1. GENERAL CONTEXT
9/74??????
2.1. Project Info
The Government of Jordan (GoJ) has received assistance by the World Bank (WB) and the Agence Française
de Développement (AFD) in supporting the Regional & Local Development Project (RLDP). The RLDP is being
implemented by the Ministry of Municipal Affairs (MoMA) of the Hashemite Kingdom of Jordan (Jordan) with
the assistance of the Cities & Villages Development Bank (CVDB) and aims to assist GoJ in promoting regionally
balanced local development.
In this context, the MoMA/CVDB has received a loan from the International Bank for Reconstruction and
Development (IBRD) to fund consulting services for “the Development of a National Strategy to improve
the Municipal Solid Waste Management Sector in the Hashemite Kingdom of Jordan”, hereafter called
“the Project”. The Project refers to the formulation of the National Strategy for MSWM in Jordan for the
following years. To this end, the MoMA/CVDB selected the Joint Venture (JV) of “LDK Consultants Engineers
& Planners S.A.” and “Mostaqbal Engineering & Environmental Consultants” to carry out the Project.
2.2. Rationale
Solid Waste Management (SWM) is a major challenge in urban and rural areas throughout the world as well as in
Jordan. Without effective and efficient SWM programs, Solid Waste (SW) generated from various human activities,
both industrial and domestic, can result in health hazards and cause negative impacts on the environment.
Understanding of the SW generation processes, the availability of resources, and the environmental conditions
of a particular society is crucial for the development of appropriate SWM systems.
It is evident that the concern for safe and effective SWM has been steadily increasing in Jordan, due to the
political, demographic and economic conditions. This concern is more intense with regards to the management of
Municipal Solid Waste (MSW), mostly due to the directness of effects and impacts to the communities. However,
the Kingdom lacks of a complete range of integrated practices in street-cleaning, collection, transportation,
transfer, treatment and disposal of MSW, with very few exceptions, mostly in the Greater Amman Municipality
(GAM). The large influx of refugees from neighbouring countries, the increase of per capita MSW generation
rates, the impact of dumping MSW in non-engineered landfills, the gaps of current related legislation, as well
as the absence of proper practices for MSW collection and management are the key challenges making the
problem more complicated for the governmental bodies working on handling and managing the MSW.
The problem represents a measurable threat to the public health and environmental quality in the Kingdom
and requires national attention of the highest priority and urgency. A fresh look is required, including concerted
efforts of all levels of society (government, industry and the population) in terms of human and financial
resources. Solutions for the problem must be guided by approved policies and strategies. There is a need for
action, logically; a new national MSWM strategy is needed, which will rationally and optimally lead the national
efforts to seriously and professionally face and mitigate this national problem. This strategy should cater both
the urban and rural needs for Integrated Municipal Solid Waste Management (IMSWM), setting priorities for
dealing with the problem, identifying respective implementation costs and setting the implementation time-plan
according to a well-established vision, targets and planning principles.
Specific actions are needed for the short-, mid- and long-term in the geographic grounds of the three (3) regions
of Jordan. Such actions should be prioritized according to their level of needed investments and implementation
arrangements.
2.3. Strategic Vision for MSWM
The GoJ declares its factual willingness to shift from an old, inefficient, costly and environmentally unstable
MSWM system towards a modern and integrated one that will be based on the “Three R’s” approach
(Reduce - Reuse - Recycle).
2. 10/74 LDK / MOSTAQBAL
Title
The hierarchy of integrated SWM practices, as applied through the European and international policy and
legislation, has been selected as the priority order in local, regional and national level for the short-, mid- and long-
term. The new MSWM Strategy will also be based on the principles of the extended producer responsibility;
the polluter-pays principle; the proximity principle; and the precautionary principle.
Prevention
Preparing for re-use
Recycling
Other recovery
Disposal
Pr
Hierarchy of SWM practices
2.4. General & Specific Objectives
The general objective of the new MSWM Strategy is to establish and operate a cost effective, efficient,
affordable, and quality-service environmentally and socially sound MSWM system in Jordan. This objective will
be accomplished through an integrated approach, with view to provide appropriate MSWM services that will
satisfy the needs of Jordanian population.
The specific objectives of the Strategy are the following:
• Mitigation of risks on the environment and human health by MSWM through integrated management
(planning, design and operation);
• Extension of the MSW collection coverage levels to ultimately reach the 100% of the population;
• Promotion of MSW prevention and reuse practices;
• Promotion of separate collection and management of special and hazardous waste;
• Promotion of sorting-at-source with view to increase MSW prevention, reuse and recycling;
• Establishment of appropriate MSW treatment facilities with respect to the ISWM hierarchy in the long-
term;
• Maximisation of the use of the energy content of MSW, when viable, in order to produce energy as an
alternative source;
• Establishment of the appropriate tools for recording, analysis, monitoring and efficient decision-making
of MSWM related issues, in national, regional and local level;
• Strengthening of the Jordanian MSWM sector in order to correspond to potential emergency conditions
that may occur in the future;
• Integration of informal waste-pickers in the new MSWM facilities;
• Promoting effective public awareness and education on MSWM issues in the long-term;
• Promoting effective capacity building activities to maintain and upgrade the MSWM system in the long-
term;
• Increase of MSWM system efficiency through public administration initiatives and private sector
involvement; and
• Increase of efficiency of infrastructure and equipment maintenance.
3. GENERAL CONTEXT
11/74??????
2.5. Strategic Planning Attributes
The basic planning attributes of the new MSWM Strategy are the following:
• Waste types: Municipal Solid Waste (MSW).
• Planning area: whole country, with focus on three Regions:
o Northern Region: Irbid, Ajloun, Jerash and Mafraq Governorates;
o Central Region: Amman, Balqa, Madaba and Zarqa Governorates; and
o Southern Region: Karak, Tafilah, Aqaba and Ma’an Governorates.
• Planning time periods:
o Short-term period: 2015 - 2019 (5-years duration);
o Mid-term period: 2020 - 2024 (5-years duration); and
o Long-term period: 2025 - 2034 (10-years duration).
• Service level vs affordability:
o Short-term actions: focus on resolving the extreme problems of today and preparatory actions for
the next period;
o Mid-term actions: supplementing the short-term ones and evolving towards set targets for materials
or other (e.g. energy) recovery; and
o Long-term actions: focus on achieving a state-of-the-art level of MSWM and bringing Jordan in-line
with the European and International state.
4. 12/74 LDK / MOSTAQBAL
Title
3. Baseline Conditions
5. 13/74
BASELINE CONDITIONS
??????
3.1. Country Profile
To propose the optimum MSWM Strategy in Jordan, the country’s baseline profile was investigated, analysed
and evaluated.
In terms of institutional set-up, the existing administrative structure for MSWM in the Jordanian context consists
of three (3) levels:
1. the Ministry level (national), which is mainly regulated by the MoMA, but also by other Authorities
(MoENV, MoH, MoAGR, MoEMR, MoPIC, MoPWH, MWI, WAJ, etc.);
2. the JSC level (regional); and
3. the Municipality level (local).
The MoMA is responsible for facilitating, supporting and monitoring the Municipalities’ and JSCs’ performance.
It is also responsible for the establishment of JSCs with Ministerial Decision. The other ministries and national
Authorities regulate special issues concerning MSWM, with MoENV having a principle role.
According to the Municipalities Law No. 13/2011, MSWM regularly lies with the responsibility of the municipal
authorities (local level). In this context, street cleaning, collection, transfer/transport, treatment and disposal of
MSW is the responsibility of Municipal Councils. With view to achieve economies of scale and consequently an
improved level of service quality in an economically feasible manner to adjacent Municipalities, Municipalities
often establish JSCs by virtue of the JSCs Regulation No. 75/2009. In this context, it is common practice that
Municipalities keep the responsibilities of street cleaning and MSW collection and pass the responsibilities
of transfer/transport and disposal to JSCs. Of course, there are some exceptions of Municipalities not being
members of a JSC (e.g. the GAM). Figure 3-1 gives a view of participation of Municipalities in JSCs. (see page...)
In the technical field, Table 3-1 gives the basic characteristics related to MSW generation in Jordan.
Total population (2014): 6,675,279
- Urban population 82.6%
- Rural population (2014): 17.4%
Refugees (2014): 990,790
- Registered Palestinian refugees in UNRWA camps 36.8%
- Non-Palestinian refugees registered with UNHCR 63.2%
Seasonal population (2014): 3,685,348
Per capita MSW generation (2014):
- Urban areas (residential) 0.99 kg/cap/d
- Rural areas (residential) 0.87 kg/cap/d
- Refugees (in camps of >5,000 refugees) 0.64 kg/cap/d
- Refugees (in camps of <5,000 refugees) 0.52 kg/cap/d
- Tourists 1.20 kg/cap/d
MSW Generation (2014): 2,655,977 tn/yr
Table 3-1: Background information
With regards to the composition of MSW, significant variances were identified between different Municipalities,
leading us to the assumption that it is strongly depended by the urbanization index (urban/total population) of
an area. The following pictures give an overview of the assumed MSW composition per governorate, according
to this assumption.
6. 14/74 LDK / MOSTAQBAL
Title
Figure 3-1: Serviced Municipalities by JSCs in Jordan, in terms of MSWM (2014)
7. 15/74
BASELINE CONDITIONS
??????
Figure 3-2: MSW composition in Jordan according to urbanization index
Regarding the current technical capacity and performance of Jordan in terms of MSWM practices, the following
table describes the existing situation (for 2014).
MSW Collection Coverage:
- Urban areas 90%
- Rural areas 70%
Recyclables’ sorting-at-source: <1%
MSW Final Destination:
- Composted 0.0%
- Digested 0.2%
- Recycled 7.0%
- Incinerated 0.0%
- Landfilled 53.0%
- Openly Dumped 39.8%
Table 3-2: MSWM Technical capacity and performance of Jordan (2014)
The fact that barely 7.2% of the generated MSW is currently being handled in an integrated way - most of
which is being diverted to recycling through informal waste-picking - reveals the significant delay of the country
in following safe management practices; however, it also reveals Jordan’s high potential to improve, given the
clear political will of GoJ.
By end of 2014, very few MSWM facilities were in the process of establishment in Jordan, as Table 3 presents.
However, the new MSWM Strategy has identified and prioritized a great deal of new facilities for the following
20 years.
Operational
Under
construction
Planned
Transfer Stations 14 - 1
“Clean” MRFs 1 - 1
“Dirty” MRFs 0 1 -
Anaerobic digestion plants 1 - -
Sanitary landfills 1
Dumpsites 17 - -
Table 3-3: Existing MSWM facilities (2014)
Figure 3-3 gives an overview of the existing MSWM facilities in Jordan.
8. 16/74 LDK / MOSTAQBAL
Title
Figure 3-3: Existing MSWM facilities in Jordan
9. 17/74
BASELINE CONDITIONS
??????
3.2. Gaps oh thr Legal & Regulatory Framework
A key-issue towards the improvement of the MSWM sector in Jordan is the update of the existing legal and
regulatory framework.
The most important legal gap regarding MSWM in Jordan is the direction of the GoJ towards SWM in
general, and especially MSWM. Other major gaps identified are:
• Priority to prevention, promoting the “reduce-reuse-recycle” (Three R’s) approach.
• Setting of priorities/hierarchy of allowed SWM practices [prevention preparing for re-use recycling
other recovery (e.g. energy recovery) landfilling]
• Implementation of the “polluter-pays principle” in SWM.
• Avoidance of co-management of MSW with hazardous (e.g. medical, industrial, etc.) or special SW
streams (e.g. WEEE, waste batteries and accumulators, ELVs, used tires, C&D, etc.).
• Prohibition of unsafe disposal of SW / promotion of environmentally sound disposal sites for both non-
hazardous and hazardous SW.
• Implementation of the “extended producer responsibility” approach.
• Establishment of a national recording and monitoring system for SW and enforcement of its use and
implementation.
• Setting of specific penalties for violation of the SWM legislation.
• Setting the procedure to prepare and conduct SWM Plans in National, Regional and Local level.
• Clarification of responsibilities of competent authorities with regards to SWM (especially for MSW
treatment activities).
• Setting targets for the enforcement of source separation of MSW.
• Setting targets for MSW recycling and recovery.
• Setting targets for prohibition of biowaste disposal in landfills.
• Setting guidelines for declassification of by-products as waste.
• Setting guidelines for safe management of hazardous and special waste streams.
• Setting the framework for transboundary transport of hazardous and non-hazardous SW.
• Issuing of technical specifications for street cleaning, temporary storage, collection, transportation,
transfer, recycling / materials recovery (including composting, etc.), other recovery (e.g. energy recovery),
and disposal.
• Issuing of technical specifications for safe closure, rehabilitation and after-care of dumpsites.
• Issuing of technical specifications for management of hazardous and special waste streams (e.g. WEEE,
waste batteries and accumulators, ELVs, C&D, etc.).
• Establishment of a List of Waste (Waste Catalogue) for easier classification, management, recording and
monitoring of SW.
• Establishment of classification index for disposal and recovery SWM activities.
The aforementioned gaps need to be tackled by the GoJ - as proposed by the new MSWM Strategy - through
new legislation that will be set in force in the following years.
10. 18/74 LDK / MOSTAQBAL
Title
3.3. SWOT Analysis
The strengths, weaknesses, opportunities and threats of the current state of the MSWM sector in Jordan, in
terms of institutional set-up, technical and operational performance, financial condition, public awareness and
education capacity and experience, as well as in terms of the PPP potential and capacity in Jordan are presented
hereunder.
Institutional Set-Up
Strengths
• The factual willingness of GoJ to shift from an old, inefficient,
costly and environmentally unstable MSWM system that is
based on the management of mixed waste and dumping/
landfilling, towards a modern and integrated one that will
be based on the “Three R’s” approach (Reduce, Reuse,
Recycle).
• The responsibilities of different entities dealing with
MSWM are adequately described in the relevant policy and
regulatory framework.
• There is no conflict of responsibilities apparent between
the different authorities dealing with MSWM.
• There are rational interactions described in the relevant
legislation between the different MSWM competent
authorities (e.g. MoMA having operational role, MoENV
having monitoring role).
• The JSC network is widely and rationally developed and
could be maintained to cater for the future MSWM needs.
Weaknesses
• There is no comprehensive single regulation currently in
force for MSWM in Jordan.
• There are no specifically determined responsibilities for
sophisticated MSWM activities, such as recycling, recovery,
etc.
• Municipalities and JSCs have low operational efficiency in
terms of their MSWM provided services.
• MoENV, Municipalities and JSCs lack in some cases qualified
human resources to fulfil their targets.
• The private sector faces very low entrance rate into the
MSWM business.
• Municipalities and JSCs lack autonomy with regards to
administrative, financial and operational capacity.
• Often splitting and merging of small Municipalities in Jordan
often creates administrative gaps with effect – inter alia – to
MSWM.
Opportunities
• High potential to increase MSWM efficiency through
institutional capacity building.
• Increasing autonomy of Municipalities and JSCs may increase
performance in MSWM.
• Performance monitoring of Municipalities and JSCs may
increase efficiency of provided MSWM services.
• Strengthening cooperation of MoMA and MoENV in the
MSWM sector through the planned new law (Framework
Law or Environmental Protection Law).
• Harmonization of the relationship between the private and
public sectors in MSWM through the draft new PPP Law.
• Use of GAM and ASEZA as examples for institutional set-
up and monitoring/control of MSWM activities (GAM for
Municipalities/JSCs and ASEZA for DZs).
Threats
• Unclear responsibilities and framework of PPP in MSWM
may affect the potential of the sector. Revision and update
of the PPP framework needs to be done the soonest.
11. 19/74
BASELINE CONDITIONS
??????
Technical & Operational Performance
Strengths
• MSW transfer has already been implemented in Jordan.
• There is one big Municipality (GAM) having made significant
progress in MSWM by maturing, building and operating a
sanitary landfill, sophisticated MSW treatment facilities, and
also by promoting recycling in pilot scale (sorting-at-source
activities, JES, etc.), which could act as a pilot for all other
local authorities.
• The scientific level of public officers and technicians is
quite high; also, they are actually willing to proceed to the
necessary changes.
Weaknesses
• Special and hazardous waste (WEEE, ELV components,
batteries and accumulators, used tyres, C&D waste,
hazardous medical and industrial waste) usually end up
to the MSW storage network (bins, containers), thus
deteriorating the MSW quality and risk
• Lack of a Management Information System (MIS) in national
level for recording and analysis of relevant MSWM data,
making regular monitoring, planning and problem solving
in the sector difficult.
• Complete absence of regular sorting-at-source programs
all over the Kingdom.
• Extensive informal waste-picking in the city and the
dumpsite level, posing significant effects to the public
hygiene of citizens.
• MSW prevention and reuse practices and initiatives are
almost absent.
• Low efficiency level of mechanical equipment for street
cleaning and collection.
• Very low levels of coverage of actual MSW collection needs
in some cases (even 20%).
• Limited remaining life-span of some final disposal sites (e.g.
the Aqaba dumpsite).
• Low sanitation level of all final disposal sites, with the
exception of the Al Ghabawi landfill.
• Low levels of MSW recycling and energy recovery facilities.
• Absence of composting facilities.
• Poor maintenance of infrastructure and equipment in almost
all of the cases.
Opportunities
• High biowaste content of Jordanian MSW increase the
feasibility of WtE projects in terms of LFG or anaerobic
digestion practices.
• Individual waste-pickers can be integrated in future recycling
plants, thus improving their living standards and financial
condition.
• GAM can be a pilot for all the other local authorities in
the country in terms of development, operation and
performance maximisation of MSWM facilities.
• Separate collection and management of hazardous and
special waste currently entering the waste bins can have
many environmental and social advantages.
• Great potential for the establishment of MSW recycling and
energy recovery facilities, possibly with the cooperation of
the private sector.
• High willingness of Donors to support Jordan to the refugee
problem could be turned into an advantage, by supporting
the establishment of MSWM facilities, at least in the
Northern Region.
Threats
• High trends of population increase due to instability in
neighbouring countries (Syria, Iraq, etc.).
• Potentially higher rates of increase of waste generation rates
than expected.
• Financial crisis may be an obstacle to Integrated MSWM
in Jordan due to unwillingness of citizens to increase their
MSWM fees.
• Significant funds are required to bring the current MSWM
facilities in an acceptable state (infrastructure, equipment).
12. 20/74 LDK / MOSTAQBAL
Title
Financial Condition
Strengths
• There are positive financial effects from the experience
gained from existing MSWM practices for various waste
streams and by-products, either alone or in cooperation
with the private sector, such as collection of recyclables
at dumpsites, LFG utilisation at the Al Ghabawi landfill,
biowaste anaerobic digestion in Jordan Biogas Plant, etc.
Weaknesses
• The key economic indicators (CAPEX, OPEX, REVENUE,
and COST RECOVERY) and the efficiency - effectiveness
of the existing MSWM system, are at alarmingly adverse
levels, for the vast majority of MSWM operators.
• The current MSWM fee collection system (through
the Electricity Company, deducting directly 10% as
administrative charges plus the cost of street-lighting)
doesn’t allow for direct collection of fees and flexible funding
of MSWM activities.
• There is lack of modern, specialized and comprehensive
legislative frameworks (e.g. for tariff and payments
collection, for sorting-at-source systems of recyclables and
biowaste, for typology/standardization of MSWM systems’
planning and design, for data recording, etc.).
• The operators, enterprises and population apply irrational
habits and practices regarding the payment for the MSWM
services, which is a result of an inefficient billing and
collection system.
Opportunities
• Funding assistance programs of international organizations
destined for Jordan can and should be exploited as a
powerful tool for financing a part of the required SWM
interventions.
• The involvement of private sector in MSWM operations,
under a sound and sustainable scheme, could contribute in
defuse the burden of recurrent costs and debt service costs.
Partnerships between Municipalities and private entities
(PPP) would generate new revenue for the municipal
budget.
• The integration of the informal sector in MSWM operations
(e.g. recyclables recovery, etc.), under a sustainable
institutionalized framework, can prove as a prosperous
source of income for both the waste-pickers’ families and
the municipal budget.
Threats
• A new influx of refugees will jeopardize the financial
sustainability of MSWM system and can lead it to collapse,
in most Municipalities of the country.
• The implementation of new treatment facilities may result in
proliferation of the operating expenses of operation bodies,
if not preceded by a well-documented feasibility study and
cost-benefit analysis.
13. 21/74
BASELINE CONDITIONS
??????
Public Awareness & Education Experience & Capacity
Strengths
• There seems to be a big interest from decision makers of
the public and private stakeholders in implementing effective
public awareness programs on integrated MSWM.
• The target audience of public awareness campaigns, which
is mainly the general public, can be motivated to participate if
there are well designed awareness programs on MSWM.
• There is high availability of potential partners from the
private sector and NGOs to carry out public awareness and
education campaigns.
Weaknesses
• There is lack of capacity in public awareness among
Municipality staff.
• There is no designated department or section for public
awareness and public participation among Municipalities with
only one exception of GAM.
• There is lack of financial resources to implement public
awareness and public participation programs in Municipalities
and JSCs.
• There is lack of a national umbrella, such as national strategy
for public awareness and public participation, as it is proven
that implementing a national awareness program where all
Municipalities are participating and collaborating would lead
to more effective results and greater success.
Opportunities
• Availability of experienced NGOs in the field, which can
be utilized to implement public awareness programs in
cooperation with the local or national authorities.
• High potential to have volunteers especially amongst youth
to participate in campaigns (e.g. Ahl Al-Balad).
• MSWM is a priority at all levels of society and an efficient
public awareness and education policy on MSWM can
be easily acknowledged by all stakeholders, especially by
general public and the private sector.
• Companies’ increasing interest in Corporate Social
Responsibility gives great potential in implementing MSWM
related campaigns with participation of the private sector.
• Many international initiatives can support public awareness
and education in MSWM.
Threats
• Awareness program to be excluded or very much
marginalized from the actual implementation plan of the
MSWM Strategy.
• Public awareness is often considered by the Municipalities as
not under their mandate or as secondary and not important
issue.
Capacity & Potential for PPP
Strengths
• There is high potential to provide better MSWM services
through PPP than currently experienced.
• The environmental awareness of Jordanian citizens seems
to increase continuously.
• The basic legislative framework is available or being
prepared.
• The private sector has a better technical adequacy to design,
build and operate sophisticated MSWM facilities.
• The private sector is able to provide the necessary financial
resources for the upgrade of the MSWM system to
integrated level.
Weaknesses
• Low fees currently paid by Jordanian citizens to the local
authorities for MSWM.
• Lack of financial resources of local authorities to cover
increased MSWM costs due to PPP.
• Low experience of the Jordanian authorities in implementing
PPP projects in the MSWM sector and in general.
Opportunities
• Positive political context.
• The PPP projects in the MSWM sector can be combined
with revenue making elements (energy generation, selling
of recyclables, minimisation of carbon emissions, etc.).
• Supporting the public participation shares through
equipment, studies, etc. financed by funds and donations
to be provided to the Kingdom from international sources
(National Resilience Plan, etc.) can decrease the level of
investments and expected profit of the private sector (=
burden for citizens).
• PPP projects can impact the economy in a positive way
through creating job opportunities and other benefits.
Threats
• Potentially low willingness of Jordanian citizens to pay more
for better MSWM services.
• Social controversy due to the need for increasing the MSWM
fees paid by the Jordanian citizens.
• Potentially bad reputation of PPP due to failed PPP initiatives
in the past.
• Lack of awareness of Jordanian citizens on environmental
problems caused by current MSWM practices, as well as
of the benefits of service improvement through PPP.
14. 22/74 LDK / MOSTAQBAL
Title
4. Selection of the new MSWM
Strategic Framework
15. 23/74
MSWM STRATEGIC FRAMEWORK
??????
4.1. Demands Analysis
The provisioned MSW generation in Jordan for the following 20 years is presented in Table 31. In year 2034, it
is expected that the total generated quantities of MSW in Jordan will reach the amount of circa 5.25 million tn/
yr. These MSW amounts should be appropriately handled in the short-, mid- and long-term, taking into account
the existing and provisioned technical and financial capacity of the country.
Table 4-1: Provisioned MSW generated quantities in Jordan
Table 4-1: Provisioned MSW generated quantities in Jordan
4.2. Targets
Based on the strategic decision that the GoJ has set as a national priority to cater for the emergency needs of
the Northern and Central Governorates of Jordan due to the massive inflow of refugees in the Kingdom, the
following table gives the approved quantitative targets for integrated MSWM in Jordan for the short-, mid- and
long-term periods.
# Subject of Target
Proposed Targets for Jordan
Short-term
Period
(2015-2019)
Mid-term Period
(2020-2024)
Long-term Period
(2025-2034)
1
Catering for the emergency needs for
MSWM due to the refugees’ influx
(if the situation
continues)
(if the situation
continues)
2
Coverage of MSW street-cleaning and
collection services
- 100% by 2024 100%
3
Set-up of separate collection systems for
recyclables (at least paper, metal, plastic
and glass)
- -
(by 2034)
4
Preparing for re-use and recycling of MSW
materials (at least paper, metal, plastic and
glass)
- -
50% by weight by
2034
16. 24/74 LDK / MOSTAQBAL
Title
# Subject of Target
Proposed Targets for Jordan
Short-term
Period
(2015-2019)
Mid-term Period
(2020-2024)
Long-term Period
(2025-2034)
5
Cease of operation of uncontrolled or
unlicensed disposal sites
50% by 2019 100% by 2024 100%
6 Reduction of biowaste ending-up to landfills - -
75% by weight by
2034
(according to 2024
amounts)
7
Recovery of packaging waste (including
reuse, materials’ recovery and energy
recovery)
- -
25% by weight by
2034
8 Recycling of packaging waste - -
15% by weight by
2034
Table 4-2: Approved targets for MSWM in Jordan
4.3. Options & Recommendations for Institutional Set-up
In terms of institutional set-up in local level, it is recommended that Municipalities should maintain the
responsibilities of street-cleaning, collection and local transportation of MSW, as well as they should be free
to establish and operate local-scale MSWM facilities (municipal transfer stations, “clean” Materials Recovery
Facilities (MRFs), composting facilities, anaerobic digestion plants for pre-segregated bio-waste), whenever such
practices increase financial efficiency and achieve cost recovery of the MSWM system in local level.
It is also recommended that Municipalities should bear the cost of MSWM, including paying of post-treatment
or tipping fees at the regional level. Thus, potential income from “sorting-at-source” programs, recycling or
composting in local level will be for their cost recovery. Inter-municipal transfer stations, treatment plants
and disposal facilities are recommended to be operated in regional level, through the JSCs. In this way, the
Municipalities would pass their responsibilities related to transfer, treatment and disposal of MSW to the JSCs.
The alternative restructuring options that were assessed and evaluated to improve the institutional set-up of
the MSWM sector in the local level were:
1. the do-nothing option;
2. the option of Integration of “standalone” Municipalities into JSCs;
3. the option of Regional JSCs;
4. the option of Governorate JSCs; and
5. the option of one JSC per integrated MSWM system.
Restructuring the JSCs is mostly a political decision that could depend on a series of issues that lie outside the
Consultant’s mandate. However, the Consultant supported mainly the option of one JSC per integrated MSWM
system.
In the national level, the options that were assessed and evaluated regarding the roles and responsibilities of
the several competent Authorities are the following:
1. the do-nothing option (no change in roles and responsibilities of national Authorities); and
2. the option of limitation of the role of MoMA, by creating a MSWM Board or Council from representatives
from all concerned Ministries.
Both of these options are compatible with the proposed new MSWM Strategy.
It is also recommended that a dedicated MSWM department is created in MoMA to guide, support, assist and
supervise Municipalities and the JSCs.
17. 25/74
MSWM STRATEGIC FRAMEWORK
??????
4.4. Alternative Technical & Operational Options
The possible schemes to organise and operate the MSWM system in Jordan in the long-term are presented in
the following figure, where all alternative MSWM techniques and technologies are included.
INDUSTRY
(CARBON CHAR,
SILICA METALS)
NON HAZARDOUS
WASTE LANDFILL
SOIL IMPROVER or
DUMPSITE COVER
RECYCLING
INDUSTRY (PAPER,
PLASTIC, METAL,
GLASS)
POST
MANAGEMENT
OF HAZARDOUS
WASTE
SRF
SRF
recyclabes
residues
mixed (optional)
RDF (optional)
RDF (optional)
recyclabes
residues (optional)
recyclabes
dust
energy
energy
energy
energy
dust
solid residue
solid residue
residues
residues
residues
compost
digestate
CLO
CLO
biowaste residues
(optional)
energy
INDEX
mixed waste recyclables biowaste residues (mixed) residues (organic)
alternative fuels compost Compost-Like-
Output (CLO)
hazardous residue useful materials from
thermal methods
COMMERCIAL MSW
MSW from STREET-
CLEANING
INDUSTRIAL MSW
MSW from WWTPs
RESIDENTIAL MSW
INSTITUTIONAL
MSW
BIODRYING
“DIRTY” MRF
(or MBT Component)
“CLEAN” MRF
(or MBT Component)
RECYCLABLES
TRANSFER STATION
RECYCLABLES
(1 to 4 streams)
COMPOSTING UNIT
(or MBT Component)
BIOWASTE
TRANSFER STATION
BIOWASTE
MIXED WASTE
TRANSFER STATION
MIXED WASTE
ANAEROBIC
DIGESTION UNIT
(or MBT Component)
CASIFICATION
INCINERATION
UNIT (WtE)
PYROLYSIS
AGRICULTURE
(ORGANIC MATTER
or NUTRIENTS)
INCINERATION
UNIT (EXTERNAL
INCINERATORS)
AGRICAL TURAL
MSW
Figure 4-1: Possible options for operational set-up
Given the hierarchy of ISWM practises, the MSWM targets and taking into account that the alternatives of
pyrolysis and gasification have been excluded from the analysis as unrealistic for Jordan, eight (8) alternative
MSWM options were evaluated.
The measures included for all the eight options are:
• Expansion of street-cleaning and collection services to the whole country population;
• Set-up of separate collection systems for recyclables;
• Set-up of separate collection systems for biowaste;
• Establishment of transfer stations, where needed;
• Establishment of “clean” MRFs for pre-segregated recyclables;
• Dumpsite rehabilitation; and
• Establishment of landfills for non-hazardous MSW (including LFG utilization where financially viable).
On the other hand, the alternative measures that differed between the eight options were:
• Composting units vs anaerobic digestion units for pre-segregated biowaste;
• MBT vs incineration for the mixed waste stream;
• Where the MBT practice is followed for the mixed waste stream, the acceptable options are:
o “Dirty” MRF followed by composting units, where the “dirty” MRF could work to generate RDF or
not;
o “Dirty” MRF followed by anaerobic digestion units, where the “dirty” MRF could work to generate
RDF or not; and
o Biodrying, which generates SRF.
18. 26/74 LDK / MOSTAQBAL
Title
The following table presents the alternative options that were evaluated.
# Option
1
MBTs (“dirty” MRFs and composting units) and non-hazardous waste landfills for mixed MSW / composting units for
pre-segregated biowaste / “clean” MRFs for pre-segregated recyclables
2
MBTs (“dirty” MRFs and anaerobic digestion units) and non-hazardous waste landfills for mixed MSW / composting
units for pre-segregated biowaste / “clean” MRFs for pre-segregated recyclables
3
MBTs (biodrying units) and non-hazardous waste landfills for mixed MSW / composting units for pre-segregated biowaste
/ “clean” MRFs for pre-segregated recyclables
4
Incineration units, non-hazardous waste landfills and post-management of hazardous residues for mixed MSW /
composting units for pre-segregated biowaste / “clean” MRFs for pre-segregated recyclables
5
MBTs (“dirty” MRFs and composting units) and non-hazardous waste landfills for mixed MSW / anaerobic digestion
units for pre-segregated biowaste / “clean” MRFs for pre-segregated recyclables
6
MBTs (“dirty” MRFs and anaerobic digestion units) and non-hazardous waste landfills for mixed MSW / anaerobic
digestion units for pre-segregated biowaste / “clean” MRFs for pre-segregated recyclables
7
MBTs (biodrying units) and non-hazardous waste landfills for mixed MSW / anaerobic digestion units for pre-segregated
biowaste / “clean” MRFs for pre-segregated recyclables
8
Incineration units, non-hazardous waste landfills and post-management of hazardous residues for mixed MSW / anaerobic
digestion units for pre-segregated biowaste / “clean” MRFs for pre-segregated recyclables
Table 4-3: Alternative options
4.5. Comparative Analysis & Evaluation
For the identification of the most cost effective, efficient, affordable, and quality-service environmentally and
socially sound MSWM option for Jordan, an extensive multicriteria analysis was used, tailored to the country
specific characteristics. The analysis was elaborated according to the following criteria:
1. Technical & operational criteria:
a. Operational requirements and complexity of adopted techniques;
b. Existing international experience of adopted practices/techniques;
c. Flexibility of adopted practices/techniques; and
d. Higher level of adopted practices/techniques in terms of the Integrated MSWM hierarchy, as in the
Strategic Vision.
2. Financial criteria: the Deficit Financing Factor, which incorporates the following sub-criteria:
a. Total investment cost;
b. Residual value;
c. Operational Expenses; and
d. Revenues.
3. Socio-economic & environmental criteria: the Total Relative Benefit, which incorporates the following
sub-criteria:
a. Socio-economic criteria:
i. Creation of new jobs;
ii. Creation of new incomes for the citizens and enterprises;
iii. Creation of other positive externalities (infrastructure works, roads, etc.);
iv. Improvement of public hygiene of the population (residents and refugees) / limitation of
expenditures on healthcare and pharmaceuticals;
v. Effect on quality of living standards;
vi. Potential change of behaviors through public awareness and education; and
vii. Releasing land surfaces in other uses.
b. Environmental criteria:
i. Quantities ending to the landfills;
ii. Pollution of air, ground and groundwater;
19. 27/74
MSWM STRATEGIC FRAMEWORK
??????
iii. Creation of secondary natural resources for the industry and agriculture;
iv. Energy efficiency;
v. Effect to climate change; and
vi. Restoration of ecosystems.
4.6. Selected Strategic Framework
Using a system of scoring and weighing factors, the Option #2 was selected as the optimum MSWM option
for Jordan.
This option comprises of the following components for the long-term.
1. Expansion of street-cleaning and collection services to the whole country population;
2. Set-up of separate collection system(s) for recyclables;
3. Set-up of separate collection system(s) for biowaste;
4. Upgrade of existing or establishment of new transfer stations;
5. Establishment of “clean” MRFs for pre-segregated recyclables;
6. Establishment of composting units for pre-segregated biowaste;
7. Establishment of MBTs for mixed MSW, which will consist of a combination of:
a. “Dirty” MRFs with parallel production of Refuse Derived Fuel (RDF); and
b. Anaerobic digestion units.
8. Dumpsite Rehabilitation; and
9. Establishment of sanitary landfills (for non-hazardous MSW), including LFG utilization
where financially viable.
The flow diagram of this option is given in the following figure.
SANITARY
LANDFILL (NON
HAZARDOUS)
SOIL IMPROVER or
DUMPSITE COVER
RECYCLING
INDUSTRY (PAPER,
PLASTIC, METAL,
GLASS)
energy
INDEX
mixed waste recyclables biowaste residues (mixed) residues (organic)
alternative fuels compost Compost-Like-
Output (CLO)
COMMERCIAL MSW
MSW from STREET-
CLEANING
INDUSTRIAL MSW
MSW from WWTPs
RESIDENTIAL MSW
INSTITUTIONAL
MSW
MIXED WASTE
TRANSFER STATION
MIXED WASTE
AGRICULTURE
(ORGANIC MATTER
or NUTRIENTS)
AGRICAL TURAL
MSW
energy
INCINERATION
UNIT (EXTERNAL
INCINERATORS)
biowaste residues residues
residues
residues
residues
CLO
compost
ANAEROBIC
DIGESTION UNIT
(MBT Component)
COMPOSTING UNIT
recyclabes
recyclabes
RDF
“DIRTY” MRF
(MBT Component)
RECYCLABLES
(1 to 4 streams)
RECYCLABLES
TRANSFER STATION
BIOWASTE
TRANSFER STATION
BIOWASTE
“CLEAN” MRF
Figure 4-2: Flow diagram of the selected MSWM option
20. 28/74 LDK / MOSTAQBAL
Title
Figure 4-3: Proposed restructuring of JSCs
22. 30/74 LDK / MOSTAQBAL
Title
5. Implementation
Arrangements
23. 31/74
IMPLEMENTATION ARRANGEMENTS
??????
5.1. Action Plan
5.1.1. Policies & Measures
The action plan will be realized through the application of several policies that will be accomplished through
specific actions and measures. Those policies and actions of the new MSWM Strategy for the following 20 years,
divided into the three strategic planning phases, are given in the following tables.
Policy Serving the emergency MSWM needs of Jordanian societies due to the refugees’
influx form the neighbouring countries
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
• Purchase by the Municipalities - or acquisition through donations - of
appropriate street-cleaning, collection and transport equipment,
irrespectively of the process of approval of the Local (Municipal) MSWM
Plans, provided that such acquisitions will be appropriately documented
and approved by the MoMA.
Municipalities
Donors
MoMA
MoPIC
2015
• Purchase by the Municipalities or JSCs - or acquisition through donations
- of appropriate dumping equipment, irrespectively of the process of
approval of the Local (Municipal) MSWM Plans or the JSC Operational
MSWM Programs, provided that such acquisitions will be appropriately
documented and approved by the MoMA.
JSCs
Donors
MoMA
MoPIC
2015
• Site selection (where applicable: for new facilities), maturing, construction
and operation of transfer stations (upgrade of existing and creation of new
ones).
MoMA
MoENV
Municipalities
or JSCs
preparation:
2015-2017
operation:
2017-onwards
• Site selection (where applicable: for new facilities), maturing, construction
and operation of short-term cell(s) of landfills (including LFG utilization
where financially viable).
MoMA
MoENV
Municipalities
or JSCs
preparation:
2015-2017
operation:
2017-2019
• Construction of rehabilitation works of 50% of the dumpsites, depending
on the availability of funds and classification of environmental risk.
MoMA
Municipalities
or JSCs
Donors
MoPIC
2015-2019
Mid-term
Period
(2020-
2024)
- - -
Long-
term
Period
(2025-
2034)
- - -
24. 32/74 LDK / MOSTAQBAL
Title
Policy Provision of safe MSWM services to the entire (100%) permanent and temporary
population of Jordan
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
- - -
Mid-term
Period
(2020-
2024)
1. Expansion of street-cleaning and collection services to the whole country.
MoMA
Municipalities
2020 - 2024
2. Purchase by the Municipalities - or acquisition through donations - of
appropriate street-cleaning, collection and transport equipment for the
achievement of the target of servicing the entire (100%) population of
the country, based on the approved Local (Municipal) MSWM Plans.
Municipalities
Donors
MoMA
MoPIC
2020 - 2024
Long-
term
Period
(2025-
2034)
- - -
Policy Long-term MSWM in local, regional and national level
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
1. All the emergency MSWM measures mentioned above. N/A N/A
2. Maturing and construction of the mid-term cell(s) of landfills (including
LFG utilization where financially viable).
MoMA
MoENV
JSCs
2015-2019
3. Post-closure activities (maintenance, LFG extraction, leachate treatment,
etc.) of the rehabilitated dumpsites.
JSCs 2019-onwards
Mid-term
Period
(2020-
2024)
1. Maturing and construction of the following:
- “clean MRFs” for pre-segregated recyclables;
- composting units for pre-segregated biowaste;
- MBTs (“dirty” MRF and anaerobic digestion units) for mixed MSW; and
- long-term cell(s) of landfills (including LFG utilization where financially
viable).
MoMA
MoENV
JSCs
2022-2024
2. Operation and maintenance of transfer stations.
Municipalities
or JSCs
whole period
3. Operation and maintenance of the mid-term cell(s) of landfills (including
LFG utilization where financially viable).
JSCs whole period
4. Rehabilitation of the short-term cell(s) of landfills. JSCs 2020
5. Maturing and construction of rehabilitation works of the remaining 50%
of the dumpsites (target: 100%), depending on the availability of funds
and classification of environmental risk.
MoMA
MoENV
Municipalities
or JSCs
2019-2021
6. Post-closure activities (maintenance, LFG extraction, leachate treatment,
etc.) of the short-term cell(s) of landfills.
JSCs whole period
7. Post-closure activities (maintenance, LFG extraction, leachate treatment,
etc.) of the rehabilitated dumpsites.
Municipalities
or JSCs
whole period
25. 33/74
IMPLEMENTATION ARRANGEMENTS
??????
Long-
term
Period
(2025-
2034)
1. Set-up of separate collection systems for recyclables (in pilot-scale during
the first five years).
MoMA
Municipalities
pilot-scale:
2025-2029
full-scale:
2030-2034
2. Set-up of separate collection systems for biowaste (in pilot-scale during
the first five years).
MoMA
Municipalities
pilot-scale:
2025-2029
full-scale:
2030-2034
3. Operation and maintenance of the following:
- transfer stations;
- “clean MRFs” for pre-segregated recyclables (in pilot-scale during the
first five years - 25% of final capacity);
- composting units for pre-segregated biowaste (in pilot-scale during the
first five years - 25% of final capacity); and
- MBTs (“dirty” MRF and anaerobic digestion units) for mixed MSW (in
pilot-scale during the first five years - 25% of final capacity).
JSCs
pilot-scale:
2025-2029
full-scale:
2030-2034
4. Operation and maintenance of the long-term cell(s) of landfills (including
LFG utilization where financially viable).
JSCs whole period
5. Rehabilitation of the mid-term cell(s) of landfills. JSCs 2025
6. Post-closure activities (maintenance, LFG extraction, leachate treatment,
etc.) of the short- and mid-term cells of landfills.
JSCs
short-term
cells: 2025-
2030
short-term
cells: whole
period
7. Post-closure activities (maintenance, LFG extraction, leachate treatment,
etc.) of the rehabilitated dumpsites.
Municipalities
or JSCs
2025-2031
26. 34/74 LDK / MOSTAQBAL
Title
Policy Avoidance of co-management of MSW with hazardous or special streams currently
ending up in the city containers
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
- - -
Mid-term
Period
(2020-
2024)
1. Issuance of relevant legislative framework – general provisions (see below).
MoMA
MoENV
GoJ
2020-2024
Long-
term
Period
(2025-
2034)
1. Issuance of relevant legislative framework – specific provisions (targets,
management provisions, technical specifications, monitoring, penalties,
etc.) for:
- hazardous waste (medical, industrial, etc.);
- C&D waste; and
- special SW streams (WEEE, batteries and accumulators, ELVs, etc.).
MoMA
MoENV
GoJ
2025-2027
2. Issuance of relevant strategic framework for each waste type (see also
below).
MoMA
MoENV
2025-2029
3. Establishment and operation of “product stewardship initiatives” (integrated
SWM systems for specific waste types). These initiatives should include
indicatively:
- set-up of separate collection systems per waste type;
- construction and operation of appropriate treatment facilities; and
- construction and operation of appropriate disposal facilities, if different
from the MSW ones.
It is recommended that no more than two product stewardship initiatives are
initiated in every 5-years period.
MoMA
MoENV
Municipalities
JSCs
Private sector
2025-2029
4. Integration of the management of hazardous and special waste in the
national Management Information System (MIS) for recording and
monitoring the activities of the MSWM sector (see also below).
MoMA or
MoENV
2025-2029
5. Implementation of public awareness and education campaigns for specific
hazardous or special SW streams, or combined with MSW (see also below).
MoMA or
MoENV
whole period
27. 35/74
IMPLEMENTATION ARRANGEMENTS
??????
Policy Mitigation of informal waste-picking of MSW through integration of informal sector
into the MSWM system
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
- - -
Mid-term
Period
(2020-
2024)
1. Issuance of a regulation for defining the process and specifications for the
integration of waste-pickers in the new MSWM system, as well as their
responsibilities and licensing (see also below).
GoJ
MoMA
2020-2021
2. Issuance of technical specifications and instructions for safe operation
of waste-pickers, including health, occupational safety and environment
issues.
MoENV
MoMA
NGOs
2020-2021
3. Technical assistance to the waste-pickers to establish cooperative(s).
MoENV
MoMA
NGOs
2020-2022
4. Provision of incentives to waste-pickers to participate in the cooperative(s)
(integration in the social security program, health insurance, financial
incentives, etc.).
MoENV
MoMA
MoF
MoH
2022-onwards
5. Pilot operation of the cooperative(s).
MoMA
Cooperative
2024
Long-
term
Period
(2025-
2034)
1. Full-scale operation of the waste-pickers’ cooperative(s) all over the
Kingdom, which should be obligatory and connected with a national
waste-pickers registry.
MoMA
Cooperative
whole period
2. Provision of incentives for hiring informal waste-pickers in the new MSWM
facilities.
MoMA
JSCs
whole period
3. Allowing middlemen to undertake the operation of new MSWM facilities
under the PPP framework.
MoMA
JSCs
whole period
28. 36/74 LDK / MOSTAQBAL
Title
Policy Improvement of cost recovery of the MSWM system in Jordan, including the
establishment of partnerships between the public and the private sectors
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
1. Measures to improve budgetary and accounting systems for MSWM:
- application of Full Cost Accounting (FCA) method to all levels of MSW
Management (Municipalities, JSCs, MoMA).
MoMA 2015-2016
2. Partial Cost Recovery:
- increase 25% of current charge.
- increase 25% of taxes transferred by the GoJ to the Municipalities.
- re-distribution of charge in portion with Household income and
Enterprise revenue.
MoF 2015
3. Allocation of a share from tourist visas revenue to the Municipalities’
budgets, in portion to the number of visitors per Municipality;
MoF 2015
4. Utilization of other revenue generating sources:
- tipping fees from individuals, private establishments, and waste haulers
at transfer, treatment, and disposal facilities; and
MoF 2015-2019
5. Completion by the electricity company of the registration of households
that are connected to other’s households counters.
Electricity
Company
2015-2016
6. Private sector involvement:
- provide increased Return of Equity (RoE) in order to make the PPP
approach attractive to the private sector.
MoMA
MoF
2015-2016
Mid-term
Period
(2020-
2024)
1. Utilization of other revenue generating sources
- revenues from sale of avoided or reduced emissions (e.g., methane
expressed as carbon dioxide equivalent GHG).
MoMA
MoF
2020
2. Private sector involvement:
- provide increased Return of Equity (RoE) in order to make the PPP
approach attractive to the private sector.
MoMA
MoF
2020
Long-
term
Period
(2025-
2034)
1. Using of public funds, long-term loans, municipal bonds against future
-revenue generating- treatment plants etc. for Cross Subsidization of the
gap.
MoMA
MoF
2025
2. Staged implementation of Fee/Tariff system -in Large Producers of
municipal waste
- initial implementation of Fee/Tariff system (1st stage) in Industries, Malls,
Markets;
- volume-based Fee/Tariff system is recommended as the lower cost and
of less administrative changes;
MoMA
MoF
2025
3. Utilization of other revenue generating sources
- new revenue generation from sales of MSW treatment products
(recyclables, refined compost, energy), after starting up of new plants -
Enhance market building for the materials (RDF, compost);
- imposition of penalties for littering, clandestine dumping and other solid
waste infractions;
- license fees from collectors/haulers of special categories of solid waste
(e.g., construction/demolition debris, medical waste, bulky waste);
- share of gross revenues from collectors/haulers having a franchise (i.e.,
zonal monopoly) for waste collection.
MoMA
MoF
MoENV
Municipalities
2025
4. Private sector involvement:
- provide increased Return of Equity (RoE) in order to make the PPP
approach attractive to the private sector.
MoMA
MoF
2025
29. 37/74
IMPLEMENTATION ARRANGEMENTS
??????
Policy Improvement of the institutional set-up of local, regional and national authorities in
relation with MSWM
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
N/A - -
Mid-term
Period
(2020-
2024)
1. Clear definition of roles and responsibilities related to MSWM through
the national-level legislative framework (see also below)
GoJ 2020-2024
2. Creation of a dedicated MSWM department in MoMA to guide, support,
assist and supervise Municipalities and the JSCs.
MoMA 2020-2021
3. Restructuring of JSCs to improve efficiency of the sector.
MoMA
JSCs
2020-2021
4. Establishment of a MSWM Public Awareness & Education Program Unit in
MoMA or CVDB to monitor and assist the implementation of the Public
Awareness and Education program (see below).
MoMA 2020-2021
5. Increasing decentralized responsibilities of Municipalities and JSCs in
MSWM.
MoMA
Municipalities
JSCs
2021-2022
6. Establishment of cooperative(s) of informal waste-picking and recycling
sector with view to ensure safe operation.
GoJ whole period
Long-
term
Period
(2025-
2034)
1. Empowering the administrative capacity of national (ministries) and local
authorities (Municipalities) on MSWM through:
- creation of an inter-ministerial MSWM Board to regulate the sector; and
- establishment of dedicated SWM departments to all Municipalities or
other concerned institutions (or assignment of related responsibilities
to dedicated staff of the “environmental” departments).
GoJ
all MSWM
related
institutions
2025-2026
2. Assignment of responsibilities to the aforementioned departments to
monitor and implement the MSWM Public Awareness & Education
Program (see below) in local level.
all MSWM
related
institutions
2025-2026
3. Establishment of product stewardship initiatives for:
- hazardous waste (medical, industrial, etc.);
- C&D waste; and
- special SW streams (WEEE, batteries and accumulators, ELVs, etc. – no
more than two initiatives per 5-years’ period).
MoMA
MoENV
Municipalities
JSCs
Private sector
2027-2029
30. 38/74 LDK / MOSTAQBAL
Title
Policy Motivation of the public to participate in safe MSWM practices by increasing public
awareness and education in MSWM related issues
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
1. Initiation of the preliminary phases of the Public Awareness and Education
program:
- audience research;
- design of the program; and
- pilot testing and adjustment.
MoMA
MoENV
whole period
Mid-term
Period
(2020-
2024)
1. Implementation Phase of the Public Awareness and Education program
– in one Major City of each one geographical regions (depending on the
availability of funds and projects):
- mass Media Awareness Campaign;
- partnerships, Alliances & Private-Public Partnerships;
- voluntary Learning & Capacity Building;
- mobilizing Schools, Teachers & Students;
- recruitment & Mentoring of Community Champions & Leaders;
- events that Showcase Successful International Campaigns & Intervention;
and
- monitoring & Evaluation.
MoMA
MoENV
3
Municipalities
whole period
Long-
term
Period
(2025-
2034)
1. Nationwide Phase of the Public Awareness & Education Program
(depending on the availability of funds and projects):
MoMA
MoENV
All
Municipalities
whole period
2. Integration of the management of selected hazardous or special waste in
the Public Awareness & Education Program.
MoMA
MoENV
All
Municipalities
2029-2034
Policy Improvement of monitoring mechanisms for MSWM in terms of operational and
environmental performance
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
1. Environmental monitoring of the rehabilitated dumpsites. MoENV 2019
Mid-term
Period
(2020-
2024)
1. Establishment of a national Management Information System (MIS) for
recording and monitoring the activities of the SWM sector. Optional
application of the system.
MoMA or
MoENV
2020-2022
2. Environmental monitoring of:
- rehabilitated dumpsites; and
- rehabilitated cells of the short-term period.
MoENV whole period
Long-
term
Period
(2025-
2034)
1. Application of the MIS for recording and monitoring the activities of the
SWM sector (obligatory).
MoMA or
MoENV
whole period
2. Environmental monitoring of:
- rehabilitated dumpsites;
- rehabilitated cells of the short- and mid-term periods; and
- all other operative MSWM facilities.
MoENV whole period
3. Integration of the management of selected hazardous or special waste in
the MIS.
MoMA or
MoENV
2025-2029
31. 39/74
IMPLEMENTATION ARRANGEMENTS
??????
Policy Updating the MSWM related legislative framework in Jordan
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
1. Issuance of a regulation or instruction for defining the procedure to prepare
and conduct SWM Plans in National, Regional and Local level (including
tables of contents, responsibilities, deadlines, reviewing periods, etc.).
GoJ
MoMA
2015
2. Issuance of a risk assessment methodology for dumpsites, with view to
prioritize their rehabilitation in national level.
MoMA or
MoENV
2015
3. Issuance of technical specifications for short-term MSWM facilities (transfer
stations and landfills).
MoMA or
MoENV
2015-2016
4. Issuance of technical specifications for safe closure, rehabilitation and
after-care of uncontrolled dumpsites.
MoMA or
MoENV
2015-2016
Mid-term
Period
(2020-
2024)
1. Issuance/updating of national legislation on SWM, including references on
the following issues concerning MSWM:
- definitions, scope, priorities, basic policy principles;
- avoidance of co-management of MSW with hazardous or special SW
streams;
- prohibition of unsafe disposal of SW / promotion of environmentally
sound disposal sites for both non-hazardous and hazardous SW;
- definition of waste types that should be excluded from SW disposal
facilities;
- defining the responsibilities of all concerned public authorities with
regards to the whole SWM chain;
- setting the legislative background for restructuring of JSCs and for
empowering the administrative capacity of national and local authorities
in terms of MSWM;
- setting targets for:
o coverage of street-cleaning and collection services;
o sorting-at-source of recyclables and biowaste;
o recycling and recovery of MSW, with specific provisions for packaging
waste; and
o reduction of biowaste ending-up to landfills.
- defining the framework for transboundary importing/exporting hazardous
and non-hazardous SW;
- establishment of a List of Waste types (Waste Catalogue) for classification,
management, recording and monitoring of SW;
- establishment of classification index for disposal and recovery SWM
activities;
- setting of specific penalties for violation of the SWM legislation.
GoJ
MoMA
MoENV
2020-2024
2. Issuance of guidelines for:
- declassification of by-products as waste;
- safe management of hazardous and special waste streams.
MoMA or
MoENV
2020-2024
3. Issuance of technical specifications for:
- street-cleaning, temporary storage, collection and transportation; and
- recycling / materials recovery (including MRFs, composting facilities,
anaerobic digestion facilities).
MoMA or
MoENV
2020-2024
4. Issuance of a regulation for defining the process and specifications for the
integration of waste-pickers in the new MSWM system, as well as their
responsibilities and licensing.
GoJ
MoMA
2020-2021
5. Issuance of technical specifications and instructions for safe operation
of waste-pickers, including health, occupational safety and environment
issues.
MoENV
MoMA
NGOs
2020-2021
32. 40/74 LDK / MOSTAQBAL
Title
Long-
term
Period
(2025-
2034)
1. Issuance of national legislation to regulate integrated management of
hazardous or special waste streams currently ending up in the city
containers (see above).
MoMA
MoENV
GoJ
2025-2029
2. Issuance of appropriate legislative framework for the establishment and
operation of “product stewardship initiatives” (integrated SWM systems
for specific waste types).
MoMA
MoENV
Municipalities
JSCs
Private sector
2025-2029
3. Enforcement of the use and implementation of the national MIS for
recording and monitoring the SWM sector.
MoMA 2025
Policy Required studies to fulfill the actions/measures
Actions / Measures
Responsible
Body
Time-
schedule
Short-
term
Period
(2015-
2019)
1. Tendering, award, conduction and approval of lower level planning for
MSWM:
- Regional MSWM Plans;
- JSC Operational MSWM Programs; and
- Local (Municipal) MSWM Plans.
MoMA
JSCs
Municipalities
2015
2. Tendering, award and development of technical specifications for:
- transfer stations;
- landfills; and
- safe closure, rehabilitation and after-care of uncontrolled dumpsites.
MoMA or
MoENV
2015
3. Tendering, award, conduction and approval of studies (including ESIA)
related to the establishment of transfer stations and sanitary landfills
(short- and mid-term cells).
JSCs or
Municipalities
2015-2016
4. Tendering, award, conduction and approval of studies related to dumpsite
rehabilitation:
- establishment of a methodology for dumpsite classification according to
environmental risk;
- Master Plan for rehabilitation of dumpsites based on their
classification.
JSCs or
Municipalities
2015-2016
33. 41/74
IMPLEMENTATION ARRANGEMENTS
??????
Mid-term
Period
(2020-
2024)
1. Assessment and revision of MSWM planning:
- National MSWM Strategy;
- Regional MSWM Plans;
- JSC Operational MSWM Programs; and
- Local (Municipal) MSWM Plans.
MoMA
JSCs
Municipalities
2020
2. Tendering, award, conduction and approval of a study for the development
of technical specifications for:
- street-cleaning, temporary storage, collection and transportation; and
- recycling / materials recovery (including MRFs, composting facilities,
anaerobic digestion facilities).
MoMA or
MoENV
2019-2020
3. Tendering, award, conduction and approval of local market surveys/studies
for the assessment of possible uses of recyclables, RDF, compost, as well
as digestate Compost-Like Output (digestate CLO).
MoMA or
MoENV
2019
4. Tendering, award, conduction and approval of studies (including ESIA)
related to the establishment of:
- “clean MRFs” for pre-segregated recyclables;
- composting units for pre-segregated biowaste;
- MBTs (“dirty” MRF and anaerobic digestion units) for mixed MSW; and
- long-term cell(s) of landfills (including LFG utilization where financially
viable).
MoMA or
MoENV
2019-2020
5. Tendering, award and procurement of the MIS for recording and
monitoring the activities of the SWM sector.
MoMA or
MoENV
2020
6. Tendering, award, conduction and approval of a study for the development
of technical specifications and instructions for safe operation of waste-
pickers, including health, occupational safety and environment issues.
MoMA 2021-2022
7. Operational Program(s) for the establishment of the waste-pickers
cooperative(s).
GoJ
MoMA
2022-2023
Long-
term
Period
(2025-
2034)
1. Assessment and revision of MSWM planning:
- National MSWM Strategy;
- Regional MSWM Plans;
- JSC Operational MSWM Programs; and
- Local (Municipal) MSWM Plans.
MoMA
JSCs
Municipalities
2025
2. National Strategy for integrated management of:
- Hazardous waste (medical, industrial, etc.);
- C&D waste; and
- Special SW streams (WEEE, batteries and accumulators, ELVs, etc.).
MoMA or
MoENV
2025-2027
3. Operational Programs for the establishment of product stewardship
initiatives for (indicative):
- Medical waste;
- Packaging waste;
- WEEE;
- Batteries and accumulators, etc.
It is recommended that no more than two product stewardship initiatives are
initiated in every 5-years period.
MoMA
MoENV
Municipalities
JSCs
Private sector
2025-2026
34. 42/74 LDK / MOSTAQBAL
Title
5.1.2. Proposed Facilities
With the exception of the dumpsites that will be rehabilitated progressively during the short- and mid-term
phases, the proposed facilities for the implementation of the new MSWM Strategy are listed in the following
table. Figure 51 to Figure 53 show the recommended MSWM facilities per region.
Northern Region Central Region Southern Region
Short-
term
Period
(2015-
2019)
Four (4) Transfer Stations:
1. one of the following existing
transfer stations:
• the Tabqabbal & Madinat Al
Shahinat transfer station; or
• the Rabiet Al-Kura transfer
station;
2. the Aghwar Al Shamaliyah
transfer station;
3. one of the following existing
transfer stations:
• the Ajloun transfer station; or
• the Burma transfer station;
4. a new transfer station in Al-
Safawi Municipality.
Three (3) new Sanitary
Landfills:
1. one sanitary landfill for
Irbid, Jerash and Ajloun
Governorates, Al-Sarhan,
Al-Basilieh and New Hosha
Municipalities;
2. one sanitary landfill for
Mafraq Governorate with the
exceptions of Al-Sarhan, Al-
Basilieh, New Hosha and New
Al-Rouaishad Municipalities;
3. one small sanitary landfill
for the New Al-Rouaishad
Municipality.
Six (6) Transfer Stations:
1. the Zarqa transfer station;
2. the Sha’eer transfer station;
3. the Al Shooneh Al-Wsta
transfer station;
4. a new transfer station in Al-
Azraq Municipality;
5. a new transfer station in one of
the following Municipalities:
• the Ajeeza Municipality; or
• the Al-Ameriya Municipality.
6. a new transfer station in
Greater Madaba Municipality.
Two (2) new Sanitary Landfills:
1. the existing Al-Ghabawi
sanitary landfill, that will
be upgraded to serve the
Amman, Zarqa and Madaba
Governorates;
2. a new sanitary landfill for Balqa
Governorate.
Ten (10) Transfer Stations:
1. the Sultani transfer station;
2. the Al Husseinieh transfer
station;
3. the Beir-Khaddad transfer
station;
4. a new transfer station in
Greater Karak Municipality;
5. a new transfer station in
Greater Tafilah Municipality;
6. a new transfer station in
Al-Agwar Al-Janobeiah
Municipality;
7. a new transfer station in Al-Jafr
Municipality;
8. a new transfer station in
Qariqara & Finan Municipality;
9. a new transfer station in Qutar
& Rahma Municipality;
10. a new transfer station in one of
the following Municipalities:
• the New Al-Qawiera
Municipality; or
• the Qura Hawd Al-Daisa
Municipality.
Five (5) new Sanitary Landfills:
1. a new sanitary landfill for Karak
and Tafilah Governorates,
with the exceptions of the Al-
Agwar Al-Janobeiah, Abdullah
Bin Rawaha & New Talal
Municipalities (Al-Agwar Al-
Janobeiah District);
2. a new sanitary landfill for Al-
Agwar Al-Janobeiah, Abdullah
Bin Rawaha & New Talal
Municipalities (Al-Agwar Al-
Janobeiah District);
3. a new sanitary landfill for Ma’an
Governorate;
4. a new sanitary landfill for
Qariqara & Finan, Wadi
Araba and Qutar & Rahma
Municipalities; and
5. a new sanitary landfill for Aqaba
and New Al-Qawiera and Qura
Hawd Al-Daisa Municipalities.
Mid-term
Period
(2020-
2024)
• All the aforementioned transfer stations that will continue their operation; and
• All the aforementioned sanitary landfills that will be expanded to serve the needs of the mid-term period.
35. 43/74
IMPLEMENTATION ARRANGEMENTS
??????
Northern Region Central Region Southern Region
Long-
term
Period
(2025-
2034)
• All the aforementioned transfer stations that will continue their operation; and
• All the aforementioned sanitary landfills that will be expanded to serve the needs of the long-term period.
Two (2) “Clean” MRFs for pre-
segregated recyclables:
1. a new “clean” MRF in the
Greater Irbid Municipality,
which could be established in
the place of an existing transfer
station (Tabqabbal & Madinat Al
Shahinat transfer or the Rabiet
Al-Kura transfer station); and
2. a new “clean” MRF in the
Greater Mafraq Municipality
Two (2) Composting Units for
pre-segregated biowaste:
1. a new composting unit in the
Greater Irbid Municipality; and
2. a new composting unit in the
Greater Mafraq Municipality.
Two (2) MBTs for mixed MSW,
consisted of a “dirty” MRF and
an anaerobic digestion unit:
1. a new MBT in the Greater Irbid
Municipality that will serve
the Irbid, Jerash and Ajloun
Governorates, as well as the
Al-Sarhan, Al-Basilieh and New
Hosha Municipalities; and
2. a new MBT in the Greater
Mafraq Municipality that will
serve the Mafraq Governorate
with the exceptions of the
Al-Sarhan, Al-Basilieh, New
Hosha and New Al-Rouaishad
Municipalities.
Two (2) “Clean” MRFs for pre-
segregated recyclables:
1. a new “clean” MRF that will
serve the Amman and Zarqa
Governorates; and
2. a new “clean” MRF in the
Greater Al Salt Municipality,
which could be established in
the place of the existing Al-Salt
transfer station.
Two (2) Composting Units for
pre-segregated biowaste:
1. a new composting unit that will
serve the Amman and Zarqa
Governorates; and
2. a new composting unit in the
Greater Al Salt Municipality.
Three (3) MBTs for mixed
MSW, consisted of a “dirty”
MRF and an anaerobic
digestion unit:
1. a new MBT that will serve
a part of the Amman
Governorate and the Madaba
Governorate; and
2. a new MBT that will serve the
Zarqa Governorate and a part
of the Amman Governorate;
and
3. a new MBT for Balqa
Governorate.
One (1) new “Clean” MRF for
pre-segregated recyclables:
1. in the Aqaba Municipality;
One (1) new Composting Unit
for pre-segregated biowaste:
2. in the Aqaba Municipality;
Four (4) MBTs for mixed MSW,
consisted of a “dirty” MRF and
an anaerobic digestion unit:
1. a new MBT that will serve
the Karak and Tafilah
Governorates, with the
exceptions of the Al-Agwar Al-
Janobeiah, Abdullah Bin Rawaha
and New Talal Municipalities;
2. a new MBT that will serve
the Al-Agwar Al-Janobeiah,
Abdullah Bin Rawaha and New
Talal Municipalities;
3. a new MBT that will serve the
Ma’an Governorate; and
4. a new MBT that will serve the
Aqaba Governorate.
36. 44/74 LDK / MOSTAQBAL
Title
Figure 5-1: Recommended MSWM facilities in the Northern Region
44. 52/74 LDK / MOSTAQBAL
Title
5.1.3. Implementation Time-schedule
The stages for realizing the proposed facilities of the new MSWM Strategy are given in the following table.
Table 41: Required time-periods of life-cycle stages of proposed facilities of the new MSWM Strategy
Type of Facility
Preparatory
activities
(studies,bids,
etc.)
Construction
Operation
Rehabilitation
Post-closure
(monitoring,
maintenance,
LFGextraction,
leachate
treatment,etc.)
Transfer Stations:
- Upgrade of existing facilities
- New facilities
1 year
2 years
1 year
2 years
>20 years - -
“Clean” MRFs for pre-segregated
recyclables
2 years 1 year >20 years - -
Composting Units for pre-segregated
biowaste
2 years 1 year >20 years - -
MBTs for mixed MSW (“dirty” MRF and
anaerobic digestion unit)
2 years 2 years >20 years - -
Sanitary landfills:
- Short-term period cell(s)
- Mid-term period cell(s)
- Long-term period cell(s)
1 year
2 years
2 years
1 year
2 years
2 years
2 years
5 years
10 years
1 year
1 year
1 year
≥10 years
≥10 years
≥10 years
Rehabilitation of dumpsites 1 year - - 2 years ≥10 years
Before kick-off of the preparatory activities for all types of facilities, appropriate lower level planning should be
accomplished beforehand. Such planning is awaited to be conducted during the year 2015, so as the preparatory
activities for the short-term facilities can start in 2016.
The implementation time-schedule of the proposed MSWM facilities of the new Strategy are presented in the
following figures.
46. 54/74 LDK / MOSTAQBAL
Title
Facilities
Type of
Intervention
Design
Capacity
(tn/yr)
Short-term Period
2015 2016 2017 20
NORTHERN REGION
ESTABLISHMENT OF SANITARY LANDFILLS
Sanitary landfill for Irbid, Jerash and Ajloun Governorates, Al-Sarhan, Al-Basilieh and New Hosha Municipalities
- 1st cell for short-term period New facility 162.952 162.
- cells for mid-term period New facility 650.389
- cells for for long-term period New facility 1.311.884
Sanitary landfill for Mafraq Governorate with the exceptions of Al-Sarhan, Al-Basilieh, New Hosha and New Al-Rouaishad
Municipalities
- 1st cell for short-term period New facility 32.406 32.4
- cells for mid-term period New facility 113.251
- cells for for long-term period New facility 225.154
Small sanitary landfill for New Al-Rouaishad Municipality
- 1st cell for short-term period New facility 1.306 1.3
- cells for mid-term period New facility 4.935
- cells for for long-term period New facility 5.911
DUMPSITES’ REHABILITATION
Al Ekaider dumpsite Existing facility
Al Aghwar Al Shamaliyah dumpsite Existing facility
Al Huseyneyat dumpsite Existing facility
Al Badiah Al Shamaliyah dumpsite Existing facility
TRANSFER STATIONS
Tabqabbal & Madinat Al Shahinat transfer station or Rabiet Al-Kura transfer station Existing facility
Aghwar Al Shamaliyah transfer station Existing facility
Ajloun or Burma transfer station Existing facility
New transfer station in Al-Safawi Municipality New facility
“CLEAN” MRFs FOR PRE-SEGREGATED RECYCLABLES
“Clean” MRF in Irbid
“New facility
(ex-TS)”
76.000
“Clean” MRF in Mafraq New facility 20.000
COMPOSTING UNITS FOR PRE-SEGREGATED BIOWASTE
Composting Unit in Irbid New facility 84.000
Composting Unit in Mafraq New facility 22.000
MBTs FOR MIXED MSW (“DIRTY” MRF & ANAEROBIC DIGESTION UNIT)
MBT #1 (for Irbid, Jerash & Ajloun Governorates, Al-Sarhan, Al-Basilieh and New Hosha Municipalities) New facility 509.000
MBT #2 (for Mafraq Governorate with the exceptions of Al-Sarhan, Al-Basilieh, New Hosha and
New Al-Rouaishad Municipalities)
New facility 83.000
INDEX
Planning (Regional / Local)
Rehabilitation activities
ΕΝAΛΛΑΚΤΙΚΑ
50. 58/74 LDK / MOSTAQBAL
Title
5.2. Financial Plan
A project or program is financially sustainable when it does not incur the risk of running out of cash in the future.
The purpose of the financial plan is to provide a properly calculated and substantiated timing of cash proceeds
and payments in order to prove financial sustainability. Mathematically, sustainability occurs if the Net Cash
Flow (NCF) is positive all over the time horizon reference of the investment.
The cost of servicing the investment capital (“Annual capital costs” - ACC) and the resulting Annuities are
differentiated depending on the source of capital (e.g. the ACC is different for a private venture capital, for a bank
loan and for a public fund). For this reason, four different funding schemes were tested for each investment plan:
i. PPP scheme was tested on investment plants with ‘REVENUE – OPEX’ > 0. In this case a ACC of 14%
and a RoE of around 100% over the entire period of employment of capital were assumed, so that the
performance of funds to be attractive to the private sector;
ii. bank loan for funding the 100% of CAPEX, with interest rate 5%, was tested on all investment plants
regardless of the sign of the ratio ‘REVENUE – OPEX’ (> 0 or < 0);
iii. bank loan for funding the 50% of CAPEX (as case ii);
iv. donations / grants for 100% of CAPEX was tested on investment plants with ‘REVENUE – OPEX’ < 0.
As proved in the financial analysis, the cumulative Total Net Cash Flow (TNPV) in the examined time horizon
of investments is negative in all cases, due to the catalytic effect of ACC and the resulting Annuities (cases I, ii
and iii) and/or the strongly effect of negative ratio ‘REV-OPEX’ (case iv), with an increasing escalation of annual
cash flows from the short-term to the mid-term period and a gradual deceleration from the mid-term to the
long-term period.
The coverage of the cumulative ‘Outstanding Balance’ per Region can be realistically feasible by redirection of
existing government revenue to the MSWM sector. As such, the following are recommended:
> Redirect a portion of the revenue collected from tourist visitors when entering the country (visas). The
total amount levied annually is estimated at JOD 230 million, taken into account the total number of
arrivals [8,233,808 – 2,399,262 Jordan citizens = 5,834,546](1)
, and the amount levied per visa (JOD
40.0).
> Minor increase of state funding allocated to municipalities (central government transfers) in order to
be used in the MSWM investment plants(2)
.
Accounting of these two (and only) supplementary funding sources as revenue in MSWM investment plants
is sufficient to fully cover the “Outstanding Balance”, as evidenced by the calculation of “Cumulative NCF in
Country”. Furthermore, since the “Outstanding Balance” is covered (Cumulative NCF = constantly zero) each
new receivable JOD converts the losses to profitability. This occurs from the year 2043 onwards (see table
below). Taking advantage of this observation it can be said in another way that every receivable JOD more than
those indicated in the table, can be stored in the “piggy bank” to be used to cover the cost of any reinvestment
at the end of lifecycle of the installations or to meet other needs.
Regarding to the resources of financial aid provided to the country through several International Organizations’
programs (e.g. FEMIP, NIF, RLDP, etc.), taking into account that – according to up to date data – they are about
short-term period programs which focus mainly on the country’s support to address the acute problems
arising from mass influx of refugees, it is deemed prudent the allocation of resources available for MSWM to
remain as it is currently (i.e. addressing immediate needs of municipalities, e.g. supply of vehicles, containers,
equipment, etc.).
As regards to a ‘gate-fee’ imposing, it was not considered advisable for reasons which have been sufficiently
1 JORDAN STATISTICAL YEARBOOK 2012 (DOS).
2 Indicatively, it was estimated that by October 2013, only USD 75 million had been transferred out of the 250 million collected
by the central government (DAC-code 14050, 2014, ‘Support to solid waste management in Jordanian communities hosting
Syrian refugees’, Annex).
51. 59/74
IMPLEMENTATION ARRANGEMENTS
??????
explained (adding gate-fee in revenue should not be applied prior to modernization and stabilization of the
overall MSWM system of the country, rationalize the calculation of costs, and significant improvements on
municipal finances).
The table below shows the Cumulative NCF per Region and in Country for a time horizon of 20 years.
Table: Coverage of Cumulative Outstanding Balance in Country
Year
NCF in
Northern
Region
NCF in
Central
Region
NCF in
Southern
Region
Income
From Other
Sources (*)
Total Annual
NCF
Cumulative
NCF in
Country
2015 3,800,719 26,349,660 1,854,866 0 32,005,245 32,005,245
2016 -1,014,670 23,991,391 -606,786 0 22,369,934 54,375,179
2017 -7,929,032 -46,922,652 -4,567,576 5,044,080 -54,375,180 0
2018 420,310 -20,757,654 -1,196,818 21,534,163 1 0
2019 -15,166,036 -26,038,381 -9,466,755 50,671,172 0 0
2020 -232,138 -5,288,282 -1,392,035 6,912,455 0 0
2021 46,517,471 88,002,260 12,842,340 0 147,362,070 147,362,070
2022 3,181,917 10,609,287 -1,345,659 0 12,445,545 159,807,615
2023 -48,248,814 -84,461,478 -27,838,034 740,710 -159,807,616 0
2024 -63,652,733 -115,239,241 -33,306,688 212,198,663 1 0
2025 -7,025,449 -12,086,136 -6,303,820 25,415,405 0 0
2026 20,506,651 47,515,677 -2,799,868 65,222,460 130,444,920 130,444,920
2027 6,680,735 17,571,124 -376,966 0 23,874,893 154,319,813
2028 -28,612,464 -57,278,519 -16,966,996 0 -102,857,979 51,461,834
2029 -49,963,436 -99,414,870 -24,570,117 122,486,589 -51,461,834 0
2030 -204,267 4,646,950 -3,122,139 0 1,320,544 1,320,544
2031 -204,267 4,646,950 -3,122,139 0 1,320,544 2,641,088
2032 -204,267 4,646,950 -3,122,139 0 1,320,544 3,961,632
2033 -204,267 4,646,950 -3,122,139 0 1,320,544 5,282,176
2034 -204,267 4,646,950 -3,122,139 0 1,320,544 6,602,720
2035 286,922 7,536,825 -2,871,041 0 4,952,706 11,555,426
2036 286,922 10,357,753 -2,871,041 0 7,773,634 19,329,060
2037 286,922 10,357,753 -2,871,041 0 7,773,634 27,102,694
2038 1,807,667 10,872,989 -2,064,151 0 10,616,505 37,719,198
2039 1,807,667 10,872,989 -2,064,151 0 10,616,505 48,335,703
2040 -7,970,200 -8,106,997 -6,423,450 0 -22,500,647 25,835,056
2041 -2,893,500 -4,800,145 -724,768 0 -8,418,413 17,416,643
2042 -3,308,948 -7,746,367 -489,059 0 -11,544,375 5,872,268
2043 -3,308,948 -7,746,367 -489,059 5,672,106 -5,872,269 0 (constant)
2044 -3,308,948 -7,746,367 -489,059 11,544,375 0 0 (constant)
TOTAL 527,442,178
(*) e.g. portion of the revenue collected from tourist VISAS, minor increase of central government transfers to the Municipalities, Grants etc.
52. 60/74 LDK / MOSTAQBAL
Title
5.3. PPP Opportunities
The PPP approach/contracts could be a very useful means to mobilize the needed financial resources, in addition
to any other possible support such as the provision of technical expertise.
PPP contracts can be applied for the design, construction and operation of the new MSW management, handling,
treatment and disposal facilities that derive from the Strategy, ensuring agreement and successful cooperation
of the public and the private sector in order to execute the projects.
Specific recommendations for effective application of the PPP approach:
• PPP contracts are preferred to have a 7-20 years duration, in order to guarantee that the projects are
properly implemented and to subdivide the capital over the whole project duration;
• Involvement of the private partner should be ensured from the initial stage of the project (i.e. design),
so as to achieve consistency between the design and the construction activities, as well as continuous
occupation of the private partner with the project along the operational phase with view to achieve
optimum operational performance;
• PPP contracts should be of one of the following types:
o Service contracts to perform street-cleaning and collection services within a city or area of proposed
contract;
o Management contracts, where management functions are requested by the public partner, such as
to operate an already constructed MRF. In addition, a management contract can be adopted for the
rehabilitation of dumpsites where the private partner can provide know-how and expertise which
will have to be financed by the public partner;
o Service franchises, where exclusive rights are provided to the private partner to execute a specific
agreement such as sorting-at-source awareness campaigns or collection of specific type of waste
(source-sorted biowaste or recyclables);
o Facility concessions, such as Build - Operate - Transfer (BOT), Build - Own - Operate - Transfer
(BOOT), Design - Build - Operate (DBO), Design - Build - Operate - Transfer (DBOT), which could
be applicable for transfer stations, MRFs, composting facilities, MBTs and sanitary landfills;
• The role of the public partner should be clear in terms of legislation, institutional support and public
involvement, especially when sorting-at-source is implemented, entailing specific regulations and follow-
up with the citizens;
• The role of the private partner should be clear in terms of design efficiency and correctness, as well
as of provision of financial support. The private partner is primarily providing financing and technical
expertise. It is worth mentioning that the private partner could be local or international based on the
availability of the expertise or financing in local level. At the end, the competitiveness of the tendering
process should allow participation of local and international interested private partners, which will
ensure that the lowest cost for the best acceptable service is achieved.
Risks can be mitigated by adding very clear and concise articles in the PPP contract, including detailed description
of the roles of all partners showing respective responsibilities to achieve the contract’s objectives. The PPP
is one of important means to improve the quality of the services and assist in finding financing and technical
knowledge for proper MSWM.
