IWSMG_Annexes.pdf

ANNEX A: Detailed Problem Statement: Challenges and/or Opportunities

Water Supply and Demand

Despite the fact that water utilities in Jordan reach 98% of the population, water scarcity remains a major challenge. The issue is water scarcity and also non-revenue water losses in the system that totaled 43 percent last year. Moreover, rapid population growth (natural and refugee influx) is increasing water demand, putting additional pressure on the limited water resources. Annual water consumption is 871 million cubic meters (MCM)(Ministry of Water and Irrigation Water Budget, 2009), of which 58% is used for irrigation. Water demand is met mostly from groundwater (56.8%), followed by surface water (29.5%) and treated wastewater (11.8%). The demand is met by extracting groundwater aquifers above safe yields.

Over extraction occurs in ten out of twelve basins and is especially significant in the Amman-Zarqa, Dead Sea, Azraq and Yarmouk basins; the two remaining basins are remotely located thus preventing their over-exploitation. Groundwater over-exploitation leads to declining groundwater levels by an average of about a meter a year in most aquifers, decreasing the base flow and the flow of spring discharge, and the drying up of springs. This leads to the deterioration of water quality, increase in cost of securing water, and a loss of about a third of Jordan’s “strategic reserve” of water by 2030.

Water utilities have not been able to increase the volume of water supply to meet the increasing demand.

Residents have even sometimes threatened the water utilities operators with firearms while requesting more water to their neighborhoods. Residents feel and utilities confirm that the influx of refugees in their communities has intensified the water shortage situation and stresses to the already inadequate infrastructure in many areas. Jordan received around 534,418 registered Syrian refugees (UNHCR, 2013) residing in the Zaatari camp and living in surrounding communities, especially Mafraq, Ramtha and Irbid (north of Jordan). The residents in Mafraq and Irbid were already water stressed before the arrival of the refugees, and they typically received water deliveries for only six hours every two weeks. According to the Government of Jordan, the population served by the utilities has increased by 15 percent in only 18 months. The chronic demand for water has resulted in each utility permanently operating in a crisis mode without the benefit of system upgrades, crisis management tools, and/or updated procedures.

By providing reasonable volumes of water for municipal and commercial needs, water use in Jordan has exceeded the safe yields for a number of years. Consequently, these water shortfalls have led to drastic reductions in annual per capita water domestic consumption from renewable sources: plummeting from 3,600 m3 in 1946 to 133 m3 today. The level of 133 m3 classifies Jordan as a country in water poverty since consumption rates from renewable sources are less than 1000 m3 per person, the amount recommended by the World Health Organization. Altogether, water use in Jordan exceeds renewable supply. The GOJ provides high quality and reasonable volumes of water for human and commercial needs which unfortunately has the side effect of depleting the country’s groundwater reserves.

If supply remains constant, Jordan’s per capita consumption from renewable sources is expected to fall to approximately 90 m3 per person per year by 2025. By that same year, assuming current trajectories hold, Jordan’s water deficit (i.e., gap between water availability and demand for water resources) for all uses will grow from about 160 million cubic meters in 2015 to 490 cubic meters. Jordan’s diminishing water assets threaten the country’s near-term security. If indeed per capita water consumption drops to 90 m3

Annex A – Page 1 per person per year by 2025, Jordan’s residents would move from a state of severe to a state of extreme water poverty ; economic growth would be constrained; public health possibly endangered; and the potential for large social disruptions heightened.

National Water Supply and Consumptive Use (MCM), by Sector, 2009 Source Domestic Industrial Irrigation

Highland/ Valley Livestock Total Share

Surface 93.9 3.1 77.5/75.9 7.0 257.4 29.5% Ground 214.7 33.0 245.8 0.9 494.3 56.8% Treated

WW

0.0 1.2 46.2/55 0.0 102.4 11.8%

Brackish 17.0 0.0 0.0 0.0 17.0 2.0% Total Used 325.6 37.3 500.3 7.9 871.0 100% Share 37.3% 4.3% 57.4% 0.9% With treated wastewater

Total Used 325.6 37.3 500.3 7.9 871.0 Less Treated

WW

0.0 1.2 101.2 0.0 102.4

Total Net 325.6 36.1 399.1 7.9 768.6 Share 42.3% 4.7% 51.9% 1.0% Without treated wastewater

One of the problems influencing water use in agriculture in Jordan is the unsustainable generous water allocations; below-market groundwater tariffs; import taxes that support water-intensive crops; subsidized energy; and, a lack of enforcement against “illegal” or “unregistered” wells. Generous water policies in the Highlands and elsewhere in the country are justified as pro-poor; however, powerful political and economic players benefit much more from the groundwater than the poor farmers.

Efforts have been made to introduce water conservation practices and technologies across Jordan. For instance, households have been introduced to rainwater harvesting technologies and grey-water technologies. However, since the full price of water is not charged to the consumers, there is less incentive to adopt water-saving technologies. Currently, water conservation incentives and conservation technologies are not fully utilized by households, agriculture, or the government.

Water Sector Management / Governance / Efficiency Despite the institutional reforms that have already taken place, there is much more that remains to be done in terms of both institutional restructuring and capacity building before Jordan’s water sector institutions can effectively and efficiently ensure the country’s water security.

Historically, Jordan’s water supply services have been managed by vertically-integrated bulk water supply and distribution authorities. The Water Authority of Jordan (WAJ) has provided municipal water supply and sewerage services, and the Jordan Valley Authority (JVA) has provided water services to the

Annex A – Page 2

Jordan Valley. In 1992, a Ministry of Water and Irrigation (MWI) was established to promote greater integration of water sector strategies, plans and policies.

By the mid-2000s, after over a decade of experience with the WAJ, JVA, MWI arrangement, there began a growing recognition that the combination of the powerful, vertically-integrated water authorities and an MWI unable to grow into the leadership role envisaged for it created a situation of:

• Overlapping institutional responsibilities (and the corollary inefficiencies and policy contradictions), particularly with regard to water resources planning, management and project prioritization.

• Conflicts of interest, especially with regard to WAJ and JVA, as bulk water suppliers, and water utilities distributing water• Weak accountability in light of the overlapping responsibilities and conflicts of interest, as well as the non-inclusive, often opaque decision-making processes influenced by shorter term political and economic interests.

To its credit, the GOJ began working with reformers to address the issues by creating municipal water utility companies to assume responsibility for water distribution from WAJ. By the end of 2011, three utility companies had been formed: the Aqaba Water Company (AWC) covering the Aqaba Governorate, Miyahuna covering Amman, and the Yarmouk Water Company covering four governorates in the north.

Nonetheless, institutional issues and the lack of reform within the water sector continue to impede Jordan’s ability to achieve international best practice standards.

Institutional overlap between the MWI and WAJ. The water sector is currently structured in such a way that essential water-related functions continue to be poorly allocated among WAJ, MWI and JVA. This creates several areas in which there is duplication of effort, unclear responsibility for decisions, and poor accountability. First, the legislation creating MWI assigned to it a number of water resource planning and management functions which had previously been assigned to WAJ in an earlier law. Second, MWI was established under a WAJ by-law rather than a dedicated law and as such lacks sufficient authority to effectively carry out its water management responsibilities. There are significant conflicts of interest between WAJ responsibilities for bulk water supply and its oversight and management controls over the utilities. Policy decision-making is narrowly-based and focused almost solely within the Ministry. In addition, MWI has a conflict of interest due to its dual responsibility for both policy decision-making and policy implementation. There is no viable mechanism for monitoring and follow-up in policy implementation.

One result of the duplication is weak control of groundwater abstraction under the by-law governing MWI’s roles and responsibilities. MWI is assigned responsibility for water resource and strategic planning (including allocation of water) and management of water resources. However, WAJ continues to perform ground water core management functions such as licensing, permitting and monitoring for groundwater abstraction. Since WAJ is licensing their own wells (for drinking purposes) and private wells, this results in a conflict of interest and contributes to the over abstraction problem.

WAJ remains a vertically-integrated organization with responsibilities that range from the provision of bulk water, retail water and sewage services, new water development and wastewater treatment.

Illustratively, WAJ is responsible for the development of new water supplies and has also had

Annex A – Page 3 responsibility for regulating and controlling new supply sources. Similarly, it exercises a large degree of control over the utility management (e,g. Miyahuna, AWC) and yet has much of the responsibility for holding utilities accountable for their performance. In addition, outside the geographic areas covered by the three existing utilities, WAJ continues to be a retail water distributor in six governorates. This creates a conflict of interest. Moreover, while the utilities are governed by the Companies Act enabling them to operate as commercial entities, they have operated with limited financial and operational independence from WAJ and without all of the tools and authorities they need to act as commercial entities.

Performance of water utilities. At the utility level, improvement is required with cost recovery, maintenance of assets and adoption of technological, managerial and other interventions that must maximize water efficiency. In a water scarce country, the utilities should be judged against the highest performance standards. For instance, utilities should have standards for non-revenue water that exceed world averages. Instead, non-revenue water levels are significantly below industry standards in most parts of the country which affects cost-recovery and other performance variables. One of the issues affecting performance is misaligned staffing and lack of efficient management systems to operate in accordance with international best practices. A lack of performance orientation within the existing institutions is contributing to less than ideal performance. The GOJ also noted that the traditional model of addressing NRW has not worked as huge investments have been made in NRW over the last 15 years, yet the expected results have not been sustained.

AWC and Miyahuna have significantly better performance standards than Yarmouk Water Company.

With good management and modern technology, AWC is providing a continuous supply of water to its customers while, at the same time, maintaining the country’s lowest percentage of physical and administrative water losses with regards to non-revenue water. Miyahuna is making progress toward achieving similar levels of performance. Both AWC and Miyahuna are realizing profits but more is still needed to improve their performance to be fully independent from the GOJ and operate on a commercial scale.

Yarmouk Water Company was established in 2011, and was managed through a management contract with Veolia Company. Due to various issues between WAJ and Veolia, such as continuous strikes by the staff inherited from WAJ against the proposed restructuring, Veolia withdrew from its management role.

As a result, donor funding was withdrawn and WAJ maintained the same management contract with Yarmouk Water Company. In the Yarmouk area there are no additional sources of water to go into the system. Yarmouk has not received the same level of investment than the other water utilities despite having a wider geographical coverage area. Yamouk staff are currently in the process of choosing whether or not they want to remain as WAJ employees or to terminate their employment with WAJ and be re- hired on a private sector personnel contact basis at Yarmouk Water Company, working toward a deadline of April 1st 2014. This kind of restructuring will be a difficult process.

Water Users Associations and JVA. Under the current law, JVA is responsible for socioeconomic development in the Jordan Valley. In the context of those responsibilities, JVA, like WAJ, performs certain functions (supply of bulk water and provision of retail water services) in the Jordan Valley, which eliminated the overlap of these functions with WAJ. For more than a decade now, the JVA has been supporting the transfer of irrigation water distribution services and parts of irrigation retail system operation and maintenance to water users associations (WUAs). This process has been facilitated by

Annex A – Page 4 technical support furnished by the WUAs component of the Jordanian-German Program on Water Resources Management. A current study by USAID ISSP Project revealed that 19 WUAs have been officially established under Jordan Cooperative Corporation (JCC) law as WUAs, and five more are pending.

While a number of WUAs are now capably providing retail water services under the JVA authority, the current legal basis for organizing WUAs is ill-suited to their structure and operations and does not accommodate an expanded role in irrigation retail distribution and does not regulate their relationship with JVA. For instance, WUAs are registered under the Cooperatives Law but do not have the authority to collect fees. The cost to JVA for managing irrigation distribution services on their own was estimated at 17 JD/dunum (excluding overhead and bulk water management cost). However, the cost for supporting services attributed directly to WUAs is 9 JD/dunum. This demonstrates that there are some significant cost savings possible under WUA management of irrigation services.

No independent authority to regulate utilities. There is no legal status for an independent entity to regulate water utilities. Currently, the Program Management Unit (PMU) within the MWI is performing the regulatory function. The PMU, however, has a mandate that goes beyond its regulatory function – such as Capital Investment Contracts with Private Sector – and it has not yet organized its regulatory functions into a consolidated unit. At the same time, the PMU’s regulatory responsibilities and capabilities are narrower than those that a typical water regulator would assume. Finally, as part of MWI, and with a close reporting and coordination relationship with WAJ, the PMU cannot be characterized as a fully independent body. In addition, part of the PMU is housed within WAJ which also owns the utilities.

In other words, the regulator is regulating itself, which is a conflict of interest. However, the Minister of Water and Irrigation is in the process of approving the establishment of the Water Utility Regulatory Unit under the PMU. This is considered to be the first phase before separating the unit into an independent body or merging it into the multi-sectorial regulatory commission that is under study by the GOJ.

Relationship between government and civil society. Beyond the strictly institutional challenges there are challenges related to inclusion and the quality of interaction between government and civil society. Civil society participation in the water sector in Jordan has historically been weak. Active and constructive citizen engagement in the decision making process is critical for deepening Jordan’s democratic roots, reducing an arguably over-reliance on government services, and creating conditions for lasting stability and sustainability. Although there are a number of active environmental non-governmental organizations (NGOs), none has been actively engaged on issues related to municipal service delivery and management of water resources at the national scale. Moreover, the allocation of water resources among uses and the enforcement of groundwater regulations is lacking real commitment and awareness by civil society. The development of a civil society presence that could advocate in the public interest on these types of issues would serve to help the GOJ to enact and enforce appropriate regulations. Water sector institutions may also partner with civil society organizations to disseminate messages to the public and raise public awareness on a range of relevant issues.

Refugees from and bilateral water agreements with neighboring countries. This is an area that has the potential to increase tensions between Jordan and neighboring countries. Jordan’s water sector has experienced additional stresses over many years due to the influx of refugees in Jordan. Jordan’s experience is that the situation typically is of a medium term, with refugees typically settling in Jordan up

Annex A – Page 5 to five years. The refugee situation and its potential to impact Jordan in the future must be considered when addressing governance and planning issues.

In addition, Jordan has several treaties related to water with neighboring countries. As water is a regionally scarce resource, how these agreements are negotiated and implemented have a significant impact on Jordan’s water sector. Surrounding countries like Syria have constructed more groundwater wells and dams than what was allowed in the agreements, and this is having a negative impact on Jordan’s water supply.

Promoting gender equality. How to successfully involve and integrate men and women in the water sector is a cross-cutting issue. Women are represented in the MWI and throughout the water sector, with the exception of the JVA and the WUAs which are almost exclusively staffed by men. Furthermore, the percentage of women in leadership, management, and other decision-making positions is low. Certain jobs, such as those related to maintenance of water/wastewater treatment facilities, are generally not considered culturally acceptable for women because they require long working hours and night shifts, serving in remote areas with no suitable accommodations, or assuming physical postures that are deemed disrespectful for women. The limited female representation in governance and decision-making processes in water sector institutions negatively impacts the full integration of gender concerns in policy and institutional reforms, particularly those related to the respective needs of men and women in water use and conservation as well as the different roles men and women have in water management and agricultural production spheres.

Within the household, women are largely responsible for the family’s household water usage and health, while men typically control activities that require outside contact (e.g., paying bills, contacting the water utility company or other service organizations), purchase decisions (e.g., purchasing water saving devices), and irrigation water management decisions. Women’s participation in water management and decision-making in the agricultural sector is still constrained due to lack of access to economic resources or land ownership (women represent only 4.9% of landowners) and lack of knowledge and skills of agricultural practices related to water (e.g., water pumps, water-efficient crop patterns, water-conserving technologies, etc.). While men tend to be responsible for irrigating crops, following up with water providers, resolving water issues, buying water and controlling water supply, women assist with weeding, harvesting, crop processing and livestock. As such, decisions about water rationing and allocation impact men and women differently when it comes to household and agricultural activities that require water.

Protection of Water Supply and Resources

Due to combined effects of groundwater mining, dwindling surface water resources, population growth and policies aimed at promoting industrial development, water quality problems are likely to worsen and costs associated with securing new water supply will increase to meet the increasing demand.

Wastewater treatment is the responsibility of the utilities. As previously noted, there is a lack of performance orientation in the operation of utilities. The utilities have had difficulties recruiting and retaining qualified and dedicated wastewater treatment plant operators. If there are management issues in the operations of a wastewater treatment plan, the quality of the effluent will be reduced. With the 15 percent increase in population due to the influx of Syrian refugees, many wastewater treatment facilities are operating at overcapacity which is also lowering the quality of the effluent, sometimes below the

Annex A – Page 6 required standards, requiring either treatment, and/or management improvements, expansions, and/or upgrades.

In the case of solid waste and biosolids, the fact that most of the disposal sites are not lined suggests that leachates may infiltrate into aquifers that provide water for drinking and irrigation use. This has to be regulated and managed by relevant Ministries and agencies to protect water supply. The current laws are insufficient to protect water resources, including industrial wastewater, biosolids, and municipal and hazardous waste landfill. Compliance and enforcement is also an issue.

Annex A – Page 7

Water for Life Jordan's Water Strategy

2008-2022

Annex B

"Our Water situation forms a strategic challenge that cannot be ignored. We have to balance between drinking water needs and industrial and irrigation water requirements. Drinking water remains the most essential and the highest priority issue ".

H.M. King Abdullah II November 7, 1999

Foreword by:

HRH Prince Feisal Ibn Al-Hussein Head of the Royal Commission for Water

The water scarcity in Jordan poses a serious challenge that will affect all sectors if not addressed with serious efforts. Water for Life is Jordan's Water Strategy that sets the pace for our efforts for the years upto 2022.

This is our Strategy that establishes our Vision for each of the major areas of the Water Sector. It also establishes the Actions required to achieve the Visions.

A sincere effort is required from all Jordanians to understand and join collectively to address the water issues that are explained in this Strategy report. It is all the more important to consider this Strategy report and the subsequent action plans as one of the highest priorities to perform on the national level.

The Ministry of Water and Irrigation has the major role to lead this initiative. I am confident that we have sufficient will and determination to succeed in achieving our goals.

Head of the Royal Commission for Water

HRH Prince Feisal Ibn Al-Hussein

February 2009

An Opening Statement by HE Raed Abu Saud Minister of Water and Irrigation

Jordan has very limited water resources. In 2007 the Demand exceeded Resources by 638 MCM/year and the Allocations exceeded Resources by 73 MCM. Annual per capita water availability is 145m3/year. This is far below the international poverty line of 500 m3/year.

Water is an essential commodity for Municipal, Industrial and Agricultural uses. The increasing water deficit year-on-year poses a serious future threat that will impact all sectors. A serious effort must be made at all levels; individuals, private and public sectors.

We have established a Strategy based on vision-driven change effort. This Water Strategy for Jordan identifies our plans for our future water and the actions that we will take to ensure that water is available for people, business and nature.

It sets the vision of what we want to have by 2022. It looks at all aspects of the water cycle from rainfall to collection, treatment and discharge. The practical steps we will need to take include an effective Water Demand Management, an efficient Water Supply Operations and a well developed institutional reform.

We intend to reduce demand by raising awareness of the general public on the water condition in Jordan. We all agree that we need to value water more, use it more wisely and have every stakeholder to take his share of responsibility for protecting this vital resource.

We are taking on board serious important plans. By 2022, the Disi water conveyance and the Red-Dead Canal would be operational. By 2022, non revenue water (NRW) would not exceed 25%. By 2022, we should have cost reflective tariffs. The Ministry shall introduce a new Water Law, Water Regulatory body and a Water Council. We shall dispose off all non-Water functions from JVA. The Ministry shall have a streamlined structure by separating "wholesale" operations (National) and "retail" operations (Local Service Delivery). This will enhance and improve how the private sector could participate effectively.

Water for irrigation take 71% of the water demand. We plan to take all necessary actions to achieve His Majesty King Abdullah II vision to balance between drinking water needs and the industrial water and irrigation needs with drinking water to have the priority.

The unsustainable abstraction of groundwater and the depletion of groundwater aquifers are major problems facing the water sector in Jordan. We shall enforce stringent regulations to conserve and protect our Groundwater resources.

We are also planning to pace the development of the Greater Amman Municipality under the new Amman Master Plan. Codes and regulations for buildings including, High rise- High density, shall be set. Regulations for use of graywater shall be established.

This strategy aims to gear us all to reach our visions for Water by 2022.

My appreciation to all who assisted in preparing this Water Strategy. Particular appreciation is extended to our Water Strategy Consultant Mr. Izzat Sajdi of (CEC – Sajdi & Partners) and Eng. Maysoon Zoubi of the Royal Court.

Minister of Water and Irrigation Raed Abu Saud

Raed Abu Saud

February 2009

TTAABBLLEE OOFF CCOONNTTEENNTTSS

FOREWORD BY

HRH PRINCE FAISAL BIN HUSSEIN ………………………………………………

AN OPENING STATEMENT BY

H.E. RAED ABU SAUD

MINISTRY OF WATER AND IRRIGATION ………………………………………..

CHAPTER I EXECUTIVE SUMMARY - TOWARDS A

WATER STRATEGY FOR JORDAN …………………………

CHAPTER 2 WATER DEMAND …………………………………………

- CURRENT STATUS ……………………………………..

- FUTURE CHALLENGES ………………………………..

- GOALS FOR WATER DEMAND BY 2022 ……………...

- APPROACH TO ACHIEVE THE VISION ………………..

CHAPTER 3 WATER SUPPLY …………………………………………

- CURRENT STATUS …………………………………….

- FUTURE CHALLENGES ……………………………….

- GOALS FOR WATER SUPPLY BY 2022 ………………

- APPROACH TO ACHIEVE THE VISION ……………….

CHAPTER 4 INSTITUTIONAL REFORM ……………………………….

- CURRENT STATUS ………………………………

- FUTURE CHALLENGES ……………………………

- GOALS FOR INSTITUTIONAL PERFORM BY 2022 …………….

- APPROACH TO ACHIEVE THE VISION ……………..

CHAPTER 5 WATER FOR IRRIGATION ……………………………

- CURRENT STATUS ……………………………………..

- FUTURE CHALLENGES ……………………………….

- GOALS FOR IRRIGATION WATER BY 2022 ………………

- APPROACH TO ACHIEVE THE VISION ………………

CHAPTER 6 WASTEWATER …………………………………………..

- CURRENT STATUS ………………………………

- FUTURE CHALLENGES ……………………………..

- GOALS FOR WASTEWATER BY 2022 …………………...

- APPROACH TO ACHIEVE THE VISION ……………..

CHAPTER 7 ALTERNATIVE WATER RESOURCES …………………..

- CURRENT STATUS ………………………………

- FUTURE CHALLENGES ……………………………..

- GOALS FOR ALTERNATIVE WATER RESOURCES BY 2022

- APPROACH TO ACHIEVE THE VISION ……………..

CHAPTER 8 SUMMARY OF GOALS AND ACTIONS…………………..

Executive Summary

Executive Summary 1-1

1. Jordan's vision for a water strategy is one whereby 2022, we have:

• Adequate, safe and secure drinking water supply ;

• Greater understanding and more effective management of groundwater and surface water;

• Healthy aquatic ecosystems;

• A sustainable use of water resources, and implemented fair, affordable and cost -reflective water charges;

• Adaptation to increased population growth and economic development across the water sector and water users.

2. Water Management has been driven by the necessity to supply water. This Water Supply approach dominated the way water has been managed until now.

3. Groundwater levels have dramatically declined showing that groundwater exploitation in the past was unsustainable. The abstracted amounts in each area need to be limited to the long-term sustainable amount as defined in the Water Resources Management Plan.

4. Despite the huge improvements in infrastructure to supply water, we are facing a critical and serious supply-demand imbalance.

5. A sustainable water supply and demand balance must be secured. This means limiting and even reducing our water consumption, while not ruling out new supply infrastructure.

6. More pressure will be put on our water resources from changes in population, household formation and development, and lifestyles. The increase in demand is witnessed in areas where there is already a lot of pressure on our water resources.

7. The economic development of the past two decades has created enormous pressures on the quality of ground and surface water resources. The process of deteriorating water quality must be halted. This requires that water sources are actively protected from pollution through actions of the Ministry of Water and Irrigation and other involved Ministries/Agencies (i.e. Ministry of Environment), such as setting up and implementing groundwater and surface water protection zones as well as through appropriate landuse planning which takes the need for water resources protection into account.

Chapter 1 – Executive Summary – Towards a Water Strategy for Jordan

Executive Summary 1-2

8. This water strategy outlines a strategic and integrated approach to the sustainable management of our water resources, for the public water supply as well as for the provision of healthy ecosystems and the services they provide. Achieving the vision will have social, environmental and economic implications, which we need to address.

9. This water strategy sets out our vision and key priorities for water. This is a vision – driven effort.

10. The deficit between Supply from Demand in 2007 was 565 MCM.

11. The projected deficit between Supply from Demand in 2022 is estimated at 284

MCM.

12. The water resources of 2007 were 867 MCM and should be developed to 1632 MCM by 2022. The Dissi water conveyance is operational by 2013 and the Red Dead conveyance is operational by 2022 and treated wastewater effluent must be fully utilized by 2022. Extraction from groundwater should be drastically reduced.

13. In order to achieve the visions of this Water Strategy, the implementation are set under the foll0wing main themes:

• An efficient and effective institutional reform.

• A drastic reduction in the exploitation of the groundwater.

• Efficient use of water resources.

• Implementation of the Disi water conveyance and the Red Dead conveyance projects.

• Irrigated agriculture in the highlands will need to be capped and regulated and the by-laws will need to be reinforced.

• Appropriate water tariffs and incentives will be introduced in order to promote water efficiency in irrigation and higher economic returns for irrigated agricultural products

14.The following chapters contain statements that are articulated as goals and approaches for strategic management of the Kingdom’s water resources. Each of these approaches needs to be elaborated in one or more action plans that will specify how the approach will be achieved. This will include more details on the specific approach, identification of the responsible party for implementation, a timeline, and, as appropriate, a geographic focus area.

Executive Summary 1-3

Core Principles

In addition to the importance of having a strong need for a Strategy for sustaining Jordan's Water Supply, a set of principles are recognized:

1. Jordanians must recognize that there are limits to the available water supply.

2. Citizens, Private and Public Sectors must share responsibility for water management and protection in Jordan and work together to improve conditions within their local watershed.

3. A deeper knowledge of the available amounts, actual quality and natural protection of Jordan's water resources is the foundation for effective decision making.

4. Jordanians must use water more effectively and efficiently and will use and reuse water wisely and responsibly.

5. Healthy aquatic ecosystems are vital to a high quality of life for Jordanians and must be preserved.

6. Groundwater and surface water quality must be preserved in pursuing economic and community development.

7. Jordan will take care of the drinking water quality and standards to ensure that Jordanians have safe and secure drinking water.

Executive Summary 1-4

Water Demand 2007

Municipal

366MCM

24%

Industrial

49MCM

3%

Touristic

10MCM

1%

Irrigation

1080MCM

72%

Water Supply(Allocations) 2007

Industrial

49MCM

5% Highland Irrigation

304MCM

32%

Touristic

10MCM

1%

JV Irrigation

293MCM

32%

Municipal

284MCM

30%

Water Demand and Water Supply/Allocations 2007

Executive Summary 1-5

Without Red Dead Conveyance

Resources vs Demand 2007

Deficit

638MCM

Resources

867MCM

Demand

1505MCM

Projected Resources-Demand 2022

Deficit 503MCM Demand

1635MCM

Resources

1132MCM

Projected Resources vs Demand 2022

Demand

1635MCM

Resources

1632MCM

Deficit

3MCM

With Red Dead Conveyance

Resources and Demand 2007 and 2022

Executive Summary 1-6

Without Red Dead Conveyance

Resources vs Supply(Allocations) 2007

Deficit

73MCM

Resources

867MCM

Supply (Allocations)

940MCM

Resources vs Supply(Allocations) 2022 Deficit

5MCM

Resources

1632MCM

Supply (Allocations)

1637MCM

Resources vs Supply/Allocations 2022 Deficit

357MCM

Resources

1132MCM

Supply (Allocations)

1489MCM

With Red Dead Conveyance

Resources vs Supply/allocations 2007 and 2022

Executive Summary 1-7

Water Resources 2007

Non-Renewable Groundwater (Jafr+Lajjoun)

25MCM,3%

Desalinated Water (Abu Zeighan

+Aqaba)

10MCM,1%

Peace Treaty

50MCM,6%

Artificial Recharge

55MCM,6%

Safe Yield Groundwater 275MCM,32% Developed Surface

Water

295MCM,34%

Non-Renewable Groundwater (Disi+Hisban)

66MCM,8%

Treated Wastewater (Irrigation)

87MCM,10%

Treated Wastewater (Industry)

4MCM,1%

Future Water Resources 2022

Peace Treaty

50MCM,3%

Developed Surface Water

365MCM.22%

Desalination

500MCM,31%

Non-Renewable Groundwater (Disi+Hisban)

135MCM,8%

Safe Yield Groundwater 275MCM,17% Artificial Recharge

25MCM,2%

Desalinated Water (Abu

Zeighan+Aqaba)

20MCM,1%

Treated Wastewater (Irrigation)

220MCM,13%

Treated Wastewater (Industry)

27MCM,2%

Non-Renewable Groundwater (Jafr+Lajoun)

15MCM,1%

Water Resources 2007 and 2022

Water Demand 2-1

Chapter 2 – Water Demand

Current Status

1. Jordan is one of the fourth driest countries in the World. Demand for water exceeds Jordan's available water resources.

2. Access to a safe water supply is an essential requirement. It is not the intention to restrict water on essential uses, but in some areas, there are excessive claims on the available water resources.

3. Groundwater is being exploited at about twice its recharge rate. There are hundreds of illegal wells.

4. Annual per capita water availability has declined from 3600m3/year in 1946 to 145 m3/year today.

5. It is projected that the population will continue to grow from about 5.87 million in 2008 to over 7.80 million by 2022. Total projected water demand will be 1673 MCM by 2022.

6. Water for irrigation utilizes 71% of the water demand (2007) and 64% of water supply (2007). As municipal, industrial and tourism water use increases, irrigated agriculture in the highlands will need to be capped and regulated and the by-laws will need to be reinforced.

7. Groundwater extraction for agriculture is beyond acceptable limits resulting in a groundwater deficit of 151 MCM in 2007.

8. Non-revenue water remains high throughout the country, yet in places like Aqaba has declined significantly in recent years through improved management and capital investment.

Water Demand

Water Demand 2-2

Future Challenges

The future challenges on water demand are enormous. Any unexpected population growth due to regional instability, as was the case during the past decades, would increase water demand and impact the plans to reach a balanced demand and supply.

Jordan must manage its water resources giving priority to municipal and industrial needs and cap agricultural use.

Goals for Water Demand by 2022

1. Irrigated agriculture in the highlands will need to be capped and regulated and the by-laws will need to be reinforced.

2. Appropriate water tariffs and incentives will be introduced in order to promote water efficiency in irrigation and higher economic returns for irrigated agricultural products

3. Jordanians are well aware of water scarcity and the importance of conserving and protecting our limited water resources.

4. Viable options to reduce water demand within each sector are readily available.

5. Water tariffs within and outside the water sector should support water demand management.

6. Non-revenue water to be 25% by 2022.

Approach to Achieve the Goals for Water Demand by 2022

Awareness

1. We will create awareness among the Jordanian public and decision makers as it is the first step towards behaviour change and lays the foundation for policy change.

For example, if a high percentage of the population knew that 64% of all water goes to agriculture, but contributes little to the country's economic growth, an increase in irrigation tariffs would receive more public support. The true value of water is not properly understood in Jordan, nor is the cost of water delivery, or the costs and benefits of alternative approaches to water management. Once a robust foundation of knowledge is created among all concerned parties, the challenges will be easier to manage and will be more likely to encourage prompt action. (Goal #2)

Water Demand 2-3

2. We will target audiences to include public and private sectors and the general public. The private sector includes farmers, industry leaders, small and medium sized businesses, associations, chambers and non-government organizations. (Goal #2)

3. We will prepare and disseminate messages at multiple levels once audiences are identified and current levels of knowledge ascertained. Messages can be both technical and non-technical. Delivery of messages can be through many avenues including mass media, associations, chambers, schools, universities and water delivery utilities. The impact of messages can be significantly enhanced through delivery by the highest levels of Jordanian Government. Messages can include, but are not limited to: (Goal #2)

- The need to collaborate among all concerned ministries (Planning, Water and Irrigation, Agriculture, Environment, Tourism, Industry and Trade, and Health) on policy, economic, and social concerns related to water issues, especially for the inter-and intra-sectoral movement of water.

- The relationship between water sustainability and cost, and social and economic development in Jordan, i.e. the impact of increased water scarcity on Jordanian's way of life.

- An understanding among water users about the relationship between water and pollution and the necessity to protect the scarce water resources.

- An understanding among water users of existing water allocations and attendant problems. Maximum impact will be achieved if the background knowledge is packaged with clear concise information on what social, economic, and political actions are needed to cure the root causes of the problems.

- Concrete suggestions on economically cost-efficient measures every individual can implement to reduce water demand.

- The need to properly value and maximize the return from each cubic meter of water resources used. For example, what is the appropriate price for Jordan's groundwater applied for irrigation of local farms?

- The need for consistent enforcement of regulations, policies and codes across all water users. This is essential for voluntary compliance to occur.

4. We will work with the Ministry of Education to introduce Water Awareness programs in the form of events and curricula at all school grades. (Goal #2)

Policy and Regulation

Water Demand 2-4

Efficient water use will only become common practice when a strong consolidated water resources regulatory organization is in place to support compliance with the legal structure and there is a tariff schedule based on the true value of water.

Stronger enforcement of laws and regulations can make a major contribution to relieving water shortages today.

5. Jordan must improve its policy to equitably allocate transferable surface and groundwater rights to farmers to permit intra- and inter-sectoral transfers of water.

Jordan Valley farmers would know in advance their allocation for the crop season and plan accordingly, subject to contingency provisions for unanticipated drought. Farmers could sell part or all of their surplus annual water right to other farmers. We could buy highland groundwater rights at market prices to reduce withdrawals from aquifers under stress. (Goal #1)

6. Jordan must develop policy to provide incentives for farmers to grade agricultural produce by quality, sort by size and conformity, and practice proper post-harvest handling and transport, thereby increasing product quality and lengthening shelf life.

This allow farmers to focus on high-quality crops and will bring increases in profit thus enabling farmers to upgrade technology and better afford increased water tariffs that more truly represent the value of water consumed. (Goal #1)

7. Jordan must remove tariffs on imported crops to promote transition to crops with higher economic returns per unit of water used. For instance, growing bananas is a commonly cited but not unique example of an egregious waste of water to produce a crop that can be imported significantly cheaper than it can be produced in Jordan. Jordan can no longer afford such uneconomical use of scarce water supplies. (Goal #4)

8. Jordan must encourage groundwater basin water users associations. We will invite these associations to participate with the government in setting and implementing protection zones of surface and groundwater. Practice has shown that local communities are in the best position to decide on the appropriate use of public goods.

(Goal #2)

9. Jordan must stop unsustainable extraction of groundwater in order to prevent permanent economic and environmental harm. Jordan's groundwater by-law 85 was created to protect and monitor the country's precious groundwater resources. Under this by-law, we have certain responsibility to collect fees for legal wells. Yet fees from the majority of wells used for agriculture purposes are not collected. Without fees coming back into the sector from users, we will be subsidizing water in perpetuity. In addition, hundreds of illegal wells pump water daily in Jordan, which stresses the country's aquifers. The by-law also requires the government to establish appropriate pumping reduction plans for aquifers under stress; currently 10 out of Jordan's 12 groundwater basins are showing a deficit, the other two are close to their limit, and the situation will only get worse. We will establish and implement Groundwater Management Plans in order to begin to slow this dramatic decline in groundwater.

Water Demand 2-5

We will revise by-law 85/2002 on groundwater to conserve and protect groundwater from illegal use and over extraction. (Goal #2)

10. We will revise the bulk tariff setting mechanism to reflect the real value of water.

Low tariffs encourage waste and low-value uses and provide no incentive for efficient water distribution and use by water delivery authorities and customers.

As fiscal constraints reduce the level of public funding available for subsidies, users will have to pay a larger share of the costs of delivery. However, an efficient mechanism to supply water for low-income families should accompany any adjustment in municipal water tariffs. (Goal #4)

11. We will adopt and enforce building and plumbing codes for buildings (including high rise – high density buildings) that set maximum water flow limits and minimum quality standards for plumbing fixtures. Strict enforcement of the building code, particularly with regard to showerheads and toilet flush capacity, could save 10% of municipal water each year. New construction has recently added millions of square meters of floor space in Jordan and much has been built without these water conservation fixtures. Banning high water use fixtures will facilitate enforcement of the codes. (Goal #3)

12. Jordan will implement regulations (incentive structures) to encourage rainwater harvesting. (Goal #3)

13. We will modify policy and regulation to facilitate water allocation among users in Jordan by considering return per cubic meter used while ensuring satisfaction of basic domestic water need. This action will provide higher returns per cubic meter of water used, will increase ability to pay tariffs, reduce stress on the GOJ budget caused by high water subsidies. (Goal #1)

Technology

14. We will facilitate adoption of new innovative and proven technology to produce, distribute, and use and reuse water more efficiently and to increase economic productivity without increasing water use or waste. Such technology coupled with proper training can increase levels of economic production without increasing water use or waste. Examples include new metering systems, electronic data acquisition for infrastructure management, systems to generate information for decision-makers, drip irrigation systems, brackish and seawater desalination systems, and water delivery schedules that fit the needs of customers. (Goal #3)

15. Jordan will make readily available water saving fixtures and equipment for industries, municipalities, and homes and will structure incentive systems to promote their use. (Goal #3)

16. Jordan will continue expanding the use of treated wastewater, which shows great potential for agriculture, industry, and urban landscapes. Treated wastewater should go to the use that demonstrates the highest social and economic return and can

Water Demand 2-6 reduce the demand for fresh water and reduce ultimate disposal costs. Where economically practical, treated wastewater can be used to replenish aquifers. Public education of using treated wastewater for possible aquifer recharge must begin now.

(Goal #3)

Non-revenue Water

17. We will reduce non-revenue water to 25% by 2022 with technical losses below 15%. To reach this goal will require the rehabilitation of water supply systems (including improved water meters), optimization of operation and management, and network restructuring. We will continue to focus on: (Goal #5)

• Maintaining water quality in the networks within standards.

• Increasing frequency of summer water supply.

• Increasing frequency of winter water supply.

• Reducing response time for repair of network leakages, pressure loss, and sewer blockage.

• Reducing waiting time for water and wastewater connections.

• Reducing waiting time for the resolution of customer complaints.

Water Supply 3-1

Chapter 3 – Water Supply

Current Status

Since the shortage of water resources in Jordan was first widely recognized in the early 1970s, many strategies and measures have been proposed to alleviate and overcome it.

These have included supply augmentation measures involving the construction of various hydraulic structures and the development of groundwater. However, no single action can remedy the nation's water shortage. Rather, an integrated approach will be adopted to enhance water availability, suitability, and sustainability.

In the year 2008 the renewable freshwater resources available per capita in Jordan were about 145 cubic meters per year. This is less than one third of the widely recognized "water poverty line" of 500 cubic meters per capita per year. This sobering observation requires that water be well managed and used as efficiently as possible, that demand be proficiently managed, that all available sources of water be developed, and that adverse impacts be mitigated through measures of environmental protection.

The terms of "Water Supply" and "Water Resources" are used incorrectly to mean the same.

When preparing the water budget figures, distinct differentiation must be made between Water Supply (Allocations) and Water Resources. Water Resources include both surface and groundwater. Management of each must be optimized.

Surface water supplies contribute approximately 37% to Jordan's total water supply.

Developed surface water in Jordan is estimated at 295 MCM in 2007 and projected 365 MCM by 2022.

Groundwater contributes approximately 54% to total water supply. The unsustainable abstraction of groundwater largely due to population growth and agriculture expansion is a major problem today. This has been exacerbated by the lack of enforcement of regulations on private sector well drilling, and the near absence of controls on licensed abstraction rates.

As water tables drop, pumping costs and salinity levels increase.

WAJ provides wastewater collection and treatment services to fourteen major populated areas. About 4 million people (62% of the population) are served by sewerage systems producing about 100 MCM of effluent per year that is being reused primarily in agriculture.

Several brackish springs have been identified in various parts of the country.