The "Baladiaty Project "funded by the EU, aimed to improve the adminstrative and the development role for the municipalities in Jordan

1. BUILDING DEVELOPMENT CAPACITIES OF JORDANIAN MUNICIPALITIES
BALADIATY
EuropeAid/129887/C/SER/JO
Presentation by Miomir Serbinson
APPROACH OUTLINE

2. Overall objective
• The stated overall aim of the project
“Support the Government of Jordan’s
efforts to promote socio-economic
development and reduce poverty.”

3. •

4. Purpose
• Improved enabling environment for local
government, NGOs and private sector and
improved management capacities of
government agencies involved in local
development, generating higher
performance and efficiency and enabling
them to perform their responsibilities as
effective agents of local development.

5. •

6. Local Development
On-job training
Governorates
Cooperation for integrated
development planning approach
j
Community
development
Focusing on needs
Poverty reduction
Organisational
development
Focusing on planning
Capacity building
LED
Focus on opportunities
Poverty reduction
Working directly with
the disadvantaged
and poor, but also
through NGOs
Working through
formal and on
job-training
PLEDJ
Geographical targets
Same for all pillars
Suggested areas (PLEDJ,CDS)
Methods and tools
Use the existing but modified methods and tools under development
Municipalities
Cooperation for integrated
development planning approach
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7. Some findings
• An effective planning for a participatory socio-
economic development does not exist today
neither on the Governorate nor on the municipal
level. Those issues will be addressed in the
implementation of the project.
• Since there is a special Jordanian model and
context for decentralisation and local
development, it will be our primary intention to
focus on national good examples and best
practices which can be replicated in favourable
environments. Nevertheless the international best
practices will also be studied and “translated” to
the Jordanian context.

8. •
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9. • The deteriorating financial situation of the
municipal sector is of great concern. The
further fragmentation of the available central
transfer pool will exacerbate the financial
weakness of the sector.
• Economic development which has taken place
has largely been concentrated in the Greater
Amman Area, increasing the regional
economic disparities between the different
parts of the Kingdom.

10. •
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11. • Many efforts and resources have been
invested in attempting to address Jordan’s
regional economic disparities such as
stimulating economic growth, promoting
development in poverty pockets, enhancing
productivity and supporting capacity building,
but the results have been meager. The
foremost reason for this is a critical lack of
coordination (overlapping), resulting in sub-
optimization and waste of resources. The lack
of coordination in the sector applies both to
government and the donor support.

12. •

13. Methodology
• The project will be undertaken in different
phases based on the various tasks included in
the scope of work; continuous data collection
and cross-checking of received verbal and
written information, analysis and synthesis,
followed by implementation of the interlinked
components: community development,
organisational development, and local
economic development

14. •

15. Capacity Development

17. Recommendations- Policy
• Support the establishment of a new “local
government” law, which would include
provisions on legal and organizational
structures for local governments and
equivalent ministries, fiscal provisions for
increased sustainability of local level
governments, and a new transfer formula.

18. •

19. • Considerable effort needs to be exerted in ensuring
the correlation between decentralisation and
poverty alleviation is understood by all levels of
government. Therefore, we will deliver a special
workshop for raising awareness on the linkages
between decentralization and poverty reduction
• Beyond the Joint Service Councils(JSC) at the
municipal level, there are only a few examples of
non-formalised inter-municipal cooperation.
Encouraging examples of inter-municipal co-
operation in Jordan and abroad will be disseminated
to local governments participating in the project and
to other local governments as well. At the same time
the wider use of the JSC will be explored.

20. •
•

21. • The project will support the concerned
ministries in improving and enforcing the
existing control mechanisms for law
enforcement and compliance with their
regulations
• The project shall provide capacity building
assistance to support and strengthen the
inter-ministerial working groups for better
coordination of programmes and projects
• The project must take stock of past and on-
going initiatives in related areas and seek to
coordinate with those projects and
programmes which are still active.

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•
•

23. Recommendations- Operational
• The combined Baladiaty/PLEDJ programme
should be implemented in Tafileh, Karak,
Ajloun and Mafraq governorates, targeting
the Governorate and the two main
municipalities
• The support will shift from the intended
poverty pockets to the two main
municipalities in the respective Governorate

24. •
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25. • It will be our goal to involve both the
Governorate and Municipal LDU in the
elaboration and implementation of Strategic
Development Plans
• LED projects are to be selected in an open and
transparent process at the governorate level
with a decision making body made up by the
government representatives (50%), and
private sector, NGOs, universities (50%).

26. •
•5050

27. - Continuous coordination of activities and the
schedule for implementation between
concerned ministries and Baladiaty/PLEDJ
project;Exchange action plans between
different projects and programmes in the
sector and explore areas for mutual
cooperation as well as sharing information
between the projects and programmes of any
adjustments in the action plans
- Encouraging examples of inter-municipal co-
operation in Jordan and abroad will be
disseminated to local governments
participating in the project and wider.

28. •Baladiaty / PLEDJ
•

29. Next steps
• Conducting need assessment, including HR &
training , in the targeted Governorates and
municipalities – December 11- January 12
• Review and analyze the database and IT
systems in stakeholder ministries and the
communication flow with the governorates
and municipalities- December 2011- Jan.12
• Develop capacity development plans for all
levels- February 2012

30. •1112
•20112012.
•2012

31. Next steps
• Conducting “ Community Based Branding
Competition” for a new name for the Project
January 2012
• Finalise strategic and action plans Jan-Feb
2012
• Establishment of a decision making body on
the governorate level for LED projects-
January 2012

32. •
2012
•2012
•2012