to Q4, on September 14, the project met with MOLA’s GIS Unit and found that

the current GIS software used by MOLA needs to be updated and online access enabled for different

ministry directorates. On September 19, MOLA received approval from the Prime Ministry and

Ministry of Digital Economy and Entrepreneurship (MODEE) to begin procurement of new GIS

software consistent with government instructions on automation and standardization. The project

agreed to provide technical assistance on development of the terms of reference. Decisions on

procurement, training programs, and levels of financial and technical support to be shared between

MOLA and the USAID CITIES Project will be made in the first quarter of Year 5.

COMMUNITY ENGAGEMENT AND COHESION

Jordan’s municipalities are at the forefront of addressing issues that threaten community cohesion,

such as inefficient service delivery, influx of refugees, unemployment, stray dogs, and idle time of

youth, among other factors. The USAID CITIES Project has been working closely with MOLA,

partner municipalities, and local communities to institutionalize inclusive communications

mechanisms to help address gaps in municipal/community engagement and to institutionalize a

system of municipal self-reliance in identifying and addressing factors affecting community

cohesion. The following section describes the key achievements of the USAID CITIES Project in

respect to community engagement and cohesion during Year 4.

Transparent and Inclusive Engagement Between Municipalities and Communities:

Participation of women,

youth, and vulnerable groups

in municipal governance.

Through a grant to the Al-

Qantara Center for Human

Resources Development, a

local civil society organization,

the “Youth-Municipal Positive

Engagement Project” worked

with five municipalities –

Greater Ma’an, Al-Jafr, New

Husainiyah, Houd Al-Dissa,

and Wadi Araba – to establish

youth18 committees to

strengthen youth participation

and community dialogue. The

youth committees completed

initiatives for the beautification

of streets and neighborhoods, such as installing rain/sun shelters and wastebaskets, painting

sidewalks, producing posters to educate community members about the roles and responsibilities

18 In the project’s context, youth are defined as persons from 16 to 29 years of age.

Lessons learned and recommendations from the “Youth-

Municipal Positive Engagement Project”:

• Inclusion of municipal focal points in training activities would help

build the capacity of municipal staff as well as strengthen their

relationship with youth committees.

• Consider the ability of males and females to both lead and participate.

For example, the time or nature of some initiatives limited the female

youth’s contribution compared to males.

• Increase the number of participants in youth committees.

• Consider approaches that create competition between participating

youth committees and municipalities (e.g., honorary awards to the

most active youth participants, best initiative).

• Consider grants to more than one center to promote competition,

and larger grants to increase the effect on the community.

• In addition to operational ad hoc youth committee meetings,

encourage periodic meetings between youth committee members,

other committees, and municipalities.


of residents and the municipality, and raising awareness about cleanliness. The grant period ended

on June 30, 2020. Specific to Q4, on August 12-13 the project organized two learning sessions with

the five municipalities, their youth committees, and Al-Qantara Center to gather lessons learned

and formulate recommendations on future programming by donors and stakeholders. The learning

sessions reinforced the interests of municipalities and municipal leadership to encourage youth

participation in municipal activities. (See the text box in this page for a summary of the lessons

learned and recommendations.) Youth committee members and municipal focal points expressed

their intent to sustain youth participation in municipal initiatives in the future. As an example,

Greater Ma'an Municipality continues to engage its youth committee in campaigns to raise local

awareness about COVID-19.

Enhanced Municipal Service Delivery Responsive to Citizens’ Needs:

Strengthening municipal self-reliance to address factors affecting community cohesion. Earlier

in the project, and in cooperation with MOLA, the project supported the 33 partner municipalities

to develop community cohesion interventions’ matrices to identify factors affecting community

cohesion, potential solutions, and relevant stakeholders. The project also launched the “System for

Strengthening Municipal Ability to Address Challenges and Opportunities Affecting Local

Communities.” Through this system, municipalities approach the identification of challenges and

opportunities affecting local communities in a structured manner, thereby making the most efficient

use of existing local organizations and resources, which can be leveraged to address priority local

issues, advocate for reforms, and increase the chances of attracting investments and jobs. To sustain

the system and matrices, municipal mayors formed municipal support teams19 for support in

analyzing and addressing challenges, as well as seizing new opportunities.

During the first quarter of Year 4, the project strengthened the capacity of municipal support

teams through a training program to enhance problem analysis and decision-making in addressing

issues affecting local communities. Thereafter the project assessed the training program, including

interviews with members of municipal support teams, and documented the discussions, in part, in

a video: https://drive.google.com/file/d/1k0Clx5B19yjC6Cu_9uyB8mt-

XI6G1K_T/view?usp=sharing.

Municipal support teams continued to implement the system by designing and implementing

myriad interventions to address challenges and opportunities affecting their local communities. In

the second quarter of Year 4, to promote sharing of experiences and lessons learned in cooperation

with MOLA, the project convened two experience-sharing meetings for municipal support teams

from municipalities that had identified “unemployment and idle time of youth,” “solid waste,” and

“environmental issues” as main factors affecting cohesion within their local communities. Specific

to Q4, between September 1-9, the project conducted a third experience-sharing meeting for the

municipal support teams of Greater Ma’an, Greater Tafileh, New Husainiyah, Al-Jafr, Houd Al-

Dissa, Wadi Araba, Greater Jerash, Al-Dhulail, Sarhan, Greater Mafraq, New Ramtha, Greater Salt,

and Greater Zarqa Municipalities. At these meetings, the municipal support teams presented and

discussed their work on applying the system, including challenges encountered and proposed next

steps.

19 Among the members are Executive Managers, Heads of MLDUs, Financial Managers and other municipal staff.

https://drive.google.com/file/d/1k0Clx5B19yjC6Cu_9uyB8mt-XI6G1K_T/view?usp=sharing

https://drive.google.com/file/d/1k0Clx5B19yjC6Cu_9uyB8mt-XI6G1K_T/view?usp=sharing


Throughout Year 4, the project also worked with the 33 partner municipalities to update the

community cohesion intervention matrices that had been developed in Year 3. By the end of Year

4, the project had received updated matrices from 32 out of 33 partner municipalities. As examples

of municipalities applying their matrices to support local development: Salhiah & Nayfeh's

Municipal Support Team led to a dialogue between the municipality and a local private food

producer, which resulted in the company employing 250 local community members, including a

majority of the jobs for women; Sarhan Municipality won the $1 million Municipal Services and

Social Resilience Project Innovation Fund Grant to establish a “Recreational Village Project” to

address the lack of recreational public spaces for youth and adolescents; and Greater Karak

Municipality incorporated its updated community cohesion intervention matrix into its strategic

plan for 2020–2022. Specific to Q4, on July 14 Al-Dhulail Municipality informed the project that

it was opening a public park with the support of a local investor to address unemployment and idle

time of youth; the park is expected to create approximately 52 jobs. On September 29, Greater

Zarqa Municipality and the Hashemite University signed a memorandum of understanding (MOU)

to collaborate on programs to develop the capacity of municipal staff, a challenge the municipality

had identified in its community cohesion intervention matrix.

Availability of recreational facilities and parks – Madaba Urban Village. Municipal services

should include providing safe spaces for adolescents and families to play, learn new skills, explore

new intellectual domains, acquire productive hobbies, and address idle time of adolescents and

youth affecting many local communities. In coordination with MOLA and the Greater Madaba

Municipality, the project provided a grant to Zaha Cultural Center in Year 3 to furbish a large

adolescent center at Ma’in Urban Village. The center was launched in the first quarter of Year 4

under the patronage of Her Royal Highness Princess Alia Al Taba’a and with the participation of

USAID. Based on the successful implementation of the large center, USAID, MOLA, and the Zaha

Cultural Center agreed to collaborate to plan implementation of new centers in smaller, poorer

municipalities also in need of such services. However, MOPIC, which provides funding to the

center, confirmed that funding had been reprioritized to support COVID-19 recovery. As a result,

MOLA and USAID agreed that the project would not proceed with establishing additional Zaha

Cultural Centers. Nevertheless, the locations that had been planned (i.e., at Al-Khalidiyah and

Southern Aghwar Municipalities) are being supported by the project with equipment for public

parks through recovery funds and in-kind grants respectively. (For more information on the

establishment of public parks, see the Improved Service Delivery section in this report.)

Stray Dogs Initiative. In Year 3, USAID leveraged the efforts of the United States Civil Military

Support Element in Jordan to organize a one-time stray dogs initiative in collaboration with the

Municipality of Greater Ma’an and local and U.S.-based entities applying the Animal Birth Control

(ABC) program, an animal welfare-friendly method of controlling dog populations.

In Year 4, USAID and the project began expanding this experience into a longer-term intervention

as a public safety and municipal service issue, and in response to several partner municipalities

identifying stray dogs as a factor affecting community cohesion. In the first quarter of Year 4, the

Princess Alia Foundation (PAF) submitted an application to support the longer-term pilot

intervention and help develop a model that could be replicated by other municipalities. The project

agreed to pilot the ABC program clinic under PAF, in cooperation with Al-Dhulail, Al-Khalidiyah,


and Al-Hallabat Municipalities. The grant to PAF includes building municipal capacities to manage

an ABC program, engaging youth to help implement community awareness and education

campaigns, reviewing relevant legislation, presenting recommendations on improved policy, and

assessing the establishment of animal shelters. Specific to Q4, the grant agreement for the “Pilot

project to build the capacity of municipalities to control stray dog populations” was signed on

August 16. By the end of the fourth quarter, PAF had hired all project team members and signed an

MOU with each partner municipality and the Ministry of Agriculture Directorates in Zarqa and

Mafraq. PAF also received from the municipalities the names of 40-60 youth volunteers to be

trained in community awareness and education activities as a first step towards their engagement

in the ABC program. Preparation of the site for the clinic will be completed in the first quarter of

Year 5. The period of the grant to PAF will continue in Year 5 until the end of July 2021.

Increased Capacity of Officials and Subnational Staff to Fulfill Their Responsibilities:

Communication and outreach tools applied by the 33 partner municipalities. In Year 4, the project

monitored and provided technical support to partner municipalities on the application of

communication and outreach tools, previously developed with the project’s support, to encourage

increased engagement with their communities. For example, municipalities applied town hall

organization skills to hold “Municipal Days,” through which local communities celebrated such

achievements as improved municipal services and new equipment received through the project’s

in-kind grants.

By the end of Year 4, municipalities were using their Facebook pages as the main communication

channel for sharing information and news with their communities, such as COVID-19 safety

messages, service delivery updates, and other announcements. (Examples of municipalities’

Facebook posts specific to Q4 are provided at Annex 4). Some municipalities utilized other, new

communication channels identified in their communication and outreach strategies. For example,

Sahab Municipality utilized electronic display screens provided through the project’s in-kind grants

to display public safety messages relating to COVID-19; and Greater Ma’an and Greater Zarqa

Municipalities launched official websites.

Capacity building and knowledge sharing: Municipal Community Outreach Divisions

(MCODs).20 By developing the capacity of MCODs to implement outreach tools such as social

media, awareness campaigns, radio programs and town hall meetings, municipal capacities to

communicate with communities and to identify public priorities are being strengthened. In the first

quarter of Year 4, the project coached staff at the Sahab, Greater Zarqa, Greater Tafileh, and New

Balama Municipalities on enhancing their Facebook pages by improving content and features to

better interact with their communities. The project also conducted a one-day training program on

“Enhancing Communication and Outreach through Social Media” with the Wadi Araba

20 During Years 1 and 2, the project established 33 Municipal Community Outreach Groups (MCOGs) as a first step

toward institutionalizing municipal-community communication and facilitating the engagement of communities to help

enhance local economic development and improve services. Members include the mayor, elected local council

members, municipal staff, and women and youth representatives from the community. As these are increasingly

formalized by municipalities, the preferred term is Municipal Community Outreach Divisions (MCODs) operate under

their respective Municipal Local Development Units (MLDUs). Comparable Governorate Community Outreach

Divisions (GCODs) are operating at the governorate level under the Governorate Local Development Directorates

(GLDDs).


Municipality. To facilitate knowledge-sharing among municipalities, representatives from Greater

Jerash Municipality visited Greater Madaba Municipality to share their successes utilizing social

media to communicate with their community. In the first and second quarters of Year 4, the project

trained community outreach officers from 26 municipalities on the use of digital cameras, which

were received through the project’s in-kind grants, to document the municipalities' activities and to

improve visual content on their social media platforms. The project continued coaching

municipalities in the third quarter of Year 4 on effectively utilizing Facebook pages in Greater

Zarqa, Sarhan, Greater Ajloun, New Ramtha, New Husainiyah, Southern Aghwar, and Al-Jafr

Municipalities. Specific to Q4, the project coached Greater Ajloun, New Ramtha, and Ayn Al-

Basha Municipalities on tailoring their social media to educate their communities about street

naming and building numbering. The project will provide similar support during Phase 3

installation of street naming and building numbering in additional municipalities.

Capacity building sessions for MOLA. In the second quarter of Year 4, the project conducted a

training program on “Social Media and Communication Skills” for MOLA staff to enhance their

skills in internal and external communications and social media, and to better promote the

ministry’s achievements. Through these sessions, representatives of MOLA’s Training and

Institutional Development, Public Relations and Media, Administration, Zoning, and Finance

Departments, and CVDB learned to develop success stories, press releases, and Facebook posts.

Participants also learned best practices in the management of a professional Facebook page, such

as how to increase local engagement and generate content targeted to different audiences. Specific

to Q4, the project worked with MOLA and CVDB to implement an internship program for recent

graduates to support specialized tasks; three interns will support social media and communications

(see also the section on Municipal Investments and Recovery in this report).

CROSSCUTTING ACTIVITIES

MUNICIPAL INVESTMENT AND RECOVERY

The Government of Jordan has prioritized local economic development to meet the aspirations and

needs of its local communities, including through improved conditions for local economic

development, investments, recovery, and jobs creation, which are critical to Jordan’s economic and

social stability because of its substantial youth population, influx of refugees, and broad needs for

economic growth nationwide.

In response to the economic impact of the COVID-19 pandemic, MOLA encouraged the USAID

CITIES Project to prioritize economic recovery (i.e., activities that would help increase municipal

own-source revenue and reduce reliance on government revenue streams such as fuel taxes, which

were dramatically reduced). Because the USAID CITIES Project looks expansively at local

economic development opportunities in Jordan’s municipalities, support is being provided through

all project components, as well as by a specific team focused on identifying and negotiating with

municipalities on specific investment and recovery activities. Support includes helping

municipalities to: become more service-oriented and attractive to potential investors; identify

market opportunities consistent with municipalities’ strategic economic advantage; identify

solutions that help move staff from less productive to more productive work; increase economic

opportunities for women and marginalized groups; engage communities in their economic


planning; and explore both income-generating and cost-saving solutions so that municipalities are

focused on both increasing revenue and reducing operating costs. The following section describes

the key achievements of the USAID CITIES Project in support of municipal investment and

recovery during Year 4.

Support Small Scale Municipal Projects:

Matrix of projects. During field visits to partner municipalities in the second quarter of Year 4, the

project identified opportunities which, through investment of local resources and collaboration with

other donors, could support investments, economic recovery, and jobs. During Year 4, the project

developed shortlisted projects that are: feasible within the project’s implementation timeframe;

achievable with local capacities; attractive to potential local, private sector investors, and

sustainable. Specific to Q4, the matrix of projects was updated biweekly with a pipeline of projects

to be with supported with investment and recovery funds. Municipal projects include support to

local vehicle maintenance, tourism, agriculture, service delivery, solid waste management, and

recycling, among others. The projects are at various stages or procurement: preparation of

solicitations; tender; and evaluation.

Internship Program:

Internship Program for MOLA and CVDB. Specific to Q4, in cooperation with MOLA and

CVDB, an internship program was created for 17 young, unemployed graduates. Based on strict

criteria, a supplemental survey, and samples of previous work for some positions, 17 finalist interns

were selected from an initial pool of 8,080 applicants. More than 80 applicants were shortlisted for

interviews, and the finalists were selected by joint committees of project technical staff with MOLA

and CVDB representatives. The finalist interns will work in specialized positions, including civil

engineering, mechanical engineering, organizational development, information technology,

finance, human resources, urban planning, social media, and communications. In addition to being

mentored at MOLA and CVDB, they will also be mentored regularly by USAID CITIES Project

staff. The internships are scheduled for a period of at least six months. They will begin during the

first quarter of Year 5, and continue through at least April 2021.

Technical Assistance to Facilitate Investment and Job Creation Efforts:

Municipal Support Teams and jobs creation. In Year 4, cooperation between the project and

Salhiah & Nayfeh's Municipal Support Team led to a dialogue between the municipality and a local

private sector company, Palirria Jordan-LTD, a Greek food producer, which resulted in the

company employing 250 local community members, including giving a majority of the jobs to

women.

Markazia/Toyota initiative in Wasfi Al-Tal Forest, Ayn Al- Basha Municipality. With the support

of the gender equity and social inclusion project team, in Year 4 the project began supporting an

initiative by Markazia/Toyota to leverage tourism, environmental conservation, and recreation and

sport trails in the Wasfi Al-Tal Forest, with the participation of local communities. The initiative is

expected to create direct and indirect jobs for men, women, youth, and persons with disabilities.

Specific to Q4, on August 27, the project facilitated consultations with representatives from the


Ministry of Environment, Markazia/Toyota, USAID/Jordan, Jordan Trail Association, Cycling

Jordan, and Experience Jordan to explain the initiative, build consensus, and gather feedback to

inform the initiative’s design and implementation. An MOU between Markazia/Toyota and USAID

Jordan was signed on September 16. And approval has been obtained to establish an environment-

friendly picnic area in 30 donums of land, with progress toward approval for an additional 600

donums of land for building sports trails. Planning will continue next quarter, including supporting

Markazia/Toyota and Ayn Al-Basha Municipality with establishing the picnic area and sports trails.

GENDER EQUITY AND SOCIAL INCLUSION

The USAID CITIES Project supports Jordan’s efforts to improve local governance and to be

responsive to the needs of all persons, including those who historically have been marginalized.

The project strives to change system biases that may influence and inhibit how certain groups

participate in, and benefit from, municipal programs, services, and decision-making. The gender

equity and social inclusion (GESI) team leads such project coordination in cooperation with

MOLA, municipalities, MOI, governorates, and local stakeholders to link community needs with

national policies. The following section describes the key achievements of the USAID CITIES

Project in promoting GESI during Year 4.

Project team and surveyors from Ayn Al-Basha Municipality in a site visit to Wasfi Al-Tal Forest

in preparation for launching a joint project between Markazia/Toyota Jordan and USAID Jordan

on Environmental Tourism and Conservation of the Wasfi Al-Tal Forest. Photo by: USAID

CITIES Project


Increased Participation of Women, Youth, and Vulnerable Groups in Municipal Governance:

Coaching and technical assistance for Municipal Community Outreach Divisions (MCODs) and

Governorate Community Outreach Departments (GCODs) to mainstream GESI in local services. Building on technical assistance in Year 3, and based on the “Guide to Gender Mainstreaming in

Local Administration,”21 during the first and second quarters of Year 4 the project delivered four

workshops on “How to Implement GESI Awareness Sessions” to 25 Municipal Community

Outreach Divisions (MCODs), as well as eight Governorate Community Outreach Departments

(GCODs). By the end of Year 4, workshops on “How to Implement GESI Awareness Sessions”

had been completed in 29 out of the 33 partner municipalities, and municipal staff had acquired

knowledge and skills for improving the work environment generally, and for female staff

particularly. Specific to Q4, workshops were conducted on July 21-23 for four municipalities: Al-

Jafr, New Husainiyah, Houd Al-Dissa, and Wadi Araba.

The project followed up with 27 municipalities to identify the most effective models of

municipal/community engagement and GESI integration that have been put into practice. For

example, in the second quarter of Year 4, the Finance Manager of Al-Khalidiyah Municipality

delivered an awareness-raising session on gender equity and social inclusion to 20 of her fellow

municipal staff. Specific to Q4, on July 19 Greater Jerash Municipality’s MCOD delivered a GESI

awareness-raising session for municipal department heads. During August, the project conducted

field visits to Sahel Horan, New Ramtha, Greater Irbid, Al-Dhulail, Al-Khalidiyah, Al-Hallabat,

Sabha & Dafiana, Salhiah & Nayfeh, New Deir Alla, New Ma'adi, and Greater Zarqa Municipalities

to review their progress in improving the work environment for women and to discuss their

MCODs’ plans for training municipal staff and mainstreaming GESI in municipal services. On

September 17, the project facilitated an experience-sharing meeting for the municipalities of Sahel

Horan, Al-Hallabat, Al-Dhulail, and Greater Zarqa to share their successes and lessons learned in

mainstreaming GESI in municipal services.

Municipalities’ integration of marginalized groups during the COVID-19 quarantine. In

coordination with MCODs, the project monitored challenges encountered by the 33 partner

municipalities during the COVID-19 pandemic. In the third quarter of Year 4 the project developed

a report on “Municipalities During the Coronavirus Pandemic; How they dealt with different local

community groups?” The report included observations on: challenges facing women, youth,

persons with disabilities, poor families, and the elderly; solutions and services from municipalities;

lessons learned; and recommendations.

Increased Capacity of Officials and Subnational Staff to Fulfill their Responsibilities:

Technical assistance for the Governorate Community Outreach Departments (GCODs) in the 12

governorates. In the third quarter of Year 4, the project met with Governorate Community Outreach

Departments (GCODs) of Tafileh, Balqa, Zarqa, and Amman Governorates to review their progress

implementing their community outreach plans for 2019-2020, developed in cooperation with the

project and approved by the Minister of MOI in 2019. By the end of Year 4, the project had followed

up with all 12 governorates on their community outreach plans. Specific to Q4, on July 22-23 the

21 In earlier reports, this was referred to as the “Guide for Gender Transformative Municipalities.” The revised title

better reflects the purpose and scope of the guide.


project met with GCODs in Ma’an and Aqaba Governorates. In Year 5 the project will meet with

representatives at MOI to discuss recommendations for sustaining the work of the GCODs.

Gender-responsive budgeting in municipalities. In the first quarter of Year 4, the project developed

a manual, entitled: “Gender Responsive Budgeting in Municipalities: Concept, Approach, and

Instructions.” The manual guides municipalities through the process of preparing budgets that

include financial resources allocated for facilities to meet the social and economic development

needs of women and other disadvantaged persons; equal pay for male and female employees; and

resources allocated for gender-sensitive awareness campaigns. In a letter dated December 4, 2019,

and as an endorsement of the manual, the Minister of MOLA stated that the municipal budgets

regulations for 2020 will include gender-responsive budgeting. With this, municipalities must start

considering gender equity in the development of their “needs lists,” local development plans, and

budgets, thereby reducing marginalization between males and females.

GESI Integration in USAID CITIES Project Technical Activities:

Support to Governorate Strategic and Development Plans. On February 5, 12 and 13, the project

led a training program for the 12 governorates on "Integrating GESI in Governorate Strategic and

Development Plans," as part of the project’s continued technical assistance to governorate executive

councils and their respective local development directorates (GLDDs). Recommendations from the

training program on integrating GESI in governorate strategic and development plans were shared

with project teams to inform planning and implementation in Year 5.

Fatima Al Sa'ideen (left) and Municipal Executive Director Buthaina Al Sa'ideen (right), enjoy

recent beautification initiatives in Wadi Araba Municipality, such as painting park benches.

Funding was provided through a grant to Al-Qantara Center for the “Youth-Municipal Positive

Engagement Project,” funded by the USAID CITIES Project. Photo by: USAID CITIES Project


Support to local development planning. During Year 4, the project reviewed municipal local

development plans, described under Improved Service Delivery, to integrate GESI principles. By

the end of Year 4, a total of 61 local development plans had been reviewed. Specific to Q4, the

project completed the review of 16 local development plans for the municipalities of Sahel Horan,

Zaatari & Manshia, Kufranjah, Al-Ayun, Amiriah, Al-Shoula, Al-Shafa, Al-Saroo, Al-Hashimiyah,

Kufarat, Mazar Al-Jadeda, Al-Katraneh, Al-Taybeh, Mutah & Mazar, and Al-Sultani.

Support to master planning. In the fourth quarter, the project reviewed the Master Plan for Al-

Dhulail, Al-Hallabat, and Al-Khalidiyah Municipalities, described under Improved Service

Delivery, for integration of GESI principles.

TRAINING AND CAPACITY BUILDING

To support local administration at the central level and strengthen coordination with key

directorates of MOLA, the USAID CITIES Project has been supporting the Training and

Organizational Development Directorate to streamline the development of all policies and

procedures in the ministry, institutionalize the training function within MOLA, and build the

capacity of the directorate’s staff. The following section describes key achievements of the USAID

CITIES Project in support of training and capacity building at the Training and Organizational

Development Directorate of MOLA during Year 4.

Technical assistance and capacity building to streamline the development of MOLA’s policies

and procedures. The Training and Organizational Development Directorate of MOLA is mandated

to streamline the development of all policies and procedures in the ministry. To this end, the project

assisted the directorate to develop a single, simplified process for development and revision of

policies and procedures. In the third quarter of Year 4, the project finalized the process and

conducted an on-the-job training session for the Training and Organizational Development

Directorate to explain the proposed process and to obtain feedback. Specific to Q4, the final, single

simplified process for development and revision of policies and procedures, and associated

templates, were approved by MOLA in the last week of August.

Technical assistance to institutionalize MOLA’s training function. In the second quarter of Year

4, the project developed the following materials: policies and procedures for identifying and

prioritizing training needs; a template to guide development of training plans; and proposed a plan

for implementing selected training programs. To identify training needs, the project developed

competency-based questionnaires for the roles of leadership, supervision, specialization, and

support at MOLA. Following the development of these tools, in the third quarter of Year 4 the

project conducted training sessions for the Training and Organizational Development Directorate

on implementing training needs assessments and competency-based questionnaires. The project

also developed policies and procedures on

executing, monitoring, and evaluating

training plans, and an online training

registration form (in Google format) to

improve the directorate’s implementation

of training activities and the establishment

of a directorate training database. Specific

to Q4, on September 14 MOLA's and

"MOLA's and CVDB’s joint training committee acknowledges and

highly appreciates the efforts devoted in the development of the

step-by-step policies and procedures that will help to

institutionalize the training functions within MOLA."

Tawfiq Khawatrah

Training and Organizational Development Director, MOLA

September 14, 2020


CVDB's joint training committee, headed by MOLA's Acting Secretary General, approved the

training policies, procedures, and templates.

Technical assistance on MOLA's “return-to-work” plan and process, and assessing employees’

satisfaction with telework. In the third quarter of Year 4, the project cooperated with MOLA to

develop a plan for MOLA’s return to work following the government lockdown due to the COVID-

19 pandemic. The plan included health and safety guidelines for employees upon return to work

and a compliance checklist. The project also developed a questionnaire to assess employees'

satisfaction with telework and the process for returning to work. MOLA approved the questionnaire

and the project held a training session for staff from the Training and Organizational Development

Directorate on implementing online surveys. Specific to Q4, on July 15 the project held a second

training session on the use of online surveys. The directorate utilized survey results to measure

employee satisfaction and to improve work policies, health and safety measures, and internal

communications, and prepared a report on MOLA's readiness and responsiveness during the

COVID-19 pandemic. Finally, the project helped MOLA to adapt its existing health and safety

guidelines and materials to online learning by converting the guidelines into a short video posted

on MOLA's Facebook page on COVID-19 health and safety measures for MOLA staff.

Inventory of training materials. In the third quarter of Year 4, the project developed an inventory

of project training materials to be transferred to MOLA by the end of the project. The inventory of

training materials continues to be updated and will be uploaded to a portal on MOLA’s website

with the project’s support in Year 5. The project continued coordinating with other donors also

cooperating with MOLA on the development of training programs and resources to ensure effective

knowledge management.

GRANTS

The following section describes the key achievements of the USAID CITIES Project through grants

during Year 4.

Annual Program Statement. The grant to Al-Qantara Center for Human Resources Development

was signed on September 4, 2018, and modified on December 16, 2018. The grant period was

scheduled to end on April 12, 2020. However, due to government travel restrictions in response to

COVID-19, implementation was delayed and, in consultation with USAID, allowed a no-cost

extension until June 30 of this year. Specific to Q4, upon receipt of all deliverables, the project

closed the grant on July 29. (For more information about the grant, see the Community Engagement

and Cohesion section in this report.)

Grants Manual. On April 23 of this year the project submitted a revised grants manual to USAID.

The revisions included changes to ADS 303, dated December 23, 2019. The project began applying

the revised manual and its new legal requirements on May 7 of this year.


Non-Competitive Grant Applications:

King Abdullah II Center for Excellence (KACE). On December 9, 2019, the project signed a grant

agreement to partner with KACE. The grant period will end on May 31, 2021. (For more

information about the grant, see the Improved Internal Management section in this report.) Zaha Cultural Center. On August 26, 2019, the project signed a grant agreement with the Zaha

Cultural Center. The final grant completion report from the center was approved on April 22 this

year. Specific to Q4, the grant to Zaha Cultural Center was closed on July 22, and the de-obligated

amount returned to the grants pool. (For more information about the grant, see the Community

Engagement and Cohesion section in this report.)

Princess Alia Foundation (PAF). Specific to Q4, on August 16 the grant agreement for the “Pilot

project to build the capacity of municipalities to control stray dog populations” was signed by HRH

Princess Alia Al-Hussein and the project. This quarter, PAF received approval to accept foreign

funding. Thereafter, the first deliverable was approved and the first payment disbursed. (For more

information about the grant, see the Community Engagement and Cohesion section in this report.)

In-kind grants:

By June 30 of this year, the project had signed all 33 in-kind grant agreements. Several

municipalities hosted “Municipal Days” during Year 4 to celebrate deliveries and to publicize the

improvements in municipal services. Remaining deliveries will be completed during Year 5.

Radio station equipment. Specific to Q4, on July 23, the project released the solicitation for radio

station equipment for Greater Madaba and Greater Irbid Municipalities, and studio equipment for

Greater Mafraq Municipality. On August 11, a pre-bidders conference was held at the project’s

office. Quotations for the radio station and studio equipment were received by September 7, and

continued to be under review at the end of Year 4. Delivery and installation of the radio station and

studio equipment will be completed during Year 5.

Requests for construction-related activities. In the third quarter of Year 4, a subcontract was

executed for the purchase and installation of equipment for five sport fields and 12 public parks.

This procurement is part of the project's approved in-kind grant activities to the nine municipalities

of Sahab, New Ma’adi, New Deir Alla, Al-Hallabat, Greater Ma’an, Wadi Araba, Southern

Aghwar, New Umm Al-Jimal, and Greater Karak. By the end of Year 4, all five sports fields and

nine public parks had been completed. Specific to Q4, the subcontractor completed work in Al-

Hallabat, New Umm Al-Jimal, Sahab, New Ma’adi, and New Deir Alla Municipalities. Following

the decision not to implement more Zaha Cultural Centers, Al-Khalidiyah Municipality was also

added to the list of municipalities to be equipped with a public park, thus increasing the total number

of parks to 13. Installation of the remaining parks will be completed in the first quarter of Year 5.

List of non-expendable (NEP) items. USAID had approved four lists of NEP items during Year 3:

three lists (i.e., approval requests AR-147, AR-155, AR-169) for equipment requested under the

municipal in-kind grant applications (including all items with ceiling prices above $500); and a

fourth list for equipment requested by the Zaha Cultural Center (AR-157).


In the first quarter of Year 4, the project updated and combined the four lists into a single list of

NEP items (AR-175), which it submitted for approval on February 4, 2020, and obtained approval

from USAID on March 5, 2020.

The NEP report for the second quarter of Year 4 and updated list of NEP items (AR-177) were

submitted to USAID on May 10, 2020 and approved on May 12, 2020.

A combined NEP report for the third and fourth quarters of Year 4 will be submitted during the first

quarter of Year 5.

MONITORING, EVALUATION AND LEARNING

The project continued to systematically monitor, analyze, document, and report on the progress and

results of project activities and report on them to the technical teams. The following section

describes the key achievements of the USAID CITIES Project in monitoring, evaluation and

learning (MEL) during Year 4.

Activity Monitoring, Evaluation and Learning Plan revision and implementation. To better

reflect and integrate the project’s contributions to the achievement of its objectives, during Year 3

the project, with guidance from USAID, revised its Activity, Monitoring, Evaluation and Learning

Plan (AMELP), including the theory of change, results framework, performance indicators, and

performance indicator reference sheets. As directed by USAID, the project began reporting against

the revised results framework in the first quarter of Year 4, and USAID approved the results

framework on March 4 of this year.

Al Dhulail Municipality’s survey team, Firas Tafesh and Muthanna Abu Howeidi,

taking precise measurements with equipment provided through the project’s in-kind

grants of the area of Wadi Al Dhulail for the Master Development Plan, which is

being developed jointly with the municipalities of Al-Dhulail, Al-Hallabat, and Al-

Khalidiyah. Photo by USAID CITIES Project


Per USAID’s request, the full, revised AMELP – including the approved results framework – was

resubmitted to USAID on March 15 of this year. USAID approved the AMELP on April 19. The

approved plan: harmonizes wording in the Performance Indicator Reference Sheets; reflects and

integrates the project’s contributions to the achievement of its objectives; and improves the

measurement of indicator results to better reflect the reality of the project’s work.

The results and indicators in the approved AMELP supersede the original version, and the project

is responsible for achieving and accounting for the new indicators only.

Support during the response to the COVID-19 pandemic. Despite challenges in the third and

fourth quarters of Year 4 from restrictions due to the COVID-19 pandemic, the project continued

to systematically monitor, analyze and report on the progress and results of technical assistance and

support technical teams. The project conducted periodic check-in meetings with technical teams

and senior management. These meetings helped bring the teams together, ensured knowledge-

sharing, and enabled the tracking and documentation of work during the challenging period of the

quarantine. In the third quarter of Year 4 the project developed and implemented a teleworking

documentation tool, a template for staff to document their support and interactions with

counterparts during the quarantine. Also in the third quarter, the project developed a MEL plan to

assess how the support provided to MOLA procuring a package of items for municipal cleaning

and sanitation efforts benefitted the municipalities. Specific to Q4, and in line with the MEL plan,

the project conducted field surveys to assess the utility of the items procured in support of municipal

cleaning and sanitation efforts. Results showed that 90 percent of the surveyed municipalities

increased the coverage and/or frequency of sanitation services as a result of the support received,

and that 94 percent of end users found the personal protective equipment helpful in conducting their

work safely. Survey results were shared with USAID. The project also supported the Training and

Organizational Development Directorate staff to utilize online surveys (using Google) to assess

employees’ satisfaction with telework during the quarantine. (See the Training and Capacity

Building section in this report.)

Review of performance data at the end of Year 4. The chart below shows that the project is well-

positioned to achieve the majority of end-of-project targets, based on the percentage of completion

of 20 performance indicators. Two indicators have exceeded their targets by more than 20 percent:

“Number of recreational facilities and parks built or rehabilitated;” and “Percentage increase in

knowledge among officials and subnational staff trained or coached.” This is a result of the decision,

in consultation with USAID, to expand support to recreational facilities and parks, which resulted

in a total of 15 parks and sport fields rehabilitated or built by the end of Year 4, a 125 percent

overachievement of the end-of-project target. By the end of Year 4, the percentage increase in

knowledge among officials and subnational staff trained or coached also overachieved its end-of-

project target by 170 percent. The indicator with the lowest percentage of completion by the end of

Year 4, “Number of public forums resulting from USG assistance in which local/national

legislators/elected officials and members of the public interact,” was lowered due to restrictions on

gatherings during the COVID-19 pandemic. By definition, to be counted under this indicator a

public forum would have to include no less than 15 citizens but, in line with government directives,

the project was required to limit participants to no more than 10 people per gathering. (Performance

indicators’ results for Year 4 can be found at Annex 5.)


Support to training activities. In Year 4, the project conducted 53 training events with a total of

722 participants, out of which 58.2 percent were male (420 participants) and 41.8 percent were

female (302 participants). Specific to Q4, the project conducted 17 training events with a total of

63%

66%

97%

97%

100%

100%

103%

84%

84%

86%

90%

90%

95%

100%

111%

170%

38%

100%

125%

100%

0% 25% 50% 75% 100% 125% 150%

# OF MUNICIPALITIES WHERE SNBN IS IMPLEMENTED

# OF SNBN MAPS DEVELOPED

% OF SERVICE DELIVERY IMPROVEMENTS IDENTIFIED IN MUNICIPAL SDIPS IMPLEMENTED

# OF LOCAL DEVELOPMENT PLANS TO IMPROVE SERVICE DELIVERY REFLECTIVE OF COMMUNITY NEEDS CREATED BY …

# OF MUNICIPALITIES THAT DEVELOP SOLID WASTE IMPROVEMENTS PLANS

# OF GOVERNORATE DEVELOPMENT PLANS CREATED AND REVISED

# OF MUNICIPALITIES RECEIVING TRAINING TO IMPROVE SERVICE DELIVERY

NUMBER OF MUNICIPALITIES IMPROVING INTERNAL MANAGEMENT CAPACITY

NUMBER OF MUNICIPALITIES THAT APPLY RECOMMENDED CORRECTIVE ACTIONS TO THE FINANCIAL SYSTEM

% INCREASE IN BUDGET MANAGEMENT ASSESSMENT SCORE

% OF INSTITUTIONAL REFORMS ADOPTED BY MUNICIPALITIES

MOLA’S ORGANIZATIONAL STRUCTURE REFLECTING LOCAL ADMINISTRATION FUNCTIONS ADOPTED

MOLA'S STRATEGIC PLAN FOR YEARS 2020-2023 APPROVED AND PUBLISHED

MOLA’S ANNUAL REPORT FOR YEARS 2018-2019 PUBLISHED

# OF ORGANIZATIONAL STRUCTURES (ORGANIZATIONAL CHARTS AND JOB DESCRIPTIONS) ENDORSED BY MOLA …

% INCREASE IN KNOWLEDGE AMONG OFFICIALS AND SUBNATIONAL STAFF TRAINED OR COACHED

NUMBER OF PUBLIC FORUMS RESULTING FROM USG ASSISTANCE IN WHICH LOCAL/NATIONAL …

% OF MUNICIPALITIES THAT IMPLEMENT OUTREACH AND COMMUNICATION STRATEGIES

# OF RECREATIONAL FACILITIES AND PARKS BUILT OR REHABILITATED

% OF USG-ASSISTED ORGANIZATIONS WITH IMPROVED PERFORMANCE

Performance Indicators: Year 4 Achievement vs. Life-of-Project Target (100%)


148 participants, 60.8 percent of which were male (90 participants) and 39.2 percent were female

(58 participants).

The project conducts Level One training evaluations following all training events. The evaluation

assesses eight aspects of training activities: content; level of satisfaction; training aids;

knowledge/skills; trainers; exercises; duration; and whether they would recommend the training to

others. Specific to Q4, as the project transitioned events online, the Level One training evaluation

form was modified to adjust to the new delivery modality. Level One evaluations continued to be

used to calculate the training quality index, which for the fourth quarter was 78.1 percent based on

54 respondents. The lower percentage was primarily due to the introduction of training online. Based

on the responses, the project conducted an internal assessment of the online training process and

identified improvements to be applied in Year 5.

Figure 1 shows that the overall training quality index for

Year 4 was 80.4 percent, with a total of 518 respondents

representing 71.7 percent of total attendees. The training

quality index continued to be above the project’s target of

“higher than 80 percent”. Figure 2 shows Level One

evaluation results for Year 4. Evaluations were completed

by 518 participants who rated eight aspects of training

activities, with a scale of three choices per question: a, b,

or c; choice “a” represents the most favorable rating of the

training, while choice “c” is the least favorable rating.

The project conducted Level Two pre- and post-training evaluations for all classroom- and online-

based training activities to assess the level of knowledge gained by participants. In Year 4, Level

Two evaluations were conducted for 31 training sessions, with 383 respondents representing 53

percent of all participants. Results showed that 85 percent of participants improved their knowledge

after participating in the training activities, with an average increase in the post-training score of

2.51 points out of 10.

The project conducted a Level Three training evaluation in the first quarter of Year 4 to assess the

utility of the FMIS training program, how participants applied the knowledge gained, and how the

training program could be improved. Overall, respondents’ feedback was very positive and

Figure 2. Level 1 evaluation results, Year 4

Figure 1. Training quality index, Year 4


indicated that the training program was very useful; 93 percent indicated that the use of the FMIS

helped improve financial management at their municipality, and 64 percent indicated that the

training program achieved its objectives.

Specific to Q4, the project conducted two focus group discussions to gather lessons learned and

recommendations from representatives of youth committees working on the “Youth-Municipal

Positive Engagement Project,” and conducted interviews with municipal mayors as well as project

staff working for the grantee, Al-Qantara Center for Human Resources Development. (For a

summary of the lessons learned and recommendations, see the Community Engagement and

Cohesion section in this report.)

Support to grant activities. In the first and second quarters of Year 4, the project started

implementing the in-kind grants’ MEL Plans, established baseline values for in-kind grants’

indicators, and developed an online-based indicator tracking table. In the second quarter, the project

worked with KACE to develop a MEL plan for the Municipal Excellence initiative. Specific to Q4,

the project provided support, technical assistance, and coaching to PAF to develop a MEL plan for

the implementation of the “Pilot project to build the capacity of municipalities to control stray dog

populations.” The project also gathered data for the MEL plans of in-kind grants.

Compliance with USAID reporting. In Year 4, the project continued to comply with USAID’s

reporting requirements, including: uploaded all training events conducted in Year 4/FY 2020 to the

USAID training documentation system (TraiNet and later TEAMS); reviewed and confirmed the

accuracy and correctness of Year 3/FY 2019 training events previously entered in the USAID

training documentation system; generated geographical information system data of Year 4/FY 2020

for uploading to USAID’s DevResults system, and uploaded performance indicator data to

USAID’s DevResults system. The project also delivered timely weekly reports reflecting

programmatic updates and noteworthy achievements, while underlining the impact and progress

relating to the implementation of project activities. The project enhanced its weekly reports by

adding a section on progress achieved against targets "Numbers at a glance", and the project updated

the calendar of project activities on a weekly basis for USAID. Moving forward, the project will

support the technical teams to reflect graduation of activities and ensuring sustainability of all

activities implemented.

Evaluation, assessment and learning agenda. In the third quarter of Year 4, USAID informed the

project of its intention to assess the project’s street naming and building numbering and local

economic development interventions, in collaboration with USAID’s newly awarded MEL Activity

(MELA) project. Specific to Q4, the project participated in various meetings with USAID, MELA,

and the assessment teams to inform and support the implementation of the assessment. The project

will continue this support in Year 5.

In the third quarter of Year 3, the project discussed with the Contract Officer Representative (COR)

the limitations of conducting an end-line impact evaluation and the best options for ensuring that

the learning from different project interventions are being captured and documented. Specific to

Q4, at a meeting on July 2 the COR and USAID’s Program Office agreed that it will not be feasible

to conduct an end-line impact evaluation. Instead, USAID and the project agreed to include

standalone learning activities in the Year 5 Work Plan. In addition to standalone learning activities,


the project will conduct a project-wide learning exercise in the second quarter of Year 5 to examine

successes, challenges, and other experiences of implementation.

Year 5 Work Plan. In late May 2020, the project began developing the Year 5 Work Plan by

identifying activities from the Year 4 Work Plan that must be carried over, identifying a select

number of new activities agreed with USAID and MOLA, and ensuring sustainability of all

activities implemented. The project submitted the first draft of the Year 5 Work Plan to USAID on

June 25, 2020. Specific to Q4, a final version of the Year 5 Work Plan was submitted to USAID on

September 29 and approved by the COR on September 30. (A list of the project’s Year 4 activities

showing their implementation status as of September 30 of this year is provided at Annex 6.)

COLLABORATION AND KNOWLEDGE SHARING

The following section describes the key achievements of the USAID CITIES Project in external

and internal collaboration and knowledge sharing during Year 4.

External collaboration and knowledge sharing. The USAID CITIES Project encourages

discussions with key stakeholders on implementation progress and challenges, and the review and

documentation of critical issues relating to performance, outputs, and outcome as a basis for future

planning. Examples during Year 4 include:

Inventory of the project’s training materials. In the first quarter of Year 4, the project

attended a coordination meeting hosted by the Canada-funded Jordan Municipal Sector

Project (JMSP), which is supporting MOLA in developing its knowledge-sharing strategy.

The meeting was attended by representatives from the World Bank/MSSRP, IRI, GIZ,

Oxfam, EU and Action Against Hunger. In the third quarter of Year 4, the project developed

an inventory of the project’s training materials to be transferred to MOLA at the end of the

project. As part of donor coordination efforts, the project shared this inventory with the

JMSP. Specific to Q4, the project met with JMSP on July 12 to discuss the development of

a knowledge-sharing portal to further disseminate the project's training materials with

MOLA and municipal staff. Such a portal is not part of JMSP’s activities. Therefore, the

project agreed with MOLA for a portal to be developed with the project’s support as part of

MOLA’s website. Also, the project shared the inventory of the project’s training materials

with the Director of the Institute of Local Administration (formerly known as the Municipal

Training Institute). MOLA’s training policies and procedures developed with the project’s

support were also shared with the Institute. The institute will apply these materials to

develop their own training policies and procedures, identify municipalities’ training needs,

and develop training plans.

“Comprehensive Financial Review Analysis for Partner Municipalities.” The report,

submitted to USAID and MOLA, compares the pre- and post-diagnostic scoring,

summarizes the project’s impact on improved financial management through the

implementation of the FMIS, and makes recommendations to further enhance municipal

financial management, such as accrual basis accounting, budget management, internal

controls, and fixed assets management.


“Comparative Human Resources Analysis for Partner Municipalities.” The analysis

compiles results from the project’s pre- and post-human resources audits, marking the first

time that gender distribution, education and professional qualifications, age ranges, size of

municipality, and other comparative human resources data has been available to MOLA and

municipalities for use in strategic planning.

Experience-sharing meetings on community cohesion. By the end of Year 4, the project

convened three experience-sharing meetings for municipal support teams to promote

sharing of experiences and lessons learned in addressing factors affecting cohesion within

their local communities.

Recommendations on solid waste development plans. Specific to Q4, the project prepared a

report on the development of solid waste municipal plans, including recommendations for

future programming. The report will be submitted to USAID and MOLA in the first quarter

of Year 5.

"Training to Municipalities on Financial Disclosure and Participatory Budgeting."

Specific to Q4, the project shared a detailed progress report with MOLA and AFD

highlighting the project’s capacity building activities on: conducting effective municipal

town-hall meetings; raising communities’ awareness of municipal budgeting and planning;

preparing “needs lists”; and local development. The report is part of the project’s technical

assistance to MOLA in achieving the triggers of the AFD loan.

Lessons learned on municipalities engaging youth. Specific to Q4, the project gathered

lessons learned and recommendations from the implementation of the “Youth-Municipal

Positive Engagement Project” grant to inform future programming of donors and other

stakeholders.

Experience-sharing meetings on GESI integration. Specific to Q4, the project held an

experience-sharing meeting with the municipalities of Sahel Horan, Al-Hallabat, Al-

Dhulail, and Greater Zarqa to share their successes and lessons learned in mainstreaming

GESI in municipal services.

Internal collaboration and knowledge sharing. The project continued to encourage internal

reflection analyze successes and challenges, identify lessons learned, and recognize practices that

should be initiated, continued, or revised to strengthen sustainability. Examples during Year 4

included:

Mid-year Year 4 Work Plan implementation assessment. Through several meetings, the

project’s MEL team and technical staff reviewed and reflected on progress-to-date in

achieving the project’s objectives. The MEL team developed an analysis report and shared

it with technical staff.

Harmonization of the project’s Year 4 Work Plan narrative and the Year 4 activities’ Gantt

chart. The project’s MEL team and technical staff reviewed the Year 4 Work Plan to reflect

the merger at the end of Year 3 of two technical teams: “Increased responsiveness to

community members’ priorities” (Team 3); and “Enhanced capacity to promote community

resilience” (Team 4). The two teams now function as a unified “Community Engagement

and Cohesion” team. The aligned Year 4 Work Plan and Gantt chart were submitted to

USAID on January 29, 2020.


Reflection of the impact of the COVID-19 pandemic on the Year 4 Work Plan. The project

conducted a reprioritization analysis of the remaining activities in Year 4, which also

informed planning for the Year 5 Work Plan. Another example was periodic check-in

meetings that technical teams and senior management held while teleworking during the

COVID-19 quarantine. In these meetings, staff shared successful approaches in continuing

to support MOLA and the municipalities despite travel restrictions.

Matrix of key deliverables. By the end of Year 4, the project developed a matrix of key

deliverables to be distributed to the project’s stakeholders at the end of the project. The

matrix will continue to be updated during Year 5.

COMMUNICATIONS AND OUTREACH

The project expands visibility of achievements, increases understanding, and generates support for

reforms by highlighting the project’s achievements, successes, and impacts through a variety of

communication tools. The following section describes the key achievements of the USAID CITIES

Project in communications and outreach during Year 4.

Success stories. The project submitted two success stories. The submission dates are in brackets

next to each story.

1. Women Taking Leadership Roles in Local Administrations (April 24)

2. Municipal Town Hall Meetings Engage Community Members in Government (April 24)

News articles. The project submitted 23 news articles to USAID for inclusion in the Implementing

Partners Newsletter. The submission dates are in brackets next to each story. (See Annex 2 for the

full news articles specific to Q4 of Year 4.)

1. How can Municipalities Attract Investment and Create Jobs? (October 7)

2. Property Tax Appraisals Help to Improve the Community. (October 7)

3. How can a Routine Human Resources Audit Spur Economic Development? (October 7)

4. Developing the Next Generation of Civil Engineers One Street at a Time. (October 29)

5. Don’t Take Garbage for Granted – Where Does it all Go? (October 29)

6. Can Social Media be an Effective Communication Tool for Municipalities? (November 5)

7. How can Municipalities Optimize Internal Controls for Better Financial Management?

(November 11)

8. Why Does a Financial Management System Matter? (February 10)

9. Are Municipal Town Hall Meetings an Important Way to Engage Community Members in

Government Affairs? (February 25)

10. Unlocking Investments in Municipalities – Can a Strategic Plan Help? (March 1)

11. How Does a Municipal Finance Manager Make a Difference in Her Community? (March

2)

12. Are Women Taking Leadership Roles in Local Administrations? (March 10)

13. How Are Women Leaders at the Ministry of Local Administration (MOLA) Facilitating

Strategic Planning? (March 10)

14. How Can Municipalities Partner with the Private Sector to Bring Jobs to their Communities?

(March 19)


15. How Are Women Leaders at MOLA Facilitating Local Development? (March 19)

16. How are Women Contributing to Improvements in Their Municipalities? (March 30)

17. USAID Project Supports Municipalities to Improve Solid Waste Service Delivery (June 28)

18. USAID Helps Unlock Private Sector Investment in Southern Aghwar Municipality (June

28)

19. USAID Grant Supports Youth Engagement in Municipal Service Delivery (June 28)

20. USAID CITIES Project Supports Municipalities' Women Leaders (originally submitted on

March 30, 2020, and resubmitted on June 28)

21. USAID CITIES Project is enhancing municipal service delivery by expanding street naming

and building numbering to three municipalities (August 6)

22. USAID Project Helps Houd Al-Dissa Youth Support Their Municipality (September 5)

23. USAID Project Engages Women in Municipal Affairs in Wadi Araba Municipality

(September 5)

Facebook posts. The project’s work continued to be promoted via USAID Jordan's Facebook page,

thereby showcasing achievements to the general public. In Year 4, 25 posts were submitted to

USAID. They are listed below to differentiate between those submitted to USAID and posted by

USAID in the USAID Jordan's Facebook page (posting date in brackets), and those submitted to

USAID but not yet posted at the end of Year 4 (submission date in brackets). (See Annex 3 for the

full Facebook posts specific to Q4.)

Posted in the USAID Jordan's Facebook page:

1. How can a Municipality better Serve Hearing-impaired Residents? (September 29)

2. What Street is the Print Shop on? Which Building is the Doctor's Office in? (October 22)

3. How does Better Coordination save Municipalities Money and Improve Services?

(November 6)

4. Grand Opening of the Madaba Urban Village. (November 7)

5. Completion of Street Naming and Building Numbering in the Jerash City Center.

(November 12)

6. Completion of Street Naming and Building Numbering in the Mafraq City Center.

(November 21)

7. How is Jordan Developing the Next Generation of Civil Engineers? One street at a time.

(November 24)

8. How do Municipalities Manage Solid Waste? (December 24)

9. How are Better Management Practices Helping Municipalities save Money? (December 28)

10. How are Municipalities Connecting with their Communities? (January 5)

11. Meet Islam, a photographer and sign language interpreter at Jerash Municipality (February

17)

12. How are Women Making Their Communities Better? (March 11)

13. How Are Municipalities Supporting the Local Economy During the Coronavirus Pandemic?

(June 3)

14. USAID Applauds the Efforts of Solid Waste Workers on the Frontlines of the Coronavirus

Crisis (originally submitted on May 3, and posted on July 12)

15. How can Youth Support Improved Municipal Services? A Local Grant to Al Qantara Center

Shows How! (originally submitted on June 28, and posted on August 4)


16. How Does a Municipal Organizational Chart Contribute to Local Economic Development?

Greater Karak Municipality Shows How! (Posted by USAID in the USAID Jordan's

Facebook page in the first quarter of Year 5 on October 1, 2020.)

Submitted in Year 4 but not posted in the USAID Jordan's Facebook page:

1. Ceremony for Handover of Information Technology Equipment and Office Furniture for 33

Municipalities. (October 3)

2. How are Youth Involved in the Improving their Municipalities? (December 26)

3. How can Women be Effectively Integrated into Public life in a Small, Traditional

Community? (December 26)

4. How is the Municipality of Greater Mafraq Helping Citizens Learn about What’s Happening

in their Community? (December 26)

5. USAID and MOLA Deliver Rapid Response to Municipalities Impacted by Coronavirus

(March 30)

6. Better Data Improves Municipal Human Resource Capacity and Planning (April 8)

7. How is USAID Supporting Local Economic Development? In Al-Dhulail Municipality, it

is by Learning How to Attract Local Investment! (June 24)

8. Al-Hallabat Celebrates International Youth Day with New Municipal Sports Field from

USAID (August 12)

9. What Difference Does a Few Centimeters Make? A Great Deal When it is Your Property

Line! (September 1)

Technical assistance to MOLA. In the third quarter of Year 4, the project produced a 90-second

video capturing MOLA's support to municipalities' cleaning and disinfecting efforts during the

COVID-19 pandemic. Specific to Q4, MOLA approved the video on September 24, and posted it

on MOLA’s Facebook page: https://www.facebook.com/moma.gov.jo/posts/710161252924199.

Video on street

naming and

building numbering. During the third

quarter of Year 4,

the project

developed a four-

minute version and

90-second version of

the video to explain

the street naming

and building

numbering initiative

and its benefits to the

local community

(e.g., increased

municipal services,

increased economic

The project produced a video to raise community awareness on the importance and value

of the street naming and building numbering initiative that is being implemented by the

USAID CITIES Project in different municipalities. Municipalities posted the video on

their Facebook pages to inform how the initiative facilitates improvements in community

services and economic development.

https://www.facebook.com/moma.gov.jo/posts/710161252924199


opportunities by making it easier to find stores and home-based busin-esses, among others).

Specific to Q4, on July 28 USAID approved the video, and posted the 90-second version of the

video on their Facebook page on September 25. The project developed a dissemination plan for the

video and the municipalities of Greater Ajloun, Greater Jerash, Greater Mafraq, Ayn Al Basha, and

Ramtha also posted the 90-second video on their Facebook pages. The video can be accessed at

https://www.facebook.com/USAIDJordan/posts/3360051704088448

KEY ACTIVITIES FOR NEXT QUARTER

During the first quarter of Year 5, the project will begin to implement the Year 5 Work Plan in close

coordination with its stakeholders, building on progress to date. The timing of activities may depend

on the schedules and progress of project stakeholders.

USAID CITIES Project Year 5, Q1 Key Activities

Improved Service Delivery

At the request of MOLA, the project will complete the training sessions for the third module on

contract management for the 110 MOLA engineers.

Complete Phase Two installation of street naming and building numbering.

Start Phase Three installation of street naming and building numbering.

Complete the maps of street names and building numbers, and secure municipal council

approvals.

Complete the public parks in the municipalities of Southern Aghwar (2), Wadi Araba (1), and

and Al-Khalidiyah (1).

Develop recommendations on local development planning and governorate strategic and

development planning.

Seek review by the Higher Planning Council of the master plan for Al-Dhulail, Al-Hallabat, and

Al-Khalidiyah Municipalities.

Improved Internal Management

Provide technical assistance to MOLA in the implementation of the action plan to improve the

automated municipal FMIS.

Develop an automated municipal fixed assets database in cooperation with MOLA and CVDB.

Finalize the terms of reference and RFP for the development of the online financial dashboard.

Develop an action plan to support MOLA and municipalities in the implementation of external

independent audits and annual financial statements.

Work with partner municipalities who have not yet adopted the new organizational structure to

formally adopt and apply it.

Conduct review of current practices of municipal staff appraisal criteria and MOLA instructions

and propose improvements to MOLA.

Identify municipalities and staff for advanced technical assistance on approaches, tools, and

skills to self-assess their financial and human resources management operations.

Manage the implementation of the Municipal Excellence Program, which is being implemented

through a grant to KACE.

Continue providing technical assistance to MOLA in the development of the ministry’s

organizational structure consistent with the draft Law on Local Administration.

https://www.facebook.com/USAIDJordan/posts/3360051704088448


Assist MOLA in meeting certain conditions related to the AFD’s municipal finance sector

policy loan in coordination with MOLA.

Community Engagement and Cohesion

Train MOLA and municipalities on producing short videos.

Continue providing technical support on communications and outreach to partner municipalities

and work with them to update their communication and outreach strategies.

Support three municipalities in the production of radio and media programs.

Support municipalities in the design and implementation of street naming and building

numbering awareness campaigns and awareness-raising interventions relating to items delivered

to municipalities through the project’s in-kind grants.

Oversee the grant awarded to PAF to implement a pilot project to build the capacity of

municipalities to control stray dog populations.

Support the development and implementation of parks and sports fields.

Support the implementation of “Municipal Days” to promote municipal achievements and

improve community engagement and outreach.

Crosscutting Activities

Municipal Investment and Recovery

In coordination with the Community Engagement and Cohesion team, continue coordinating

with municipalities to expand the list of viable opportunities for attracting investments,

supporting recovery, and creating jobs, including review of ongoing and past successes.

Continue validating and verifying the data of the most promising investment and recovery

projects.

Select the most viable projects and categorize them by period of implementation.

Review operating plans and costs for the selected projects to ensure effective use of funds and

sustainability.

Continue developing an implementation plan for each approved investment and recovery project.

Continue the coordination with the procurement team and develop a procurement plan for each

approved project.

Support municipalities to improve their marketing to the government and potential investors if

needed.

Train and provide technical assistance, if needed.

Continue facilitating meetings regarding the Markazia/Toyota initiative in the Wasfi Al-Tal

Forest and help Markazia/Toyota prepare for implementation and procurement.

Implement the internship program at MOLA and CVDB in cooperation with all project teams.

Gender Equity and Social Inclusion

Develop functional description and job descriptions for the Equal Opportunities Unit of MOLA.

Coach and mentor the Equal Opportunities Unit of MOLA.

Continue gender mainstreaming in all of the project’s thematic areas.

Continue cooperation with GESI-related stakeholders.

Continue review of local development plans from the GESI perspective.


Training and Capacity Building

• Continue to provide technical assistance to develop the capacity of the Training and

Organizational Development Directorate of MOLA to implement policies and procedures

relating to training.

• Provide MOLA with tools to help monitor and evaluate their training plans.

• Begin transferring project training material and resources to the portal on MOLA's website.

Grants

Follow up on the submission of progress reports required under the signed limited scope in-kind

grant agreements from the municipalities, as applicable.

Monitor the progress of the KACE grant and provide support as needed.

Monitor the progress of the PAF grant and provide support as needed.

Develop and submit the list of NEP items for USAID’s approval.

Conduct remaining municipal site visits in preparation of closing-out the municipal awards.

Monitoring, Evaluation, and Learning

Continue to support the in-kind grants activities with data collection and analysis.

Continue to assess training activities and implement tools for improved data collection, analysis,

and reporting.

Continue to provide support, feedback, and guidance to technical teams.

Continue to support weekly and quarterly reporting.

Continue to assist the technical teams in monitoring and managing grant implementation (e.g.,

KACE and PAF).

Work with USAID and the USAID MELA project to support the street naming and building

numbering and local economic development assessment.

Monitor the progress of Year 5 Work Plan implementation and provide data analysis and

guidance to management and technical teams.

Support the implementation of learning activities and lessons learned sessions for completed

activities.

Plan for the development of end-of-project lessons learned.

Continue preparations for drafting the final report.

Communications and Outreach

Support the launch of MOLA’s Strategic Plan.

Coach MOLA, CVDB and municipalities to improve their communications and outreach.

Highlight the delivery of nine skid steer loaders and six solid waste compactors to municipalities

in mainstream media and on social media.

Highlight Phase 3 installation of street naming and building numbering on social media as part

of an awareness plan to be developed in coordination with the Community Engagement and

Cohesion team.

Highlight the achievements and successes of the project’s grants (e.g., PAF and KACE) in the

media and on social media.

Highlight the delivery of select in-kind grants/procurements through mainstream media and

social media.


CHALLENGES AND LESSONS LEARNED IN YEAR 4

Changes in MOLA leadership positions: On April 26, MOLA’s Secretary General resigned, and

the General Director of the CVDB was appointed as Acting Secretary General on April 29. In

addition, new directors were appointed on June 22 to lead Solid Waste Management, Training and

Institutional Development, Human Resources, and Information Technology.

Issue addressed: Such changes did not have a negative impact on the activities of the USAID

CITIES Project. Collaboration between the new leaders and project staff has been effective, and

all Year 4 project activities have been proceeding on schedule.

COVID-19 pandemic impact on MOLA’s municipal human resources: Effective May 5, MOLA's

minister instructed all municipal staff to be in their offices on a 50 percent basis, with the exception

of staff from cleaning, health, and environment departments, who were instructed to work on a 100

percent basis. In addition, local and municipal councils were instructed to resume regular meetings

either online or at municipal halls. The resumption of work improved revenue collection and

provision of services, such as professional licensing and approval of construction permits.

However, some municipalities expressed concern over the absence of clear instructions on how to

manage human resources on a 50 percent basis.

Issue addressed: The project continues to document learning from the experiences of MOLA and

municipalities, and to apply what has been learned to plan future technical assistance to improve

responses and continuity of operations during crises (e.g., delegation of authorities, teleworking,

communications, and automated transactions). For example, several partner municipalities have

adopted the organizational structure approved by MOLA, which will enable municipalities to better

manage succession and contingency planning. The project also supported the Training and

Organizational Development Directorate of MOLA to improve the ministry’s readiness and

responsiveness during the COVID-19 pandemic, and other emergencies in the future, by:

Developing a plan for the ministry's return to work as quarantine restrictions were lifted,

including health and safety guidelines for employees and a compliance checklist.

Adapting its existing health and safety guidelines and materials for online learning (i.e.,

helping MOLA to present the guidelines in a short video and raise awareness through

utilizing social media; the video was posted on MOLA’s Facebook page).

Developing a questionnaire to assess employees' satisfaction with telework and the process

of returning to work.

Training the directorate’s staff on how to conduct a survey online and analyze staff

responses.

In Year 5, the project will continue coaching and mentoring the Training and Organizational

Development Directorate of MOLA to analyze employee responses and to improve internal work

policies, health and safety measures, utilization of information technology, and communications as

needed.

COVID-19 impact on municipal finances/annual municipal budget: MOLA issued annual

instructions for the preparation of the 2020 municipal budgets on January 28. On June 8, MOLA


issued an annex to the annual instructions with additional direction responding to the exceptional

circumstances arising from the COVID-19 pandemic, including:

Cancellation of all pending capital expenditure project tenders.

Salary increases approved by the Prime Ministry on January 2020 would not remain in

effect. Increases would be authorized only for the January 1 to April 30 period.

Payment and interest on CVDB loans should not be in the 2020 budget. (CVDB has

postponed payments on municipal loans until 2021.)

Municipalities should limit expenditures to recurrent and mandatory expenses.

Municipalities should not hire new staff in 2020.

The instructions did not mention revenue management, such as municipalities’ allocation of FY

2020 fuel tax revenues or a timeline for budget review and approval (by the end of Year 4, MOLA

had not yet allocated to municipalities their portions of FY 2020 fuel tax revenue).

With the expected decrease in intragovernmental transfer allocations (primarily from fuel taxes),

municipalities, to varying degrees, are being forced to focus more on their own-source revenues to

meet the demands of their communities. The combination of decreased revenue and increased

expenses (i.e., dedicated primarily to salaries and health/environmental expenses) from the COVID-

19 pandemic will have a negative impact on capital expenditures, which are generally at least 25

percent of municipal budgets.

Issue addressed: During the period of the government quarantine, the Internal Management team

worked virtually with partner municipalities to provide guidance and technical assistance on

managing their budget line items for both expenses and revenues. Upon resumption of travel and

field visits in late May, the project continued to provide technical assistance, coaching and

mentoring to partner municipalities on preparation of their budgets, taking into account MOLA

instructions, new multi-year budgeting guidance, and the impact of the current crisis. The project

also provided technical assistance to MOLA on the development of an infographic summarizing the

Cabinet decision to exempt late fees and discount some taxes and fees to incentivize businesses to

pay taxes to municipalities sooner. More details are included under the Improved Internal

Management section of this report.

In Year 5, the project will continue to review budgets of partner municipalities and assess the

impact of the current crisis on their finances, including severe negative variances on

health/environment expenses and own-source revenues (e.g., taxes and fees). The objective of the

project’s support to Investments and Recovery is designed to help municipalities which have the

requisite capacity and readiness to implement viable ideas to attract private sector investments and

generate more own-source revenue.

COVID-19 pandemic and project activities: Restrictions due to COVID-19 imposed by the

Government of Jordan in the second and third quarters of Year 4 progressively eased, and on May

10, approximately 50 percent of project staff safely returned to work in the office, where the project

ensured the implementation of recommended safety practices. Staff living outside of Amman

followed government restrictions and continued teleworking. On June 4, Prime Minister Omar


Razzaz authorized movement between governorates and cancelled an even-odd license plate policy

that had restricted road access.

Issue addressed: Project staff were able to perform a substantial amount of work at home during

the quarantine period. Some activities were redistributed to prioritize the work that could be

performed from home. As travel restrictions eased, the project began catching up on

implementation of events, including training sessions and consultations that had been postponed.

The project resumed normal work operations at the office on June 7, with daily tracing, temperature

checks, and routine requirements for testing whenever there were risks of staff being exposed to

COVID-19 outside the office. The project imposed strict rules on safety and cleanliness, including

mandating masks, sanitizing hands, more frequent office cleaning, and social distancing.

Separation was enforced between staff and others working in the field from those working in the

Amman office, and travel by Amman staff to the field was strictly regulated to minimize contacts.

Some events were downsized to limit the number of participants, revised for implementation online

(although impractical for most of the project’s trainings and consultations), or substituted with

direct technical assistance instead of a formal training program. Some Year 4 activities were

extended into early Year 5, but implementation is on schedule and the project does not anticipate

significant impacts on costs, timelines or deliverables. The most significant challenge, catching up

on investment and recovery activities, was addressed by the end of Year 4, as the project reallocated

work and increased the number to staff supporting the work to keep implementation on schedule.

Street naming and building numbering maps: In parallel to the three phases of implementation of

street naming and building numbering, the project is developing maps of street names and building

numbers for all zoned areas in Jordan’s other municipalities. The preparation of maps of street

names and building numbers progressed steadily in Year 4 albeit at a slower pace than expected,

mainly due to the level of quality of existing maps at the municipalities (i.e., not all districts had

maps, some maps were only available on paper, and/or maps did not reflect latest modifications

from urban planning). A second challenge resulted from municipalities uncomfortable with

assigning street names because of concerns about reactions from their communities. One

municipality where street signs were being installed requested changes in street names.

Issue addressed: In the second quarter of Year 4, the project developed an inventory of existing

maps and prioritized municipalities where work could continue based on the availability of digital

maps. The project successfully found all maps, which included personally visiting some

municipalities and allocating some staff to convert old paper maps to a digital format. By the end

of Year 4, maps of street names and building numbers were finalized for 83 out of 92 municipalities

and 53 of the maps of street names had received municipal council approval.

For those municipalities that are unable to agree on street names, the project has agreed with

MOLA that such municipalities will have their maps completed, but numbers will be assigned to

each street instead of names. At a later date the municipalities may assign names to the respective

identification numbers or, ultimately, a municipality will have streets named with numbers (e.g.,

1st, 2nd, etc.). To encourage municipalities to choose street names, the project has been sending

teams to meet with municipal mayors and their staff to explain the advantages of street names and

building numbers and to encourage decisions from their municipal councils. Conflicts often relate


to names of historical persons or families, so the project has encouraged municipalities to consider

neutral names that are less likely to lead to conflicts. The project also developed a four-minute

version and 90-second version of a video to explain the street naming and building numbering

initiative and its benefits to the local community (e.g., increased municipal services, increased

economic opportunities by making it easier to find stores and home-based businesses, among

others).

For municipalities where street names are being installed, but changes are requested, the project

is cooperating with MOLA to draft strict policies and procedures regulating such changes.

Installation of street signs was paused in one municipality during Phase Two, and completion will

be delayed until Phase Three.

In coordination with mayors in the nine municipalities where street signs and building numbers are

being installed, the project is investing more staff and resources to guide municipalities on the

selection of names, support responses to communities whenever there are questions, and facilitate

increased community awareness and education activities on street naming and building numbering

in advance of, and during, the installation of street signs and building numbers.

Law on Local Administration: A draft Law on Local Administration was released to the public in

the second quarter of Year 4 and was scheduled for a vote by Parliament in the third quarter of Year

4. However, due to COVID-19 quarantine restrictions, the vote was delayed. It is uncertain when

the draft law will be considered again by Parliament, and therefore the impact on the project is

uncertain.

Issue addressed: The project will continue to prepare for multiple scenarios to be responsive to the

final version of the law, whenever enacted by Parliament. However, activities should not be

adversely impacted by the new law, particularly in light of the new Strategic Plan by MOLA, which

presents its vision for local administration. All project activities are consistent with the Strategic

Plan and adaptable in the event of any unforeseen changes in the draft Law on Local

Administration.

Automation: The project is receiving increased requests for support for automation. The project is

being selective and strategic in how it approaches such requests due to the limited time remaining

on the project and the challenges of ensuring that solutions are well planned and implemented. Key

concerns to be emphasized by the project must be: effective planning and management of

information technology interventions; effective transition from manual processes; necessary legal

and regulatory changes to maximize the utility of automation; data accuracy and quality; data

standards to ensure common definitions; and data sharing, both vertically among municipalities,

governorates and MOLA, and horizontally among ministries with shared interests and management

challenges that should be addressed through data-sharing.

Issue addressed: In addition to continuing to support the effective implementation of the financial

management information system (FMIS), the project is supporting the development of an automated

fixed assets management database, and will also consider other requests supporting improved

financial reporting and access to financial data because of the value of such automation to


improving municipal accountability, increasing and managing own-source revenue, and attracting

investors.

The project is also cooperating with MOLA in support of research and planning on implementation

of updated GIS software. The software, as well as data sharing protocols, will be essential to

implementation of digital maps, increased organizational efficiency and coordination, planning for

future improvements in service delivery, and tracking municipal fixed assets, among others.

Intergovernmental collaboration: Sustained coordination is needed horizontally among

Government of Jordan partners – particularly MOLA, MOI, MOPPA, and MOPIC – and vertically

among ministries, governorates, municipalities and communities.

Issue addressed: The project adapted its earlier approach from supporting decentralization

through a separate team to an integrated project approach supporting the transition to local

administration; support to all facets of local administration is being provided through technical

implementation by all project teams. Coordination with other ministries that have been

stakeholders since the beginning of the project continue to the extent feasible, and the project

continues to facilitate collaboration with all government and community stakeholders to ensure

effective governance and responsiveness to the Government of Jordan’s evolving needs.

Project legacy: The project has now completed its fourth of five years, and it must collect and

formalize all reports, manuals, training materials and other deliverables for transferring them to all

relevant counterparts at the end of the project. Specific staff have been allocated to the tasks of

collecting, inventorying and thoroughly reviewing all project resources, so that they will be

effectively transferred to all relevant stakeholders by the end of the project.

Issue addressed: The project continues to update an inventory of the project’s training materials to

be transferred to MOLA by the end of the project and has been coordinating with other donors that

are supporting MOLA in developing its knowledge-sharing strategy. The project and MOLA have

agreed to develop an information technology portal within MOLA’s website where all project

materials and deliverables can be uploaded. The portal will be developed in Year 5.

The project has also developed a matrix of key deliverables to be distributed to the project’s

stakeholders, as well as to be uploaded to USAID’s Development Experience Clearinghouse. The

matrix will continue to be updated during Year 5, and the final materials will be uploaded following

a final quality review and approvals by MOLA and USAID.


ANNEXES

Annex 1: Map of Key Initiatives, cumulative Year 4/FY 2020


Annex 2: News Articles, Year 4 Quarter 4

August 6, 2020

USAID CITIES Project is enhancing municipal service delivery by expanding

street naming and building numbering to three municipalities

USAID Cities Implementing

Transparent, Innovative and Effective

Solutions (CITIES) Project is expanding

installation of street naming and building

numbering to the municipalities of New

Ramtha, Ayn Al-Basha, and the Ayn

Janna and Anjara areas of Greater Ajloun.

Between June and September this year,

35,000 building numbers, along with

5,900 signs, and 7,200 wall plates with

street names will be installed. Easily

recognizable street names and building

numbers support development of home-

based businesses, e-commerce, taxi

services and deliveries, tourism, and

generally finding your way.

For Jordan’s citizens, it is about more

than names and numbers. Street signs and

building numbers make their homes and

businesses more accessible and thereby

facilitate the delivery of goods and

services and increase economic

opportunities. According to Eng. Hazem Thiyabat, sub-contractor who leads the installation of the names and

numbers, "Community members are always asking when will I get my number?" The street naming and

building numbering initiative is another way that USAID is partnering with municipalities and the Ministry of

Local Administration to help municipalities better serve their communities.

Photo: If you want falafel in Ayn Janna, Ali Tawfiq says come to his

stand at #3 Ali Al-Momani Street! Photo by: USAID CITIES Project


September 5, 2020

USAID Project Helps Houd Al Dissa Youth Support Their Municipality

A year ago, Khaled Selim Nasser Al-Zawaidah admits he spent too

much time at home sitting on the couch. Then he was selected to

participate in a USAID program whose objective was for youth to

partner with their municipality to address community issues. Khaled

quickly developed a rapport with the Municipal Local Development

Director, Eng. Baker Al-Zawaidah, who noted that "Khaled became

my right hand – helping me work with the youth in the community

on many topics. He did not let his disability hold him back. He was

a serious, committed, and, at times, strong-willed young man!"

For example, Khaled used his social media training from USAID to

keep his community informed of coronavirus related activities. He

presented on youth issues to community leaders. Having not taken

on such challenges before, Khaled said, "I surprised myself with

how well I did. I felt really good about it!" Khaled continues to work

with Eng. Al-Zawaidah to ensure that youth are part of municipal

planning. He now represents the views of local youth by sitting at

the table with local tribal elders when the municipality solicits input

for improving services to its community! Engaging youth in

municipal affairs is another way that USAID is partnering with

municipalities and the Ministry of Local Administration to help

municipalities better serve their communities.

Photo: Khaled Selim Nasser Al-

Zawaidah shows Wadi Rum to visitors of

his municipality. Photo by: USAID

CITIES Project


September 5, 2020

USAID Project Engages Women in Municipal Affairs in Wadi Araba

Municipality

When USAID started supporting municipal youth-led initiatives in Wadi Araba Municipality, there was some

reluctance to participate on the part of the women. One of the young women, Fatima Al Sa'ideen, noted "young

women mostly stay at home and many were unaware of community issues." But Fatima and six other women

decided to join the program to learn how to participate in local initiatives.

In collaboration with the municipality, they identified cleaning and painting benches at a local park as an

opportunity to improve the quality of life in their community. They also worked with the municipality to

prioritize new park equipment and lighting, which was later procured through a grant from USAID to the

municipality. Now the municipality looks more attractive, and it views the role of its young women in a

different light. They have forged a new bond with the municipality, as noted by Executive Director Buthaina

Al Sa'ideen. "The women trained by USAID are now active in municipal affairs and I regularly look to them

for support on new initiatives." Engaging youth and women in municipal governance is another way that

USAID is partnering with municipalities and the Ministry of Local Administration to help municipalities better

serve their communities.

Photo: Youth leader, Fatima Al Sa'ideen (left), is sitting on the bench she painted

discussing community issues with the municipality's Executive Director

Buthaina Al Sa'ideen. Photo by: USAID CITIES Project


Annex 3: Facebook Posts, Year 4 Quarter 4

July 12, 2020

USAID Applauds the Efforts of Solid Waste Workers on the Frontlines of the

Coronavirus Crisis

Solid waste workers keep our homes and neighborhoods clean, and now with the coronavirus, they are on the

frontline of measures to protect community health, working extra long hours to do the deep cleaning and

sanitization required to help stop the spread of COVID-19.

"Being a solid waste collector is hard work, especially during the coronavirus, but I know it is important to the

health of the entire community, so I am proud of my work." says Habes Abul Adas, a solid waste worker from

Greater Jerash.

In partnership with municipalities and the Ministry of Local Administration, USAID is proud to support these

workers by collaborating with municipal operations management to plan effective solid-waste collection, train

staff on the maintenance of collection vehicles, and distribute needed equipment like the ubiquitous silver solid

waste bins.


August 4, 2020

How can Youth Support Improved Municipal Services? A Local Grant to Al

Qantara Center Shows How!

Al Qantara Center for Human Resources Development has been providing training and guidance to 28 youth

in the municipalities of New Husainiyah, Greater Ma'an, Al-Jafr, Wadi Araba, and Houd Al Dissa. Through a

grant provided by USAID, local youth have participated in more than 30 meetings with their municipalities to

strengthen local advocacy, participation, outreach, and municipal service delivery.

The youth collaborated with municipal leaders to identify local initiatives, most notably street cleanliness. In

New Husainiyah, they also partnered with local merchants like Salameh Al Rashaideh, who explained, "The

youth were great partners in our efforts to clean the commercial area. This is important to promoting business."

As noted by Fawaz Nawasrah, Mayor of Al-Jafr, "I was happy to see the youth productively engaged in

municipal issues. They are part of the solution."

In addition to supporting improved municipal services, youth have appreciated the opportunities to network

and share lessons from among the five municipalities participating in the grant. Young women such as Ola

Thybat noted the impact on other women in her community, "As girls, we were proud to participate in activities

with our municipality. Our families are proud of our participation” and, she added, “I am happy to have a

network of new friends!"

Supporting youth to connect and to support improved municipal service delivery is another way that USAID

is partnering with municipalities and the Ministry of Local Administration to help municipalities better serve

their communities.

Photo: Greater Ma'an Mayor Dr. Akram Krishan (second from left) joins

youth from Al Qantara Center (L to R: Zakaria Shammari, Baha'a Salah,

Ala'a Saqallah (Municipal worker), and Abdullah Abu Jari) during their

street cleanliness initiative. Photo by: Al Qantara Center


August 12, 2020

Al-Hallabat Celebrates International Youth Day with New Municipal Sports

Field from USAID

Al-Hallabat Municipality and local youth are taking full advantage of a sports field which has been renovated

with funds from USAID! During a recent visit on International Youth Day, the smiles and laughs of the youth

showed how much they enjoyed their new space!

The field manager, Awwad Asi, noted that the space is fully utilized throughout the day with local schools

using it for their physical education programs, but "the place really comes alive in the evening when youth

from ten surrounding communities come to play."

Al-Hallabat is the first of nine municipalities receiving support from USAID to respond to community needs

for public parks and sport fields for youth and families. As observed by Mr. Asi, “A new sports field is the

best way to celebrate International Youth Day because of the joy it brings our youth to have their own space

to play!"

Creating safe parks and sports fields is another way that USAID is partnering with municipalities and the

Ministry of Local Administration to help municipalities better serve their communities.

Related tweet: Al-Hallabat sports field renovated with funds from USAID being put to full use on

International Youth Day. Field manager, Mr. Awwad Asi, notes, "the place really comes alive in the evening

when youth from ten communities come to play."

Photo: Youth from Al-Hallabat Municipality

enjoying renovated sports field on International

Youth Day. Photo by USAID CITIES Project


September 1, 2020

What Difference Does a Few Centimeters Make? A Great Deal When it is Your

Property Line!

To improve municipal surveys of property lines, USAID recently provided new survey equipment to sixteen

municipalities. The real-time kinematic (RTK) equipment uses satellite data to enable municipal surveyors to

make precision measurements of local property lines. “Before receiving the new equipment,” said Al Dhulail

Municipality's surveyor, Mr. Firas Abdul-Rahim, "we had to remember visual reference points and manually

map out plots for new buildings and roads – there was human error and arguments with landowners. Now with

our new survey equipment, along with training from USAID, we can now confirm property lines to the

centimeter!".

For example, Al Dhulail Municipality recently put their RTK equipment to good use while expanding a four-

kilometer road in a commercial area. The head of the Local Development Unit, Ms. Fadia Al-Saify, noted that:

"With the old technology, there were disputes with shop owners about where the road crossed their property.

Now our measures are precise and final – and we have no more arguments!" Ms. Al-Saify added: "This is also

critical when mapping an area adjacent to other municipalities. We couldn't promote effective regional

economic cooperation and development without accurate land records."

Supporting improved land records is another way that USAID is partnering with municipalities and the

Ministry of Local Administration to help municipalities better serve their communities.


September 3, 2020

How Does a Municipal Organizational Chart Contribute to Local Economic

Development? Greater Karak Municipality Shows How!

With technical assistance from USAID, Greater Karak

Municipality was the first large municipality in Jordan to

complete development of a new organizational chart that

envisions strategic future growth, including to improve

municipal public services and to facilitate local economic

development.

According to the municipality’s Human Resource Director,

Mr. Abdullah Al-Qaisi, "Previously the Human Resources

Department was really only for personnel matters, but after

working with USAID we now bring our strategic initiatives to

life through our municipal staffing for the good of our local

development."

Ms. Eng. Sajeda Rahaifeh, Executive Manager, noted that,

"The new chart clearly reflects practical service delivery

improvements, such as more effective solid waste

management, and it ensures that we have qualified people in

place to effectively serve the needs of all members of our

community."

The mayor of Karak, Mr. Ibrahim Al-Karaki, put it concisely, "The organizational chart no longer only

describes the status quo. It charts the municipality's way forward to a prosperous future."

USAID’s organizational development work is part of a broad partnership between municipalities, the Ministry

of Local Administration, and USAID to help the municipalities better serve their communities.


Annex 4: Examples of Social Media Postings from Municipalities, Year 4 Quarter 4

Municipality "Raising awareness on the implementation of the

project’s street naming and building numbering

initiative"

Screenshots

New Ayn Al-

Basha

The phase 2 SNBN related municipalities utilized the social

media plan developed in collaboration with the project to

inform communities and raise their awareness on the

implementation of SNBN. The New Ayn Al-Basha

Municipality posted a short video with a question and answer

to educate community members about the SNBN importance

and process. The question was: "Do you have any idea about

the colors used for street signs and building numbers? Let's

explain that to you…"

https://www.facebook.com/NEWAINALBASHA/posts/31164

20721728029,

New Ramtha

As part of the social media plan developed in collaboration

with the project, the New Ramtha Municipality posted general

information about the SNBN project and its importance in

delivering services and products to the local community. The

post concludes with a question: "How can this project help

you? Share your opinion."

https://www.facebook.com/ramtha.municipality/posts/316780

1936606302

Greater

Ajloun


with the project, the Greater Ajloun Municipality also posted

general information about the colors of the street signs and

building numbers and their indications.

https://www.facebook.com/permalink.php?story_fbid=33180

46111579316&id=828862453831040





https://www.facebook.com/permalink.php?story_fbid=3318046111579316&id=828862453831040



Greater

Ajloun


with the project, the Greater Ajloun Municipality posted

several pictures for community members, happy with the

street signs and building numbers.


7306395863&id=828862453831040

Municipality "Raising awareness on cleanliness and property

protection in support of equipment obtained via the

project’s in-kind grants"

Screenshots

Al Jafr

As part of the awareness posts on cleanliness and property

protection, Al Jafr Municipality posted this message on their

Facebook page: Vandalizing lighting units is a waste of

municipal resources and efforts, let's be of support to our

municipality and country.

https://www.facebook.com/aljafr.municipality/posts/72261318

4976930

New

Husainiyah


protection, the New Husainiyah Municipality posted this

message on their Facebook page: With lighting, roads are lit

and tranquility prevails.


9253621161&id=1541107052828059

Salhiah &

Nayfeh


protection, the Salhiah & Nayfeh Municipality posted this

message on their Facebook page: The cleanliness of your

neighborhood reflects your identity.

https://www.facebook.com/salhiah.municipality/posts/6183070

52122749










New

Ruwaished


protection, the New Ruwaished Municipality posted this

message on their Facebook page: The lighting unit service is

provided for you, keep it safe.


894775766&id=285450508981375

Sabha &

Dafiana


protection, the Sabha & Dafiana Municipality posted this

message on their Facebook page: Hand in hand for a cleaner

environment that reflects the beauty of our city.


4716787616&id=705358112872976

New Balama


protection, the New Balama Municipality posted this message

on their Facebook page: Vandalizing public lighting units is an

economic and human loss.

https://www.facebook.com/josef858/posts/695666984616455

Greater

Tafileh


protection, the Greater Tafileh Municipality posted this

message on their Facebook page: The municipality and citizens

are partners towards a cleaner and more beautiful country.


2973556718&id=462237977219242

Zaatari &

Manshia


protection, the Zaatari & Manshia Municipality posted this

message on their Facebook page: This lighting is provided for

you and to serve you, we all need to be committed to protect it

and protect all municipal and public properties.









https://www.facebook.com/zaatri.mn/posts/143141668038974

3

Greater

Zarqa

As part of the awareness posts on cleanliness and

property protection, the Greater Zarqa Municipality

posted this message on their Facebook page: The role of

the municipality is never complete without citizens'

awareness.


54121564610132&id=554297897925860

Municipality "Municipalities posts on project in-kind grant

deliveries"

Screenshots

New Ma'adi The New Ma'adi Municipality posted a picture of the RTK

delivery procured by the project, expressing their appreciation

to the project.

https://www.facebook.com/New.Muadi/posts/5701550003395

94

Al-Hallabat Al-Hallabat Municipality posted pictures of the new Al-

Hallabat Sports Field that were equipped with the

project's support.


7567968075&id=2311557159119787










New Deir

Alla

The New Deir Alla Municipality posted pictures of the

new Al Balawneh Sports Field that was equipped with

the project's support.

https://www.facebook.com/deirallamunicipality/posts/35

51781531498943

It was also posted in Addustour Newspaper. Link:

https://www.addustour.com/articles/1171980?fbclid=IwAR3Q

E8ior7KST5bXkGdqbC4YWnEJUDKdg9fNAUo4pGFCv6wz

VXaVqXFBs_Q

New Deir

Alla

The New Deir Alla Municipality posted an acknowledgement

of the project's continuous support to the municipality

including capacity building, technical assistance interventions

and in-kind grants.


567605806

Greater

Ma'an

The Greater Ma'an Municipality posted on their

Facebook page pictures of their park, which was

equipped under project's in- kind grants support

program.

https://www.facebook.com/www.maan.gov.jo/p

osts/1685581001611597



https://www.addustour.com/articles/1171980?fbclid=IwAR3QE8ior7KST5bXkGdqbC4YWnEJUDKdg9fNAUo4pGFCv6wzVXaVqXFBs_Q





https://www.facebook.com/www.maan.gov.jo/posts/1685581001611597

https://www.facebook.com/www.maan.gov.jo/posts/1685581001611597


Municipality "Raising awareness on coronavirus-related matters and

precautions"

Screenshots

Al Dhulail Al Dhulail Municipality posted this awareness message

on their page: For your safety and your family's safety,

make sure to wear the mask.

https://www.facebook.com/582896955161579/posts/311

7137025070880/?substory_index

Greater

Zarqa

The Greater Zarqa Municipality posted this message on

their page to raise awareness about the importance of the

face mask: Dear visitors, for your safety and our staff's

safety, wear the mask and maintain a safe distance

during your visit to government, private sector,

commercial and industrial entities. We apologize for

serving those who do not abide by the Defense Law no.

11.

https://www.facebook.com/554297897925860/posts/335

7285647627057/

Sahab The Sahab Municipality posted information and

instructions pertaining to the isolation of the city,

including curfew hours for commercial shops and

community members.

https://www.facebook.com/photo.php?fbid=1196691024

024138&set=a.132000497159868&type=3

https://www.facebook.com/582896955161579/posts/3117137025070880/?substory_index

https://www.facebook.com/582896955161579/posts/3117137025070880/?substory_index



https://www.facebook.com/photo.php?fbid=1196691024024138&set=a.132000497159868&type=3

https://www.facebook.com/photo.php?fbid=1196691024024138&set=a.132000497159868&type=3


Greater

Madaba,

New Balama,

and Greater

Ma'an

Shared COVID-19 awareness posts that were originally

designed and launched by the Ministry of Health. These

posts encourage people to practice safety measures to

prevent the spread of coronavirus.

Southern

Aghwar

The Southern Aghwar Municipality shared the USAID

COVID-19 awareness messages on social distancing and

health safety measures.


4661798814762&id=133781523902795

Southern

Aghwar

The Southern Aghwar Municipality posted videos of the

sanitization activities in the crowded areas and locations

where the infected cases occurred.


9442471670028&id=133781523902795






Greater

Madaba

The Greater Madaba Municipality posted health and

safety instructions on their page addressed to citizens

who visit the municipality building.


01627463474792&id=1479186895718858

Municipality "Additional posts in support of municipalities’

initiatives"

Screenshots

Al-Dhulail Post on the MOU signing with the "Professional Arab

Trainer Institute" to provide training services to the

municipality. Through this initiative, the municipality is

addressing the threat of weak general knowledge among

local community members, identified in the community

cohesion intervention matrix developed with technical

assistance from the project.

https://www.facebook.com/dulayl/posts/3177717575679

491

New Balama Survey to assess community satisfaction with municipal

services. The survey was developed with technical

support from the project.


064








Al-Halabat,

Al Dhulail

and Al

Khalidiyah

The Princess Alia Foundation (see right) and the three

municipalities of Al-Halabat, Al Dhulail and Al

Khalidiyah posted pictures of the MOU signing meeting

with PAF as part of the grant project to control stray dog

populations.

https://www.facebook.com/PrincessAliaFoundation/posts

/10164438127385492


567

https://www.facebook.com/aofn75/posts/7712201136563

48


2079222624&id=2311557159119787

https://www.facebook.com/PrincessAliaFoundation/posts/10164438127385492

https://www.facebook.com/PrincessAliaFoundation/posts/10164438127385492








Annex 5: Indicator Tracking Table, Year 4

Indicator information Actual Performance

Result Indicator Code

Indicator Reporting frequency

Target end of FY2021

Cumulative/ revolving

Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020

Details Q4 FY2020 Cumulative

% cumulative achieved of

target

Details cumulative

Purpose: Municipal governance improved

Purpose 1

% of USG-assisted organizations with improved performance

Annual 100% Revolving annual

100% The project supported 33

municipalities on service delivery, HR and finance management. All 33 were monitored throughout the year. All 33 improved on at least one aspect of the support received.

100% 100% The project supported 33 municipalities on service delivery, HR and finance management. All 33 were monitored throughout the year. All 33 improved on at least one aspect of the support received.

R1: Improved Internal management

R1-1 Number of municipalities improving internal management capacity

Annual 25 Cumulative

21 32 municipalities improved FM score (post vs pre, using FMIS diagnostic tool) and 21 municipalities improved HRM (post vs pre, on the following HR aspects Gender Equality, Youth Participation, Academic Qualification, Organizational Structure, Job Description, Data Availability). Overall 21 municipalities improved on both. See indicator data collection matrix.

21 84% See indicator data collection matrix.

R1.1: Municipal financial management improved

R1.1-1 % increase in Budget Management Assessment score

Annual 10% Cumulative

8.6% 29 municipalities improved their budget management score with an average increase for all municipalities of 8.6%. The three elements of the budget management score are: Debt & Cash flow, Municipal Revenues, Budget Cycle Management

8.6% 86% See indicator data collection matrix.







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

R1.1.1: FMIS and accounting systems corrective actions implemented

R1.1.1-1 Number of municipalities that apply recommended corrective actions to the financial system

Quarterly 25 Cumulative 4 3 3 1 Greater Ma'an: 1) preparing FY2020 budget based on multi-year guidance and 2) adoption of FM org structure.

21 84% Pre FY 4: Q1/2018 - Southern Aghwar budget formulation. Q2/2018 + Q4/2018 + Q1/2019 = 10: 1) Tafileh bank reconciliation. 2) Mafraq electricity reconciliation. 3) Irbid electricity reconciliation. 4) Ramtha electricity reconciliation/adopting FMIS. 5) Prince Hussein fixed asset registration. 6) Madaba budget formulation. 7) Houd Dissa FMIS training. 8) Jafr bank reconciliation. 9) Al Dhulail bank reconciliation. 10) Karak fixed assets. Cumulative including the above: 1. S Aghwar, 2. Tafileh, 3. Mafraq, 4. Irbid, 5. Ramtha, 6. Prince Hussein, 7. Madaba, 8. Houd Dissa, 9. Jafr, 10. Dhulail, 11. Karak, 12. Wadi Araba, 13. Ruwaished, 14. New Ma'adi, 15. Salhiah, 16. Un Jimal, 17. Husainiyah, 18. Zarqa, 19. Salt, 20. Khalidiyah, 21. Ma'an

R1.2: Institutional reforms adopted

R1.2-1 % of institutional reforms adopted by municipalities

Annual 75% 40 - 60 - 75 cumulative

67% The following are institutional

reforms tracked: Org Structures (5 of 22) @ 23% MLDU Org Chart (27 of 33) @ 82% Finance unit Org Chart (9 of 20) @ 45% Staffing plan (30 of 33) @ 91% Finance unit staffing (15 of 20) @ 75%

67% 90% See indicator data collection matrix. Org Structures (5 of 22) @ 23% MLDU Org Chart (27 of 33) @ 82% Finance unit Org Chart (9 of 20) @ 45% Staffing plan (30 of 33) @ 91% Finance unit staffing (15 of 20) @ 75%

R1.2.1: Organizational structures/charts & jobs

R1.2.1-1 # of organizational structures (organizational

Quarterly 18 Cumulative 8 - 12 - 18

20 0 0 Completed

This quarter, the project continued to provide technical assistance to partner municipalities in the

20 111% Indicator value corrected for Q3 FY2020 quarterly report. The value of the indicator is 20.







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

descriptions developed

charts and job descriptions) endorsed by MOLA and adopted by municipalities

implementation of the organizational charts and succession plans. By the end of FY4, the project has provided technical assistance to partner municipalities to 1) adopt the standard organizational charts to 16 municipalities of which 5 have formally approved and adopted; 2) adopt financial affairs org structure to 24 municipalities of which 9 have formally approved and adopted and 3) 26 municipalities have formally approved and adopted the MLDU structure.

Added: 2 MLDU organizational structures and 9 job descriptions (more than 9 were developed but some are very similar/duplicate) were approved by MOLA on May 2, 2018. MOLA has approved the new Organizational Structure to be applied on all municipalities at 2020 for A, B and C categories 4 org structures (2 for A municipalities, and 1 B and 1 C) Corrected to 4 (was 3) Municipal Finance Department ( 1 Cat A, 1 Cat B, 2 Cat C) 1 health and safety units at municipalities,

R2: Enhanced municipal service delivery responsive to citizens’ needs

R2-1 % of service delivery improvements identified in municipal SDIPs implemented

Quarterly 60% 40 to 60 cumulative

12% 0% 22% 23% See the indicator's collection sheet (Matrix) for details

58% 97% See the indicator's collection sheet (Matrix) for details. Achieved as of Q4 FY20 is 58% divided by target of 60% makes cumulative achieved 97%.

R2: Enhanced municipal service delivery responsive to citizens’ needs

R2-2 Number of community-led activities that address identified stressors or mitigate threats to cohesion

Annual TBD Revolving annual

33 See indicator matrix 33 N/A See indicator matrix

R2.1: Transparent and inclusive engagement between municipalities and communities

R2.1-1 # of local development plans to improve service delivery reflective of community needs created by municipalities

Quarterly 73 Cumulative 19 15 10 27 Q4 FY2020 45. Sahel Horan, 46. Zaatari & Manshia, 47. New Kufranjeh, 48. Al-Shafa, 49. Al-Ayoun, 50. Amiriyah, 51. Deir Alla, 52. Al-Shouleh, 53. Al-Sarou, 54. New Mazar,

71 97% Includes approved LDPs in Q1 and before: 1. Muath Bin Jabal, 2. Tabaqet Fahel, 3. Shurahbil Bin Hasana, 4. Prince Husain Ben Abdullah, 5. New Um Al Jimal, 6. New Ruwaished, 7. Ma'arad, 8. AL Nasim,







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

55. New Rehab, 56. Basiliah, 57. Manshiat Bani Hasan, 58. Al-Hashemeyah, 59. Hallabat. 60. New Kufarat, 61. New Taibah, 62. Rabiat Al-Koura, 63. Naour, 64. Mutah, 65. Qatraneh, 66. Sultani, 68. New Ma’adi, 68. Baireen, 69. Shobak, From Q1 but reported in Q4 2020 70. Greater Jerash 71. Sarhan

9. Burma, 10. Greater Salt, 11. Greater Madaba, 12. Lubb & Mlaih, 13. New Thiban, 14. Southern Aghwar, 15. New Husainiyah, 16. Al Sharah, 17. Houd Dissa, 18. Wadi Araba 19. Bab Amman, Q2 FY2020 20. New Balama, 21. Greater Zarqa, 22. Al-Dhulail, 23. New Deir Al Kahf, 24. Bani Hashim, 25. Salhia and Nayfeh, 26. Safawi, 27. Um Al Kuttain, 28. Sabha and Dafiana, 29. Rahma and Kattar, 30. Husban, 31. Al-Shouleh Al-Wusta, 32. Sawimeh, 33. Ayy, 34. New Ramtha, Q3 FY2020 35. Greater Irbid, 36. Greater Ma'an, 37. Greater Tafileh, 38. Greater Karak, 39. Sahab, 40. Khalid Ibn Al Waleed, 41. Um Al- Rasas, 42. Greater Mafraq, 43. Al Arda, 44. Greater Ajloun Q4 FY2020 45. Sahel Horan, 46. Zaatari & Manshia, 47. New Kufranjeh, 48. Al-Shafa,







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

49. Al-Ayoun, 50. Amiriyah, 51. Deir Alla, 52. Al-Shouleh, 53. Al-Sarou, 54. New Mazar, 55. New Rehab, 56. Basiliah, 57. Manshiat Bani Hasan, 58. Al-Hashemeyah, 59. Hallabat. 60. New Kufarat, 61. New Taibah, 62. Rabiat Al-Koura, 63. Naour, 64. Mutah, 65. Qatraneh, 66. Sultani, 68. New Ma’adi, 68. Baireen, 69. Shobak, From Q1 but reported in Q4 2020 70. Greater Jerash 71. Sarhan

R2.1: Transparent and inclusive engagement between municipalities and communities

R2.1-2 Number of public forums resulting from USG assistance in which local/national legislators/elected officials and members of the public interact

Quarterly 66 Revolving annual

12 13 0 0 Given the stipulations of the Defense law in response to the COVID-19 crises, public meetings or events with USAID CITIES were conducted with 10 members only. The number of participants doesn't meet the stipulation of the respective PIRS for this indicator.

25 38% 141 since project inception until end of Q4 FY4

R1.2.1.1: Municipal ability to identify public priorities supported

R2.1.1-1 % of municipalities that implement outreach and communication strategies

Quarterly 100% Revolving annual

36% 64% 91% 94% The below 24 municipalities who received project in-kind support of solid waste equipment and LED lighting posted awareness messages on their Facebook pages. The Facebook posts were developed in collaboration with the project to raise community awareness on the

100% 100% All 33 municipalities







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

importance of maintaining cleanliness and protecting public property. The municipalities are as follows: 1) Sahel Horan; 2) Greater Ajloun; 3)New Deir Alla; 4)New Ma'adi; 5) Greater Zarqa; 6)Al Dhulail ;7)Al Hallabat; 8) Al Khalidiyah; 9) New Balama; 10)Sabha & Dafiana; 11)Salhiah & Nayfeh; 12)Sarhan; 13) Zaatari & Manshia; 14)New Umm El Jimal; 15)Prince Hussein Ibn Abdullah; 16) New Deir Al Kahf; 17) Shurahbil Ibn Hasana; 18)New Ruwaished; 19) Greater Tafileh; 20) Southern Aghwar; 21)Al Husainiyah; 22)Al Jafr; 23)Houd Al Dissa; 24)Greater Irbid. Three municipalities (Ein Al Basha, Greater Ajloun and 25. New Ramtha) developed and implemented SNBN awareness plans including sharing awareness posts and SNBN orientation videos. The below 22 municipalities used their social media to raise awareness and promote precaution measures to combat COVID-19: 1)Al Salhiah and Nayfeh; 2) Al Khalidiyah; 3) New Ma'adi; 4) New Deir Al Kahf; 5) Balama; 6) Al Dhulail; 7) Greater Zarqa; 8) 26. Greater Ma'an; 9) Houd Al Dissa; 10) Greater Tafileh; 11) Greater Madaba; 12) 27. Sahab; 13) 28. Wadi Araba; 14) New Husainiyah; 15) Southern Aghwar; 16) 29.







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

Greater Karak; 17) 30. Greater Salt; 18) Sahel Horan; 19) Greater Madaba; 20) Prince Hussain Ibn Abdullah; 21) Greater Irbid; 22) 31. Greater Jerash municipalities. Greater Zarqa launched their official website as part of their Communication and Outreach strategy. New Balama used their social media to post a poll to explore community opinion about land organizing and zoning.

R2.2: Service delivery operations improved

R2.2-1 # of municipalities receiving training to improve service delivery

Quarterly 33 cumulative 23 20 5 8 In Q4 2020: Module 2: 5 municipalities Ma'an Husainiyah Wadi Araba Jafr Houd Al Dissa Also in Q4 2020: Mechanical training for 3 municipalities Zaatari and Manshia, Southern Aghwar, and Um Al Jimal

34 103% Module 1: road maintenance. All targeted except Deir Alla, Husainiyah, and Wadi Araba (Module 2: quality management) 3 workshops for 18 municipalities: group 1 consisting of 1. Gr. Irbid, 2. Sahel Horan, 3. Gr. Ajloun, 4. Gr. Jerash, 5. New Ramtha, 6. Shurahbil Bin Hasana, and 7. Sarhan, group 2 consisting of 8. New Deir Al-Kahf, 9. Umm al-Jimal, 10. Sabha & Dafiana, 11. Al-Salhiah & Nayfeh, 12. Al-Zaatari & Manshia and 13. Prince Hussein Bin Abdullah, and group 3 consisting of 14. Gr. Zarqa, 15. Gr. Mafraq, 16. Al-Hallabat, 17. Al-Dhulail and 18. Al-Khalidiyah Module 3: contract management. All targeted. Non-targeted only Wasatia as per their request. Also one workshop for MOLA staff in Q2 FY20.







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

In Q3 FY20: 1 workshop for MOLA engineers on Module 3 in Karak. 1 workshop for 4 municipalities on module 2 (19. Greater Salt, 20. Madaba, 21. Deir Alla, 22. New Ma'adi). And 1 mechanical training workshop in Balama Mechanical: 1. Al Khalidiyah, 2. New Deir Alla, 3. Al Hallabat, 4. Sahel Horan, 5. Shurahbil, 6. Dhulail, 7. Ramtha, 8. Jerash, 9. Salt, 10. Ajloun, 11. Madaba, 12. Karak, 13. Sahab, 14. Ma'an, 15. Tafileh, 16. New Ma'adi, 17. Balama In Q4 2020: Module 2: 5 municipalities 23. Ma'an 24. Husainiyah 25. Wadi Araba 26. Jafr 27. Houd Al Dissa Also in Q4 2020: Mechanical training for 3 municipalities 18. Zaatari and Manshia, 19. Southern Aghwar, and 20. Um Al Jimal


R2.2-2 # of municipalities that develop solid waste improvements plans

Quarterly 27 Cumulative 8 0 0 9 Gr. Ajloun, Gr. Jerash, Deir Al Kahf, Zaatari & Manshia, Shurahbil Bin Hasana, Sabha & Dafiana, Al-Jafr, Deir Alla, and Houd Dissa

27 100% During a routine quality check of the reported data, we found out that some municipal SWIP were not reported earlier. We corrected this in the Q3 FY4 report submission. The below are the municipalities with approved SWIP as of end of Q3 FY4. Pre FY20 1- Sahab







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

2- Greater Ma'an 3- Al-Husainiyah 4- Wadi Araba 5- Southern Aghwar 6- Greater Tafileh 7- New Ruwaished 8- Sarhan 9- Al-Khalidiyah 10- New Ma'adi On Q1 FY20 11- Greater Al-Salt 12- Sahel Horan 13- Salhiah & Nayfeh 14- New Balama 15- Al Hallabat 16- Prince Hussein Bin Abdulla II 17- Greater Zarqa 18- Al-Dhulail Q4 2020 9 municipalities: 19. Gr. Ajloun, 20. Gr. Jerash, 21. Deir Al Kahf, 22. Zaatari & Manshia, 23. Shurahbil Bin Hasana, 24. Sabha & Dafiana, 25. Al-Jafr, 26. Deir Alla, 27. Houd Dissa


R2.2-3 # of SNBN maps developed

Quarterly 80 Cumulative 7 9 2 22 A) 16 Municipalities approved SNBN maps this quarter: Al Sarou, Muath Bin Jabal, Tabaqet Fahel, Rabiat Al koura, Barqash, Manshiat Bani Hasan, Salhiah & Nayfeh, Naour, Mutah & Mazar, Sheehan, Sultani, New Shobak, Qatar & Rahma, Hud Dissa, Qrayqra & Finan, Wadi Araba B) 6 Municipalities approved SNBN maps in earlier quarters, but decision were received this quarter: Al Taybeh Al Jadeedah, Al

53 66% In Q2 FY4 report Q1 FY4 and cumulative data for Q1 FY4 report were corrected Council approvals of street names before 1 October 2019 1. Khaled bin al-Waleed, 2. Al-Kufarat, 3. Bab Amman, 4. Al-Naseem, 5. Burma, 6. Kufranjeh Al-Jadeedah, 7. S. Aghwar, 8. Bseira, 9. Gr. Ma’an, 10. Al-Husainiyah, 11. Al-Jafr, 12. Iel Al-Jadeedah, 13. Al-Ash’ari Council approvals of street names between 1 October







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

Ayoun, Talal Al-Jadeedah, Khalidiyah, Bani Hashem, Thiban Al Jadeedah

and 31 December 2019 14. Sahel Horan, 15. Al-Shouleh, 16. Al-Ma'arad, 17. Junaid, 18. Umm Al-Basateen, 19. Ayy, 20. Al-Sharaa Council approvals of street names between 1 January and 31 March 2020: in total 9 21. Gharb Irbid, 22. Al-Yarmouk Al-Jadeedah, 23. Al-Wasatia, 24. Shafa, 25. Al-Russaifa, 26. Baireen, 27. Jabal Bani Hamida, 28. Al-Qatraneh, 29. Al-Qadisiya Council approvals of street names between 1 April and 30 June 2020 30. Muab 31. Dhulail In Q4 FY2020 A) 16 Municipalities approved SNBN maps this quarter: 32. Al Sarou, 33. Muath Bin Jabal, 34. Tabaqet Fahel, 35. Rabiat Al Koura, 36. Barqash, 37. Manshiat Bani Hasan, 38. Salhiah & Nayfeh, 39. Naour, 40. Mutah & Mazar, 41. Sheehan, 42. Sultani, 43. New Shobak, 44. Qatar & Rahma, 45. Hud Dissa, 46. Qrayqra & Finan, 47. Wadi Araba B) 6 Municipalities approved SNBN maps in earlier quarters, but decision was received this quarter: 48. Al Taybeh Al Jadeedah, 49. Al Ayoun, 50. Talal Al-Jadeedah, 51. Khalidiyah, 52. Bani Hashem, 53. Thiban Al Jadeedah







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative


R2.2-4 # of municipalities where SNBN is implemented

Quarterly 8 Cumulative 0 0 3 3 During this quarter implementation of phase two in the remaining areas of Greater Ajloun in August 2020, and in New Ramtha in September 2020. While Implementation in Ain Al-Basha continued during July & August 2020, it was paused in Sep. 2020 after a formal request from the municipality

5 63% G Ajloun, G Jerash, Mafraq city centers Ramtha, Ain al Basha

R2.2.1: Increased availability of recreational facilities and parks to communities

R2.2.1-1 # of recreational facilities and parks built or rehabilitated

Quarterly 12 Cumulative 1 0 0 14 5 Sports Fields were rehabilitated (1 in New Umm El Jimal Municipality; 1 in Al Hallabat Municipality; 2 in Sahab Municipality; and 1 in New Deir Alla. 9 Public Parks were rehabilitated (1 in Sahab Municipality, 1 in New Deir Alla Municipality, 3 in New Ma'adi Municipality, and 3 in Greater Karak). 1 in Ma'an

15 125% In Q1 FY4: Zaha center in Madaba in Q4 FY4: 5 Sports Fields were rehabilitated (1 in New Umm El Jimal Municipality; 1 in Al Hallabat Municipality; 2 in Sahab Municipality; and 1 in New Deir Alla. 9 Public Parks were rehabilitated (1 in Sahab Municipality , 1 in New Deir Alla Municipality, 3 in New Ma'adi Municipality, and 3 in Greater Karak). 1 in Ma'an

CC1: Local economic development supported

CC1-1 # of jobs created as a result of USG assistance

Quarterly TBD Cumulative 29 206 50 78 52 jobs at Al Dhulail municipality pubic park. 23 trainers have been hired for 2-months consultancy agreements to provide on-the-job training to municipalities as part of the municipal excellence program. 3 jobs retained with the Sahab Deaf Disability Project Considering the projects that were approved, it is expected that jobs created/retained will reach more than 250 in the coming quarters.

363 N/A







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

CC1: Local economic development supported

CC1-2 # of municipal projects supporting job creation

Quarterly TBD Cumulative 1 1 0 2 PO for the Sahab deaf disability project was issued on September 30, 2020. Interviews for the CVDB project are underway. 18 interns will be hired for a period of 6 months. 11 projects were approved this quarter and are in different phases of preparation/implementation.

4 N/A 1. Student dorm in Karak municipality 2. South Aghwar municipality multi-purpose government building 3. Sahab deaf disability project 4. CVDB project

CC2: Local administration supported at the central and governorate level

CC2-1 Number of laws, policies & regulations revised, drafted, proposed or adopted that will lead to reform in democratic accountability supported by the USG.

Annual TBD Cumulative

N/A Nothing to report


CC2-2 # of governorate development plans created and revised

Quarterly 10 Cumulative 10 0 0 0 The plans were all developed in Q1 2020

10 100% all governorates except Balqa and Irbid


CC2-3 MOLA's strategic plan for years 2020-2023 approved and published

Quarterly Yes Once ongoing ongoing ongoing Approved

The 2021-2024 Strategic Plan was approved by the Cabinet on September 8. An online launch is tentatively planned in the first quarter of Year 5.

Approved 95% estimated progress


CC2-4 MOLA’s organizational structure reflecting local administration functions adopted

Quarterly Yes Once ongoing ongoing ongoing ongoing On August 25, MOLA's Acting SG approved the proposed organizational structure. The final step is to obtain the Minister's approval and start implementation.

Ongoing 90% estimated progress

CC2: Local administration supported at the

CC2-5 MOLA’s annual report for years

Quarterly Yes Cumulative annual

ongoing ongoing ongoing Completed

On August 25, MOLA launched its 2018-2019 annual report online.

Completed 100%







Q1 FY2020

Q2 FY2020

Q3 FY2020

Q4 FY2020



target

Details cumulative

central and governorate level

2018-2019 published

CC3: Capacity of officials and subnational staff increased

CC3-1 # of officials and subnational staff trained

Quarterly TBD Revolving annual

331 227 16 148 58 Female (40%) 90 Male (60%)

722 N/A In Q4 we corrected data submitted for Q3 (was 24 [9F & 15M]) (now 16 [9F &7M]) Whole of FY2020 All = 722 302 Female 420 Male


CC3-2 % increase in knowledge among officials and subnational staff trained or coached

Quarterly 50% Revolving annual

89% 77% 100% 95% 7 training sessions (39 respondents of which 37 increased knowledge)

85% 170% To calculate this indicator, we divide the number of responding participants with increased knowledge by the number of all responding participants. (Correction from Q3 submission) As of Q4 FY4 - 31 sessions (383 respondents of which 326 increased)


G1 Percentage of participants reporting increased agreement with the concept that males and females should have equal access to social, economic, and political opportunities

Quarterly TBD Revolving annual

35% 33.3% N/A N/A Due to the COVID-19 pandemic restrictions, no standalone GESI trainings/sessions were conducted.

27.6% N/A 239 respondents of which 66 increased


G2 Percentage of participants with increased level of knowledge and understanding of gender equality principles as a result of USG interventions

Quarterly TBD revolving annual

94% 83.3% N/A N/A Due to the COVID-19 pandemic restrictions, no standalone GESI trainings/sessions were conducted.

84.5% N/A 238 respondents with 201 increased


Annex 6: Year 4 Activity Implementation Status as of September 30, 2020

Activity Tasks Completed

in Year 4

Continues

in Year 5 Notes

Improved Service Delivery

Activity 1:

Improve

maintenance of

public

infrastructure

Task 1: Coach the 12

biggest municipalities

Task 2: Train municipal

staff on contract

management and quality

management

A remainder of 46 out of 110

engineers will be trained by

December 2020.

Activity 2:

Improve street

naming and

building

numbering

Task 1: Implementation

of street naming

Installation of street signs

and building numbers in nine

municipalities should be

completed by June 2021.

Task 2: Prepare street

naming maps in all

remaining municipalities

Implementation requires

approval of maps by each

municipal council, which

should be completed by

December 2020. Quality

checks of maps and

uploading should be

completed by May 2021.

Task 3: Ensure

sustainability of street

naming and building

numbering

A learning and sustainability

conference is not feasible

during the period of risks of

COVID-19 infection. If

feasible, a smaller scale

gathering may be organized

to document lessons learned

and recommendations. In the

alternative, lessons learned,

and recommendations will be

documented in standard

policies and procedures to be

completed by June 2021.

Activity 3:

Rehabilitate or

establish public

parks

Task 1: Provide

technical assistance to

municipalities

Installation of the remaining

parks will be completed by

December 2020.

Activity 4: Apply

solar energy

Task 1: Conduct

feasibility studies and

exploring private-public

partnership options for

municipalities

In agreement with USAID,

this activity will not be

continued. The project

continues to explore private-

public partnership options for

municipalities generally

through the Investment and

Recovery Team.



in Year 4

Continues

in Year 5 Notes

Activity 5:

Improving

vehicle

maintenance and

management

Task 1: Training 16

municipalities on vehicle

maintenance and

management

Activity 6:

improve solid

waste collection,

cleanliness and

recycling

Task 1: Complete solid

waste management

improvement plans for

the remaining

municipalities and

follow-up

Task 2: Provide in-kind

assistance and training to

applying municipalities

Activity 7:

Local

Development

Planning

Task 1: Train and assist

municipalities in the

preparation of local

development plans

Task 2: Train

municipalities on the use

of local development

plans

Task 3: Assist

municipalities in

exploring local

development projects

To be continued by the

Investment and Recovery

Team.

Activity 8:

Develop a

common master

plan for three

municipalities

Task 1: Draft the master

plan

The master plan was

approved by MOLA during

Year 4, but the presentation

to the Higher Planning

Council will be completed in

October 2020.

Task 2: Support the

implementation of

selected projects

To be continued by the

Investment and Recovery

Team.

Activity 9:

Governorate

development

planning

Task 1: Train and coach

on the preparation,

modification and

monitoring of the

governorate

development plans



in Year 4

Continues

in Year 5 Notes

Improved Internal Management

Activity 1:

Review the

implementation

of financial

management

information

system (FMIS)

corrective action

plans and

recommendation

s related to

accounting

policies and

procedures

Task 1: Prepare a

comprehensive financial

review report

Task 2: Implement

capacity building

activities to partner

municipalities on

financial management

Direct technical assistance to

33 partner municipalities,

MOLA and CVDB will

continue through March

2021.

Task 3: Institute fixed

assets registers at partner

municipalities through

the development of

automated application

for registering and

tracking municipal fixed

assets

The new automated

application will be completed

by the end of December

2020. Training programs and

direct technical assistance by

the subcontractor will

continue through September

2021.

Task 4: Develop an

action plan to assist

MOLA in improving the

municipal FMIS

The timeframe for

completing this task will be

through March 2021.

Task 5: Promote

accountability and

transparency through

improved management

of municipal financial

information

Support MOLA to meet

select triggers of the AFD

Sector Policy Loan for 2020

and 2021, to continue

through March 2021.

Activity 2:

Introduce costs

recovery

measures for

selected

municipal

services and

development

programs

Task 1: Finalize a cost-

recovery methodology

for reconciliation

between solid waste

collection fees and

electricity bills

Task 2: Provide


designated

municipalities to

implement the cost-

recovery methodology

Activity 3:

Improve the

municipal

budget

formulation and

execution

processes

Task 1: Review

municipal budget

formulation process

Task 2: Conduct FMIS

diagnostic on areas

related to budget

management at partner

municipalities



in Year 4

Continues

in Year 5 Notes

Activity 4:

Develop

methodologies

for

municipalities to

produce

investment

packages and

pre-feasibility

studies

Activity 5:

Review the

implementation

of human

resources

recommendation

s with partner

municipalities

Task 1: Prepare a

comparative human

resources audit report for

the 33 partner

municipalities

Task 2: Ensure adoption

of municipal FMIS in

managing human

resources data and

operations.

Task 3: Implement

capacity building

activities for municipal

human resources staff

Task 4: Perform

analysis of municipal

staff needs from

qualifications and

functions perspectives

Activity 6:

Adoption of

organizational

structures at

partner

municipalities


of the organizational

structures and job

functions for the

MLDUs


of the organizational

charts and job functions

for the municipal

financial affairs

departments


partner municipalities will

continue through December

2020.

Task 3: Obtain approval

by partner municipalities

on the proposed general

organizational structures

(for Category A, B, and

C municipalities

respectively).


partner municipalities will

continue through December

2020.

Activity 7: In agreement with USAID, this activity will not be

continued.



in Year 4

Continues

in Year 5 Notes

Provide

Technical

Assistance to

MOLA on

municipal

services process

re-engineering

Activity 8:

Training for

Municipal

Executive

Managers

In agreement with USAID, this activity will not be

continued.

Activity 9:

Develop a

performance-

based system to

encourage

municipalities to

enhance their

performance

Implementation is being led

by a grantee, KACE, to

develop an award program

for municipal excellence. The

grant will continue through

May 2021.

Activity 10:

Support MOLAs

Strategic

Planning

Activity 11:

MOLA’s Annual

Book/Report

2018-2019

Activity 12:

Develop

MOLA’s

organization

chart

The new organizational chart

was approved by MOLA

staff, but it requires the

minister’s approval and

should be completed by

December 2020.

Community Engagement and Cohesion

Activity 1:

Enhance the role

of the newly

activated

Municipal

Community

Outreach

Divisions

(MCODs)

Task 1: Support the

MCODs and/or relevant

municipal staff to update

municipalities’ current

communication and

outreach strategies

Implementation will continue

through February 2021.

Task 2: Hold

MCODs/relevant

municipal staff

networking and

experience-exchange

visits

Task 3: Continue to

oversee, manage and

close out the Al Qantara

grant



in Year 4

Continues

in Year 5 Notes

Activity 2:

Develop/enhance

at least two

communication

and outreach

tools identified

by the 33 partner

municipalities

Task 1: Capacity

building sessions for

members from each of

the 33 MCODs/MCOGs

and other relevant

municipal staff

Task 2: Support

municipalities to hold

effective town hall

meetings

Implementation will continue

ad hoc in Year 5 through

“municipal day” events,

subject to government

restrictions and project health

and safety protocols.

Task 3: Support


design and

implementation of

awareness campaigns

where identified

Task 4: Support


design of radio/media

programs

Implementation is subject to

delivery and installation of

radio station equipment under

in-kind grants and should be

completed by December

2020.

Activity 3:

Raise

communities’

awareness of

municipal

budgeting and

planning in 33

municipalities

Task 1: Support

municipal finance staff

to conduct municipal

budgeting process

awareness sessions as

needed

In agreement with USAID, this task will not be continued.

Activity 4:

Working with

municipalities to

strengthen self-

reliance

Task 1: Conduct the

“System Building

Blocks - Part I”

workshops for municipal

support teams

Task 2: Provide


municipalities on

applying the system

Task 3: Design and

conduct the “System

Building Blocks - Part

II” workshops for

municipal support teams

In agreement with USAID, this task will not be continued.



in Year 4

Continues

in Year 5 Notes

Task 4: Provide


respective municipal

support teams to update

the community cohesion

interventions matrices

Task 5: Organize

experience and lessons

learned meetings

Activity 5:

Supporting

municipalities in

addressing stray

dogs as a factor

affecting

community

cohesion

Task 1: Explore the

interest of specialized

entity(ies) in engaging

with pilot municipalities

in a long-term

intervention to address

stray dogs

Task 2: Select two pilot

municipalities

Task 3: Support the

engagement of the

specialized entity in a

long-term intervention to

address stray dogs

Implementation is being led

by a grantee, PAF, to develop

an animal birth control

(ABC) program for

controlling stray dog

populations. The grant will

continue through June 2021.

Activity 6:

Supporting the

refurbishment of

adolescent

centers

Task 1: Select two new

municipalities to host

and support the

adolescent centers

Task 2: Support the

development of in-kind

grant agreements for two

adolescent centers In agreement with USAID, these tasks cannot be continued

as originally planned. However, one municipality, Al-

Khalidiyah, is being supported with new playground

equipment with the objective that an adolescent center will

be implemented there in the future. The second municipality

is receiving new playground equipment, as already agreed,

through the in-kind grants activity.

Task 3: Supervise the

refurbishment of the two

adolescent centers

Task 4: Follow-on

programs in the two new

adolescent centers in

accordance with

negotiated grants

agreements

Activity 7:

Supporting the

rehabilitation of

public parks and

football fields

Task 1: Work with the


to identify “Initiative

Partner Groups” to be

engaged in the

rehabilitated and/or new

public parks and football

fields



in Year 4

Continues

in Year 5 Notes

Task 2: Work with the


and MCODs to mobilize

the “Initiative Partners

Group

Task 3: Provide direct


implement and sustain

the interventions

Installation will be completed

by December 2020. Direct

technical assistance will

continue through February

2021.

Activity 8:

Supporting the

furnishing of

municipal

multipurpose

rooms

Task 1: Assist the

respective municipalities

in utilizing the

multipurpose rooms

Task 2: Document the

experience of respective

municipalities and

impact on the local

communities

Municipal Investment and Jobs Creation

Activity 1:

Enhance the

enabling

environment for

LED

Task 1: Support MOLA

to develop a public-

private partnership and

investment bylaw for

municipalities

In agreement with USAID, this task will not be continued,

as development of the public-private partnership law and

bylaws is being led by the government directly.

Task 2: Enhance

municipal financial

management and access

to finance from different

sources

Implementation of these

activities will be integrated in

Year 5 Work Plan, with an

emphasis on municipal

investments and recovery.

Task 3: Enhance the

municipal staff capacity

in the area of local

economic development

and investment

Activity 2:

Technical

Assistance

Task 1: Enhance

municipal level capacity

in local economic

development planning

Task 2: Provide


the municipalities to

promote investment

projects



in Year 4

Continues

in Year 5 Notes

Task 3: Provide


the municipalities to

develop feasibility

studies

Activity 3.

Support small

scale municipal

projects

Gender Equity and Social Inclusion (GESI)

Activity 1:

Provide coaching

and technical

assistance for the

municipal

community

outreach

groups/divisions

(MCODs/MCOG

s) to mainstream

GESI in

municipal

services

Task 1: Select the

municipal service(s) that

will be transformed to

become GESI sensitive

Task 2: Provide

coaching and technical

assistance for each

MCOD to ensure

smooth, effective

implementation of this

activity

Task 3: Participants’

exchange and discussion

on their gender

mainstreaming

achievements

Implementation of gender

mainstreaming will continue

through March 2021,

including exchange of

experiences through social

media.

Activity 2:

Enhance female

municipal

council

members’

leadership

competencies

Task 1: Design the

training program In agreement with USAID, this task will not be continued.

Task 2: Implement the

training program In agreement with USAID, this task will not be continued.

Activity 3:

Provide training

and coaching for

the Governorate

Community

Outreach

Departments

(GCODs) under

the Ministry of

Interior (MOI)

in the 12

Governorates

Task 1: Assist

governorate GCODs to

evaluate the

implementation of their

first community

outreach plans

Task 2: Assist

governorate GCODs to

develop their second

community outreach

plan

Task 3: Support the

implementation of

GCODs’ second

community outreach

plan



in Year 4

Continues

in Year 5 Notes

Task 4: Provide GCODs

with the required

knowledge and skills

through trainings,

coaching and regular

meetings

Activity 4:

Provide training

and coaching to

enhance MOI’s

Governorate

Local

Development

Directorates

(GLDDs)

sensitive

perceptions and

practices

Task 1: Design the

training program

Task 2: Implement the

training program

Task 3: Provide

technical advice

throughout the

preparation of the

governorates’

development plans


Annex 7: Geographic Data Reporting, Year 4

All of Year 4 quarterly GIS reports have been provided to USAID/Jordan’s Office of Program

Management separately in accordance with current guidelines. Individual reports are available at

USAID’s request from the USAID CITIES Project Chief of Party.

jordan cities implementing transparent, innovative, and

Documents