strategic development framework for al-thahriehaldahrieh.ps/sites/default/files/eng tharieh.pdf ·...

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Ministry of Local Government

Strategic Development FrameworkFor

Al-Thahrieh

Prepared By Al-Thahrieh Strategic Development Framework Committee

32 Strategic Development Framework For Arrabeh

The Strategic Development Framework for Al-Thahrieh has been prepared by representatives of the local council, civil society organizations, and citizens of Al-Thahrieh, who have contributed throughout the different phases of developing this SDF.

CommitteeInstitutionName Head of Stakeholders Committee

Mayor of Al-Thahrieh Municipality

E. Sami Shnaiwer1

Project Manager Al-Thahrieh Municipality’Mohammed Rabba2

Coordinator of Strategic Development Framework Committee

Al-Thahrieh Municipality Ahmed Qaisieh3

Strategic Development Framework Committee

Al-Thahrieh MunicipalitySami Shtawi4


Al-Thahrieh MunicipalityKamal Jabarin5


Al-Thahrieh Municipality /Librarian

Ra’fat Al-Issa6


Member of Al-Thahrieh LocalCouncil

Ziad Wraidat7

Stakeholders Committee Al-Thahrieh Women’s Society

Jihad Ahmed Al-Tel8

Stakeholders Committee Municipal Cultural Center

Yousef Abu Sharkh9

Stakeholders Committee Directorate of Education

Ibrahim Al-Makharza10

Stakeholders Committee Palestinian Standards andSpecification Organization

Akram Abu Sharkh11

Stakeholders CommitteeDirectorate of Education

Khaled Atta12

Stakeholders CommitteeRed Crescent Society / EMT

Raed Al-Amoul13

Stakeholders CommitteeArchitect Engineer

Raja Al-Dheeba14

Stakeholders Committee Directorate of EducationAdel mahmoud Abu Dayya15

Stakeholders Committee Directorate of EducationNael Mohammed Dughairi16

Technical Committee Palestinian Standards &Specification Organization

Ibrahim Jabarin17

Technical Committee Al-Thahrieh Charitable Society

Abdallah Issa Al-Kaa’ki18

Technical Committee Member of Al-Thahrieh Local Council

Ali Abu Dyur19

Technical Committee Chamber of Commerce &Industry – South Hebron

Majed Abu Sharkh20

Technical Committee Al-Thahrieh Municipality

Maher Al-Wardiyat21

Technical Committee Southern ElectricityCompany

Mohyi Mohammed Al-Battat22


Definitions and Terminology

Definition Term NOThe Strategic Development Framework (SDF) guides the development of a long-term collective vision for a community (village/town/city/cluster/amalgamated council and/or municipality) through a participatory planning process and identifies long-term development priorities from which a medium-term Community Integrated Development Plan and a short-term sector-based Investment Plan are prepared

Strategic Development Framework

Collection, information and development indicators’ classification of all information relevant to the local community, covering major thematic areas related to sustainable community development.

Community Mapping

The envisioned future the city/town collectively aspires to reach in a specified period of time, often extending to 15 - 20 years

Community or Collective Development Vision

Strategic development objectives that serve more than one development thematic area and is considered to respond to high priorities in the local community.

Strategic Thrusts

Strategic development plans, devised in accordance with the development vision and strategic goals of the local community. It is a mid-term action plan (4 years) that includes specific objectives, development fields or action areas, development initiatives, as well as the expected outcomes and indicators.

Community Integrated Development Plan

Short-term plans (one - two years), derived from the Community Integrated Development Plan. It contains specific development projects, formulated by the local institutions, individually or collectively. These institutions share the responsibility of project implementation, monitoring and evaluation in cooperation with the Local Council.

Investment Plans

Entities and institutions representing the local community in the development process, which could, positively or negatively, affect or be affected by the process of community development. It includes representatives from the public sector, the private sector and civil society organizations such as women and youth clubs and associations, and charitable and cultural societies, in addition to representatives from different social groups such as children, senior citizens, marginalized neighborhoods, public figures, etc.

Stakeholders

A committee comprised of Heads of participating entities and institutions involved in the process of Strategic Development Planning.

Stakeholders Committee

Definition Term NODevelopment Themes often reflect and express the constraints to local community development. They reflect the weakness or challenges affecting the various development fields. They may also highlight positive aspects and strengths that may be developed or used as a basis for further development. The development needs or issues may be considered as guiding tools during the development planning process and the adoption of development goals by the community.

Development Themes

An in-depth identification of the main development areas (i.e. major and minor causes for each area) as well as the determination of the impact of their presence. The analysis of development issues helps generate a deeper understanding of these issues and facilitates the formulation of possible solutions, interventions or activities to address or overcome their causes.

Analysis of Development Areas

Strategic objectives are analyzed against development areas in order to identify a range of initiatives and means for the realization of these objectives in addition to the identification of the overall goals key objectives strive to achieve.

Analysis of Key Strategic Objectives

A description of the determinants, opportunities and perspectives resulting from the interaction of different elements (e.g. geographic, social and economic) between adjacent towns sharing common interests.

Regional Context

A group of stakeholder representatives responsible for the management of and the participation in the Strategic Development Framework process.


A number of specialized working groups comprised of local experts in certain areas (such as health, infrastructure etc.) whose contribution to the planning process is basically technical (such as needs analysis and formulation of development initiatives).

Technical Committees

A group of development experts and specialists in various development areas who are consulted or contracted to provide the needed technical support and guide the local council through the strategic development planning process.

Team of Experts

A group of persons who are assigned the tasks of collecting information on and indicators of the various development sectors from their primary and secondary sources, in accordance with the adopted mechanism.

Researchers


Table of Contents

IntroductionThe Strategic Development for Al-Thahrieh was produced through the support from the Local Democratic Reform Program – Tawasol - funded by the United States Agency for International Development (USAID), implemented by CHF International in consultation and coordination with the Ministry of Local Government.

At the very core of the strategic development planning is the principle of active community participation upon which the SDF was devised in close consultation with the municipality, citizens, institutions, and civil society organizations in the town. The plan was developed in pursuance of the relevant policies of the Ministry of Local Government within the framework of strategic development planning project.

This document provides the strategic development framework for Al-Thahrieh for the following sixteen years. It presents a summary of the situational analysis of the town along with the common development vision agreed-upon by the stakeholders participating in this endeavor. After the needs assessment phase, working committees collaborated to identify and analyze key development issues, as well as determining the general strategic objectives capable of realizing the development vision and the key strategic objectives derived from the analysis in accordance with the priority setting and determination methodology.

Definitions and Terminology .....................................................................................................................4

Introduction ...............................................................................................................................................7

Statement of Al-Thahrieh Municipality ......................................................................................................8

The aim of the Strategic Development Framework ...................................................................................8

Methodology .............................................................................................................................................8

Overview of Al-Thahrieh ...........................................................................................................................11

Al-Thahrieh Development Vision ..............................................................................................................11

Development Analysis ..............................................................................................................................11

Planning, Zoning and Population..............................................................................................................12

Local Economy .........................................................................................................................................13

Infrastructure and Public Services ............................................................................................................13

Environment and Public Health ...............................................................................................................14

Public Security and Threats to Security ....................................................................................................14

Overall Strategic Objectives ....................................................................................................................15

Physical Planning & Zoning, Infrastructure and Public Services ..............................................................15

Social Development..................................................................................................................................17

Local Economy: ........................................................................................................................................19

Relationship between Strategic Goals and the Realization of Common Development Vision .................19

Relationship between Key Strategic Objectives and Realization of Common Development Vision .......20

Public Safety and Security........................................................................................................................20

Key Strategic Objectives (Strategic Thrusts) ............................................................................................21

Physical planning and Zoning ..................................................................................................................22

Social Development:.................................................................................................................................22

Local Economic Development ..................................................................................................................22

Public Safety and Security........................................................................................................................22


Investment Plans

)years 1-2(

Comprehensive or Integrated Community

development Plants

)years 4(

Strategic DevelopmentFramwork

)years 16(

Statement of Al-Thahrieh MunicipalityThis documents draws the developmental framework for Al-Thahrieh for the next (16) years. This SDF comes as the results of collective and persistent efforts by the Municipality of Al-Thahrieh and the key Stakeholders’ Group Committee and community-wide Contribution. Citizens participated in analyzing the situation of their community from different aspects, as well as determining their problems and developmental needs and vision they aspire to see in the future.

Prior to the SDF, we used to prepare our strategic plans in a centralized fashion, but they turned out falling short of highlighting our needs directly. Therefore, and to overcome this shortcoming, we have followed a participatory methodology in the preparation of this SDF. Our methodology this time is based on the participation of Al-Thahrieh citizens who are more capable of defining their own needs, priorities, and aspirations for their town. They also defined the constraints and available resources for addressing their problems and realizing their visions and objectives.

During the SDF process, CHF, through the USAID funded program - LDR, has provided us an important opportunity for advancing the development of Al-Thahrieh through laying the foundation for the strategic planning of the town and its institutions. CHF offered an opportunity to set our development policy during the next (16) years, particularly when the town’s various sectors have a multitude of needs to fulfill and goals to achieve.

The aim of the Strategic Development FrameworkThis document aims at presenting the Strategic Development Framework that outlines the future development interventions needed to bring Al-Thahrieh from its current status and closer to the community-wide shared vision during the 16 years to come. The Strategic Development Framework lays the foundations of joint action and to achieving the top-priority strategic objectives set forth in the successive development plans of four years. If achieved – the plan would be instrumental in closing the existing gap and would contribute greatly to the town’s success and potentials to achieve its future vision.

MethodologyDuring the preparation of the Strategic Development Framework, local councils, participating committees and citizens of Al-Thahrieh followed the phases, tools and mechanisms recommended by the Local Councils Guide to Strategic Development Planning, which the Ministry of Local Government, has approved and adopted.

In the beginning, the necessary technical support was provided by a local consulting firm. To jump start the project, a community meeting was held for the town’s residents and institutions in order to introduce the strategic planning project, its desired objectives and expected outcomes. As a result of this meeting, two committees were formed; the Stakeholders Committee and the Strategic Development Framework Committee. The next step involved a community mapping or survey, prepared by a team of researchers, with the purpose of collecting information and data on all aspects of development in Al-Thahrieh. The survey reflected the current status of the town, its available resources and potential capacities. In parallel, a number of training workshops were held to introduce members and coordinators of committees to the SDF planning methodology and tools, and to define and clarify various roles and responsibilities.

In Al-Thahrieh, a number of development thematic areas were defined; namely: 1) Trade, Tourism and Antiquities, 2) Agriculture, 3) Industry, 4) Youth and Sports, 5) Women and Children, 6) Education,

7) Health and Environment, 8) Physical Planning and Sanitation, 9) Public Services (electricity and water) and 10) Security. Moreover, a number of specialized committees were created, one for each of the specified development sectors. The committees conducted a SWOT and strategic analysis of the current situation so as to identify strengths, weaknesses, opportunities and threats of each field. In addition, stakeholder identification analysis was conducted in order to determine their potential impact and possible ways for their involvement in the development process. Accordingly, a detailed diagnostic study of all development sectors was prepared, taken into account the outputs of strategic analysis and documentation process, undertaken by the technical and special committees, in addition to official reports and statistical data.

The next phase aimed at the formulation of a shared development vision for the town that was conducted through a joint workshop for the Stakeholders’ Committee and the Strategic Development Framework Committee. The shared vision has been based on the local needs, potentials and capacities taking into consideration the regional and national contexts, and the community’s aspirations for a better future for Al-Thahrieh.

Following the formulation of the development vision, the Strategic Development Framework and the Technical Committees held several discussion workshops and brainstorming sessions to identify and analyze the development issues within every development sector, and their root causes and impact. Based on that, the overall strategic objectives were set forth to lay the foundation for the pursuance of the town’s development vision for the next (16) years, followed by the selection of development areas to address the main outcomes during the timeframe covered by the Strategic Development Framework.

Given the scarcity of the town’s resources compared to current and future needs, the development priorities and key strategic objectives (strategic thrusts) were selected in accordance to a certain evaluation or assessment mechanism, which comprised a number of vital criteria that will prioritize the areas of intervention for the next four years. The most important criteria in the assessment tool included, among others, the following: the extent in which the strategic objective overlaps with more than one development thematic area; the degree of consistency between this objective and the shared development vision; and the degree of partnership among the various sectors (i.e. the public, private and civil society sectors).

1. Getting started2. Situation Analysis3. Preparing the community collective vision4. Identification & Analysis of Development Issues 5. Identification of overall Strategic Objectives6. Identification Key Strategic Objectives7. Identification of development initiatives and community integrated development plans8. Preparation of Investment Plan9. Mobilization & Fundraising 10. Monitoring & Evaluation


trategic Development Frameworks Process

Steps 1-6 Depict the Stages of Developing the Strategic Development Framework

As mentioned earlier, the implementation of the Community Integrated Development Plan requires the translation of the development initiatives within the plan into specific projects to be adopted by the local institutions in all sectors. Institutions should incorporate these projects into their short-term (i.e. 1 - 2 years) investment plans, that should be carried out within a clear partnership framework delineating the responsibilities and roles of each partner as well as the adopted mechanisms for monitoring and evaluation.

Al-Thahrieh development vision draws a picture of the town and the aspirations of its inhabitants but it also take into account its current capacities and future potentials for the 16 years to come. The community expressed their shared vision as they imagine their city with a thriving economy based on the efficient use of human and natural resources, especially the labor force of 69% of the population and the sizable area of arable land, of which 50% is presently exploited. Moreover, the town is blessed with archeological sites and old building and semi-desert climate both of which can be invested in to create a substantial recreational and medical tourism. This is also in line with our vision of a healthy and safe environment offering comfort and safety for its visitors and citizens.

The community also strives to turn our town into a model of social, cultural and athletic development achieved through keeping up with the advances in science, culture and other fields. There is so much potential to achieve this, thanks in part to the multitude of active organizations and institutions that focus on the development of women and youth who are well known for their passion for sports; a matter that explain the constant interest in upgrading and expanding various sports facilities in the city.

Despite the many obstacles facing the tourism sector, the SFD paid special attention to this sector through the promotion of culture heritage to the world and the younger generation. However, the fact remains that they are insurmountable obstacles to development in general and tourism promotion in particular, such as the impact of Israeli policies of destruction of archeological sites and the erection of their settlements and military camps and the roads serving. These policies are aggressively adopted without any regard to their historical value or the potential damaging impact on the environment. In addition, the Israeli authorities persistently prevent the experts and archeologists from accessing these sites or attempt their restoration.

Overview of Al-ThahriehAl-Thahrieh is located in Hebron district, about 22 kilometers South of the city of Hebron. In its remote location, it is considered as the southern gateway of the West Bank. The city is rebuilt on the Canaanite city of “Joushen”, and was fortified by Al-Thaher Baybars, due to its strategic location, after which the town was renamed until today. The town is bordered by Al- Samu and Beersheba. It is believed to have had an estimated population of (1265) in 1922; and (2190) in 1945. In 1961, the number of residents doubled to (4199) and reached a total of (11 500) by the year 1987. According to the population census of 2007, the town had 28,776, residents while today the population is estimated to have risen to about 31,700.

The Israeli occupation confiscated a large portion of its land in 1948 and 1967 in order to construct three settlements (namely Zohar, Ashkelon and Tina). The city is surrounded by a large number of ruins (or Khirab) that contain archaeological sites such as: Kafr El-Jul, Al-ras, Dir El-louz, Om Sir, Tatrit, Al-Rahwa, Al-Ja’bari, Ossaila, Badghoush, Jawa, Dir El-Hou, Attir, Om Ed-dinma, Tal, Tel Awwad , Rjum Bir El-Qasser, Amenkhala, Om Al-Amad, and Al-Rabyeh.

Al-Thahrieh constitutes the third largest population center in Hebron District, the last inhabited area in the way towards the Negev Desert. Following the peace agreement between the Palestinian Authority and Israel, the city has been classified as area (A), and therefore falls entirely under Palestinian administration and control. The city is run by a municipality and a local council of 13 members.

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Al-Thahrieh Development VisionThe collective vision for Al-Thahrieh was based on the situational analysis of Al-Thahrieh and the diagnosis of its local resources and parameters. The process has taken into account the regional and national contexts as well as the future aspirations of its residents through a broad participation of representatives of its institutions, organizations and various committees in the planning process which included a large number of consultative sessions and workshops.

The following is the collective vision for Al-Thahrieh: Al-Thahrieh is an economically prosperous city, healthy and environmentally safe; enjoys modern infrastructure, and provides a role model of social, sports and cultural development. Al-Thahrieh keeps pace with urban and development planning while preserving its cultural heritage

Development AnalysisAt the early stages of the SDF process, a survey was conducted with the local community in order to collect information and data on all of the key areas of development in Al-Thahrieh. This survey mapped out the town’s resources and capabilities as well as its services and institutions. A wide a range of development themes and key areas was defined through the analysis of the current situation and the strategic analysis of each key area in order to define its strengths, weakness, opportunities and threats. Consequently, a detailed diagnostic study was prepared on all key development areas, based on the results of the SMART analysis and the strategic analysis conducted by the Specialized Technical Committees, taking into account various statistical data and official reports.

The following is a summary of the aforementioned diagnosis, abridged from the full diagnostic report prepared by the Strategic Development Framework Committee during the early stages of the planning process.


Planning, Zoning and PopulationAccording to the Physical Plan, approved by the Ministry of Local Government, Al-Thahrieh has a built-up area of approximately 15,198 dunums, of which 20,000 are used. Of the latter, about 192 dunums are used for industrial purposes, 209 for commerce, and 15 dunums are used up for the road network. The agricultural land totals 80,000 dunums. This means that the built-up area not only exceeds that of the physical plan but also shows its insufficiency and the need for its modification in order to meet to needs of the residents. The community does not often respect and adhere to construction within the boundaries of the physical plan which also suffers from weak enforcement by the municipality and the relevant authorities.

In terms of population, the 2007 census estimated its population to 28,776 while in 2011; the population is estimated at 31,700. Based on population growth rate in the Hebron district (3.34%), future projections put the population numbers at four-year intervals closer to 36,216, 41,303, 47,103 and 52,719 in 2014, 2018, 2022 and 2026, respectively.

In addition to the municipality, a number of governmental departments and local institutions are present in the town but also provide services to the neighboring communities. Those institutions include: regional post office, a Chamber of Commerce, the Department of Agriculture, the office of the Ministry of Interior, the civil defense center, a police station, and a Shari’a Court.

Key areas identified within Physical planning and zoning include:

Weak physical planning and regulation of land uses in the physical plan.

Low level of public awareness of city planning and zoning.

)Social Development (Education, Health, Women, Children, Youth and SportsAccording to the 2007 population census carried out by the Palestinian Central Bureau of Statistics, Al-Thahrieh has a 90.8% of literacy rate, compared to 9.2% of the inhabitants who are illiterate, of which 71.6% are women. Of those with education, 15.4% can only read and write while 75.2% completed secondary school. Approximately, 4.5% obtained a first university degree, in addition to a number of postgraduates. The twenty schools in the town contain 251 classrooms, 8,551 students and 344 teachers. In addition, the town has 10 kindergartens,

Key development issues in education include:

Ad hoc distribution of schools

School drop out

Shortage of classrooms and the inappropriate rented classrooms.

Weak educational attainment

Prevailing unemployment rate among new graduates.

As for health care services, there is one private hospital and 38 clinics (32 private and 6 governmental) of various specializations (general medicine, mother and child center and many part-time specialized clinics). The town has 13 pharmacies, 5 laboratories, and a medical center. These facilities are operated by a total of 90 health workers including 36 physicians.

Key development areas include:

Shortage in health centers adequately equipped to provide comprehensive services.

1. Shortage in specialized medical staff.

In terms of social development, there are institutions active in the areas of women, children and youth. The town is served by two women clubs, two youth centers, one cultural center, a football field, a public library and a multi-purpose hall.

Key social development areas include:

Lack of recreational centers

Family related problems (teenage marriage, divorce, etc.)

1. in effective or inactive youth facilities

2. Weak of sense of community and derive for voluntary action.

3. Insufficiency of cultural institutions.

4. Lack of adequate sports grounds.

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Local EconomyThe town’s income sources are diverse because of the variety of the economic activities of its residents, of which 68.6% are economically active. Work inside Israel is a major source of income with a percentage of about 52% of total income. Employment in the PNA public sector, agriculture, and trade generate about 17%, 15%, and 11% of total income, respectively, while industry contributes to only 5% of total income.

Key development areas pertaining to trade and industry include:

1. Shortage of revenues and sources of income.

2. Widespread unemployment.

3. Few organized industrial areas.

4. Weakness trade and commercial activities.

As for agriculture, only 80,000 dunums are used for agriculture of 3,000 dunums are now located behind the Israeli Separations Wall, 442 dunums are planted with vegetables, 3762 dunums are used for olive trees, and 610dunums are designated for does not exceed 47% of the total arable land. Water shortages, combined with low income from agriculture and the impact of the apartheid wall complicate the lives of local farmers who also suffer from other Israeli measures and policies such as frequent closures, land confiscation, and settlers’ attacks.

Key development areas in agriculture include:

1. 1. Shortage of pastures due to desertification and water scarcity.

2. 2. Difficulty of marketing agricultural products.

In terms of tourism, Al-Thahrieh contains ancient and beautiful buildings such as the old city and many ruins with archaeological sites, including: Kafr El-Jul, Al-Ras, Der El-Louz, Om Sir, Titrit, Al-Rahwa, Al-Ja’bari, Osssileh, Badghoush, Jawa, Dir Sa’ida, Der Al-Haou, Attir, Om Aldainma, Tal, Tel Awwad, Tabkhaneh, Rjum Beer El-Qaser, Amenkhala, Om Alamad, and Al-Rabia. These sites comprise approximately 3% of all sites found in Palestine, according to Al-Thahrieh municipality and Riwaq Center.

Key development areas in tourism include:

1. Official negligence of archaeological sites.

2. Lack of funded restoration projects benefiting the old town.

Infrastructure and Public ServicesFour entrances lead the way into Al-Thahrieh and four main roads connecting the town to the


surrounding villages of Al-Samu, Dura, Alramadin, and Shweika. The major eternal roads network measures about 30 km, most of which are in need for some maintenance. The internal roads network extends to 126 km, of which only 42 km paved. Agricultural roads amount to a total of 42 km.

Electricity services are supplied by the Southern Electricity Company covering about 97.2% of households. Although there are several water resources, about 12% of water supply is provided by the Israeli Water Company (Mokorot) and distributed through a municipal water distribution network. Most water comes from rainwater wells (36.3%), commercial water tanks (48.9%), springs (0.2%), and other sources (1.7%). The town is also challenges by shortages in water supply, unexploited springs, and water pollution.

Key development areas in infrastructure and public services include:

1. 1. Water shortages

2. 2. Insufficient electrical supply compared to actual needs.

3. 3. Partial coverage of electricity and water networks.

Environment and Public HealthBecause there is no sewerage system, wastewater is collected in cesspits that are then emptied by special tanks and finally disposed of in riverbed and open valleys. The town is also affected by wastewater flow from neighboring Palestinian communities and Israeli settlements and factories built on the town’s land. Solid waste, however, is collected by compressor trucks from special garbage containers distributed all over the town, then buried in a special landfill.

1. Key development areas in public health and environment include:

2. 1. Inflow of wastewater into the town

3. 2. The lack of sewage systems.

4. 3. Absence of solid waste management systems

5. 4. Location of livestock farms in residential areas.

Public Security and Threats to SecurityMany public institutions do take care of public safety and security in Al-Thahrieh including a branch office of the Ministry of Interior, a police station, and a civil defense center. Nevertheless, these institutions are challenged by the inadequacy of its equipment and resources especially fire-fighting and patrol vehicles.

Key areas in the area of public security include:

1. 1. Weak community involvement in promoting public safety and security.

Overall Strategic ObjectivesBased on the developmental issues identified under each field, the overall strategic objectives that contribute to addressing such areas were also identified. Moreover, another set of strategic objectives were added since they are directly linked to the achievements of all aspects of the shared developmental vision (i.e. outside the scope of current issues).

The following are the overall objectives or goals associated with the development areas and a list of those strategic goals. It should be noted that the performance indicators and their values are long-term as they span the period of the strategic development framework.

Physical Planning & Zoning, Infrastructure and Public Services

Overall Objective: “Enhance urban planning, infrastructure, and public service in the town “.to ensure the pre-requisites of a better life for citizens

IndicatorsKey Results Key Result AreaStrategic Objectives

NO

% of adherence to physical plan in real life.

A physical plan that meets the community’s development needs.

Automation of physical planning process & implementation.

Physical plan

Municpal physical planning & zonning depatment

Public facilities & land settlments

Public culture of planning & zoning

Improve the quality of physical & urban planning services

The average of number and size of annual violations to the physical plan.

Fully aware citizens who adhere to building codes and conditions in accordance with the physical plan.

A larger level of citizens’ adherence to the physical plan

CitizensEducate citizens and raise their awareness on physical planning & zoning

Percentage of Households covered by the sewerage network.

A sanitation system serving the entire population.

A health environment that meets the minimum standards of pollutions.

Waster water and sewerage system

Improve the waste water and sewerage system

Extent of full adherence to the national standards criteria for environmental protection.

Excellent results reported on field assessment of road clines and voidances of obstacles & dirt.

An effective solid waste collection & transport system.

A higher level of citizens’ commitment to maintain cleanliness.

A system for public sanitation and solid waste collection & transport

Develep a system for solid waste management & treatment system.

4


IndicatorsKey Results Key Result AreaStrategic Objectives

NO

A minimum water share of 120 liter/ person/ day.

80% of household show water consumption rate within the normal range.

Water loss rate of 15% or less.

Number & size of water tanks in town.

An effective & efficient water transport & distribution system serving all community.

Citizens highly aware of rationalization of water consumption.

Effective revenue collection system.

A sufficient water reserve stored appropriately.

A water distribution and transport network

Artesian wells

Public awareness of water consumption methods

Develop water sources

5

100% prescription to prepaid system.

Level of loss in the water network is within the technically acceptable levels.

A regular preventive maintenance system

Effective, efficient & reliable electricity network.

Alternative sources of energy

Human & technical capacities of the electricity department

Electricity network

Citizens’ awareness

Develop electricity network

6

Traffic organized in all internal & eternal roads.

All internal roads are rehabilitated in accordance with the physical plan.

There are external roads connecting the city to its surroundings in all directions.

A well- developed infrastructure for internal and external road networks.

Modern traffic system.

Internal roads network

Pavements

Connective roads network

Traffic system

Agricultural roads

Develop road network

67

Social Development

Overall Objective: “ensure the availability of scientific, cultural and recreational environments that allows every person to benefit, and expand their skills and knowledge base to create a loyal, well-informed and healthy citizen, who is committed to development and participation.”

IndicatorsKey ResultsKey Result AreasStrategic ObjectivesNo60% of youth take part in youth & sports activities

60% of youth take part in voluntary community activities

Youth appropriate infrastructure that helps in strengthening their abilities & participation

Enabled, aware and skilled youth

significant youth participation in planning & development

Youth &sports infrastructure

Youth institutions and/or service providers

Youth culture of participation, planning and voluntarism

Activate & promote youth facilities

1

Availability of emergency & health services 24/7.

Annual Infant mortality rate in 1000 children younger than one year old.

Percentage of health cases treated inside/outside the town.

Health facilities meeting the different needs of citizens.

Health-aware citizens.

Availability of health services

Health infrastructure

Citizens health awareness

Quality of health facilities & services

Improve health care services provide to citizens

2

Illiteracy rate of less than 1%.

School dropout rate of 0.5% or less

Minimum of 80% high school success rate

Average cultural activities / year.

Increased number of graduates of vocational, technological and agricultural specializations

Qualified school cadres

Strengthen & revive relationship between parents’ councils & schools.

More interest in culture reflected in an active cultural life in the town.

Cultural institutions

Auxiliary & continuing education programs

Educational staff

Students & Parents

Vocational, technological & agricultural specializations

Promote culture and education

3

An average class size of 25 students.

100% classified as child friendly.

All schools have science & computer labs, special use rooms, etc. according to the school level.

Advanced infrastructure for modern education

Use of modern educational methods

An attractive environment suitable for education.

Infrastructure for basic & secondary education.

Modern teaching methods (labs, special use rooms, educational aids)

Kindergartens

Improve education infrastructure

4


Relationship between Strategic Goals and the Realization of Common Development VisionIndicatorsKey ResultsKey Result AreasStrategic ObjectivesNoPercentage of land in the physical plan designated for public parks.

Number of available recreational areas.

Index of Citizens’ satisfaction of recreational services available in town.

Annual average of number of recreational activities

Public parks & gardens

Active recreational institutions

Public parks & gardens

Child centres & playgrounds

Public facilities

Cultural & educational institutions.

Enhance the wellbeing of citizens, especially children

5

Very low average of number of attacks on public property

Excellent rate of youth participation in voluntary activities.

Size of annual cash and in-kind donations by citizens

Highly loyal citizens

Educational curricula prompting loyalty and belonging among school and university students

Appropriate civil behaviors

Schools & university students

Public awareness

Promote loyalty and sense of belonging among citizens

6

Reduced unemployment rate to 10% of total labor force in town.

Increase in the number of micro projects

A number of employment generation programs

University graduates

Employment generation programs

Labour office

Micro-project financing & support program

Reduce unemployment among the new graduate

7

60% of youth participate in various youth and sports activities

Adequate sports infrastructure

Effective sports institutions & facilities.

Excellent youth participation in sports activities.

Sports infrastructure

Sports institutions (e.g. sports clubs.

Youth

School & university students

Public awareness

Develop cultural and sports institutions

8

Local Economy:Overall Objective: “Promote enabling environment for economic development, encourage commercial activity and investment in tourism in order to create job opportunities and improve the citizens’ quality of life.”

Indicators Key results Key Result AreaStrategic Objectives

Reduction in the unemployment rate to less than 10%Organized markets &trade areas for all economic sectors and groupsThe average out-of-town shoppers

An enabling environment for investment.Active commercial life in townOpening bank branches in townConstruct an industrial zoneIncreased number of large commercial establishments Increase number of employees in the commercial establishments

Commercial zonesExisting commercial activities Infrastructure for investmentFresh graduates

Promote Commercial life and activities

1

Percentage of reclaimed land of total unexploited area.100% of farmers benefiting from services of agricultural societies.

Increase in the percentage of reclaimed landIncreased productivity of agricultural landsIncreased employment & expanded use of modern farming methods.

Land reclamation programs Agricultural marketing &extension Agricultural awareness workshopsWater for agricultural purposes Agricultural insurance & damage compensation

Expand the green, cultivated area

2

Number of tourists facilitiesNumber of yearly visitors for tourism purposes.

Restoration & renovation of old buildingsPublic awareness of the significance of preserving old building

An infrastructure fit for internal & external tourism Citizens fully aware of importance of tourism & old buildings

Restore archaeological sites and promote tourism

3

Decreased unemployment to less than 10% of its current rate.Number of economic establishmentsNumber of employees in all economic sectors.The %of industrial contribution to income sources.

Industrial facilitiesLand allocated for industry in the physical plan.Federation of industries and the institutions interested in industry promotion and development

Develop the industrial sector

4

Number of animal farms Size of livestock sectorNumber of veterinary clinic sNumber of working days in animal market Number of livestock societies The percentage of increase in pastures areas.

-Develop animal market Modern veterinary services (clinics, labs & medications)Improve animal breedingAwareness-raising & educational programsCreate a union for farmersDesignate specific areas for animal farming.

Farms and farmers Livestock societiesMarketing of animal products Support program Animal farming

Promote animal farming and ensure the availability of pastures.

5


Evaluation CriteriaSectors sharing the same ٭

objective

Linkage to the realization of ٭ the vision

-Degree of reliability & sus ٭ tainable development

-Consistency with public poli ٭ cies and national and sector .orientations

Contribution to strengthening ٭ the principle of partnershipbetween the three sectors

-Linkage to a pressing and es ٭ sential development thematicarea

Availability of local expertise ٭.for execution

-Number of stakeholders tak ٭ .ing part in implementation

Potential to secure budgets ٭

High probability of success in ٭addressing the problem

Strategic Development Framework )years 16(

General Strategic Objectives

Evaluation of General Strategic

Objectives

)Key Strategic Objectives (Thrusts

Community Integrated Development Plans))4 years

Evaluation of extent of achievement

Evaluation and Determination of Key Strategic Objectives

Public Safety and SecurityOverall Objective: “Ensure the safety and security of citizens, investors and visitors”

IndicatorsKey ResultsKey Result AreasStrategic ObjectivesNoYearly number of attacks on public property.yearly number of theft casesAnnual number of work accidentsAnnual cases of human rights violation

Reduction in the average rate of attack on public property.Decrease in theft casesDecrease in work-related accidents

Public awareness for risk and accidents reduction.Enforce law and orderEnforce public and vocational safety at factories, workshops and households.

Actively involve the community in safeguarding public safety and security1

“Al-Thahrieh is an economically prosperous city, healthy and environmentally safe; enjoys modern infrastructure, and provides a role model of social, sports and cultural development. Al-Thahrieh keeps pace with urban and development planning while preserving its cultural heritage”

Relationship between Key Strategic Objectives and Realization of Common Development Vision

Key Strategic Objectives (Strategic Thrusts)

Given the limited resources of Al-Thahrieh vis-à-vis the present and future development needs, it is imperative to define priorities and the key strategic objectives. For this purpose, an evaluation mechanism was devised that included a number of important criteria that were assigned specific important weights. The extent of achievement of the key strategic objective for each criterion is left to be determined by the committees that undertake such evaluation. Each evaluated criterion was given a specific percentage in order to select the key strategic objectives with the highest evaluation score in each field, as depicted in the following chart:

Healthy and Environmen-tally Safe

1. Develop solid waste man-agement and recycling system.

2. Improve health care ser-vices provided to citizens

Preserves cultural Heritage

1. Activate the role of local community in safeguard-ing public safety and security.

Keeps abreast of Urban andcultural developments

1. Educate the public on the importance of planning and zoning.

Enjoys Modern Infrastruc- ture

1. Develop water resources.

2. Develop Electricity net-work

3. Develop the Waste water and sanitation system

4. Improve the quality of physical and urban plan-ning

5. Improve road network

A model of cultural, sport & social development

1. Enhance education & culture.

2. Improve education infra-structure.

3. Encourage citizens’ loyalty & sense of belonging

4. Develop youth institutions

5. Develop cultural & sports centers

6. Improve wellbeing of citi-zens, especially children.

7. Reduce unemployment rate

Economically Prosperous

1. Encourage & promote lo-cal trade & commerce

2. Develop the industrial sector

3. Expand cultivated areas

4. Restore archeological sites and promote tour-ism

5. Promote animal farming and ensure the availability of pastures


Sectoral Investment Plans

2011-2012

Al-Thahrieh

Based on the Assessment Mechanism, Key Strategic Objectives have been identified according to the following development sectors:

Physical planning and Zoning

1. Improve the quality of physical and urban planning.

2. Ensure the availability of water supplies and increase water sources.

3. Develop the waste water system.

Social Development:

1. Develop cultural and sports center and institutions

2. Develop education infrastructure

3. Reduce unemployment rate among )university( graduates

Local Economic Development

1. Promote economic life and stimulate commercial activity

2. Encourage farming and animal husbandry and availability of pastures.

Public Safety and Security

1. Activate role of community in safeguarding public safety and security.


Inve

stm

ent P

lan

for

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ning

, Zon

ing,

Infr

astr

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re a

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vice

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Bud

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urat

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tleD

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trate

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aw

aren

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lic

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porta

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the

phys

ical

pla

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duct

aw

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ess

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porta

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phys

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pla

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se p

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aw

aren

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ph

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3,00

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500,

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Des

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Dev

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Key

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4,00

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ach

with

an

area

of 2

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visi

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daily

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truc

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ill a

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with

pla

y an

d re

crea

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l are

as a

s ne

eded

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Con

stru

ctio

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3 n

ew

kind

erga

rtens

.


Community IntegratedDevelopment Plan

2014 - 2011

Al-Thahrieh


Dev

elop

men

t Th

eme

Key

Stra

tegi

c O

bjec

tive

Inte

rven

tion

Area

Key

Res

ults

Indi

cato

rsC

urre

nt

Valu

eTa

rget

Va

lue

Sour

ce o

f In

form

atio

nM

eans

of

Verifi

catio

nD

evel

opm

ent

Initi

ativ

esPlanning,, Zoning, Infrastructure and Public Services

Impr

ove

the

qual

ity o

f ph

ysic

al &

ur

ban

plan

ning

se

rvic

es

- Phy

sica

l pla

n

Mun

icpa

l ph

ysic

al

plan

ning

&

zonn

ing

depa

tmen

t

Publ

ic fa

cilit

ies

& la

nd

settl

men

ts

Publ

ic c

ultu

re

tow

ards

pl

anni

ng &

zo

ning

and

pr

otec

tion

of

publ

ic p

rope

rty

A ph

ysic

al p

lan

that

mee

ts th

e co

mm

unity

’s de

velo

pmen

t ne

eds.

Auto

mat

ion

of p

hysi

cal

plan

ning

pr

oces

s &

impl

emen

tatio

n.

Asph

alte

d ro

ads

for a

ll re

side

ntia

l ar

eas

Phys

ical

pla

n ar

ea

(in d

unum

s)15

,198

20,0

00Al

-Tha

hrie

h

Mun

icip

ality

Ph

ysic

al p

lan

-Rai

se p

ublic

aw

aren

ess

on

the

impo

rtanc

e of

im

plem

entin

g th

e ph

ysic

al p

lan

- Exp

and

the

area

co

vere

d by

the

curre

nt p

hysi

cal p

lan

- Ins

talla

tion

and

use

of G

IS s

yste

m

- Enf

orce

com

plia

nce

to th

e C

onst

ruct

ion

and

Zoni

ng C

ode

- Enc

oura

ge c

itize

ns

to o

btai

n lic

ense

s an

d fa

cilit

ate

the

rele

vant

mun

icip

al

proc

edur

es

- Reh

abilit

ate

the

inte

rnal

road

ne

twor

k.

Exis

ting

built

up

area

G

reat

er

than

cu

rrent

ph

ysic

al

plan

are

a

With

in th

e up

date

d ph

ysic

al

plan

are

a

Al-T

hahr

ieh

M

unic

ipal

ityM

unic

ipal

ity

Lice

nses

regi

stry

Area

of l

and

allo

cate

d fo

r pu

blic

bui

ldin

gs (i

n du

num

s)

218

270

Hig

her

Plan

ning

C

ounc

il

Appr

oval

by

the

Min

istry

of L

ocal

G

over

nmen

t

Publ

ic p

arks

are

a (d

unum

s)21

30Al

-Tha

hrie

h

Mun

icip

ality

Mun

icip

al re

ports

Auto

mat

ed

mun

icip

al s

yste

mN

one

In u

seAl

-Tha

hrie

h

Mun

icip

ality

Mun

icip

al re

ports

Area

of l

and

allo

cate

d fo

r tra

nspo

rtatio

n (in

du

num

s)

1.5

5Al

-Tha

hrie

h

Mun

icip

ality

Phys

ical

pla

n re

ports

Perc

enta

ge o

f as

phal

ted

rods

out

of

the

tota

ls ro

ds

38%

65%

Al-T

hahr

ieh

M

unic

ipal

ityPh

ysic

al p

lan

repo

rts

Leng

ths

of

asph

alte

d ro

ads

(in k

m)

4265

Al-T

hahr

ieh

M

unic

ipal

ityPh

ysic

al p

lan

repo

rts

Dev

elop

wat

er

reso

urce

s an

d in

crea

se o

f qu

antit

y

- Wat

er

trans

fer &

di

strib

utio

n ne

twor

k

- arte

sian

w

ells

-Citi

zens

’ cu

lture

of

wat

er

cons

umpt

ion

- An

effe

ctiv

e an

d ef

ficie

nt

wat

er tr

ansf

er

& di

strib

utio

n sy

stem

ser

ving

al

l com

mun

ity.

- Citi

zens

hi

ghly

aw

are

of

ratio

naliz

atio

n of

wat

er

cons

umpt

ion.

- An

effe

ctiv

e fe

e co

llect

ion

syst

em.

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uffic

ient

w

ater

rese

rve

stor

ed

appr

opria

tely.

- Siz

e of

wat

er

tank

s

Perc

enta

ge

of h

ouse

hold

co

vere

d by

wat

er

netw

orks

&

dist

ribut

ions

line

s

35%

80%

Al-T

hahr

ieh

M

unic

ipal

ityW

ater

Dep

artm

ent

repo

rts- P

erio

dica

l pr

even

tive

mai

nten

ance

&

rest

orat

ion

of th

e w

ater

net

wor

k.

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and

& de

velo

p th

e ex

istin

g w

ater

tra

nsfe

r & d

istri

butio

n ne

twor

k

- Red

uce

wat

er lo

ss

in th

e ne

twor

ks

- Est

ablis

h ne

w w

ells

- Inc

reas

e w

ater

su

pply

& s

tora

ge

by in

crea

sing

the

num

ber a

nd c

apac

ity

of m

ain

wat

er ta

nks

- Inc

reas

e th

e qu

antit

y of

wat

er

supp

lied

to th

e to

wn

from

the

curre

nt

sour

ce

- Rat

iona

lize

wat

er

cons

umpt

ion

Num

ber o

f mai

n w

ater

tank

s 1

2Al

-Tha

hrie

h

Mun

icip

ality

Plan

ning

D

epar

tmen

t re

ports

Size

of m

ain

wat

er

tank

s XX

XXAl

-Tha

hrie

h

Mun

icip

ality

Plan

ning

D

epar

tmen

t re

ports

Num

ber o

f wat

er

pres

crip

tions

1,50

03,

900

Al-T

hahr

ieh

Mun

icip

ality

Wat

er D

epar

tmen

t re

ports

Num

ber o

f do

mes

tic w

ells

1,72

02,

000

Al-T

hahr

ieh

Mun

icip

ality

Engi

neer

ing

Dep

artm

ent

repo

rtsAl

loca

tion

of w

ater

su

pply

pum

ped

per d

ay (q

uant

ity

in m

3)

1,00

04,

000

Al-T

hahr

ieh

Mun

icip

ality

& W

ater

Au

thor

ity

Wat

er A

utho

rity

repo

rts

Aver

age

daily

wat

er

cons

umpt

ion

per

pers

on (i

n lit

ers)

1610

0Al

-Tha

hrie

h M

unic

ipal

ityW

ater

Aut

horit

y re

ports

Dev

elop

the

was

te w

ater

sy

stem

Phys

ical

pla

n

-Was

te w

ater

ne

twor

k

- Was

te w

ater

ne

twor

k

- Red

uctio

n of

po

llutio

n

Leng

th o

f the

se

wer

age

netw

ork

(in k

m)

020

Al-T

hahr

ieh

Mun

icip

ality

XXIm

prov

e th

e ex

istin

g w

aste

wat

er n

etw

ork

Perc

enta

ge o

f po

pula

tion

serv

ed

by th

e ne

twor

k

040

%Al

-Tha

hrie

h M

unic

ipal

ityXX


Social DevelopmentD

evel

op

cultu

ral

and

spor

ts

inst

itutio

ns

-Infra

stru

ctur

e fo

r spo

rts

sect

or

-Spo

rts

inst

itutio

ns

(e.g

. You

th

club

s)

-You

th

-Uni

vers

ity

and

scho

ol

stud

ents

-pub

lic

cultu

re a

nd

awar

enes

s

-Spo

rts-

appr

opria

te

Infra

stru

ctur

e

- Effe

ctiv

e sp

orts

in

stitu

tions

- Exc

elle

nt y

outh

pa

rtici

patio

n in

sp

orts

act

iviti

es

Num

ber o

f spo

rts

club

s2

4M

inis

try o

f Yo

uth

& Sp

orts

Min

istry

repo

rts-E

stab

lish

appr

opria

te s

ports

fa

cilit

ies

-Dev

elop

exi

stin

g in

stitu

tions

&

impr

ove

thei

r qu

aliti

es

-loca

te in

com

e so

urce

s an

d fu

ndin

g op

portu

nitie

s fo

r sp

orts

inst

itutio

ns

-Tra

in a

nd p

repa

re

qual

ified

cad

res

for

inst

itutio

ns

Annu

l sum

mer

ca

mps

3

8M

inis

try o

f Yo

uth

& Sp

orts

Min

istry

repo

rts

Num

ber o

f cu

ltura

l cen

ters

&

inst

itutio

ns

26

Al-T

hahr

ieh

Mun

icip

ality

Mun

icip

al re

ports

Reg

ular

eve

nts

& ac

tiviti

es1

5Al

-Tha

hrie

h M

unic

ipal

ityM

unic

ipal

and

C

ham

ber o

f C

omm

erce

re

ports

Reg

ular

ele

ctio

nsSo

me

inst

itutio

nsal

l in

stitu

tions

Al-T

hahr

ieh

Mun

icip

ality

Mun

icip

ality

re

ports

Dev

elop

the

infra

stru

ctur

e of

edu

catio

n se

ctor

-Infra

stru

ctur

e fo

r prim

ary

and

seco

ndar

y ed

ucat

ion

-Mod

ern

educ

atio

n m

etho

ds (l

abs,

sp

ecia

lized

ro

oms,

ed

ucat

iona

l to

ols)

-Kin

derg

arte

ns

- Adv

ance

d in

frast

ruct

ure

for m

oder

n ed

ucat

ion

- U

se o

f mod

ern

met

hods

in

educ

atio

n

- Attr

activ

e en

viro

nmen

t co

nduc

ive

to

lear

ning

Num

ber o

f sc

hool

s in

the

tow

n

2330

Min

istry

of

Educ

atio

n,

Mun

icip

ality

Dire

ctor

ate

of

Educ

atio

n re

ports

-Exp

and

and

dist

ribut

e sc

hool

s ge

ogra

phic

ally

- Est

ablis

h a

voca

tiona

l sch

ool

- Dev

elop

aux

iliary

ed

ucat

ion

faci

litie

s at

sch

ools

suc

h as

sci

ence

&

com

pute

r lab

s an

d pl

aygr

ound

s

Num

ber o

f ki

nder

garte

ns

1020

Min

istry

of

Educ

atio

n,

Mun

icip

ality

Dire

ctor

ate

of

Educ

atio

n re

ports

Num

ber o

f te

ache

rs

500

652

Min

istry

of

Educ

atio

n,

Mun

icip

ality

Dire

ctor

ate

of

Educ

atio

n re

ports

Num

ber o

f lab

s at

sc

hool

s4

20M

inis

try o

f Ed

ucat

ion,

M

unic

ipal

ity

Dire

ctor

ate

of

Educ

atio

n re

ports

Voca

tiona

l sch

ools

01

Min

istry

of

Educ

atio

n,

Mun

icip

ality

Dire

ctor

ate

of

Educ

atio

n re

ports

Dec

reas

e un

empl

oym

ent

rate

s am

ong

grad

uate

s

-Uni

vers

ities

’ gr

adua

tes

-Aid

s an

d em

ploy

men

t pr

ogra

ms

-Lab

or o

ffice

-Sm

all

proj

ects

’ su

ppor

t and

fin

anci

ng

prog

ram

s

-Incr

ease

in

num

ber o

f sm

all

proj

ects

-Cre

ate

a gr

oup

of e

mpl

oym

ent

gene

ratio

n pr

ogra

ms

Num

ber o

f ann

ual

grad

uate

s70

130

Al-T

hahr

ieh

Mun

icip

ality

Mun

icip

al re

ports

Enco

urag

e cr

eatio

n of

pro

duct

ive

proj

ects

Prov

ide

busi

ness

lo

ans

and

cred

its

Esta

blis

h co

oper

ativ

e an

d ch

arita

ble

soci

etie

s

Prov

ide

loan

s w

ith

easi

er te

rms

for

smal

l ent

erpr

ises

Avai

labl

e an

nual

jo

b va

canc

ies

2060

Diff

eren

t in

stitu

tions

Mun

icip

al re

ports

Perc

enta

ge o

f un

empl

oym

ent

amon

g gr

adua

tes

65%

25%

Al-T

hahr

ieh

Mun

icip

ality

Une

mpl

oym

ent

repo

rts

Trai

ning

cou

rses

fo

r gra

duat

es

05

Vario

us

inst

itutio

nsIn

stitu

tions

’ re

ports

Num

ber o

f pr

oduc

tive

proj

ects

515

Mun

icip

ality

, C

ham

ber o

f C

omm

erce

, M

inis

try o

f Ec

onom

y

Cen

tral B

urea

u of

St

atis

tics

repo

rts

Une

mpl

oym

ent

/Job

cre

atio

n pr

ogra

ms

17

Al-T

hahr

ieh

Mun

icip

ality

Mun

icip

al re

ports

Exis

tenc

e of

fina

ncin

g in

stitu

tions

04

Al-T

hahr

ieh

Mun

icip

ality

Mon

itory

Aut

horit

y re

ports

Local Economic Development

Rev

ive

com

mer

cial

life

Com

mer

cial

ar

eas

Exis

ting

com

mer

cial

en

terp

rises

Infra

stru

ctur

e fo

r inv

estm

ent

Fres

h gr

adua

tes

-An

enab

ling

envi

ronm

ent f

or

inve

stm

ent

-Rev

ive

the

com

mer

cial

life

in

the

tow

n

-Ope

n ba

nk

bran

ches

-Bui

ld a

n in

dust

rial z

one

Func

tioni

ng s

tore

s &

com

mer

cial

es

tabl

ishm

ent

531

750

Mun

icip

ality

, C

ham

ber o

f C

omm

erce

Annu

al re

ports

-P

rovi

de p

ublic

se

rvic

es to

ne

ighb

orho

ods

such

as

park

ing

lots

& m

oder

n tra

nspo

rtatio

n ne

twor

k

Dev

elop

and

im

prov

e m

arke

t’s

infra

stru

ctur

e.

- Con

duct

a

prom

otio

nal m

edia

ca

mpa

ign

t


Incr

ease

the

num

ber o

f la

rge

econ

omic

es

tabl

ishm

ents

Incr

ease

the

perc

enta

ge

of w

orke

rs a

t th

e ec

onom

ic

esta

blis

hmen

t in

the

tow

n-D

evel

op

anim

als’

mar

ket

Mod

ern

vete

rinar

y se

rvic

es (c

linic

s,

labs

, med

icin

es)

Impr

ove

lives

tock

br

eedi

ng

Awar

enes

s &

edu

catio

n pr

ogra

ms

Esta

blis

hmen

t of

a fa

rmer

s’ un

ion

Allo

cate

spe

cific

ar

eas

for

farm

ing

Num

ber o

f w

orki

ng d

ays

of th

e liv

esto

ck

mar

ket (

per w

eek)

23

Mun

icip

ality

/ D

irect

orat

e of

Agr

icul

ture

Mun

icip

al re

ports

-Dev

elop

the

anim

als’

mar

ket

-Dev

elop

the

vete

rinar

y se

rvic

es

(clin

ics,

labs

, m

edic

ines

)

-Impr

ove

lives

tock

br

eeds

-Con

duct

aw

aren

ess

and

educ

atio

nal

prog

ram

s

-Est

ablis

h a

unio

n fo

r fa

rmer

s

-Allo

cate

spe

cific

ar

eas

for t

he

esta

blis

hmen

t of

farm

s

Num

ber o

f in

com

ers

for

com

mer

cial

pu

rpos

es (p

er

wee

k)

3,00

05,

000

Al-T

hahr

ieh

Mun

icip

ality

Mun

icip

al re

ports

Num

ber o

f op

erat

ing

bank

s 0

2M

onet

ary

Auth

ority

M

onito

ry A

utho

rity

repo

rtsFu

nctio

ning

ar

tisan

al z

one

01

Al-T

hahr

ieh

M

unic

ipal

ity

Cha

mbe

r of

Com

mer

ce &

M

unic

ipal

repo

rtsPa

rkin

g lo

ts3

5Al

-Tha

hrie

h

Mun

icip

ality

Cha

mbe

r of

Com

mer

ce &

M

unic

ipal

repo

rts

Traf

fic in

flux

to th

e to

wn

1,00

02,

000

Al-T

hahr

ieh,

M

unic

ipal

ityM

unic

ipal

repo

rts

Pay

spec

ial

atte

ntio

n to

th

e liv

esto

ck

husb

andr

y an

d en

sure

av

aila

bilit

y of

pa

stur

es

-Far

ms

-Liv

esto

ck

soci

etie

s

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ketin

g an

imal

pr

oduc

ts

-Liv

esto

ck

supp

ort

prog

ram

s

Num

ber o

f an

imal

s’ m

arke

t w

orki

ng d

ays

(per

w

eek)

23

Mun

icip

ality

/ D

irect

orat

e of

Agr

icul

ture

Mun

icip

al re

ports

Num

ber o

f Li

vest

ock

soci

etie

s

23

Dire

ctor

ate

of A

gric

ultu

reD

irect

orat

e of

Ag

ricul

ture

re

ports

Qua

lity

of

Vete

rinar

y Se

rvic

ers

Dep

artm

ent

Wea

kVe

ry g

ood

Dire

ctor

ate

of A

gric

ultu

reD

irect

orat

e of

Ag

ricul

ture

re

ports

Num

ber o

f ve

terin

ary

clin

ics

36

Dire

ctor

ate

of A

gric

ultu

reU

nion

’s re

ports

Avai

labi

lity

of a

fa

mer

s un

ion

Non

eIn

Use

Mun

icip

ality

/ D

irect

orat

e of

Agr

icul

ture

Mun

icip

al re

ports

Des

igna

tion

of

farm

ing

area

sN

one

In U

seC

entra

l Bu

reau

of

Stat

istic

s

Dire

ctor

ate

of

Agric

ultu

re &

an

nual

Mun

icip

al

repo

rtsN

umbe

r of a

nim

al

farm

s47

960

0M

unic

ipal

ity/

Dire

ctor

ate

of A

gric

ultu

re

Mun

icip

ality

re

ports

Security and Public Safety

Stre

ngth

en th

e ro

le o

f loc

al

com

mun

ity in

sa

fegu

ardi

ng

publ

ic s

afet

y an

d se

curit

y

Com

mun

ity

awar

enes

s of

risk

m

itiga

tion&

re

duct

ion

of

acci

dent

s

Enfo

rce

law

an

d or

der

Enfo

rce

appl

icat

ion

of

publ

ic s

afet

y pr

oced

ures

at

fact

orie

s, a

nd

hous

ehol

ds

Dec

reas

ed

atta

cks

on p

ublic

pr

oper

ty

Red

uced

nu

mbe

r of t

heft

inci

dent

s

Red

uced

nu

mbe

r of

wor

k-re

late

d ac

cide

nts

Perc

enta

ge o

f sc

hool

dro

pout

2%0.

5%D

irect

orat

e of

Edu

catio

nD

irect

orat

e of

Ed

ucat

ion

repo

rts-H

old

rele

vant

se

min

ars

and

train

ing

cour

ses

-Stre

ngth

en th

e ro

le

of lo

cal r

econ

cilia

tory

co

mm

ittee

s an

d fig

ures

Num

ber o

f am

bula

nce

and

fire

fight

ing

vehi

cles

35

Dire

ctor

ate

of C

ivil

Def

ence

&

Red

C

resc

ent

Rep

orts

by

the

Civ

il D

efen

ce &

R

ed C

resc

ent

Soci

ety

Num

ber o

f vo

lunt

eers

trai

ned

by th

e C

ivil

Def

ence

& R

ed

Cre

scen

t soc

iety

100

300

Dire

ctor

ate

of C

ivil

Def

ence

an

d R

ed

Cre

scen

t

Civ

il D

efen

ce a

nd

Red

Cre

scen

t re

ports

Rat

e of

de

stru

ctio

n of

pu

blic

pro

perty

Mod

erat

eSl

ight

Mun

icip

ality

an

d Po

lice

Polic

e re

ports

Rol

e of

com

mun

ity

figur

es in

volv

ed

in tr

aditi

onal

re

conc

iliatio

n &

confl

ict r

esol

utio

n

Goo

dEx

celle

ntM

unic

ipal

ity

and

Polic

ePo

lice

repo

rts

Publ

ic s

afet

y at

com

mer

cial

es

tabl

ishm

ents

Wea

kVe

ry g

ood

Min

istry

of

Labo

urC

ivil

Def

ence

re

ports

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